HomeMy WebLinkAbout2026-04-07 Town Council Afternoon Meeting Agenda and SUpporting Documentation1.Site Visit (11:00am)
1.1 Ford Park
2.Call to Order (1:45pm)
3.Interviews for Boards and Commissions (1:45pm)
3.1 Interviews for the Planning and Environmental
Commission (1:45pm)
25 min.
Interview candidates that are interested in serving on the
PEC.
Presenter(s): Stephanie Kauffman, Town Clerk
Background: Four vacancies exist on the Planning and
Environmental Commission. The term of the new
appointments will begin on April 7, 2026 and expires on March
31, 2028 (two-year terms). Duties and functions of the PEC
include review and determination of requests for variances and
conditional use permits, and recommendations to Town
Council on special development districts, subdivisions, re-
zonings, various Town of Vail proposed plans and other
community matters per the Town Charter and ordinances.
4.Presentation/Discussion (2:10pm)
4.1 Financial Checkpoint (2:10pm)30 min.
Listen to presentation and provide feedback.
Presenter(s): Carlie Smith, Finance Director
Background: Update on year end results.
VAIL TOWN COUNCIL MEETING
Afternoon Session Agenda
Vail Town Council Chambers and virtually by Zoom.
Zoom meeting link: https://vail.zoom.us/webinar/register/WN_zNAM5Z59QAqvc6b2JBg6Bw
11:00 AM, April 7, 2026
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time
Council will consider an item.
Council will convene at 1:45pm after the Vail Local Marketing District meeting.
Jensen PEC.pdf
Middleton PEC.pdf
Rediker PEC.pdf
Wallace PEC.pdf
260507 Financial Update.pdf
260507 Year End 2025 and Econ Update.pdf
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4.2 Special Development District Sketch Plan Review
(2:40pm)
45 min.
Listen to presentation and provide feedback.
Presenter(s): Matt Gennett, Director of Community
Development and Greg Roy, Planning Manager
Background: The Town Council requested information on the
Vail Town Code regarding options to amend the Special
Development District process to add a sketch plan review
step.
5.DRB/PEC (3:25pm)
5.1 DRB/PEC Update (5 min.)
6.Information Update (3:30pm)
6.1 Electric Vehicle Charging Station Revenue Update
6.2 February 19, 2026 VLMDAC Meeting Minutes
6.3 March 2025 Revenue Update
7.Matters from Mayor, Council, Town Manager and Committee Reports (3:30pm)
7.1 Matters from Mayor, Town Council and Committees (20
min.)
7.2 Town Manager Report (10 min.)
7.3 Council Matters and Status Update
8.Executive Session (4:00pm) (20 min.)Executive Session pursuant to:
C.R.S. § 24-6-402(4)(b)(e) to hold a conference with the Town Attorney, to receive legal
advice on specific legal questions; and to determine positions relative to matters that may be
subject to negotiations, develop a strategy for negotiations and instruct negotiators on the
topic of: Timber Ridge Village
9.Recess 4:20 (estimate)
SDD Memo.docx
DRB Results 3-18-26.pdf
PEC Results 3-23-26.pdf
DRB Results 04-01-26.pdf
EV Charging Update 2026 - Council Memo 4.07.26.pdf
Vail Local Marketing District Advisory Council Minutes February 19 2026.pdf
260407 Town of Vail Revenue Update.pdf
TM Update 040726.docx
Town of Vail Strategic Plan 2026 -040326 final draft.pdf
260407 Matters.docx
Future Topics.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.
2
Please call 970-479-2460 for additional information. Sign language interpretation is available upon
request with 48 hour notification dial 711.
3
AGENDA ITEM NO. 1.1
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Main Agenda
AGENDA SECTION:Site Visit (11:00am)
SUBJECT:Ford Park
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
4
AGENDA ITEM NO. 3.1
Item Cover Page
DATE:April 7, 2026
TIME:25 min.
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Main Agenda
AGENDA SECTION:Interviews for Boards and Commissions (1:45pm)
SUBJECT:Interviews for the Planning and Environmental Commission
(1:45pm)
SUGGESTED ACTION:Interview candidates that are interested in serving on the PEC.
PRESENTER(S):Stephanie Kauffman, Town Clerk
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Jensen PEC.pdf
Middleton PEC.pdf
Rediker PEC.pdf
Wallace PEC.pdf
5
Submit Date: Mar 09, 2026
First Name Middle
Initial
Last Name
Email Address
Primary Phone Alternate Phone
Home Address Suite or Apt
City State Postal Code
Employer Job Title
Vail, CO Boards & Commissions
Application Form
Profile
Preferred Name
Bill
What is your work history from the last five (5) years?
