HomeMy WebLinkAbout2024-07-02 Agenda and Supporting Documentation Town Council Afternoon Agenda1.Town Council Photo at the Vail Public Library (11:30am) 292 West Meadow Drive, Vail,
CO 81657
2.Call to Order (12:00pm)
3.Presentation/Discussion (12:00pm)
3.1 RRC Community Survey Update (12:00pm)45 min.
Listen to update.
Presenter(s): Kris Widlak, Communications Director and Sean
Maher, RRC Associates
Background: The Town of Vail biennial community survey is
used to measure the town's operational performance as
compared with previous years. The purpose of today's session
is to provide a high-level overview of the survey results.
3.2 Destination Marketing Organization (DMO) Discussion
(12:45pm)
45 min.
Listen to presentation and provide feedback.
Presenter(s): Mia Vlaar, Economic Development Director and
Carl Ribaudo, SMG Consulting
Background: Please see the attached memo and presentation.
3.3 Vail America Days Update (1:30pm)5 min.
Listen to update.
Presenter(s): Jeremy Gross, Special Event Coordinator
Background: Vail America Days is just a few days away. Staff
is providing an update to Town Council on the schedule for the
day, including parade participants, entertainment, flyovers,
fireworks and more.
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_BgkanPBLSiqBIIcSJDFpgA
12:00 PM July 2, 2024
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time
Council will consider an item.
The regular Town Council meeting will convene at 12:00pm at the Grand View.
Community Survey Results Council Memo 2024
2024 Community Survey Results Council PPT
Vail Destination Marketing Organization Discussion Memo - 07.02.2024
Vail Destination Marketing Organization Structure Final Report - 07.02.2024
Vail Destination Marketing Organization Discussion Presentation - 07.02.2024
1
3.4 Reserves Policy Review (1:35pm)20 min.
Listen to presentation and provide feedback.
Presenter(s): Carlie Smith, Finance Director
Background: Please see attached memo
3.5 Civic Area Plan Update (1:55pm)45 min.
Listen to update and provide feedback.
Presenter(s): Matt Gennett, Community Development Director
Background: Please see attached memo.
4.DRB/PEC (2:40pm)
4.1 DRB/PEC Update (5 min.)
5.Information Update (2:45pm)
5.1 May 16, 2024 VLMDAC Meeting Minutes
5.2 May 28, 2024 VLHA Meeting Minutes
5.3 June 05, 2024 CSE Meeting Minutes
5.4 2024 1st Quarter Investment Report
5.5 June 2024 Revenue Update
5.6 Proposed 2025 Budget Timetable
6.Matters from Mayor, Council, Town Manager and Committee Reports (2:45pm)
6.1 Matters from Mayor, Council and Committees (15 min.)
6.2 Town Manager Report (5 min.)
6.3 Council Matters and Status Update
7.Executive Session (3:05pm)
(90 min.) Executive Session pursuant to:
Vail America Days Helpful Tips
070224 Reserve Policy Review
Civic Area Follow-up
Council Update Presentation
DRB Results 6-19-24
PEC Results 6-24-24
VLMDAC Meeting Minutes May 16, 2024
2024-05-28 VLHA Mintues
June 05, 2024 CSE Minutes
2024-03-31 Investments
2024-07-02 Revenue Update
Proposed Budget Timetable 2025
TM Update 07-02-24
Vail Pass Wildlife Crossing - memo to TM
I-70 East Vail Pass 2024 June
2024-07-02 Matters
2
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, 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 §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; 2. The redevelopment of the west side of the Timber Ridge
Apartments; 3. the development of the West Middle Creek housing project; 4. The
encroachment onto Town of Vail property on 696 Forest Road, Vail, CO 81657
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 and on the topic of a certain easement agreement between the Town of Vail and
Ronald Riley and Rodney Slifer dated December 20, 1985.
8.Recess 4:35pm (estimate)
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.
3
AGENDA ITEM NO. 3.1
Item Cover Page
DATE:July 2, 2024
TIME:45 min.
SUBMITTED BY:Kris Widlak, Town Manager
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (12:00pm)
SUBJECT:RRC Community Survey Update (12:00pm)
SUGGESTED ACTION:Listen to update.
PRESENTER(S):Kris Widlak, Communications Director and Sean Maher, RRC
Associates
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Community Survey Results Council Memo 2024
2024 Community Survey Results Council PPT
4
To:Vail Town Council
From:Kris Widlak, Communications Director
Sean Maher, RRC Associates
Date:July 2, 2024
Subject:Presentation of Biennial Community Survey Results
_________________________________________________________________________________
I.BACKGROUND
The Town of Vail biennial community survey is used to measure the town’s operational
performance as compared with previous years. It is also used to gauge sentiment on public
policy issues and solicit feedback on additional topics of community interest. Conducted every
other year, the 2024 survey was fielded starting on March 25 with responses collected through
May 15.
The purpose of today’s session is to provide a high-level overview of the survey results
garnered through the statistically valid invitation survey. A full report of all responses and open-
ended comments will be provided to the Town Council and the public on the town’s website at
www.vail.gov.
II.SURVEY METHODOLOGY
The 2024 survey was fielded using two techniques. The primary method was a statistically valid
online survey distributed via mailed postcards to all available residential addresses in the Town
of Vail and a random sampling of part-time residents. As in the past, two passwords per
household were provided on each postcard to encourage broad participation.
The secondary method of survey distribution was based on the promotion of an “open” version
of the survey designed to gather input from interested individuals that had not received the
postcard invitation. Promotion of this version of the survey was designed to reach a larger cross
section of the community including employees and business owners that live outside town, and
residents and part-time residents that had not responded to the invitation version.
III.ACTION REQUESTED OF TOWN COUNCIL
Review the top-level results of the Community Survey as presented by Sean Maher of RRC
Associates, ask questions and determine if other discussions and/or data sets are of interest as
additional follow up.
5
VAIL COMMUNITY SURVEY 2024
Summary of Results
6
22
▪History and Survey Methodology
▪Resident type, Age, Home ownership, Location in town, etc.
▪Evaluation of Responses on “Right/Wrong Track”
▪Satisfaction Ratings of Town Departments
▪Exploration of Policy Topics and Identifying Priorities
▪Questions/Comments on Findings from Council and Staff
OVERVIEW OF PRESENTATION
Town of Vail | Community Survey 2024 | vailgov.com 7
33
SURVEY METHODOLOGY
▪2024 Survey program designed for
direct comparison to biannual studies
(2010-2022).
▪Distribution Channels:
▪RRC mailed 4,950 postcards with two
passcodes per HH for the online survey.
▪An “open link” was advertised to capture
additional responses.
Town of Vail | Community Survey 2024 | vailgov.com
Total
Survey
Responses
945
8
4
Survey
Version 2012 2014 2016 2018 2020 2022 2024
Invite 412 487 541 562 680 672 587
Open Link 265 292 376 509 668 799 358
Total 677 779 917 1,071 1,348 1,471 945
Note - responses in this PowerPoint presentation are based on the Invite Survey unless
otherwise noted. The number of responses vary by question.
SU
R
V
E
Y
R
E
S
P
O
N
S
E
S
Town of Vail | Community Survey 2024 | vailgov.com 9
5
ess than ear
ears
ears
ore than ears
n
ow long have ou lived within the Town of ail or owned propert if a nonresident
ource RR
Town of Vail | Community Survey 2024 | vailgov.com
YEARS IN TOWN OF VAIL
10
6Town of Vail | Community Survey 2024 | vailgov.com
YEARS IN TOWN OF VAIL BY AGE (2024)
verall nder and older
ore than ears
ears
ears
ess than ear
n
ow long have ou lived within the Town of ail or owned propert if a nonresident
11
7Town of Vail | Community Survey 2024 | vailgov.com
LOCATION
East ail
West ail north of
otato atch andstone
nter ountain
atterhorn len on
ail illage
uffehr reek ionsridge the alle
ail o ons/ afewa area
ionshead
ooth alls and ald ountain Road areas
olf ourse
ooth reek/Aspen ane
ot a resident of the Town of ail
ther
n
verall ercent Responding verall ear
12
8Town of Vail | Community Survey 2024 | vailgov.com
OWN VS. RENT
wn
Rent
ther
n
o ou own or rent our residence
verall nder and older
wn
Rent
ther
n
o ou own or rent our residence
13
9
or older
Avg
n
Age of respondent
Town of Vail | Community Survey 2024 | vailgov.com
AGE OF RESPONDENT
14
10Town of Vail | Community Survey 2024 | vailgov.com
DIRECTION OF TOV
Right direction
Wrong track
on t know
n
Would ou sa that things in the Town of ail are going in the right direction or have the gotten off on the wrong
track
15
11
verall ear round resident art ti e/seasonal resident
Right direction
Wrong track
on t know
n
Would ou sa that things in the Town of ail are going in the right direction or have the gotten off on the wrong track
verall wn Residence Rent/ ther on owners
Right direction
Wrong track
on t know
n
Would ou sa that things in the Town of ail are going in the right direction or have the gotten off on the wrong track
Town of Vail | Community Survey 2024 | vailgov.com
DIRECTION OF TOV CONTINUED
16
12
verall nder and older
Right direction
Wrong track
on t know
n
Would ou sa that things in the Town of ail are going in the right direction or have the gotten off on the wrong track
verall or older
Right direction
Wrong track
on t know
n
Would ou sa that things in the Town of ail are going in the right direction or have the gotten off on the wrong track
Town of Vail | Community Survey 2024 | vailgov.com
DIRECTION OF TOV CONTINUED
17
13Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
PR
O
V
I
D
I
N
G
I
N
F
O
R
M
A
T
I
O
N
ffering pu lic engage ent opportunities oth
in person and online
n Avg
n Avg
Approacha ilit of staff and Town ouncil
e ers
n Avg
n Avg
roviding infor ation to constituents
n Avg
n Avg
eing colla orative in decision aking process
n Avg
n Avg
sing the to scale elow how satisfied are ou with the Town of ail local govern ent in ter s of providing
infor ation to constituents a out what local govern ent is doing including offering a ple pu lic engage ent
opportunities approacha ilit and eing colla orative in the decision aking process
er atisfied
ot at all atisfied
18
14
leanliness of pedestrian villages
n Avg
n Avg
verall park aintenance
n Avg
n Avg
now re oval on roads
n Avg
n Avg
riendliness and courteous attitude of u lic Works
e plo ees
n Avg
n Avg
leanliness of pu lic restroo s
n Avg
n Avg
Road and street aintenance the Town of ail
potholes sweeping drainage etc
n Avg
n Avg
Appearance and condition of Town owned uildings
n Avg
n Avg
Rate our satisfaction with u lic Works services in the Town of ail
Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
PU
B
L
I
C
W
O
R
K
S
er atisfied
ot at all atisfied
19
15
ourtes and helpfulness of fire depart ent staff
n Avg
n Avg
Response ti es to e ergenc incidents
n Avg
n Avg
Wildfire itigation efforts
n Avg
n Avg
Ti el plan check and fire s ste inspections
n Avg
n Avg
ire safet awareness and education progra s
n Avg
n Avg
hort ter rental inspections n Avg
lease rate our satisfaction with the following aspects of ire ervices in the Town of ail
Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
F
I
R
E
SE
R
V
I
C
E
S
er atisfied
ot at all atisfied
20
1616
verall feeling of safet and securit
n Avg
n Avg
Appropriate presence of police on foot/vehicle patrol
n Avg
n Avg
riendliness and approacha ilit of ail olice epart ent
e plo ees
n Avg
n Avg
verall ualit of service
n Avg
n Avg
isi ilit of police foot/vehicle patrol
n Avg
n Avg
onfidence in the olice epart ent
n Avg
n Avg
lease rate our satisfaction with the following aspects of olice ervices in the Town of ail
Town of Vail | Community Survey 2024 | vailgov.com
SATISFACTION WITH POLICE SERVICES
er atisfied
ot at all atisfied
21
17
Availa ilit of infor ation e g pu lic records
n Avg
n Avg
Ti eliness of response to telephone calls inspections
uestions/in uiries plan review etc
n Avg
n Avg
uilding per it review and inspections
n Avg
n Avg
ourtes and attitude/helpfulness
n Avg
n Avg
nowledge/a ilit to answer uestions
n Avg
n Avg
lease rate our satisfaction with the following aspects of the o unit evelop ent epart ent
Town of Vail | Community Survey 2024 | vailgov.com
CO
M
M
U
N
I
T
Y
D
E
V
E
L
O
P
M
E
N
T
DE
P
A
R
T
M
E
N
T
(
I
F
U
S
E
D
)
er atisfied
ot at all atisfied
o
es
n
ave ou used the services of the o unit evelop ent epart ent within the past onths
22
18
re uenc of in town shuttle ionshead to
olden eak
n Avg
n Avg
ependa ilit of us service
n Avg
n Avg
leanliness of uses
n Avg
n Avg
At osphere/sense of safet on uses
n Avg
n Avg
us driver courtes
n Avg
n Avg
re uenc of outl ing service ail
neigh orhoods
n Avg
n Avg
evel of crowding on uses
n Avg
n Avg
lease rate our satisfaction with Town of ail us service
Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
T
O
V
BU
S
S
E
R
V
I
C
E
er atisfied
ot at all atisfied
23
19
usto er ervice
n Avg
n Avg
acilities
n Avg
n Avg
nternet access
n Avg
n Avg
rogra s classes tor Ti es etc
n Avg
n Avg
ollection ooks s usic newspapers
etc
n Avg
n Avg
nline services we site catalog research
data ases etc
n Avg
n Avg
lease rate our overall satisfaction with ail u lic i rar
Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
V
A
I
L
PU
B
L
I
C
L
I
B
R
A
R
Y
er atisfied
ot at all atisfied
24
20
Ease of parking in su er
n Avg
n Avg
arking structure cleanliness
n Avg
n Avg
verflow rontage Road parking
convenience/ease of access
n Avg
n Avg
verflow ail rontage Road parking safet
n Avg
n Avg
Ease of parking in winter
n Avg
n Avg
verall parking fees/pricing structure
n Avg
n Avg
lease rate our satisfaction with pu lic parking services in ail
Town of Vail | Community Survey 2024 | vailgov.com
SA
T
I
S
F
A
C
T
I
O
N
W
I
T
H
PU
B
L
I
C
P
A
R
K
I
N
G
er atisfied
ot at all atisfied
25
21Town of Vail | Community Survey 2024 | vailgov.com
ON-DEMAND PARKING RATES
es
o
ncertain
n
hould Town parking rates e ased on de and
26
22Town of Vail | Community Survey 2024 | vailgov.com
WILDFIRE RISK MANAGEMENT
er upportive
ot at all upportive
Actions to increase pu lic safet and e ergenc preparedness n Avg
esign standards that facilitate the creation of defensi le space
such as using deciduous trees rather than conifers n Avg
Evaluation of the defensi le space around each ho e trained
personnel n Avg
egetation is reduced or odified to create a uffer around the
ho e n Avg
Wildfire poses a risk to our ho es environ ent econo recreation and safet Effective wildfire itigation re uires a ulti faceted
approach lease indicate our opinion using the scale of to elow
27
23Town of Vail | Community Survey 2024 | vailgov.com
PR
E
P
A
R
E
D
N
E
S
S
F
O
R
EM
E
R
G
E
N
C
Y
E tre el prepared
o ewhat prepared
lightl prepared
ot at all prepared
n
ow prepared would ou sa ou and our household are in the event of a catastrophic e ergenc event
es
o
ncertain
n
Are ou su scri ed to receive otifications through E Alert
28
24Town of Vail | Community Survey 2024 | vailgov.com
VE
H
I
C
L
E
A
C
C
E
S
S
or ore
Avg
n
ow an vehicles are t picall availa le to our household
es
o
o eti es
ther
n
o ou have access to a vehicle s that ou keep at our residence
29
25Town of Vail | Community Survey 2024 | vailgov.com
CA
R
S
H
A
R
E
B
Y
H
O
M
E
OW
N
E
R
S
H
I
P
(
2
0
2
4
)
2024 Overall Own Residence Rent/Other Non-owners
No
Yes
n=
77%
23%
485
81%
19%
360
65%
35%
109
A car sharing program is short -term, on-demand car rental, available locally to members. If available, would you
use a car sharing program in Vail?
Source: RRC
2024 Overall Own Residence Rent/Other Non-owners
No
Yes
n=
83%
17%
485
89%
11%
362
62%
38%
108
If available, would a car share program in Vail provide an alternative to owning your own car?
Source: RRC
30
26Town of Vail | Community Survey 2024 | vailgov.com
NEW RECREATION PROGRAMS
o
es
n
Are there an new recreation progra s /activities/facilities that ou elieve would enefit the residents of ail and their guests
If yes, please include your top one or two specific ideas:
1. Community Rec Center
➢Gym, swimming pool, fitness classes, and
spaces for community gatherings
➢Outdoor / indoor sports facilities
2. Family-Friendly Events
➢Cultural/arts programs, hosting food truck
nights, music festivals, educational programs
about local wildlife, etc.
