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HomeMy WebLinkAbout2026-01-19 Town Council Special Meeting Agenda and Supporting Documentation1.Call to Order (8:30am) 2.Council Retreat 2.1 Strategic Planning Session (8:30am) Listen to presentation and provide feedback. Presenter(s): Marv Weidner, CEO of Managing Results and Jeremy Stephens, Senior Consultant at Managing Results Background: The purpose of a strategic plan is to identify issues that are most important to Vail's residents and guests. Based on the Council's articulation of those critical issues, the Town can then focus time and resources to addressing these issues in the next 1-5 years. 3.Adjourn 5:00pm (estimated) VAIL TOWN COUNCIL MEETING Afternoon Session Agenda SPECIAL MEETING Grand View Lionshead Parking Structure and virtually by Zoom. Zoom meeting link: https://vail.zoom.us/webinar/register/WN_CrbQRu5RTK2bFCwG0OGHJg 8:30 AM, January 19, 2026 Notes: Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will consider an item. Strategic Plan Memo 011925 final draft.docx Attachment B1. Vail Winter 2024-25 EOS Report.pdf Attachment B2. 2025 Post Visit Survey Summer Report.pdf Attachment C. VEAC Presenation.pptx Vail Town Council PP.pdf Vail Town Council and Management Desired Results_FINAL_1_15_2026.docx Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website www.vail.gov. 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 970-479-2460 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. 1 AGENDA ITEM NO. 2.1 Item Cover Page DATE:January 19, 2026 SUBMITTED BY:Stephanie Bibbens, Town Manager ITEM TYPE:Presentation/Discussion AGENDA SECTION:Council Retreat SUBJECT:Strategic Planning Session (8:30am) SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Marv Weidner, CEO of Managing Results and Jeremy Stephens, Senior Consultant at Managing Results VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Strategic Plan Memo 011925 final draft.docx Attachment B1. Vail Winter 2024-25 EOS Report.pdf Attachment B2. 2025 Post Visit Survey Summer Report.pdf Attachment C. VEAC Presenation.pptx Vail Town Council PP.pdf Vail Town Council and Management Desired Results_FINAL_1_15_2026.docx 2 To: Vail Town Council From: Russell Forrest, Town Manager Date: January 19 and 20, 2026 Subject: Strategic Planning Session __________________________________________________________________________ 1. PURPOSE AND INTRODUCTION The previous Town Council completed a 5-year strategic plan in June of 2024. With the election last November, staff would now recommend updating this strategic plan with the new Council. On Monday, Jan. 19 and Tuesday, Jan. 20, the Town Council will be working with a facilitator, Marv Weidner, to 1) identify new or different priority issues that must be addressed in the next 2-5 years and 2) develop specific measurable results that will be achieved to address critical issues to create an updated strategic plan for the Town of Vail. The next step after this planning retreat would be for staff to create strategies/actions to achieve the Town Council’s goals/results. 2. SCHEDULE AND EXPECTATIONS We will start at 8:30 a.m. and go to approximately 5 p.m. on both Jan. 19 and 20. This meeting will be held in the Grandview Room in Lionshead. The general order of the day will include: A. What did we hear from the community and council members regarding strategic issues. This will include: a. Feedback from council interviews b. Input from four focus groups (residents, business leaders, emerging business leaders, and town employees) c. Summary of feedback from community surveys and guest surveys B. Council will identify three to four strategic issues. C. Council will then identify specific results/goals to address each priority result. We will still have a short business meeting in the evening of Jan. 20 at 6 p.m. in the Vail Town Council chambers. 3 Town of Vail Page 2 3. WHY DO A STRATEGIC PLAN? The purpose of a strategic plan is to identify the issues that are most important to Vail’s residents and guests. The Town Council’s role is to synthesize the feedback they have received and articulate the critical issues. The Town can then focus time and resources to address those issues in the next 1-5 years. A strategic plan will be used to develop future budgets (including the 2027 budget), creating departmental business plans, defining goals for Town personnel, and provide a framework of accountability for the organization. Both dollars and human resources will be aligned and targeted towards achieving the strategic results in this plan. Also with a strategic plan, a metric (a means of showing progress on goals/results) can be developed and communicated to the community and be used to ensure accountability for the organization, departments, and individual employees. By creating a focus on addressing the most important issues over a 1- to 5-year time frame, significant strategies can occur that have measurable benefits for the community. While a strategic plan provides a level of discipline for budgeting and management, short-term actions that support strategic initiatives can still occur, allowing the Town to be opportunistic even if a strategy is not specifically in this plan. In addition, staff may propose different and/or amended strategies to achieve Council results as implementation of this overall plan occurs. This Strategic Plan is intended to be a dynamic plan that is reviewed and updated at least every two years or more frequently if the need arises. The Town Manager at least quarterly will review progress on the strategic plan with the Town Council. 4. SUGGESTED STRUCTURE An example of a structure of a strategic plan is offered below as a means of creating a common paradigm for a final product. The strategic planning structure that provides a framework for this plan comes from a company called “Managing Results, LLC”. This structure includes developing: 1) Priority Issues based on customer input. 2) Strategic Results which state what the customer experiences in addressing the issue. 3) Strategies to achieve the results. An example of this management framework is provided below: Priority Issue: A priority issue is a broad category where results and strategies are organized under. Strategic Priorities reflect a significant broad issue and describes a trend and why it is relevant to our residents. An example of a strategic priority could be: “Affordable Housing: With prohibitive costs for both free market for-sale and rental homes in Vail and in the Valley as a whole, Vail businesses, town government, and local not for profits will not be able to find housing for employees which will negatively impact our economy and community. Strategic Result: An example of a result for housing could be: 4 Town of Vail Page 3 By December 31, 2027, the Town will cause the creation of 1000 additional deed restricted homes over and above the number of deed restricted home that existed in 2017. Strategy: A strategy to achieve this Council result could be for example: By Sept. 1, 2023, complete the Residences at Main Vail which will provide 72 deed restricted units. This form of strategic planning helps transparently connect Town actions to community feedback on priorities. It also enables us to measure and create a dashboard to show progress so that the Town and staff are accountable to both the Council and the community in achieving desired results. 5. CURRENT PRIORITY GOALS AND ACTIONS The Town Council completed a strategic plan in 2024, and we are still actively implementing this plan. Significant resources have been committed to the execution of three major capital projects including Dobson Arena, Timber Ridge and Southface. The current strategic plan can be found on the town’s website. The last update on progress was presented to Town Council on Oct. 21, 2025. The public dashboard is available at https://performance.envisio.com/dashboard/Vail. Plan progress highlights include: Create a Strong Community and Create Affordable Housing Opportunities  570 homes for locals currently under construction, including the town’s first Habitat for Humanity homes. Support Our Workforce  Significant council contributions to the Minturn Family Enrichment Center and new Early Childhood Education Center in Avon. Provide an Authentic Vail Experience  Launched the new early winter season “Stoke Sessions” concert series.  $55 million Dobson Ice Rink renovation is being created to enhance town events and continue a tradition of ice programs including Yetti games. Transportation  Year-round managed parking, creation of the Transit Route Optimization and Arrive Vail plans, and pedestrian improvements in West Vail.  Residents and employees are using transit more with improved CORE and Town services. The number of days on the Frontage Rd has been reduced. Environmental Sustainability 5 Town of Vail Page 4  Initiating, after receiving a $1.8 million grant, the initial node of a geothermal district and finalized the town’s first car share program. 6. SUMMARY OF COMMUNITY AND GUEST FEEDBACK Staff has compiled themes from the town’s most recent Vail Community Survey, last fielded in the spring of 2024, and post-visit guest surveys from winter 2024/2025 and summer 2025. (Attached) As part of the community survey outreach, the Communications Department focused on garnering a better response from renters, resulting in the highest percentage of responses from this group in any biennial survey to-date at 21%. Respondents were asked to rank their priorities for the town, with the top five including: 1. Creating a continuum of housing for locals, ranging from seasonal employees to retirees 2. Protecting wildlife habitat and restoring habitat connectivity 3. Improving the health of the Gore Creek Watershed 4. Increasing access to childcare for those who work in Vail, where workers want it 5. Creating and enhancing annual events that are consistent with Vail’s unique vibe (ex: GoPro Mountain Games, Bravo!) 6 Town of Vail Page 5 These priorities were split by age groups, with individuals above and below 45 identifying slightly different priorities. All age groups identified the “continuum of housing” as the top priority, with a slightly higher percentage of individuals under 40 identifying it as their first choice at 74% compared to 60%. However, for those under 45, access to childcare and mental health resource availability came in as their second and third priorities. Those older than 45 identified environmental issues as their second and third priorities including protecting wildfire habitat and improving the Gore Creek Watershed. For those under 40, these environmental issues also ranked high in priorities fourth and fifth highest, respectively. However, for those over 40, mental health ranked much lower in priority, with only 11% identifying it as a top three priority at all. Childcare ranked higher as a priority, but it still fell behind in creating events and a welcoming environment for this older age group. As part of both summer and winter post-visit guest surveys, overall affordability was of greatest concern, with parking as a factor affecting likelihood to return to Vail and to recommend Vail to others. For guests, parking is a pain point. Parking received the lowest satisfaction scores from all visitor groups at 3.3 overall last winter – this is consistent with the past three years. Nearly 1 in 5 open-ended comments called out parking specifically, with many asking for cheaper or more convenient options. Guests cite both cost and availability as concerns, especially with the introduction of summer paid parking and confusion over public versus private parking. Guests 7 Town of Vail Page 6 asked for lower rates, cheaper or validated options, clearer signage/shuttle loops and a simpler parking experience. On Jan. 19, our facilitator will share the feedback we received on issues shared by different focus groups, including the Town Council feedback. 7. BACKGROUND ON TRENDS TO CONSIDER Staff synthesized the current state of implementation of existing strategic priorities, community survey information, previous discussions in the community and with Council, local, state-wide, and national trends and would acknowledge the following trends/issues for Council’s consideration: A. Big Three Capital Projects: With the Residences of Main Vail now completed, along with Timber Ridge and Southface the Town will have created 642 new homes for our community between the three projects. This new housing will provide homes totaling 1021 bedrooms. The Town is in the shoes of a developer, and we are actively managing risk in selling out Timber Ridge and then we will be leasing up Southface in two to three years. If Timber Ridge sells out the Town will recoup $38,614,769 of the $40,523,046 cash contribution it invested into the project and will have adequate resources to pay for the $25,449,948 million the Town has committed to purchasing the project. With these new homes the Town will be very close to executing on its 1000 new home goal. In addition, the Town will reverse its trend of a declining population and add new, most likely younger, people to the Town permanent population. Dobson is on track and budget, and we are past significant tariff risks. Dobson will be an important opportunity to continue to have incredible ice programs and increase our ability to have concerts, special events, and host large group events in conjunction with our lodging community. These three projects will continue to absorb significant staff and financial capacity for the next two years. They also will create new opportunities for addressing our housing challenges and improving economic vitality. New council initiatives should contemplate that sufficient resources continue to be committed to the completion of the above projects. Specifically, the Housing and Finance Departments will be actively managing the housing projects. The Public Works Director and Facilities Manager will be managing construction and completion of the Dobson project, along with the Economic Development team’s involvement in curating the process around special events and corporate events at Dobson. Fortunately, we have Cummins Group/Chris Knight to help support project management for all three projects. B. Operational/Policy Enhancements. As we have experienced complex Special Development District applications and closely examined our current housing policy, staff has concluded that our policy infrastructure needs to be updated, clarified, in some places fixed to effectively implement the policies of the Town and provide improved customer service. The Land Use Code and interconnected housing regulations are the best examples of where policy changes over 8 Town of Vail Page 7 time have created a hard-to-understand and inefficient policy structure. Examples of areas of specific change include: a SDD process that does not provide for an opportunity to examine and debate a conceptual plan from a developer (without the developer spending significant money on design). The housing code has four different sections interwoven into the land use code. It’s complex and hard to understand even for staff. There are also operational actions that need to be addressed. The good news is that the Town has invested in technology in the last year to fix a broken permit tracking system and better manage deed restrictions. However, to be a world class resort community the Town needs clear, effective municipal codes and operational tools to manage our complex land use and housing processes. Also, there is the opportunity and need for our departments to actively solicit feedback from customers, just like the Council is doing to update its strategic plan, to improve day to day operations and create Departmental business plans to ensure alignment to council priorities and improve the efficiency of day to day operations. C. Housing Strategy: The existing goal set in 2017 is to create 1000 additional homes for Vail employees. With the projects mentioned above and other projects the Town is now on track to create 850 of the 1000 new homes by 2027. Staff believes it is critical to complete Timber Ridge and Southface before initiating any significant new housing projects. Staff and the Vail Local Housing Authority have begun working on thoughts for an updated housing strategy which is shared in Attachment A. D. Vibrancy and New, Younger Demographic: A trend we are continuing to see in Vail and other mountain resorts is ever-increasing commercial rents (which is counter to the national trend of decreasing commercial occupancy) which make unique, locally-owned retail and food and beverage businesses less economically viable. In their place, we have seen more private clubs, ski lockers, and high end international/national retail stores. Of particular concern is the loss of food and beverage businesses that cater to locals and our employees. A notable exception to this trend is Avanti which is a wonderful example of a creative food and beverage business that caters to both locals and guests. Another trend which is positive (but we need to be prepared for it) is with the new housing mentioned above, the Town may experience 800-1200 new residents. Some may certainly be relocating from free market units in Vail, but there will be a significant increase in employees and younger people living and working in Vail. This trend in the next 5 years requires the Town and the community to assess whether we have the services and amenities (recreation/fitness facilities, places for community events and programs to support this new population. An example of an opportunity to address these trends is the Vail Public Library that is increasingly providing a diversity of programs and spaces for residents and employees to connect with each other, learn, have fun, and make new friends. We will need additional programs and facilities to address this positive trend resulting from the Town executing on its housing goals. A recreation or fitness facility has been discussed as a need. Staff would recommend that we update a recreation plan with the Vail Recreation District to evaluate the need for new recreational and community amenities. E. Value and defining what does being a Premier Mtn. Resort Community mean today? The Town’s vision is to be the “premier mountain resort community in the world.” Historically, Vail could gauge its value to its customers by ratings in Ski 9 Town of Vail Page 8 Magazine. Staff researched historical rankings in 5 different publications and created the following graph: When “Vail, Colorado” shows up in the most recent (last ~12 months) resort rankings, it generally lands top-tier but not #1—strong in “best overall destination” lists, a little lower in skier-survey performance lists, and punished in value/affordability lists. Where Vail lands (and what that signals)  #6 (of 30 U.S. resorts) — Condé Nast Traveler, Readers’ Choice Awards 2025 (score 91.14). This is Vail’s strongest placement in the recent rankings we captured—squarely “top 10 in the U.S.” in a luxury-travel audience.  #12 (West list) — SKI Magazine Resort Guide 2026, “Top 30 Resorts in the West” (reader survey). Still very strong, but it lands outside the West top 10 in this skier-driven survey.  Not ranked in top 10 — USA TODAY 10 Best “Best Ski Resorts 2025”. The published top 10 list (Snowbasin #1 … Loon Mountain #10) does not include Vail.  Value framing: “least affordable / worst for the money” bucket — Forbes Advisor. Forbes Advisor’s affordability analysis explicitly calls out Vail among the resorts contributing to the “worst for the money” set (high lift-ticket costs, etc.), rather than listing it in the “best value” top 10.  Not included — New York Times “52 Places to Go in 2026” (travel destinations list). The NYT list is not a resort ranking, but the ski-resort entry highlighted is Deer Valley at #40—not Vail. 10 Town of Vail Page 9 Simple takeaway for a slide: Across the two major “best resorts” lists where Vail is actually ranked recently, it sits between #6 and #12 (average ~#9)—excellent brand strength—while affordability-focused rankings flag it as expensive. After COVID and with the evolution of the Epic Pass, the Town of Vail now must market itself in both the winter and summer. We are now aligned to do that with a new Destination Marketing Organization, or “DMO” structure. We must also consider that the number of people skiing is contracting and not growing so we are facing increased competition for fewer skiers. The key leader in international growth is Mexico, which represents approximately 10% of our destination trips. As we review information on net promoter scores we are concerned about the perceived loyalty to Vail by our guest.  Summer NPS (likelihood to recommend) was 74 which exceeded both prior summer and prior winter. Detractors in summer see Vail as expensive, which leaves some feeling the overall value of the experience doesn’t justify the cost. Guests challenge price versus value on aspects including lodging, food, gondola tickets, parking, etc., especially for families  Winter NPS (likelihood to return) was 64, decreasing from 70.8 in winter 23/24. Guests perceived cost concerns as the biggest perceived barrier to future visitation. Affordability themes mentioned include lift tickets, food, lodging, parking, rentals and childcare. Families expressed a desire for more affordable, kid-friendly activities and flexible package options. Secondary to affordability were comments on crowds and lift lines and customer service/staffing. Staff would suggest that instead of chasing ratings in magazines that we focus on improving and enhancing our net promoter score and ensure that we are providing the very best experience we can to our guest. F. Aging Infrastructure: Vail is now 60 years old, and the Town has aging infrastructure nearing the end of its useful life. Dobson Arena was identified in the 2024 strategic plan as a facility that needed renovation and that is occurring. Town Hall is aging but recent capital investment in its HVAC system has provided another 5-10 years of life for the building. Currently the most significant capital need is continuing to maintain the Village and Lionshead parking structure. Arrive Vail has provided a concept of how to both address the infrastructure needs of the Village Parking structure, improve the guest arrival experience, and provide additional needed transit bay space of increased transit utilization. The Civic Area may also provide opportunities for community gathering spaces and/or a municipal complex. G. Revenue: The Town has grown significantly in terms of programs, while also increasing the number of employees needed to support these expanded services. In addition, costs have increased substantially across both operating and capital expenditures and the town has spent down reserves on major capital projects over the last several years. Additional revenue sources may need to be considered to support solutions for aging infrastructure, marketing Vail year-round, attracting, and retaining outstanding employees, aggressively competing as a resort, and providing an excellent level of customer service. An opportunity to address transportation resource needs may exist 11 Town of Vail Page 10 with future negotiations with a development agreement for West Lionshead. This may be an opportunity to strategically address the need to ensure there are adequate resources to maintain and manage both the Town’s parking structures and transit system. There may also be an opportunity to further consider an increase to the marketing and promotion tax (commonly referred to as lodging tax and collected by the Vail Local Marketing District) after the 2A failed ballot, that proposed a short-term rental tax. If the business community would provide leadership and a campaign for a lodging tax initiative, this could be an opportunity to increase marketing support but could also be used to support other initiatives such as workforce housing/childcare, enhancing visitor experiences (events, facilities), and related capital projects. Staff would first suggest evaluating how the lack of snow impacts the ski season which will affect voters' interest in a tax and be a consideration on the value of Vail for guests. H. Changing Climate: Ski seasons are becoming shorter, water availability will be more constrained, energy costs will rise, and we will see an increase in wildland fires and extreme weather. The Town will need to be increasingly resilient to address these trends and should consider creative solutions in addressing its significant emissions community wide and in town operations, particularly from the most energy-intensive operations including the snow melt system, transportation, and building natural gas use. The RTA will provide an opportunity to reduce vehicle miles travelled (and the associated emissions) and the cost to employees to live and work in the Valley. Future mobility initiatives are also needed to achieve the town’s emissions and sustainability goals. The McKinstry/Geothermal project has the potential to be a groundbreaking project for renewable energy and provide a pathway for significantly reducing the Town carbon emissions for snow melt and to be more resilient in the future. In addition, the Town needs to develop and market non ski activities both in good and poor snow season to improve our economic resiliency. I. Redevelopment Opportunities: The Town of Vail and Vail Resorts have completed an update to the Lionshead Redevelopment Plan for West Lionshead. The demand for retail and commercial areas have evolved rapidly in the last five years, particularly after COVID. Maintaining a competitive resort community requires evaluating what our residents and guests need in the future for amenities and ensuring the Town has the highest quality built and natural environment. West Vail is a significant opportunity to create a retail and housing opportunity to meet the Town’s needs in the future. A built environment like the Willits Corner in Basalt offers an example of an opportunity. West Lionshead also has the opportunity to address parking on the Frontage Rd and improving skier drop off to a major portal. West Vail is also an opportunity to improve retail and food and beverage offerings for locals. This requires cooperation from property owners. Additional incentives may be needed to achieve the vision of the West Vail Master Plan – like the DDA that is being considered for West Lionshead. J. Other ideas/trends/issues? Again, the previous trends and issues provide a potential menu of topics to stimulate thinking and discussion for the retreat. Our facilitator will summarize the input he received during focus group meetings on Jan. 19. 12 Town of Vail Page 11 8. ACTION REQUESTED As mentioned, the Town is actively implementing the 2024 Strategic Plan. The “Big Three” projects will continue to need significant financial and staff support. Given that, staff would recommend the Council be highly selective about new initiatives. Also, staff is planning to begin training internal facilitators to support the creation of departmental business plans that will be aligned to Council strategic goals and focus on improving the efficiency and service of daily operations. Staff would suggest that there are a variety of operational improvement/ enhancement initiatives that could reside within departmental business plans that may be of Council interest that could be regularly reviewed with Council to ensure accountability and transparency. Council is requested to actively engage in this strategic planning process and identify priority issues that need to be addressed in the next 2-5 years and corresponding results/goals for each issue. Attachment A: Draft Housing Strategy Attachment B: Post-Visit Guest Surveys Attachment C: PowerPoint Presentation from VEAC meeting 13 Town of Vail Page 12 Attachment A Draft Housing Strategy To: Russ Forrest, Town Manager From: Jason Dietz, Housing Director & Vail Local Housing Authority Date: January 14, 2026 Subject: 2026 Housing Priorities ______________________________________________________________________ I. Purpose: The purpose of this memo is to share ideas for 2026 VLHA + Housing Priorities to for Town Council for their consideration at their January 19–20, 2026 Strategic Planning Retreat. The fundamental goal of these draft strategies is to Create a Strong Community Through a Continuum of Housing. II. Background: The VLHA and the Town of Vail Housing Department exist to create a continuum of deed-restricted homes — taking many forms, for all phases of life — because our people are the secret ingredient to Vail’s world-class sauce. Our mission directly supports Town Council’s priority to strengthen community by expanding affordable housing opportunities — ensuring current and future generations can live, work, and thrive in Vail. By advancing a continuum of housing, the Town can counter rising housing costs, stabilize population loss, sustain the local workforce and economy, enhance quality of life, and preserve Vail’s long-term vitality — now, and in perpetuity. The need for affordable housing was recently documented in the 2025 Eagle County Needs Assessment. The following includes three areas of focus for a housing strategy moving forward that also recognizes that we must work with our partners to successfully complete the Timber Ridge and Southface Projects. These projects together are some of the most significant public investments the Town has ever made and will significantly move the Town toward achieving its goal of 1000 new homes by 2027 and significantly contribute to addressing housing needs that were documented in 2025. The following strategies reflect what we have collectively learned about our housing program in the last 1-2 years and the significant need for improved systems, regulations, and financial structures to continue to achieve our housing goals. These ideas were created in collaboration with the Vail Local Housing Authority and are provided to the Council for their consideration as they develop an updated Council Strategic Plan. 14 Town of Vail Page 13 III. DRAFT HOUSING STRATEGY A. Redevelop Policy, Data, & Decision-Making Infrastructure. Intentionally align housing policy, code, and land use with modern business intelligence, analytics, user-centered interfaces, and AI-enabled workflows so the Town’s housing systems operate as one. Working in tandem, these tools and frameworks connect the means and methods of housing delivery directly to the outcomes the community expects—supporting innovation, excellent customer service, strong compliance, and consistent and predictable results by design.  Align housing policy, zoning, and land use through the Title 12 rewrite, including streamlined entitlements for deed-restricted housing consistent with DOLA and Prop 123 requirements, implementation of the West Vail Master Plan, and employee housing mitigation requirements designed to produce desired results.  Deliver clear, reliable reporting and analytics for staff, the VLHA, and Town Council to support timely, data-informed decisions.  Track the full lifecycle of deed-restricted homes—including resale, appreciation, default, foreclosure, and compliance outcomes—to ensure accountability and optimize policy.  Modernize compliance, lottery, and deed-restriction workflows through a comprehensive housing database that improves consistency, transparency, and customer service.  Evolve enforcement tools and processes, including evaluation of civil penalties and administrative hearings, to support fair, efficient, and predictable compliance.  Leverage data and AI-enhanced tools to improve internal workflows, resident services, and program design while reducing friction and administrative burden.  Refresh long-range planning goals, including a defined target stabilized resident population, and updated inputs to the 2027 Housing Strategic Plan. B. Create a Financial Catalyst for Affordable Homes. Activate the financial strength and acumen of the Vail Valley to design, test, and scale market-compatible financial tools that lower the cost of ownership of deed- restricted homes and expand housing options across the continuum. By exploring the viability of a purpose-built 501(c)(3), a strategic partnership with a compatible organization, or impact investors aligned with the housing mission, the Catalyst enables faster iteration, disciplined risk management, and scalable impact beyond traditional municipal and market constraints.  De-risk investment opportunities to unlock lower-interest, market- compatible financing, using data, underwriting discipline, and deed- restriction tools (guarantees, ROFR, right to redeem). 15 Town of Vail Page 14  Scale proven affordability partnerships, including Habitat for Humanity at Timber Ridge and Habitat-style mortgage buy-downs across AMI levels.  Build revolving, durable capital sources to supplement existing sales-tax and capital-fund allocations.  Advance the EHU Exchange Program and EHU Credit Program as a complementary affordability and capital-efficiency tool.  Explore alternative low-interest loan products beyond Fannie/Freddie to expand access and reduce long-term housing costs.  