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Home My WebLink About2024-06-04 Agenda and Supporting Documentation Town Council Afternoon Meeting1.Call to Order 2.Interviews for Boards, Commissions and Authorities 2.1 Vail Local Housing Authority (VLHA)5 min. Interview applicant for vacancy on the Vail Local Housing Authority. Presenter(s): Stephanie Kauffman, Town Clerk Background: One vacancy exists on the Vail Local Housing Authority. The term of the new appointment will begin on June 1, 2024 and expires on May 31, 2029 (five year terms). Duties of the five-member VLHA include budget approval, policy recommendations, advocacy, strategic and long-term planning, and making recommendations for development and acquisition parameters. 3.Joint Meeting with Vail Recreation District (120 min.) 3.1 Dobson Arena Update 4.Presentation/Discussion 4.1 West Middle Creek Total Budget & Schedule Update 60 min. Listen to presentation and provide feedback. Presenter(s): George Ruther, Housing Director and Eric Komppa, President at Corum Real Estate Group Background: Please see the attached presentation. 4.2 Short Term Rental Update 10 min. Listen to presentation and provide feedback. Presenter(s): Carlie Smith, Finance Director Background: Please see the attached memo. VAIL TOWN COUNCIL MEETING Afternoon Session Agenda The Grand View, 395 S. Frontage Road W. Vail, CO 81657 and virtually by Zoom: https://vail.zoom.us/webinar/register/WN_JmvTNxWSRlW8HGDqJYuNBg 12:20 PM June 4, 2024 Notes: Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will consider an item. VLHA Applications Dobson Arena Council Memo 2024-06-04 Dobson Arena Council Memo and Presentation 2024-06-04 WMC Presentation Council 2024-06-04 Public Comment - West Middle Creek 2024-06-04 STR Update 1 5.DRB/PEC Due to the Memorial Day Holiday, the second PEC meeting in May was canceled. There is no DRB/PEC update for this meeting. 6.Information Update 6.1 April 18, 2024 VLMDAC Meeting Minutes 6.2 May 10, 2024 VLMDAC Meeting Minutes 6.3 May 15, 2024 VLHA Meeting Minutes 6.4 May 2024 Revenue Update 6.5 Waste Diversion Update 7.Matters from Mayor, Council, Town Manager and Committee Reports (20 min.) 7.1 Town Manager Report 7.2 Council Matters and Status Report 8.Executive Session (60 min.) Executive Session pursuant to: 1. C.R.S. §24-6-402(4)(a) - to consider the purchase, acquisition, lease, transfer or sale of any real, personal or other property interest, §24-6-402(4)(e) to determine positions relative to matters that may be subject to negotiations, develop a strategy for negotiations and instruct negotiators and on the topics of: 1. Potential Real Property Acquisitions by the Town; and 2. The redevelopment of the Timber Ridge Apartments; and 2. C.R.S. §24-6-402(4)(b) - to hold a conference with the Town Attorney, to receive legal advice on specific legal questions, and C.R.S. §24-6-402(4)(e) - to determine positions relative to matters that may be subject to negotiations, develop a strategy for negotiations and instruct negotiators on the topic of Short Term Rental regulation. 9.Recess 4:55pm (estimate) 2021-04-18 VLMDAC Meeting Minutes 2024-05-10 VLMDAC Special Meeting Minutes 2024-05-14 VLHA Minutes 2024-06-04 Revenue Update 2024-06-04 Community Wide Waste Diversion Update TM Update 2024-06-04 2024-06-04 Council Matters Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website www.vailgov.com. All town council meetings will be streamed live by High Five Access Media and available for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access Media website the week following meeting day, www.highfivemedia.org. Please call 970-479-2136 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. 2 3 AGENDA ITEM NO. 2.1 Item Cover Page DATE:June 4, 2024 TIME:5 min. SUBMITTED BY:Stephanie Bibbens, Town Manager ITEM TYPE:Worksession AGENDA SECTION:Interviews for Boards, Commissions and Authorities SUBJECT:Vail Local Housing Authority (VLHA) SUGGESTED ACTION:Interview applicant for vacancy on the Vail Local Housing Authority. PRESENTER(S):Stephanie Kauffman, Town Clerk VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: VLHA Applications 4 Submit Date: May 07, 2024 First Name Middle Initial Last Name Email Address Primary Phone Alternate Phone Home Address Suite or Apt City State Postal Code Employer Job Title Vail, CO Boards & Commissions Application Form Profile Preferred Name jack What is your work history from the last five (5) years? I have been active on the West Vail Master Plan citizen committee. I was a neighborhood advocate for the new West Vail Multi Family zone district. I am the sole proprietor of Ascential Properties L.L.C. And JB Construction and Design L.L.C. Ascential Properties provides management services for 7 long term rental units I own in Vail Co and an 11 unit apartment complex in Wheat Ridge Co. I also own JB Construction and Design LLC as sole proprietor. JB construction and design was incorporated in 9/21. Since this time, I have worked on various construction sites in the Vail Valley. Since I am in the design, planning and approval stages of my Chamonix ln project most of my work is unpaid. When (hopefully this year) construction begins I will be working at least 30 hours a week during construction. Along with my property management duties. Which Boards would you like to apply for? Vail Local Housing Authority: Submitted Why are you interested in serving on this board? I want to keep our town vibrant and sustainable. Many of the deed restricted homes and buildings in Vail are now reaching the end of their useful life and are becoming expensive to heat, maintain, do not have proper egress, and have many design deficiencies and are built with highly combustible materials. As time goes by this issue will only become more expensive to deed restricted homeowners Jack Bergey jackbergey@yahoo.com Mobile: (303) 378-0249 2039 Chamonix ln #2 Vail CO 81657 retired/Ascential Properties owner Jack Bergey 5 • What unique and particular qualifications do you bring to the position? Please provide specific examples. I would bring a new perspective to the Authority. As a landlord in Vail for 28 years I have a unique perspective of knowing and experiencing what the challenges are of being a landlord in Vail. I know what it would take to get property owners to rent to workforce housing. I understand the reasons why property owners want to rent short term renters. I have served on several HOA's that had multi million dollar construction defect lawsuits.The board had to oversee and manage years of litigation and then manage the years long repair process. I have owned various properties in West Vail since 1996. I was a member of the WVMP community advisory committee. The WVMP community advisory committee formulated the the master plan that was adopted by town council. I was a member of the 2006 Chamonix Parcel community advisory committee. This committee led by Scott Hunn The plan that this committee sent to and was approved by town council called for 58 units to be built on the Chamonix parcel. What is your experience serving on other Boards? I was a member of the WVMP community advisory committee. The WVMP community advisory committee formulated the the master plan that was adopted by town council. In 2006-2008 I was also member of the Chamonix Parcel community advisory committee. This committee led by Scott Hunn The plan that this committee sent to and was approved by town council called for 58 units to be built on the Chamonix parcel. What skills and experiences do you have to advance the mission of the Board? I have been a landlord for over 30 years. I have construction and construction design experience. I have experience working on many different boards The mark of leadership is the ability to handle differences in ways that build trust and create a civic culture of mutual respect that makes progress possible. We must rise above the fray and reach beyond comfort zones and be capable of working closely with those with whom we do not always agree. I have this experience from the many and various boards and committees that I have served on. What do you see as the primary role of this Board? To be a voice of moderation. Being on this board is an act of service to the public, not just to those who share your views but to all the residents of Vail. What do you believe is the largest obstacle facing this Board in 2024? Maintaining a realistic approach to enacting new rules and regulations regarding deed restriction rules and regulations. Working with the private sector to be able to get them the funding that will make workforce housing a win win proposition. Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? Yes No If you answered "Yes" to the question above, please explain your conflict: Interests & Experiences Jack Bergey 6 Question applies to Design Review Board,Vail Local Housing Authority How would your appointment to the Authority add value and bring about new solutions to the community’s housing challenges? I would bring a new perspective to the Authority. As a landlord in Vail for 28 years I have a unique perspective of knowing and experiencing what the challenges are of being a landlord in Vail. I know what it would take to get property owners to rent to workforce housing. I understand the reasons why property owners want to rent short term renters. Question applies to Vail Local Housing Authority What ideas would you suggest the VLHA consider to be more effective in acquiring deed restrictions? Reevaluate what owners can recoup when they sell their deed restricted home. The town of Vail needs to invest in building more deed restricted housing. Incentivise and work with business and landowners to build deed restricted housing. The town needs to accept the fact that there is no money to be made building deed restricted housing and that private enterprise will only invest in money making opportunities. The town has many avenues to collect funds for workforce housing. The town and VLHA should continue to explore new avenues for federal state and local funding opportunities for workforce housing. The quickest win would be to allow Vail resorts to build their proposed workforce housing development at Booth Heights! Question applies to Vail Local Housing Authority What ideas do you have for more effectively implementing these policies and strategies to increase the supply of deed restricted homes? Why was the already approved workforce housing building not built behind the Highline hotel (I know why) we need to address this issue. We need to actively be working with and talking to the stakeholders of the West Vail mall, other than vail Resorts they are the largest landowners in town. Ernie, the owner of Ace hardware wants to redevelop. This should be viewed as an extremely exciting opportunity to get the ball rolling for the much needed redevelopment of the West Vail Mall. Question applies to Vail Local Housing Authority The Vail Local Housing Authority meets the second and fourth Tuesday of each month at 3:00PM. Please describe your ability to attend these board meetings and the support you have from your employer, if applicable, to do so. As I am retired I should have no trouble finding time to attend all of the meetings. Jack Bergey 7 Upload Letter of Interest Upload a Resume Question applies to Vail Local Housing Authority Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? No VLHA_Whom_It_May_Concern.docx Jack Bergey 8 VailBioTo Whom It May Concern: Hi my name is Jack Bergey. I live at 2039 Chamonix lane #2. In 1975 I moved to Colorado to go skiing. I was 19 years old and a friend of a friend who worked in Vail said we could crash at his place for one night. After skiing a foot and a half of powder on a sunny day we got to his place and the floor was already covered with sleeping bags I found a place in the kitchen on the concrete floor next to the door. At 2:00 AM the door opened hit me in the head and woke me up it was then and there that I decided I was going to have a place in Vail someday. It took a lot of time and effort. In 1996 my wife and I were lucky enough to be able to purchase an old townhome on Chamonix Ln built in 1969. The only way we could afford to make our payments was to live in the small 1 bedroom downstairs lock off and rent the upstairs two bedroom apartment to full time residents. After 3 years of cleaning up dog poop and being kept awake be outrageous parties we finally moved upstairs and rented out the 1 bedroom downstairs lock off. Over the years I was able to buy the adjoining 6 units and for the last 27 years I've been renting to vail locals. Some of my tenants have been with me for over 10 years. I have been emersed in the Vail community since I first purchased in 1996. First as renting to locals and then in 2008 I was one of the two citizen members on the committee with George Ruther for the development of the Chamonix affordable housing parcel. Starting in 1985 I was a licensed Colorado State mortgage broker I helped many of my tenants and many other Vail locals buy their first homes. I am now 68 retired and looking forward to building my dream home in Vail. In September 2020 I purchased a townhome at 2039 Chamonix ln #2 That also has a lock off that I rent to a Vail local. Since 2014 I have lived in Vail full time. I hope to build and occupy my new home at 2417 Chamonix ln. Thank you for your consideration. Jack Bergey 9 First Name Middle Initial Last Name Email Address Primary Phone Alternate Phone Home Address Suite or Apt City State Postal Code Employer Job Title Vail, CO Boards & Commissions Application Form Profile Preferred Name What is your work history from the last five (5) years? Gravity Haus 1/2023 - current New Jersey National Golf Club, 3/2010 - 11/2022 Which Boards would you like to apply for? Vail Local Housing Authority: Not Submitted Why are you interested in serving on this board? I want to contribute to the advocacy and development of housing programs and solutions in Vail. • What unique and particular qualifications do you bring to the position? Please provide specific examples. I am a renter in Vail who understands the habitual uncertainty of securing housing in our community. What is your experience serving on other Boards? I serve on the Board of Directors for the Aaron Redd Foundation. What skills and experiences do you have to advance the mission of the Board? My experience in securing housing as a local motivates me to contribute to lasting and impactful housing solutions. Emily A Gavagan emilygavagan@yahoo.com Mobile: (908) 938-0110 2444 Chamonix Ln.East Unit Vail CO 81657 Gravity Haus Retail Buyer Emily A Gavagan Page 1 of 3 10 What do you see as the primary role of this Board? To work in tandem with the Housing Department and Town Council to create and maintain the inventory of reasonable, affordable housing for year-round locals. What do you believe is the largest obstacle facing this Board in 2024? The obstacle for this board is constant, but I think there is an opportunity to calibrate a healthy balance of affordable rental units while continuing to acquire real estate for purchase Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? Yes No If you answered "Yes" to the question above, please explain your conflict: Interests & Experiences Question applies to Design Review Board,Vail Local Housing Authority How would your appointment to the Authority add value and bring about new solutions to the community’s housing challenges? My experience and dependence on housing opportunity here in Vail makes me an enthusiastic stakeholder in finding solutions. Question applies to Vail Local Housing Authority What ideas would you suggest the VLHA consider to be more effective in acquiring deed restrictions? Develop more financial incentives to encourage landlords to offer long term rentals and Question applies to Vail Local Housing Authority What ideas do you have for more effectively implementing these policies and strategies to increase the supply of deed restricted homes? Emily A Gavagan Page 2 of 3 11 Upload Letter of Interest Upload a Resume Question applies to Vail Local Housing Authority The Vail Local Housing Authority meets the second and fourth Tuesday of each month at 3:00PM. Please describe your ability to attend these board meetings and the support you have from your employer, if applicable, to do so. I am able to make my schedule work around the meetings. Question applies to Vail Local Housing Authority Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? No Emily A Gavagan Page 3 of 3 12 May 20, 2024 Dear Members of Vail Town Council, I am writing to express my sincere interest in applying for a seat on the Vail Local Housing Authority Board. As a current renter in Vail, I am deeply invested in the housing challenges and opportunities that face our community, and I am eager to contribute my perspectives and skills to the Board. I have experienced ﬁrsthand the unique housing landscape of our town. As a renter, I understand the difficulties many residents face in securing affordable and stable housing. This personal experience has given me a deep appreciation for the work of the Housing Authority and a strong desire to be part of the solution. Professionally, I am employed as the Retail Buyer at Gravity Haus, where I apply the experience of identifying in efficiencies and establishing systems to mitigate them. These skills, combined with my direct experience as a renter, position me well to offer valuable insights and contributions to the Board. I believe my perspective can help shape policies that beneﬁt the entire community. My commitment to Vail extends beyond my personal housing situation. I strive to support and uplift our community. Serving on the Housing Authority Board would be a natural extension of my dedication to Vail, allowing me to play a more active role in addressing our housing needs. I am conﬁdent that my background, combined with my passion for community service and housing advocacy, makes me a strong candidate for this position Thank you for considering my application. I look forward to the opportunity to contribute to the important work of the Vail Local Housing Authority Board. Sincerely, Emily A. Gavagan 13 Emily A. Gavagan Vail, CO 81657 Phone: (908)938-0110 email: emilygavagan@yahoo.com linkedin: linkedin.com/in/emily.gavagan-23B121a QUALIFICATIONS SUMMARY Experienced event coordinator and restaurant manager. Proven leader who creates a productive and positive environment that executes with precision and focus. •Certiﬁed event planner •Exceptional multitasking skills •Demonstrated ability to build strong and proﬁtable customer relationships. •Proven track record of providing outstanding customer service. •Marketing and social media skills. •Experienced trainer and public speaker. •Organized, decisive and focused on producing results. •Team player with leadership experience. •Experience creating and balancing P&L and budgets PROFESSIONAL EXPERIENCE Gravity Haus Retail Buyer & Operations Manager January 2023 - present •Manage daily operations of Dryland Fitness & Spa and events •Select all retail soft goods for all nine Gravity Haus locations •Create brand strategic brand partnerships focusing on sustainability and scalability •Establish company-wide uniform standards and ordering for all locations Red Oak Grille, New Jersey National Golf Club - Basking Ridge, New Jersey Manager & Event Coordinator March, 2010 - December 2023 •Manage daily restaurant operations including expediting food and guest relations. •Oversee planning, set-up and execution of in-house banquet events, as well as special, golf-related events for club members. Exclusively responsible for staging events and acting as liaison between guest and facility. Worked in tandem with golf and administration departments for seamless event experience. •Lead new-hire training for guest services staff. Developed and delivered training curriculum for Front-of-the- House staff. •Created systems to streamline services for a better guest experience and more efﬁcient staff. ADP (Automatic Data Processing) IRA Implementation Specialist November, 2014 – April, 2016 (worked part-time at Red Oak Grill while working full-time at ADP) •Streamlined customer on-boarding experience establishing SIMPLE IRA plans for small businesses •Increased employee participation and funding of retirement accounts on behalf of clients. •Educated clients on IRS compliance obligations and beneﬁts of utilizing retirement vehicles. •Used Series 6 and 63 licenses to provide cross-functional support to Sales Support Team during peak volume periods. •Assisted the Client Services team in creating as seamless transition from implementation to payroll. 