31
27Town of Vail | Community Survey 2024 | vailgov.com
IMPORTANCE OF COMMUNITY VISIONING PLAN
ot a riorit
igh priorit
n
What is our priorit on undertaking a co unit visioning plan to etter deter ine ail s future
32
28
reating a continuu of housing for locals ranging fro
seasonal e plo ees to retirees n Avg
ncreasing co ercial opportunities for local usinesses
that provide goods and services n Avg
roviding a place for co unit e ers to connect with
each other n Avg
or each action listed elow indicate the level of priorit ou elieve is appropriate
Town of Vail | Community Survey 2024 | vailgov.com
PRIORITIES: HOUSING & COMMUNITY
igh riorit
eutral
ot at all a riorit
33
29Town of Vail | Community Survey 2024 | vailgov.com
PRIORITIES: TRANSPORTATION
proving ail s Transportation enter to support local
regional and statewide transit service n Avg
ncreasing the nu er of people who arrive in ail
transit n Avg
ncreasing Town of ail transit fre uenc and connections
n Avg
n Avg
or each action listed elow indicate the level of priorit ou elieve is appropriate
igh riorit
eutral
ot at all a riorit
34
30Town of Vail | Community Survey 2024 | vailgov.com
PRIORITIES: WORKFORCE SUPPORT
ncreasing access to childcare for those who work in ail
where workers want it n Avg
artnering to e pand the availa ilit of ental health
resources for valle e plo ees n Avg
la ing a role in co unicating health care options n Avg
acilitating access to leadership training entorship and
opportunities to grow entrepreneurship skills n Avg
or each action listed elow indicate the level of priorit ou elieve is appropriate
igh riorit
eutral
ot at all a riorit
35
31Town of Vail | Community Survey 2024 | vailgov.com
PRIORITIES : ENVIRONMENTAL &
SUSTAINABILITY
proving the health of the ore reek Watershed
n Avg
n Avg
rotecting wildlife ha itat and restoring ha itat
connectivit
n Avg
n Avg
Reducing aseline greenhouse gas e issions
n Avg
or each action listed elow indicate the level of priorit ou elieve is appropriate
igh riorit
eutral
ot at all a riorit
36
32Town of Vail | Community Survey 2024 | vailgov.com
PRIORITIES: AUTHENTIC VAIL
EXPERIENCE
reating and enhancing annual events that are consistent
with ail s uni ue vi e e o ro ountain a es
ravo
n Avg
reating a sea less vi rant environ ent and welco ing
e perience through the town to the ase of ail ountain n Avg
roviding support for co unit led social events n Avg
or each action listed elow indicate the level of priorit ou elieve is appropriate
igh riorit
eutral
ot at all a riorit
37
33
reating a continuu of housing for locals ranging fro seasonal e plo ees to retirees
rotecting wildlife ha itat and restoring ha itat connectivit
proving the health of the ore reek Watershed
ncreasing access to childcare for those who work in ail where workers want it
reating and enhancing annual events that are consistent with ail s uni ue vi e e o ro ountain a es rav
reating a sea less vi rant environ ent and welco ing e perience through the town to the ase of ail ountain
artnering to e pand the availa ilit of ental health resources for valle e plo ees
Reducing aseline greenhouse gas e issions
proving ail s Transportation enter to support local regional and statewide transit service
ncreasing Town of ail transit fre uenc and connections
roviding a place for co unit e ers to connect with each other
ncreasing the nu er of people who arrive in ail transit
roviding support for co unit led social events
acilitating access to leadership training entorship and opportunities to grow entrepreneurship skills
la ing a role in co unicating health care options
ncreasing co ercial opportunities for local usinesses that provide goods and services
n
What three actions are our highest priorities
Town of Vail | Community Survey 2024 | vailgov.com
TOP 3 PRIORITIES
Top Choice
2nd Choice
3rd Choice
38
34
nder and older verall
reating a continuu of housing for locals ranging fro seasonal e plo ees to
retirees
rotecting wildlife ha itat and restoring ha itat connectivit
proving the health of the ore reek Watershed
ncreasing access to childcare for those who work in ail where workers want it
reating and enhancing annual events that are consistent with ail s uni ue
vi e e o ro ountain a es ravo
reating a sea less vi rant environ ent and welco ing e perience through
the town to the ase of ail ountain
artnering to e pand the availa ilit of ental health resources for valle
e plo ees
Reducing aseline greenhouse gas e issions
proving ail s Transportation enter to support local regional and statewide
transit service
ncreasing Town of ail transit fre uenc and connections
roviding a place for co unit e ers to connect with each other
ncreasing the nu er of people who arrive in ail transit
roviding support for co unit led social events
acilitating access to leadership training entorship and opportunities to grow
entrepreneurship skills
la ing a role in co unicating health care options
ncreasing co ercial opportunities for local usinesses that provide goods
and services
n
What three actions are our highest priorities
Town of Vail | Community Survey 2024 | vailgov.com
Top 3 combined
TO
P
3
P
R
I
O
R
I
T
I
E
S
B
Y
AG
E
C
O
H
O
R
T
(
2
0
2
4
)
39
35Town of Vail | Community Survey 2024 | vailgov.com
NUMBER OF EVENTS
Too few events
A out the right nu er
Too an events
n
With respect to the nu er of events in ail are there
40
36Town of Vail | Community Survey 2024 | vailgov.com
SATISFACTION WITH TOWN EVENTS
arge events such as ar ers arket
ountain a es etc
n Avg
n Avg
all events such as ail s ce pectacular
ids Adventure a es etc
n Avg
n Avg
The overall ualit of events in ail
n Avg
n Avg
lease rate our satisfaction with the following aspects of town wide events
41
37Town of Vail | Community Survey 2024 | vailgov.com
SUPPORT FOR VAIL’S EVENT
INVESTMENT STRATEGY
strongl support the Town s financial
invest ent in events
a so ewhat in favor
a neutral
so ewhat oppose
strongl oppose
n
The Town of ail invests in various events in ail n general what is our opinion of this econo ic develop ent
strateg
42
38Town of Vail | Community Survey 2024 | vailgov.com
HOUSING RATINGS
E plore additional housing solutions in colla oration with our down valle partners investing
in housing develop ent outside the Town of ail n Avg
Ac uiring and setting aside land for future resident occupied housing opportunities n Avg
A end the ter s of future deed restrictions to create a preference for ualified residents that
are e plo ed at usinesses located solel within the Town of ail unicipal oundar n Avg
Adopt an a nest progra to allow for the legal conversion of currentl non per itted dwelling
units for e a ple illegal lock off units n Avg
ncrease the a ount paid to purchase deed restrictions through ail n EE on a wider range
of ho e t pes i e larger condo iniu s duple es to e pand opportunities for
ho eownership along the housing continuu and increase the level of afforda ilit
n Avg
Allow increases in densit to facilitate the develop ent of accessor dwelling units A s for
resident occupied housing i e a s all unit together with a larger residence n Avg
Adopt residential linkage regulations which would assess a fee for all residential develop ent
in the town n Avg
lease indicate our level of support for specific changes that ight e used to increase opportunities for housing using the scale of to
elow where is not at all supportive and is ver supportive
43
39
E plore additional housing solutions in colla oration with our down valle partners
investing in housing develop ent outside the Town of ail
wn n
Rent/ ther
on owners n
A end the ter s of future deed restrictions to create a preference for ualified residents that
are e plo ed at usinesses located solel within the Town of ail unicipal oundar
wn n
Rent/ ther
on owners n
Ac uiring and setting aside land for future resident occupied housing opportunities
wn n
Rent/ ther
on owners n
ncrease the a ount paid to purchase deed restrictions through ail n EE on a wider range
of ho e t pes i e larger condo iniu s duple es to e pand opportunities for
ho eownership along the housing continuu and increase the level of afforda ilit
wn n
Rent/ ther
on owners n
Allow increases in densit to facilitate the develop ent of accessor dwelling units A s for
resident occupied housing i e a s all unit together with a larger residence
wn n
Rent/ ther
on owners n
Adopt an a nest progra to allow for the legal conversion of currentl non per itted
dwelling units for e a ple illegal lock off units
wn n
Rent/ ther
on owners n
Adopt residential linkage regulations which would assess a fee for all residential develop ent
in the town
wn n
Rent/ ther
on owners n
lease indicate our level of support for specific changes that ight e used to increase opportunities for housing using the scale of to
elow where is “not at all supportive” and is “ver supportive ”
nl
Town of Vail | Community Survey 2024 | vailgov.com
HO
U
S
I
N
G
R
A
T
I
N
G
S
B
Y
OW
N
E
R
S
H
I
P
(
2
0
2
4
)
44
40
E plore additional housing solutions in colla oration with our down valle partners
investing in housing develop ent outside the Town of ail
nder n
and older n
A end the ter s of future deed restrictions to create a preference for ualified residents that
are e plo ed at usinesses located solel within the Town of ail unicipal oundar
nder n
and older n
Ac uiring and setting aside land for future resident occupied housing opportunities
nder n
and older n
ncrease the a ount paid to purchase deed restrictions through ail n EE on a wider range
of ho e t pes i e larger condo iniu s duple es to e pand opportunities for
ho eownership along the housing continuu and increase the level of afforda ilit
nder n
and older n
Allow increases in densit to facilitate the develop ent of accessor dwelling units A s for
resident occupied housing i e a s all unit together with a larger residence
nder n
and older n
Adopt an a nest progra to allow for the legal conversion of currentl non per itted
dwelling units for e a ple illegal lock off units
nder n
and older n
Adopt residential linkage regulations which would assess a fee for all residential develop ent
in the town
nder n
and older n
lease indicate our level of support for specific changes that ight e used to increase opportunities for housing using the scale of to
elow where is “not at all supportive” and is “ver supportive ”
nl
Town of Vail | Community Survey 2024 | vailgov.com
HO
U
S
I
N
G
R
A
T
I
N
G
S
B
Y
AG
E
C
O
H
O
R
T
(
2
0
2
4
)
45
41
es
o
n
es
o
n
o ou rent our ail area ho e s to others
Town of Vail | Community Survey 2024 | vailgov.com
“DO YOU RENT YOUR HOME TO OTHERS?”
46
42
A critical pro le in the region
ne of the ore serious pro le s
A oderate pro le
ne of the region s lesser pro le s
ot a pro le
n
n our opinion to what e tent is the loss of long ter rental housing a pro le in ail at this ti e
Town of Vail | Community Survey 2024 | vailgov.com
EXTENT OF HOUSING PROBLEM
47
43
Overall Under 45 45 and older
A critical problem in the region
One of the more serious problems
A moderate problem
ne of the region s lesser pro le s
Not a problem
n=
40%
28%
21%
5%
6%
482
57%
21%
10%
4%
7%
126
35%
30%
24%
6%
5%
324
In your opinion, to what extent is the loss of long -term rental housing a problem in Vail at this time?
Town of Vail | Community Survey 2024 | vailgov.com
EXTENT OF HOUSING PROBLEM CONT.
Overall Own Residence Rent/Other Non-owners
A critical problem in the region
One of the more serious problems
A moderate problem
ne of the region s lesser pro le s
Not a problem
n=
40%
28%
21%
5%
6%
482
34%
29%
25%
5%
7%
364
65%
21%
8%
3%
4%
102
In your opinion, to what extent is the loss of long -term rental housing a problem in Vail at this time?
48
44
QUESTIONS & COMMENTS
49
AGENDA ITEM NO. 3.2
Item Cover Page
DATE:July 2, 2024
TIME:45 min.
SUBMITTED BY:Liz Gladitch, Economic Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (12:00pm)
SUBJECT:Destination Marketing Organization (DMO) Discussion (12:45pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Mia Vlaar, Economic Development Director and Carl Ribaudo, SMG
Consulting
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Vail Destination Marketing Organization Discussion Memo - 07.02.2024
Vail Destination Marketing Organization Structure Final Report - 07.02.2024
Vail Destination Marketing Organization Discussion Presentation - 07.02.2024
50
To: Vail Town Council
From: Mia Vlaar, Economic Development Director and Carl Ribaudo, SMG Consulting
Date: July 2, 2024
Subject: Vail Destination Marketing Organization (DMO) Discussion
I. PURPOSE
The purpose of this memo is to share the outcome of SMG Consulting’s recommended reorganization
of Vail’s current tourism organization structure as managed by the Economic Development Department.
The purpose of the consultation was to provide alternatives for an organizational format for the town
council to consider in the evolution of the department into a comprehensive and strategic Destination
Marketing Organization.
An overriding objective in developing an organizational review for Discover Vail and the Town of Vail is
to develop an organizational structure that seeks alignment, efficiency, and impact within a competitive
marketplace.
The tourism industry has changed over the last decade, and the competitiveness of various mountain
and non-mountain destinations has increased significantly. Additionally, tourism destinations face
challenges never imagined, including sustainability and stewardship, crowding and congestion, the
need for employee housing, and wages and benefits for the local workforce to keep pace.
In this rapidly changing environment, the Town of Vail has taken significant steps to address and
mitigate a variety of these issues. It is also critical for the Town to assess its current tourism promotion
structure. The goal is to identify potential options that may improve its alignment and competitiveness,
and most importantly, ensure that tourism efforts are in sync with broader town strategies and
community values.
The analysis was comprehensive, including an assessment of current programs' staffing levels, a
review of various destinations and their organizational structures, and a review of the current funding
mechanism and tax rates compared to other tourism destinations
II. BACKGROUND
EXECUTIVE SUMMARY
The current organizational structure developed organically over time, and alignment between the Town
Council, Vail Local Marketing District Advisory Council (VLDMAC), and staff is overly complex. It can be
better aligned with the broader goals for the Town and within Discover Vail’s marketing efforts.
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Town of Vail Page 2
A review of Discover Vail’s current staffing and comparable destinations with similar budgets,
particularly in the mountain resort industry, suggests that staffing levels may be low. Being understaffed
has several implications, including the ability of staff to manage outside vendors and having sufficient
time to plan, strategize, and execute necessary programs.
Increasing headcount in municipal government can be challenging from both political and budgetary
perspectives. This raises the question of whether Discover Vail is at a competitive disadvantage in the
long term due to lower staffing levels compared to other competitive destinations. By augmenting staff
as needed, the organization can better adapt to a changing marketplace in a timely manner.
The proposed changes aim to organize Discover Vail's efforts into three core areas: destination
marketing, the Vail experience, and business development. Additionally, the proposed structure seeks
to integrate the broader community through the formation of collaborative efforts in marketing, special
events, and arts and culture.
The final area of observation is the current funding mechanism. The bed tax rate, currently at 1.4%, has
remained unchanged for 25 years. A review of the Town of Vail and other competitive resorts shows
that Vail's total lodging tax rates are below those of key competitor destinations. The Town may want to
consider increasing the bed tax rate to reduce reliance on general fund contributions, which could be
redirected towards other town purposes, including quality-of-life improvements for residents.
These suggested changes are significant, and the town should proceed in an orderly manner, reviewing
and analyzing each step. However, it is essential not to lose sight of the alignment between Discover
Vail's organizational structure, the rapidly changing competitive environment, and the broader strategic
direction of the town and community values. The report recommends a phased approach to
implementing changes, which allows for assessment at each stage. Ultimately, the goal is to improve
the alignment, efficiency, and effectiveness of Discover Vail.
A BRIEF HISTORY OF THE VLMD/VLMDAC
In 1999, the Vail lodging community came together to create the Vail Local Marketing District. Approved
by voters in November 1999, the district came into being, funded by a marketing and promotions tax of
1.4% per night tax on overnight stays of less than 30 days in Vail.
The statute defines the power of the district to provide the following services:
• Organization, promotion, marketing and management of public events,
• Activities in support of business recruitment, management and development,
• Coordinating tourism promotion activities
The evolution of the VLMD has several significant milestones that have shaped its trajectory:
• 1999 The Vail Local Marketing District was created, tax collected beginning in 2000.
• 2006 Management of the VLMD moved from Vail Valley Partnership to Town of Vail.
• 2007 VLMD partners with Vail Resorts and uses Vail.com as primary call to action.
• 2020 VLMD creates independent presence online with DiscoverVail.com, establishes customer
relationship management system.
• 2022 Colorado House Bill 1117 passes; VLMD reaffirms its commitment to utilizing its funding
for marketing and promotions.
• 2024 VLMD is poised to evolve into a strategic comprehensive Destination Marketing
Organization, directing the tourism work of the economic development department.
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Town of Vail Page 3
WHAT IS A DESTINATION MARKETING ORGANIZATION
• A Destination Marketing Organization (DMO) brings together marketing, promotion, special
events, visitor education/experience, and destination/business development.
• The overarching goal of the DMO is to nurture and protect a robust tourism economy, healthy
environment, strong infrastructure, and a thriving community.
• Efficiency results from a clear and seamless structure that prioritizes the community's needs
and town council priorities in marketing the destination and delivering on the experience.
• A DMO structure will best serve the goals of the town council as it pulls together the
diverse elements within a destination and aligns them strategically to a set of clear goals and
deliverables.
WHY THE TOWN NEEDS A DMO STRUCTURE
• The DMO will provide a framework for strategic direction and structure vs. the current organic
evolution of the organization
• The DMO will prioritize alignment to the Town of Vail strategic plan.
• The DMO, at the direction of the VLMDAC, will oversee and manage all elements of the tourism
economy including special events, welcome centers and business development through their
strategic plan.
• The aggregation of tourism related functions provides a foundation to consider future funding
sources for sustainability over time.
• The DMO is best equipped to optimize its competitive position vis a vis other mountain
destinations.
• The DMO structure is scalable and adaptable to changing market conditions.
• The DMO structure allows the organization to deploy internal and external resources to optimize
results.
DMO RESPONSIBLITIES – KEY OBJECTIVES
1). Bringing Guests to Vail. Advertising, social media, public relations, airline relations,
group sales, lodging relationships, research/data and analytics and special events to support
marketing and optimize guest visitation.
2). Delivering on the Vail Experience. The DMO oversees the guest experience. This includes
customer service training, employee recognition and engagement, special events, community
engagement through facilities, the Vail community and trail host program, and stewardship
education.
3). Business Development includes supporting local entrepreneurship, collaborating with the
Vail Chamber and Business Association, and the Vail Valley Partnership, to provide leadership
and professional development for small businesses.
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Town of Vail Page 4
CURRENT AND RECOMMENDED STRUCTURE
Current Direction and Governance:
Recommended Strategic Direction and Governance:
54
Town of Vail Page 5
Current Econ Dev Department Structure:
Proposed Long Term: Tourism & Econ Dev Structure:
55
Town of Vail Page 6
ROLES AND RESPONSIBILITIES
The following represents proposed changes in relative roles and responsibilities among the governance
of the DMO.
56
Town of Vail Page 7
DMO FUNDING AND IMPLEMENTATION: SHORT TERM
Funding for tourism promotion, events, economic development and visitor services is provided through
the general fund, marketing fund and the Vail Local Marketing District. Expenditures have grown over
time with the introduction of DiscoverVail.com and year-round marketing.
The following graph illustrates town expenditures associated with tourism promotion, economic
development and visitor services vis a vis other town expenditures from 2015 to 2024 (budget).
The graph below illustrates town expenditures by type for tourism promotion, events, economic
development and visitor services from 2015 to 2024 (budget).
57
Town of Vail Page 8
Phased Implementation: Short Term
• Change the name of the Economic Development Department to Discover Vail: Tourism and
Economic Development
• Adopt new organizational structure with VLMDAC providing strategic guidance to all tourism
development efforts, including signing contracts.
• Discover Vail continues marketing and adds special events, visitor services, and business
development to the VLMDAC strategic plan
• VLMDAC meets in October to develop a new organizational strategic plan.
• Discover Vail creates the new Marketing, Special Events, Arts and Culture (MSAC)
Collaborative committee
In summary, the benefits of a DMO structure include strategic alignment, specialized expertise, agility
and flexibility, ability to staff appropriately, industry focus, increased competitiveness, brand
management, objectivity and fresh perspective, effectiveness and efficiency and marketing as it relates
to the Vail experience.
III. ACTION REQUESTED OF COUNCIL
Action Requested: Does town council support this proposed structure for a Destination Marketing
Organization?
58
1
Avg
Town of Vail Marketing Organization Structure
Analysis and Recommendations
Final Draft
59
2
Table of Contents
Executive Summary 3
Project Overview 5
Organizational Purpose 6
The Key Issues 7
Part 1: Recommended Structure 11
Part 2: Phased Implementation 20
Part 3: Organizational KPIs 24
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3
Executive Summary
(Note: Discover Vail is used throughout the report to refer to the Destination Marketing Organization
DMO.)
Vail, Colorado, has long been one of the country’s premier destinations, offering world-class
skiing, outdoor recreation, shopping, and accommodations.
For many years, Vail Resorts defined the destination as a world-class skiing destination. Over time,
however, the destination has sought to diversify and attract visitors beyond the winter season and
activities. During this time, the role of Discover Vail, the Town's Destination Marketing Organization
(DMO), has increased in importance.
As the role and responsibilities of Discover Vail have increased, its promotional functions and
staffing have also adapted organically. As tourism has become increasingly competitive, and the
demands on DMOs and tourism promotion have changed over time, including within the past half-
decade, the influence of residents, tourism’s impact on the environment, housing, air service, and
labor, coupled with the sophistication of marketing has put increased stress on the organization
given its current staffing levels.
The Town of Vail is unique in that the destination marketing efforts are maintained within the town's
economic development department. In contrast, most Destination Marketing Organizations are
separate organizations outside local government. The organization has a $9 million annual budget
from the lodging tax and the general fund. These funds support overall marketing efforts, group
sales efforts, airline support efforts through a partner organization, the Vail Valley Partnership, and
the efforts of the Vail Chamber and Business Association. Additionally, regarding the special events
relationship with Vail Resorts, the town funds special events. Vail Resorts works primarily with its
strategic partners and also financially partners with the town on early and late-season events.
These efforts are supported by small internal staff, including the Economic Development Director,
who serves as the Executive Director, and marketing, special events, and visitor information staff.
As the industry dynamics have changed and the demands on the organization have increased, the
organizational structure has remained the same, creating challenges to the organization's
expectations regarding current and future needs from the tourism industry, community, and Town.
The goal of the organizational structure review is severalfold: first, to identify the most effective
structure possible to enable the destination to match the changing competitive environment;
second, to maximize the organization's efforts as part of the strategy; and third, to better
incorporate the community’s needs and stewardship into Discover Vail’s efforts.
Discover Vail needs to be appropriately staffed to implement the necessary tourism programs
compared to other destinations and Destination Marketing Organizations. This also challenges the
organization to anticipate and respond proactively to a changing tourism industry environment.
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Recommendations:
Moving forward, there are several recommendations for the Town to consider, including the
following:
Renaming the department from the Economic Development Department to the
Tourism and Economic Development Department to reflect the department's
activities more accurately.
Consider realigning the Vail Local Marketing District Advisory Council to streamline
the reporting flow. The Advisory Council is a Board of Directors that reports to the
Town Council. A more responsive structure would give the VLMDAC authority over
the budget and operating plan, including supplemental budget requests.
As a town employee, clarify the executive director's relationship with the available
local marketing district Advisory Council, the town manager's office, and ultimately,
the town council.
Organize the Discover Vail organizational structure around three core areas:
demand generation, managing the Vail experience for visitors, and business
support.
It is recommended that the organization evolve to a more fully staffed organizational
structure that best implements the core areas mentioned above. The report outlines
what a fully developed organizational structure could look like. This
recommendation is based on anticipated needs and a review of competitive resorts
and their organizational structures.
Develop a community Marketing, Special Evenings, Arts, and Culture (MSAC)
Collaborative committee to provide input and insight to Discover Vail.
This evolution should occur in phases and be evaluated in that light. In the short
term, the organization should add a community liaison position and a data/research
analyst position. Beyond that, the organization should evaluate its specific needs,
adding positions as needed.
Consider supplanting the town budget funds over time with an increase in lodging
tax allocated to tourism promotion and workforce support.
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5
Project Overview
This project aims to review the current Discover Vail organizational structure. The review aims to
assess the effectiveness and efficiency of the existing structure and make recommendations for
improvements that align with the DMO's and Town of Vail's strategic goals. Any new organizational
structure seeks efficiency and impact within a competitive marketplace.
The Scope of Work included the following:
1. Assess current organizational structure:
a. Evaluate the current reporting lines, departments, and roles within the DMO.
b. Identify any inefficiencies, redundancies, or gaps in the existing structure.
c. Analyze the clarity of responsibilities and decision-making processes.
2. Review the organization's goals to be as competitive as possible and to benefit the town, the
community, and the industry, the Town, and the community.
a. Evaluate how well the current organizational structure supports these goals.
b. Identify areas where the structure could be revised to improve the organization's
effectiveness.
3. Stakeholder engagement:
a. Conducted interviews with staff and the Town Manager's office.
b. Implemented a survey for the Vail Local Marketing District and the Vail Economic
Advisory Council.
c. Gathered feedback on different options and scenarios.
d. Identified specific pain points or areas where improvements are needed.
4. Industry examples and benchmarking:
a. Research and analyze selected competitive Destination Marketing Organization DMO
organizational structures. Industry best practices in DMO organizational structures.
b. Compare against similar DMOs or organizations in the tourism industry.
c. Identify innovative approaches or models that could be applicable to Discover Vail.
5. Next Steps:
a. Based on the assessment findings, propose a revised organizational structure that better
aligns with the Town and the DMO's strategic goals.
b. Provide a phasing for implementing the recommended changes.
Special thanks to the Town Manager’s office and the Town of Vail Economic Development
Department for providing the data, information, and insight needed to develop this report.