Involved as an active owner/partner in Sundance Mountain Resort (Utah), partner in three
Lake Tahoe based restaurants, Board member of an Oregon based business. Active in
community non-profit boards.
Which Boards would you like to apply for?
Planning and Environmental Commission: Submitted
Why are you interested in serving on this board?
I have served on the PEC board since April 2022. The position of PEC commissioner allows
me to participate in a meaningful way in our community. Vail faces opportunities and
challenges and by being a PEC commissioner I believe I can contribute to the future of Vail.
• What unique and particular qualifications do you bring to the position?
Please provide specific examples.
My business and leadership history across the North American ski industry provides insights
and experience to assist in addressing the evolving needs of the Vail community.
What is your experience serving on other Boards?
Have a 30 year history of serving on both non-profit, for profit business and community
boards including serving as board chair of some boards.
William A Jensen
Retired
William A Jensen
6
What skills and experiences do you have to advance the mission of the
Board?
Diverse Mountain Community experience and perspective. Listening and asking questions to
understand the nature or action of what is being reviewed/considered and how it will
benefit/impact the community and the Town of Vail.
What do you see as the primary role of this Board?
To assist the Planning and Town Staff with code modifications, best practices and initiatives.
Review developer projects under consideration for approval. Find opportunities for affordable
housing within the Town of Vail and ensure community infrastructure supports community
and business needs.
What do you believe is the largest obstacle facing this Board in the upcoming
year?
The Board has worked cohesively during my successive two year terms. Discussions are in
depth and all voices are heard. A representative cross section of the community is important
for the PEC, DRB and Town Council. I do believe it is important to have a level of continuity
within PEC with both longer serving commissioners and new commissioners.
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
Yes No
If you answered "Yes" to the question above, please explain your conflict:
Member of the Colorado Snowsports Museum Board which the Town of Vail is the landlord.
Would recuse myself for any application by the Colorado Snowsports Museum.
Interests & Experiences
Question applies to Planning and Environmental Commission,Design Review Board
Vail is a small community, and everyone seems to know each other in one
form or another. Please describe your abilities to act in a quasi-judicial role
and provide at least one example where you had to make an unpopular
decision on an issue based upon a set of criteria or other certain
considerations.
In my two terms on the PEC I have voted no on proposals brought before the PEC as the
applicant had not met the criteria for approval. Ideally, the applicant based on PEC feedback,
returns to a future PEC meeting with modifications that meets the PEC's feedback and the
PEC is able to provide approval allowing the project to progress.
Question applies to Planning and Environmental Commission,Design Review Board
Are you a registered voter within the Town of Vail?
Yes No
William A Jensen
7
Upload Letter of Interest
Upload a Resume
Question applies to Planning and Environmental Commission
The Planning & Environmental Commission meets on the second and fourth
Monday of each month at 1:00PM. Please describe your ability to attend
these board meetings and the support you have from your employer, if
applicable, to do so.
Able to attend scheduled meetings without restriction.
Question applies to Planning and Environmental Commission,Design Review Board
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
Member of the Colorado Snowsports Museum Board. Town is the landlord for the Snowsports
Museum. If a Snowsports Museum application comes before PEC I would recuse myself.
PEC_Letter_of_Interest.docx
Bill_Jensen_Bio.docx
William A Jensen
8
February 27, 2024
Vail Town Council Members;
Re: Consideration for PEC Appointment
This letter is to express my interest in serving another two year term on the Vail PEC. I believe
as a PEC commissioner for the past two years I have been an engaged commissioner and have
contributed to the Town of Vail’s effort to develop affordable housing to meet the needs of our
community.
I believe I have performed with integrity as a PEC commissioner and carefully considered each
application before the PEC. I also value the opportunity to contribute in the work sessions that
are an important part of the PEC agenda.
With your support and approval I look forward to serving another term as a PEC commissioner.
Thank you for your consideration.
Bill Jensen
9
Bio for William (Bill) Jensen
Bill and his wife Cheryl have lived in and been a part of the Vail community since
1999
Bill began his ski industry career at Mammoth Mountain, California in 1974 in lift
operations. Bill spent 11 years in resort operations with Mammoth, Sun Valley, Ski
Bluewood, and Sunday River. Bill was Vice President North America for Pisten
Bully Slope Vehicles from 1980 to 1989.