14 Emily Gavagan p. 2 EDUCATION Rutgers University, Douglass College Bachelor of Arts, Cum Laude English CERTIFICATIONS & AWARDS Series 6 and Series 63 Licenses Event Planning Certiﬁcation - Cleveland Corporate College Excellence in Peer Leadership, Boston University, 2001 ADDITIONAL SKILLS Microsoft Suite (Word, Excel, Outlook) Docusign Board Member, Aaron Redd Foundation; Committee Chair, Aaron Redd Award 15 Submit Date: May 14, 2024 First Name Middle Initial Last Name Email Address Primary Phone Alternate Phone Home Address Suite or Apt City State Postal Code Employer Job Title Vail, CO Boards & Commissions Application Form Profile Preferred Name Niko What is your work history from the last five (5) years? 06/2018 - present Eagle River Water & Sanitation District 06/2015 - 06/2018 Gallegos Corporation Which Boards would you like to apply for? Vail Local Housing Authority: Submitted Why are you interested in serving on this board? The availability and affordability of housing is the most critical issue our community is facing. I follow motto - Don't complain, get involved. And hence I would appreciate opportunity to serve on this board. • What unique and particular qualifications do you bring to the position? Please provide specific examples. I have been living in various premier international mountain resort communities in Austria, and New Zealand. Housing solutions from those locations will be beneficial for this position. Civil engineer experience in construction, structural, water & sanitation and estimating experience, will be beneficial to think outside the box in finding solutions. What is your experience serving on other Boards? Various support, and presentations to the ERWSD board of directors. Nikola Nemcanin nikolanemcanin@yahoo.com Mobile: (970) 390-4699 Mobile: (970) 471-1084 PO Box 2321 Edwards CO 81632 Eagle River Water & Sanitation District Field Operations manager Nikola Nemcanin 16 What skills and experiences do you have to advance the mission of the Board? Persistence, people, and management skills to see through goal of 1,000 housing units by 2027. What do you see as the primary role of this Board? Provide source of funding, find method, and implement structure in achievable manner. What do you believe is the largest obstacle facing this Board in 2024? Real estate, and new construction cost of housing in Vail. Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? Yes No If you answered "Yes" to the question above, please explain your conflict: ERWSD housing program that may interact with VLHA. Interests & Experiences Question applies to Design Review Board,Vail Local Housing Authority How would your appointment to the Authority add value and bring about new solutions to the community’s housing challenges? Apply my knowledge from other communities. Be data driven, I ask a lots of questions, and with data acquired, unravel problem to find solution. Question applies to Vail Local Housing Authority What ideas would you suggest the VLHA consider to be more effective in acquiring deed restrictions? Match price increase in housing with deed contribution. Be more nimble in acquiring deed restrictions. Acquire fixer up properties and invest in their improvements. Nikola Nemcanin 17 Upload Letter of Interest Upload a Resume Question applies to Vail Local Housing Authority What ideas do you have for more effectively implementing these policies and strategies to increase the supply of deed restricted homes? Listen and follow hart beat of the community. Question applies to Vail Local Housing Authority The Vail Local Housing Authority meets the second and fourth Tuesday of each month at 3:00PM. Please describe your ability to attend these board meetings and the support you have from your employer, if applicable, to do so. My working day ends at 3:30 pm, and may work schedule is flexible, hence I should not have issues to attend meetings. Question applies to Vail Local Housing Authority Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? ERWSD housing program that may interact with VLHA. Letter_Of_Interest_Nikola_Nemcanin_VLHA_20240514.pdf Resume_Nikola_Nemcanin_20240514.pdf Nikola Nemcanin 18 LETTER OF INTEREST – VAIL LOCAL HOUSING AUTHORITY NIKOLA NEMCANIN P.O. Box 2321, Edwards CO 81632 Phone: +1 970 390 4699 Email: nikolanemcanin@yahoo.com Dear Vail Local Housing Authority I am writing this Letter of Interest to express my strong interest in contributing in finding solutions to most critical issue of Vail community, the availability and affordability of housing. As a passionate individual who lived in various premier international mountain resort communities around the world, I believe that this position will provide me with opportunities to share my knowledge for the benefit of our community. I have a civil engineering degree, as well as years of experience in construction and government field. Since I moved to Vail valley, I made a strong connection with the community and challenges this community is facing. I consider this position an opportunity to look at those challenges and try to solve them in the most efficient way. My resume contains additional information on my experiences and skills. I would appreciate the opportunity to present myself to the Vail Town Council. Thank you for your time and consideration. Best regards Niko Nemcanin 19 NIKOLA NEMCANIN P.O. Box 2321, Edwards CO 81632 Phone: +1 970 390 4699 Email: nikolanemcanin@yahoo.com PERSONAL SUMMARY An ambitious and dedicated civil engineer with strong practical and technical skills and a range of experience within the civil engineering domain. Works well with others, has collaborative management style and contributes to the success of the organization. Uses a broad range of technical, personal and leadership skills, together with rigorous logic methods to find effective solutions to difficult problems. CAREER HISTORY EAGLE RIVER WATER & SANITATION DISTRICT – Vail, CO Field Operations Manager 06/2021 – present Responsible for maintenance and repairs of distribution and collection system within Vail valley. Lead department of 20 employees, member of construction review team.\ Construction Engineer 06/2018 – 06/2021 Responsible for management of project ‘s design, bidding, construction, and hand off of the Capital Investment Projects within ERWSD system. Interact with other District departments, contractors, government agencies, stakeholders and public during project lifespan and warranty. GALLEGOS CORPORATION – Wolcott, CO Estimator 06/2015 – 06/2018 Responsible for providing estimates for various projects. McCONNELL DOWELL CONSTRUCTION Ltd – Christchurch, New Zealand Site Engineer 05/2014 – 05/2015 Responsible for construction and quality control of Christchurch infrastructure rebuilt projects. McMILLAN DRILLING Ltd – Christchurch, New Zealand Project Manager 05/2013 – 05/2014 Responsible for construction and quality control of deep foundations (reinforced concrete piles, CFA piles, screw piles, jet grouting, stone columns, and anchors). VARIOUS SKI SCHOOLS – Zell Am See, Austria, Turoa, New Zealand Vail, USA Ski/Snowboard/Adaptive instructor. ACADEMIC QUALIFICATIONS University of Canterbury 02/2006 – 11/2009 Bachelor of Engineering with First Class Honors in Civil Engineering 20 AREAS OF EXPERTISE: Wastewater, water supply, cast in place concrete, infrastructure, deep foundations, quality control. PERSONAL SKILLS: Disciplined, self-motivated, persuasive, aware of ethical issues, practical, methodical, accurate and able to make good judgments. PROFESSIONAL SKILLS: Knowledge and understanding of construction management and codes. Delivering projects to the required quality, timeline, and budget. Ability to work in multi discipline team including non-engineers. VOLUNTEERING: Adaptive ski instructor for local charity Small Champions. CAREER STATEMENT: Job must be done. 21 Submit Date: May 14, 2024 First Name Middle Initial Last Name Email Address Primary Phone Alternate Phone Home Address Suite or Apt City State Postal Code Employer Job Title Vail, CO Boards & Commissions Application Form Profile Preferred Name What is your work history from the last five (5) years? Vail Resorts 2018 - 2024 Citigroup 1996 - 2018 Which Boards would you like to apply for? Vail Local Housing Authority: Submitted Why are you interested in serving on this board? I have 25 years of experience in Municipal finance including significant experience in Affordable Housing Finance. I served on the Design Review Board for the City of Denver for 5 years and a variety of other board positions. I believe we all have a civic responsibility to serve where we can to support our community. • What unique and particular qualifications do you bring to the position? Please provide specific examples. 25 years of Municipal Finance Experience extensive experience in Affordable Housing Finance What is your experience serving on other Boards? Lower Downtown Design Review Board (5) years Lower Downtown Neighborhood Association Board (11) years Palace Lofts Homeowners Association (5) years (including 2 years as President Co Founding Member and Board Chair of LoDo Women Christine Santucci palace9e@gmail.com Home: (970) 331-4431 1390 Buffehr Creek Rd Apt 1 Vail CO 81657 Vail Valley Foundation Volunteer & Operations Manager Christine Santucci 22 What skills and experiences do you have to advance the mission of the Board? I have a deep knowledge of municipal finance options and contacts within the industry that we could draw upon to solicit interest in supporting our initiatives. I also have knowledge of the most current methods of financing available to municipalities. What do you see as the primary role of this Board? I believe the primary role of this Board is to work with the Town Council to build a long term plan to address affordable housing in our community. I also believe that the board should have a voice in amenities in Vail that speak to the needs of our seasonal and long term residents. What do you believe is the largest obstacle facing this Board in 2024? The effect Short Term Rentals has on our ability to impact the housing crisis and the reluctance of the biggest employer in the community to commit to building affordable housing for their employees. Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? Yes No If you answered "Yes" to the question above, please explain your conflict: Interests & Experiences Question applies to Design Review Board,Vail Local Housing Authority How would your appointment to the Authority add value and bring about new solutions to the community’s housing challenges? I would network within the finance industry and the affordable housing authority industry to bring sound solutions to our community. Christine Santucci 23 Upload Letter of Interest Upload a Resume Question applies to Vail Local Housing Authority What ideas would you suggest the VLHA consider to be more effective in acquiring deed restrictions? I'm not fully aware of all of the methods currently being employed in the Indeed program. I believe I would need to understand what has already been applied to be able to formulate and bring a sound idea to the table. Question applies to Vail Local Housing Authority What ideas do you have for more effectively implementing these policies and strategies to increase the supply of deed restricted homes? Please see previous response. Question applies to Vail Local Housing Authority The Vail Local Housing Authority meets the second and fourth Tuesday of each month at 3:00PM. Please describe your ability to attend these board meetings and the support you have from your employer, if applicable, to do so. I do have approval but during our busier time periods around our major events I may have to Zoom into the meeting or miss a meeting. Question applies to Vail Local Housing Authority Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? No VLHA.pdf Santucci_23.pdf Christine Santucci 24 Christine   Santucci May 14, 2024 Vail Local Housing Authority I am very interested in your open board posi@on on the Vail Local Housing Authority. I believe my 25 years of experience in Municipal Finance, par@cularly my focus on Affordable Housing Finance, would be valuable to the board. I have previous board experience and a pool of deep connec@ons within the capital markets across the country that could be drawn upon as we move forward in building a plan for the future of our community in addressing the affordable housing crisis. Thank you in advance for your @me and considera@on. Sincerely, Christine Santucci 1390 Buffehr Creek Rd Vail, CO 81657 970 331-4431 Palace9e@gmail.com 25 Christine  Santucci Experience September 2018 – Current Hiring Manager and Administra/on• Vail Ski School • Vail Resorts •Responsible for managing the ve<ng, hiring and onboarding of more than 1,200 employees including J1 and O Visa staff. •Perform in conjunc/on with various other leaders to streamline and enhance processes to improve efficiency and overall employee experience. April 1996 – August 2018 Director • Municipal Fixed Income Sales and Management • Ci/group •Highly effec/ve specialist with more than 20 years of experience in Affordable Housing financings. •Managed a team of seasoned professionals tasked with business expansion and collabora/on with key distribu/on areas of the organiza/on to op/mize financing needs of Housing Development Agencies. •Developed and maintained rela/onships with mutual funds, insurance companies and hedge funds in order to aid banking in providing best financing op/ons for issuers. •Presented at Na/onal Housing Conferences, Women’s Forums as well as senior manager off site events with Ci/group. Education 1390 Buffehr Creek Rd Vail, CO 81657 970 331-4431 Palace9e@gmail.com 26 Ci/group. Education Hofstra University, Hempstead, NY Bachelor of Arts Psychology Civic Roles Lower Downtown Design Review Board (Mayoral appointment) 2014-2019 Lower Downtown Neighborhood Associa/on 2005-2014 Co-Founder of Lo Do Women and Lo Do Angels Palace Lobs Homeowner’s Associa/on Language Na/ve English speaker Spanish Advanced Intermediate proficiency Computer Skills Microsob Office - Power Point - Publisher - Xcel - Bloomberg 27 Submit Date: Apr 24, 2024 First Name Middle Initial Last Name Email Address Primary Phone Alternate Phone Home Address Suite or Apt City State Postal Code Employer Job Title Vail, CO Boards & Commissions Application Form Profile Preferred Name James What is your work history from the last five (5) years? Bartend 20 - 30 hours per week at La Bottega. Work Full Time in sales and designwith Synergy Systems, a low voltage home technology provider based in Edwards but also licensed in Vail. Which Boards would you like to apply for? Vail Local Housing Authority: Submitted Why are you interested in serving on this board? I have served on this board for the past 12+ years, originally starting when I was employed as a senior lender with FirstBank in Vail. I have been involved in various facets of the local real estate market since moving here in 1999. As a lender I provided hundreds of mortgages for propertied in the valley, many of those to affordable and first time borrowers. I am keenly aware of the historical challenges faced by homebuyers in the area such as escalating costs, deferred maintenance, lack of "move up" options and competition from second home buyers and investors. I feel my experience and background, as well as my familiarity with the actions and strategies the VLHA has undertaken in the past 7 years, will continue to serve the Town of Vail. James O Wilkins jamesowilkins@gmail.com Mobile: (303) 875-2994 Mobile: (303) 875-2994 420 Imperial Drive Edwards CO 81632 La Bottega/Synergy Systems Bartender/Sales and Design James O Wilkins 28 • What unique and particular qualifications do you bring to the position? Please provide specific examples. I have worked extensively in the real estate market locally, with several years of my career with FirstBank focused on serving low-to-mod income first time homebuyers. I was also an owner in Vail for 12 years and faced the reality of having few options to "move up" to when I sold my home in 2019. I understand the many challenges to developing attainable housing for locals, including costs, labor shortages, permitting and zoning and the pushback faced by existing owners that don't want development near them. What is your experience serving on other Boards? I have served on numerous boards in Eagle County during my 25 years here, including as Treasurer and President for Mountain Youth, Treasurer for the Vail Religious Foundation, Treasurer for Eagle County Charter Academy, advisor on Habitat for Humanity's Finance Committee and as an advisor with the Eagle County Down Payment Assistance Fund. What skills and experiences do you have to advance the mission of the Board? I have 25 years of finance and development experience with a focus on real estate. I have raised two children here over the past 20 years, and I have owned multiple residences in the area. As a lender for almost 16 years I worked hand in hand with first time home buyers and witnessed the challenges they faced to get into local "starter" homes of $300K to $500K - and that was 10 years ago. I am constantly reading local, regional and national literature on the housing crisis we currently face and the variety of solutions that are being utilized to address it. What do you see as the primary role of this Board? Working with Town of Vail Council and community to identify potential solutions to creating and retaining more housing for locals. What do you believe is the largest obstacle facing this Board in 2024? The biggest current challenge for the VLHA is identifying opportunities to maintain and increase housing options for locals that represent an achievable price point for locals while not depending heavily on subsidies. Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? Yes No If you answered "Yes" to the question above, please explain your conflict: Interests & Experiences James O Wilkins 29 Upload Letter of Interest Upload a Resume Question applies to Design Review Board,Vail Local Housing Authority How would your appointment to the Authority add value and bring about new solutions to the community’s housing challenges? Having served on the VLHA for the past 12 years I am familiar with the evolution of the our approach to addressing housing challenges faced by locals. I will continue to offer my insight as both a long time local resident and real estate professional. Question applies to Vail Local Housing Authority What ideas would you suggest the VLHA consider to be more effective in acquiring deed restrictions? Continue collaborating with communities facing similar challenges and relay what's effective. Also, take advantage of down markets when they come around. Question applies to Vail Local Housing Authority What ideas do you have for more effectively implementing these policies and strategies to increase the supply of deed restricted homes? Work with P and Z and DRB to ensure no internal processes are delaying or defeating potential projects. Question applies to Vail Local Housing Authority The Vail Local Housing Authority meets the second and fourth Tuesday of each month at 3:00PM. Please describe your ability to attend these board meetings and the support you have from your employer, if applicable, to do so. I will be able to attend 95%+ of all meetings (as I always have). Question applies to Vail Local Housing Authority Do you have any conflicts of interest that may arise due to your employment, personal and/or professional relationships, or financial interests in the Town of Vail? No VLHA_Letter_of_Interest_2024.pdf James_Wilkins_2023_Resume.pdf James O Wilkins 30 Dear Town of Vail: I am writing in response to the upcoming opening on the Vail Local Housing Authority resulting from the completion of my previous term. Having served on the VLHA for over twelve years I have seen the significant evolution of the Authority during the past several years. It has gone from an observer/caretaker role to one of the most proactive champions for creating and retaining attainable housing for locals in arguably all of the United States. Its work is frequently cited as the basis for similar efforts taking place throughout the country, especially in resort communities that have historically had to contend with both prohibitive costs and limited supply. As you will see from the resume I provided, I was the Director of Finance at Eagle River Water & Sanitation District (“ERWSD”) from March of 2015 till July of 2020, where among my many responsibilities I was Director of Employee Housing, overseeing 56 units of quality affordable workforce housing for the District’s staff. At FirstBank I was involved in many programs assisting locals in obtaining housing, including through the instruction of many first time homebuyer classes, the design and provision of several down payment assistance loans and programs, and as a lender on hundreds of mortgages for locals. Outside of my career I am committed to serving our community in a variety of organizations utilizing my financial and management expertise. As a 20-year board member of Mountain Youth (formerly Eagle River Youth Coalition) I have served as president and treasurer of a non-profit that has grown from a single employee to a staff of fifteen, helping the community to identify issues faced by our local youth and working collaboratively to find solutions. I also currently serve on the Vail Religious Foundation as a board member and treasurer. Given my background in housing and the many issues that surround it, in both private and government settings, and my dedication to the pursuit of leadership through service, I believe I will continue to make a valuable addition to the successful work the Town of Vail has already achieved in its collaborative work with VLHA. I look forward to the opportunity to discuss my continuedinterest in this position. Sincerely, James O. Wilkins 31 James O. Wilkins jamesowilkins@gmail.com P.O. Box 2529 Edwards, CO 81632 USA 303.875.2994 EXPERIENCE Executive Sales, Synergy Systems Edwards, CO 1/21 – Present • Develop relationships with general contractors and residential designers to assist their clients in implementing top tier home automation solutions • Research the constantly evolving home automation industry through product demonstration, customer reviews and industry associations to ensure the highest quality, most reliable products are delivered • Collaborate with management to further develop best practices processes in the areas of HR, workflows, inventory procurement, project management and accounts payable and accounts receivable management CFO/Director of Finance, Eagle River Water & Sanitation District 3/15 – 7/20 • Collaborated with executive team to develop an inclusive culture of engagement for the District’s 125 employees • Motivated a team of six financial professionals to achieve annual goals tied to operating objectives and professional development • Responsible for all strategic budget processes, including department level review and approval • Accountable for audit reporting, including State and Federal regulatory filing requirements • Developed and managed annual operating budget of $20mm and annual capital budget of $30mm • Issued $120mm in public revenue and general obligation bonds from 2016 to 2020 • Managed employee housing program that included 56 District owned properties • Completed development of 21 unit, $14mm employee housing project in 2019 as the District’s internal project manager • Provided strategic input and fiscal oversight to $36mm employee retirement fund as Pension Administrator • Supervised Contract Admin who coordinated with all staff on negotiations for 3rd party services Senior Vice President, FirstBank Vail, CO 7/99 – 3/15 • Developed financial models for branch and market level forecasting • Presented financial information for large loan relationships to the Board on a weekly basis • Sourced, underwrote and managed portfolio of consumer and commercial loans in excess of $175mm; credits included residential and commercial mortgages, construction and development loans, as well as commercial and industrial loans • Led personnel in bank branches with five to thirty employees Assistant Analyst, Hanifen, Imhoff Inc. Denver, CO 1/98 – 7/99 • Developed financial models for companies and market segments • Communicated with executives in publicly traded companies at all levels to facilitate research • Worked with corporate finance to develop presentations for potential clients EDUCATION BA Economics with Business Emphasis BA Spanish for the Professions University of Colorado, Boulder, CO University of Costa Rica, San Pedro, Costa Rica Graduate Degree Graduate School of Banking - University of Wisconsin, Madison VOLUNTEER INTERESTS • Mountain Youth – Executive Board Member/Treasurer • Vail Religious Foundation – Board Member • Vail Local Housing Authority – Board Member 32 AGENDA ITEM NO. 3.1 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Stephanie Bibbens, Public Works ITEM TYPE:Main Agenda AGENDA SECTION:Joint Meeting with Vail Recreation District (120 min.) SUBJECT:Dobson Arena Update SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Dobson Arena Council Memo 2024-06-04 Dobson Arena Council Memo and Presentation 2024-06-04 33 1 TO: FROM: DATE: SUBJECT: Vail Recreation District/Vail Town Council Recreation Subcommittee June 4, 2024 Dobson Arena Remodel Project Program Options and Preferred Program I. SUMMARY The purpose of this item is to: •Provide the Town Council/VRD board with an update of the program Options and corresponding construction cost estimates generated by the project team including the CM/GC partner Hyder/McHugh Construction as directed by the Town Council. •Provide Town Council/VRD Board with a review of the preferred program developed and reviewed by the Vail Recreation District/Town Council Recreation Subcommittee. •Review the program options, the cost estimate, and direction in preparation of evening session of the Vail Town Council regarding providing design program and costs as the approved project scope •Update the Town Council on next steps regarding the project. II. BACKGROUND On July 18, 2023 a joint meeting of the Vail Recreation District (VRD) and Vail Town Council, project design elements, budget and funding were discussed. The project team and staff returned to the Vail Town Council on August 4 to address concerns as well as provide solutions to issue brought forward. The August 4, 2023, the Vail Town Council directed staff regarding the program elements components of the conceptual design of the Dobson Arena Project and set an overall project budget of $55,391,124. August 18, 2023 the Vail Town Council awarded a design contract to Populous Architects for the Dobson Arena Remodel project. The first phase of the design scope was to develop the conceptual design program into a schematic design package for the project. 34 2 October 18, 2023, the Town of Vail issued a Request for Qualifications for CM/GC services for the Dobson Arena Remodel Project November 17, 2023, the Town shortlisted the RFQ responders to four General Contractors. •Mortenson •Hyder- McHugh •Saunders •GE Johnson The design team, owners’ representative team, and staff from the Vail Recreation District and the Town took 3 months in progressing the design as part of the schematic design process. On November 21, the design team presented to the Vail Recreation District/Town of Vail Recreation subcommittee(rec subcommittee) in detail, to review progress of the schematic design package. The rec subcommittee, which includes two Town Council members, and two Vail Recreation Board members agreed the project was delivering on what was approved at the conceptual level. On December 5, 2023, the team confirmed that the schematic design was in alignment with the goals of the design objectives outlined at conceptual level and received approval to issue a Request for Proposal to the four shortlisted General Contractors regarding providing CM/GC services for the Dobson Arena Remodel Project as presented in the Schematic Design update. On December 11, 2023, the project team released the RFP which included an extensive schematic design package vetted over three days by the town, VRD, the design team and the owners’ representative to the three remaining General Contractors. On January 30, 2024, the general contractors submitted the detailed responses to the RFP including comprehensive schedules, staffing matrices, general and indirect costs breakdowns, General Contractor Fees and an initial GMP budget based on the schematic design package. An evaluation team then rated each RFP based on criteria reviewed as agreed on by the team. The evaluation team contained members of the design team, VRD staff, town staff, and the owners’ representative Cumming Group. On February 20, 2024, the three contractors then participated in 2-hour interviews with the evaluation team and were rated on the interview portion of the process. On March 5, 2024, the team presented the results of the competitive process of hiring a General Contractor, Hyder/McHugh. At that time, the project budget came in significantly over budget; $76M versus an available budget of $55,391,000. The team presented multiple program options to Council seeking feedback on the preferred direction forward. Council asked that this team narrow down the options to three main options, one which 35 3 repairs and refreshes Dobson as it is today, one that provides for enhanced program that scales up to the available budget and a confirmation of the option as designed in the Schematic Design documents which includes a replaced and raised roof structure. III. DOBSON ARENA REMODEL PROJECT APPROVED SCHEMATIC DESIGN PROGRAM COMPONENTS The program goals Dobson were established as follows: •New roof structure/fix the roof. •New Mechanical, Electrical and Plumbing Systems •Six New Locker Rooms and Two official Locker Rooms to address equity issues. •Code required restroom fixture counts to meet the capacity of the arena. •New south entry •New west Main entry •New second floor lounge/concession flex space •New skate rental shop •New south side seating •Completion of the concourse around the whole ice service •New Mezzanine level to include fixed and standing room only view space. •New west Entry •Plaza and streetscape improvements •Loading Dock and Storage improvements In the end the arena and the amenities will enhance the user experiences for those who use the arena on a daily basis to the many spectators who attend the many games, concerts and special events held at the arena. IV. APPROVED DOBSON ARENA REMODEL PROJECT BUDGET AND FUNDING We are presenting three options today based on the request from Council to provide refined options. As a reminder, the project funding sources were established and carried over from the last Council memo and are as follows: Project Funding Sources: Vail Reinvestment TIF funds $ 48.8 M VRD funding the Ice System Hard and Soft Costs $ 3.0 M Real Estate Tax Funds over the next 5 years allocated $ 0.8 M Reserve Funds allocated for Temp Sheet Ice $ 1.0 M Remaining from reserves, fundraising, and loans $ 1.8 M Initial $52 M budget funding $ 55.4 M 36 4 2023/2024 Capital Budget (Approved) $ 5.05 M 2025 Proposed Capital Budget $ 50.35 M Total Project Budget $ 55.40 M Program Options Analysis: The Program Options Analysis is summarized below, and a detailed analysis is included as part of this memo. We started out with the many program elements and built out (6+) options that we whittled down to five in our last presentation to the TOV. We refined initial options further to a final four options that we presented to the rec subcommittee. This team reviewed and vetted these options as a team resulting in our final three options included herein: Option A is the base option to refresh the MEP and replace the ice system. This base option includes a refresh of the existing locker rooms with new restroom fixtures and includes refreshed finishes in the facility as it is currently configured. This is the minimum option that the Town asked us to develop. Option B was developed and prepared from two different perspectives. A bottom approach up from option A and a top down from option C. This enabled the project team to achieve better assurances of the various program element costs for the total budget. The goal was to maximize the program while addressing the highest priority program options. This team also developed an alternate reinforcing strategy to resolve the roof capacity while enabling the roof to be preserved in its current iconic form. Our final recommendation was then vetted by the VRD and TOV to achieve final approval for the program as presented in this memo and presentation. Some of the elements of the program have been reduced in scope to allow us to meet the targeted budget and this will be previewed in the presentation to Council. Option C is the full design option that we developed which included replacing the roof structure creating a larger volume space with more amenities. This includes all our program elements but requires a significant investment which exceeds our current target budget. The table below recaps the program elements and budget as developed by the Contractor this team. 37 5 Option A Option B Option C Dobson Ice & MEP / Finish Refresh Throughout Alternate Analysis for Max Program Enhancement While Reinforcing Roof Full Renovation Incl. Replacing Roof Structure Replace MEP Y Y Y Replace Ice Y Y Y Refreshed Locker Rooms Y Y Y Expanded Locker Rooms N Y Y Add South Seating N Y Y South Expansion N Y - reduced Y Lounge/Concessions N Y - reduced Y West Expansion N Y - reduced Y Reinforcing the Roof N Y Y Rigging Capacity N Y Y - roof replaced Replace Roof Structure N N Y New Layout per SD drawings N Y - Modified Y Full SD Interior Finishes Refresh Only Y - reduced Y Full SD Exterior Finishes Refresh Only Y - reduced Y Low Voltage Scope Minimal Y - reduced Y North Restrooms N Y - Alternate Price N Site Enhancements N Y-reduced Y Current Budget Update Hard Cost $25,418,043 $42,467,540 $59,204,745 Soft Cost $8,074,749 $12,482,228 $14,209,139 Total $33,492,792 $54,949,768 $73,413,884 Targeted Budget $55,391,228 $55,391,228 $55,391,228 Variance -$21,898,436 -$441,460 $18,022,656 The overall construction duration for these options is as follows: Construction Duration 14 months 18.5 months 22 months It should be noted that Option C, at this point, would require a 2026 start. This would require us to mitigate an additional 8% escalation due to a later start and later procurement of materials. Each one of these options is the result of an in-depth cost analysis where we reviewed key scope items and determined if the scope could be included or excluded or if we could revise the scope and include it at a lesser value. You will find the individual recaps of these options in the attached program cost breakdown. Additional key highlights for each option are as follows: 38 6 Option A – Repair and Refresh • Refreshed locker rooms • Refresh of Finishes • Full Replacement of MEP • Essentially as it Exists Today regarding Program Space • Reinforcing is Additional: $2.4M • Reduced Mechanical Option: ($1.08M) • Adds an ADA elevator • Lowest Budget • Shortest Schedule – Spring Start – 14.5-month Project • Lose one season of Ice Use Option B – Recommended Program within Targeted Budget of $55.4 M • Reinforced Roof – Keeps the Dobson Look • Refreshed locker rooms with Expansion • Provides Full Equitable Solution for Locker Rooms • Expanded South Lobby & New West Entry • Sets the Stage for the Civic Center Master Plan • Full Replacement of MEP • Updated Envelope will Reduce Operating Costs • Resolves ADA Access • Lounge, Concessions and Bathrooms are Improved • Exterior and Interior Refreshed • Enhanced Flexibility for Events • Restrooms designed for Max Hockey Event • Alternate for North Bathrooms to be Priced Option C – Full Remodel including New Raised Roof Structure • All In Revamp of Dobson • New Roof Structure with New Roof • Larger South Expansion • Refreshed Site Hardscapes • Refreshed locker rooms w Expansion • New West Entry • Full Replacement of MEP • Larger Lounge Concessions • Provides Mezzanine level • Full Complement of Restrooms for Max Event • Option C cannot start until Spring of 2026 • This option would be at risk of additional Escalation due to a 2026 Start With regards to these options, it is important to understand that they have all been vetted and reviewed by the VRD and TOV. Our presentation will include an overview of the options with visuals to understand the components noted above to a greater degree. Option B was developed by assessing the program elements, adjusting them in scope and 39 7 size based on priority, and coming to a consensus on the program that would provide the maximum benefit up to the target budget of $42,909,000 for construction costs. As well, all soft costs have been adjusted to accommodate the updated programs above. Finally, in our last session with Council, we noted key concerns as follows: 1. Not enough facilities in Vail to conduct events 2. Maintain and enhance the Core Recreation uses in Dobson 3. Restore Dobson as a destination venue while maintaining the Rec use which is core to the community 4. Equitable facilities is important 5. The original intent was to serve the community 6. Reinforcing and rigging need to be considered 7. Provide a la carte options that the team can consider to build up from the Repair and Refresh Option V. NEXT STEPS The Dobson team, upon approval of one of the program options above, will move into the Design Development phase of the project. The team will also prepare and submit entitlement documents to Planning and Environmental Commission (PEC) and seek approval of the design with the Design Review Board (DRB). This process will include continuous budget updates to ensure that we are tracking to budget or below and we expect to come back and present updated designs to the Council, prior to PEC and DRB submittals for progress updates and approval as needed. The team will update the design schedule based on the final selected program. This team has conducted a preliminary review to confirm that a final Guaranteed Maximum Price Amendment can be executed in the first quarter of 2025 and construction can start shortly thereafter. The Design Development phase of the project is expected to run from now (pending approval) until October of this year. At that time, we will seek approval of the Design Development design and its associated budget and schedule. Based on our budget and executed agreements with consultants, the Town can expect to expend $1.45 M in the design development phase over the next 5 months. VI. ACTION REQUESTED •We request approval of the project program and project budget to move in to Design Development and begin the entitlement process. VII. ATTACHMENTS PowerPoint Presentation Program Options Analysis dated 5/24/24 40 Dobson - Program Options based on Contractor Feedback Preliminary Projections 5/24/2024 Option A Option B Option C Dobson Ice & MEP / Finish Refresh Throughout Alternate Analysis for Max Program Enhancement While Reinforcing Roof Full Renovation Incl. Replacing Roof Structure Replace MEP Y Y Y Replace Ice Y Y Y Refreshed Locker Rooms Y Y Y Expanded Locker Rooms N Y Y Add South Seating N Y Y South Expansion N Y - reduced Y Lounge/Concessions N Y - reduced Y West Expansion N Y - reduced Y Reinforcing the Roof N Y Y Rigging Capacity N Y Y - roof replaced Replace Roof Structure N N Y New Layout per SD drawings N Y - Modified Y Full SD Interior Finishes Refresh Only Y - reduced Y Full SD Exterior Finishes Refresh Only Y - reduced Y Low Voltage Scope Minimal Y - reduced Y North Restrooms N Y - Alternate Price N Site Enhancements N Y-reduced Y Current Budget Update Hard Cost $25,418,043 $42,467,540 $59,204,745 Soft Cost $8,074,749 $12,482,228 $14,209,139 Total $33,492,792 $54,949,768 $73,413,884 Targeted Budget $55,391,228 $55,391,228 $55,391,228 Variance -$21,898,436 -$441,460 $18,022,656 Previously Reported Hard Cost $26,400,000 $42,909,000 $56,000,000 Soft Cost $7,679,760 $12,482,228 $12,880,000 Total $34,079,760 $55,391,228 $68,880,000 Variance (Previous to Now)-$586,968 -$441,460 $4,533,884 Construction Duration 14 months 18.5 months 22 months 41 Dobson - Program Options based on Contractor Feedback Preliminary Projections 5/24/2024 Repair and Refresh OPTION A+ Replace Dobson Ice & MEP, Refresh all Finishes Hyder-McHugh Hard Cost for OPTION A 24,207,660$ Cost Escalation if a spring 2025 mobilization isn't realized TBD Locker Rooms Locker Room Refresh, New Mech Included Locker Room Rebuild to SD Layouts #4 Premium , incl