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Organizational Purpose
The Discover Vail organizational structure aims to establish a framework that defines how activities
are organized, coordinated, and controlled to be as effective as possible given the Town and
community's available financial and human resources. An effective Discover Vail organizational
structure will enable the identification of the roles, responsibilities, and relationships between
individuals, teams, committees, and vendors. Also, it assists with coordinating departments within
the Town of Vail. Here are some critical purposes of organizational structure:
1. Clarity and direction: The Discover Vail organizational structure defines the reporting
relationships, roles, and responsibilities of individuals, committees, vendors, and teams. It
ensures that everyone understands the interrelationships between the organization's elements.
2. Efficient coordination: A well-designed Discover Vail organizational structure facilitates
coordination and communication among elements inside and outside the Town with industry
partners. It manages and coordinates channels for information flow, decision-making processes,
and collaboration, ensuring that activities are aligned throughout the destination and resources are
utilized efficiently.
3. Decision-making and autonomy: An effective Discover Vail organizational structure clarifies
decision-making and gives individuals and committees the necessary autonomy to make decisions
within their assigned roles and responsibilities. This promotes agility, innovation, and timely
decision-making throughout the organization.
4. Scalability and growth: The Discover Vail organizational structure becomes crucial for
managing complexity and ensuring scalability as the tourism industry changes and evolves as
organizations grow. It allows for a strategic view of change instead of just an organic approach. As
changes occur in the macro environment, an effective structure provides a framework for
examining new roles, teams, or departments. It helps delegate authority, assign responsibilities,
and manage the increased workload effectively.
5. Internal and external capabilities: Understand what expertise and skills are needed inside the
organization and those that are needed from outside vendors. Most DMOs have staffing inside the
organization, and they retain outside vendors with specific areas of expertise. It is essential to have
the right mix to manage outside vendors best and have the value-added expertise outside vendors
can bring.
6. Performance accountability: The Discover Vail organizational structure establishes clear lines
of authority, which enables effective performance management and accountability. It helps set
organizational performance expectations, evaluates overall performance, and identifies
opportunities for improvement.
The Discover Vail organizational review aims to create an efficient, productive, and well-
coordinated work environment that supports achieving organizational goals and objectives.
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The Key Issues
• Strategic direction or organic evolution of the organization
The strategic evolution of Discover Vail refers to a deliberate, planned approach to shaping
and changing the organization's structure. It involves setting clear goals and objectives,
creating a detailed roadmap, and implementing changes in a controlled manner. This allows
for a proactive approach to adapting to market trends, technological advancements, or
other external factors that may impact the organization.
In contrast, organic evolution pertains to a more flexible and adaptive approach to
organizational structure. It emphasizes a natural development process that emerges over
time, influenced by internal dynamics and organizational interactions. Organic evolution
allows for more spontaneous changes and adaptations, often driven by the needs and
behaviors of employees or teams within the organization.
The challenge arises when deciding which approach Discover Vail should prioritize.
Strategic evolution is necessary for organizations to stay ahead in a rapidly changing
business environment. Organizations can better align themselves with their goals and
objectives by planning and implementing changes. However, others believe that organic
evolution allows for greater creativity, innovation, and employee empowerment, leading to a
more dynamic and resilient organization. The conflict between the two approaches lies in
finding the right balance.
• Efficient role of committees in the town structure
One opportunity for restructuring Discover Vail’s marketing structure is streamlining the role
of the Vail Local Marketing Advisory District Committee within the context of the Town of
Va il’s organizational structure. Revising the structure and streamlined decision-making will
enable the organization to be more adaptive and responsive to a rapidly changing
marketplace.
• Future funding sources
Discover Vail receives its funding from two primary sources: the Town of Vail general fund,
which funds special events, welcome centers, economic development, and lodging tax
collections allocated to promotional efforts. One future consideration is to increase the
tourism promotion dollars resulting from lodging tax collections and reduce the amount of
funding from the Town of Vail general fund. This shift over time will create a closer alignment
between lodging tax collections and their intended purpose for marketing and promotion. At
the same time, retaining shifting general fund dollars (traditionally allocated to special
events) back to the general fund will increase the funds available for community quality-of-
life investments and illustrate how tourism delivers more significant benefits to the
community.
• Tourism Revenue Generation
Typically, tourism as a revenue generator is not a part of local government functions.
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Many towns and destinations have tourism organizations that are external to the town and
take on the primary role of Tourism development and revenue generation, which benefits
the town.
• Implementation of town stewardship program
The Town of Vail recently invested significant time and resources in developing a
community-wide sustainability and stewardship plan. This plan is designed to balance the
management of visitors and their impact on the destination with the need for and
recognition that tourism is vital to the community's economic well-being. Discover Vail is
critical in implementing that program and will need staffing to identify appropriate
resources to support these broader community efforts.
• Marketing-related issues
A focused organizational effort can support several marketing-related issues. These include
building the Discover Vail brand and its integration into the marketing, promotions, special
events, and sales programs, a consistent year-round marketing effort, not just a summer
program, and, in the group business, a focus on securing and retaining group business,
especially village-wide groups, within the Town of Vail.
• Improved integration with Town of Vail partners
The town supports the Vail Chamber and Business Association by funding the PrimiVail
customer service training, engagement, and recognition program. The Vail Valley
Partnership is supported based on its group sales, serving as a lodging liaison, conducting
research, and representing the workforce. With adequate staffing and integration into
Discover Vail’s marketing programs, there is an opportunity to leverage these relationships
fully.
• Organizational Head Count
Adding additional personnel to a municipal government can often be challenged through a
community lens. The addition of staff for tourism may have potential political implications,
viewed from a community perspective.
• Competitiveness with other peer destination marketing organizations (DMOs)
Tourism is a highly competitive industry, and destinations compete for visitors, as well as
the positive economic impact they bring, including wages, taxes, and employment. A better-
aligned and more competitive Discover Vail offers significant opportunities to compete
effectively with other peer destinations.
1. Attracting targeted tourists: With numerous peer destinations to choose from,
being as competitive as possible allows Discover Vail to highlight the unique
features and offerings of the destination on a year-round basis.
2. Enhancing guest experience: Staying competitive necessitates continuously
improving and innovating the Town of Vail’s offerings and services. An appropriate
organizational structure enables Discover Vail to focus on programs that enhance
the guest experience.
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3. Marketing effectiveness: Competitiveness can drive Discover Vail to refine its
marketing strategies effectively to communicate the destination's advantages to
potential guests. This can include targeted advertising, social media campaigns,
partnerships, and personalized experiences catering to specific market segments.
4. Industry reputation: A destination that consistently strives to be competitive in
the market earns a strong reputation within the tourism industry.
5. Economic impact: Competing with other peer destination resorts contributes to
the region's economic growth. Tourists are more likely to choose a destination that
offers a variety of competitive resorts, leading to increased visitor numbers, longer
stays, and higher spending.
6. Destination Development: This includes planning, managing, and enhancing
Vail’s tourism assets and infrastructure to attract and cater to visitors and residents,
including infrastructure, product development stewardship, and sustainability.
7. Funding: Tourism is funded by a 1.4% lodging tax, which has been in place for over
25 years. At the same time, Discover Vaill's role has expanded significantly to
include year-round marketing and more. Funding percentages have not changed in
the Town of Vail, which provides significant funding for special events.
• Integration of Discover Vail tourism efforts into the broader Town of Vail’s strategy
Understanding that tourism within the Town of Vail is part of a broader community strategy
is essential. This integration catalyzes the Town of Vail's broader strategy, including
economic development, community culture, pride, and sustainable growth. It helps create
a well-rounded and prosperous community that quantifies the benefits of tourism to the
local community. This integration goes beyond economic development and is vital for
several reasons:
1. Economic development: Tourism can significantly drive economic growth and
development. Strategically integrating tourism into a community's strategy can
create job opportunities, stimulate entrepreneurship, attract investments, and
generate revenue for local businesses and governments.
2. Infrastructure development: Tourism often necessitates developing or improving
transportation, accommodation, and recreational facilities. Incorporating tourism
into a community's strategy increases the focus on infrastructure development,
benefiting tourists and locals alike.
3. Community pride and identity: Tourism can enhance community pride and
identity by highlighting the local culture, heritage, and natural beauty. It encourages
residents to appreciate and preserve their unique assets, fostering a sense of pride
and ownership in their community.
4. Quality of life: A vibrant tourism industry can enhance the quality of life for
residents. It can lead to the creation of recreational opportunities, cultural events,
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and improved amenities and services. Additionally, the revenue generated from
tourism can be reinvested in community development, improving infrastructure,
education, healthcare, and other essential services.
5. Sustainability and conservation: Integrating tourism into a broader strategy allows
for a more sustainable approach. It provides an opportunity to balance economic
growth with environmental conservation and social responsibility. Communities can
implement sustainable tourism practices, protect natural resources, and preserve
cultural heritage for future generations.
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Part 1: Recommended Structure
The following section includes the current Discover Vail organizational structure for tourism
promotion and several different organizational structures that can be phased over depending on
current and future needs.
The Current Discover Vail Organizational Structure
The following structure reflects Discover Vail's current situation. Staffing includes the executive
director, marketing communications, special events, and visitor information. The primary focus is
tourism promotion and, to a lesser degree, business retention and attraction. The organization also
financially supports the Vail Valley Partnership and group sales efforts. It also funds employee
support programs operated by the Vail Chamber Business Association.
Figure 1: Current Discover Vail Organizational Structure
The structure is within the economic development department, so no separate organization is
typical of destination marketing organizations. Additionally, the role of the Local Marketing District,
the Town Council, and the Town Manager’s office with funding from different sources (General Fund
and the Lodging tax) can provide a cumbersome reporting structure.
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Recommended Structure
The recommended structure is proposed in the executive director’s reporting structure and the
overall organization reporting structure.
Executive Director Reporting Structure
The first element of the organizational structure is the reporting structure of the Executive Director.
Given that the Economic and Tourism Director is a town employee, thus is a direct report to the
Assistant City Manager and is responsible to the Town Manager and, ultimately, the Town Council.
Figure 2: Proposed Strategic Direction and Governance
It should be noted that the Economic Development and Tourism Director is responsible for the
VLMDAC and oversees the implementation of department programs and initiatives. In this
configuration, the director and the VLMDAC are responsive to the Vail Town Council but can
aggressively implement programs needed to promote the destination effectively.
It should also be noted that the VLMDAC, which effectively serves as the board of directors, reports
to the town council two times a year and seeks funding annually.
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Proposed Organizational Structure
To understand the potential needs of Discover Vail, we reviewed the current functions as well as
several different destination Marketing Organization (DMO) structures. Comparing different DMO
organizations provides insight in the following areas:
1. Efficiency and productivity: By comparing different DMO organizational structures, it is possible
to identify which structures are more efficient and productive for specific tasks. For example, DMO
services can be provided within a local government structure or have a separate DMO.
2. Communication and collaboration: Given the support to external organizations, how effective is
the flow of information and collaboration toward Discover Vail’s goals?
3. Employee motivation and satisfaction: Discover Vail's structure can influence employee
motivation and satisfaction. Analyzing and comparing different structures can help us better
understand which ones empower employees, provide growth opportunities, and foster a positive
work environment.
4. Adaptability and flexibility: DMOs must be adaptable and flexible in today's rapidly changing
tourism industry. By comparing different structures, we can identify the potential changes that
enable Discover Vail to respond quickly to market changes or new opportunities.
5. Decision-making processes: Discover Vail’s organizational structure, which can affect decisions
and who has the authority to make them. Currently, the decision-making process includes staff, the
town council, and the Local Marketing District Advisory Council. Comparing different structures
can identify which ones promote efficient decision-making and ensure that decision-making power
is appropriately distributed within the organization.
The proposed structure reflects the needed functions and is based on conversations with the Town
of Vail’s legal counsel. The recommended structure is based on three core areas: demand
generation, the Vail destination in-resort experience, and local support for business.
1). Demand Generation: These activities include all demand generation marketing and
special event efforts. Within the marketing function, activities include advertising, social
media, public relations, airline relations, group sales, a lodging liaison, and research/data
and analytics to support marketing activities.
2). The Vail in-resort Community Experience: These activities include customer service
training, the recognition and engagement program, appropriate special events, community
engagement through facilities, the Vail host program, and stewardship education.
3). Business Development: These activities include supporting entrepreneurship at the
local level, supporting The Vail Chamber and Business Association and its advocacy for
local businesses, and supporting the regional chamber, the Vail Valley Partnership, with its
program supporting professional development advocacy and research.
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The following is a summary of the roles and responsibilities of the proposed structure.
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Every evolving organizational structure seeks efficiency and impact within a competitive
marketplace. This proposed structure is evolving in several essential ways. The organization is set
up in accessible, functional areas, and it modifies the role of the VLMDAC to a board of Directors
and clarifies the reporting relationship of the Executive Director to the Town and the VLMDAC.
In the short term, this structure adds two new positions: community engagement, which oversees
the new stewardship program and engages more directly with the chamber of commerce, and
research and data analytics, which oversees in-house and external vendors.
This structure enables the organization to focus on generating targeted demand, enhancing the
visitor experience, and supporting local businesses through its efforts, the Chamber of Commerce,
and the Vail Valley Partnership. It recognizes the importance of data and analytics and enables
Discover Vail to assume more industry and community leadership.
It is important to note that the success of an external Discover Vail DMO depends on effective
communication, collaboration, and alignment with the city government, local businesses, and
community stakeholders. Building strong partnerships and maintaining open communication
channels can mitigate potential disadvantages and maximize the benefits of having a standalone
DMO.
From the town's perspective, it allows the organization to be responsive to marketplace changes
while having some level of oversight to ensure alignment of values, goals, objectives, etc., between
the town and its priorities and Discover Vail. This can be achieved through the budgeting process,
as the organization continues to be funded through the town budgeting. The figure below illustrates
how, with funding from the Town of Vail, the organization would be managed by the Board of
Directors, who would provide ultimate oversight but enable the town to maintain accountability
with public funds.
Community Involvement
An important element of the new structure is the continued community involvement period. To that
end, the town can create a Marketing, Special Events, and Arts and Culture Collaborative
Committee. (MSAC) See below.
MSAC Description
The Marketing, Special Events, Arts, and Culture (MSAC) Collaborative for Discover Vail is an
advisory group established to enhance the strategic direction and execution of Discover Vail's
tourism initiatives. This collaboration comprises diverse stakeholders, including local business
owners, cultural leaders, event organizers, marketing professionals, and community
representatives, who meet periodically to provide valuable insights and recommendations.
Structure
1. Chairperson: A senior representative from Discover Vail who oversees the committee's activities
and facilitates meetings.
2. Members: (Final Group Size TBD)
- Local Business Owners: Hospitality, retail, and service representatives.
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- Cultural Leaders: Directors or representatives from local non-profits, museums, galleries, and
arts and cultural institutions.
- Event Organizers: Coordinators of major local events such as festivals, concerts, and sports
events.
- Marketing Professionals: Tourism marketing, social media, and public relations experts.
- Community Representatives: Influential residents or leaders from community organizations.
3. Support Staff: Discover Vail Administrative support to manage coordination, minutes, and
communication.
Purpose
The group's primary purpose is to provide Vail Tourism with a broad spectrum of community
perspectives, input, and expertise to enhance the town's attractiveness as a tourist destination and
foster community engagement. The committee aims to:
1. Marketing: To provide insight into prospective marketing initiatives.
2. Special Events: Provide feedback on Vail events and Identify and recommend new special events
to draw tourists and enrich the local culture.
3. Arts and Culture: Develop strategies to highlight Vail's artistic and cultural offerings.
4. Foster Community Engagement: Ensure tourism initiatives align with community interests and
values.
5. Village animation and programming: Support town staff in evaluating need periods and target
demographics for ambient programming.
Activities
1. Periodic Meetings: Convene quarterly meetings to discuss ongoing and upcoming initiatives,
review performance metrics, and brainstorm new ideas.
2. Workshops: Conduct specialized workshops and focus groups to gather detailed feedback on
specific projects or issues.
3. Event Reviews: Evaluate past events to determine successes, challenges, and areas for
improvement.
4. Marketing Campaign Review: Review current marketing campaigns' effectiveness and suggest
adjustments or new approaches.
5. Cultural Program Development: Collaborate with local artists and cultural institutions to develop
programs that highlight Vail’s unique cultural heritage.
Meeting Logistics
- Frequency: Quarterly, with additional meetings as needed.
- Location: Vail Tourism office or a central community venue.
- Format: Hybrid (in-person and virtual) to accommodate all members.
- Agenda: Distributed one week prior to meetings; includes reports on current projects, new
proposals, and open discussion time.
- Minutes: Documented and shared with all members and relevant stakeholders within two weeks
after each meeting.
Expected Outcomes
-Improved Tourist Experience: Enhanced visitor satisfaction through well-planned events and
effective marketing.
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- Economic Growth: Increased revenue for local businesses due to higher tourist turnout and
engagement.
- Cultural Enrichment: A vibrant Vail cultural scene that attracts and retains visitors.
- Community Alignment: Tourism strategies that reflect and support the interests and well-being of
the local community.
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Part 2: Phased Implementation
In considering potential next steps, the following questions should be considered:
Over the long term, what is the Town of Vail’s objective for funding? Currently, the town
funds the economic development department with approximately $ 3.7 million for special
events, economic development, and visitor centers. Does it wish to continue that or replace
funding with a lodging tax increase?
Over the long term, what level of control does the Town of Vail want over-tourism? Is the
Town willing to give up some control to create a separate Destination Marketing
Organization?
What is the best structure to be as competitive as possible? Should that structure be within
the Town or as a free-standing organization?
Which option best fits with the broader long-term (10-20 years) strategy of the Town?
Discover Vail may want to consider implementing a phased approach to the following
comprehensive organizational structure.
Why a phased approach? Having a short-term interim organizational structure can be
advantageous in the process of working towards a long-term permanent structure for several
reasons:
1. Flexibility and adaptability: A phased approach is more flexible and adaptable than moving to a
long-term structure. The interim structure can be adjusted quickly to accommodate changing
circumstances or goals.
2. Experimentation and innovation: A phased approach allows Discover Vail to experiment and
innovate new opportunities. Discover Vail can test new ideas and processes without committing to
long-term investments or changes. This allows the organization to identify what works and what
does not, allowing for continuous improvement and refinement of the long-term permanent
structure.
3. Risk mitigation: A phased approach can help Discover Vail mitigate long-term commitments or
investment risks. By implementing the interim structure, the organization can see what works. This
mitigates the risk of investing significant resources into long-term structure and personnel that may
yield different outcomes.
Overall, a phased approach offers Discover Vail the flexibility, adaptability, and opportunity for
experimentation needed to achieve their desired outcomes. It enables efficient resource allocation,
risk mitigation, and organizational learning, contributing to the overall success and growth of the
organization.
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Short Term (0-18 Months)
1. Name Change
Discover Vail is located within the economic development department of the Town of Va il. In the
short term, it would make sense to rename the department to emphasize its significant focus
on tourism. Vail's economic development efforts differ from classical economic development
departments at the municipal level. Much of this is based on the uniqueness of the veil
economy and tourism's significant impact.
It would be recommended that the town of Vail consider a name change for the department to
be more in line, for example, just calling it a tourism department or, at a minimum, a tourism
and economic development department. Making that change in the short term begins reframing
Discover Vail’s efforts as they evolve over the next several years.
2. Organizational Structure
The proposed future organizational structure for Discover Vail is recommended based on
several critical criteria. These include being efficient and impactful within a competitive
marketplace and revising the structure to best support the broader Town of Vail strategy for the
community.
Assumptions:
• The organizational structure reflects tasks, not necessarily bodies. In some cases, one
individual may be doing one or more tasks.
• It assumes that some positions may be shared with other departments within the town
infrastructure.
• It assumes that positions can be phased in based on an appropriate timeline and need.
• It assumes the department’s name would change to Tourism and Economic Development
to reflect its activities better.
In the short term, adding two positions would require a community engagement position
and a research and data analyst position. Both positions could be shared with other departments
within the town infrastructure as needed. This option includes external vendors/ partners, including
group sales, The Vail Chamber and Business Association, public relations, advertising/ creative,
research, etc.
The community engagement position would serve as a vital link between Discover Vail and the local
community. The responsibility would be to develop and implement strategies that foster positive
relationships, engagement, and collaboration between Discover Vail and the business and
community members and support the implementation of the stewardship and sustainability
program.
The research analyst position is essential for gathering and interpreting data to inform Discover
Vail's marketing strategies and decision-making processes and also providing key data analysis to
town departments.
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3. The VLMAC be Reconfigured as the Board of Directors
The Vail Local Marketing Advisory Council would be reconfigured as a Board of Directors and
continue its crucial advisory role in developing marketing, public relations, social media strategies,
and programs. In configuring the board of directors, The Town Council may want to consider a 9–11-
member board with one seat for an elected official and one for Vail Resorts. The remaining seats
can be filled with appropriate representation of the hospitality community, special events,
recreation, arts, culture, or others.
4. Maintain Current Marketing Programs and Initiatives
Maintaining current marketing programs and initiatives while revising the organizational structure
over the long term is essential for several reasons:
• Continuity and Stability: The town ensures continuity and stability with its marketing efforts
by running the current marketing programs and initiatives. This helps to maintain
relationships with existing stakeholders, as well as provide a consistent brand experience.
• Data and Insights: Continuing with the current marketing programs allows Discover Vail to
gather valuable data and insights about your target audience, market trends, and the
effectiveness of your strategies.