Bill transitioned to President/CEO roles in 1991 with Northstar at Tahoe (and
subsequently as President of the Resort Group that included Sierra at Tahoe and
Bear Mountain). In 1997, Bill joined Vail Resorts as COO of Breckenridge and in
1999 became COO of Vail Mountain. In 2006 Bill was promoted to Co-President of
Vail Resorts Mountain Division. In 2008, Bill joined Intrawest as CEO overseeing a
dozen North American resorts including Winter Park, Copper Mountain,
Steamboat, Mont Tremblant, Stratton and Whistler Blackcomb. Bill concluded his
career as CEO of Telluride Ski & Golf Resort (2015-2020).
Bill currently is an owner/partner in Sundance Mountain Resort, Utah.
Industry Accomplishments:
Managed the three highest skier volume resorts in North America (Breckenridge,
Vail, and Whistler Blackcomb).
Vail and Whistler Blackcomb were recognized as the #1 ski resort by SKI Magazine
12 times during his involvement.
As CEO of Intrawest hosted the 2010 Winter Olympics at Whistler/Blackcomb.
Led two public market IPO’s (Whistler Blackcomb, 2012 Toronto Stock Exchange
and Intrawest, 2014 New York Stock Exchange). .
Past Chairman of the National Ski Areas Association
10
Past Chairman of the Colorado Tourism Board
Two-time Colorado Ski Country Chairman’s Award
Inducted into the Colorado Ski and Snowboard Hall of Fame in 2008
Inducted into the US Ski and Snowboard Hall of Fame in 2018
Relevant PEC Experience:
Direct involvement in four mountain and resort village infrastructure Master Plan
documents during my career.
Managed/Involvement in $300 plus million of capital investment projects over the
past 30 years.
11
Submit Date: Apr 01, 2026
First Name Middle
Initial
Last Name
Email Address
Primary Phone Alternate Phone
Home Address Suite or Apt
City State Postal Code
Employer Job Title
Vail, CO Boards & Commissions
Application Form
Profile
Preferred Name
What is your work history from the last five (5) years?
I worked at Gorsuch Ltd over the last five-years, but I have been retired since April 2025.
Which Boards would you like to apply for?
Planning and Environmental Commission: Submitted
Why are you interested in serving on this board?
To continue to serve as an active member in my community and to stay involved in current
events.
• What unique and particular qualifications do you bring to the position?
Please provide specific examples.
I have live in Vail for 43 years and have seen how well Vail, as a town and ski resort, has
grown and adapted to the changes that we have experienced. I feel that growth is
something to be embraced and to be a part of in order to keep setting the stage further as
our community continues to grow. My Sustainability Studies degree will help me understand
how to ensure a strong sense community that highlights an authentic Vail experience that is
environmentally sound in its support of our workforce, affordable housing, parking issues,
and other long-term growth goals. I also have a great work ethic, I do my homework, and I
truly enjoy learning the Vail town codes and how to apply them to the PEC's mission, as well
as the procedures that are required to be on the PEC.
Kathryn Middleton
Gorsuch, LTD Sales Associate
Kathryn Middleton
12
What is your experience serving on other Boards?
I served on the DRB for 2.5 years (term ended in March 2024). I also held a seat on the Eagle
County Community Wildlife Roundtable (ECCWR) as an equine-recreation representative,
and I was on the Education & Outreach committee for the ECCWR. I also serve on the three-
person board for Riva Ridge South Condominiums.
What skills and experiences do you have to advance the mission of the
Board?
My experiences on the DRB included negotiating and making adjustments to applications
that came before DRB in the approval of affordable housing projects such as the new Timber
Ridge Village and the West Middle Creek development as well as approving the new Art in
Public Places building for Artists in Residents. Otherwise, mainly interest in the upcoming
changes to West Vail, the Dobson area, and the new West Lionshead project. This is an
exciting time in Vail. We are experiencing a lot of growth and I believe that I have the
potential to contribute meaningfully in seeing that growth be user-friendly, environmentally
sound and sustainably viable as an authentic Vail experience and in keeping with the long-
term vision of our town.
What do you see as the primary role of this Board?
The PEC has a lot of considerations within their primary role, so I would say it must focus on
the matter at hand, whether it is to adopt a master plan for the physical development of Vail,
recommendations to change zoning ordinances and subdivision regulations, or
environmental issues. Because of those considerations, the primary role of the PEC should
focus on following directions from staff in the packets, and to do the best research in order
to recommend to Council the appropriate actions for the best outcome for the community.