Evaluate lodging and STR-based revenue options, informed by legal constraints, ballot history, and stakeholder engagement. C. Support Development Projects & Partnerships. Focus on delivering housing by actively advancing priority projects, securing strategic sites, and partnering with public and private developers to move homes from concept to completion. This initiative positions the Town as a coordinated, capable facilitator—aligning land, capital, policy, and infrastructure to accelerate delivery of deed-restricted and workforce housing while reducing friction for development partners.  Deliver priority Town-led housing projects, including Timber Ridge Village, Southface, and the East Vail CDOT parcel.  Position the Town to partner or lead State Land Board Phase I development or other regional partnerships, advancing the continuum of housing opportunities.  Advance land banking and redevelopment readiness, including positioning for acquisition of strategic parcels.  Actively facilitate private-sector housing development by coordinating approvals, infrastructure, and policy alignment.  Support major mixed-use and workforce housing partnerships, including West Lionshead (Vail Resorts / East West), Cascade Village, Lunar Vail, Highline, and West Vail Commercial.  Reduce development friction through coordinated Town support, ensuring projects move predictably from entitlement to delivery. 16 TOWN OF VAIL | WINTER 2024/25 Post-Visit Survey Report 17 TABLE OF CONTENTS 2 Introduction & Methodology 3 Executive Summary 4 Visitor Survey Results 8 ▪Visitor Profile 9 ▪Experience Ratings 19 ▪Additional Questions/Analysis 29 Occupancy & Parking 41 18 INTRODUCTION & METHODOLGY 3 ▪The Vail Winter 2024/25 research was conducted by RRC Associates on behalf of the Town of Vail and the Vail Local Marketing District (VLMD). The study captures insights from guests who visited Vail during the winter season and logged into the Discover Vail WiFi network. ▪This year’s survey includes feedback from 894 respondents—a mix of overnight visitors, day visitors, seasonal residents, and full-time locals. ▪The data summarized in this report reflects surveys collected between November 2024 and April 2025 and is compared with results from Winter 2023/24 and Winter 2022/23 where applicable. ▪Consistent methodology over the past three seasons allows for valid comparisons; however, results based on small sample sizes (fewer than 30 responses) should be interpreted with caution. Total Surveys Completed (-34% YoY) 894 +/-3.28% Margin of Error at 95% Confidence Level for 703,932 unique visitors using the Discover Vail WiFi Network 19 EXECUTIVE SUMMARY 20 EXECUTIVE SUMMARY 5 Vail continues to draw a primarily overnight visitor base, while demographic shifts show rising affluence and more families with children. ▪Nearly two-thirds of respondents (63%) were overnight visitors, holding steady compared to last winter. ▪Fewer day visitors were captured this season (10%, down from 14%), while the share of full-time residents grew to 10%. ▪Colorado remains the most common home state, but its share is gradually declining; meanwhile, visitation from Mexico increased to 10%. ▪Visitation from parties with children are becoming more common, increasing to 28% of all parties this season. ▪More respondents reported high household incomes, with 20% earning over $500k (up 6 points), while lower-income representation declined. Travel parties are increasingly made up of couples and families. ▪A growing share of guests are traveling with a spouse or partner (55%), the highest share in recent years. ▪Year-over-year growth in visitors interested in kid-friendly activities and local events, along with growing shares traveling with children (28%), indicate increased family-oriented visitation. ▪Vacation rental use increased modestly overall but jumped 8 percentage points among Colorado overnight visitors.21 EXECUTIVE SUMMARY 6 More full-time and seasonal residents are choosing to live outside the Town of Vail, signaling a shift toward regional residency patterns. ▪Two-thirds (67%) of full-time residents now live in the greater Eagle County area (up 10 points from last winter) while just 27% reside in the Town of Vail. ▪Among seasonal residents, the share living in the Town of Vail declined to 59%, down from 69% the year prior. ▪More seasonal residents are also staying in greater Eagle County, with that group rising from 25% to 37%. Visitor satisfaction remains strong overall, but parking is consistently a pain point. ▪The overall Net Promoter Score (NPS) declined to 64 from 71, driven largely by a sharp drop among Colorado overnight visitors. ▪As seen in previous winter surveys, NPS from younger (<40) visitors was much stronger at 78 than the 40+ demographic which scored Vail at 66. ▪Cleanliness, public transportation, and Welcome Center experiences were the highest-rated aspects of the visit, each averaging above 4.4 out of 5. ▪Parking stood out as the biggest challenge across the board, receiving the lowest satisfaction scores from all visitor groups (3.3 overall). Note this is consistent with the past 3 years. 22 EXECUTIVE SUMMARY 7 Cost concerns—especially around parking and lodging—remain the biggest perceived barriers to future visitation. ▪Affordability was the most frequently cited reason in open-ended responses for hesitation to return, with over 200 respondents pointing to costs for lodging, lift tickets, food, and parking. ▪Nearly 1 in 5 open-ended comments called out parking specifically, with many asking for cheaper or more convenient options. ▪Families also expressed a desire for more affordable, kid-friendly activities and flexible package options. Vail maintains strong destination loyalty and reputation. ▪39% of guests said they didn’t seriously consider any other resort for their trip, an all-time high in destination loyalty. ▪Word of mouth continues to be the leading influence on trip decisions (67%), though social media’s impact has doubled over the past two years, now reaching 19%. ▪Fewer guests reported visiting the Vail (21%) or Lionshead Welcome Centers (19%) this year, marking the lowest levels in three years. ▪While 89% agreed the Vail community is welcoming, the share who strongly agreed slipped slightly from 68% to 64%. 23 VISITOR SURVEY RESULTS 24 VISITOR/RESPONDENT TYPE 9 ▪Overnight visitors continued to make up the majority of respondents in 2024/25 (63%), slightly lower than the previous season (66%). ▪The share of seasonal and full-time residents increased since the previous Winter, while the proportion of day visitors saw a minor decrease. 25 GEO ORIGIN 10 Excludes Full-time residents, Seasonal residents, and Seasonal employees ▪Colorado continues to lead with 15% of all visitors in Winter 24/25, followed by strong regional representation from Texas (7%), Florida (7%), and California (6%). 26 GEO ORIGIN 11 ▪The share of visitors from Colorado has declined from 17% in 2022/23 to 15% in 2024/25. ▪Mexico showed the largest gain year-over- year, increasing from 8% to 10%, while other top contributors like Texas (7%) and Florida (7%) remained relatively steady within one percentage point of last season. Excludes Full-time residents, Seasonal residents, and Seasonal employees 27 COLORADO COUNTIES 12 ▪In-state visitation remained dispersed across Colorado counties, with no single county contributing more than 4% of the total in any season. ▪Arapahoe County (3%) overtook Jefferson County (2%) as the second-largest origin among Colorado visitors, but Denver county remains at the top (4%). 28 LOCAL RESIDENCE 13 ▪In Winter 24/25, a greater share of full-time residents reported living in the greater Eagle County area (67%), up 10 percentage points from 23/24. ▪While most seasonal residents still live in the Town of Vail (59%), this represents a decline from 69% the previous season, with a corresponding increase in those staying in the greater Eagle County area (37%; up 12 percentage points). This residency question was first added in Winter 23/24. 29 FAMILY STATUS 14 ▪The share of respondents identifying as a couple with children at home increased to 31% in Winter 24/25, the highest across all three of the past seasons. ▪Single, no children declined notably from 26% in prior seasons to 19% in Winter 24/25. 30 HOUSEHOLD INCOME 15 ▪The share of respondents reporting household incomes of $500,000 and over increased notably to 20% in Winter 24/25, up from 14% the previous season. ▪The proportion of lower-income respondents (under $50,000) decreased to 9% in Winter 24/25, down from 12% the previous year. 31 PRIOR VISITATION 16 ▪Two-thirds (64%) of all respondents in Winter 24/25 had previously visited Vail during a winter season, with Colorado overnighters most likely to be repeat winter visitors (76%). ▪First-time visitation remains significant among day visitors (49%) and out-of-state overnight guests (31%), indicating ongoing success in attracting new guests. 32 EPIC PASS OWNERSHIP 17 ▪Epic Pass ownership remained strong in Winter 24/25, with two-thirds (66%) of respondents reporting they held a pass—consistent with the past two seasons. 33 TRAVEL PARTY 18 ▪Traveling with a spouse or partner continues to be the most common party type and rose to 55% in Winter 24/25, the highest share in the past three seasons. ▪Travel with children 17 and under rose to 28% (+3 ppt) in Winter 24/25, the highest share in the past three years. ▪Meanwhile, travel with friends declined by 5 percentage points but still accounted for a quarter of parties (24%). 34 EXPERIENCE RATINGS 35 NPS | OVERALL & BY VISITOR TYPE 20 ▪Overall Net Promoter Score (NPS) declined from 70.8 in Winter 23/24 to 64.0 in Winter 24/25. ▪The drop was primarily driven by a 11-point YoY decline among Colorado overnight visitors. ▪Out-of-state overnight visitors declined less (-5 points YoY), while day visitors saw only a modest 3-point decrease. *NPS is the percent of promoters (9 & 10) minus the percent of detractors (0-6); excludes Full-time and Seasonal residents. 36 NPS | OVER VS. UNDER 40 VISITORS 21 As seen in past winter research, younger visitors (under 40) are more positive on their trip to Vail than those over 40. ▪Visitors under 40 gave Vail a very high NPS of 78 vs.66 from those over 40 ▪NPS from those under 40 rose 3.2 points from last winter while the score from older visitors dropped 4.4 points YOY *NPS is the percent of promoters (9 & 10) minus the percent of detractors (0-6); excludes Full-time and Seasonal residents. 37 NPS | BY PRIOR VISITATION 22 ▪NPS declined among both first-time visitors (down 2 points to 69.4) and repeat visitors (down 4 points to 64.3) compared to last season. *Excludes Full-time and Seasonal residents. 38 OPEN-ENDED COMMENTS 23 ▪Respondents were asked ‘What makes you likely to recommend Vail?’ (If likelihood to recommend was 8 or higher). ▪The top themes are summarized below: 1. Skiing & Terrain (310+ mentions) ▪Vail's expansive, well-groomed terrain, iconic back bowls, and snow reliability create an unforgettable skiing experience for all ability levels. 2. Village Atmosphere (215+ mentions) ▪Charming, walkable, and beautifully designed. The village's winter ambiance left lasting impressions. 3. Dining & Shopping (175+ mentions) ▪A vibrant food scene and diverse shopping, from upscale to casual, were highlights for many guests. *Excludes Full-time and Seasonal residents 39 OPEN-ENDED COMMENTS 24 ▪Respondents were asked ‘What would make you more likely to recommend Vail?’ (If likelihood to recommend was below an 8). ▪The top themes are summarized below: 1. Affordability / Pricing (100+ mentions) ▪Respondents mentioned lift tickets, food, lodging, parking, rentals, and childcare as being too expensive. 2. Crowd Control & Lift Lines (50+ mentions) ▪Many cited long lift lines, crowded slopes, and disorganized loading; suggestions included more lifts, better line management, and limiting skier volume. 3. Customer Service / Staffing (45+ mentions) ▪Some comments criticized poor customer service, undertrained or understaffed teams, and a decline in overall hospitality. *Excludes Full-time and Seasonal residents 40 PLANS TO RETURN 25 ▪32% of respondents plan to return later this season; 39% plan to return next winter. ▪Return intent for next winter was stronger among repeat visitors (43%) than first-timers (40%). ▪First-time visitors showed more hesitation: 27% are unsure and 21% expect to return in a few years, vs. only 12% and 10% of repeat visitors. ▪ 41 INCREASE LIKLIHOOD OF RETURN 26 ▪Respondents were asked ‘Is there anything Vail could do to enhance your likelihood of returning for another Winter vacation?’ (If respondent did not select “Later this season,” “Next winter,” or “Next summer”). ▪The top themes are summarized below: 1. Price sensitivity is the dominant barrier (200+) ▪Affordability concerns touch every spending category—parking, gondola, lodging, lift tickets, food. 2. Parking is a pain point (57+) ▪High rates and limited supply generate nearly one-in-five comments. ▪Cheaper or validated options and clearer signage/shuttle loops would remove a major return hurdle. 3. Family appeal drives next tier of requests (38+) ▪Guests want more free or low-cost activities, especially for younger children and teens, as well as flexible family packages. 42 SATISFACTION RATINGS 27 ▪Visitors continued to rate Vail highly for cleanliness, public transportation, and Welcome Center experience (all 4.4+). ▪Slight declines were seen in satisfaction with overall service (4.3; down 0.2) and ease of finding parking (3.3; down 0.3). 43 SATISFACTION RATINGS | BY VISITOR TYPE 28 ▪Consistent with historical years, full-time residents tended to be the most critical of their experience whereas out-of-state overnight and day visitors tended to be the most satisfied, on average. 44 SATISFACTION RATINGS | BY PRIOR VISITATION 29 ▪First-time and repeat visitors rated their experiences similarly across most items. ▪Parking was the only item to receive an average score below 4.0 from both groups. ▪Repeat visitors rated ease of public transportation and ease of finding parking slightly higher but scored visitor information slightly lower. 45 ADDITIONAL QUESTIONS / ANALYSIS 46 INFORMATION SOURCES 31 ▪Word of mouth remains the dominant influence on winter trip decisions (67%), while social media saw the most growth—more than doubling from 9% in Winter 22/23 to 19% in Winter 24/25. ▪Usage of official ski resort websites and search engines declined slightly over time, while most other sources held steady, indicating a shift toward social platforms. *Excludes Full-time residents. 47 OTHER RESORTS CONSIDERED 32 ▪Nearly 4 in 10 visitors (39%) did not seriously consider any resort other than Vail for their winter trip—an all-time high, reinforcing strong destination loyalty. ▪Among those who considered alternatives, Breckenridge, Beaver Creek, and Aspen/Snowmass remained the top competitors, with very slight gains for Park City/Deer Valley. *Excludes Full-time residents. *Excludes residents. 48 OTHER RESORTS CONSIDERED | BY VISITOR TYPE 33 ▪Day visitors were far more likely to consider alternatives, especially Breckenridge (45%) and Beaver Creek (25%), while 43% of overnight visitors said they only considered Vail. ▪Destination loyalty was strongest among overnight guests, with fewer considering other resorts compared to the day visitor group. *Excludes residents. 49 ACCOMODATIONS 34 ▪Among all overnight visitors, slightly fewer stayed in traditional paid accommodations (-3 percentage points) or with friends/family (-2 points) compared to the prior season. ▪Vacation rental use increased overall (+3 points), with the most notable rise among Colorado overnight visitors (+8 points). ▪Out-of-state overnight visitors continued to favor vacation rentals slightly more than in-state visitors (30% vs. 28%). 50 NIGHTS STAYED 35 ▪Overnight respondents stayed in Vail the same amount of time, on average, this season compared to last (5.1 nights) ▪Out-of-state visitors tended to stay in Vail about 2.6 days longer than in-state respondents. 51 ACTIVITIES 36 ▪Skiing/snowboarding remained the dominant activity with consistent participation at 89% across both seasons, followed by dining (75%) and shopping (58%) in Winter 24/25. ▪Year-over-year increases were seen in kid-friendly activities (+3 ppt) and local events/festivals (+2 ppt). 52 ACTIVITIES | BY VISITOR TYPE 37 ▪Skiing/snowboarding was nearly universal among all visitor types, especially seasonal residents (95%) and out-of-state overnight guests (92%), with day visitors showing slightly lower participation (75%). ▪Seasonal residents reported higher engagement across a wide range of activities—from shopping and dining to events and nature-based recreation—compared to other visitor types. 