Demo not included Add Locker Room NE Pop-out (Requires the above to be selected as well)not included Replace MEP, INCL Yard Addition - OPTION A Included Replace Ice Included Addition of Underdrainage System @ 'Path Back' Value not included South Work in Existing Square Footage Add South Stadia Seating not included Concourse Level Behind Stadia not included Add Mezzanine (Opt A), incl Elev stop N/A Demo Event Level Offices, Reprogram, Rebuild as New not included, refresh only Add South Bathrooms T.I. Cost - Event Level #2 N/A Reconfigure Ice Offices/Storage not included, refresh only South Expansion not included Elevator 2 stops, external, Per Populous Sketch Included West Expansion West Entry to Rendered 'Roof to Remain' Concept (Requires Roof Reinf.)Not included West Event Restrooms Re-Build not included, refresh only Reinforcing the Roof not currently included Steel Plate Reinforcing Concept Added Rigging Capacity not included Replace Roofing Roofing - New on Existing Decking, Ribs at Reinforced Beams not currently included Site Work Dock Area Pave/Storm/Fence/Walls not included North Side Dry Well not included Replace Hardscapes as designed in SD East Entry Re-pave not included Ramp Value w/ Snowmelt (Brick Sidewalk Separate)not included Library Work (back of curb to bldg)not included Landscape not included, except patch @ Elev & Yard Seating Capacity (hockey) Seats 729 SRO Confirmed Total Hockey Seating Confirmed Total Concert Seating 2841* Toilet Fixtures only existing updated Design Contingency 1,210,383$ STATED BUDGET VARIANCE Cost of Construction 25,418,043$ 42,909,000$ (17,490,957)$ Soft Cost 8,074,749$ Total 33,492,792$ 55,391,549$ (21,898,757)$ Scope Adjustments to Option A Delete Mech 'Yard' and Steel Reinforcement above Lockerrooms (533,426)$ Replace Existing Rink Air Handlers Like-for-Like (538,000)$ Combine; does not fix current Arena Temperature and Humidity Control 42 Dobson - Program Options based on Contractor Feedback Preliminary Projections 5/24/2024 Toggle Option B Variant DEDUCTS TO SCOPE Hyder-McHugh Hard Cost - Path Back Estimate 45,256,848$ Cost Escalation if a spring 2025 mobilization isn't realized TBD Expanded Locker Rooms Included Locker Room Rebuild to SD Concept #4, incl Demo 1,273,133$ FALSE Included Locker Room NE Pop-out 802,326$ FALSE Included Replace MEP, INCL Yard Addition; Keep Boilers/Keep Arena Lighting Included Replace Ice 3,471,325$ FALSE Included Included Add South Stadia Seating 942,631$ FALSE Included Concourse Level Behind Stadia 1,721,449$ FALSE Included South Bathrooms T.I. Cost - Event Level #2 282,001$ FALSE Included Reconfigure Ice Offices/Storage Included South Expansion 5,508,647$ Included Breakout Value of Event Concessions #3 97,102$ FALSE Included Administration TI w/ Realigned Rooms 272,054$ TRUE (272,054)$ Administration 'Wedge' (Pink Area)233,160$ TRUE (233,160)$ Elevator 2 stops, internal 264,908$ FALSE Included Breakout Value of Mens RR #5 150,918$ FALSE Included Breakout Value of Womens RR #6 294,523$ FALSE Included Breakout Value of Upper Concessions #7 147,753$ FALSE Included Lounge/Pre-Function Included West Expansion Y - reduced West Entry to Rendered 'Roof to Remain' Concept 612,030$ FALSE Included West Event Restrooms Layout T.I. Cost #1 462,508$ FALSE (200,000)$ NW Lid- Keep Existing Mech Room Lid intact at Current Elevation TBD East Entry storefront - Keep as-is Included Reinforcing the Roof Incl Below Steel Plate Reinforcing Concept 2,100,000$ 2,100,000$ Rigging Capacity Additional Capacity placed into Roof Reinforcement ROM 120,000$ Replace Roofing Roofing - New on New Nailbase TRUE Included Reduction of South Addition (or other areas) Required Reduced South Addition SF and Program -2,000 sf (2,000,000)$ TRUE (2,000,000)$ Monumental Stair Simplification (35,000)$ TRUE (35,000)$ Remove Admin TI, Space to Remain As-is see above Remove Admin 'Wedge' Structure and TI see above Add for North Addition Restrooms 1,076,000$ FALSE -$ Site Work Included Valuation : Hardscapes as designed in Option C 1,833,306$ East Entry Re-pave, incl Snowmelt 106,465$ TRUE (106,465)$ Ramp Value w/ Snowmelt (Brick Sidewalk Separate)584,824$ TRUE (584,824)$ Library Work (back of curb to bldg)201,766$ TRUE (201,766)$ South Entry & Paver Ramp Sidewalk Reduction & Simplification 311,900$ TRUE (311,900)$ Dock Area Pave/Storm/Fence/Walls 160,500$ TRUE (160,500)$ Valuation : Softscapes, Furnishings, and Planting as designed (Mtg adjust)232,487$ (25,000)$ Valuation : NW San and Water Realignment, Storm Utilities, Elec Lighting (driven by Hardscapes above)691,089$ (391,089)$ North Side Dry Well 106,021$ FALSE -$ Removal of Underdrainage System @ 'Path Back' Value 487,550$ TRUE (487,550)$ Seating Capacity (hockey) Seats SRO Total Hockey Seating Total Concert Seating Toilet Fixtures Design Contingency STATED BUDGET Option C Variance Cost of Construction 42,467,540$ 42,909,000$ (441,460)$ Soft Cost 12,482,228$ Total 54,949,768$ 55,391,228$ (441,460)$ 43 Dobson - Program Options based on Contractor Feedback Preliminary Projections 5/24/2024 SD w/ VE and Reconcile Toggle CMGI Option C Full Renovation Incl. Replacing Roof Structure Hyder-McHugh Hard Cost - Full SD Build 59,204,745$ 57,545,186.0$ Cost Escalation if a spring 2025 mobilization isn't realized TBD Expanded Locker Rooms Included Locker Room Rebuild to SD Concept #4, incl Demo 1,273,133$ Included Locker Room NE Pop-out 802,326$ Included Replace MEP, INCL Yard Addition Included Replace Ice 3,471,325$ Included Included Add South Stadia Seating 942,631$ Included Concourse Level Behind Stadia 1,721,449$ Included Mezzanine, incl Elev stop 968,982$ Included Under Concourse Included Add South Bathrooms T.I. Cost - Event Level #2 282,001$ Included Reconfigure Ice Offices/Storage Included South Expansion 5,508,647$ Included Breakout Value of Event Concessions #3 130,102$ Included Administration TI w/ Realigned Rooms 272,054$ Included Administration 'Wedge' (Pink Area)233,160$ Included Elevator 3 stops, internal 264,908$ Included Breakout Value of Monumental Stair 119,290$ Included Breakout Value of Mens RR #5 185,918$ Included Breakout Value of Womens RR #6 344,523$ Included Breakout Value of Upper Concessions #7 191,753$ Included Lounge/Pre-Function Included West Expansion Included West Entry to Rendered 'Roof to Remain' Concept 612,030$ Included West Entry to SD Roofline Concept Premium 359,220$ Included West Event Level Restrooms Full Build Cost #1 462,508$ Included Replace Entire Roof Structure Included Wood Elements Included at Roof (Cladding, wraps, applique)3,068,539$ FALSE -$ Rigging Capacity Included Replace Roofing Included Roofing - New on New Nailbase Included Site Work Included Dock Area Pave/Storm/Fence/Walls 144,170$ Included North Side Dry Well 106,021$ Included Replace Hardscapes as designed in SD Included East Entry Re-pave 106,465$ Included Ramp Value w/ Snowmelt (Brick Sidewalk Separate)584,824$ Included Library Work (back of curb to bldg)201,766$ Included Landscape (softscapes), all sides of the Building 230,912$ Included Seating Capacity (hockey) Seats 1096 SRO 400 Total Hockey Seating 1496 Total Concert Seating 2896 Toilet Fixtures 57 Design Contingency NIC, By Owner STATED BUDGET VARIANCE Cost of Construction 59,204,745$ 42,909,000$ 16,295,745$ Soft Cost 14,209,139$ Total 73,413,884$ 55,391,549$ 18,022,335$ 44 Dobson Arena Renovation – Program Update | Vail Town Council June 4th, 2024 45 Dobson Arena Update – June 4, 2024 2 Agenda: •Recap Results of Program Analysis and Costs •Make recommendation to Town Council on Preferred Option •Seek approval from Town Council to move to Design Development Dobson Arena Update – June 4, 2024 46 2 P •Contract Reconciliation with Top Ranked GC •Finalization of reconciled project budget and scope for base program as the basis of the initial budget •Refinement of program options and cost to build out three major project options OUR ‘NEXT STEPS’ FROM THE LAST COUNCIL PRESENTATION: Dobson Arena Update – June 4, 2024 47 2 Results of our Recent Work: •The Team of Vail Rec District, TOV, Populous, HyderMcHugh and Cumming have vetted Multiple Program Options •We landed on three major options tailored to your request – started with 6 options •Program has been revised and scope has been reduced to meet budget •Our contingency is at the expected level relative to development of design •The budget has been sliced, diced and picked apart •We continue to develop alternates so that we may maximize program if costs improve Dobson Arena Update – June 4, 2024 48 2 Dobson Arena Update – June 4, 2024 Let’s Recap the Major Options Option A Option B Option C Dobson Ice & MEP / Finish Refresh Throughout Alternate Analysis for Max Program Enhancement While Reinforcing Roof Full Renovation Incl. Replacing Roof Structure Replace MEP Y Y Y Replace Ice Y Y Y Refreshed Locker Rooms Y Y Y Expanded Locker Rooms N Y Y Add South Seating N Y Y South Expansion N Y - reduced Y Lounge/Concessions N Y - reduced Y West Expansion N Y - reduced Y Reinforcing the Roof N Y Y Rigging Capacity N Y Y - roof replaced Replace Roof Structure N N Y New Layout per SD drawings N Y - Modified Y Full SD Interior Finishes Refresh Only Y - reduced Y Full SD Exterior Finishes Refresh Only Y - reduced Y Low Voltage Scope Minimal Y - reduced Y North Restrooms N Y - Alternate Price N Site Enhancements N Y-reduced Y 49 2 Dobson Arena Update – June 4, 2024 Option A Option B Option C Dobson Ice & MEP / Finish Refresh Throughout Alternate Analysis for Max Program Enhancement While Reinforcing Roof Full Renovation Incl. Replacing Roof Structure Current Budget Update Hard Cost $25,418,043 $42,467,540 $59,204,745 Soft Cost $8,074,749 $12,482,228 $14,209,139 Total $33,492,792 $54,949,768 $73,413,884 Targeted Budget $55,391,228 $55,391,228 $55,391,228 Variance -$21,898,436 -$441,460 $18,022,656 The Budget for Each Major Option How we compare to Budget. Any savings that we have identified on Option B are being allocated to contingency with a goal of adding restroom fixtures and office space 50 2 Dobson Arena Update – June 4, 2024 Construction Duration 14 months 18.5 months 22 months Option A Option B Option C Dobson Ice & MEP / Finish Refresh Throughout Alternate Analysis for Max Program Enhancement While Reinforcing Roof Full Renovation Incl. Replacing Roof Structure The Schedule for Each Major Option •Lose one ice season •Lose one ice season •Lose two ice seasons •Spring of ‘26 start •8% escalation is a real risk 51 2 Dobson Arena Update – June 4, 2024 •Refreshed locker rooms •Refresh of Finishes •Full Replacement of MEP •Essentially as it Exists Today regarding program space •Reinforcing Roof is an Additional: $2.4M •Reduced HVAC Mechanical Option: ($1.08M) •Adds an ADA elevator •Lowest Budget •Shortest Schedule – Spring Start – 14.5 month project •Lose one season of ice use Option A – Repair and Refresh Let’s Review the Options: 52 2 Dobson Arena Update – June 4, 2024 Add Image of existing facility as is 53 2 Dobson Arena Update – June 4, 2024 •Reinforced Roof – Keeps the Dobson Look •Refreshed locker rooms with Expansion •Provides Full Equitable Solution for Locker Rooms •Expanded South Lobby & New West Entry •Sets the Stage for the Civic Center Master Plan •Full Replacement of MEP •Updated Envelope will Reduce Operating Costs •Resolves ADA Access •Lounge, Concessions and Bathrooms are Improved •Exterior and Interior Refreshed •Enhanced Flexibility for Events •Restrooms designed for Max Hockey Event •Alternate for North Bathrooms to be Priced Option B – Recommended Program within Targeted Budget of $55.4M 54 2 Dobson Arena Update – June 4, 2024 55 2 Dobson Arena Update – June 4, 2024 56 2 Dobson Arena Update – June 4, 2024 57 2 Dobson Arena Update – June 4, 2024 58 2 Dobson Arena Update – June 4, 2024 59 2 Dobson Arena Update – June 4, 2024 60 2 Dobson Arena Update – June 4, 2024 61 2 Dobson Arena Update – June 4, 2024 62 2 Dobson Arena Update – June 4, 2024 63 2 Dobson Arena Update – June 4, 2024 64 2 Dobson Arena Update – June 4, 2024 65 2 Dobson Arena Update – June 4, 2024 66 2 Dobson Arena Update – June 4, 2024 67 2 Dobson Arena Update – June 4, 2024 68 2 Dobson Arena Update – June 4, 2024 69 2 Dobson Arena Update – June 4, 2024 •All In Revamp of Dobson •New Roof Structure with New Roof •Larger South Expansion •Refreshed Site Hardscapes •Refreshed locker rooms w Expansion •New West Entry •Full Replacement of MEP •Larger Lounge Concessions •Full Complement of Restrooms for Max Event •Provides Mezzanine level •Option C cannot start until Spring of 2026 Option C – Full Remodel including New Raised Roof Structure GH0 70 2 Recommendations: •Option C is not viable without substantial additional funds •Option A resolves our ice and mechanical/electrical issues but falls short of the vision •Option B restores and enhances Dobson as Vail’s key Recreation and Events venue for the next 40 years We are seeking permission to take the following next steps: •Finalize the Program Option Choice with your Approval •Move to Design Development Phase •Start the PEC and DRB entitlement Process •Meet Again with the Building and Fire to Confirm Progress •Start the Preconstruction Process in Earnest and Conduct Additional Investigations to Refine Design, Budget and Schedule Dobson Arena Update – June 4, 2024 71 Aug. 25 – Sep. 27, 2023 Reconciliation with Top Ranked Firm Feb 7. – July 16, 2024 Design Development Phase Start is on hold until program is verified and approved by TOV Mar. 20, 2024 Tentative Contractor Start June 4, 2024 Town Council Approval of Program Option and move to DD’s July 2024 Town Council 50% DD/Entitlement Authorization to Seek PEC/DRB Approval October 2024 Town Council Approval of DD Price and Design; Permission to move to CD’s November 2024 to January 2025 Targeted Construction Documents phase March 2025 Town Council Approval of Final GMP & Approval to Award March 2025 to Fall 2026 Target Construction Phase with Early Demo Permit Project Milestones Dobson Arena Update – June 4, 2024 GH0 GH1 72 2 Thank You - Questions - Dobson Arena Update – June 4, 2024 73 AGENDA ITEM NO. 4.1 Item Cover Page DATE:June 4, 2024 TIME:60 min. SUBMITTED BY:George Ruther, Housing ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion SUBJECT:West Middle Creek Total Budget & Schedule Update SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):George Ruther, Housing Director and Eric Komppa, President at Corum Real Estate Group VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: WMC Presentation Council 2024-06-04 Public Comment - West Middle Creek 74 WEST MIDDLE CREEK UPDATE WEST MIDDLE CREEK75 GOALS & OBJECTIVES WEST MIDDLE CREEK76 DESIGN EVOLUTION WEST MIDDLE CREEK77 DESIGN EVOLUTION WEST MIDDLE CREEK78 DRB & PEC PRESENTATIONS WEST MIDDLE CREEK79 DRB & PEC PRESENTATIONS WEST MIDDLE CREEK80 WEST MIDDLE CREEKEVOLUTION OF MASSING 81 WEST MIDDLE CREEKMASSING 82 WEST MIDDLE CREEK MASSING 83 MATERIALITY WEST MIDDLE CREEK84 MATERIALITY WEST MIDDLE CREEK85 LANDSCAPE PLANNING WEST MIDDLE CREEK86 LANDSCAPE PLANNING WEST MIDDLE CREEK87 LANDSCAPE PLANNING WEST MIDDLE CREEK88 LANDSCAPE PLANNING WEST MIDDLE CREEK89 LANDSCAPE PLANNING WEST MIDDLE CREEK90 LANDSCAPE PLANNING WEST MIDDLE CREEK91 AMENITIES WEST MIDDLE CREEK Lobby Lounge Entry Lobbies Package RoomLeasing Office EXAMPLE IMAGES LEVEL 1 AMENITIES 92 AMENITIES WEST MIDDLE CREEK Fitness Club Room EXAMPLE IMAGES LEVEL 2 AMENITIES Co-Working 93 SCHEDULE WEST MIDDLE CREEK PHASE PHASE START DATE PHASE END DATE Development Partner Selection & Kick-Off Oct 2023 Dec 2023 PEC Dec 2023 Jun 2024 Design Review Board Jan 2024 Jun 2024 Infrastructure Design / Permit Issuance Mar 2024 Jul 2024 CD Design / Building Permit Issuance Jul 2024 May 2025 Excavation and Site Work Oct 2024 May 2025 GMP Review / Acceptance Mar 2025 Mar 2025 Vertical Construction and Infrastructure May 2025 Aug 2027 Oct-23 Nov-23 Dec-23 Jan-24 Feb-24 Mar-24 Apr-24 May-24 Jun-24 Jul-24 Aug-24 Sep-24 Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 94 UNIT COUNT & BUDGET WEST MIDDLE CREEK HARD COSTS 300 Site, Shell & Core $126,608,854 400 Furniture, Fixtures and Equipment $321,500 TOTAL HARD COSTS $126,930,354 SOFT COSTS 500-800 Arch., Eng, Dev Mgmt, Consultant & Market $10,778,822 700 Legal / Title / Financing $2,385,000 900 General Opex Reserve $1,150,000 950 Construction Loan Interest $21,413,646 1100 Permits and Fees $3,247,912 TOTAL SOFT COSTS $38,975,380 CONTINGENCY 1400 Project Contingency (3.0%) $4,977,172 TOTAL CONTINGENCY $4,977,172 TOTAL PROJECT COST $170,882,906 BUDGET SUMMARY Unit Type # Beds Area (Avg.) Total Units Total Beds Net Area Residential Net Area 207,152 Residential Gross Area 241,577 Studio 1 515 84 84 43,260 Amenity + BOH 5,918 1 Bed 1 707 100 100 70,700 Storage 4,050 2 Bed 3 1,070 48 96 51,360 Parking 128,020 Total 232 280 165,320 Total Gross SF 379,565 2 Bed+ 2 1,162 36 144 41,832 Total 36 144 41,832 Total Units 268 424 207,152 Unit Mix SF Deed-Restricted Apartments Deed-Restricted Co-Living Apartments 95 BUDGET UPDATE WEST MIDDLE CREEK $126,609,000 1 Payment & Performance Bond - Confirmed Required for Bonds $1,050,000 2 Exterior Elevations -Window & façade detailing $1,500,000 3 Structural & Civil Coordination - foundation integration with retaining walls / path of egress $1,000,000 4 Bus Stop Coordination / Implementation $875,000 5 Retaining Wall Development - mainly southern facing wall $520,000 6 Landscape Plan Development $517,000 7 50% Credit for the Waterline Cost with Eagle River - Confirmed verbally with ERWSD ($675,000) 8 Estimated Credits Solar*($275,000) 9 Building Permit Fees Waived ($869,000) $130,252,000 * Notes: 1) 2) 3) 4) Construction Budget excludes FF&E estimates ($326,500) Local sales tax exemption included, calculation is based taxes at 5% Estimate of credits for implementation of solar, still working on determining timing of credits and form of credits Design coordination on going, 100% DD concludes mid-July, IGMP due mid-September Previous Construction Budget Civil + Vertical Current Construciton Budget HARD COST BUDGET STATUS UPDATE - 6.3.24 96 BUDGET UPDATE WEST MIDDLE CREEK $38,975,000 1 Project Insurance - Builder's Risk & OCIP $3,023,000 2 Water Tap / Impact Fees - square footage increases $500,000 3 Interest Carry & Hard Cost Related Increases $2,075,000 $44,573,000 Hard Costs (including FF&E)$130,578,500 Soft Costs $44,573,000 Contingency (3% of Total Costs)$5,254,000 $180,405,500 $191,000,000 $10,594,500 Current Project Budget Current Bonding Capacity Excess / (Shortfall) in Bonding Capacity SOFT COST BUDGET STATUS UPDATE - 6.3.24 Previous Soft Cost Budget Current Soft Cost Budget TOTAL BUDGET STATUS UPDATE - 6.3.24 97 MARKET STUDY & INTEL WEST MIDDLE CREEK •“The rental housing market is tight, with vacancy rates near zero for the first half of 2023 and a wide rent spectrum from modest studios to upscale three-bedroom condos. This is underscored by a rental market that has seen a substantial average increase [in rent], particularly among one and three bedroom units. •“In general, we are seeing resort communities still suffer from unfilled jobs (8% to 11%) and very tight rental markets (0.7% First Quarter 2024 vacancy in Eagle County).” - Sarah McClain, WMC Market Study, Western Spaces, LLC •“Every indication would suggest that housing needs have intensified since [2020, when the recent census data was published].” •“There is likely a significant latent housing demand from would-be residents (as indicated by what is a large number of job openings), which might be filled if there was housing sufficient to meet the demand for labor.” - David Becher, Eagle River Housing Needs Assessment Consultant, RRC •“Vail has a jobs/housing [in-]balance of approximately 6,000 jobs, requiring at least that number of employees to commute into Vail from other parts of the Valley. •“Renters feel proximity to work is their most important consideration when searching for housing.” - Willa Williford, Eagle River Valley Housing Needs and Solutions 2018 98 SELECT FLOORPLANS WEST MIDDLE CREEK STUDIO 99 SELECT FLOORPLANS WEST MIDDLE CREEK 1 BED 100 SELECT FLOORPLANS WEST MIDDLE CREEK 2 BED 101 DOULBE OCC. FLOORPLANS WEST MIDDLE CREEK 2+A DOUBLE OCC 102 DOULBE OCC. FLOORPLANS WEST MIDDLE CREEK 2+B DOUBLE OCC 103 DOULBE OCC. FLOORPLANS WEST MIDDLE CREEK 2+C DOUBLE OCC 104 From:Allison Yazel To:PublicInputTownCouncil Subject:Thoughts on West Middle Creek/Housing Date:Tuesday, June 4, 2024 9:42:11 AM Hello, I wanted to provide a few thoughts on housing from my perspective. For context: I am a 30 year old, work full time in