What do you believe is the largest obstacle facing this Board in the upcoming
year?
I am not sure what the largest "obstacle" facing the PEC would be this year, but the
continued work of creating more affordable housing, the Dobson Ice Arena remodel, the Gore
Creek promenade upgrade, the redevelopment of the Evergreen Lodge, continuing work on
restoring the Gore, and work on goals that are based on the Town's Five Year Strategic Plan.
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
Yes No
If you answered "Yes" to the question above, please explain your conflict:
Interests & Experiences
Kathryn Middleton
13
Upload Letter of Interest
Upload a Resume
Question applies to Planning and Environmental Commission,Design Review Board
Vail is a small community, and everyone seems to know each other in one
form or another. Please describe your abilities to act in a quasi-judicial role
and provide at least one example where you had to make an unpopular
decision on an issue based upon a set of criteria or other certain
considerations.
Even though I understand how the predicament of living in a small town could impact my
decision, I have confidence in myself to listen to applicants presentations, be partial and act
accordingly in quasi-judicial way to enforce town code.
Question applies to Planning and Environmental Commission,Design Review Board
Are you a registered voter within the Town of Vail?
Yes No
Question applies to Planning and Environmental Commission
The Planning & Environmental Commission meets on the second and fourth
Monday of each month at 1:00PM. Please describe your ability to attend
these board meetings and the support you have from your employer, if
applicable, to do so.
Mondays are the best day of the week for me to attend meetings, I have no other pre-
scheduled obligations on those days.
Question applies to Planning and Environmental Commission,Design Review Board
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
I do not have any conflicts of interest for this commission.
Letter_of_Interest_for_the_PEC.docx
Resume_2025.pdf
Kathryn Middleton
14
Kathryn Middleton
1865 W Gore Creek Dr
Vail, CO 81657
(970) 376-1076
katmidds@gmail.com
25 th March 20 25
Stephanie Kauffman
Vail Town Clerk
75 S Frontage Rd
Vail, CO 81657
Dear Steph,
I am interested in filling a seat on the Planning and Environmental Commission
(PEC). My 2.5 years of experience on the Design Review Board taught me how
to engage in meaningful discussion regarding the application of town codes
with the purpose to uphold the standards of maintaining Vail’s unique
character and aesthetic. We faced some controversial applicants where there
was some dissent on how best to proceed in our decision, but on all occasions
we were able to have dynamic conversations and proceed accordingly to
adhere to town code and vote.
The PEC is a new opportunity for me to participate in Vail’s short and long-
term goals process that ensures a sense of community and preserves the
quality of life here. I am good at doing my homework to expand my knowledge
on town codes, ordinances, land use, and environmental impact policy,
regarding variances and conditional use permits, special development
districts, subdivisions, rezoning and proposed plans that come before the
Commissioners. The PEC has an important role to advise the Town Council
and uphold the Town’s vision in all areas mentioned above and I believe I am
up for the challenge and will be an asset to the Commission in the decision
making process.
This is a great time in my life to give back to my community after living in the
valley for forty two years. My regard for the Town of Vail as a community-
based entity is strong, it is why I feel that my contribution as a member of the
PEC is the right next-step in giving back.