53 WELCOME CENTERS 38 ▪Welcome Center visitation declined in Winter 24/25, with 66% of respondents saying they did not visit any center, up from 61% in the previous two seasons. ▪Visits to both the Vail and Lionshead Welcome Centers dipped slightly, reaching their lowest levels in three years at 21% and 19%, respectively. 54 INTERACTIONS WITH COMMUNITY 39 ▪Perceptions of the Vail community as welcoming and friendly remained very strong in Winter 24/25, with 89% of respondents agreeing, though the share who strongly agreed dipped slightly from 68% to 64%. 55 GREEN DESTINATION 40 ▪Ratings of Vail’s sustainability efforts remained stable in Winter 24/25, with over half of respondents (54%) saying the destination met expectations and a combined 39% stating it exceeded or far exceeded expectations. ▪This is consistent with prior seasons and maintains an average score of 3.4. 56 GREEN DESTINATION | BY VISITOR TYPE 41 ▪Seasonal employees rated Vail’s sustainability efforts most favorably, with an average score of 4.0 and 67% saying efforts exceeded or far exceeded expectations—well above the overall average of 3.4. ▪Full-time residents were the most critical, with the lowest average score (3.2) and the highest share (15%) saying Vail fell short of expectations. 57 OCCUPANCY AND PARKING 58 OCCUPANCY RATE | YOY 43 ▪November 15, 2024 to April 20, 2025 59 PARKING COUNTS 44 ▪November 15, 2024 to April 20, 2025 60 THANK YOU RRCAssociates.com (303) 449-6558 4770 Baseline Rd. Ste. 360 Boulder, CO 80303 61 SUMMER POST-VISIT SURVEY OVERVIEW November 2025 62 METHODOLOGY *Includes partial responses. Sample size (N) for individual questions are reported throughout. The Vail Summer 2025 research was conducted by the Town of Vail and the Vail Local Marketing District (VLMD). Goals are to track visitor profiles, behaviors and satisfaction with the Vail experience during the summer and fall of 2025. Visitors who log into the Discover Vail WiFi site are offered the survey. This report presents data collected through October 31, 2025. Where applicable, it compares summer 2025 results to the last two seasons (summer 2024 and winter 24/25). Additionally, selected figures such as NPS, prior visitation, and others are broken out by visitor type and age cohort. Unless otherwise noted (e.g., exclusion of full-time and seasonal residents), results represent all respondents. 63 KEY TAKEAWAYS 64 4 Vail is a long-distance destination. 60% of visitors are from out of state. Texas and Florida are the largest states of origin with each providing 7% of Vail visitors.Mexico dropped from 7% last summer to 4% in 2025. Vail attracts repeat visits. Three-quarters of 2025 summer guests have been to Vail before. With more than two-thirds stating they plan to return at some point in the next year, most often later in the season or next summer. For those who considered other resorts, Breckenridge, Beaver Creek and Aspen were the most likely alternative destinations.Though most respondents (58%) did not consider anywhere aside from Vail. More summer visitors travel in parties of two with just a spouse/partner and no children. Families are more common in winter as ski trips are more likely to include kids. Consistent with this pattern, summer travelers to Vail skew a bit older than winter. VI S I T O R P R O F I L E 65 5 Vail continues to experience strong overnight visitation in summer and winter with just under 6 in 10 respondents reporting they are staying overnight. Overnight visitors this summer stayed the same number of nights on average compared to last summer (5.4 nights). As is typical, summer Length of Stay (LOS) is shorter than winter. Winter 2024/25 LOS was 6.2 nights. While winter guests have been more likely than summer visitors to choose vacation rentals, this summer saw an increase compared to 2024, bringing it more in line with typical ski season numbers. Just under half of guests this summer and in winter 2024/25, stayed in traditional lodging (hotels). The top activities that visitors participated in were consistent across visitor types. Casual activities are most common: Dining, shopping, hiking, relaxation, and spending time in nature. After word of mouth, the most common information source is internet searches (Google, etc.), suggesting that Search Engine Optimization (SEO) is a solid investment. Social media and DiscoverVail.com were also important.TR I P P R O F I L E 66 6 Vail Net Promoter Scores (NPS) increased this summer with the average rising to 74 from 70.5 last year. Ratings from first -time visitors, older travelers (40+) and out of state guests all increased YOY. Vail continues to rate higher in the summer with visitors older than 40 and stronger in the winter with younger travelers. Consistent with the ratings, summer visitors tend to be slightly older with an average age of 53 vs. 50 for guests last winter. Interestingly, first-time and repeat visitors to Vail were largely in line with their views of Vail, with NPS for each hovering around the overall score (74.0). First-time and repeat visitors to Vail were also aligned in their ratings for various aspects of their trip to Vail this summer. Individual attributes of Vail all rated quite highly again this summer . Cleanliness, public safety, transit and customer service all scored well. Parking remains an issue for some visitors, but this challenge is not unique to Vail. Note, however, there were numerous comments from repeat visitors about the change to paid summer parking. There was definite frustration from motorists who had grown accustomed to free parking in the summer. VI S I T O R R A T I N G S 67 VISITOR PROFILES 68 VISITOR TYPE Winter guests are slightly more likely to be overight visitors while day visitors are more prevalent in the summer. However, year-round, a majority are overnighters. 69 STATE/COUNTRY OF ORIGIN The share of in-state visitors is sharply higher in summer, making up just under four in ten respondents this season. Consistent with past seasons, Texas and Florida are next behind Colorado as states of origin. Mexico visitors dropped off this summer. *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 70 GEOGRAPHIC ORIGINS This summer, Colorado accounted for 40% of visitors, followed by Florida (7%), Texas (7%), and Arizona (3%). *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 71 LOCAL RESIDENCE The share of full-time and seasonal residents was consistent with last summer. Most primary residents live in greater Eagle County and seasonal residents in the Town of Vail. 72 FAMILY STATUS Couples without children at home continue to make up a plurality of respondents in the summer. This is consistent with the generally older profile of summer vs. winter visitors. 73 HOUSEHOLD INCOME Summer visitors are affluent, but slightly less than winter guests. This summer, 39% of respondents report HH incomes higher than $200,000 compared to 47% last winter. *Excludes “ ” 74 PRIOR VISITATION Most guests have been to Vail before, regardless of the season. Visitors are most likely to make repeat visits during the same season as past years. First-time visitors dropped this summer compared to the past two seasons. *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 75 EPIC PASS OWNERSHIP Predictably, summer visitors are far less likely to have an Epic pass when compared to winter visitors. However, just over a quarter of summer guests own a pass or someone in their household does. 76 •Traveling with a spouse or partner continues to be the most common party type, despite a slight dip compared to last summer this group continues represent the greatest share of respondents. •Visitors during ski season are more likely to be traveling with children of any age. TRAVEL PARTY 77 AGE Consistent with past years, respondents this summer were slightly older than those visiting in winter. Among residents and seasonal employees, the distribution of summer respondents were more concentrated compared to last season, leading to an increase in average age of 6.1 years from summer 2024. 78 GENDER Gender is nearly equally distributed in both seasons, with a slight lean toward females occurring in summer. 79 LIKELIHOOD TO RECOMMEND & SATISFACTION 80 NET PROMOTER SCORE Overall, NPS was very strong this summer. The score rose above the previous summer and winter seasons, jumping to 74.0. As in past seasons, OOS overnight vistiors tend to be the most positive on their Vail experience. Comments from detractors indicate concerns over the cost of their trip to Vail not aligning with overall value, as well as crowding, and the ’ mountain- “ ” *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 81 NPS BY AGE DEMOGRAPHIC *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data As seen in past years, guests under 40 are more negative than older visitors during the summer. The gap grew wider this year compared to last summer. This trend is the opposite of what we see in winter, where younger guests are more likely to recommend Vail as a destination compared to the 40+ demographic. 82 First-time visitors to Vail raised their NPS sharply compared to last summer while the repeat guest rating dipped just slightly. Scores for both summer seasons were stronger than last winter. NPS: REPEAT VS. FIRST-TIME *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 83 WHAT MAKES YOU LIKELY TO RECOMMEND VAIL? 1.Scenery & perfect mountain weather Guests love the natural beauty of Vail, the alpine views, flowers, and fall colors. The cool, dry climate makes being outside comfortable and refreshing. 2.Variety of Things to Do Visitors love the number of options for activities, from typical outdoor recreation options (hiking, biking, fishing, etc.), to the expansive events calendar (Bravo! Vail, GoPro Games, concerts, markets). 3.Village Charm & Walkability The car-free, easy-to-navigate village, free buses, cleanliness and safety, friendly service, and plentiful dining/shopping make the experience convenient, family-friendly, and polished. *Asked if likelihood to recommend >= 8 Top themes from promoters are summarized below: 84 WHAT WOULD MAKE YOU MORE LIKELY TO RECOMMEND VAIL? 1.Price & Value Detractors see Vail as very expensive in most aspects, lodging, food, gondola tickets, etc., which leaves some feeling that the overall value of the ’ j 2.Parking, Access and Cost Paid summer parking and confusion over public versus private parking sparked comments asking for lower rates and a simpler experience for those with cars. 3.Experience & Atmosphere (service, crowds, authenticity) Some described unfriendly service, seasonal business closures, crowding at times, and a feeling that the village is too focused on pricey dining and shopping rather than outdoor activities. *Asked if likelihood to recommend < 8 The top themes are summarized below: 85 SATISFACTION BY RESPONDENT TYPE Overall, ratings for all categories are high and consistent across visitor types. Cleanliness, safety, public transit and customer service are among the highest rated attributes. Ease of parking rated lowest and is the only item to score under 4 on a 5- point scale. 86 SATISFACTION BY AGE Interestingly, visitors under 40 rated individual attributes slightly higher than older guests, despite the overall higher Net Promoter Scores from the 40+ demographic. 87 SATISFACTION BY VISITOR TYPE First timers and repeat visitors were consistent in their high ratings of individual attributes. Though first-time guests were more positive on rating both parking attendants and the availability of parking. 88 VAIL AS A GREEN DESTINATION In recent seasons, nearly all guests indicated that Vail met or exceeded their expectations ’ 89 FLIGHT TO VAIL Flights as part of the trip to Vail continue to be more popular in winter compared to summer. Among flyers, the Eagle Airport was nearly twice as popular during the ski season vs. the summers. 90 Regardless of the season, word of mouth remains the top information source for guests, consistently representing around two-thirds of respondents. Internet search engines are next, followed by social media, travel sites and DiscoverVail.com. INFORMATION SOURCES 91 j Overall, summer visitors were far less likely to consider other resorts than winter guests. 58% considered only Vail this summer vs. 39% last winter. Breckenridge, Beaver Creek, and Aspen/Snowmass remain the primary alternatives across all three seasons, RESORTS CONSIDERED 92 Length of stay was consistent with summer 2024 and lower than last winter. This is typical of more summer weekend trips by Coloradans vs. destination ski trips. Colorado overnight visitors tend to stay 4 nights or less while OOS visitors stay longer The largest share of summer visitors stay 2-4 nights, compared to 5-7 nights for winter visitors. LE N G T H O F S T A Y 93 Among respondents this summer, hotels lost share to vacation rentals. Generally, winter visitors are more likely to choose vacation rentals which is consistent with longer LOS and a desire for more space and amenities – kitchen, etc. ACCOMODATIONS 94 Overall, the travel party size across seasons at Vail averages around 5 people. OOS visitors are more likely to travel with larger parties which is consistent with destination family vacations. PARTY SIZE 95 •Vail attracts repeat visits, with 68% of summer 2025 guests expecting to return to Vail some time in the next year. •Predictably, OOS visitors are more likely to plan for the next season (either winter or summer), as opposed to Coloradans who are much more likely to consider returning later in the same season. PLANS TO RETURN *Excludes Seasonal, Full-Time Residents, and Seasonal Employees; darker bars represent summer 2025 data 96 •Overall and across visitor types, dining and takeout was the top was the most popular activity. •Dining was followed by shopping, hiking, rest and relaxation, and spending time in nature. •Colorado overnighters were the most likely visitors to attend a festival or concert on their trip to Vail. ACTIVITY PARTICIPATION 97 IS THERE ANYTHING VAIL COULD DO TO ENHANCE YOUR LIKELIHOOD OF RETURNING FOR ANOTHER SEASONAL VACATION? 1.Cost & Value Many feel Vail has priced out average visitors. With high lodging and food costs, plus expensive parking and gondola tickets, families especially feel they are not getting a solid value for the cost of their trips. 2.Access & Operations Consistent with the confusing parking options available to visitors mentioned in earlier comment analyses, guests mentioned pricey/limited parking, desire for free or cheaper options 3.Mixed Experience & Quality of Trip Visitors mentioned wanting more affordable restaurants and food options, better publicized activities, improved MTB trail maintenance, and fewer event conflicts (e.g. noise from nearby concerts). *Asked if not planning to return within the next year The top themes are summarized below: 98 Consistently over summer and winter seasons, about two thirds of visitors say they did not visit a Vail Welcome Center. WELCOME CENTER VISITATION 99 Perceptions of the Vail community as welcoming and friendly remained very strong, with 93% of respondents agreeing that Vail is welcoming. INTERACTIONS WITH COMMUNITY 100 Summer visitors are far more likely to attend events in Vail than winter guests. Events in Vail are an important draw –30% of those who attended an event only came to Vail for that event, with another 41% indicating that it was half or more of their reason for coming. SPECIAL EVENTS 101 OCCUPANCY AND PARKING 102 OCCUPANCY RATE | YOY 43 ▪May 30, 2025 to September 21, 2025 103 PARKING COUNTS 44 ▪May 30, 2025 to September 21, 2025 104 THANK YOU! 105 Prepared for: Vail Economic Advisory Council Tuesday, November 11, 2025 106 The Town of Vail Shaping the Next Era of Mountain Vitality 107 Setting the Stage This IS... •Food for thought, intended to spark dialogue and reflection •Focused on what questions, not how answers •High-level and exploratory in nature •Based on Insights Collective’s impressions and discussion •Supporting data exists but is not part of this This IS NOT... •A white paper or formal report •A set of solutions or detailed “how-to” recommendations •Comprehensive or exhaustive in scope •Fully vetted or ready for action as-is •For external distributionCopyright 2025. Insights Collective. Not for External Distribution. 