• Risk Mitigation: Implementing a new organizational structure involves inherent risks and
uncertainties. The town has a fallback option by maintaining the current marketing
programs in case the new initiatives face challenges. This mitigates the risk of a complete
disruption in marketing activities during the transitional period.
• Resource Optimization: Running the current marketing programs alongside developing a
transition plan for the new organizational structure helps optimize resources. It allows
Discover Vail to leverage existing marketing assets, relationships, and investments while
exploring potential changes in the marketing strategy under the new structure.
Maintaining current marketing programs and initiatives while investigating a new organizational
structure over the long term helps balance continuity with innovation, mitigate risks, optimize
resources, and facilitate a seamless transition toward a more effective and aligned marketing
strategy.
5. New Organizational Strategic Plan
Discover Vail organization is at a pivotal juncture where the ever-evolving landscape of travel
demands a fresh strategic approach. In a dynamic industry where competition is fierce and traveler
preferences continually shift, a new strategic plan is essential for the newly configured
organization. By crafting a forward-thinking strategy, the organization can adapt to emerging trends,
capitalize on untapped opportunities, and address evolving consumer needs while matching the
organization's capabilities. This proactive approach will ensure the organization's sustainability and
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position it as a leader in destination experiences, fostering economic growth and community
development.
6. Develop the Marketing Special Events, Arts and Culture Collaborative Committee
Completing this first phase includes forming a marketing, special events, arts, and culture
collaborative committee designed to provide Discover Vail with important insight and aid in the
formation of strategies and programs designed to achieve both short—and long-term objectives
and goals.
Long Term
1. Funding
Given the current funding sources for Discover Vail, a future consideration from the Towns
perspective may be to reduce its funding from the General Fund, approximately $3.7 Million. The
current lodging tax instituted in 1999 is 1.4% and has not seen an increase in twenty-five years
despite a need for year-round marketing efforts. A comparison with other Colorado resorts also
indicates potential room for lodging tax increases:
Source: Vail Valley Partnership
An increase in the lodging tax could provide supplemental funding. This approach has several
issues that need to be considered. It removes taxpayer funds from tourism promotion that
could be reallocated within the city budget, saving taxpayer funds. At the same time, there
would need to be a lodging tax equal to or more than the current funding level provided by the
Town. It would be essential to gain support from the lodging industry to be successful in raising
the tax rate. Uh
10.80%
12.25%12.65%
11.40%
17%
11.35%
16.80%
0.00%
2.00%
4.00%
6.00%
8.00%
10.00%
12.00%
14.00%
16.00%
18.00%
Vail Breckenridge Telluride Steamboat
Springs
Winter Park Aspen Crested
Butte
Comparative Destination Lodging,Sles
and Other Tax Rates
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Phase 3: Organizational KPIs
The following objectives must be considered when developing KPIs for an organizational transition.
Organizational Key Performance Indicators (KPIs) have several primary objectives, including:
1. Measuring Performance: track the overall execution of the organization and measure ongoing
progress.
2. Aligning Goals: Developing the KPIs helps align Discover Vail's objectives and priorities with the
Town of Vails's objectives.
3. Driving Accountability: Create accountability for the VLDMAC for Discover Vail's overall
performance and contributions to the organization's success.
4. Monitoring Progress: KPIs enable the Town Manager and Twon Council to monitor Discover Vail’s
progress towards achieving its short-term and long-term goals, making identifying and addressing
deviations from the desired outcomes easier.
5. Communicating Performance: The developed KPIs communicate the organization's performance
to stakeholders, such as the Town Council, the Town Manager, industry, and the community.
The overarching objectives are to align, measure, and drive performance toward the organization's
desired outcomes.
KPI Summary
Marketing
• Continued seasonal implementation of integrated marketing programs to meet goals and
objectives.
• The development of a new Discover Vail tourism strategic plan.
Special Events
• Development of a comprehensive particular event strategy.
• Support “First Party” town and community-produced events. Increasing events where
appropriate.
• Attraction of targeted “Third-Party” new special events designed to attract visitors,
effectively position the destination, and generate community support.
• Assist in special event permitting, easing the process for event promoters.
• On an annual basis, identify special events opportunities that meet long-term goals for the
town.
Community Experience
• Support customer training to increase the number of community participants.
• Continue to support and increase the recognition and engagement program.
Business Development
• Support entrepreneurship with information, assistance, and training on working with
appropriate Town of Vail Departments for those looking to expand or start new businesses.
• Continue engagement and support of the Vail Chamber and Business Association advocacy
for local business.
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• Continue to engage with and support the Vail Valley Partnership in its professional
development, advocacy, and research programs.
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Vail Tourism Organization Structure
Town Manager Review
DESTINATION MARKETING ORGANIZATION
PROPOSED STRUCTURE
84
AGENDA
1.Who we are: VLMD and VLMDAC
2.What is a Destination Marketing Organization (DMO)
3.Why we need a DMO Structure
4.Current and Recommended Structure
5.DMO Funding and Implementation Considerations
6.Action Requested
85
VLMD: WHO WE ARE
86
KEY CHAPTERS IN THE VAIL LOCAL MARKETING DISTRICT EVOLUTION:
Establishment of the Vail Local Marketing District, a marketing and promotions tax
funded at 1.4% per night tax on overnight stays of less than 30 days in Vail.
The statute defines the power of the district to provide the following services:
Organization, promotion, marketing and management of public events,
Activities in support of business recruitment, management and development,
Coordinating tourism promotion activities
VLMD Est. 1999
2020
87
KEY CHAPTERS IN THE VAIL LOCAL MARKETING DISTRICT EVOLUTION:
1999
Creation of the Vail
Local Marketing District
by the Vail lodging
community, funded by
a 1.4% per night tax on
overnight stays of less
than 30 days in Vail.
VLMD is poised to evolve into a
comprehensive DMO,
encompassing 12 months of
destination marketing,
management, special events,
welcome centers, and business
development.
VLMD partners with Vail
Mountain to directs users to
Vail.com as its primary call to
action. VLMD leads summer
marketing, Vail
Mountain manages winter
marketing
2006 2007
VLMD creates its first online
presence at DiscoverVail.com.
VLMD begins to gather
customer data and create a
customer relationship
management framework: full-
time, year-round marketing.
2020
CO Bill HB1117 Passed
VLMD affirmed VLMDAC
focus on marketing and
promotions
Magellan conducts ballot
initiative polling
Management of the
VLMD moved in-house,
to the Town of Vail,
including Special Events
oversight.
2022 2024
88
WHAT IS A DESTINATION MARKETING ORGANIZATION (DMO)
89
A DMO brings together marketing, promotion, special events, visitor education
and experience, and destination/business development.
The overarching goal of the DMO is to nurture and protect a robust visitor
economy,healthy environment, strong infrastructure, and a thriving community.
Efficiency results from a clear and seamless structure that prioritizes the
community's needs and town council priorities in marketing the destination and
delivering on the experience.
A DMO structure will best serve the goals of the town council as it pulls
together the diverse elements within a destination and aligns them strategically
to a set of clear goals and deliverables.
WHAT IS A DESTINATION MARKETING ORGANIZATION (DMO)
90
WHY WE NEED A DMO STRUCTURE
91
WHY DO WE NEED A DESTINATION MARKETING ORGANIZATION (DMO)
Strategic direction and structure vs. organic evolution of the organization
Strategic alignment to the Town of Vail Strategic Plan
Special Events,Welcome Centers and business development all part of
VLMDAC strategic plan
Future funding sources for sustainability over time
Competitiveness with other DMO’s
Scalable and flexible to adapt to changing market conditions
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DMO Organizational Purpose
The Discover Vail organizational review aims to create an efficient, productive, and well-
coordinated work environment that supports achieving organizational goals and objectives.
Clarity and direction
Efficient coordination
Decision-making and autonomy
Scalability and growth
Internal and external capabilities
Performance accountability and alignment
WHY IS A DMO BETTER FOR VAIL?
93
The Proposed Discover Vail DMO structure will achieve three key objectives:
1).Bringing Guests to Vail. Advertising, social media, public relations, airline relations, group
sales, lodging relationships, research/data and analytics and special events to support marketing and
optimize guest visitation.
2). Delivering on the Vail Experience. The DMO oversees the guest experience. This
includes customer service training, employee recognition and engagement, special events,
community engagement through facilities, the Vail community and trail host program, and
stewardship education.
3).Business Development include supporting local entrepreneurship, collaborating with the Vail
Chamber and Business Association, and the Vail Valley Partnership, to provide leadership and
professional development for small businesses.
DMO RESPONSIBILITIES
94
CURRENT AND RECOMMENDED STRUCTURE
95
Vail Town Council
VLMDAC Town Manager
Deputy Town
Manager
Econ Dev Director
Internal Role External RoleInternal and External
KEY
Reporting Structure
CURRENT DIRECTION AND GOVERNANCE
96
Vail Town Council
VLMDAC Town Manager
Deputy Town
Manager
Tourism & Econ Dev Director
Internal Role Internal and External External Role
KEY
Strategic Direction
Reporting Structure
PROPOSED STRATEGIC DIRECTION AND GOVERNANCE
97
Econ Dev
Director
Marketing &
Communications
Advertising
Group Sales
Airline Relationships
Social &
Content
Public
Relations Research & Data Analytics
Special Events
Sponsored Events
Owned Events
Event Review/Permitting
Econ Dev
Admin
Welcome
Centers Business Development
Regional Cham
ber Local Chamber
Internal Role Internal and External External Role
CURRENT TOV ECON DEV DEPARTMENT STRUCTURE
VLMDAC
98
Tourism & Econ Dev
Director
The Vail
Experience
Customer
ServiceTraining
Welcome
Centers
Tourism & Econ Dev
Admin
Destination Marketing
Advertising Lodging Liaison
Public
Relations
Social Media & Content
Research / Data Analytics Group Sales
Airline Relations
Special
Events
Strategic Development
Permitting & Production
Business Development
Entrepreneurship Small Business
Support
StewardshipRegional
Chamber
Local Business
Chamber
Vail Economic Advisory
Council
Internal Role Internal and External External Role
PROPOSED TOURISM & ECON DEV DMO STRUCTURE
VLMDAC
99
VLMDAC
Tourism &
Econ Dev Director
Destination
Marketing
Advertising
Regional Chamber
Group Sales
Air Service
Communications
& Public Relations
Social Media/Content
Public Relations
Research &
Data Analytics Special Events
Strategic
Development
Sponsorship
Permitting & Production
The Vail
Experience
Customer
Service Training
Welcome Centers
Community/
Engagement
Stewardship
Local
Business
Chamber
Business
Development
Entrepreneurship
Tourism & Econ Dev Admin
External RoleInternal Role Internal and External
PROPOSED LONG TERM: TOURISM & ECON DEV STRUCTURE
100
Current Future
Town Council (VLMD)Approve budget and operating plan
Appoint VLMDAC
Approve Contracts
Same, except approve contracts
VLMDAC Provide strategic direction for
operation of the destination
marketing organization including
marketing and promotion of
destination
Provide strategic plan for
comprehensive DMO
including marketing, special events,
visitor experience and destination
development
Approve Contracts
Town Manager Econ Dev Director reports to Deputy
Town Manager
Same
Economic Development Director Manage operation of Econ Dev with
direction from town manager and
VLMDAC
Manage operations of the
comprehensive DMO with direction
from VLMDAC strategic plan and
town manager.
ROLES AND RESPONSIBILITIES
101
FUNDING AND IMPLEMENTATION CONSIDERATIONS
102
DMO (VLMD + ECON DEV) FUNDING OVER TIME
103
DMO (VLMD + ECON DEV) FUNDING OVER TIME
104
DMO PHASED IMPLEMENTATION: SHORT TERM (0-18 Months)
Name Change: Discover Vail: Tourism and Economic Development
New Organizational Structure
Maintain Current Marketing Programs and Initiatives, including Special Events
New Organizational Strategic Plan –Develop in October 2024
Create the Marketing, Special Events, Arts and Culture (MSAC) Collaborative
committee
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SUMMARY: BENEFITS OF A DMO STRUCTURE
Strategic Alignment
Specialized Expertise
Agility and Flexibility
Ability to Staff Appropriately
Industry Focus
Increased Competitiveness
Brand Management
Objectivity and Fresh Perspective
Effectiveness and Efficiency
Marketing & The Vail Experience
106
ACTION REQUESTED
Action Requested:Does Town Council support this proposed structure for a Destination
Marketing Organization?
107
Vail Tourism Organization Structure
Town Manager Review
THANK YOU
108
AGENDA ITEM NO. 3.3
Item Cover Page
DATE:July 2, 2024
TIME:5 min.
SUBMITTED BY:Jeremy Gross, Economic Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (12:00pm)
SUBJECT:Vail America Days Update (1:30pm)
SUGGESTED ACTION:Listen to update.
PRESENTER(S):Jeremy Gross, Special Event Coordinator
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Vail America Days Helpful Tips
109
Vail Offers Tips for an Enjoyable Fourth of July Celebration
The Town of Vail is ready to welcome guests and area residents for the Fourth of July holiday
which includes Vail’s popular parade, a patriotic concert, family activities and the return of Vail’s
fireworks, which will light up the sky on Thursday, July 4 weather permitting. Those who gather
in Vail and throughout the county are asked to be mindful that fire restrictions could be enacted
at any time for Vail, Eagle County and other surrounding public lands. In addition, to protect
everyone, all personal fireworks are banned in Vail.
For a safe and enjoyable experience, use the following tips:
Vail America Days Parade
The region’s largest parade begins at 10 a.m. Thursday, July 4. The parade will progress from
Golden Peak on Vail Valley Drive, then west to Hanson Ranch Road, north on Bridge Street,
west on Gore Creek Drive, north across the International Bridge, west along Meadow Drive and
finally through the Lionshead Mall to finish at approximately noon. The theme for the parade is
“Let the Games Begin.” The parade will include over 40 floats and entries, with creative designs
that celebrate the sporting nature of Vail. The parade will also feature marching bands and
performances including the Denver Broncos Stampede, Colorado State University Select
Marching Band and Brothers of Brass from Denver. The Vail Precision Lawn Chair Drill Team
will also perform in the parade, celebrating it’s 40th anniversary this year! Dr Jack Eck and his
wife Kathleen Eck, recent recipient of the Vail Trailblazer award, will serve as the Honorary
Parade Marshals. For a good view of the parade, arrive by 9:30 a.m. and pick a location along
the parade route. To help reduce congestion, spectators are encouraged to walk, ride their
bikes or take the bus to the parade. Also, consider leaving your dog at home where it will be
safe from the crowds and loud noises which could startle your pet.
Be sure to bring a reusable water bottle and stay hydrated during the parade. Water refill
stations are located in the Vail Village and Lionshead Welcome Centers, open daily from 9 a.m.
to 5 p.m.
Beginning at 7 a.m., traffic on Vail Valley Drive will be designated one-way westbound from east
of the soccer field to South Frontage Road. Traffic will be rerouted at the intersection of Vail
Valley Drive and South Frontage Road just east of the Vail Village parking structure. Parade
vehicles and local traffic will access Golden Peak from the east along Vail Valley Drive near the
Vail Golf Club. Staging of floats and participants will take place on Mill Creek Circle, Vail Valley
Drive and Hanson Ranch Road. Vail Valley Drive will be closed to all vehicle traffic from east of
the soccer field to South Frontage Road from 9:45 to 11:30 a.m.
Watch the parade live as it rolls into Lionshead on High Five Access Media - Channel 5 or
online at www.highfivemedia.org as well as on Roku and Apple TV beginning at approximately
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10:30 a.m. Coverage will also be provided the Town of Vail’s Facebook page. Subsequent
replays will be available on cable and online, and will be available on demand on the High Five
website.
Family Entertainment
Lionshead Village Bus Stop
10 - 10:50 a.m. Skin the Rabbit
12 - 1 p.m. Skin the Rabbit
1:45 - 3 p.m. Bourbon Brass Band
Vail Village, Intersection of Meadow Drive and Willow Bridge Rd.
12 - 1:45 p.m. Brothers of Brass
2:15 - 3 p.m. Guerilla Fan Fare
Ford Park Lower Bench
12 – 2 p.m. High-altitude ARNG Aviation Training Site (HAATS) Blackhawk landing and display
Patriotic Concert
The Fourth of July Patriotic Concert will take place at 2 p.m. July 4 at the Ford Amphitheater,
featuring the Philadelphia Orchestra. The concert is a benefit for the Vail Veterans Program.
Reserved tickets go on sale July 1 for $25, with a maximum of 4 tickets per person.
• 8 a.m. - Reserved-seat pavilion tickets will go on sale in person only at the Gerald R.
Ford Amphitheater Box Office
• 11 a.m. - Limited number of reserved-seat tickets will go on sale online at
https://grfavail.com/event/july-4-patriotic-concert/
• On the day of the show, free, un-ticketed, lawn seating will be available on a first-come,
first-served basis. Gates open at 12:30 p.m.
Bus Service
EVTA & ECO Transit will provide service for the Vail America Days parade as follows:
Catch the ECO bus for FREE at the following stops: Freedom Park in Edwards at 8:49 a.m.,
Avon Station at 9 or 9:20 a.m., Forest Service parking lot at Dowd Junction at 9:01, 9:21, or
9:41 a.m., or Chambers Park & Ride in Eagle at 8:50, 9:20 am. However, if you are coming from
Gypsum or Leadville, fares are required. Fares are $3 for adults and $2 for children and seniors
with proof of age. Mobile app discounts may apply. For more information on ECO Transit routes
and fares, visit evta.colorado.gov/schedule or call 970-328-3520.
Public Parking
Arrive early on July 4 to enjoy free daytime parking in the Vail Village and Lionshead parking
garages. The 2,500 parking spaces will be filled on a first-come, first-served basis and typically
reach capacity prior to the 10 a.m. start of the parade. Once the two structures fill, additional
parking will be released. Message boards will direct when free overflow parking becomes
available. The overflow parking is allowed until 11 p.m. where signs indicate. Overflow parking
is no longer available from the Main Vail roundabout to Vail Valley Drive on the S. Frontage Rd.
111
Vehicles parked in the Vail Village and Lionshead garages between 4 and 5 a.m. will be
charged the overnight fee of $35.
Parade-goers are also encouraged to utilize free daytime parking in the Red Sandstone garage
located at 559 North Frontage Road, with easy access to Lionshead Village via the pedestrian
overpass. The Red Sandstone parking garage is a great option for vehicles over the height limit
for the Vail Village and Lionshead parking structures. The length restriction is 19 feet and the
height restriction is 8 feet. Vehicles parked in the Red Sandstone garage between 4 and 5 a.m.
will be charged the overnight fee of $15.
Close-in parking at the Ford Park and Vail Athletic Fields lots will be available on a first-come,
first-served basis from 6 a.m. to 11 p.m. An express event bus will run between the Ford Park
bus stop, Vail Village Transportation Center, and the Lionshead Transit Center for quick
transport between the villages. Visit https://www.vail.gov/#Parking for additional parking
information.
Enjoy your trip to Vail and the Vail America Days celebration completely car-free by using transit
options such as the new fare free Eco Transit bus system in Eagle County, or Bustang or
Pegasus, which can take you from Denver Union Station or the Denver Federal Center in
Lakewood to the Vail Transportation Center in Vail Village.
Once you arrive, use the free Town of Vail Bus or a Shift Bike to get to the Vail America Days
Parade.
Oversized Vehicles
Daytime Oversized Vehicles - Oversize vehicles such as trailers, RVs and charter buses have
access to free day parking from 7 a.m. to 11 p.m. on the North Frontage Road across from
Safeway as well as on the south side of the Frontage Road by the West Vail Fire Station with
easy access to the free bus.
Overnight Oversized Vehicles - Paid overnight parking is available on the north side of the North
Frontage Road west of the West Vail Fire Station for $35 per 24 hours. This parking is only
available between the oversize vehicle signs. To pay for the parking, either scan the QR code or
call the phone number on the sign. There is a five-day max stay with only one stay allowed
every 30 days. No camping is allowed in the Town of Vail; this area is for storage of the vehicle
or trailer only. The space will be forfeited if the vehicle is moved.
Library Annual Book and Bake Sale
The Vail Public Library will hold its traditional book and bake sales during the July Fourth
holiday. The library will be closed on Thursday, July 4, while staff and volunteers assist with the
bake sale in front of the library from 8 a.m. to noon – or until the refreshments are gone – and
the book sale from 9 a.m. to 4 p.m. The book sale continues Friday, July 5 and Saturday, July 6
from 11 a.m. to 5 p.m. and Sunday, July 7 from 11 a.m. to 2 p.m.
Fireworks Show
Vail’s popular fireworks show is back for 2024, conditions permitting. The approximately 20-
minute show starts at 9:45 p.m. and will be launched from Vail Mountain. Fireworks will be
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visible across town with a patriotic soundtrack available on KZYR 97.7 and via www.kzyr.com.
Check out the viewing area map at www.discovervail.com/4th. Note, it is illegal to shoot off
personal fireworks in Vail.
Personal Fireworks/Open Fires
The use of all personal fireworks is prohibited in Vail. Personal fireworks are generally defined
as anything that explodes, makes a loud noise or flies in the air. Bonfires and open campfires
are also prohibited in the Town of Vail. Outdoor recreational fires are only allowed in approved
commercial portable fire appliances that are equipped with spark screens. Questions about
open fires and personal fireworks should be directed to Vail Fire and Emergency Services at
970-479-2250. If you live in or are visiting other areas of Eagle County, check with your local fire
department for regulations or visit www.ECEmergency.org. Please be vigilant and call 911 if you
see smoke or something out of the ordinary.