Vail and have been here for 6 years. My partner is 33 years old, relocated from Denver, Colorado-native and a local chef. We both aspire to purchase a home here and grow a family in the Valley - which feels very unattainable at the moment. When it comes to Middle Creek/Timber Ridge, we understand that there's a need on a large scale so condominiums make the most sense, but I do not envision raising a family with one parking spot, no yard and on top of each other. I might as well live in a city. We want a single family home. Just like the single family homes that sit vacant in East Vail, occupied one week a year. It's time to crack down on second home owners, investors and Airbnbs. Or I fear we will lose the heart of Vail, the full time locals. Also $350k for a STUDIO? Come on guys. Most couples that want to buy a home, need at least two parking spots and two bedrooms. It's ludicrous to think that public transportation is the solution for the one parking space - how would I see my optometrist? Or go camping? Or go to Eagle to see friends. NO ONE has one car between two people. This is not realistic. There has to be a solution so we can stay here and have a family. I want to be part of that solution. Whether it's creatively zoning for single family / duplex dwellings, I'm not sure how it looks. But I do know it's possible. I hope we can stay here! From a concerned Vail local, Allison Yazel 105 AGENDA ITEM NO. 4.2 Item Cover Page DATE:June 4, 2024 TIME:10 min. SUBMITTED BY:Carlie Smith, Finance ITEM TYPE:Presentation/Discussion AGENDA SECTION:Presentation/Discussion SUBJECT:Short Term Rental Update SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Carlie Smith, Finance Director VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-06-04 STR Update 106 1 TO: Vail Town Council FROM: Finance Department DATE: June 4, 2024 SUBJECT: Short-term Rental Ballot Measure & Update I.SUMMARY The town council received a proposed ballot measure to update the short-term rental code. The ballot measure being researched increases the regulations of STRs by limiting the number of STR licenses outside of the village core (Business License Zone 2) and requiring a minimum two-year ownership period in Zone 2 before applying for a short-term rental registration from the town. II.BACKGROUND During 2021 and 2022, the Town contracted with RRC Associates and Economic Planning Systems (EPS) to perform a comprehensive study of the Vail short-term rental market with the goal of determining the impact of STRs on the local housing market. At that time, the town had a total of 2,454 registered STRs. The study looked at the STRs by business license zone, zone district, neighborhood, and property characteristics (bedroom count, property type), and property usage. The study also included a nexus study that looked at the increased demand for employees and, thus, employee housing incurred by STR guest spending. It further quantified the gap between the cost of market-rate housing and the cost of housing those employees could afford. This affordability gap could be mitigated with increased fees for STR licenses. A copy of the study is attached (Attachment A). Key Data Points obtained by the survey are included below: Summary of Key Data Points Obtained from the STR Study •31% of residential parcels were registered as STRs (a total of 2,454 units) •18% of units in Zone 2 were registered as an STR in 2021 with new registrations in Zone 2 occurring at a higher rate since January 2020 than in prior years •138 of the 410 properties sold during 2021 were registered as an STR before the sale, after the sale or both •Vacant homes and those used for seasonal, recreational, or occasional uses represent 69% of the town’s housing stock, according to the ACS; this did not change significantly between 2010 and 2019 •Saturation of STRs in Zone 2 is significantly lower than the overall rate of 32%. When adjusted for STRs located in developments with 24/7 onsite management, the saturation rate is at or below 20% in these areas. 107 2 Visually the STR registrations by zone included the following: The study results suggested that the increased number of STRs Vail has experienced in recent years has had a modest impact on overall owner and renter-occupied housing. The study also indicated that Vail has one of the highest proportions of vacant housing units in the State. Along with the study staff brought forward several policy recommendations for Council to discuss. This included an increased fine structure, increased registration fees of up to $3,000 per bedroom (based on a nexus study), registration limits (caps) in business license zone 2, ownership time requirements, health and life safety inspections, and insurance requirements. Staff also looked at a new tax specific to STRs. A 5% STR tax on properties outside of the Vail core and without a 24-hour front desk is estimated to generate $1.3M annually. This would also require a zoning overlay. A summary of current STR regulations approved by Council is attached (Attachment B). III. STR UPDATE As of May 23, 2024, the town had approximately 2,506 licensed STRs. This is an increase of 52, or 2%, property registrations compared to the time of the study. Of the 2,506 units, 1560 are in Business License Zone 1 versus 946 in Zone 2. Staff believes that a portion of the increase is related to enforcement and compliance but believes there has been a modest increase in STRs over the past several years. The Town collected approximately $450,000 from STR registrations in 2023 and collected $112,300 in fines. It’s estimated that it cost approximately $450,000 to fund the program. IV. DISCUSSION The initiatives in the proposed ballot measure do not legally require voter approval. Instead, this could be changed with two readings of an ordinance with a majority Council vote. A ballot could also impact future flexibility within the STR code. Any changes or updates would also require voter approval if a ballot measure passed. The ballot initiative, as written, would also impact some proprieties with 24-hour front desks, such as Simba 108 3 Run, Racquet Club, and Fall Ridge, along with timeshare properties like Vail Run and Sandstone Creek Club. The town has also received legal advice from Hoffman, Parker, Wilson, and Carberry not to pursue changes to the STR code that would increase regulations. There are hundreds of lawsuits across the county, and most court decisions have not favored the municipality. In fact, STR regulations are no longer lawful in Texas at all. There are several cases in Colorado, including lawsuits against some of the regulations proposed in the above ballot measure. • Summit County: Last year, homeowners brought a lawsuit against Summit County regarding a variety of issues in the STR regulations. This included caps on the number of short-term rental licenses in certain geographic areas of the county and additional requirements for owners seeking certain licenses and occupancy limits on certain properties. • Woodland Park: Woodland Park is being sued over its STR ordinance requiring STRs in residential zones to be lived in full-time by the homeowner (STRs in commercial zones do not follow that same requirement). • Breckenridge: Breckenridge is being sued by a group of homeowners claiming that Breckenridge’s STR limitations are tantamount to rent control, by forcing homeowners looking to have an STR into offering longer-term housing. • Denver: Denver is being sued by an individual homeowner for vague wording of its STR regulations after the City revoked his STR license for his allegedly failure to make his STR his primary residence. He claims that he is a digital nomad, and it's the closest thing he has to a primary. • Boulder: Boulder is being sued by Airbnb, who is claiming Boulder illegally collected taxes on Airbnb's services fees. Given the current legal environment around STRs, staff recommends pausing any changes to the code that would increase the regulation of STRs. Staff will continue to monitor local and national STR lawsuits. Pending the outcomes of STR lawsuits, future modifications to the STR ordinance could include updating the definition of an STR to exclude “resort” type properties, changing the fee philosophy (currently just to cover the cost of the program), exploring Fire Free Five requirements, and additional life safety standards. Without changing the regulation of STRs, staff would also like to incorporate a "no-show” fee for fire inspections into the ordinance and refine some of the life safety requirements. Staff will return with these recommendations later in the year, before the 2025 STR renewal deadline of February 28th. V. ACTION REQUESTED OF COUNCIL Does Council support pausing on any changes to the town’s code that would increase the regulation of STRs? 109 Economic & Planning Systems, Inc. The Economics of Land Use SHORT TERM RENTAL STUDY Town Council Work Session January 18 2022 $WWDFKPHQWA 110 Economic & Planning Systems | RRC Associates Vail STR Study |1 ABOUT EPS EXPERTISE 111 RRC ASSOCIATES •Market research and planning consulting firm •Specialization in mountain resort communities •Based in Boulder •Founded in 1983, 16 staff •Expertise •Affordable housing analysis •Parks and recreation research •Land use / comprehensive plan research •Economic & fiscal impact evaluation •Community opinion surveys •Visitor profile research •Tourism market assessments •Tourism branding research •Special events research •Clients •Local governments (counties, cities, downtown districts) •DMOs / CVBs / Chambers •Ski area operators & trade associations •Airports & air service development organizations 2 112 Economic & Planning Systems | RRC Associates Vail STR Study |3 PROJECT OVERVIEW Project Elements Characterize Town lodging units - Dispersed Short Term Rentals (STRs) and Non-Dispersed Units –Build on 2017 work –Look at registered STRs, hotel/lodge units, second homeownership, and other relevant factors Document housing impacts generated by guest expenditure Estimate revenues (sources of funds) Consider tools to mitigate impacts (uses of funds) Project Goal Consider best way to address STR impacts –Focus on ways to limit STR activity and associated impacts –Consider STR fee that generates revenue stream to fund TOV housing programs Project Process 1.Finish Context (80% complete) 2.Construct expenditure model (20% complete) 3.Council worksessions on January 18 and February 1, followed by two readings of an ordinance 113 Economic & Planning Systems | RRC Associates Vail STR Study |4 DISPERSED SHORT-TERM RENTAL (DSTR) DEFINITION The current legal definition for Short-Term Rentals is: “SHORT-TERM RENTAL PROPERTY (STR): A residential dwelling unit, or any room therein, available for lease for a term of less than thirty (30) consecutive days, but excluding bed and breakfasts and accommodation units.” (Ord. 19(2018) §1) 114 CHARACTERIZING STRS IN VAIL INITIAL DATA ANALYSIS 115 Economic & Planning Systems | RRC Associates Vail STR Study |6 Residential –Second Homes: 5,291Condotels: 1,458 VAIL INVENTORY ANALYSIS Residential –Primary Homes: 2,068 Total Residential: 7,359 Total Lodging: 2,947 *2019 Census Housing Units Estimate: 7,475 (+/-223) Total: 8,848 Hotels/ Lodges: 1,489 Registered STRs: 2,454 *2,583 Estimated *There are 929 Town Owned/Deed Restricted Units (+23 in Edwards) 116 Economic & Planning Systems | RRC Associates Vail STR Study |7 REGISTERED STRS MAILING ADDRESS LOCATIONS 117 Economic & Planning Systems | RRC Associates Vail STR Study |8 TOV REGISTERED STR UNITS BY LOCATION AND OTHER DESCRIPTORS STR data at the parcel level has been mapped to group subareas (neighborhoods) and summarize the data across various factors. For this discussion, the two primary geographic groupings are breakdowns provided by the Town: •A Zone 1/Zone 2 segmentation that divides the Town into two areas •The Village and Lionshead represent the bulk of Zone 1 •The Town has also been segmented into 6 subareas that provide a finer level of geography for analytical purposes. •These six areas include: Vail Village, Lionshead, East Vail, Sandstone, West Vail and Cascade Village 118 Economic & Planning Systems | RRC Associates Vail STR Study |9 STR REGISTRATIONS BY ZONE Zone 1 includes more units than Zone 2 (+596) , and as illustrated more of the units are registered at the present time (51% versus 18% in Zone 2). Overall, about 31% of units in the Town are registered as STRs at the present time. 119 Economic & Planning Systems | RRC Associates Vail STR Study |10 ZONE 1 ENLARGED 120 Economic & Planning Systems | RRC Associates Vail STR Study |11 PERCENT OF TOTAL UNITS REGISTERED BY ZONE 121 Economic & Planning Systems | RRC Associates Vail STR Study |12 REGISTRATIONS BY SUB AREA AS DESIGNATED BY TOV The relative number of units in the six TOV subareas are shown below. Together Lionshead (29%) and Vail Village (28%) represent over half of all registered units (1,389 of 2,454 total units). 122 The following slides segment the TOV registration data base into three primary groupings: units registered before and after 2020, the units located in zone 1 compared to units in zone 2, and breakdowns of units in each of the six subareas that comprise the town COMPOSITION OF STR REGISTRATIONS 123 Economic & Planning Systems | RRC Associates Vail STR Study |14 REGISTRATIONS BY ZONE AND PERMIT DATE As shown below, the units permitted before 2020 (1,974 units) included a large percentage of units in Zone 1 (67%). Additional permitting since January 2020 has resulted in significant additions of units in Zone 2, the more outlying areas of Vail. 124 Economic & Planning Systems | RRC Associates Vail STR Study |15 REGISTRATIONS BY PROPERTY TYPE AND PERMIT DATE The efforts to add permitted units in the past two years resulted in the addition of relatively more single family (16% of new total) and townhomes (5%). 125 Economic & Planning Systems | RRC Associates Vail STR Study |16 REGISTRATIONS BY PROPERTY TYPE AND ZONE 126 Economic & Planning Systems | RRC Associates Vail STR Study |17 REGISTRATIONS BY PROPERTY TYPE AND SUB AREA There are sharp differences in the makeup of registered units in different part of town •Lionshead has 96% condo units, with only 2% single family homes. •In contrast Vail Village has 75% condos, and 4% single family homes. •West Vail, East Vail and Cascade Village include higher percentages of single family residences and townhomes. 127 Economic & Planning Systems | RRC Associates Vail STR Study |18 REGISTRATIONS BY PRESENCE OF HOA AND ZONE The presence of Homeowner Associations (HOAs) can be important to communications and management of STRs. As shown, 84% of town units are in areas with HOAs, with 92% coverage in Zone 1, and 72% in Zone 2. 128 Economic & Planning Systems | RRC Associates Vail STR Study |19 REGISTRATIONS BY OCCUPANCY (PERSONS AS ADVERTISED) AND ZONE The Town’s database includes a Registered Unit variable that is based on the advertised occupancy of each unit. As summarized below, more STRs are advertised for 6-7 people than any other category (37%), but with large percentages also in the 4-5 range (28%) and the 6-7 range (29%). 129 Economic & Planning Systems | RRC Associates Vail STR Study |20 REGISTRATIONS BY NUMBER OF BEDROOMS AND ZONE The overall composition of bedrooms in STR units is similar in Zone 1 and Zone 2. More units are identified with 2 bedrooms than any other category (39%), but with 20% one bedroom and 24% three bedroom units. In general, the data show that the STRs represent a significantly larger bedroom and overall occupancy potential than traditional lodge units in the town. 130 The inventory of lodging provided by hotels/lodges and condotels (i.e. units typically with STRs but a front desk and unified services) were analyzed. The overall inventory is approximately 3,000 units based on TOV data.Interestingly, the ratio of traditional lodges/hotels to STR condotels is approximately 50/50.However, it should be noted that the STR/condotel configurations represent a larger number of bedrooms and a higher capacity for occupancy than the traditional hotel inventory. LODGING PROPERTY DATA 131 Economic & Planning Systems | RRC Associates Vail STR Study |22 NUMBER OF LODGING UNITS BY AREA AND CLASSIFICATION Condotels represent examples of Non-Dispersed STRs and they are found in a variety of locations throughout town. Traditional: 51% Condotel: 49%132 STR REGISTRATION AND ASSESSOR DASHBOARD 133 Economic & Planning Systems | RRC Associates Vail STR Study |24 ASSESSOR DATABASE MERGE AND DASHBOARD This tool enables the user to dynamically visualize Vail’s housing inventory including registered STRs, property ownership, value, etc. 134 Economic & Planning Systems | RRC Associates Vail STR Study |25 ASSESSOR DATABASE MERGE AND DASHBOARD An example visualizing East Vail using the dashboard: 135 Economic & Planning Systems | RRC Associates Vail STR Study |26 ASSESSOR DATABASE MERGE AND DASHBOARD A visualization of a sub area of East Vail by mailing address location and registered or non-registered STRs. 136 Economic & Planning Systems | RRC Associates Vail STR Study |27 RECENT STR REGULATIONS FROM PEER COMMUNITES City Concentration Limits Zoning Fees Moratorium Breckenridge 2,200; No new licenses to be issued until total STR licenses is under limit No Regulatory Fee: $400/bedroom; Fee to increase to $756/bedroom in 2023 (excludes hotels and lodges owned by one entity) License: $75- $175 (dependent on number of bedrooms) Aspen No No Business License: $150 Moratorium on new STR and home expansion construction until 9/30/2022 Crested Butte 30% of free market units Yes; Permitted Zones Unlimited Rental: $750/ annually Primary Residence (6 night max): $200/annually Moratorium on new STRs for non-primary residences until July 2022 Jackson Hole No Lodging Overlay or Resort District only Residential STR Fee: $107 Steamboat Springs No No One-time Sales Tax Fee: $50 One-time Vacation Home rental Fee: $500 Vacation Home Rental Renewal: $50/ annually Moratorium on new Single Family or duplex unit vacation home rentals until 1/31/2022 Truckee No No $481 Annually Moratorium on new STR until 6/15/2022 137 QUESTIONS AND DISCUSSION 138 Economic & Planning Systems | RRC Associates Vail STR Study |29 ADDITIONAL QUESTIONS AND POLICY CONSIDERATIONS Next Steps What are the impacts on the housing market? –Evaluate home sales, STR registration data, and other data sets What is the nature of guest impact? –Document guest spending data and economic impacts Local calibration –Assess the pros/cons of setting parameters by use and/or location Policy Direction What policy approach works best to mitigate the impacts of STRs? –Limitation on STR activity? –Mitigation fees to generate funding? What factors would Council like to be considered? –Occupancy factors –Differential based on location –Per-bedroom calibration 139 Economic & Planning Systems, Inc. The Economics of Land Use SHORT TERM RENTAL STUDY Town Council Work Session February 15, 2022 140 Economic & Planning Systems | RRC Associates Vail STR Study | 1 CONTENT OF PRESENTATION STR Inventory Analysis –Composition of Town of Vail total inventory and guest inventory –Breakdown by Zone –Pace of registrations and growth of inventory Community Composition and Comparison to Peers –Change in occupancy of homes –Change in voter registration –Peer comparison Neighborhood Composition –Prevalence of STRs: Town, Zone, and Neighborhood –Zoning Consideration Home Sales and Relationship to STRs –Home pricing trends, for all properties and for STR properties Discussion Points and Next Steps 141 Economic & Planning Systems | RRC Associates Vail STR Study | 2 KEY QUESTIONS Project Questions What is the nature of STRs within the Town of Vail? What might be the impacts to residential neighborhoods from STRs? What might be the impacts to affordable housing? –What could the Town do to increase the long-term rental inventory? –How might fees come into play? 142 Economic & Planning Systems | RRC Associates Vail STR Study | 3 DISPERSED SHORT-TERM RENTAL (DSTR) DEFINITION The current legal definition for Short-Term Rentals is: “SHORT-TERM RENTAL PROPERTY (STR): A residential dwelling unit, or any room therein, available for lease for a term of less than thirty (30) consecutive days, but excluding bed and breakfasts and accommodation units.” (Ord. 19(2018) §1) 143 CHARACTERIZING STRS IN VAIL STR INVENTORY ANALYSIS 144 Economic & Planning Systems | RRC Associates Vail STR Study |5 Residential –Second Homes: 5,291Condotels: 1,458 VAIL INVENTORY ANALYSIS Residential –Primary Homes: 2,068 Total Residential: 7,359 Total Lodging: 2,947 *2019 Census Housing Units Estimate: 7,475 (+/-223) Total: 8,848 Hotels/ Lodges: 1,489 Registered STRs: 2,454 *There are 929 Town Owned/Deed Restricted Units (+23 in Edwards) 145 Economic & Planning Systems | RRC Associates Vail STR Study |6 REGISTERED STRS MAILING ADDRESS LOCATIONS 146 Economic & Planning Systems | RRC Associates Vail STR Study |7 STR REGISTRATIONS BY ZONE Zone 1 includes more units than Zone 2 (+596) , and as illustrated more of the units are registered at the present time (51% versus 18% in Zone 2). Overall, about 31% of units in the Town are registered as STRs at the present time. 147 Economic & Planning Systems | RRC Associates Vail STR Study |8 REGISTRATIONS BY OCCUPANCY (PERSONS AS ADVERTISED) BY ZONE As summarized below, more STRs are advertised for 6-7 people than any other category (37%), but with large percentages also in the 4-5 range (28%) and the 6-7 range (29%). The STR inventory is complementary to the hotel bed base, with ability to serve larger group sizes. 