Thank you,
Kathryn Middleton
15
Kathryn Middleton
katmidds@gmail.com 970.376.1076
Work Experience
● Pepi Sports, ladies ski wear supervisor, 1982-1998
● Gore Range Mountain Works, sales associate team, 1998-2000
● Vail Nordic Center, owner/operator, 2000-2005
● Vail Nordic Shop, Vail Village, owner/operator 2005-2010
● Gorsuch Ltd., sales associate team, 2014-present
Community Volunteer Work
● UCI Mountain Bike World Championships 1994, Vail CO, videographer, course marshall
● Colorado Thunderbirds AAA 14U National Hockey Team, Denver CO, fundraising events,
food/beverage & transport manager, 2009-2010 season
● Colorado Thunderbirds AAA 15U National Hockey Team, Denver CO, fundraising,
tournament events, food/beverage & transportation manager, 2010-2011 season
● Birds of Prey World Cup, banner crew, 2014
● Go Pro Mountain Games, awards team, summer 2015
Volunteer Work
● Eagle County Wildlife Roundtable, stakeholder seat: Equestrian/Recreation since
February, 2020
● Mountain Valley Horse Rescue, McCoy, Colorado, board member 2018-2022
● Eagle County Wildlife Roundtable, participant: Education & Outreach Committee, authored
three articles published in the Vail Daily:
○ “Calling all backcountry enthusiasts”, published February, 6, 2021
○ “Learning to Live with Wolves”, published July 6, 2021
○ “Angling in Today’s Climate”, published August 7, 2021
○ “Spring is in the Air…and so are Bears & Trash” March, 2025
● Town of Vail, Design Review Board, 2.5 year term through March 2024
Education
● Colorado Mountain College, BA Sustainability Studies, graduated with honors December,
2020
● Harvard Business School Online , Sustainable Business Strategies, summer 2020
● Colorado State University, Graduate Certificate for Conservation Actions for Lands,
Animals, and People December 2022
16
Submit Date: Mar 31, 2026
First Name Middle
Initial
Last Name
Email Address
Primary Phone Alternate Phone
Home Address Suite or Apt
City State Postal Code
Employer Job Title
Vail, CO Boards & Commissions
Application Form
Profile
Preferred Name
John
What is your work history from the last five (5) years?
I have been self-employed as an attorney for the past five years.
Which Boards would you like to apply for?
Planning and Environmental Commission: Submitted
Why are you interested in serving on this board?
I have been fortunate enough to have served on a few Town of Vail boards. The Planning and
Environmental Commission is a board I am particularly interested in serving on because I
enjoy the development application process and assisting moving good projects forward for
the betterment of the Town. I enjoy working on town plans and revisiting ordinances to see if
we can make processes more efficient for businesses and individuals. I enjoy having the
opportunity to participate in discussion and decisions regarding environmental initiatives
that the Town and its Sustainability Department are undertaking to make sure that the Town
is a leader in good environmental stewardship on a local level. More specifically, I am
interested in continuing my service on the PEC in the next 2 year term because of a couple
of important items that will likely come before the Commission during that time - the
proposed West Lionshead development and the amendments to Titles 12 and 14 of the Town
Code. I feel that my experience on the Commission and as an attorney will be helpful to both
those items.
John Rediker
Self-Employed Attorney
John Rediker
17
• What unique and particular qualifications do you bring to the position?
Please provide specific examples.
Not that my skills are not shared by other people, but I believe I have good analytical,
communication and management skills. In terms of analysis, my legal training lends itself to
studying applications and code, eliciting facts and discussion, and applying ordinances or
other standards in decision-making processes. I believe I have effective communication and
management skills that help the Commission engage with staff, applicants and the public -
helping meetings run more efficiently.
What is your experience serving on other Boards?
Since around 2008, I have served a total 6 2-years terms on the PEC including my current
term. I served two terms on the DRB. I served on the VLHA for two years. I am currently
serving in my second term as a Board member for the Vail Recreation District as well. In
addition, at the end of July I will conclude my service as a board member of the Friends of
Dubois Badlands, a Wyoming non-profit engaged in environmental education, advocacy and
conservation.
What skills and experiences do you have to advance the mission of the
Board?
The Commission's primary mission should be to operate effectively and make sound
decisions according to Vail's Code and planning documents. As a part of that mission, the
Commission needs to build a good record surrounding its decision-making so the Town's
citizens, Town Council or any other reviewing body understand the reasoning underpinning
its decisions or recommendations. In order to make good decisions or recommendations,
Commission members must be prepared, must be able to properly apply facts to the law and
Commission members must be engaging with applicants, staff, the public and amongst
themselves. I prepare myself for meetings, I work hard to elicit important facts and
discussion during meetings so that good decisions can be made. The deliberative process in
government is of utmost importance. Some of my work in courtrooms, and in managing
lawyers and trial teams, has helped build these skills. I also have experience working for
environmental groups and law firms advancing environmental protections and education. I
believe all these experiences have helped make me a better Commissioner when looking at
the Town's planning and environmental issues.
What do you see as the primary role of this Board?
The Commission's primary mission is to operate effectively and make sound decisions
according to Town Code and planning documents. The Commission reviews applications,
conducts orderly hearings on applications which seek to elicit all the facts underlying any
issues involved, and applies the facts to code and criteria in order to arrive at the best
decision regarding an application. Historically, the primary business of the Commission has
been to review development applications. Sometimes that involves work sessions with
feedback to applicants and sometimes it involves reviewing applications for compliance with
Town standards, resulting in approvals or denials, or recommendations to Town Council in
that regard. The Commission also makes recommendations to Town Council regarding new
or amended plans and new or amended ordinances. The Commission is making more
progress in working with the Sustainability Department addressing local environmental
initiatives.