108 The Insights Collective Destination/Community Think Tank © “New thinking to understand destination and community balance.” About the Insight Collective •We are passionate about shaping the future and positively impacting the destinations and communities in which we work. •A tourism think tank in the community destination space, we bring together insightful minds based on years of experience, cutting- edge research, and innovative ideas to tackle the most pressing challenges. •We aim to provide evidence-based solutions and creativity that drive policy change, foster collaboration, and spark transformative innovation in the destinations and communities we work in. 4Copyright 2025. Insights Collective. Not for External Distribution. 109 The Insights Collective Travel Economy Think Tank 5 Brian London President & CEO | London Tourism Publications Carl Ribaudo President & Chief Strategist | SMG Consulting Chris Cares Managing Director | RRC Associates Jesse True Marketing | Arapahoe Basin Ralf Garrison Principal & Founder | The Advisory Group Susan Rubin-Steward Customer Insights/ Call Center Strategist | SRS Consulting Tom Foley SVP Business Process & Analytics | Inntopia “None of us is as smart individually as all of us, together….”Copyright 2025. Insights Collective. Not for External Distribution. 110 Why This Moment Matters for Mountain Destinations •Generational Change •Economic Factors •Climate Change •Behavioral Changes •Competitive Changes •Changing Resort Strategies •Geopolitical Risk and Uncertainty •And More…. 6Copyright 2025. Insights Collective. Not for External Distribution. 111 Issues and Think Tank Process 7Copyright 2025. Insights Collective. Not for External Distribution. 112 Town of Vail Issue Clusters Ski Industry •Long-term trends in the ski industry •Impacts of EPIC/IKON passes •Growth/contraction of the ski industry •Demographic trends — who will be our future guests? •Skiers/snowboarders in decline – who is addressing this? •Where are our next customers? Tourism Diversification •Summer tourism trends •Diversification away from dependence on skiing •Opportunities for improved resiliency Real Estate / Housing •Real estate trends (as boomers phase out) •Second-homeownership — who is the next buyer? •Protecting the second-home economic engine Climate / Environment •Climate change impacts on resort economies •Sustainability of the ski industry beyond climate change Competitive Positioning •Emerging competitors to Vail and destination ski areas in general •How is Vail positioned vs. other resort communities? •Best practices observed elsewhere to future-proof destinations External Forces •How are climate, politics, and technology reshaping mountain resort economies? •What are the major threats we should anticipate? •What are the biggest opportunities? •New paradigms of entertainment/recreation (including virtual worlds) 8Copyright 2025. Insights Collective. Not for External Distribution. 113 Town of Vail Issue Clusters 9 Ski Industry Tourism Diversific ation Real Estate and Housing Climate and Environmen t Competitiv e Positionin g and External Forces Copyright 2025. Insights Collective. Not for External Distribution. 114 IC Think Tank Ideation ProcessPlease write your great title is here Lorem dolor sit ipsum dolor sit Vail Issues Lorem dolor sit ipsum dolor sit Framing Questions Explorati on Strategic Implicatio ns for Considerat ion 115 Ideation 11Copyright 2025. Insights Collective. Not for External Distribution. 116 The Ski Industry as a Backdrop 12Copyright 2025. Insights Collective. Not for External Distribution. 117 Skier Day Trend 13 Vail Resorts Results Total net revenue:Increased 2.7% to $2.96 billion. Net income:Grew 21% to $280 million. North American skier visits:Declined 3% for the year compared to the prior year. •Average US active Skier population is 10-12 million = 3% of the population over the past decade •Price/Rate (skiing vacations) has risen sharply Age Shift •The US ski market continues to age, with skiers and riders 56 and older accounting for 24% all visits during the 2024-25 season. •More than double their share in 2010- 2011, •Up two points from last year. •At the same time, under-25 participation has declined sharply over the past 15 seasons, dropping from 43% to just 33% of visits •US Skier Visits over 10 Years are flat, and vary significantly, more from weather than economy. US Skiers Copyright 2025. Insights Collective. Not for External Distribution. Graph Source: NSAA Journal/RRC Associates 118 Ski Industry Evolution Framing Questions •Should the Town of Vail assume the forces of play will continue as they have over the next 3-5 years? •Is the Town of Vail positioned to attract the next generation of skiers? Insights Collective Exploration •Industry Trajectory Lens:Where is skiing headed? (climate, cost, participation trends) •Epic/Ikon Lens: How are passes reshaping loyalty, economics, and guest mix? •Demographic Lens:What do younger generations (Gen Z, Alpha) expect from mountain destinations? •Diversification Lens: What does “beyond skiing” look like for Vail (summer, arts/culture, events, wellness, remote work)? Scenarios to Think About •Growth within skiing (continued pass-driven volume). •Plateau & diversification (skiing stable, growth shifts to summer, culture, events). •Decline & reinvention (significant drop in skiers, pivot to new opportunities). •Hybrid resilience (balanced year-round ecosystem). Strategic Implications for Consideration •What risks does the Town of Vail face if it over relies on Epic pass-driven growth? •What opportunities does a resilient, year-round ecosystem create for Vail’s economy, brand, and community?14Copyright 2025. Insights Collective. Not for External Distribution. 119 Tourism Diversification & Resiliency Framing Questions •What does “balanced tourism” look like for the Town of Vail? •What new experiences could extend the Town of Vail brand? Insights Collective Exploration •Resident Lens: What level of tourism feels sustainable and compatible with community well-being? •Visitor Lens: What experiences are most valued today? What gaps exist? •Economic Lens: How can tourism diversification improve year-round yield and stability? •Brand Lens: What “brand extensions” (arts, wellness, culture, culinary, outdoor recreation) fit Vail’s identity and attract new segments? Scenarios to Think About •Ski-Centric Balance: Ski remains anchor, but summer/fall fills seasonal gaps. •Experience Expansion: Vail brand grows into wellness, arts/culture, sustainability, and learning experiences. •Resident-First Balance: Tourism managed tightly around carrying capacity, prioritizing resident quality of life. •Global Destination: Vail strengthens its position as a year-round alpine lifestyle hub, attracting international travelers and remote workers. Strategic Implications for Consideration •What are the risks to Vail if tourism remains unbalanced (e.g., seasonal spikes, resident pushback, economic volatility)? •What opportunities exist to define and deliver a model of balanced tourism that supports both the economy and community well-being?15Copyright 2025. Insights Collective. Not for External Distribution. 120 Real Estate & Housing Dynamics Framing Questions •How can the Town of Vail protect and sustain the economic contribution of second homes? •How can the Town of Vail address housing affordability challenges for the local workforce and community? •Who will be the new buyers, and what do they value in Vail? Insights Collective Exploration •Economic Lens:What second-homeowners contribute (property tax, spending, philanthropy) vs. affordability tradeoffs. •Demographic Lens: Who are the next buyers after the Boomer generation? What are Gen X, Millennial, and global buyers seeking? •Community Lens: How does the housing crisis affect workforce recruitment, retention, and community vibrancy? •Policy Lens: What tools (inclusionary zoning, public-private housing initiatives, short-term rental management) could balance housing affordability with sustaining the second-home market? Scenarios to Think About •Boomer Wealth Legacy: Continued dominance of legacy buyers, stable second-home economy, affordability crisis deepens. •Generational Shift: Millennials/Gen Z with different values (sustainability, experience, wellness) redefine second-home demand. •Housing Reform Success: Vail stabilizes housing affordability through innovative policies while protecting the second-home economy. •Market Disruption - External shocks (climate risk, taxation changes, remote work shifts) reshape both second-home and workforce housing dynamics. Strategic Implications for Consideration •What housing and affordability solutions will secure a stable workforce and protect Vail’s livability? •How must Vail evolve its brand and offerings to attract and engage the next generation of buyers and residents?16Copyright 2025. Insights Collective. Not for External Distribution. 121 Climate & Environmental Realities Framing Questions •How can the Town of Vail build on its climate commitments to create a fully integrated model of economic, community, and environmental resilience? •What opportunities exist for Vail to translate its sustainability leadership into a defining element of its identity as a global mountain destination? Insights Collective Exploration •Scientific Lens:Build on local climate data and modeling to anticipate future snowpack, water, and forest health trends—and guide adaptive infrastructure investments. •Economic Lens:Leverage sustainability as an economic advantage—reducing energy costs, protecting property values, and creating new green economy opportunities. •Community Lens:Link climate resilience to livability—improving housing efficiency, mobility, and public health while strengthening the social fabric. •Brand Lens:Position Vail globally as a model for sustainable mountain living—where environmental responsibility enhances both resident quality of life and visitor experience. Scenarios to Think About •Integrated Resilience:Vail fully aligns climate goals with community planning, tourism, and housing, creating a unified sustainability ecosystem. •Innovation Hub:Vail becomes a testbed for new climate technologies—renewable energy, snowmaking efficiency, and sustainable design. •Collaborative Network:Vail partners with other mountain destinations to share data, solutions, and policies—becoming a leader in global mountain adaptation. •Complacency Risk:Progress slows, and other destinations define the next standard for sustainability leadership.. Strategic Implications for Consideration •How can Vail’s policies and investments accelerate progress toward its 80x50 climate goals? •How can climate leadership become a core pillar of Vail’s brand identity—connecting residents, visitors, and partners around a shared stewardship vision?17Copyright 2025. Insights Collective. Not for External Distribution. 122 Competitive Positioning & External Forces Framing Questions •Where is Vail winning/losing vs. peers (Aspen, Whistler, Europe)? •Which external shifts (tech, politics, entertainment) could reshape our future? Insights Collective Exploration •Peer Benchmark Lens: What assets, experiences, and brand elements differentiate Vail positively/negatively? •Technology Lens: How do emerging platforms (AI, influencer marketing, virtual reality) reshape how people discover and choose destinations? •Political Lens: How do external forces like global mobility, taxation, or U.S. travel policy impact Vail’s positioning? •Entertainment/Leisure Lens: What are alternative “aspirational purchases” (concerts, festivals, wellness retreats, gaming) competing with a ski or a summer/fall visit to Vail? Scenarios to Think About •Global Leader - Vail invests in differentiation and sets the standard in North America. •Parity Plateau - Competition closes the gap, leaving Vail indistinct. •Competitive Decline - External shocks or peer innovation erode Vail’s standing. •Disruption Redefined - Technology, politics, or cultural shifts transform what visitors expect from a destination. •Strategic Implications for Consideration •What opportunities exist to build on Vail’s strengths and differentiate more clearly from peer resorts? •What risks could external forces (technology disruption, political shifts, new leisure competitors) pose to Vail’s future? 18Copyright 2025. Insights Collective. Not for External Distribution. 123 Final Thoughts 19Copyright 2025. Insights Collective. Not for External Distribution. 124 What We Have Learned React to a Plateau in Traditional Ski & Rider Growth •Insight:Climate change, affordability, and generational shifts suggest skier participation may stagnate or decline. A Generational Transition will influence the Future •Insight:Gen Z and Gen Alpha view mountain travel differently—seeking authenticity, sustainability, creativity, and meaning over status or exclusivity. Think About Loyalty in a Pass-Dominated Market •Insight:Epic and Ikon passes are reshaping economics and visitor behavior—creating volume but diluting brand loyalty to place. Continue to Diversify the Year-Round Economy •Insight:Reliance on winter revenue limits resilience. The strongest mountain communities are multi-dimensional, blending outdoor recreation, arts, events, and entrepreneurship. Rethink Governance and Partnerships •Insight:These transformations cross traditional boundaries, tourism, housing, workforce, culture, and environment. See Vail as a regional leader. Evolve the Strategic Question •Insight: How does the Town of Vail evolve as a premier destination and mountain community in a changing world? Where experience, culture, and purpose define value?20Copyright 2025. Insights Collective. Not for External Distribution. 125 Vail’s opportunity is to lead as an integrator connecting recreation, health, environment, and culture into a unified value system that strengthens resident well-being, visitor fulfillment, and environmental stewardship. By bridging these dimensions, Vail can remain a premier mountain community where people and place thrive together, built not on growth alone, but on resilience, distinctiveness, and belonging. One More Thing…. EVOLVE * INTEGRATE * INSPIRE 126 22 Questions? Copyright 2025. Insights Collective. Not for External Distribution. 127 Healthcare as an Example Framing Statement: How can Vail leverage its world-class medical expertise, mountain environment, and wellness brand to create an integrated medical and recovery tourism experience—one that aligns with community values, strengthens partnerships between Vail Health and the tourism sector, and attracts high-value visitor segments seeking performance, healing, and holistic well-being? •What does “medical tourism” mean in the context of Vail — is it recovery, wellness, elective surgery, or performance optimization? •How does medical tourism align with Vail’s broader brand as a recreation and wellness destination? •What differentiates Vail’s potential medical tourism 23Copyright 2025. Insights Collective. Not for External Distribution. 