Dismount Zones
To improve interactions between pedestrians and users of wheeled vehicles, Vail’s summer
dismount zone has been reenacted in Vail Village along Bridge Street from the Covered Bridge
to Seibert Circle and along Gore Creek Drive from Checkpoint Charlie to just past Gorsuch Ltd.
Watch for the signs designating the dismount zone. Parts of Lionshead Village also have
dismount zones. For areas outside the dismount zones, bikers and users of other wheeled
vehicles are reminded that pedestrians always have the right of way and to use moderate
speeds in pedestrian areas, 5 mph or less. When passing a slower party, politely alert the other
party by calling out and/or ringing a bicycle bell and passing on the left.
Alcohol
To-go alcohol may be purchased from many local restaurants but may only be consumed in
designated areas. Consumption of alcoholic beverages is prohibited on the streets of Vail. If you
plan to drink, don’t drink and drive, make arrangements to ride the bus or arrange for a
designated driver. Those who arrange an alternate ride home in lieu of driving while intoxicated
may leave their vehicle overnight in the parking garages at no charge. For eligibility, enter after
3 p.m. and leave before 11 a.m. the next day. Please see a parking attendant for verification.
Dogs
Vail has a leash law for dogs in the Vail Village and Lionshead areas. Your cooperation in
keeping your animal in control and on a leash is greatly appreciated. Please also use the town-
provided doggy waste bags. As a reminder, no dogs are allowed on Town of Vail buses.
Lost and Found
If you’ve lost an item on the bus, in the parking structure, or elsewhere in town, visit
www.vail.gov/lostandfound to report it. Items recovered are kept at the Vail Police Department in
the Vail Municipal Building at 75 S. Frontage Road. Or, call 970-479-2208. Questions about
items recovered from Vail Mountain can be directed to https://www.vail.com/explore-the-
resort/about-the-resort/guest-services.aspx.
Holiday Trash Schedule
Residents are reminded that the Fourth of July holiday may mean some schedule adjustments
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for local trash haulers. Remember that Town of Vail wildlife protection regulations prohibit trash
from being left at the curb other than on the day of collection and recycling regulations require
that all properties recycle on site. For recycling assistance, please visit
www.vailgov.com/recycling.
Emergency Assistance
Dial 911 for emergencies. Throughout the day, the Vail Police Department will increase its
presence to provide a safe environment for your celebration. For emergency notifications,
subscribe to Eagle County Alert at www.ecalert.org.
Fourth of July Activities/Events
For details, visit www.discovervail.com/4th or call 970-477-3522.
114
AGENDA ITEM NO. 3.4
Item Cover Page
DATE:July 2, 2024
TIME:20 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (12:00pm)
SUBJECT:Reserves Policy Review (1:35pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Carlie Smith, Finance Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
070224 Reserve Policy Review
115
TO: Vail Town Council
FROM: Town Manager
Finance Department
DATE: July 2, 2024
SUBJECT: Reserves Policy and Project Financing
I. SUMMARY
The town has three major capital projects that Council is currently pursuing over the next
several years. In order to move forward with all three, the town will need to finance at least one
of these projects to maintain an adequate level of resources above the town’s reserve policy.
Before determining the level of financing needed for the upcoming projects, staff was tasked
with reviewing our current reserve policy. The staff has researched reserve policy best practices
and recommendations from the Government Finance Officers Association (GFOA), looked at
reserve impacts from previous emergency events within our own community as well as others,
and has compared our reserve policy to other peer communities.
II. RESERVES POLICY REVIEW
The primary purpose of a reserve policy is to provide a level of protection to the community from
potential risks. The Town of Vail faces risks like revenue shortfalls during recessions and losses
from extreme events such as a wildfire. The town’s reserves are a safety net, ensuring that the
town can respond swiftly and decisively to extreme events. They also play a crucial role in
supporting vital public services during revenue declines. The GFOA recommends a minimum of
two months of operating expenses but advises that communities adjust this based on the
volatility of revenues, vulnerability to extreme events (wildfires), and impacts on our bond rating
while also taking into consideration insurance policies. As a resort community highly reliant on
tourism, with 40% of our revenues coming from sales tax collections, Vail is particularly
vulnerable to economic fluctuations. Other revenue sources that support operations such as lift
tax, real estate transfer tax, property tax, and parking sales are also highly dependent on
tourism. The town is also at risk for extreme events that pose significant threats, particularly
wildfires.
The current reserve policy is to maintain a fund balance of 35% of annual General Fund
Revenues, approximately $22.0M. The Town has no formal reserve restrictions for any other
funds. The Town’s total annual operating costs for 2024 are budgeted at $70.2M across all of
the Town’s funds. This means that the reserve policy would cover approximately 31% of the
town's current operations (approximately 3.7 months of operating costs). This excludes capital
projects, maintenance, larger events, one-time events, and planning projects. As Council looks
to take on additional debt to fund priorities identified through the strategic plan, Council should
also take into consideration that rating agencies also associate the level of ratings with fund
116
Town of Vail Page 2
balance. This is, of course, only one factor contributing to the town’s rating; however, Council
should be aware that this is an important consideration.
2008 Great Recession
During the Great Recession, the town’s sales tax revenues decreased by $2.7M, or 14%, in
2009 compared to 2008. The recession continued to impact revenues over the next three years
and did not fully rebound back to 2008 levels until 2012. Other revenues such as lift tax,
parking, construction,and RETT were also significantly impacted. Overall revenues decreased
by $14.1M, or 24.3% in 2009 when compared to 2008. Total revenues recovered in 2014.
During the recession, staff cut back on operating expenditures, capital projects and managed
staffing vacancies; however, reserves were still utilized in the Real Estate Transfer Tax Fund in
2009 and within the Vail Local Market District Fund in 2008 and 2009.
Wildfires
A wildfire could have devastating impacts on the Town’s finances. Wildfire costs vary greatly
depending on factors such as duration, size, housing density, etc. The total cost of a wildfire is
difficult to quantify because, in addition to direct suppression costs, infrastructure costs, loss of
revenue, other costs such as workforce loss, future impacts to tourism due to changes in the
landscape, and business disruptions are hard to track. The attached excerpt from a Western
Forestry Leadership Coalition report gives examples and cost estimates from a few more recent
fires across the country, including the Grizzly Creek fire (2020) and the East Troublesome fire
(2020) in Colorado. For the fires reviewed in the study, suppression costs alone ranged
between $20.0M to $230.0M. It is estimated that 46% of the total costs of a fire are incurred
at the local level and that local governments generally front reimbursable costs of
disasters an average of 18 months.
As part of this exercise, staff is also exploring the potential of adding parametric insurance. This
type of insurance contract insures a policyholder against the occurrence of a specific event by
paying a set amount based on the magnitude of the event.
Reserve Policy Comparison
Lastly, staff researched reserve policies of other resorts and peer communities for comparison
which show that Vail’s policy is similar.
• Aspen: 25% of General Fund annual expenditures, 100% of annual expenditures in art
and culture fund, with at least 12.5% of annual appropriated expenditures in most other
funds
• Breckenridge: Four months of operational expenditures in the General Fund, in addition
to fund balance requirements in other funds
• Frisco: Seven months of General Fund expenditures
• Eagle County: 25% across all operating funds or no less than three months of annual
operating expenditures
• South Lake Tahoe: 25% of annual operating expenditures
• Hilton Head: 35%-40% of annual operating expenditures
• Sedona: 30% of operating expenditures; Capital Fund Reserve: at a minimum, the fiscal
year-end fund balance, coupled with estimated revenues, must be sufficient to fund the
“pay-as you-go” capital fund obligations for the next fiscal year
117
Town of Vail Page 3
III. RESERVE RECOMMENDATION AND NEXT STEPS
Based on staff research, staff recommends keeping the town’s reserve policy of 35% of annual
General Fund revenues.
118
46 2022 THE TRUE COST OF WILDFIRE IN THE WESTERN U.S.
CASE STUDIES
T his section includes eight case
studies of major western wildfires
that have occurred since the last
True Cost of Wildfire report. They
cover a wide geographic range and are
illustrative of some of the major types
of costs incurred and their variability,
referencing cost categories from the
typology above.
Each case includes a description of how
costs were quantified, when possible,
and what data sources were used.
Several federal cost data sources are
widely available and were used across
most of these case studies, including
the National Wildland Fire Coordinating
Group (NWCG) Incident Status Summary
(ICS-209) reports from the Incident
Command System, and the Burned Area
Emergency Response (BAER) reports.
Other federal incident costs were
obtained from the Wildland Fire Decision
Support System (WFDSS).
Many of the cost estimates, particularly
for indirect costs, came from newspaper
articles, academic studies, and
consulting reports. A summary of key
information and costs for each case
study is given in Table 4, followed by
detailed descriptions of each.
TABLE 4 Summary information for case study fires
Wildfire
and State Year Acres
Suppression
Cost
Other Quantified
Costs and Losses
Unquantified
Costs and Losses
Camp Fire
California
2018 153,336 $120 million
(ICS-209)
• $10+ billion insured
losses (18,804 structures de-
stroyed)
• ~$12.5 billion uninsured losses
• $5.6 billion economic losses to
Butte County infrastructure
• $2 billion debris removal
• $700 million to restore power
• Loss of town social fabric and
economic base
• Loss of water system and decline
in water quality
• Extensive displacement of
population from Paradise to
neighboring jurisdictions
• Loss of tax base
Thomas Fire
California
2017-
2018
281,893 $230 million
(ICS-209)
• $2.3 billion insured losses (1,063
structures)
Post-fire flooding impacts:
• $388 million insured
residential property losses
• $110 million basin/
channel debris removal
• $55 million bridge repairs
• Loss of power to a quarter of
a million Southern California
Edison customers
• Impacts to wages,
employment, and services from
U.S. Highway 101 closure
• 128 miles of perennial streams,
1,211 miles of intermittent
streams heavily impacted
Carlton
Complex Fire
Washington
2014 256,108 $68 million
(WFDSS)
• $98 million in insured losses (over
353 homes)
• $10 million utility repair costs
• $1.6 million damage to orchards
• up to $50 million in
long-term cost for
livestock industry
• $70 million estimated
“annual secondary
economic losses”
• Damage to 366 miles of power
lines
• Agricultural damage to fruit trees,
irrigation systems, fences and
grazing land
• Two major highways closed from
fire, blockages from slides
• Fish habitat impacted
Eight Wildfires: How Their Impacts, Economics Influence the West
119
WESTERN FORESTRY LEADERSHIP COALITION 47
Wildfire
and State Year Acres
Suppression
Cost
Other Quantified
Costs and Losses
Unquantified
Costs and Losses
Klondike/
Taylor Creek
Fires
Oregon
2018 Klondike:
175,258
Taylor Creek:
52,839
Klondike:
$104 million
(ICS-209)
Taylor Creek:
$41 million
(WFDSS)
• $2 million in lost revenue from
the Shakespeare Festival
• Evacuations of multiple
communities
• Intense smoke and
associated health risks
• Road and trail damage
Wallow Fire
Arizona
2011 538,049 $175 million
(WFDSS)
• $37 million: cleanup,
assessment, and rebuilding
(non-structure loss)
• 70 structures lost (cost unknown)
• 324 miles of trails and
kiosks/ signage damaged or
destroyed
• Property tax base impacts
• 200 miles of roadways closed,
major highway segments closed
for two months
Las Conchas
Fire
New Mexico
2011 156,593 $48 million
(NIFC)
• $58 million estimated cost from
six-day work shutdown at Los
Alamos National Laboratory
• 112 structures destroyed (cost
unknown)
• Post-fire flooding threatened
tribal community water supply,
bridges, dams, and reservoirs
• Post-fire sedimentation impacted
Rio Grande and Cochiti Reservoir,
and shut down Albuquerque
water intakes for 66 days
Grizzly Creek
Fire
Colorado
2020 32,631 $41 million
(ICS-209)
• $116 million estimated cost of
highway repairs/debris removal
• $45 million estimated in water-
shed restoration
• at least $8 million required for
sediment removal for Glenwood
Springs water supply
• Several multi-week closures of
critical segment of Interstate 70
• Detours added up to four hours
travel time
• Major supply chain impacts
• Glenwood Springs water supply
interrupted for 40 days
• Popular Hanging Lake
recreation site closed
for 8 months
East
Troublesome
Fire
Colorado
2020 193,812 $20 million
(ICS-209)
• $543 million insured losses (366
homes and 214 outbuildings and
commercial structures destroyed;
1,602 structure and auto claims)
• $27 million estimated to remove
debris
• $136 million estimated cost to
restore watersheds damaged in
the East Troublesome and nearby
Cameron Peak fires
• Impacts on regional tourism and
recreation industry
• Highway closures lasting longer
than two weeks
• Drinking water supply
for one million people threatened
120
AGENDA ITEM NO. 3.5
Item Cover Page
DATE:July 2, 2024
TIME:45 min.
SUBMITTED BY:Matt Gennett, Community Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (12:00pm)
SUBJECT:Civic Area Plan Update (1:55pm)
SUGGESTED ACTION:Listen to update and provide feedback.
PRESENTER(S):Matt Gennett, Community Development Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Civic Area Follow-up
Council Update Presentation
121
To: Vail Town Council
From: Community Development Department
Date: July 2, 2024
Subject: Vail Civic Area Implementation Plan – Follow-up Presentation
I. Summary
At the May 21, 2024, Vail Town Council meeting, staff and the consultant team provided Council
with an update on the work performed to date for the Vail Civic Area Plan Spatial, Architectural
Programming, and Economic Analysis project. During the presentation and discussion , Council
provided the project team with the following feedback:
• Prioritize replacement of municipal offices and redevelopment of the municipal site.
o Municipal offices should redevelop on the municipal site with a portion of the site reserved
for private partnerships.
o The civic hub site and public works site may play a role while the municipal site is
undergoing redevelopment.
• Hold off on additional programming studies for the civic hub site until topics requiring action
can be clarified and community needs confirmed to establish consensus on a vision.
• Spatial and programming studies of all three sites is too large in scope for this implementation
project. Make recommendations to consider strategies on the other two sites to preserve
flexibility in the future.
• Redevelopment of the Lionshead Parking Structure should be part of a future civic hub
discussion.
Since the May 21st Council meeting, the project team has modified the original scope of work for
the project to focus on the programming options for the municipal site as the top priority. The team
will present what seems to be the current preferred alternative for programming on th e municipal
site and ask council for their input and feedback to incorporate into a refined best option.
II. Next Steps
Refine the preferred programming option for the municipal site in response to further input from
Council received during today’s discussion.
Meet with the taskforce to share the revised project scope and ask for input on the preferred
option for the municipal site.
Hold an in-person public engagement workshop to share the conceptual model for the municipal 122
site and identify the highest priority needs of the community for incorporation into future studies
of the civic hub site.
III. Action Requested of Council
Staff requests the Vail Town Council review the presentation and provide input on the
preferred option for the municipal site and proposed next steps.
IV. Attachments
A. Revised Presentation – Vail Civic Area Implementation Plan: Spatial,
Architectural Programming, and Economic Analysis, July 2024
123
SPATIAL, ARCHITECTURAL PROGRAMMING, AND
ECONOMIC ANALYSIS
TOWN OF VAIL | JULY 2024
VAIL CIVIC AREA
IMPLEMENTATION PLAN
COUNCIL UPDATE
124
VAIL CIVIC AREA PLAN | 2018 -2019
Vail’s Civic Area | 31
Images depict how the South Frontage Road could be re-located and massing
studies for the potential pre-development of the Municipal Building Site.
Municipal Building Site
Vail’s Civic Area | 27
Six key sites – Vail Public Library, Lot 10,
Middle Creek Parcel, Dobson Ice Arena,
Lionshead Parking Structure and Charter
Bus Lot comprise the Civic Hub. While
this area currently includes a number of
important community assets, it has great
potential to become a more cohesive, vibrant
activity center. With the development
potential afforded by the Charter Bus Lot,
the Civic Hub presents the opportunity
for Vail to implement change that will be
transformational for the community.
Public Places and Connectivity
Buildings will be instrumental to the success
of the Civic Area, but the public outdoor
spaces and connectivity between buildings
and outdoor spaces are critical to creating
the “place”. Outdoor spaces and safe,
efficient, enjoyable connectivity is essential
to the success of the Civic Area. Improving
connectivity between the Civic Hub and
the Municipal Building Site, the connectivity
between buildings and uses within the Civic
Hub and connectivity with the Civic Hub to
Vail Village and Lionshead are discussed
below.
Civic Hub
Municipal Building Site
Vail’s Civic Area | 55
vail ’s M unicipal B uilding s ite
Address an aging structure by demolishing and replacing
the buildings on site to work with all or some existing town
operations to allow for a development opportunity that will
allow for other uses.
a place for co MM unity
By creating multi-use spaces that are complimentary to Vail
and Lionshead to allow for culture, commerce, athletics, and
education for the community to engage in.
the outdoors and nature
Foster outdoor gatherings by creating public spaces that
integrate indoor spaces with the outdoors that allow for
public art and streets as parks with safety in mind.
sustaina B ility
Enhance economic vitality and environmental stewardship by
creating partnerships with the private sector, creating more
workforce housing and incorporating renewable resources in
construction of new buildings.
B uilding upon the civic
area plan goals
council update 125
MUNICIPAL SITE
THE RESIDENCE AT MAIN VAIL
72 UNITS
TIMBER RIDGE II
(1.4 MILES AWAY)
293 UNITS
LIONS RIDGE
(1.4 MILES AWAY)
113 UNITS
WEST MIDDLE CREEK 250-275 UNITSWEST VAIL HOUSING
(2.1 MILES AWAY)
48 UNITS
VAIL CIVIC AREA | IMPLEMENTATION - STUDY AREA
council update council update126
VAIL COMMUNITY
DEVELOPMENT
VAIL POLICE DEPARTMENT
MUNICIPAL COURT AND
COUNCIL CHAMBERS
RECYCLE CENTER
VAIL HEALTH HOSPITAL
EVERGREEN
LODGE AT VAIL
PUBLIC
ACCOMMODATION
COMMERCIAL
SERVICE CENTER
HIGH DENSITY
MULTIPLE
FAMILY
GENERAL USE
• Demolish and replace all
portions of existing building to
improve structure.
• Re-configure all existing
town operations to create
development parcel for mixed-
use and workforce housing.
• Integrate site with the rest of
town.
B ig ideas
VAIL CIVIC AREA | SITUATIONAL CONTEXT
M unicipal site
127
existing - 44,900 sq . ft . +=proposed - 14,000 sq . ft . total town of vail space needs
- 58,900 sq . ft .
VAIL CIVIC AREA | EVALUATING THE TOWN’S SPACE NEEDS
MUNICIPAL OFFICES
14,900 SF
MUNICIPAL OFFICES
5,000 SF
20,000 SF
POLICE
30,000 SF
POLICE
9,000 SF 39,000 SF
council update council update128
S FRONTAGE RD W
INTERS
T
A
T
E
7
0
VA
I
L
R
D
55,000-70,000
SQ. FT.
30’ HEIGHT
RESTRICTION
M unicipal site : 180,000 sq . ft . - 210,000 sq . ft .
FLIGH
T
P
A
T
H
+/- 68’ HEIGHT LIMIT
55,000 - 70,000 SQ. FT.
125,000 - 140,000 SITE SQ. FT.
FLIGHT PATH
+/- 140,000 SQ. FT.
+/- 140,000 SQ. FT.
legend
VAIL CIVIC AREA | POTENTIAL DEVELOPMENT BUILD-OUT
Existing / All of Town Services
Existing Buildings
Proposed / Town Development Program
future town space needs
58,900 SQ. FT.
B uildout potential for the M unicipal site .
+/-210,000 SQ. FT.
129
M unicipal site
KEY THEMES
Provide a multi-purposed
place for flexibility that
addresses a number of
local needs.
l iving r oo M
Create a gathering place
for locals that is inviting to
visitors.
p rioritize l ocals
Organize key
representatives of town
departments in the
core. Utilize the public
works site for less visible
positions.
K eep s taff v isi B le
Create civic spaces which
engage with the outdoors
and broader views.
c onnect to n ature
+/- 68’ HEIGHT LIMIT
55,000 - 70,000 SQ. FT.
125,000 - 140,000 SITE SQ. FT.
FLIGHT PATH
+/- 140,000 SQ. FT.