John Rediker
18
What do you believe is the largest obstacle facing this Board in the upcoming
year?
I don't know that there is any singular large obstacle that faces the PEC right now. I would
like to see continued improvement in the Commission's coordination with Town staff to
address local environmental concerns and initiatives. I think all Commissioners can work
harder to make sure they are reviewing applications thoroughly and are engaged with
applicants, staff and the public. Also, as noted in a previous response, two major projects are
on the horizon that are going to require a lot of diligent work from Commissioners -
reviewing Town code amendments regarding zoning and development and the application
process for the new West Lionhead development.
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
Yes No
If you answered "Yes" to the question above, please explain your conflict:
Interests & Experiences
Question applies to Planning and Environmental Commission,Design Review Board
Vail is a small community, and everyone seems to know each other in one
form or another. Please describe your abilities to act in a quasi-judicial role
and provide at least one example where you had to make an unpopular
decision on an issue based upon a set of criteria or other certain
considerations.
I learned a long time ago as young attorney to step back and review matters presented to
me as objectively as possible. Attorneys and certain decision makers (like members of this
Commission) need to be able to gather all the facts, understand the law or code, and
applying the facts to the law in order to make sound decisions. Having served on this
Commission off and on for a dozen years, I have been called upon to apply criteria to
unpopular applications and have done so without allowing my personal feelings to influence
proper process. Two recent examples are the redevelopment of Concert Hall Plaza and the
commercial space of the Red Lion Building. Moreover, I have advocated for positions that I
strongly believe are correct according to code and criteria that are sometimes contrary to
the majority of other Commissioners. I’m strongly focused on making sure that my decisions
are correct and supported by the facts and code – making popular decisions is not a part of
my deliberative process.
Question applies to Planning and Environmental Commission,Design Review Board
Are you a registered voter within the Town of Vail?
Yes No
John Rediker
19
Upload Letter of Interest
Upload a Resume
Question applies to Planning and Environmental Commission
The Planning & Environmental Commission meets on the second and fourth
Monday of each month at 1:00PM. Please describe your ability to attend
these board meetings and the support you have from your employer, if
applicable, to do so.
I am generally available to attend meetings at 1pm on the 2nd and 4th Mondays each
month. Every once in a while, a conflict has arisen but that has been very infrequent.
Question applies to Planning and Environmental Commission,Design Review Board
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
No conflicts.
JBR_to_VTC_3-31-26.pdf
JBR_Resume__2_.pdf
John Rediker
20
2477 Garmisch Drive
Unit E
Vail, CO 81657
March 31, 2026
Vail Town Council
75 South Frontage Road
Vail, Colorado 81657
Council Members:
I have submitted my on-line application, including responses to the questions posed to
applicants by the Town, along with my resume to be considered for one of the openings for the
Town of Vail Planning and Environmental Commission. I am interested in continuing as a
Commission member and I look forward to my interview and any questions you may have for
me about serving on the Commission. Thank you for your consideration.
Best Regards,
John Rediker
21
1
JOHN B. REDIKER
2477 Garmisch Drive, Unit E
Vail, Colorado 81657
970-331-3936
EDUCATION
Washington and Lee University School of Law. Lexington, Virginia. August 1996 – May 1999. J.D.
The Environmental Law Digest, November 1996 - May 1999: Articles Editor; Articles Staff Writer.
Author, Voluntary Environmental Audits and Disclosure Requirements, Environmental Law News, Virginia
State Bar, Winter 1998.
The University of North Carolina at Chapel Hill. Chapel Hill, North Carolina. August 1990 - June 1994.
B.A. English/ History minor. Dean’s List, Spring 1992, 1994. Vice-president, Beta Theta Pi Fraternity.
Member - Colorado State Bar, United States Federal Court for the District of Colorado, United States
Second Circuit Court of Appeals, United States Ninth Circuit Court of Appeals, United States Tenth Circuit
Court of Appeals.
EXPERIENCE
Attorney. Vail, Colorado. June 2010 - Present.
Opened solo law practice in June 2010. Represent clients in federal court and state courts throughout
Colorado and the United States in a variety of civil litigation matters. Cases primarily involve real estate,
construction and commercial litigation. Representative clients include homeowners associations, individual
homeowners, and businesses.