128 Copyright 2025. Insights Collective. Not for External Distribution.24 129 Copyright 2025. Insights Collective. Not for External Distribution.25 130 Copyright 2025. Insights Collective. Not for External Distribution.26 131 Copyright 2025. Insights Collective. Not for External Distribution.27 132 Copyright 2025. Insights Collective. Not for External Distribution.28 133 © 1998-2026 Managing Results, LLC. All Rights Reserved Town Council Strategic Planning Retreat: January 19-20, 2026 Facilitated by Managing Results, LLC Marv Weidner Jeremy Stephens 1 134 © 1998-2026 Managing Results, LLC. All Rights Reserved Retreat Agenda Day 1 Monday, January 19th •8:30 – 9:30am --- Welcome & Introductions •9:30 – 10:00am --- Expectations and Ground Rules •10:00 – 10:30am --- Overview of the Strategic Planning Process •10:30 – 10:45am --- Mid-Morning Break •10:45 – 11:15am --- Presentation of Stakeholder Input Information •11:15 – 12:00pm --- Identify and Confirm Strategic Priorities •12:00 – 1:00pm --- Lunch Break •1:00 – 2:30pm --- Begin Developing Measurable Strategic Goals/Results •2:30 – 2:45pm --- Afternoon Break •2:45 – 5:00pm --- Continue Developing Measurable Strategic Goals/Results •5:00pm --- Adjourn for the day 2 135 © 1998-2026 Managing Results, LLC. All Rights Reserved Tuesday, January 20th •8:30 – 10:00am --- Continue Developing Measurable Strategic Goals/Results •10:00 – 10:15am --- Mid-Morning Break •10:15 – 12:00pm --- Continue Developing Measurable Strategic Goals/Results •12:00 – 1:00pm --- Lunch Break •1:00 – 4:00pm --- Finish Strategic Goals •4:00 - 5:00pm --- Next Steps Discussion – Plan Approval & Implementation Planning •5:00pm --- Adjourn 3Retreat Agenda Day 2 136 © 1998-2026 Managing Results, LLC. All Rights Reserved Who We Are: Managing Results, LLC •Our customer’s success is our only success •100+ customers, 40 jurisdiction Strategic Plans, over 1,800 department and agency Strategic Business Plans and over 25,000 programs all linked to a performance-based budget •$40+ billion annually budgeted and connected to results by MR customers •Replicable, Scalable, Sustainable approaches to meet customer needs •Customers Achieve Best Practices •MR Methods and tools have enabled our customers to invest in and achieve remarkable results and, when needed, reduce budgets in smart, customer-focused ways 4 137 © 1998-2026 Managing Results, LLC. All Rights Reserved Expectations for Strategic Priority Sessions •Determine the direction the Town should be taking over the next 2-5 years •Agree on a List of Priorities—the “Chapter Headings” •A few top priorities/ a few good measureable strategic goals/results •These are not budget sessions but will guide future budget decisions 5 138 © 1998-2026 Managing Results, LLC. All Rights Reserved Guidance for the Retreat 6 139 © 1998-2026 Managing Results, LLC. All Rights Reserved Expectations & Ground Roles Involvement, Expectations and Opportunities •Content Expertise •Attend, Participate & Lead •Collaborate •Make Decisions •Communicate Internally & Externally •Produce Publishable Plan •Expertise re Managing for Results •Facilitate Participation, Collaboration, Consensus •Manage the Process •Provide Change Management Consultation Town of Vail Managing Results, LLC The Town creates the Strategic Plan We share responsibility for the quality of the Plan 7 140 © 1998-2026 Managing Results, LLC. All Rights Reserved Guiding Principles for Strategic Priority Sessions Fast and Focused Forgive facilitators but we are going to be moving fast! Everyone Participates No cell phones but frequent breaks Stay out of “The Weeds” Make Decisions “I can fully support/I can live with” 8 141 © 1998-2026 Managing Results, LLC. All Rights Reserved 1. If government focuses on results, those results are achievable 2. If government focuses on the right results, those will be the results you achieve 3. If government focuses everything it does on results, the chances of success increase significantly Focus on Results Essential Principles 9 142 © 1998-2026 Managing Results, LLC. All Rights Reserved Managing for Results Culture and Decision-Making Model 10 Customer Results Services/Outputs Demand Efficiency/Cost What impact or Result are we trying to create for this customer or customer group? What type and level of Services will it take to create this experience or Result? What is the customer Demand for this Service? What will the Services that deliver the desired Result cost? 10 143 © 1998-2026 Managing Results, LLC. All Rights Reserved Planning for Results Performance Data Collection Reporting Results Evaluating Results Decision Making for Results Budgeting for Results Contractor/Employee Performance Management Integrated Management System & Culture Focused on Results Managing for Results 11 144 © 1998-2026 Managing Results, LLC. All Rights Reserved Power of Structure & Performance Strategic Business Plan Performance Based Program Budget Organizational Structure Performance Based Contracting Performance Reporting Employee Performance Management System Accounting Structure 12 12 145 © 1998-2026 Managing Results, LLC. All Rights Reserved 1st What Results for Customers? How Much (%) by When? 2nd What Services will deliverthose Results? Level & Strategy 3rd What will that level of performance cost? Budget $$$ Managing for Results – Budgeting for Results 13 146 © 1998-2026 Managing Results, LLC. All Rights Reserved Manage and Implement Your Strategic Plan 14 147 © 1998-2026 Managing Results, LLC. All Rights Reserved 15Performance Reporting: Tell Your Story 148 © 1998-2026 Managing Results, LLC. All Rights Reserved Planning Approach 3 Phases 1. Input & Preparation 2. Town Strategic Plan 3. Implementation Plan 16 149 © 1998-2026 Managing Results, LLC. All Rights Reserved Outline of Strategic Plan & Implementation Plan Creation Input & Preparation: Informs strategic planning process and Planning Retreat Town Strategic Plan: Sets the direction for strategic, operational, resource and policy decisions. •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal To w n S t r a t e g i c P l a n I m p l e m e n t a t i o n Strategic Priority #2 Strategic Priority #1 Document Review and Analysis: •Current/Previous Plans •Budgets •Comp/Master Plans •Surveys •etc. Interviews with: •Town Council •Town Manager Stakeholder Involvement: •Public Focus Groups •Staff Input Forums 17 Implementation Plan: Departments working together to identify Strategies, Action Items and Milestones, Measures and Required Resources necessary to implement the Town’s Strategic Plan. 150 © 1998-2026 Managing Results, LLC. All Rights Reserved Stakeholder Input Focus Group Sessions & Interviews 18 151 © 1998-2026 Managing Results, LLC. All Rights Reserved Public Focus Groups Issues 19 152 © 1998-2026 Managing Results, LLC. All Rights Reserved Question Focused on the Primary Question What are the most important Issues facing residents of Vail and the Town over the next 2-5 years? 20 153 © 1998-2026 Managing Results, LLC. All Rights Reserved Housing Availability & Strategy •Housing remains the urgent, primary challenge •The major issue remains housing as a near term and a long- term focus •It’s important to continue to identify sites where there are any possibilities left to build within Vail, you can count available lots on one hand •Being more open minded about working on housing outside of the town jurisdiction from Vail Pass to Glenwood Canyon is important •Current housing strategies and site-specific proposals (like West Vail or Timber Ridge) face skepticism regarding long- term viability 21 154 © 1998-2026 Managing Results, LLC. All Rights Reserved Availability & Strategy •Timber Ridge is not a long-term solution to raise a family •There are three legs of that stool - there's rental, which is South Face - there's ownership, which was Timber Ridge - then the last leg of the stool is going to be our specific property C&C in East Vail •The developer came in who has a dubious reputation and said, we're going to build 400, 350 square foot studios... who wants to live in there? •Awareness of existing housing programs is lacking •Vail ‘InDeed’ program is incredible, it feels like many people don’t know about it 22Housing 155 © 1998-2026 Managing Results, LLC. All Rights Reserved Retention & The "Housing Ladder” •A “Housing ladder" or "next step" product is critical to retain families and transition employees to permanent residents •How do we build out like a housing ladder or housing continuum that allows them to send their kids to Red Sandstone Elementary School? •How do they find community here so they won't choose to move to Eagle? •More neighborhoods like Chamonix are needed •There’s lots of high-density coming in, but there’s no next step •Need a Miller Ranch concept 23Housing 156 © 1998-2026 Managing Results, LLC. All Rights Reserved Retention & The "Housing Ladder" •For residents of the new housing, the question may be - how to get through the survival stages of making it a permanent home •West Vail - something built there that allows 300 or 400 people to live there •Specific housing types are needed for seniors, seasonal workers, and employees •We're going to need something for seniors that we don't have here... top of the red sandstone school •We need a housing level that's akin to college dorms, because you've got that seasonal, the lift operators that come in on a seasonal basis so that it's fluid and movable •West Lionshead should include employee housing/lodging •People who are willing to live in Vail are willing to live in a different property type, willing to forego like a 3,000 square foot house 24Housing 157 © 1998-2026 Managing Results, LLC. All Rights Reserved Funding & Economics •High land costs and lack of private investment necessitate subsidies and broader contribution bases •Business owners have all moved down to Eagle and live in their $4 million homes, they didn't want to invest in seven figure housing •Developers coming in don't think that way. It's a partnership between the town and the developer to build something that retains value and is affordable for the community •If it's $1,100 a square foot... you're going to end up building housing that's 2 million plus. And we're back into the same quandary again •There is a distinct imbalance between luxury neighborhoods and affordable options, we've got too many rich neighborhoods and not enough, you know, lower income neighborhoods 25Housing 158 © 1998-2026 Managing Results, LLC. All Rights Reserved Affordability Cost of Living & Displacement •Displacement of our population is outpacing retention tools, particularly affecting the "missing middle" and younger generations •We need to measure displacement and report that to the community •Our displacement rate far outpaces any tool that we have to restore our population •There's no one looking out for people like me. We make too good of money to qualify, we can't afford InDeed places to stay in this zip code •We're pricing out of the market both for resort guests and local residents •$300 lift tickets, if you're 24, how do you afford that? •We're not seeing 20-somethings 26 159 © 1998-2026 Managing Results, LLC. All Rights Reserved Health Insurance and Child Care •Rising insurance costs and lack of regional childcare are major stressors •We’re struggling with health insurance for our employees and individuals •Insurance is incredibly expensive •Childcare needs to be open to regional opportunities 27Affordability 160 © 1998-2026 Managing Results, LLC. All Rights Reserved Growth Demographics •There is a significant loss of children and young adults, impacting schools and neighborhood vibrancy •We've lost 50% of our children in the last ten years •We've lost 36% of our population between 20 and 40 •Families are leaving Vail for areas with a stronger "community feel," like Edwards Development •West Vail redevelopment is hindered by fragmented ownership, while new development risks diluting existing village character •West Lionshead should include employee housing/lodging 28 161 © 1998-2026 Managing Results, LLC. All Rights Reserved Economic Development Tourism •Vitality is defined as: create opportunities for locals and tourists together can have authentic interactions •Demographic shifts (Boomers aging out) and guest expectations require strategic adaptation •The baby boom generation is finally aging out of skiing... that's going to accelerate in the next five years •Guests are paying a lot of money, they want experiences •Net promoter score is key for hotel as a definable measure, and get the community involved 29 162 © 1998-2026 Managing Results, LLC. All Rights Reserved Community Character vs. Commercialization •Over-commercialization and luxury trends are eroding community identity and vibrancy •The over commercialization of Vail takes away the sense of community •Are we a town? Are we a resort? •Adding in luxury brands seems like Vail is telling locals we’re not welcome •National brands take away diversity •It’s concerning because a homeowner can come in and say they want to live in the middle of town but want no noise 30Economic Development 163 © 1998-2026 Managing Results, LLC. All Rights Reserved Community Character vs. Commercialization •Loss of essential services, icons, and long-time local businesses threatens the village atmosphere •We had a grocery store, the dentist in the village, my doctor in the village - now they're all gone •Losing restaurants doesn’t benefit the town •Government can’t control tenants, but we can’t lose icons to our community 31Economic Development 164 © 1998-2026 Managing Results, LLC. All Rights Reserved Business Environment •High rents and economic peaks/valleys make it difficult for small businesses to survive •Costs are becoming so high it’s easy for small businesses to pack up and go •The Betty Ford Alpine Gardens gift shop had to shut down because they couldn’t afford rent •If you talk to any business that operates in this community, it's very difficult because you have peaks and valleys •Starting a business here as like an individual, a small business is really, really challenging •Housing remains the primary barrier to hiring and retention •The magic question is - Do you have a place to live? •That is also one of the challenges in retention 32Economic Development 165 © 1998-2026 Managing Results, LLC. All Rights Reserved Business Environment •Small businesses need town support, better loan access, and code protection •Work closer with the local chambers of commerce and their relationship with the Northwest Council of Governments, who provide small business loans •Can the town put money towards programming of new business owners/bar owners/icon owners like they do housing? 33Economic Development 166 © 1998-2026 Managing Results, LLC. All Rights Reserved Infrastructure Transportation •Parking, transit limitations (especially late-night), and regional connectivity are critical issues •The bus system needs to grow for late-night service industry folks, who need to get home to Eagle too •The Minturn bus is great to get to town, but not getting back •As soon as we get an international terminal, that will be a game changer for the valley Digital & Commuting •Digital information hubs and recognition of workforce commuting patterns are needed •Maybe we could start a Vail Community App like a digital info board •Most people don’t work in the town where they live 34 167 © 1998-2026 Managing Results, LLC. All Rights Reserved Environment Waste Management and Information •Confusion over waste management exists, requiring better, multi-lingual education •We have an argument every day about what is compostable and what is not compostable •Education needs to be in English and Spanish •The town is big on the environment, but businesses choose not to do it! Climate & Wildlife •There is a need to focus on climate change and protecting wildlife resources •Climate change continues to threaten our mountain environment •We need to continue with an even greater focus on protecting our resources 35 168 © 1998-2026 Managing Results, LLC. All Rights Reserved Recreation Access to Services for Locals •Locals feel "crowded out" of amenities and struggle to access childcare and camps due to guest priority •We're on a cusp right now that those of us that live here and pay property taxes can't use things that made our community so successful •The summer program for kids has to be prioritized for locals first because we can't go to work otherwise •You can't find childcare, you can't find kids camps, the guests realize the product we have and are taking everything 36 169 © 1998-2026 Managing Results, LLC. All Rights Reserved Facilities, Programming and Community Connection •There is a desire for a community recreation center and programming to foster connection •A recreation center with classes is a way to meet people and develop in the community, it needs to be more than just a gym •We want one, but no one wants to pay for it •More opportunities are needed for programming events in established venues like Dobson, Donovan, Library 37Recreation 170 © 1998-2026 Managing Results, LLC. All Rights Reserved Good Governance Strategic Vision & Leadership •Town leadership is viewed as reactive - a unified vision prioritizing "People" and succession is needed •Our biggest challenge facing Vail and what should unify our vision going forward - investment in people •If you're going to put your results up and you put people at the top, you're going to make very different decisions than if you put commercial at the top •Fiscal concerns include debt risks for housing, the Town has invested $150 or $200 million in it, if it doesn't work and we've got those debt payments to make, things could get pretty dicey pretty quickly 38 171 © 1998-2026 Managing Results, LLC. All Rights Reserved Communication & Engagement •Town communications must improve to reach the community effectively beyond email blasts •We need to improve communications with locals •Is there a way to do Town Halls for whole communities similar to these meetings? •Branding and "Local" definitions need to be inclusive and resonate with residents •Definition of a local: Need to make this more inclusive of the regional community •PrimaVail – can we rebrand this? It doesn’t feel like it’s for us •How do we remain a place that welcomes and protects immigrants, who are such an important part of our workforce? Regional Collaboration •Increased collaboration with neighboring municipalities and counties is essential •More collaboration across the communities is needed to step up and do some big things •One opportunity would be to enhance Eagle County government friendship 39Good Governance 172 © 1998-2026 Managing Results, LLC. All Rights Reserved Staff Focus Groups Issues 40 173 © 1998-2026 Managing Results, LLC. All Rights Reserved Question Focused on the Primary Question What are the most important Issues facing residents of Vail and the Town over the next 2-5 years? 