148 COMMUNITY COMPOSITION AND COMPARISON TO PEERS 149 Economic & Planning Systems | RRC Associates Vail STR Study |10 TOWN OF VAIL: NUMBER OF HOUSING UNITS 2010, 2019 150 Economic & Planning Systems | RRC Associates Vail STR Study |11 TOWN OF VAIL: PERCENT OF HOUSING UNITS 2010, 2019 151 Economic & Planning Systems | RRC Associates Vail STR Study |12 NUMBER OF REGISTERED VOTERS BY YEAR 152 Economic & Planning Systems | RRC Associates Vail STR Study |13 AGE OF REGISTERED VOTERS –2014 & 2021 153 Economic & Planning Systems | RRC Associates Vail STR Study |14 TOWN OF VAIL: PERCENT OF HOUSING UNITS 2019 VS PEERS 154 Economic & Planning Systems | RRC Associates Vail STR Study |15 TOWN OF VAIL: PERCENT OF HOUSING UNITS 2019 VS PEERS 155 156 NEIGHBORHOOD COMPOSITION 157 158 159 160 161 162 163 Economic & Planning Systems | RRC Associates Vail STR Study |24 SUMMARY BY NEIGHBORHOOD Overall, 32 percent of units within Town of Vail have STR Registrations –For Zone 1, it reaches as high as 51 percent –For Zone 2, there are 20 percent of units with registrations Some neighborhoods have high concentrations of STRs, boosting their representation (Fall Ridge, Streamside, Simba Run, Racquet Club, etc.) PERCENT OF UNITS WITH STR REGISTRATION Area Percent of Units with STR license Overall 32% Zone 1 51% Vail Village 45% Lionshead 63% Cascade Village/Glen Lyon 48% Zone 2 20% Booth Creek 11% Buffehr Creek 4% East Vail 19% Golf Course 16% Potato Patch 11% Sandstone 36% Spraddle Creek 0% West Vail (North)7% West Vail (Intermountain/Matterhorn)19% Source: Economic & Planning Systems 164 REAL ESTATE SALES DATA 165 Economic & Planning Systems | RRC Associates Vail STR Study |26 NUMBER AND PERCENT OF SALES BY PRICE 2018 -2021 166 Economic & Planning Systems | RRC Associates Vail STR Study |27 MLS SUMMARY BY STR REGISTRATION MLS data indicates that in 2021, 410 real estate sales occurred within the Town of Vail. Of these transactions, 34% or 138 properties were registered as an STR during 2021, either prior to the sale, after the sale, or both 167 Economic & Planning Systems | RRC Associates Vail STR Study |28 MLS SUMMARY BY REGISTRATION AND UNIT TYPE 168 Economic & Planning Systems | RRC Associates Vail STR Study |29 MLS SUMMARY BY AREA 169 Economic & Planning Systems | RRC Associates Vail STR Study |30 NUMBER OF SALES BY AREA 2018 -2021 170 Economic & Planning Systems | RRC Associates Vail STR Study |31 MEDIAN SOLD PRICE PER SQ. FOOT BY AREA 2018 -2021 171 Economic & Planning Systems | RRC Associates Vail STR Study |32 MEDIAN SOLD PRICE BY AREA 2018 -2021 172 Economic & Planning Systems | RRC Associates Vail STR Study |33 MLS SUMMARY BY COMPARABLE AREAS AND UNIT TYPES 173 DISCUSSION POINTS AND NEXT STEPS 174 Economic & Planning Systems | RRC Associates Vail STR Study |35 DISCUSSION POINTS AND NEXT STEPS Discussion Points To what degree are STRs impacting the community and how has that changed in the recent past? Is a ‘light touch’ the correct approach –raising fees and relying on enforcement? Are more deliberate actions needed that might limit STR activity? What tools can most effectively address the need for long-term rentals? Next Steps –Return to Council March 15 Clarify and complete MLS data analysis Approaches to limit STR activity, with a focus on Zone 2 Options for registration structures that are based on use Background on fee increase –admin costs and/or impacts to the community Address violations fine structure related to complaints Bolster STR registration requirements175 DETAILED SLIDES SHOWING COMPOSITION BY AREA 176 177 178 179 180 181 182 183 184 185 186 187 188 AƩachment B Current STR Registration Requirements Fees: $260 registration fee $50 for 24/7 on-site property managers, who operate the on-site front desk. Self Compliance Affidavit: Complete a signed affidavit certifying that the STR complies with health and life safety standards Local Representative: Appointment of a local representative within a 60 minute distance of the property. The Local Representative must respond to all complaints within 60 minutes. Signage: Interior Signage with license number, local representative contact information, and physical address Exterior Signage: Visible by passersby and includes local representative phone number, and Town of Vail Complaint Hotline phone number Fines: 1st- $1,500 2nd- $2,650 3rd- Suspended for three years from short-term renting Homeowners Insurance: $1.0M policy with commercial liability or coverage for short- term renting Fire Department Inspections for health and life safety standards: Required once every three years 189 Vail Local Marketing District Advisory Council Monthly Meeting April 18, 2024, 8:30am Grand View Room AGENDA VLMDAC Board Member Attendees: In Person- Esmarie Faessler (Sonnenalp), Jana Morgan (Sweet Basil) Liana Moore (Antlers), Theron Gore (East West), Douglas Kessler (Homeowner), Sam Biszantz (Council Rep/Root & Flower), Randi Weingartner (Vail Resorts), Kim Fuller (Jaunt Media Collective) Zoom- Patrick Davis(Manor Vail) Additional attendees: In Person- Liz Gladitsch (Town of Vail), Mia Vlaar (Town of Vail), Chris Romer (Vail Valley Partnership), Carlie Smith (Town of Vail), Ben Walton (Miles), Kristin Yantis (MYPR), Abby Oliveira (Town of Vail), Diana Ramirez (Town of Vail), Michal Bednarczyk (970), Bob Brown (BAAG), Slade Cogswell(970), ), Caitlin Rowe(Miles), Chloe Smith(Miles), Tracey Chopek(Miles) Zoom- Kay Schneider (Vail Valley Partnership), Amanda McNally (MYPR), Chris Fair (Resonance) Dominic Prevost (Resonance), Simona Forbes (Resonance), Kim Brussow (Vail Valley Partnership), Jeremy Gross (Town of Vail), Kim Fuller (Jaunt Media), Jenna Luberto, Diana Carr, Jeremy Coleman(BAAG), Kristy Slack(Grand Hyatt), Parker Owens(Bravo Vail) Call to Order Esmarie called the meeting to order 8:32 AM I. MINUTE APPROVAL March 18, 2024 and April 3, 2024 Motion to approve- first Douglas / second Jana/ unanimous II. MONTHLY FINANCIAL REPORT Year to Date $1.7mil that is January and February $32.7000 above budget 1.9% compared to 2023 $35.8000 increase or 2% Year to Date expenditures $316.6000 Revenue, Expense, and Reserves slides and Occupancy growth were shared III. INFORMATION & DISCUSSION UPDATES • 2024 Supplemental Goals & Phase 1 Top Priorities- optimize visitation, build loyalty, leverage brand positioning Content Enhancements, creation, strategy and insights, wedding site section, multi-generational travel, Apple guides, personalization, paid media 190 • Brand Platform Resonance presented four options The goal is to bring the brand to life via Logo, tagline The Board is between choices 2 and 4 for the logo Presented taglines Discussion ensued on what was presented, goals and alignment • Q1 Website Analytics Miles shared Q1 in review January-March 2024 See presentation for more info • DMO Update & Strategic Visioning The town and VLMD continue to explore moving towards a DMO (Destination Marketing Organization) model to increase efficiency Proposed Economic Development Tourism Structure shared • Town of Vail Updates • Other Business • Adjournment Esmarie called the meeting to adjourn 11:27 am first Jana / Second Theron /unanimous Upcoming Meetings: VLMDAC Board Meeting, Thursday, May 16, 2024, Grand View Room 191 Vail Local Marketing District Advisory Council Special Meeting May 10, 2024, 1:30pm Virtual AGENDA VLMDAC Board Member Attendees: Esmarie Faessler (Sonnenalp), Jana Morgan (Sweet Basil) Liana Moore (Antlers), Theron Gore (East West), Douglas Kessler (Homeowner), Randi Weingartner (Vail Resorts), Kim Fuller (Jaunt Media Collective), Patrick Davis (Manor Vail) Additional attendees: Liz Gladitsch (Town of Vail), Mia Vlaar (Town of Vail), Ben Walton (Miles), Kristin Yantis (MYPR), Abby Oliveira (Town of Vail), Michal Bednarczyk (970), Bob Brown (BAAG), Slade Cogswell (970), Beth Wright Cheeseman (Miles) Dominic Prevost (Resonance), Simona Forbes (Resonance), Anthony Hore (Resonance) Kim Brussow (Vail Valley Partnership), Diana Carr (Resonance), Paul Abling (Walking Mountains), Lauren Brenner (Local Resident) Call to Order Esmarie called the meeting to order 1:32 PM AGENDA I. INFORMATION & DISCUSSION • Brand Logo / Design Element / Tagline Discussion (90 minutes), Resonance o Logo:  Two logo concepts were shared with adjustments made on behalf of feedback from the last board meeting.  They were both put in a poll to 200 25+ people for legibility.  Discussion ensued. The board is unsure which to move forward with. A poll will be sent out to the board to get specific feedback after the board has more time to digest the two concepts. o Design Element:  Discussion ensued on which work best but a decision on logo needs to happen first o Tagline:  Together at the Peak, Welcome to the Wonder, A Moment for Forever, Find your Altitude, Live the Unforgettable are the taglines being discussed. Discussion ensued on if we need a tagline or if campaigns can carry taglines and change as needed. Do they need to be more bold? 192 A poll will be sent out to the board to collect final feedback. Results of the poll will be presented at the May 18 board meeting for final decision on next steps. • Other Business • Adjournment Jana called the meeting to adjourn at 3:12pm First JR Second Kim /unanimous Upcoming Meetings: VLMDAC Board Meeting, Thursday, May 16, 2024, Grand View Room VLMD Supplemental Meeting, Tuesday, June 4, Grand View room VLMDAC Board Meeting, Thursday, June 21, 2024, Virtual 193 AGENDA ITEM NO. 6.3 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Missy Johnson, Housing ITEM TYPE:Meeting Reports AGENDA SECTION:Information Update SUBJECT:May 15, 2024 VLHA Meeting Minutes SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-05-14 VLHA Minutes 194 Vail Local Housing Authority Minutes Tuesday, May 14, 2024 3:00 PM Virtually on Zoom PRESENT ABSENT Steve Lindstrom Kristin Williams Dan Godec James Wilkins Craig Denton STAFF George Ruther, Housing Director Martha Anderson, Senior Housing Director Missy Johnson, Housing Coordinator 1. Call to Order 1.1 Call to Order at 3 p.m. with a quorum present. 1.2 Zoom Meeting 2. Citizen Participation 2.1 Citizen Participation - No comments. 3. Approval of Minutes 3.1 VLHA April 9, 2024 Minutes Presenter(s): Missy Johnson, Housing Coordinator Agenda item moved until later in the agenda for the quorum vote as two members joined after the finance update. MOTION: Williams SECOND: Denton PASSED: (4 – 0 - 0) 4. Main Agenda 4.1 VLHA Q1 2023 Financial Update Presenter(s): Jake Shipe, Budget Analyst Time: 15 Min. Shipe, Town of Vail Finance presented the quarterly financial update for the first quarter of 2024 as provided in the packet. He provided an overview of the following for the Authority: - Income Statement including the supplemental budget that was approved earlier in the year. - Balance Sheet, highlighting the assets of $391,152.62 through March 31, 2024. There were no liabilities listed to date. Lindstrom noted that there are outstanding contracts that we are working through. 195 - Housing Fund Status, stating that as of March 31, 2024, the fund has collected $2,216,304 in housing sales tax dollars and Lindstrom asked for Jake's thoughts on that amount when compared to foreasted and Jake confirmed he did not think it was going to be an off year. - Shipe further presented the expenditures with the majority towards the acquisition of CDOT parcels. Lindstrom asked if the amount reflects all of the parcels recently purchased, most specifically the East Vail CDOT parcel. Ruther requested that Jake double -check the CDOT parcel acquisition amount that is reflected to see if all are represented. He also asked if the information reflects the Pitkin Creek 14A that was paid for by the Vail InDEED funds, and further buy-down the unit and further reimburse Vail InDEED funds. Jake will follow up with financial clarification. The FirstBank Accounts were also reviewed. Finance asked if the Authority would like to convert the secondary account to a money market account to receive a higher rate or keep it as is at the newly informed lower rate. There was concensus from the Authority to switch to a money market account. At the time this topic concluded, Craig and Kristin had joined the call. 4.2 Rural Resort AMI Petition Work Session Presenter(s): VLHA Members The AMI is already submitted and Ruther provided an udpate and further continued the discussion. Tuesday, May 7 the Authority provided input around EHU credits for Timber Ridge and in the end the Council chose to leave the policy as is vs. make any adjustments based on the vetting process of other possibilities. After the deliberations with the Town Council and Triumph last Tuesday, the group has moved towards a finalized development agreement. Triumph will begin to do the marketing and sales including sales to businesses, non-profits and individuals. A premium deposit allows one to skip the community housing lottery and participate in a home selection process on a first come first serve process. The pricing structure has changed slightly based on positive conversations and planning with local lenders. Banks are working on specific programs available to buyers to lower the down payment under the 20% and/or progressing towards down payment assistance to help to bypass PMI requirements. Sales are planned to go live Friday, May 24 and continuing to reach out directly. The choice of units are first come first served. Ruther will circulate the drafted pricing to the Authority, broken out by building, which builds in the cost of the on-site parking into the purchase price. They will have the opportunity to possibly upgrade to covered parking, or to take discounts such as opting out of parking. Four-bedroom units are priced just over $1M and many individuals see this as a value so of the sixteen 4-bedroom homes, 11 are spoken for on the reservation list. The next part of the conversation for the Authority is based on the June 10 grant funding deadline in collaboration with Impact Advisors in request for the grant to help fund the gap.The financials that they are looking for includes the land value for the projects. 196 Conversation ensued around the topic and importance of the sources and uses category within the funding request process. It is a work in progress with the highest priority in filling out the known information to then regroup with Social Impact Partners. The authority will seek more information from Katie and Allison to gather from DOLA in a collaborative effort. Ruther will regroup with Katie and Alison at Social Impact Partners to complete the spreadsheet as well as push pricing and the Timber Ridge drafted web page out to the Authority for input. Williams and Lindstrom spoke with Social Impact Partners earlier the day of the Authority meeting. The AMI petition has been sent in and feedback has not been received. Congressional directed spending that had been submitted over the month ago as not been funding by one group which is spread out geographically. There may still be an open door going through the Senate.This is an annual ask. Capacity Building is the final push for funding that is being considered and must be submitted by the Town. This is actively in the works, due near the 1st of June. Conversation ensued around the next steps with current capital projects, DRB Review and tracking of West Middle Creek. By June 6, there will be a fully entitled West Middle Creek project. Corum is working to see if there is another mechanism in place to allow the Town to fund the $20M of civil site work before any vertical construction begins. If there is a different way to fund differently and restructure that debt, it could allow the project to get started but not negatively effect the Town's cash flow. We should continue to look for grant funding for West Middle Creek. Knowing what we know now, and because Corum is well organized, over the next week to ten days, we may be able to shift gears to West Middle Creek with a simpler tale to tell since it will all be rental. 5. Matters from the Chairman and Authority Members 5.1 Matters from the Chairman and Authority Members Presenter(s): Steve Lindstrom, VLHA Chairman Time: 5 Min. Lindstrom updated that group that the Planning Commission met on May 13th and a third zoning district change was proposed. A third zone district was proposed and the main concern with Planning Commission was to be sure zoning heights would fit the neighborhood. They unanimously approved to go to the Council with recommendation to approve the third housing district in an upcoming Council meeting. The Colorado Legislature just wrapped up. The single-entry buildings house bill did not move forward. The Senate Bill, the Construction Defects Liability bill, also died in committee. It does not mean they will not come back. Real Estate is still moving and property values continue to go up. The national average is typically 5% year over year but averages locally are 10%, sometimes 15%. Denton suggest that people are getting more used to the interest rates with less anticipation for them to go down anytime soon. 197 Along similar lines, the Town Council approved a single deed restriction for Timber Ridge, where there is not a price appreciation cap and they will be part of the active, open market moving forward. Godec asked Denton if there would be any EHUs as part of a future Elevation/Legacy development project in the future and discussion continued. Appointment of a future Authority member will take place at Council on Tuesday, May 22nd. 6. Adjournment 6.1 Adjournment Motion to adjourn at 4:18 p.m. MOTION: Denton SECOND: Godec PASSED: (5 - 0) 7. Future Agenda Items 7.1 Future Agenda Items Vail Housing 2027 Land Banking 8. Next Meeting Date 8.1 Next Meeting Date May 28, 2024 198 Vail Local Housing Authority Meeting Minutes of May 14, 2024 4 199 AGENDA ITEM NO. 6.4 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Jake Shipe ITEM TYPE:Information Update AGENDA SECTION:Information Update SUBJECT:May 2024 Revenue Update SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-06-04 Revenue Update 200 1 TOWN OF VAIL REVENUE UPDATE June 4, 2024 4.0% General Sales Tax Upon receipt of all sales tax returns, April 2024 collections are estimated to be $1,808,688, down (20.1)% from 2023 and down (19.9)% from the budget. Historically, the timing of Easter has impacted sales tax collections for the months of March and April. To eliminate the reporting variance impacted by how the holiday fell, staff has combined March and April collections. For the two months combined sales tax collections totaled $8,167,959 down (1.8)% from the prior year and down (1.5)% from the budget. 2024 YTD collections of $19,934,818 are down (1.7)% from 2023 and down (0.3)% from the budget. Inflation as measured by the consumer price index was up 3.4% for the 12-months ending March 2024. The annual budget totals $40.85 million. 0.5% Housing Fund Sales Tax Upon receipt of all sales tax returns, April 2024 collections of the 0.5% housing sales tax are estimated to be $217,768, down (19.9)% from 2023 and down (20.5)% from the budget. 