Owner, Moe’s Original Bar-B-Que. Breckenridge, Colorado. September 2012-September 2019.
Partner in Moe’s Original Bar-B-Que location opened in Breckenridge. Engaged in all aspects of
restaurant daily operations, management and ownership.
Board Member, Town of Vail Design Review Board. April 2018 - Present.
Currently serve as member of the Town of Vail Design Review Board.
Commissioner, Town of Vail Planning and Environmental Commission. September 2010-March 2018.
Served as Commissioner of the Town of Vail Planning and Environmental Commission, including two
years as Chairman.
Thomas Genshaft P.C. Aspen, Colorado. May 2007 – May 2010.
Partner; Associate - Worked both as a partner and an associate in civil litigation and transactional law
firm. Independent management of cases involving general commercial litigation and real estate litigation.
Experience in all phases of litigation from case initiation, discovery, trial and appellate work. Managed
cases pending in state and federal courts in Colorado and other jurisdictions as well as cases in arbitration.
Milberg Weiss Bershad & Schulman LLP. New York, New York. June 2004 – February 2007.
Attorney – Associate position in plaintiffs’ class action securities law firm. Member of the trial team for In
re Walt Disney Co. Derivative Litig.; performed cross-examinations of director defendants and assisted in
the preparation of cross-examinations of other defendants and experts. The senior Milberg Weiss associate
assigned to In re Initial Pub Offering Sec. Litig. – at the time the largest class action lawsuit ever filed in
the United States. Experience in all phases of litigation for a variety of securities cases including brief
22
2
writing before federal district and appellate courts, preparing for and conducting depositions, as well as
general discovery management.
ARCADIS G&M, Inc. Denver, Colorado. August 2003 - February 2004.
Associate General Counsel – Associate counsel position at an engineering, environmental and architectural
corporation. Experience in all aspects of handling corporation’s legal affairs on a day -to-day basis. Work
included negotiating contracts, managing litigation, collections, corporate governance and handling other
corporate legal affairs.
Temkin Wielga & Hardt LLP. Denver, Colorado. October 1999 - August 2003.
Attorney - Associate position at an environmental and commercial litigation practice. Environmental
litigation experience includes CERCLA, RCRA, and other hazardous waste statutes for a variety of cases
involving mining sites, industrial properties, and w aste disposal facilities. Experience in regulatory
compliance matters. Transactional experience includes counsel and advice regarding impacted real estate,
negotiating purchase and sale agreements for impacted properties, and negotiating insurance covera ge for
impacted properties. Commercial litigation experience includes all phases of litigation in state and federal
court, including federal appellate practice.
McKenzie Rhody, LLC. Denver Colorado. August 1999 - September 1999.
Attorney - Contract position - Legal research and motion drafting for construction litigation practice.
Legal Aid Society. Lexington, Virginia. August 1998 – May 1999.
Intern - third year practice certified. Representation in state courts of indigent persons with legal problems
common to poverty population: consumer/credit, domestic relations, landlord/tenant, and public benefits.
The Southern Environmental Law Center. Charlottesville, Virginia. May 1998- August 1998.
Law clerk - The SELC is a non-profit, legal organization providing legal representation for environmental
and conservation organizations both in court and before regulatory agencies. Researched and d rafted
memoranda and other documents concerning issues involving the Clean Air Act and NEPA.
23
Submit Date: Apr 02, 2026
First Name Middle
Initial
Last Name
Email Address
Primary Phone Alternate Phone
Home Address Suite or Apt
City State Postal Code
Employer Job Title
Vail, CO Boards & Commissions
Application Form
Profile
Preferred Name
What is your work history from the last five (5) years?
Currently self-employed (consulting); formerly, formerly Vice President at T-Mobile
Which Boards would you like to apply for?
Planning and Environmental Commission: Submitted
Why are you interested in serving on this board?
I want to serve on the PEC to apply my skills and experiences to one of the most impactful
decision-making bodies in Vail. The Commission’s work directly shapes how we grow while
protecting what makes Vail unique, and I’d like to help guide that process responsibly.
• What unique and particular qualifications do you bring to the position?
Please provide specific examples.