41 174 © 1998-2026 Managing Results, LLC. All Rights Reserved Affordability & Housing Cost of Living •High costs create housing insecurity and force locals to work multiple jobs, which reduces the quality of life •High cost of living affects community connection •If you want to have community, you need to have livability, otherwise you have continual transiency •Healthcare is scarce, expensive, and requires travel 42 175 © 1998-2026 Managing Results, LLC. All Rights Reserved Housing Market & Policy •Shift toward corporate ownership is eroding the community feel •Homes are becoming corporate type entities versus family homes. That's a shift that we're seeing •Housing insecurity is a primary stressor •A lot of people who rent here are always afraid of losing their housing. That is like the number one fear •There is a lack of independent housing for mid-level staff and singles •We have a number of employees who are single and you don't want to live with roommates when you're in your 40s •The Employee Homeownership Opportunity Program is a huge benefit, being able to show employees that there's a path to owning a home in this county •Implement a tax on Short-Term Rentals 43Affordability & Housing 176 © 1998-2026 Managing Results, LLC. All Rights Reserved Community Dynamics Community Dynamics •Housing growth will significantly increase service demands •That's going to significantly increase the fulltime resident population in town, then there'll be more needs across all sectors of the government •Childcare availability and cost is an issue •There is ambiguity in defining a "Local" •Conflicts persist between preservation and modernization •Right now, there's a huge fight between [Old Vail and new people]... The old people don't want anything to change... the younger people want more accessibility •There's also a void of services for the permanent population 44 177 © 1998-2026 Managing Results, LLC. All Rights Reserved Public Safety & Preparedness Public Safety and Preparedness •Safety risks in pedestrian areas are increasing with more people and more traffic •Our wildfire season has increased X2, the greatest increase in relative acres burned since 2000 has been above 8000ft in elevation •We have record amounts of people coming to events •We still have cars and trucks driving through, trying to navigate with children running around •Disaster preparedness is incomplete, particularly for businesses and evacuation •We haven’t prepared our business community to recover from a disaster. Resiliency is an issue •We've done a lot of work on our evacuation plan, but it's probably about 30% of where it needs to be. We have not been able to get participation in exercising it •Prioritize the completion of a Continuity of Operations Plan (COOP) 45 178 © 1998-2026 Managing Results, LLC. All Rights Reserved Environmental Challenges Environmental Challenges •Climate goals are expensive and politically controversial •A lot of the strategies that we need to implement to actually get to these [emission] reductions are expensive, require some vision and risk-taking behavior •Focus on climate adaptability alongside mitigation •We're trying to build a resilient and adaptable place because we can't mitigate all the effects of climate change •Long term, let’s implement a Geothermal District to decarbonize Lionshead and the Village •Water quality and quantity is still a major issue 46 179 © 1998-2026 Managing Results, LLC. All Rights Reserved Economic Development Guest Experience •There is a noticeable loss of focus on guest service training •Resorts used to be a big driver of customer service training, and their focus has shifted to other places •Renew the focus on Guest and Customer Experience training to make sure Vail to continue to make it a welcoming and inviting place for those that visit Tourism & Revenue •Shoulder seasons are disappearing, leaving no time for recovery - those days are definitely gone •The number of guests who come here during those times has increased because lodging is cheaper •Sales tax revenues are flattening when adjusted for inflation 47 180 © 1998-2026 Managing Results, LLC. All Rights Reserved Infrastructure Parking & Transit •Parking shortages are limiting growth, frustrating visitors, and hindering residents •Without more parking, the growth is going to cap out... the growth in visitors can only get so high •We definitely hear people in the county saying that they don't come to Vail, because they just don't want to figure out parking •The complexity of dual-pricing is an issue. Standard rates would be simpler to administer •The lack of parking is also challenging for residents who want to live in the community •Existing parking structures are aging and require major intervention 48 181 © 1998-2026 Managing Results, LLC. All Rights Reserved Parking and Transit Cont’d. •Our two parking structures are getting older and are going to require a lot more costly maintenance •Transit systems face entitlement issues and communication challenges •Culturally we are used to taking our cars. A large number of the people don't use the intown bus service •We don't have a car share at scale big enough to fill that void •We do get feedback that our bus schedules are confusing. “It's really hard to make a bus schedule that is not confusing looking." •Suggest we develop digital communication tools (video) for transit navigation 49Infrastructure 182 © 1998-2026 Managing Results, LLC. All Rights Reserved Civic Spaces •Lack of central community space causes social fragmentation •We can't accommodate the community or all the visitors at one time, so there's no coalescing of community •Revitalizing the Master Plan for the Civic Area needs to be a priority over the next 2-5 years, it’s the community center, the focal point of the community Capacity & Logistics •Infrastructure capacity is strained by visitor volume and delivery logistics •Managing Vail Valley Drive in the summer, where everybody's riding their bike and walking and skateboarding, is a challenge •You're factoring in that there'll be 3 million people using your infrastructure •Regional congestion (I-70) negatively impacts the resort access and experience 50Infrastructure 183 © 1998-2026 Managing Results, LLC. All Rights Reserved Recreation Resident Access •Residents are priced out or crowded out of local recreation and amenities •Recreation opportunities are expensive •There's the guests and then there's the locals. How much of a resort versus how much of a town are we? •Feedback we hear is...I can't get my kids into programs...I can't get on the pickleball court...I can't get on the golf course...there's no daycare...so the overall livability is the issue regarding services •When we have a concert that is primarily trying to draw tourists who are paying $250 for a ticket, how do we include the locals as well? •Specific trailheads are overrun, creating safety issues, e.g. Booth Falls, everyone coming in from out of town tries to go there first. We've actually had to completely change the infrastructure of the parking in part due to it being a life safety issue •We lack a ‘distributed recreation pass’ for resources across town 51 184 © 1998-2026 Managing Results, LLC. All Rights Reserved Facilities •There is a void of indoor community spaces, e.g. theaters, rec centers, or workout facilities •Those are being eliminated because it's more lucrative to turn them into condo •We don’t have a Recreation Center •There's community fragmentation and no coalescing of community because there's not a central space 52Recreation 185 © 1998-2026 Managing Results, LLC. All Rights Reserved Good Governance Workforce Recruitment and Training •Recruitment and retention are increasingly difficult due to a lack of local talent and specialized skills. •Housing availability is a definitive barrier to hiring. Without it, recruitment fails •Anyone that we hire outside of the region, 100% of them need housing. It’s hard to get them in if we can't house them •Competitive compensation and benefits are losing their edge against other local employers •Our benefits used to really be what set the tone of Vail, but so many other local groups have played catch up to try to be competitive •Internal transfer and promotion policies create perverse incentives regarding housing •There has been a perverse incentive in housing time limits, i.e. once you took a promotion that's when your clock started, and they would not take a fulltime position because they didn't want to give up their housing •Help create opportunities to convert part-time staff to full-time with benefits 53 186 © 1998-2026 Managing Results, LLC. All Rights Reserved Internal Work Culture •Enduring functions must be connected to the strategic priorities and goals •Enduring functions must embrace innovation and sustainability •Silos and physical dispersion hinder collaboration and service delivery •Artificial Intelligence brings confusion but offers opportunities for sustainability •AI will have financial costs in the future •Our own customer service between departments isn't always the best, and you don't get that same level of service as outside customers. 54Good Governance 187 © 1998-2026 Managing Results, LLC. All Rights Reserved Internal Work Culture Cont’d. •Federal funding is uncertain and comes with restrictive language requirements •The uncertainty of federal funding definitely put us in an ultra conservative mode, we don't assume any grants •The uncertainty is real, if we have Incident Action Plan disaster declaration, we don’t even know how FEMA would work today •If we were to be applying for any federal funding, there's a whole nine-page document of words that cannot be used, it's everything from diversity, equity and inclusion to the word sustainability •Any funding outside of Vail is going to be less reliable, and there is a lot less of it 55Good Governance 188 © 1998-2026 Managing Results, LLC. All Rights Reserved Capacity & Workload •Staff are asked to increase output with static resources, leading to burnout •Operational success masks underlying staff resource fragility •Increase efficiency by revising staffing plans when turnover occurs •Specific departments, like Code Enforcement, are trailing behind in staff growth Knowledge Management & Training •A lack of documented processes and SOPs creates high risk for performance and resiliency when turnover occurs •There is a lack of capacity to train new hires, leaving them unsupported •The organization is facing a critical loss of institutional knowledge due to retirements 56Good Governance 189 © 1998-2026 Managing Results, LLC. All Rights Reserved Council & Manager Interviews Issues 57 190 © 1998-2026 Managing Results, LLC. All Rights Reserved Question Focused on the Primary Question What are the most important Issues facing residents of Vail and the Town over the next 2-5 years? 58 191 © 1998-2026 Managing Results, LLC. All Rights Reserved Town Identity Brand Identity & Vibrancy •We can’t articulate what being ‘a premier resort community’ means and that is a problem •We are half the price of Aspen, and we're not considered a good value by our guest... our Net Promoter score tells us that people don't feel like they get a value here •Vail has lost its entrepreneurial soul and "cool" factor, becoming "middle- aged" and generic •We got soft in the middle. We have lost a little bit of our identity and our culture •Vail needs more insane ideas •If you want to be Vail, we need to just go back to the idea that we do big things •Vail should not be a destination for bachelor parties, framing it as a low-value demographic 59 192 © 1998-2026 Managing Results, LLC. All Rights Reserved Brand Identity & Vibrancy •One issue we're dealing with... is the loss of local character, swapping out a long-term pizza joint, let's say, or a locally owned bar for a Chanel store, or losing a custom cowboy hat shop to a generic Cheesecake Factory •The village core is becoming too expensive and turning into private clubs... making it unwelcoming to a variety of guests and not just the super wealthy •It's kind of tough right now when there's no night life in Vail •Current offerings are misaligned with the desires of younger demographics and modern guests •Our demographics are changing - young people today don't want bars and restaurants like they used to •Rich people don't want furs and Rolexes anymore - they want unique experiences •The problem is that everybody's lost sight of the fact that skiing is meant to be fun... we're not making widgets 60Town Identity 193 © 1998-2026 Managing Results, LLC. All Rights Reserved Affordability, Housing and Child Care Affordability and the Loss of Community •The cost of living is displacing the working class and hollowing out the community •Right now, the biggest issues is going to be affordability for the working class •The largest issue is our loss of community... the disconnect between the haves and the have nots and the challenge of living in this community if you don't have a lot of money •Because it is expensive to live here, our community has gotten stretched down the I-70 corridor between Vail and Gypsum and we don't see our friends as often as we used to. •Affordability is driven mostly by the high cost and availability of housing, which we are addressing with our projects 61 194 © 1998-2026 Managing Results, LLC. All Rights Reserved Housing •How are people going to be able to afford $1,500 to $2,000 for a bedroom on the wages that the ski instructors, lift operators, restaurant workers are making? •With the way rents are going and the housing market shrinking, how are we going to get employees that live and work here? •The primary economic driver here is luxury real estate, part-time home ownership, and short-term rentals, rather than skiing and tourism itself, which presents a challenge for sustaining the community •Our housing issues is at a hyper level because you have that second homeowner demand •Whenever one of these homes comes up on the market, it gets bought by a second homeowner because no locals can afford it •There is a critical "Missing Middle" gap for professionals and families •West Lionshead is an opportunity for additional housing •If we hadn't done this [housing], we would have faced the real issue of who's going to be on our boards, who's going to run for Council, you know, where's our sense of community? •The housing projects will hopefully be impactful to the free market and disruptive to the free market in a positive way 62Affordability, Housing and Child Care 195 © 1998-2026 Managing Results, LLC. All Rights Reserved Childcare •Childcare is expensive, scarce, and a barrier to family retention •Childcare is a huge issue that's looming •Right now, people drop their kids off in one end of the valley and come to work at the other •Childcare out here is two grand or more per month •Childcare is expensive and it's not easy to build 63Affordability, Housing and Child Care 196 © 1998-2026 Managing Results, LLC. All Rights Reserved Short-Term Rentals (STRs) & Policy •Short term rentals take a lot of properties off the market for locals •We have like 2,000 or 2,500 short term rentals... 