2024 YTD collections of $2,437,313 are down (1.2)% from 2023 and up 0.6% from the budget. The 2024 budget for the housing fund sales tax totals $4.95 million. To eliminate the reporting variance impacted by how the Easter holiday fell, staff has combined March and April collections. For the two months combined housing sales tax collections totaled $994,252 down (1.6)% from the prior year and down (1.1)% from the budget. Real Estate Transfer Tax (RETT) RETT collections through May 28 total $3,653,938, up 41.4% from 2023. The variance compared to prior year is due to an increase the number of residential property sales which is tracking up 27%. Additionally, there have been several high dollar residential property sales. The 2024 RETT budget totals $7,000,000. Construction Use Tax Use Tax collections through May 28 total $806,611 compared to $1,074,782 in 2023. The 2024 budget totals $2,040,000. Lift Tax Year to date lift tax collections through April 30 total $4,940,032, up 6.2% or $289,738 from 2023. The 2024 budget totals $6,675,000. The 2023/2024 season Epic Pass and Epic Pass Local both were priced with an 8% increase compared to the prior season. 201 2 Summary Across all funds, year-to-date total revenue of $44.1 million is up 4.5% from the amended budget and up 5.1% from prior year. The majority of the positive variance compared to the amended budget and prior year is due to higher-than-expected real estate transfer tax collections. 202 2024 Budget % change % change 2019 2020 2021 Budget Variance from 2023 from Budget January 4,079,994$ 4,076,145$ 3,422,209$ 5,217,125$ 5,911,572$ 5,787,370$ 5,835,478$ 48,108$ -1.29%0.83% February 4,137,087 4,285,633 3,691,850 5,686,585 6,041,108 5,914,315 5,931,381 17,066 -1.82%0.29% March 4,237,933 2,243,518 4,364,797 5,912,059 6,055,992 6,035,677 6,359,271 323,594 5.01%5.36% April 1,445,071 427,518 1,751,528 2,234,296 2,264,892 2,258,798 1,808,688 (450,110) -20.14%-19.93% Total 13,900,085$ 11,032,814$ 13,230,384$ 19,050,065$ 20,273,564$ 19,996,160$ 19,934,818$ (61,342)$ -1.67%-0.31% May 763,756 503,828 1,061,516 1,227,974 1,118,011 1,111,919 - June 1,606,748 1,023,517 2,149,312 2,317,931 2,272,457 2,265,104 - July 2,480,292 2,084,644 3,491,668 3,507,973 3,412,277 3,399,024 - August 2,237,050 2,138,838 2,877,550 2,997,389 2,932,111 2,920,600 - September 1,600,100 1,767,393 2,359,528 2,441,331 2,508,064 2,495,143 - October 1,165,176 1,371,727 1,734,964 1,729,558 1,773,358 1,652,467 - November 1,260,314 1,425,461 1,880,397 1,902,643 1,901,141 1,779,167 - December 4,237,178 3,625,189 5,749,365 5,602,018 5,691,428 5,230,416 - Total 29,250,698$ 24,973,411$ 34,534,683$ 40,776,882$ 41,882,411$ 40,850,000$ 19,934,818$ (61,342)$ -1.67%-0.31% 2022 2023 2024 Budget % change % change Collections Collections Budget Variance from 2023 from Budget January 645,487$ 720,906$ 700,920$ 703,270$ 2,350$ -2.45%0.34% February 702,730 736,788 716,760 739,790 23,030 0.41%3.21% March 719,717 738,244 731,610 776,484 44,874 5.18%6.13% April 269,018 271,930 273,735 217,768 (55,967) -19.92%-20.45% Total 2,336,952$ 2,467,868$ 2,423,025$ 2,437,313$ 14,288$ -1.24%0.59% May 146,657 132,333 134,640 - June 280,460 275,113 274,230 - July 424,602 412,849 411,840 - August 361,165 352,887 353,925 - September 294,861 304,068 302,445 - October 207,397 213,568 200,475 - November 230,383 229,092 215,820 - December 671,982 687,985 633,600 - Total 4,954,459$ 5,075,763$ 4,950,000$ 2,437,313$ 14,288$ -1.24%0.59% Town of Vail Revenue Update June 4, 2024 4.0% GENERAL SALES TAX2024 Budget Comparison 0.5% Collected Sales Tax 0.5% HOUSING SALES TAX 2024 Budget Comparison Actual 4.0% Collections 4.0% Collected Sales Tax20222023 203 Through April 30 April 4% General Sales Tax Collections By Year Through April 30 Town of Vail Revenue Update June 4, 2024 YTD 4% General Sales Tax Collections By Year •April collections of $1,808,688 are down (20.1)% from prior year and are down (19.9)% from the budget. •Historically, the timing of Easter has impacted sales tax collections for the months of March and April. To eliminate the reporting variance impacted by how the holiday fell, staff has combined March and April collections. For the two months combined sales tax collections totaled $8,167,959 down (1.8)% from the prior year and down (1.5)% from the budget. $427,518 $1,751,528 $2,234,296 $2,264,892 $1,808,688 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2020 2021 2022 2023 2024 $11,032,814 $13,230,384 $19,050,065 $20,273,564 $19,934,818 $0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 2020 2021 2022 2023 2024 •YTD collections of $19,934,818 are down (1.7)% from prior year and are down (0.3)% from the budget. •Inflation as measured by the consumer price index was up 3.4% in April. 204 April Collections YTD Collections Town of Vail Revenue Update June 4, 2024 April 0.5% Housing Fund Sales Tax Collections By Year Real Estate Transfer Tax by Year YTD Through May 2024 •This chart shows YTD collections of 1% RETT, segmented by real property values. 2024 collections are up 41.4% from the prior year. $2,069,914 $4,056,565 $3,936,168 $2,584,277 $3,653,938 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 $3,500,000 $4,000,000 $4,500,000 2020 2021 2022 2023 2024 Sales Less Than $2.5 Million Sales $2.5 to $5 Million Sales $5 to $10 Million Sales Over $10 Million •April collections of $217,768 are down (19.9)% from prior year and are down (20.5)% from the amended budget. YTD collections of $2,437,313 are down (1.2)% from this time last year and are up 0.6% from the budget. •Historically, the timing of Easter has impacted sales tax collections for the months of March and April. To eliminate the reporting variance impacted by how the holiday fell, staff has combined March and April collections. For the two months combined housing sales tax collections totaled $994,2539 down (1.6)% from the prior year and down (1.1)% from the budget. $269,018 $271,930 $217,768 $0 $50,000 $100,000 $150,000 $200,000 $250,000 $300,000 2022 2023 2024 $2,336,952 $2,467,868 $2,437,313 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2022 2023 2024 205 Town of Vail Revenue Update June 4, 2024 Construction Use Tax by Year YTD Through May 2024 YTD Lift Tax Collections YTD Through April 2024 •Use Tax collections through May 28 total $806,611, compared to $1,074,782 from this time last year. This is a decrease of (25.0)%. $575,018 $2,138,087 $965,715 $1,074,782 $806,611 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 2020 2021 2022 2023 2024 •2024 YTD lift tax collections of $4,940,032 are up 6.2% or $289,738 from the same time last year. $2,916,926 $3,919,631 $4,677,161 $4,650,293 $4,940,032 $0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 2020 2021 2022 2023 2024 206 Vail Business Review April 2024 June 4, 2024 The Vail Business Review breaks down the 4.5% sales tax collected for the month of April. The 4.5% sales tax includes the town’s general 4% sales tax and the 0.5% housing sales tax supported by Town of Vail voters during the November 2021 election, effective January 1, 2022. The housing sales tax sunsets on December 31, 2051. April 4.5% sales tax was down (20.2)% from the prior year. Retail decreased (25.5)%, lodging decreased (24.1)%, food and beverage decreased (12.0)%, and utilities/other decreased (5.2%). Excluding the out-of-town category, sales tax for the month of April was down (20.0)% compared to prior year. In 2024, the Easter holiday weekend fell on March 30th through 31st. Historically, years in which the holiday falls during March see increased collections during the month of March, and decreased collections during the month of April. Across March and April combined, sales tax collections were down (1.6)% from the prior year. Town of Vail sales tax forms, the Vail Business Review, and sales tax worksheets are available on the internet at vail.gov. You may email me to request to have the Vail Business Review and the sales tax worksheet emailed to you automatically. Please remember when reading the Vail Business Review that it is produced from sales tax collections as opposed to actual gross sales. If you have any questions or comments, please feel free to call me at (970) 479-2113 or Carlie Smith, Finance Director, at (970) 479-2119. Sincerely, Jake Shipe Budget Analyst 207 Town of Vail Business Review April Sales Tax Collections by Year April 2024 Sales Tax April 2023 Sales Tax Collections by Business Type April 2024 779,610 Lodging 517,664 Food & Beverage 498,222 Utilities & Other 225,787 $0 $500,000 $1,000,000 (25.5)%(12.0)%(5.2.%) Retail 428,125 1,797,641 2,503,426 2,531,912 2,021,282 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000 2020 2021 2022 2023 2024 General Sales Tax Housing Sales Tax •April 2024 retail sales decreased (25.5)%, lodging decreased (24.0)%, food and beverage decreased (12.0)%, and utilities and other decreased (5.2%). •The figures above reflect 4.5% sales tax. Retail 1,045,875 Lodging 681,736 Food & Beverage 566,031 Utilities & Other 238,270 $0 $500,000 $1,000,000 $1,500,000 (24.0)% •This report represents collections of Town of Vail sales tax, as opposed to actual gross sales. •On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for home consumption. 2022, 2023, and 2024 above include the 0.5% increase to sales tax, depicted in light blue. Prior years show 4.0% sales tax collections. •Total April 2023 collections were $2,531,912; April 2024 collections were $2,021,282, down (20.1)% from the prior year. •Historically, the timing of Easter has impacted sales tax collections for the months of March and April. To eliminate the reporting variance impacted by how the holiday fell, staff has combined March and April collections. For the two months combined sales tax collections totaled $8,948,274 down (1.6)% from the prior year. 208 Town of Vail Business Review April 2023April 2024 Geographic Area Trends by Year April Sales Tax Sales Tax by Location April 2024 Sales Tax Other Areas 14% Lionshead 19% Out of Town 22% Vail Village 45% •Vail Village sales tax decreased (24.9)%, Lionshead decreased (19.4)%, Other Areas decreased (4.7)%, and Out of Town decreased (20.5%). Excluding Out of Town collections, all areas were down (20.0)%. •The figures above reflect 4.5% sales tax. 126,283 262,798 15,059 224,692 253,163 610,041 33,620 700,109 $0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 2020 2021 2022 2023 2024 Vail Village Out of Town Lionshead Other Areas 975,936770,911378,278 327,666 •This chart shows April sales tax collections by geographic area over time. •2022, 2023, and 2024 include the 0.5% increase for housing sales tax, depicted in lighter shades. General 4.0% sales tax collections are shown in darker shades. 322,211347,319 793,726 1,068,657 769,869 279,986 626,347 290,654 Other Areas 14% Lionshead 19% Out of Town 19% Vail Village 48% 209 Accommodation Services Sales Tax by Year Retail Business 4.5% Sales Tax Detail April 2024 Sales Tax Town of Vail Business Review Apparel $133,172 Grocery $122,730 Gallery $4,471 Gifts $2,743 Jewelry $30,821 Retail Liquor $34,185 Retail Other $220,777 Sporting Goods $153,026 Online Retailers $77,684 Retail Home Occupation $326 •April 2024 accommodations services decreased (24.0)% from the prior year. Short-term rentals decreased (36.2)% and hotels and lodges decreased (17.9)%. •The figures above reflect 4.5% sales tax. •Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and VRBO. Revenue collections from facilitators may include some hotels and lodges. 547,632 174,365 452,141 229,594 371,131 146,533 $0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 Hotel and Lodges Short-Term Rentals 2024 2023 2022 210 Cascade Village / East Vail / Sandstone / West Vail Retail 137,759 166,223 -17.12% Lodging 91,926 93,355 -1.53% F & B 75,573 59,830 26.31% Other 1,752 2,803 -37.50% Total 307,010 322,211 -4.72% Lionshead Retail 69,372 107,420 -35.42% Lodging 120,532 134,309 -10.26% F & B 87,281 101,698 -14.18% Other 2,801 3,891 -28.01% Total 279,986 347,318 -19.39% Out of Town Retail 269,758 374,401 -27.95% Lodging 149,350 195,641 -23.66% F & B 623 1,314 -52.62% Other 211,415 222,370 -4.93% Total 631,145 793,726 -20.48% Vail Village Retail 302,722 397,830 -23.91% Lodging 155,856 258,432 -39.69% F & B 334,745 403,188 -16.98% Other 9,819 9,206 6.65% Total 803,141 1,068,657 -24.85% Total - All Areas Retail 779,610 1,045,875 -25.46% Lodging 517,664 681,736 -24.07% F & B 498,222 566,031 -11.98% Other 225,787 238,270 -5.24% Total 2,021,282 2,531,912 -20.17% Retail Summary Retail Apparel 133,172 186,447 -28.57% Retail Food 122,730 152,122 -19.32% Retail Gallery 4,471 40,733 -89.02% Retail Gift 2,743 3,383 -18.91% Retail Home Occupation - 56 -100.00% Retail Jewelry 30,821 31,380 -1.78% Retail Liquor 34,185 41,104 -16.83% Retail Other 220,777 297,340 -25.75% Retail Sport 153,026 222,833 -31.33% Retail Online Retailer 77,684 70,478 10.22% Total 779,610 1,045,875 -25.46% Town of Vail Business Review April 4.5% Sales Tax 2024 Collections 2023 Collections YoY % Change 211 AGENDA ITEM NO. 6.5 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Beth Markham, Environmental Sustainability ITEM TYPE:Information Update AGENDA SECTION:Information Update SUBJECT:Waste Diversion Update SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-06-04 Community Wide Waste Diversion Update 212 To:Vail Town Council From:Environmental Sustainability Department Date:June 4, 2024 Subject:Community Wide Waste Diversion Update I.Purpose This information update provides the annual update to the Vail Town Council on waste diversion initiatives and the progress toward community waste diversion goals. II.Background In support of the Vail Town Council’s strategic focus on sustainability and reducing greenhouse gas emissions, the town’s recently adopted 2024 Strategic Plan establishes the following goal: Reduce greenhouse gas emissions (GHG) from the 2014 baseline 25% by 2025, 50% by 2030 and 80% by 2050. The Environmental Sustainability Strategic Plan established the following waste diversion goal: Goal #1, Solid Waste Stream Reduction and Recycling, Reduce the amount of Town of Vail landfill contributions by 10% within 5 years and 25% within 10 years (2020). The 2010 baseline studies show area diversion rates as follows: Town of Vail: 9% (residential) and 19% (commercial) Eagle County: 14.7% National Average: 34.5% In addition, Town of Vail adopted the goals of the Climate Action Plan for Eagle County in 2017 and adopted the updated goals in 2021, which establish the following goals: Meet and exceed the current Eagle County landfill waste diversion goal of 30% diversion rate by 2030 and set an inspiring and achievable waste diversion target that is above the national average. Divert 80% of organics from the landfill by 2030. Divert 100% of recoverable construction and demolition debris from the landfill by 2030. Divert yard waste from landfill by 2030 through implementation of county-wide collection sites. 213 Town of Vail Page 2 From the most recent Town of Vail Community Wide Greenhouse Gas Inventory completed in 2020, waste comprises 10% of all GHG emissions as indicated in Figure 1. Figure 1. Town of Vail Greenhouse Gas Inventory III.Recycling Program Outreach and Initiatives Several outreach efforts and recycling initiatives have been implemented. These include partnering with Vail Honeywagon to offer the West Vail Curbside Composting Pilot program, offering the Business Compost Program, educating Town of Vail staff on recycling, providing recycling education to local students, and providing businesses with information and resources on the expansion of the Kick the Bag Habit program and development of the Forget the Foam program. Compost Programs West Vail Curbside Compost Program: Town of Vail partnered with Vail Honeywagon to offer a curbside composting pilot program for West Vail residents in 2021. This was the first curbside compost program in Eagle County. Participants receive a 5-gallon bucket and weekly curbside service. Town of Vail is subsidizing the program cost per household by 50% and per HOA by 50% up to $50/month. Currently there are 90 households, including two HOA’s participating, and 11.2 tons of compost was collected in 2023. The goal is to expand the program to East Vail in 2024. Residential Subscription Drop-off Program:In partnership with Vail Honeywagon, the residential subscription drop off composting program is also available in Vail at the Vail Recycling Center. There are 33 residents participating in the drop-off program. 214 Town of Vail Page 3 Business Compost Program: Seven local businesses have participated in the Business Compost Program to start or improve a compost program. These businesses diverted an estimated 97 tons of organic material in 2023. Businesses can receive between $500 - $2,000 in rebates for starting or improving an existing compost program. $5,800 in rebates was distributed to participating businesses in 2023. Town of Vail Recycling Center: In partnership with Eagle County, the Town of Vail operates the Vail Recycling Center located behind the Community Development Building. The town manages the site and is reimbursed by Eagle County for hauls each month. In addition to collecting comingled, paper, and cardboard recycling the site also collects used clothes and shoes for the Thrifty Store and offers a free ski and snowboard swap which is heavily used by the community. In 2023, 553 tons of recycling was collected at the recycling center and additional social media campaigns were run to help reduce contamination and illegal dumping at the recycling center. In January 2024 the old wooden catwalk of the Vail Recycling Center was replaced with a new metal catwalk to improve safety of the site. Hard to Recycle Events: Two free recycling events were held in May and November in 2023 to collect electronic, yard and household hazardous waste, vinyl banners, tires, yard and food waste to be composted and to provide paper shredding services. Over 33 tons of materials were collected and recycled or composted from 550 residents and employees in Vail. The event was funded by fees from the “kick the bag habit” program in which 10-cents of the 25-cent per bag fee is collected by retail stores in Vail for customers who choose to opt out of reusable bags. 215 Town of Vail Page 4 Plastic Pollution Reduction Act Implementation Kick the Bag Habit: In accordance with HB1162- the Plastic Pollution Reduction Act, in 2023 the Town of Vail expanded the Kick the Bag Habit program from the two major grocery stores to all retailers in town and increased the disposable bag fee to 25-cents per bag, with 10-cents per bag remitted to the Town of Vail, which can used only for waste diversion programs. In 2023, $72,786 was generated from remitted bag fees which can be used only for waste diversion programs. On January 1, 2024, single use plastic bags were prohibited from being distributed at all retailers in Vail. Back stock purchased prior to January 1, 2024 can be distributed until June 1, 2024. Training resources for staff and signage for customers was created and distributed. Information and resources are available on Love Vail. Forget the Foam: On January 1, 2024, all restaurants, grocery stores, convenience stories and schools were prohibited from distributing polystyrene to go containers and service ware. Back stock purchased before Jan. 1, 2024 can be distributed until it is gone. A Guide to Sustainable Serviceware was developed in partnership with Eco-Cycle and distributed to all impacted businesses. The guide and additional information can be found on the town’s website. 216 Town of Vail Page 5 Vail Ball Cup Program: Town of Vail created customized aluminum cups in partnership with Ball Corporation.These 12-ounce cups were used at Town of Vail events such as community picnics and the Vail Social and sold at a subsidized rate to event producers for other events in Vail. They were used throughout the summer for all performances at the Gerald R. Ford Amphitheater, Oktoberfest, Vail Jazz events, and Free Fall Bluegrass. These cups can be taken home as souvenir cups, reused, and recycled. Aluminum is infinitely recyclable without degrading in quality making it a preferred material to be used and recycled. Roughly 70% of all aluminum cans in use are recycled and nearly 75% of all aluminum ever produced is still in use today.In contrast, only 9% of all plastic produced globally has been recycled. Celebrate Green! Special Events Resource Guide Staff developed and distributed a special events resource guide to all event producers who host events in town. The guide provides details on sustainability requirements for events as well as information on how to execute a successful zero waste and sustainable event, including details on acceptable cups and service ware for event for vendors, how to create and deploy a green team for the event, how to calculate the event diversion rate, sustainable transportation options for event attendees and more. Staff presents requirements and expectations at an event producer meeting held each year. The Resource Guide can be viewed here and is available on Lovevail.org. Education and Outreach:Staff conducted a presentation with Vail Mountain School students on sustainability initiatives, with an emphasis on recycling, Kick the Bag Habit, and composting initiatives.Town staff also provided recycling education to students at Children’s Garden of Learning. In addition, staff used bag fee money to produce reusable shopping bags and travel bags, from recycled vinyl banners collected at a Hard to Recycle event from Vail events. The Town of Vail Green Team hosted the Poo Patrol event on Earth Day 2023, resulting in over 300 pounds of dog waste collected from town parks. 