VAIL CIVIC AREA | CIVIC TASK FORCE INPUT
council update council update130
VAIL CIVIC AREA | MUNICIPAL SITE: BIG IDEAS AND ASSUMPTIONS
council update
esta B lish
a project gateway
along east side
of property
– no building
development east
of police station
direct
pedestrian energy to
west edge through
Evergeen site to Lot
10 and to east edge
of property into Vail
Village
goals
B ury
all parking – except
short-term / drop-
off uses
articulate
building massing into stepped
vertical bays to articulate and
reduce monolithic / linear
massing
push
to the extent possible, all building
massing to the northern edge of
property at west roundabout to
maintain open space and create
a community “front porch” for
potential community/civic uses
activate
the ground floor along South
Frontage Road with articulated
building massing, fenestration,
landscaping and non-residential
uses
screen
all services
131
VAIL CIVIC AREA | MUNICIPAL SITE: COMPARISON
142,400 gsf
20,000 sf Municipal Offices
19,700 sf Police
5,000 sf Police gym
town progra M
potential sella B le develop M ent
all acres sella B le
1.38 acres
potential sella B le develop M ent
all acres sella B le
town progra M
all acres sella B le
226,000 total gsf
2.03 acres
1.55 acres
19,500 sf Municipal Offices
13,000 sf Public Program
158,100 total gsf
44,700 gsf
total
total
145,100 sf
potential sella B le develop M ent
council update council update132
option 1 - hu B as co MM unity ’s living roo MVAIL CIVIC AREA | MUNICIPAL SITE: ALTERNATIVE ONE
142,400 gsf
20,000 sf Municipal Offices
19,700 sf Police
5,000 sf Police gym
44,700 gsf
option a
town progra M
potential sella B le develop M ent
all acres sella B le
1.38 acres
p otential s ella B le l and
133
STEP 1:
STEP 2:
STEP 3:
STEP 4:
STEP 5:
VAIL CIVIC AREA | NEXT STEPS
Provide a context presentation to the Civic Task Force describing the
existing physical and land use conditions of the civic hub, municipal
site and public works site as well as opportunities and constraints of
program development scenarios.
Summarize Civic Task Force input from previous meeting and present
updated program development scenarios.
Refine the preferred programming option for the municipal site in
response to further input from Council during today’s discussion.
Hold public engagement workshops to identify the highest priority needs
of the community and share concepts for the municipal site.
Review implementation plan recommendations with council.
council update134
VAIL CIVIC AREA | IMPLEMENTATION - PURPOSE OF THE PLAN
jan fe B M ar apr M ay jun jul aug
20242023
situational analysis
guiding principles
town M eetings
opti M al plan for town offices
opti M al plan for charter B us lot
develop alternative site scenarios
co MM unity
wor K shop
council wor K
session
civic tas K force
M eeting
coMMunity engageMent
dec
project ti M eline
135
AGENDA ITEM NO. 4.1
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Jamie Leaman-Miller, Community Development
ITEM TYPE:DRB/PEC Update
AGENDA SECTION:DRB/PEC (2:40pm)
SUBJECT:DRB/PEC Update (5 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
DRB Results 6-19-24
PEC Results 6-24-24
136
Design Review Board Minutes
Wednesday, June 19, 2024
2:00 PM
Vail Town Council Chambers
Present: Roland J Kjesbo
Kit Austin
Rys Olsen
Herbert Roth
Absent: Mary Egan
1. Virtual Meeting Link
Register to attend Design Review Board Meetings. Once registered, you will receive
a confirmation email containing information about joining this webinar.
2. Call to Order
3. Main Agenda
3.1 DRB24-0159 - 9 Vail Road 24 LLC
Final review of an exterior alteration (landscape/gate)
Address/ Legal Description: 9 Vail Road 2E/Lot B, Vail Village Filing 2
Planner: Heather Knight
Applicant Name: 9 Vail Road 24, represented by Zehren and Associates
DRB24-0159_Presentation.pdf
(Austin recused)
Roland J Kjesbo made a motion to Table to the DRB meeting on July 3, 2024; Rys Olsen seconded
the motion Passed (3 - 0).
3.2 DRB23-0147 - LeMay Residence
Final review of an exterior alteration (stucco/entry/railing)
Address/ Legal Description: 2317 Garmisch Drive/Lot 20, Block H, Vail Das Schone Filing 2
Planner: Jamie Leaman-Miller
Applicant Name: Brian LeMay
DRB23-0147 Documents.pdf
DRB23-0147 Plans.pdf
Herbert Roth made a motion to Table to a meeting date uncertain; Roland J Kjesbo seconded the
motion Passed (4 - 0).
3.3 DRB24-0138 - Selak Holdings
Final review of an addition (parking/garage/elevator)
Address/ Legal Description: 1759 Sierra Trail, Lot 19, Vail Village West Filing 1
Planner: Greg Roy
Design Review Board Meeting Minutes of June 19, 2024
1
137
Applicant Name: Selak Holdings, represented by TAB Associates
DRB24-0138 Plans 6-19.pdf
Rys Olsen made a motion to Approve with the condition that the exterior stair from the parking
area meets the required side setback; Herbert Roth seconded the motion Passed (4 - 0).
3.4 DRB24-0156 - West Middle Creek
Final review of new construction (multi-family/mixed use)
Address/ Legal Description: 199 North Frontage Road West/Tract A, Middle Creek Subdivision
Planner: Greg Roy
Applicant Name: West Middle Creek, represented by Shears Adkins Rockmore Architects
DRB24-0156 Part 2.pdf
DRB24-0156 Part 1.pdf
DRB24-0156 Part 3.pdf
DRB24-0156 Part 4.pdf
DRB24-0156 Part 5.pdf
2024.06.19 DRB Exhibits.pdf
Fire Truck Turning Exhibit.pdf
Vail WMC - 2-YR FP Setback Encroachment Exhibit.pdf
Roof Material Exhibit.pdf
DRB24-0156 Geohazard Assessment.pdf
Xcel Will Serve Letter.pdf
West Middle Creek TIS.pdf
WMC Title Commitment 5.22.24.pdf
Holy Cross Will Serve.pdf
Lumen Will Serve.pdf
(Austin recused)
Rys Olsen made a motion to Approve with the following conditions of approval and the findings the
application meets Vail Town Code Section 14-10-3, 14-10-4, 14-10-5, 14-10-6, 14-10-7, 14-10-8
1. Prior to building permit issuance the applicant shall provide the Ability to Serve Letter from
Eagle River Water and Sanitation District.
2. Prior to building permit issuance the applicant shall provide the separate document showing
the Eagle River Water and Sanitation District easement amendment.
3. Prior to building permit issuance the applicant shall provide approval from Eagle River Water
and Sanitation District for the improvements in the relocated utility easement
4. Prior to building permit issuance the applicant shall revise the site plan to not encroach into the
setback for Middle Creek or receive a variance to permit encroachment into the required setback.
5. Prior to building permit issuance the applicant shall receive a variance to permit the
vertical circulation building encroachment into the required front setback.
6. Prior to building permit issuance the applicant shall receive approval from the Planning
and Environmental Commission for a Mobility Plan per Town Code Section 12-6I-13.
7. The applicant shall provide an updated Environmental Impact Report to be reviewed by
the Planning and Environmental Commission prior to building permit issuance.
8. Prior to building permit issuance the applicant shall provide an updated Geologic Hazard
Assessment that states whether the site can or cannot be developed for the specific structures
or use proposed with or without corrective engineering in accordance with Town Code Section
12-21-13.
9. Prior to building permit issuance the applicant shall provide PE stamped plan and detail showing
all disturbed and/or topsoiled amended slopes that exceed 2:1 for review and approval by DRB
per Town Code.
Design Review Board Meeting Minutes of June 19, 2024
2
138
10. Prior to issuance of an Excavation and/or Building Permit a CDOT Access Permit approval
shall be provided by the applicant. 11. Prior to issuance of Building Permit a Final Drainage Report shall be provided by the applicant
for review and approval.
12. Prior to building permit issuance the applicant shall adjust Bus Stop to maintain a four-foot
clearance around North Recreational Trail from all structure and walls or as approved by the
Town Engineer.
13. Prior to Building Permit issuance the applicant shall realign North Recreational Trail crossing
of east access to be 20’ back from South Frontage Road travel lane or as approved by the
Town Engineer.
14. Prior to Building Permit issuance the applicant shall add approved lighting at access points and
the bus stop.
15. Prior to Building Permit issuance the applicant shall revise specifications on size of boulders
for “Boulder Shoring” to be 12-18” in diameter for review and approval by the Town Engineer.
16. Prior to Building Permit issuance the applicant shall show “Boulder Shoring” at back of tree
wells so that the slope is less than 2:1.
17. Prior to Building Permit issuance the applicant shall note on the landscaping plan that all erosion
control blanket will be free of plastic and completely biodegradable, not only photodegradable.
18. The applicant shall provide CDOT approval for a Special Use Permit prior to construction of
the bus stop.
19. The applicant shall provide CDOT approval for an Access Permit Notice to Proceed prior
to construction of the proposed accesses or any temporary construction access.
20. The applicant shall receive a CDOT Special Use Permit and Town of Vail Public Way Permit
prior to any required work or staging within the Frontage Road Right-of-way.
21. The applicant shall maintain the 15’ height maximum for all retaining walls with any
revisions necessary to accommodate fire department access.
; Herbert Roth seconded the motion Passed (2 - 1).
Voting For: Herbert Roth, Rys Olsen
Voting Against: Roland J Kjesbo
4. Staff Approvals
4.1 DRB21-0334.003 - Mexamer Forest Road LLC
Final review of a change to approved plans (chimney cap/mechanical flues)
Address/ Legal Description: 816 Forest Road/Lot 14, Block 1, Vail Village Filing
6 Planner: Jonathan Spence
Applicant Name: Mexamer Forest Road, represented by KH Webb Architects
4.2 DRB22-0170.002 - Almresi Deck Expansion
Final review of a change to approved plans (extension of DRB approval)
Address/ Legal Description: 298 Hanson Ranch Road/ Lot C, Block 2, Vail Village Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Vista Bahn Building, represented by Mauriello Planning Group
4.3 DRB23-0037.002 - Town of Vail Landscape
Final review of a change to approved plans (concrete paving)
Address/ Legal Description: 1309 Elkhorn Drive/Unplatted - TOV Public Work Offices
Planner: Jonathan Spence
Applicant Name: Town of Vail, represented by Todd Oppenheimer
4.4 DRB23-0115.001 - Moulton Residence
Final review of a change to approved plans (landscape/pavers)
Design Review Board Meeting Minutes of June 19, 2024
3
139
Address/ Legal Description: 2558 Arosa Drive/Lot 6, Block C, Vail Das Schone Filing 1
Planner: Greg Roy
Applicant Name: H. Edward Moulton
4.5 DRB23-0363.001 - Harris Residence
Final review of a change to approved plans (landscaping)
Address/ Legal Description: 2528 Arosa Drive/Lot 7, Block C, Vail Das Schone Filing 1
Planner: Greg Roy
Applicant Name: Leanna & James Harris, represented by John G Martin Architect
4.6 DRB23-0437.001 - Torzetto Residences
Final review of a change to approved plans (landscape)
Address/ Legal Description: 4327 Streamside Circle West East and West/4337 Streamside Circle
West East and West/4367 Streamside Circle West East and West/Lots 6, 7, 8, Bighorn Subdivision
4th Addition
Planner: Jonathan Spence
Applicant Name: Torzetto, represented by Fieldscape
4.7 DRB24-0058 - Wallach Residence
Final review of an exterior alteration (windows/doors)
Address/ Legal Description: 2470 Chamonix Lane H2/Lot 2, Block B, Vail Das Schone Filing 1
Planner: Heather Knight
Applicant Name: Forbes Wallach, represented by Renewal By Andersen
4.8 DRB24-0100.001 - CP I QPR Trust
Final review of a change to approved plans (railing)
Address/ Legal Description: 332 Mill Creek Circle/Lot 11, Block 1, Vail Village Filing 1
Planner: Jonathan Spence
Applicant Name: CO I QPR Trust, represented by Berglund Architects
4.9 DRB24-0142 - Grand Hyatt
Final review of an exterior alteration (chiller)
Address/ Legal Description: 1300 Westhaven Drive/Cascade Village - Vail Cascade Resort
Planner: Greg Roy
Applicant Name: Vail Hotel Partners LLC, represented by Colorado HVAC Services
4.10 DRB24-0148 - Joubran Residence
Final review of an exterior alteration (landscape/tree removal)
Address/ Legal Description: 454 Beaver Dam Road/Lot 5, Block 2, Vail Village Filing 3
Planner: Jonathan Spence
Applicant Name: David Joubran, represented by Ceres Plus
4.11 DRB24-0153 - Oneill Residence
Final review of an exterior alteration (landscaping)
Address/ Legal Description: 2820 Aspen Court B/Lot 14,Vail Village Filing 11
Planner: Jonathan Spence
Applicant Name: Thomas Oneill & Ann David, represented by Ceres+ Landscape Architecture
Design Review Board Meeting Minutes of June 19, 2024
4
140
4.12 DRB24-0154 - Holtvluwer Residence
Final review of an exterior alteration (windows)
Address/ Legal Description: 4770 Bighorn Road 1O/Racquet Club Townhomes
Planner: Greg Roy
Applicant Name: Bobbin Holtvluwer, represented by Epiphany Developments
4.13 DRB24-0162 - Squash Blossom
Final review of an exterior alteration (planters)
Address/ Legal Description: 198 Gore Creek Drive 166/Lot 1, Lodge Subdivision
Planner: Jamie Leaman-Miller
Applicant Name: John & Patrice Cogswell, represented by Squash Blossom Vail
4.14 DRB24-0170 - Town of Vail
Final review of an exterior alteration (electrical)
Address/ Legal Description: Main Gore Drive South/Public Right of Way
Planner: Greg Roy
Applicant Name: Town of Vail, represented by Russell Farmer
4.15 DRB24-0173 - Vailwest LLC
Final review of an exterior alteration (retaining wall/windows)
Address/ Legal Description: 1800 Sierra Trail/Lot 25, Vail Village West Filing 1
Planner: Jonathan Spence
Applicant Name: Vailwest, represented Ethos Landscaping
4.16 DRB24-0175 - Brown/Kutner Residence
Final review of an exterior alteration (A/C, screen)
Address/ Legal Description: 684 West Lionshead Circle 214/Lot 8, Block 1, Vail Lionshead Filing 3
Planner: Jamie Leaman-Miller
Applicant Name: Robert Brown & Jean Kutner, represented by Pierce Austin Architects
4.17 DRB24-0181 - Vail Corp
Final review of an exterior alteration (sign)
Address/ Legal Description: 244 Wall Street M1/Lot A & C, Block 5C, Vail Village Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Vail Corp The Fixed Assets Department, represented by Zehren & Associates
4.18 DRB24-0182 - Vail Corp
Final review of an exterior alteration (window/door)
Address/ Legal Description: 244 Wall Street M1/Lot A & C, Block 5C, Vail Village Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Vail Corp The Fixed Assets Department, represented by Zehren & Associates
4.19 DRB24-0183 - Schapperle Residence
Final review of an exterior alteration (landscaping)
Address/ Legal Description: 3817 Lupine Drive B/Lot 3, Bighorn Subdivision 2nd Addition
Planner: Heather Knight
Design Review Board Meeting Minutes of June 19, 2024
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141
Applicant Name: John F. Schapperle, represented by Berich Masonry Mountain Division
4.20 DRB24-0185 - Miller Residence
Final review of an exterior alteration (gate/loft/re-roof/patio door)
Address/ Legal Description: 4289 Nugget Lane/Lot 6, Bighorn
Estates Planner: Heather Knight Applicant Name: Steven Miller & Ann Kennedy, represented by Alicia Davis Architect
4.21 DRB24-0190 - Matterhorn1546
Final review of an exterior alteration (deck)
Address/ Legal Description: 1546 Matterhorn Circle 6/Hobbit Hill Phase 1
Planner: Jonathan Spence
Applicant Name: Matterhorn1546, represented by Shepherd Resources
4.22 DRB24-0191 - The Hythe
Final review of a tree removal
Address/ Legal Description: 715 West Lionshead Circle/West Day Subdivision
Planner: Heather Knight
Applicant Name: The Hythe, represented by Old Growth Tree Service
4.23 DRB24-0192 - Bishop Park
Final review of a tree removal
Address/ Legal Description: 63 Willow Place/Lot 2, Block 6, Vail Village Filing 1
Planner: Jonathan Spence
Applicant Name: Bishop Park Condos, represented by Old Growth Tree Service
4.24 DRB24-0194 - Moe Residence
Final review of a tree removal
Address/ Legal Description: 2019 Chamonix Lane B/Lot 29, Buffehr Creek Resubdivision
Planner: Heather Knight
Applicant Name: Warren Moe, represented by Vail Valley Tree Services
4.25 DRB24-0195 - Cross Residence
Final review of an exterior alteration (windows)
Address/ Legal Description: 4770 Bighorn Road 1M/Racquet Club Townhomes
Planner: Jonathan Spence
Applicant Name: Kevin & Melanie Cross, represented by St John Construction
4.26 DRB24-0196 - Kelton Residence
Final review of a tree removal
Address/ Legal Description: 1034 Homestake Circle/Lot 5, Block 6, Vail Village Filing 7
Planner: Heather Knight
Applicant Name: Arthur & Elaine Kelton, represented by Vail Valley Tree Services
4.27 DRB24-0200 - Garfield & Hecht Residence
Final review of an exterior alteration (door/patio/retaining wall/fireplace)
Address/ Legal Description: 1598 Golf Terrace K36/Lot 1, Sunburst Filing 3
Design Review Board Meeting Minutes of June 19, 2024
6
142
Planner: Heather Knight
Applicant Name: Garfield & Hecht, represented by Piera Construction Services LLC
4.28 DRB24-0203 - Vail Public Library
Final review of an exterior alteration (windows)
Address/ Legal Description: 292 West Meadow Drive/Lot 5, Block 1, Vail Lionshead Filing 2
Planner: Jonathan Spence
Applicant Name: Town of Vail, represented by John King
4.29 DRB24-0205 - Vail Spa Condos
Final review of an exterior alteration (condenser)
Address/ Legal Description: 710 West Lionshead Circle 313/Lot 1, Block 2, Vail Lionshead Filing 3
Planner: Jonathan Spence
Applicant Name: Peachtree Holdings LTD Vail Spa, represented by Eagle Mountain Plumbing & HVAC
5. Staff Denials
6. Adjournment
Rys Olsen made a motion to Adjourn ; Roland J Kjesbo seconded the motion Passed (3 - 0).
Design Review Board Meeting Minutes of June 19, 2024
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143
Planning and Environmental Commission Minutes
Monday, June 24, 2024
1:00 PM
Vail Town Council Chambers
Present: David N Tucker
William A Jensen
Robert N Lipnick
Scott P McBride
Brad Hagedorn
Robyn Smith
Absent: John Rediker
1. Virtual Link
Register to attend the Planning and Environmental Commission meeting. Once registered,
you will receive a confirmation email containing information about joining this webinar.
2. Call to Order
3. Worksession
3.1
A work session of the Planning and Environmental Commission to review the West
Vail Master Plan – Chapter 2: West Vail Center for the future prescribed regulations
amendment application.
Presenter: Greg Roy
Work Session Staff Memo .pdf
Planner Roy gives a presentation. He walks through some local case studies. He touches on
discussion points regarding uses.
Hagedorn and Roy discuss the areas where these commercial uses would apply.
Jensen and Roy discuss the subcategories of retail uses. The intent is for the code to be consistent
with other areas of Town.
Lipnick asks about breweries and distilleries, are they the best use of commercial space? Roy says
the smaller tasting rooms could be appropriate and are a lively use. Lipnick has concerns about a
full-scale operation, as well as commercial cleaning services.
Discussion on the best code language regarding breweries, and how it relates to the existing
definitions in code. The vibrance abd activity of tasting rooms is desired but full scale production
could be a concern.
Tucker asks about below grade or basement spaces. Roy says there is currently nothing, but it could
be considered, recommends further thought on what might be acceptable below grade.
PEC and Roy discuss the suitability of convention facilities as a conditional use.
Planning and Environmental Commission Meeting Minutes of June 24, 2024
1
144
Hagedorn asks about childcare, Roy says it’s a conditional use to match the other zone
districts, Hagedorn suggests it could be a permitted use instead.
Smith recommends dwelling units and lodging units be moved from permitted to conditional, so that
some paramets and conditions can be applied to these. Lodging wasn’t a primary community desire
in this area. EHUs would remain a permitted use.
Discussion of private parking structure and multi-use loading facilities, as well as parking
requirements. Smith wants to limit surface parking as appropriate. There is further discussion of
transportation services.
Tucker brings up the previous talking point of deed restrictions for commercial space. Roy
says additional research still needs to be done on that, the use would not vary.
Smith says with regard to pet shops, live animal sales should be a conditional use.
Roy says arcades are an architectural feature in the Town Code. Discussion of the best place
for gardens in the uses.
Discussion of tobacco stores, this would not permit marijuana shops. The Town has issued a
moratorium on marijuana shops.
Hagedorn & Smith support limiting first floor office use. Discussion of how zoning standards such as
site coverage and setbacks relate to the uses.
Smith suggests updating some of the numbers in Appendix 2 of the master plan.
Hagedorn asks for public comment.
Michael Warren speaks on behalf of hospitality uses. There is an opportunity for hospitality to anchor
some of the actives uses which can be hard to get going. Regarding breweries, the PEC could
encourage a little bit of floor area for production because that is a way of getting those businesses
going but tied to more active uses that the PEC discussed.
4. Main Agenda
4.1
A request for a recommendation to the Vail Town Council for a major amendment to
Special Development District No. 4 (Cascade Village), pursuant to Section 12- 9(A),
Special Development Districts, Vail Town Code, to allow for the redevelopment of the
covered parking, the construction of five new free-market condominiums, one new
employee housing unit, and associated site improvements at Coldstream Condos,
located at 1476 Westhaven Drive, Lot 53, Glen Lyon Subdivision and setting forth
details in regard thereto. (PEC24-0017)
The applicant requests that this item be tabled to the July 22nd, 2024 PEC meeting.