400 are currently delinquent... That's a big percentage •We seem to have a problem with enforcement on the short-term rentals that are the problem •We may be liable if a hotel guest or condo dies of carbon monoxide poisoning and they figure out that they were behind and the Town did nothing •The defeat of Ballot Measure 2A and the influence of STRs have damaged trust and funding, Airbnb backed them up and they full on lied •The lodging community, the whole time kept saying there's a better way. It will be hard to trust any idea that they have right now •2A was supposed to add a 6% tax to short term rentals to be used for housing and we don’t yet have a solution for that 64Affordability, Housing and Child Care 197 © 1998-2026 Managing Results, LLC. All Rights Reserved Growth & Quality of Community Creation and Quality of Community •Along with housing, the issue most often raised by Council members is the quality and creation of community •With approximately 1000+ new residents coming to live in our housing developments, we do not have a plan yet for creating community for them •What will the new residents want? •New residents will be looking to experience a sense of community •A significant issue is - are we poised to accommodate these new people? •The demographic for new residents will probably be under the age of 40 •Do we have the amenities? •Do we have the services that this group needs to be successful? •How do we create a sense of community that is uniquely Vail? •The largest issue is our loss of community or the weakening of community or a lack of resilience amongst our community 65 198 © 1998-2026 Managing Results, LLC. All Rights Reserved Community Character •New developments threaten the architectural and social character of Vail •This Town is becoming either a new development or older buildings, which in a lot of cases feel like monstrosities next to super old originals •Just want to make sure that we don't ruin the Town's character •Our architecture starts looking the same as Aspen, generic boxes that look like anywhere else •West Lionshead is an opportunity to emphasize community, community character, and we must be involved in its design and development •It feels like we're a suburb of Denver. Workers are commuting from Denver •We are literally scraping out thousands of tons of dirt from the hills •From a speculative standpoint, it costs $10 million to build a 10,000 square foot house, and it can sell it for $30 Million •Developers are all happy to be here making money hand over fist without remembering what made the place work 66Growth & Quality of Community 199 © 1998-2026 Managing Results, LLC. All Rights Reserved Capacity & Amenities •Population fluctuations and new developments strain amenities. •One day we're sitting at 4,000 people, the next day, we're potentially at 25,000, 50,000 people, we look at some huge type of events that strain our abilities •Knowing we're going to have a thousand new residents at Timber Ridge and South Face... Does this town have amenities for that population? 67Growth & Quality of Community 200 © 1998-2026 Managing Results, LLC. All Rights Reserved Economic Development Small Business •Small businesses face brutal shoulder seasons and very high regulatory costs. •It's hard to make the numbers work when businesses have a year-round staff, but not year-round business •The challenge here is real estate prices are super high for businesses •Selling dollar Budweisers is a tough thing to do when expenses are so high •Owning bars on Bridge Street, we're shut down hardcore because our neighbors upstairs got mad about the noise. 68 201 © 1998-2026 Managing Results, LLC. All Rights Reserved Economic Development Relationship with Vail Resorts •The relationship with the ski company going forward is going to become critical •Our relationship is like that of siblings or conjoined twins •Trust has eroded, creating a "Company Town" dynamic where the Town feels secondary •The current relationship has improved and is collaborative with the local company leadership •We are a company town, people pretend like we're not •We're in the snow farming industry •The Council can influence the culture of the relationship but not the culture of the company directly •Operational cuts and corporate culture at the Resort are negatively impacting the guest experience. Vail Resorts is trying to groom the mountain with half the number of snowcats they used and has cut back their lift maintenance staff from 60 mechanics and electricians to 40. The attorney we worked with was fired. •The other thing that hasn't been addressed for 29 years is lift tax. We've never been able to audit •Sharing data is an important aspect of our relationship 69 202 © 1998-2026 Managing Results, LLC. All Rights Reserved Infrastructure & Environment Transportation & Noise •I-70 noise and traffic impact the quality of life and "mountain" feel •The constant presence and noise of I-70 is a source of concern and 'wear and tear' on the community. It's like fluid dynamics •I-70 can produce some public safety threats, overturned trucks, etc. •The congestion down valley is an issue because Highway 6 hasn't been widened •We've kind of hit that threshold of the people for whom public transportation alone just doesn't work for them 70 203 © 1998-2026 Managing Results, LLC. All Rights Reserved Environmental Threats •Climate change and water issues pose existential threats to the resort model •Global warming is a major concern •Water quality and quantity are ongoing concerns, including for Gore Creek •What happens to us if we have low snow years or you can't ski here anymore? •Water scarcity is constraining growth and draining resources, we just don't have the A+ water required •Climate change will impact our snow-related economy 71Infrastructure & Environment 204 © 1998-2026 Managing Results, LLC. All Rights Reserved Recreation Recreation •Community facilities are dispersed, often empty, or missing entirely •We have all these facilities that a lot of times are just sitting empty, e.g. Donovan Park, the Library, Dobson ice arena, the Grandview room, the Welcome Center room •We have a rec center in a lot of ways - it's just very dispersed in different places and locations •There's no place for the community to work out •We don’t have and need a recreation center •We have a facility that's sitting in the Cascade Village complex that's been empty for quite some time 72 205 © 1998-2026 Managing Results, LLC. All Rights Reserved Good Governance & Internal Operations Council & Strategic Focus •We are not quite clear on what it means to be a ‘premier resort community’ •We need to be able to more accurately describe the outcome we want •We have not defined vitality •We need to focus on a few essential priorities •We have had a good plan and implemented most of it •We need another good strategic plan •The strategic plan is very important, and we need to stay focused on what is in our plan •Lack of prioritization and "shiny object syndrome" distract from core priorities and goals •Sometimes we struggle a little bit to make sure that staff and Council are aligned on what is the most important of these goals 73 206 © 1998-2026 Managing Results, LLC. All Rights Reserved Efficiency & Systems •We have to look at our enduring functions and find efficiencies where appropriate while achieving results •This is a good time for us to look internally at how deliver service and can improve customer experiences •Administrative processes can be archaic, inefficient, or legally risky •We really have not updated our code and need to do that 74Good Governance & Internal Operations 207 © 1998-2026 Managing Results, LLC. All Rights Reserved Staff & Culture •Staff are experiencing burnout •The culture discourages risk-taking •Our directors, at least, and managers have talked about burnout and feeling maxed out •There is some fear of failure, which creates caution when action is needed •Because staff tend to be high achievers, they sometimes feel like we can't say no to anything that comes from Council •The math is 375 people and only 4,200 residents, employees per citizen ratio •We've been growing as an organization and we can't continue to sustain that growth •We've got some really long-term employees that are on their way out •Succession planning is needed and is a big issue for us •Toxic employees are difficult to remove •A world class resort needs world class people 75Good Governance & Internal Operations 208 © 1998-2026 Managing Results, LLC. All Rights Reserved Strategic Priorities What Direction should the Town Council take over the next 2-5 Years? What impact do they want to have? 76 209 © 1998-2026 Managing Results, LLC. All Rights Reserved Strategic Priorities •Emerge from the most important issues affecting Customers and the Organization over the next 2-5 years •Articulated as broad areas of focus •When preambles included, may also reflect values and statements of intention •No more than 5 •Within Strategic Priorities, specific and measurable Strategic Goals/Results will be developed 77 210 © 1998-2026 Managing Results, LLC. All Rights Reserved Measurable Strategic Results How will the Town of Vail know if it has achieved the Priorities? 78 211 © 1998-2026 Managing Results, LLC. All Rights Reserved Strategic Results •Developed within each Strategic Priority •Describes in measurable terms the significant results the Organization must accomplish over the next 2-5 years in order to realize that Priority •“Result” -- defined as the impact or benefit experienced by customers or the community •Expressed in specific, measurable, and time- specific terms •Includes targets (percentages or numbers) or expressed as a milestone 79 212 © 1998-2026 Managing Results, LLC. All Rights Reserved Strategic Results Help answer the questions… •How will we know how well we are doing in achieving the priority? •What impact does the Council want to have? •In what areas can the Town uniquely lead? 80 213 © 1998-2026 Managing Results, LLC. All Rights Reserved Leadership & Measures Leaders use measures to understand and manage: How well they are achieving their organization’s desired results (effectiveness) How efficiently they are able to do it Where they must focus their efforts 81 214 © 1998-2026 Managing Results, LLC. All Rights Reserved Strategic Results Describe the actual result desired—not the strategy or action that you would engage in order to achieve that result Strategic in nature—beyond status quo and current practice. What would the future look like? What will be different? Citizen focused—what will citizens experience; not what the organization needs/not a budget request Directly measurable And understandable to the public and staff 82 215 © 1998-2026 Managing Results, LLC. All Rights Reserved By 2027, the County will experience (2) or more sizable industries locating operations at the Industrial Park Site. By 2027, in alignment with the Parks and Recreation Master Plan, County residents and visitors will experience the full development and marketing of Live Oak Landing and Bicentennial Park. Beginning in October 2026, County residents will experience increased transparency and accountability through the issuance of an Annual Performance Report. Example: Miscellaneous 83 216 © 1998-2026 Managing Results, LLC. All Rights Reserved By 2028, water usage by the community is reduced from 146 gallons per person per day to 139. By 2026, 45% of the City fleet will be capable of using alternative fuel sources. By 2025, 75% of middle and senior high school age juvenile cases will meet completion of sentencing requirements aimed at positively changing decision making and behavior within 120 days. Example: Miscellaneous 84 217 © 1998-2026 Managing Results, LLC. All Rights Reserved Outline of Strategic Plan & Implementation Plan Creation Input & Preparation: Informs strategic planning process and Planning Retreat Town Strategic Plan: Sets the direction for strategic, operational, resource and policy decisions. •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal To w n S t r a t e g i c P l a n I m p l e m e n t a t i o n Strategic Priority #2 Strategic Priority #1 Document Review and Analysis: •Current/Previous Plans •Budgets •Comp/Master Plans •Surveys •etc. Interviews with: •Town Council •Town Manager Stakeholder Involvement: •Public Focus Groups •Staff Input Forums 85 Implementation Plan: Departments working together to identify Strategies, Action Items and Milestones, Measures and Required Resources necessary to implement the Town’s Strategic Plan. 218 © 1998-2026 Managing Results, LLC. All Rights Reserved Thank you for your participation! Marv Weidner mweidner@managing-result.com 970-901-0039 Jeremy Stephens jstephens@managing-result.com 865-567-5192 219 © 1998-2026 Managing Results, LLC. All Rights Reserved Reserve Forecasts 220 © 1998-2026 Managing Results, LLC. All Rights Reserved TM BUDGET DRAFT | Reserves *Restricted amounts include reserve minimums, debt requirements, and amounts reserved for specific purposes (EHOP, parking capital reserve, etc) $160.5M$165.8M$173.9M $144.2M $84.8M $91.2M $91.9M $102.9M$103.7M $107.7M $18.6M Restricted: $20.8M Restricted: $22.2M Restricted: $24.9M Restricted: $46.4M Restricted: $44.8MRestricted: $38.8M Restricted: $39.7M Restricted: $42.2M Restricted $44.8M $0.0M $20.0M $40.0M $60.0M $80.0M $100.0M $120.0M $140.0M $160.0M $180.0M $200.0M 2021 2022 2023 2024 2025 Forecast 2026 2027 2028 2029 2030 TOV Reserves- All Funds All Other Housing Fund RETT Fund 221 © 1998-2026 Managing Results, LLC. All Rights Reserved TM BUDGET DRAFT | Reserves $104.9M $27.6M $36.8M $44.8M $55.0M $53.5M $55.2M $0.0M $20.0M $40.0M $60.0M $80.0M $100.0M $120.0M 2024 Actual 2025 Forecast 2026 2027 2028 2029 2030 Available (Less Restricted) Reserves by Fund: 5-Year Projection Internal Employee Housing Rental Fund Housing Fund Note: Reserve forecasts could change significantly based on TR sales. Reserve Forecasts reflect $20.3M of TR sales versus total contribution of $38.0M. 222 1 Results Council and Management Mentioned in Our Interviews  Affordability, Housing and Child Care Housing • Complete the three big housing projects we have underway, on time and within budget • Pursue the ‘Missing Middle’ and ownership opportunities (InDEED v2) to enable local families, professionals and workers to attain home ownership • Secure funding via linkage fees on new homes for housing • Create a 1% across the board tax to put into a housing fund that everybody, the guests and the locals pay into Childcare • Expand childcare capacity and subsidies • One more Child Care center in Vail • Move Children's Garden of Learning where the tennis courts are and give them a state of the art, big, awesome facility Community Engagement • Find out what the new residents who will be living in our housing initiatives want as soon as possible and create the amenities and the experience of community they are looking for • Increase the Net Promoter Score because of engaged employees • Transition Donovan Pavilion into a true community center • Improve community engagement through outreach and "Road Shows, selling the idea of engaging in the community for all topics  Economic Development Brand & Experience • We need to define the product of what Vail is and keep our brand intact (Only in Vail) • Our brand appeals to our emerging customers, not just boomers • Create an entertainment district to improve vibrancy • Guests to feel like they're a local when they come in Vail Resorts Partnership • Rebuild the partnership with Vail Resorts through collaboration, encouraging good decisions, and data sharing • Influence the culture of the relationship in ways that are good for the community and our future 223 2  Infrastructure and Environment Major Projects • Deliver on critical projects - Dobson Ice Arena, Timber Ridge, South Face • New amenities for new residents based on their input • Create the plan for West Lionshead • "Citizen Oversight Group" to manage the West Lionshead project to ensure transparency • Make a plan for a Recreation Center • Renovate the library to add a second floor and roof deck • Three critical developments going forward… parking structure, municipal building, West Lionshead Environmental Infrastructure • Improve water quality and protect Gore Creek • Transition off natural gas to renewable energy sources • Noise mitigation from I-70 • Create wildlife bridges in Eagle County • Invest in geothermal and heat recapture • Reduce the use of petroleum=-based fuels  Recreation Recreation • Reimagine recreation with new concepts (Community Concierge, Gear Library) • Create a Community Concierge • Create a sports equipment library • Collaborate with the Rec District to align programming to the Town’s Strategic Plan and the Community’s desired results 224 3  Good Governance and Internal Operations Strategic Planning • Regarding Priorities, keep the number down to the vital few, attainable Priorities and Goals • Refresh the Strategic Plan with measurable goals and focused priorities • Focus on these three goals - Vitality, Vibrancy, Energy • We can articulate what being a premier resort community is, and we can measure that result in a meaningful way Operational Efficiency & Culture • Gain efficiencies and invest in improving the core functions we deliver every day • Next year Russ will not ask for new bodies • Operate the town much like a business • Improve our processes and systems to be more efficient to be more streamlined to enhance that customer experience/results • Streamline the regulatory processes for small businesses • Take calculated risks where appropriate • Pay severance to remove toxic employees • Audit the lift tax within the next two years as a critical funding situation • Use the state constitution for the Town to become its own City and County government 225