217 Town of Vail Page 6 IV.Community Recycling Rates Recycling rates throughout the Town of Vail have steadily increased since adoption of the 2014 ordinance. In 2023, the Town achieved a 36% recycling rate with organics (compost) recycling factored in (Figure 1), which dropped from 37% in 2022.While 2023 data is not yet available, in 2022, Eagle County’s recycling rate was 39% and Colorado's statewide recycling and composting rate was just 16%, which is half the national recycling and composting rate of 32%. This data includes municipal solid waste (MSW) or material that is collected on regular residential and commercial routes, recycling, and organic material diverted through composting. It does not include materials generated through construction and demolition activities. These numbers are an aggregate of self-reported hauler data submittals collected through sampling periods over the course of the year. 2023 (tons)2022 (tons)2021 (tons)2020 (tons)2019 (tons)2018 (tons)2017 (tons)2016 (tons) MSW (Landfill)6,938 6,840 6,772 8,369 11,487 10,871 9,832 8,995 Recycling 3,312 3,676 3,411 3,201 3,897 3,597 2,755 2,224 Organics 598 378 319 243 350 155 50 37.5 Recycling Rate 32%35%33%28%25%25%22%20% Recycling Rate w/ Organics 36%37%35%29%27%26%22%20% Vail Recycling Rate Estimates 218 Town of Vail Page 7 Figure 2. Town of Vail Recycling Rates 2023 Diversion Rates with Construction and Demolition Debris Construction and demolition debris (C & D) data has been available since 2019. When factored in with municipal solid waste (MSW), the overall diversion rate in 2023 dropped from 36% to 29% (Figure 2). Based on 2023 hauler data, approximately 43.6% of landfill bound waste from Vail in was construction and demolition debris, up from 37.5% in 2022. In 2023 about 17.1% of all C & D debris created in Vail was diverted from the landfill, up from 12.2% in 2022. While more C&D debris is being created, more is also being diverted. However, there is an opportunity to further increase the C&D material being diverted from the landfill with education, resources, and policy. 0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 18,000 2023 36% 2022 37% 2021 35% 2020 29% 2019 27% 2018 26% 2017 22% 2016 20% Tonnage Recycling Rate Vail Recycling Rates MSW (Landfill)Recycling Organics 219 Town of Vail Page 8 Figure 2. Town of Vail Diversion Rates with Construction and Demolition The Construction and Demolition Program at the Eagle County Landfill was initiated in 2018 and accepts clean dimensional lumbar, concrete with rebar, and concrete without rebar. Tipping fees at the C & D site are $15/ton, versus $47.45/ton tipping fee at the landfill. The Town of Vail is working on implementation of a voluntary Construction & Demolition diversion program for contractors and construction and demolition projects in Vail to divert as much C&D waste from the landfill as possible. The voluntary program will provide resources to contractors on what materials can be diverted in Eagle County, planning templates to guide successful C&D diversion, and a reporting document to account for C&D diversion rates throughout the project. 12,309 10,952 10,447 13,926 5,371 4,112 3,674 5,557 4,418 4,248 3,698 3,709 1,106 572 288 508 - 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000 2023 tons- 29% Diversion Rate 2022 tons- 30% Diversion Rate 2021 tons- 28% Diversion Rate 2020 tons- 22% Diversion Rate 2023 Tonnage Estimate with C & D Total MSW w/ C & D C & D (Landfill) Total Recycling w/ C&D C & D (Recycled) 220 Town of Vail Page 9 Ideally Town led projects, such as workforce housing projects and the Dobson Ice Arena redevelopment are leaders in C&D diversion and opt to participate in the voluntary program to divert materials recoverable in Eagle County during the projects. Organics Diversion In 2023, 598.25 tons of organic material, or compost, was diverted from the landfill (Figure 3), which reduced an estimated 89 metric tons of GHG emissions. Currently compost comprises nearly 5% of all Vail residential and commercial waste diverted from the landfill. Compost service is available commercially through Vail Honeywagon and EverGreen Zero Waste. Approximately 27 commercial businesses compost in Vail which diverted 501.78 tons of organic waste in 2023. Town of Vail municipal operations also provide compost at several town facilities. The Town’s chipping program and landscape operations compost diverts additional material from the landfill. Combined these efforts diverted an estimated 60.4 tons of compost. Residential compost is available through the subscription compost drop at the Town of Vail Recycling Center, which diverted 20 tons and through the West Vail curbside compost pilot, which diverted 11.2 tons of organic material from 90 participants in 2023. Compost collection at special events comprised 4.95 tons of organic material diverted in 2023. As a benefit, Town of Vail employees can bring their food waste from home and compost through the municipal compost program for free. Figure 3. 2023 Organics Diversion- 598.25 tons total Zero Waste Events Since 2012, the Town of Vail has partnered with Walking Mountains Science Center to provide Zero Waste services at the weekly Farmer’s Markets for 17 weeks throughout the summer. Through the partnership, Walking Mountains Science Center hires six Sustainability Interns to provide Zero Waste services at events in Vail. In addition to the Vail Farmer’s Market, 10 other 501.8 11.1 20 4.95 60.4 2023 Organics Diverted (598.25 tons) Commercial Compost Curbside Compost Subscription Drop Site Special Event Compost Municipal Compost & Chipping 221 Town of Vail Page 10 town events utilized Walking Mountains Science Center to provide Zero Waste services in 2023, including the Taste of Vail, Après at the Amp, GoPro Mountains Games, GoPro Mountains Games concerts at the Amp, Craft Beer Classic, Wine Classic, Vail Social, Oktoberfest, Climb it for Climate, Mountain Towns 2030 Climate Solutions Summit, and Vail Yeti Games. The average diversion rate for events that hired Walking Mountains Zero Waste services in 2023 was 87.53% (Figure 4). Figure 4. Zero Waste Diversion Rates for 2023 Events Eagle County Update The Climate Action Collaborative’s Materials Management Task Force continues to make progress on waste diversion efforts in Eagle County. They have implemented bi-annual recycling education campaigns to clarify how to recycle correctly, operate the Waste Wizard app that allows any resident to find out how to best recycle or dispose of any items, and host a construction and demolition (C & D) debris subcommittee with contractors, haulers, and municipalities to determine how to improve upon diversion of C & D debris from the landfill. They have created a C&D Resource Guide for assisting contractors in setting up job sites for successful diversion. In addition, the CAC Materials Management Task Force created an organics diversion subcommittee to determine strategies to increase food and yard waste and landscaping diversion. Eagle County waste diversion and recycling rates peaked in 2022, with a 39% recycling rate including organics division and a 31.4% diversion rate, including C & D waste. The 2023 report is not yet finalized. 2.36 tons 9.20 tons 5.46 tons 1.90 tons 2023 Zero Waste Events - 87.5% Waste Diversion Landfill Recycling Compost Other recovered material 222 Town of Vail Page 11 Figure 5. 2022 Eagle County Waste Diversion Rates V.Discussion The Town of Vail adopted goal of 25% waste reduction from the landfill was achieved by the end of 2019.In 2023, Town of Vail achieved a 36% recycling rate including organics and a 30% diversion rate including Construction &Demolition (C & D)material.The Town of Vail lags Eagle County’s 2022 recycling rate of 39%, but is well ahead of the statewide recycling rate of 16%, and has surpassed the national recycling rate of 32%.As a national and global leader in sustainability,the Town of Vail continues to work towards more ambitious zero waste goals, especially with organics diversion.The 2009 Environmental Sustainability Strategic Plan will be updated with more ambitious zero waste goals. The Town of Vail has also adopted goals to reduce 50% GHG emissions by 2030 and 80% by 2050 in the Climate Action Plan for the Eagle County community. Given the capacity to reduce emissions, the Climate Action Plan has identified the following waste diversion targets to help achieve the climate goals: o divert 80% of organics from the landfill by 2030 and o divert 100% of recoverable construction and demolition debris from the landfill by 2030. The Town of Vail is working on several waste diversion programs and education initiatives to work towards achieving these GHG reduction goals and high impact targets. Currently Planned Initiatives for 2024: A.Annual waste reduction education In 2024, Staff plans to re-invigorate the Love Vail recycling and waste reduction campaign and provide outreach and materials to residents, visitors, and businesses. With the assistance of summer interns with Walking Mountains as part of the town’s zero waste contract, the Environmental Sustainability Department will take inventory of residential, multi-family,and commercial recycling compliance and provide hangtags to identify how entities can improve recycling and reduce contamination.Additional outreach will be provided to entities experiencing challenges with recycling to decrease contamination in the waste stream and obtain more accurate accounting of waste 223 Town of Vail Page 12 diversion rates, since those provided by haulers are through quarterly audits extrapolated to annual estimates. B. Curbside compost and business compost program expansion Based on the 2017 Northwest Colorado Waste Diversion Study1, 37% of all waste entering the Eagle County Landfill is comprised of organics, 30% of which is food waste. Anaerobic decomposition of organic material in a landfill contributes to the release of methane gas, which accounts for 16% of global emissions and is more than 28% more potent of a greenhouse gas than carbon dioxide, according to the Environmental Protection Agency2. Diverting organics from the landfill through composting is one critical step to increasing waste diversion while reducing greenhouse gas emissions. The West Vail curbside compost pilot program, which launched in May 2021 was the first curbside compost program in Eagle County and has provided insight into the effectiveness of curbside composting in Vail. In 2023, the program participation increased from 40 households to 90 households and staff is working to collect a minimum of 75 East Vail households interested in participating required to expand the program to East Vail. In addition, staff developed a business compost pilot program at the end of 2022 which provides rebates up to $2,000 for businesses creating or improving upon a compost program at their business. To date, seven businesses have participated. The goal is to expand and increase participation in 2024 in both the residential curbside and business programs and use date collected to help inform future policy decisions and/or incentives to residents and businesses, which are needed to achieve an 80% reduction in organic waste going to the landfill by 2030. C. Construction and demolition waste diversion pilot program implementation Based on the 2017 Northwest Colorado Waste Diversion Study approximately 13% of all waste entering the Eagle, Garfield, Moffat, Rio Blanco and Route County landfills is construction and demolition debris (C & D). Vail’s average is higher with approximately 43% of landfill bound waste comprising of C & D debris (based on 2023 hauler data). Currently, only 17% of all C & D debris created in Vail is diverted from the landfill. This is up from 12.2% diversion in 2022 and 7.2% diversion in 2021. Given the C & D recycling site at the landfill, there is an opportunity to divert additional waste from the landfill. Currently in Eagle County, concrete with and without rebar, clean, dimensional lumber, cardboard, and scrap metal can be recycled in county and at rates less than landfill tipping fees. Staff is currently finalizing a voluntary C & D waste diversion pilot program for materials that can be recycled in Eagle County to be implemented in 2024. The goal is to have between one and three construction projects in Vail participate in the pilot program in 2024. This pilot will identify challenges and opportunities for the development of C & D diversion standards for construction projects in the Town of Vail. D. Plastic Pollution Reduction Act compliance After July of 2024, Environmental Sustainability staff will conduct compliance checks at businesses to ensure retailers have ceased distributing backstock of single use plastic bags, which went into effect June 1, 2024 per the state legislation HB1162- the Plastic Pollution Reduction Act. Staff will also check to ensure restaurants have stopped 1 Northwest Colorado Waste Diversion Study: https://www.co.routt.co.us/DocumentCenter/View/7184/Northwest-CO-Waste-Diversion-Study 2 Environmental Protection Agency: Importance of Methane: https://www.epa.gov/gmi/importance- methane#:~:text=Methane%20is%20more%20than%2025,trapping%20heat%20in%20the%20atmospher e. 224 Town of Vail Page 13 distributing polystyrene take out containers and cups (although backstock purchased prior to January 1, 2024 can continue to be distributed until depleted). E. Single use plastics Globally only 9% of all plastic created is recycled 3. Through state legislation HB1162- the Plastic Pollution Reduction Act, the local government pre-emption on plastic bans is lifted and municipalities and counties can enact, implement, and enforce more stringent laws on single use plastics. Staff will explore opportunities to reduce single use plastics such as water bottles and cutlery through programs and/or policy. F. Increased support for Zero Waste and Celebrate Green! Requirements for special events Town of Vail created the Celebrate Green! Resource Guide to assist event producers in ensuring they are meeting zero waste and other sustainability requirements when hosting events in the Town of Vail. Town staff will work more closely with each event producer submitting permits to the Event Review Committee to ensure all requirements are met and zero waste is implemented at the same standard whether an event producer hires a 3rd party or provides the service in house. Through the Zero Waste contract with Walking Mountains Science Center, Sustainability staff will support Town staff in providing guidance and training to any event producers hosting events in the Town of Vail who prefer to provide their own zero waste program at their event rather than hiring out a 3rd party provider. They will help event producers establish a zero waste plan, including sharing vendor requirements, understanding aspects of a zero waste event, establishing an internal zero waste team to educate event attendees, sort waste at the event to minimize contamination, and to weigh each waste stream and calculate diversion rates for event debrief and reporting. G. Explore Municipalization of Residential Waste Services Environmental Sustainability staff will collaborate with the Vail Police Department to develop and release a request for proposals to gather additional information on pricing and options to move to a single hauler waste collection system. Staff will provide an update to Vail Town Council with the information collected, provide a staff recommendation, and seek input from the Council members. 3 Eco-Cycle: Reduce Your Plastic Use -https://ecocycle.org/eco-living/refuse-and-reduce/how-to-reduce- plastic/#:~:text=While%20some%20plastics%20are%20recyclable,persists%20in%20our%20natural%20 environment. 225 AGENDA ITEM NO. 7.1 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Steph Johnson ITEM TYPE:Town Manager Report AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee Reports (20 min.) SUBJECT:Town Manager Report SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: TM Update 2024-06-04 226 Town Managers Update June 4, 2024 1. Strategic Goals & Actions The Town Council adopted the 2024 Strategic Plan on May 7 th, 2024. Staff will be developing an action plan to achieve the strategic results in this plan the week of June 10 th. Those actions will come back to Council for your review and approval. We will also track progress on achieving results in both the Town Mangers update and on our website. 2. Upcoming Council Topics Staff will be bringing an update on ideas for improving the Vail Promenade in July. Staff is currently reviewing our polices, programs, and rent policies for Town owned housing for our employees and will be bring that topic to Council in July. Cash Flow and large capital projects will be a topic we bring back on June 18th. 3. Other There may be other topics the Town Manager needs to share with the Town Council. 227 AGENDA ITEM NO. 7.2 Item Cover Page DATE:June 4, 2024 SUBMITTED BY:Steph Johnson, Town Manager ITEM TYPE:Town Manager Report AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee Reports (20 min.) SUBJECT:Council Matters and Status Report SUGGESTED ACTION: VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: 2024-06-04 Council Matters 228 COUNCIL MATTERS Status Report Report for June 4,2024 Town Council asked staff to look into a resident’s ballot request for STR regulations. Staff has prepared a memo and background information for today’s Council meeting and will present in the afternoon session. Big thanks for the Shift Bike program that is up and running! Social Media Listening Hello! Here’s the link: https://share.sproutsocial.com/view/495050c1-c1a8-4277-9050-c1c1a8427775 Sprout Listening is pulling less traffic overall conversations around Vail from this time period compared to the previous two weeks. One interesting way to look at the data is to select different criteria in the dropdown menus. For example, this is how viewing Comparison data by Sentiment alters how Volume is presented: In the News______________________________________________________ May 18 Municipal Building Work https://www.vaildaily.com/news/vail-services-offices-relocated-for-municipal-complex-repairs/ 229 May 20 EVTA Fare Free https://www.vaildaily.com/news/fare-free-and-loving-it-most-eco-transit-passengers-will-now- ride-for-free/ Artist in Residence - letters https://www.denverpost.com/2024/05/20/vail-cancels-residency-artist-pro-palestinian-painting/ May 21 Artist in Residence https://www.kunc.org/podcast/inthenoco/2024-05-21/artist-danielle-seewalker-on-her-canceled- vail-residency https://hyperallergic.com/917136/native-artist-danielle-seewalker-residency-canceled-over- painting-referencing-palestine/ May 22 Rod Slifer Memorial https://www.vaildaily.com/news/rod-slifer-celebration-set-for-june-27-at-ford-amphitheater-in- vail/ Dismount Zone https://www.vaildaily.com/news/vail-village-bike-dismount-zone/ May 23 SpringFree Bluegrass Festival https://www.vaildaily.com/news/springfree-bluegrass-festival-brings-in-big-name-acts-to-vail-on- memorial-day-weekend/ Summer Parking Operations https://www.realvail.com/town-of-vail-summer-parking-operations-kick-in-on-friday/a19182/ May 28 Summer Lodging Projections https://www.vaildaily.com/news/summer-lodging-picture-is-better-in-the-vail-valley-than-other- mountain-resorts/ May 29 Timber Ridge Pre-Sales https://www.vaildaily.com/news/vail-triumph-development-open-presale-process-for-new-timber- ridge-homes/ Upcoming Dates 230 July 9 Community Picnic: Bighorn Park August 13 Community Picnic: Donovan September 10 Vail Social 231