Planner: Heather Knight
Applicant Name: Coldstream Ltd., represented by High Summit
Item began at approximately 1:42pm.
(McBride absent)
Planning and Environmental Commission Meeting Minutes of June 24, 2024
2
145
Robert N Lipnick made a motion to Table to the meeting on July 22nd, 2024; Robyn Smith seconded
the motion Passed (5 - 0).
4.2
A request for recommendation to the Vail Town Council, pursuant to Section 12-3-
7, Amendment, Vail Town Code, for the adoption of the Vail Mobility and
Transportation Master Plan. (PEC24-0013)
Planner: Heather Knight
Applicant Name: Town of Vail, represented by Tom Kassmel
PEC24-0013 Staff Memo 06-24-24.pdf
Attachment A. PEC Memo 6-24-24.pdf
Attachment B. Go Vail 2045 Final_wAppendices_06142024.pdf
Item began at approximately 1:45pm.
Planner Knight gives a brief introduction. Tom Kassmel, Town Engineer, gives a presentation
and review of the item.
Hagedorn asks for public comment. There is none.
No commissioner comment.
Robert N Lipnick made a motion to Recommend for approval with the findings on page 7 of the
staff memorandum; William A Jensen seconded the motion Passed (6 - 0).
5. Approval of Minutes
5.1 PEC Results 6-10-24
PEC Results 6-10-24.pdf
Item began at approximately 1:54pm
William A Jensen made a motion to Approve ; Robert N Lipnick seconded the motion Passed (6 - 0).
6. Information Update
Item began at approximately 1:55pm
Roy says the next meeting will be back in person at the Grandview Room. Depending on the
construction schedule, they hope to be back in council chambers in late July or August.
Smith recommends breaking West Vail sales tax reporting out from Cascade Village and
East Vail where it is currently included.
7. Adjournment
Robyn Smith made a motion to Adjourn ; Robert N Lipnick seconded the motion Passed (6 - 0).
Planning and Environmental Commission Meeting Minutes of June 24, 2024
3
146
AGENDA ITEM NO. 5.1
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Liz Gladitch, Economic Development
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:May 16, 2024 VLMDAC Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
VLMDAC Meeting Minutes May 16, 2024
147
Vail Local Marketing District Advisory Council
Monthly Meeting
May 16, 2024, 8:30 am
Grand View Room
AGENDA
VLMDAC Board Member Attendees:
In Person- Esmarie Faessler (Sonnenalp), Theron Gore (East-West), Sam
Biszantz (Council Rep/Root & Flower), Kim Fuller (Jaunt Media Collective)
Zoom- Patrick Davis (Manor Vail) Jonathan Reap (Four Seasons), Douglas
Kessler (Homeowner)
Additional attendees:
In Person- Liz Gladitsch (Town of Vail), Chris Romer (Vail Valley Partnership),
Carlie Smith (Town of Vail), Abby Oliveira (Town of Vail), Diana Ramirez (Town
of Vail), Michal Bednarczyk (970), Bob Brown (BAAG), Slade Cogswell(970),
Jenna (), Taylin(), Kristy Slack (Grand Hyatt), Andrea Heffnen (Grand Hyatt)
Zoom- Kay Schneider (Vail Valley Partnership), Amanda McNally (MYPR), Kim
Brussow (Vail Valley Partnership), Jeremy Coleman(BAAG), Parker
Owens(Bravo Vail) Ben Walton (Miles), Mia Vlaar (Town of Vail), Myha
Gallagher, Andrea Heffner, Beth Wright-Cheeseman (Miles), Jodi Doney (EGE),
Kristin Yantis (MYPR), Naveen Chandra (BAAG), Tor Linzee (The Hythe)
Call to Order
Esmarie called the meeting to order 8:32 AM
I. MINUTE APPROVAL April 18, 2024 and Special Meeting Minutes April 3,
2024
Motion to approve- first Theron / second Kim/ unanimous
II. MONTHLY FINANCIAL REPORT
$1.2 million was collected in March which is 6.3% ahead of last year and
11.1% up from budget
Lodging tax collections Year to date $2.9million 5.4% ahead of budget and
3.8% ahead of 2023
Year to Date Expenditures are $667,000 which is 13% of the total budget of
$5.8mil
III. INFORMATION & DISCUSSION UPDATES
• 2024 Supplemental
Chris Romer spoke about where we can impact marketing efforts by
increasing the length of stay
Bob Brown spoke to Loyalty, building loyalty-repeat visitation
148
Ask lodging partners to give us the percentage of repeat summer (May
through October) visitors they have had- from 2021-2022 and 2022-
2023
• CRM and Analytics Update
The email database continues to see strong growth and increased
segmentation and engagement
• Vail Brand Poll Results
3 Options, no decision on how to move forward
• 2025 Campaign Concepts
Objectives:
- Enhance narrative diversity
- Build on established essence
- Promote Longer stays
- Apply the RED test (relevant, easy to understand, distinct)
The campaign feedback is overwhelmingly positive
Board to choose from Concept 1 or 2
Concept 2 is preferred but will have to wait until more Board members
chime in
• DMO & VLMDAC Strategic Visioning
Strategic Planning Session proposed for October 9-11 in Steamboat
Springs
• Town of Vail 2024 Strategic Plan
• Town of Vail Updates
• Other Business
• Adjournment
Esmarie called the meeting to adjourn at 11:06 am unanimous
Upcoming Meetings:
VLMD (Town Council) Supplemental Meeting
Tuesday, June 4, 2024, Grand View Room
VLMDAC Board Meeting
Thursday, June 20, 2024, Virtual Only
149
AGENDA ITEM NO. 5.2
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Missy Johnson, Housing
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:May 28, 2024 VLHA Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2024-05-28 VLHA Mintues
150
Vail Local Housing Authority Minutes
Tuesday, May 28, 2024
3:00 PM
Virtually on Zoom
PRESENT ABSENT
Steve Lindstrom Craig Denton
Dan Godec
Kristin Williams
James Wilkins
STAFF
Missy Johnson, Housing Coordinator
1. Call to Order
1. 1 Call to Order at 3:00 p.m.
1.2 Zoom Meeting 1
2. Citizen Participation
2.1 Citizen Participation No comment.
3. Approval of Minutes
3.1 VLHA March 26, 2024 Minutes
Presenter(s): Missy Johnson, Housing Coordinator
MOTION: Williams SECOND: Godec PASSED: (4 - 0)
4. Main Agenda
4.1 Bond Discussion
Presenter(s): Dan Godec
Time: 40 Min.
Lindstrom updated the group that there have been several conversations with Bond
professionals to discuss items that may be relevant for projects that the Vail Local Housing
Authority is involved with.
Godec provided a high level overview of the bond financing world and referenced a variety
of information.
The Authority then watched the clip from the recent Town Council meeting of presentation
from Piper Sandler, focused on Municipal financing.
151
Bonds are used by municipalities to fund projects, improvements and a variety of things.
they are generally fixed rate with 10-30 year maturities. They are basically a "promise to pay
note."
Godec reviewed General election bonds, which require an election to be approved. All revenue
streams that a town may have is available to repay a bond. The Authority is an authorized bond
issuer through status with state of Colorado. The Authority would use a revenue bond, which
does not require a quote by the public, in order to issue the bonds.
There are more than 80,000 bond issuers in the country. $ 3.7 trillion is currently outstanding in
Municipal Bonds. West Middle Creek is a project that the Authority is currently considering as a
bond issuer.
Godec further explained there have been conversations with Carlie Smith in Finance and
opportunities for the Authority since there is not a rating. There could be further discussion
around the creation of a joint entity with the Authority and Town of Vail as a non-profit LLC.
Following the overview from Godec, the Authority watched the presentation from the May 31,
2024 Town Council Meeting featuring Robin Moore with Piper Sandler. The Town Council heard
a presentation on the types of long- and short-term financing available to municipal
governments. The information will be used as the town makes decisions on how to fund a
number of anticipated upcoming large-scale projects.
To follow the review of the presentation on High Five Media,
https://www.highfivemedia.org/show/afternoon-meeting-521202, the Authority spoke more
specifics about involvement in the West Middle Creek project.
Lindstrom mentioned that there will be a 60-minute presentation with Corum and financial
discussions may come up at that Town Council meeting on Tuesday, June 4. Conversation
ensued around the possibility to create a joint non-profit, tax-exempt entity and support the
Town's desire to find the least expensive financing package for West Middle Creek and
possibility to think even more broadly to the structure to open up possibilities moving forward.
Godec left the meeting.
5. Matters from the Chairman and Authority Members
5.1 Matters from the Chairman and Authority Members
Presenter(s): Steve Lindstrom, VLHA Chairman
Lindstrom provided an overview of the announcement and sales reservation opportunity for
individuals to purchase a Timber Ridge Village condominium.
6. Adjournment
6.1 Adjournment PM (4:03 p.m. Estimate)
MOTION: Williams SECOND: Wilkins PASSED: (3 - 0)
7. Future Agenda Items
7.1 Vail Housing 2027
7.2 Land Banking
8. Next Meeting Date Next Meeting Date June 11, 2024
152
AGENDA ITEM NO. 5.3
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Jeremy Gross, Economic Development
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:June 05, 2024 CSE Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
June 05, 2024 CSE Minutes
153
Present:Douglas Smith
Alison Wadey
Kim Newbury Rediker
Marco Valenti
1.Event Previews
1.a
60 Day Preview Staff Report
2.Event Recaps
Time: 10 Min
2.a Vail Comedy Festival Event Recap
Time: 10 Min
2.b Vail Cup Recap
Time: 10 Min
2.c Taste of Vail Event Recap
Time: 10 Min
2.d Vail Yeti Recap
3.Information Update
Committee on Special Events Minutes
Wednesday, June 5, 2024
12:30 PM
Vail Town Council Chambers
CSE 60 Day Preview - 6-5-24.pdf
2024_Vail Comedy Fest Recap
Marco Valenti made a motion to Approve Mark Masters ; Kim Newbury Rediker seconded the motion
Passed (4 - 0).
2024 Vail Cup Recap
Kim Newbury Rediker made a motion to Approve Taryn Miletti; Douglas Smith seconded the motion
Passed (4 - 0).
2024 Taste of Vail Recap
TownofVail24wrapup.pdf
Kim Newbury Rediker made a motion to Angela Muller; Marco Valenti seconded the motion (4 - 0).
2024 Vail Yeti Recap
Vail Yeti Budget 23-24.xlsx
Kim Newbury Rediker made a motion to Approve Kyle Forte; Marco Valenti seconded the motion Passed
(4 - 0).
1
Committee on Special Events Meeting Minutes of June 5, 2024 154
4.New Business
Time: 10 Min
4.a Sponsorship Request
4.b Destination Marketing Organization (DMO) Structure Discussion
Time: 10 Min
5.Adjournment
2024 Vail Lacrosse Tournament Sponsorship Request
Kim Newbury Rediker made a motion to Approve Steve Septa - Approve at 2023 Levels of $8500;
Douglas Smith seconded the motion Passed (4 - 0).
2
Committee on Special Events Meeting Minutes of June 5, 2024 155
AGENDA ITEM NO. 5.4
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Alex Jakubiec, Finance
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:2024 1st Quarter Investment Report
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2024-03-31 Investments
156
TO: Russell Forrest
Carlie Smith
Council Members
FROM: Alex Jakubiec
DATE: 1st Qtr 2024
RE: Investment Report
Enclosed is the investment report with balances as of March 31, 2024
The estimated average yield for the pooled cash fund is 4.48%. As of 3/31/2024
the Treasury yield curves for 3 months, 6 months, and 1 year are 5.40%, 5.26%,
and 5.03% respectively.
Our investment mix follows the policy objectives of safety, liquidity, and yield in that order.
Please call me if you have any questions.
TOWN OF VAIL MEMORANDUM
Following aggressive changes in the Federal Funds rates throughout 2022 and
early 2023, the federal funds rate has remained stable in the target range of 5.00%-
5.25%. Treasury yields remained stable through the first quarter, including
historically high yields on the front end of the yield curve. The Federal Reserve's
policy has remained focused on reducing inflation, they have indicated rate cuts
may occur later this year but there is no clear timeline as to when this may occur.
The Town made no change to it's investment mix during the 1st quarter and is
purposely keeping a higher cash balance due to upcoming large expenditures.
157
2024
Balances Percentage Percentage
Cash of Total Allowed
Commercial Banks $31,975,162 19.42% 50%
Money Market Funds $768,814 0.47% 100%
Total Cash $32,743,977 19.89%
U.S. Government Securities
Government Agency Securities -First Western $10,332,052 6.28%
FNMA'S, GNMA'S, FHLMC'S & SBA'S - Dana $26,808,806 16.28% 100%
Total Government Securities $37,140,857 22.56%
Certificates of Deposit $20,276,924 12.32%
Colorado Investment Pools $74,490,264 45.24%100%
Total Portfolio $164,652,022 100.0%
Maturing Within 12 Months 135,143,130 82.08%
Maturing Within 24 Months 10,722,987 6.51%
Maturing After 24 Months 18,785,904 11.41%
164,652,022 100.0%
2-5 Yrs 7,516,338 4.56%
over 5 11,269,567 6.84%
18,785,904
Town of Vail, Colorado
Investment Report
Summary of Accounts and Investments
As of 3/31/2024
158
Institution Average Balances
Type of Accounts Return 03/31/24
"CASH" ACCOUNTS
Commercial Bank Accounts:
First Bank of Vail - Operating Accounts 4.500% 31,975,162$
Money Market Accounts:
Schwab Institutional Money Market Fund - Dana Investments 5.090% 648,756$
Piper Sandler Money Market Fund 4.940% 36,333$
First Western Fidelity IMM Gov Class 4.990% 83,725$
Total Money Market Funds 768,814$
Total "Cash" Accounts $32,743,977
GOVERNMENT SECURITIES
FNMA'S, FHLMC'S & NGO'S -First Western 3.10% 10,332,052$
FNMA'S, GNMA'S, FHLMC'S & SBA'S - Dana 2.19% 26,808,806$
37,140,857$
Total Government Securities 37,140,857$
1st Bank, Vail Colorado (#0571) Matures March 11, 2025 4.000% 10,514,221$
1st Bank, Vail Colorado (#0563) Matures March 8, 2025 4.860% 1,210,728$
1st Bank, Vail Colorado (#0555) Matures March 8, 2025 4.860% 1,663,194$
1st Bank, Vail Colorado (#0547) Matures March 8, 2025 4.860% 1,187,594$
1st Bank, Vail Colorado (#0539) Matures March 8, 2025 4.860% 1,185,856$
1st Bank, Vail Colorado (#0520) Matures March 8, 2025 4.860% 1,187,326$
1st Bank, Vail Colorado (#0519) Matures March 8, 2025 4.860% 1,235,086$
Piper Sandler 560390BW5 Matures August ,17 2027 4.450% 199,552$
Piper Sandler 32022RVJ3 Matures January 30, 2026 4.760% 194,561$
Piper Sandler 724468AH6 Matures July 31, 2026 4.750% 199,856$
Piper Sandler 88423MAA3 Matures July 31, 2026 4.750% 206,890$
Piper Sandler 062119CC4 Matures July 28, 2027 4.630% 200,720$
Piper Sandler 89214PEC9 Matures November 15, 2028 5.690% 153,222$
Piper Sandler 173576AJ8 Matures October 25, 2024 4.450% 147,256$
Piper Sandler 40449HAD9 Matures October 27, 2025 4.480% 146,849$
Piper Sandler 39573LDW5 Matures Oct 28,2025 4.760% 244,290$
Piper Sandler 917352AD8 Matures Oct 28, 2025 4.710% 249,090$
Piper Sandler 33715LFM7 Matures December 30, 2025 5.120% 150,635$
20,276,924$
Total Certificates of Deposit 20,276,924$
LOCAL GOVERNMENT INVESTMENT POOLS
Colotrust General Fund
Interest 5.241% $74,490,264
Total Local Government Investment Pools Accounts $74,490,264
Total All Accounts $164,652,022
Performance Summary
As of 3/31/2024
159
AGENDA ITEM NO. 5.5
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Jake Shipe, Finance
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:June 2024 Revenue Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2024-07-02 Revenue Update
160
1
TOWN OF VAIL
REVENUE UPDATE
July 2, 2024
4.0% General Sales Tax
Upon receipt of all sales tax returns, May 2024 collections are estimated to be
$1,139,371, up 1.9% from 2023 and up 2.5% from the budget.
2024 YTD collections of $21,122,501 are down (1.3)% from 2023 and up 0.1%
from the budget. Inflation as measured by the consumer price index was up 3.3%
for the 12-months ending May 2024. The annual budget totals $40.85 million.
0.5% Housing Fund Sales Tax
Upon receipt of all sales tax returns, May 2024 collections of the 0.5% housing
sales tax are estimated to be $135,148 up 2.1% from 2023 and up 0.4% from the
budget. 2024 YTD collections of $2,567,408 are down (1.3)% from 2023 and up
0.4% from the budget. The 2024 budget for the housing fund sales tax totals $4.95
million.
Real Estate Transfer Tax (RETT)
RETT collections through June 26 total $4,132,507, up 46.2% from 2023. The
variance compared to prior year is due to an increase in 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 June 26 total $1,441,413 compared to $1,653,078 in
2023. The 2024 budget totals $2,040,000.
Lift Tax
Year to date lift tax collections through May 31 total $4,940,821, up 6.2% or
$290,527 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.
Summary
Across all funds, year-to-date total revenue of $49.6 million is up 5.4% from the
amended budget and up 3.5% from prior year. The majority of the positive variance
compared to the amended budget and prior year is due to higher-than-expected
real estate transfer tax collections.
161
2024 Budget % change % change
2019 2020 2021 Budget Variance from 2023 from Budget
January 4,079,994$ 4,076,145$ 3,422,209$ 5,217,125$ 5,911,572$ 5,787,370$ 5,790,330$ 2,960$ -2.05%0.05%
February 4,137,087 4,285,633 3,691,850 5,686,585 6,041,108 5,914,315 6,065,431 151,116 0.40%2.56%
March 4,237,933 2,243,518 4,364,797 5,912,059 6,055,992 6,035,677 6,364,619 328,942 5.10%5.45%
April 1,445,071 427,518 1,751,528 2,234,296 2,264,892 2,258,798 1,762,750 (496,048) -22.17%-21.96%
May 763,756 503,828 1,061,516 1,227,974 1,118,011 1,111,919 1,139,371 27,452 1.91%2.47%
Total 14,663,841$ 11,536,642$ 14,291,900$ 20,278,039$ 21,391,575$ 21,108,079$ 21,122,501$ 14,422$ -1.26%0.07%
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$ 21,122,501$ 14,422$ -1.26%0.07%
2022 2023 2024 Budget % change % change
Collections Collections Budget Variance from 2023 from Budget
January 645,487$ 720,906$ 700,920$ 703,309$ 2,389$ -2.44%0.34%
February 702,730 736,788 716,760 739,790 23,030 0.41%3.21%
March 719,717 738,244 731,610 777,135 45,525 5.27%6.22%
April 269,018 271,930 273,735 212,026 (61,709) -22.03%-22.54%
May 146,657 132,333 134,640 135,148 508 2.13%0.38%
Total 2,483,609$ 2,600,201$ 2,557,665$ 2,567,408$ 9,743$ -1.26%0.38%
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$ 2,567,408$ 9,743$ -1.26%0.38%
0.5% Collected
Sales Tax
0.5% HOUSING SALES TAX
2024 Budget Comparison
Actual 4.0% Collections 4.0% Collected
Sales Tax20222023
Town of Vail Revenue Update
July 2, 2024
4.0% GENERAL SALES TAX2024 Budget Comparison
162
Through May 31
May 4% General Sales Tax Collections By Year
Through May 31
Town of Vail Revenue Update
YTD 4% General Sales Tax Collections By Year
July 2, 2024
•May collections of $1,139,371 are up 1.9% from prior year and are up 2.5% from the budget.
$503,828
$1,061,516
$1,227,974
$1,118,011
$1,139,371
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000
2020
2021
2022
2023
2024
$11,536,642
$14,291,900
$20,278,039
$21,391,575
$21,122,501
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000
2020
2021
2022
2023
2024
•YTD collections of $21,122,501 are down (1.3)% from prior year and are down (0.1)% from the
budget.
•Inflation as measured by the consumer price index was up 3.3% in May.
163
May Collections YTD Collections
Town of Vail Revenue Update
July 2, 2024
May 0.5% Housing Fund Sales Tax Collections By Year
Real Estate Transfer Tax by Year
YTD Through June 2024
•This chart shows YTD collections of 1% RETT, segmented by real property values. 2024
collections are up 46.2% from the prior year.
$2,414,347
$5,073,151 $4,796,758
$2,826,381
$4,132,507
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
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
•May collections of $135,148 are up 2.1% from prior year and are up 0.4% from the amended
budget. YTD collections of $2,567,408 are down (1.3)% from this time last year and are up
0.4% from the budget.
$146,657
$132,333 $135,148
$0
$20,000
$40,000
$60,000
$80,000
$100,000
$120,000
$140,000
$160,000
2022 2023 2024
$2,483,609 $2,600,201 $2,567,408
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2022 2023 2024
164
Town of Vail Revenue Update
July 2, 2024
Construction Use Tax by Year
YTD Through June 2024
YTD Lift Tax Collections
YTD Through May 2024
•Use Tax collections through June 26 total $1,441,413, compared to $1,653,078 from this time
last year. This is a decrease of (12.8)%.
$733,781
$2,435,590
$1,092,082
$1,653,078
$1,441,413
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2020 2021 2022 2023 2024
•2024 YTD lift tax collections of $4,940,821 are up 6.2% or $290,527 from the same time last
year.
$2,916,926
$3,925,279
$4,702,447
$4,650,293
$4,940,821
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000
2020
2021
2022
2023
2024
165
Vail Business Review
May 2024 and Ski Season
July 2, 2024
The Vail Business Review breaks down the 4.5% sales tax collected for the month of
May 2024. 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.
Overall, May 4.5% sales tax was up from the prior year 1.9%. Retail decreased (12.8%)
lodging increased 11.5%, food and beverage increased 46.8%, and utilities/other
decreased (14.9)%. Excluding the out-of-town category, sales tax for the month of May
was up 21.8% compared to prior year.
The 2023-2024 ski season resulted in an overall (0.8)% decrease from the prior ski
season. Retail decreased (1.6)%, lodging increased 0.6%, food and beverage increased
0.7%, and utilities/other decreased (11.0)%. Excluding the out-of-town category, sales
tax collections for the 23-24 ski season increased 1.1%.
Town of Vail sales tax forms, the Vail Business Review, and sales tax worksheets are
available on the internet at www.vail.gov. You can subscribe to have the Vail Business
Review and the sales tax worksheet emailed to you automatically from www.vail.gov.
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
166
May 2023
Sales Tax Collections by Business Type
May 2024
Town of Vail Business Review
May Sales Tax Collections by Year
May 2024 Sales Tax
Retail
537,836
Lodging
269,126
Food &
Beverage
318,981 Utilities &
Other
148,575
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
5LFU$0$100,000$200,000$300,000$400,000$500,000$600,000$700,000
507,677
1,061,987
1,383,630
1,250,229
1,274,518
$0 $200,000 $400,000 $600,000 $800,000 $1,000,000 $1,200,000 $1,400,000 $1,600,000
2020
2021
2022
2023
2024
General Sales Tax
Housing Sales Tax
•May 2024 retail sales decreased (12.8)%, lodging increased 11.5%, food and beverage increased
46.8%, and utilities and other decreased (14.9%).
•The figures above reflect 4.5% sales tax.
Retail
616,857
Lodging
241,432 Food &
Beverage
217,263 Utilities &
Other
174,678
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
(12.8)%
•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 May 2023 collections were $1,250,229; May 2024 collections were $1,274,518, up 1.9% from the
prior year.
11.5%46.8%(14.9)%
167
May 2024 Sales Tax
Town of Vail Business Review
May 2023May 2024
Geographic Area Trends by Year
May Sales Tax
Sales Tax by Location
Other Areas
16% Lionshead
9%
Out of
Town
50%
Vail Village
25%
•Vail Village sales tax increased 12.0%, Lionshead increased 33.6%, Other Areas increased 30.6%, and Out
of Town decreased (17.7%). Excluding Out of Town collections, all areas were up 21.8%.
•The figures above reflect 4.5% sales tax.
148,681
184,960
12,564
75,636
260,869
479,099
85,563
322,292
$0 $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $700,000 $800,000
2020
2021
2022
2023
2024
Vail Village
Out of Town
Lionshead
Other Areas
422,560 642,849110,871 207,349
•This chart shows May 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.
194,488109,729 518,703355,275
355,275
146,609 518,702
253,932
Other Areas
20%
Lionshead
12%
Out of
Town
41%
Vail Village
28%
168
Accommodation Services Sales Tax by Year
Retail Business 4.5% Sales Tax Detail
May 2024 Sales Tax
Town of Vail Business Review
Apparel
$76,223
Grocery
$103,504
Gallery
$1,594
Gifts
$1,268
Jewelry
$12,033
Retail Liquor
$23,922
Retail Other
$225,702
Sporting Goods
$24,232
Online Retailers
$69,358
Retail Home
Occupation
$326
•May 2024 accommodations services increased 11.5% from the prior year. Short-term rentals increased 18.4%
and hotels and lodges increased 8.3%.
•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.
190,592
91,500
164,718
76,714
178,329
90,798
$0 $50,000 $100,000 $150,000 $200,000 $250,000
Hotel and Lodges
Short-Term Rentals
2024 2023 2022
169
Cascade Village / East Vail / Sandstone / West Vail
Retail 123,660 121,147 2.07%
Lodging 39,724 27,879 42.49%
F & B 86,757 38,270 126.70%
Other 3,792 7,191 -47.27%
Total 253,932 194,488 30.56%
Lionshead
Retail 16,684 12,770 30.65%
Lodging 58,701 40,159 46.17%
F & B 64,806 50,748 27.70%
Other 6,417 6,054 6.01%
Total 146,609 109,730 33.61%
Out of Town
Retail 264,757 362,924 -27.05%
Lodging 117,213 105,771 10.82%
F & B 151 733 -79.47%
Other 136,582 160,412 -14.86%
Total 518,703 629,840 -17.65%
Vail Village
Retail 132,735 120,016 10.60%
Lodging 53,489 67,623 -20.90%
F & B 167,267 127,512 31.18%
Other 1,784 1,020 74.83%
Total 355,275 316,171 12.37%
Total - All Areas
Retail 537,836 616,857 -12.81%
Lodging 269,126 241,432 11.47%
F & B 318,981 217,263 46.82%
Other 148,575 174,678 -14.94%
Total 1,274,518 1,250,229 1.94%
Retail Summary
Retail Apparel 76,223 66,486 14.64%
Retail Food 103,504 100,098 3.40%
Retail Gallery 1,594 13,979 -88.60%
Retail Gift 1,268 1,518 -16.49%
Retail Home Occupation - 45 -100.00%
Retail Jewelry 12,033 27,959 -56.96%
Retail Liquor 23,922 24,118 -0.81%
Retail Other 225,702 297,122 -24.04%
Retail Sport 24,232 20,419 18.68%
Retail Online Retailer 69,358 65,216 6.35%
Total 537,836 616,960 -12.82%
Town of Vail Business Review
May 4.5% Sales Tax
2024 Collections 2023 Collections YoY % Change
170
Town of Vail Business Review
Ski Season Sales Tax Collections by Year
Ski Season 2023-2024
Ski Season 2022-2023
Sales Tax Collections by Business Type
Ski Season 2023-2024
10,088,382
Lodging
13,045,550
Food &
Beverage
6,099,790 Utilities &
Other
1,691,295
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
(1.6)%0.7%(11.0)%
Retail
RFU
-$8,000,000
$12,000,000
16,605,158
18,315,841
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
19-20
20-21
21-22
22-23
23-24
General Sales Tax
Housing Sales Tax
31,175,622
30,925,017
29,098,525
•Ski Season 23-24 retail sales decreased (1.6%), lodging increased 0.6%, food and beverage
increased 0.7%, and utilities and other decreased (11.0%).
•The figures above reflect 4.5% sales tax.
Retail
10,255,896
Lodging
12,963,556
Food &
Beverage
6,055,081 Utilities &
Other
1,901,089
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
•This report represents collections of Town of Vail sales tax, as opposed to actual gross sales.
•On January 1st, 2022, partway through the 21-22 ski season, Town of Vail sales tax increased from 4.0%
to 4.5% on all items except food for home consumption. Ski seasons 21-22, 22-23 and 23-24 above
include the 0.5% increase to sales tax, depicted in light blue. Prior ski seasons show 4.0% sales
tax collections.
•Total 22-23 ski season collections were $31,175,622. Total 23-24 ski season collections were
$30,925,017, down from the prior year 0.8%.
0.6%
171
Town of Vail Business Review
Ski Season 2022-2023Ski Season 2023-2024
Geographic Area Trends by Year
Ski Season 2023-2024
Sales Tax by Location
Ski Season 2023-2024
Other
Areas
14%
Lionshead
18%
Out of
Town
23%
Vail Village
45%
Other Areas
14%
Lionshead
18%
Out of Town
25%
Vail Village
44%
•Vail Village sales tax increased 1.0%, Lionshead decreased (0.4%), Other Areas increased 3.2%, and
Out of Town decreased (6.6%). Excluding Out of Town collections, all areas were up 1.1%.
•The figures above reflect 4.5% sales tax.
2,620,548
2,723,790
4,163,460
3,684,453
3,102,125
5,185,715
2,299,833
4,784,038
7,067,108
8,000,323
7,705,889
12,682,242
$0 $3,000,000 $6,000,000 $9,000,000 $12,000,000 $15,000,000
19-20
20-21
21-22
22-23
23-24
Vail Village
Out of Town
Lionshead
Other Areas
•This chart shows April sales tax collections by geographic area over time.
•2021-22, 2022-23 and 2023-24 include the 0.5% increase for housing sales tax, depicted in lighter
shades. General 4.0% sales tax collections are shown in darker shades.
4,291,2865,495,503 7,669,959 13,718,874
13,861,803
5,474,096 7,160,177
4,428,941
172
Retail Business 4.5% Sales Tax Detail
Ski Season 2023-2024
Town of Vail Business Review
Accommodation Services Sales Tax by Year
$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000
Hotel and Lodges
Short-Term Rentals
23-24 22-23 21-22
4,031,971
9,117,464
Apparel
$2,143,334
Grocery
$1,392,402
Gallery
$61,793
Gifts
$44,265
Jewelry
$396,759Retail Liquor
$413,530
Retail Other
$2,085,324
Sporting Goods
$2,905,927
Online Retailers
$643,702
Retail Home
Occupation
$2,195
•Overall, 23-24 ski season accommodations services increased 0.6% from the prior ski season. Short-term rentals
decreased (2.6%) from prior ski season and hotels and lodges increased 2.1%.
•All ski seasons include the 0.5% increase for housing sales tax, depicted in lighter shades. General 4.0% sales
tax collections are shown in darker shades.
•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.
3,928,086
8,391,585
3,809,226
8,838,584
173
Retail 1,536,903.22 1,545,170.27 -0.54%
Lodging 2,270,213.08 2,133,174.69 6.42%
F & B 588,960.96 542,205.18 8.62%
Other 32,863.28 70,736.00 -53.54%
Total 4,428,940.59 4,291,286.13 3.21%
Retail 1,473,002.87 1,490,971.13 -1.21%
Lodging 2,832,626.42 2,841,214.51 -0.30%
F & B 1,086,739.42 1,130,310.41 -3.85%
Other 81,726.91 33,007.06 147.60%
Total 5,474,095.62 5,495,503.11 -0.39%
Retail 2,386,333.27 2,624,696.10 -9.08%
Lodging 3,369,455.97 3,416,177.93 -1.37%
F & B 11,714.76 13,376.38 -12.42%
Other 1,392,673.14 1,615,708.55 -13.80%
Total 7,160,177.14 7,669,958.96 -6.65%
Retail 4,692,142.61 4,595,058.88 2.11%
Lodging 4,573,254.81 4,572,989.08 0.01%
F & B 4,412,374.71 4,369,189.10 0.99%
Other 184,031.21 181,637.21 1.32%
Total 13,861,803.34 13,718,874.27 1.04%
Retail 10,088,382.03 10,255,896.38 -1.63%
Lodging 13,045,550.28 12,963,556.20 0.63%
F & B 6,099,789.85 6,055,081.07 0.74%
Other 1,691,294.53 1,901,088.82 -11.04%
Total 30,925,016.69 31,175,622.47 -0.80%
Retail Apparel 2,143,334.48 2,125,648.23 0.83%
Retail Food 1,392,402.22 1,363,288.18 2.14%
Retail Gallery 61,793.33 132,036.33 -53.20%
Retail Gift 44,265.30 42,494.49 4.17%
Retail Home Occupation 1,344.36 2,231.18 -39.75%
Retail Jewelry 396,759.28 389,115.21 1.96%
Retail Liquor 413,530.25 449,201.86 -7.94%
Retail Other 2,085,323.86 2,277,783.65 -8.45%
Retail Sport 2,905,927.33 2,891,799.74 0.49%
Retail Online Retailer 643,701.62 582,297.51 10.55%
Total 10,088,382.03 10,255,896.38 -1.63%
Total - All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
Ski Season 4.5% Sales Tax
23-24 Collections 22-23 Collections YoY % Change
174
AGENDA ITEM NO. 5.6
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Jake Shipe, Finance
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (2:45pm)
SUBJECT:Proposed 2025 Budget Timetable
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Proposed Budget Timetable 2025
175
08/06/24
09/17/24
10/15/24
10/15/24
11/05/24
11/19/24
11/19/24
11/19/24
12/03/24
Budget Retreat - Council Special Meeting
VLMD Board review of 2025 Operating Plan
Capital budget discussion with Council
Compensation & Benefits with Council
First Draft Town Manager Budget
First reading of 2025 budget ordinance
VLMD Resolution for VLMD Budget
TOV Resolution for VLMD Budget
Second reading of 2025 budget ordinance
Vail Reinvestment Authority Budget Resolution 12/03/24
Town of Vail
Proposed 2025 Budget Timetable
176
AGENDA ITEM NO. 6.1
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (2:45pm)
SUBJECT:Matters from Mayor, Council and Committees (15 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
177
AGENDA ITEM NO. 6.2
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (2:45pm)
SUBJECT:Town Manager Report (5 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
TM Update 07-02-24
Vail Pass Wildlife Crossing - memo to TM
I-70 East Vail Pass 2024 June
178
Town Managers Update
July 2, 2024
1. Wildlife Bridge
Please see attached letter from Environmental Department.
2. Other
There may be other topics the Town Manager needs to share with the Town Council.
179
To:Town Manager
From:Department of Environmental Sustainability
Date:June 27, 2024
Subject:Safe Passages for Wildlife – Vail Pass Crossing
I.Purpose
The purpose of this memorandum is to provide the Town Manager an update on the request
to participate in advancing the wildlife crossing at E. Vail Pass.
II.Background
The Vail Pass Wildlife Crossings project represents an opportunity to restore connectivity for
wildlife and reduce wildlife-vehicle collisions on one of the nation’s most important
transportation corridors. Averaging 22,000 vehicles per day, the stretch of Interstate 70
between Vail and Copper Mountain bisects 12 miles of National Forest lands, yet East Vail
Pass remains an important landscape for wildlife despite this highway barrier—including the
federally threatened Canada lynx, Rocky Mountain elk, mule deer, moose, bighorn sheep,
black bear, mountain lion, and bobcat. This was designated as one of six priority projects of
the Colorado Wildlife & Transportation Alliance (CWTA) in 2022.
The project, comprising three new structures—two underpasses and one overpass, is
currently at 60% design, with support from many partners, including the Colorado Department
of Transportation (CDOT), the US Forest Service, Summit County, Eagle County, the State of
Colorado, Colorado Parks and Wildlife and more. The Colorado Wildlife and Transportation
Alliance is seeking to fund the remainder of the project design from community partners. Julia
Kintsch, Principal at Eco-Resolutions and project lead for the Safe Passages for Wildlife
project will present to the Town Council on July 16th.
III.Action Requested of Council
Direct Town staff to bring this topic back to Council at the next meeting as a presentation.
180
CONCEPT 30% DESIGN 60% DESIGN 90% DESIGN CONSTRUCTION
STATUS
I-70
EAST VAIL PASS
Wildlife Crossings Project
DESCRIPTION
The I-70 East Vail Pass Wildlife Crossings project represents an opportunity
to restore connectivity for wildlife and reduce wildlife-vehicle collisions on
one of the nation’s most important transportation corridors. Averaging
22,000 vehicles per day, the stretch of Interstate 70 between Vail and
Copper Mountain bisects 12 miles of National Forest lands, yet East Vail Pass
remains an important landscape for many wildlife despite this highway
barrier —including the federally threatened Canada lynx, Rocky Mountain
elk, mule deer, moose, bighorn sheep, black bear, mountain lion, and bobcat.
This was designated as one of six priority projects of the Colorado Wildlife &
Transportation Alliance (CWTA) in 2022 (see map for all locations) because
of its alignment with local, state, and regional plans; its impact on improving safety in critical corridors for motorists and
wildlife; and the opportunity to showcase Colorado as a national leader and garnering support for future collaborative wildlife
crossing projects. The Colorado Department of Transportation (CDOT) has identified this project as a statewide priority and
has thus included it in its 4-year Statewide Transportation Improvement Plan (STIP).
Mitigation investments on East Vail Pass leverage the existing infrastructure for a cost-eective solution to wildlife-vehicle
conflict with far-reaching human and ecological benefits. Three new wildlife crossing structures on the westbound lanes of
I-70 and continuous wildlife fencing will complement five existing bridges under eastbound lanes, creating a comprehensive
mitigation system.
Building on the 2020 engineering feasibility study, new outside funding has been secured for CDOT and its consultant team
to continue advancing the project designs and environmental review processes.
www.coloradowta.com | Jun. 2024
EXPECTED 2026
Interstate 70 Mileposts 190-194
Summit County, CO
LOCATION
Credit: Summit County Safe Passages
181
https://www.codot.gov/programs/planning/transportation-plans-and-studies/stip
BENEFITS
COMPONENTS
Avoiding collisions with wildlife for the
thousands of motorists that drive this
stretch of I-70 each day.
Contact:Summit County Safe Passages
scsafepassages@gmail.com
(970) 281-5843
Credit: Jill/USFS
Preserving long-term ecological
connectivity in the heart of Colorado’s
Rocky Mountains.
Restoring connectivity through over 12
miles of National Forest lands bisected
by I-70 by amplifying benefits of wildlife
mitigation on the west side of Vail Pass.
Restoring access to valuable habitats
for elk and other wildlife.
Protecting one of the few known
breeding grounds in Colorado of a
federally listed threatened species, the
Canada Lynx.
Three new structures —two underpasses and one overpass —are recommended for the westbound lanes of I-70 at East Vail
Pass. These new wildlife crossings would combine with existing bridges under eastbound lanes and with CDOT’s forthcoming
crossings on the west side of Vail Pass in Eagle County to produce a resilient and connected landscape across the entirety of
Vail Pass and establish the first wildlife overpass along I-70.
PROJECT SUPPORT
Partners of this project include state and federal agencies,
municipalities, land managers, ski areas, recreation groups,
conservation organizations, and local community members.
182
AGENDA ITEM NO. 6.3
Item Cover Page
DATE:July 2, 2024
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (2:45pm)
SUBJECT:Council Matters and Status Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2024-07-02 Matters
183
COUNCIL MATTERS
Status Report
Report for July 2,2024
Town Council asked staff to inquire about possibility of a “surf wave” water
feature in the Gore Creek.
Big thank you to PW Staff for cleanliness in the villages and for a successful
Go Pro Mountain Games weekend!
Town Council asked staff to use our social medial to help promote the US
Forest Service campaign on camping rules and etiquette to help reduce trash
and forest impacts.
Social Media Listening
https://share.sproutsocial.com/view/b2796917-8f4f-4f64-b969-178f4fbf6490
It was nice to see that one of the top performing posts during this period was Vail
Mountain's cleanup day post in which they tagged Town of Vail for partnering in the
effort: https://www.facebook.com/100064359716935/posts/872315824923733/
In the News______________________________________________________
June 14
Waste Diversion Goals
https://www.vaildaily.com/news/how-vail-plans-to-hit-its-2030-waste-diversion-goals/
Leave No Trace Spotlight Site
https://www.realvail.com/eagle-holy-cross-ranger-district-selected-as-a-2024-leave-no-trace-
spotlight-site/a19337/
June 17
Leave No Trace Spotlight Site
https://www.vaildaily.com/news/leave-no-trace-to-spotlight-eagle-holy-cross-ranger-district/
184
https://www.powder.com/region-colorado/two-colorado-locations-selected-as-leave-no-trace-
spotlight-sites
Vail PD Open House
https://www.realvail.com/vail-police-department-community-open-house/a19372/
June 19
Dobson Remodel Replacement Ice
https://www.vaildaily.com/news/vail-eagle-county-ice-arena-funding/
New Housing Director
https://www.realvail.com/vail-welcomes-new-housing-director-jason-dietz/a19401/
Artist in Residence
https://www.vaildaily.com/news/vail-danielle-seewalker-artist-residency-cancelled/
https://www.9news.com/video/features/lakota-artist-vail-speaks-symposium/73-35f4cbd6-b456-
4979-9c34-c4fd3ca50384
June 20
New Housing Director
https://www.vaildaily.com/news/vail-hires-new-housing-director-from-summit-county/
June 21
Dobson Means More Than Money - letter
https://www.vaildaily.com/opinion/letter-dobson-means-more-than-money/
June 24
Lot 10
https://www.vaildaily.com/news/vail-looks-at-opportunity-to-create-new-pocket-park-in-civic-
area/
Construction Update
https://www.vaildaily.com/news/eagle-county-road-work/
June 25
Bear Encounters
https://www.vaildaily.com/news/busy-bears-summer-vail/
CAST Survey
https://coloradosun.com/2024/06/25/resort-communities-survey-tourism-resident/
June 26
Rod Slifer
https://www.denverpost.com/obituaries/rodney-slifer-vail-co/
June 27
Eagle Valley Trail
https://www.vaildaily.com/news/eagle-valley-trail-new-segments/
185
Upcoming Dates
July 4 4th of July Town of Vail Parade!
July 9 Community Picnic: Bighorn Park
August 13 Community Picnic: Donovan
September 10 Vail Social
186