I bring a combination of legal expertise, analytical rigor, and collaborative governance
experience that aligns directly with the PEC’s mission to ensure Vail’s development is
consistent with local ordinances and environmental priorities. With a J.D. and extensive
background in law, regulatory compliance, and leadership, I’m trained to interpret complex
codes, evaluate facts objectively, and make decisions rooted in policy and precedent rather
than opinion. I have extensive experience explaining how rules are interpreted, applied and
drive decisions. I have a basic familiarity with Vail's code (although I have more to learn), I
understand how our local boards interact and function, and am relatively current on the
ongoing discussions that have been under review by the PEC.
Lauren E Wallace
WCG Advisors President / Founder
Lauren E Wallace
24
What is your experience serving on other Boards?
Current Board Member of Gore Range Gravity Alliance Board of Industry Leaders (Consumer
Technology Association aka CES) from 2020 - 2022; 2025 Board Committee Member for
Round Up River Ranch's Bullseye Round Up/Grateful Harvest Content and Entertainment
Counsel (CTA/CES) from 2019 - 2014) Served as Co-Chair of the Federal Communications Bar
Association
What skills and experiences do you have to advance the mission of the
Board?
My experience serving on and advising, executives, boards and committees has
strengthened my ability to balance diverse viewpoints, navigate procedural frameworks, and
build consensus around well-reasoned decisions. I will bring the same thoughtful
preparation, transparency, and disciplined judgment — all essential qualities for a quasi-
judicial body like the PEC. My experience living in Vail since 2009, and understanding the
history and landscape of our town (parks, schools, transportation, businesses, etc.) are also
valuable for this role. My experience, combined with my skills in regulatory compliance and
leadership, would help advance the mission of our PEC.
What do you see as the primary role of this Board?
In short: the PEC acts as the town’s bridge between development proposals, environmental
stewardship, and regulatory policy—ensuring that land use, zoning and environmental
impacts are aligned with the community’s master plan and vision (including our natural
environment and needs of our residents).
What do you believe is the largest obstacle facing this Board in the upcoming
year?
The largest obstacle facing the PEC in the coming year is managing increasing development
pressure alongside growing environmental constraints, including reduced precipitation and
the impacts of climate variability on Vail’s mountain ecosystem. The Commission must
evaluate projects strictly within existing ordinances and policies, ensuring decisions are
consistent, objective, and legally defensible despite heightened public interest and
competing priorities. At the same time, it should help identify where current regulations may
not fully address emerging environmental realities—particularly around water use and
sustainability—and advise Town Council accordingly. Ultimately, the challenge is enabling
thoughtful reinvestment while protecting environmental integrity, community character, and
long-term livability.
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
Yes No
If you answered "Yes" to the question above, please explain your conflict:
Interests & Experiences
Lauren E Wallace
25
Upload Letter of Interest
Question applies to Planning and Environmental Commission,Design Review Board
Vail is a small community, and everyone seems to know each other in one
form or another. Please describe your abilities to act in a quasi-judicial role
and provide at least one example where you had to make an unpopular
decision on an issue based upon a set of criteria or other certain
considerations.
Vail is a close-knit community, and that’s part of what makes it so special — but it also
requires decision-makers to separate personal relationships and emotions from the criteria
and code that guide our process. I’m comfortable working in that quasi-judicial role. My legal
and executive background has trained me to evaluate facts objectively, apply established
standards, and explain decisions transparently and respectfully — even when outcomes
aren’t popular. A relevant example from my time in corporate leadership, when I was
responsible for allocating limited resources across competing priorities. Several proposals
came from colleagues and partners I worked with closely, but the criteria emphasized ROI,
strategic alignment, and compliance with corporate policies. I had to recommend eliminating
a well-liked initiative - one that I spent years building. The decision was unpopular with key
stakeholders on the future vision but by documenting how each choice met or didn’t meet
the larger vision and objectives of our company, I earned respect for being fair, consistent,
and principled — not personal. I would bring that same balanced, transparent approach to
the PEC: listening carefully, applying Vail’s development and environmental codes faithfully,
and ensuring decisions are based on merit and alignment with the town’s long-term plans —
not personal preferences or relationships.
Question applies to Planning and Environmental Commission,Design Review Board
Are you a registered voter within the Town of Vail?
Yes No
Question applies to Planning and Environmental Commission
The Planning & Environmental Commission meets on the second and fourth
Monday of each month at 1:00PM. Please describe your ability to attend
these board meetings and the support you have from your employer, if
applicable, to do so.
I have the ability to attend these meetings. I do not have an employer conflict.
Question applies to Planning and Environmental Commission,Design Review Board
Do you have any conflicts of interest that may arise due to your employment,
personal and/or professional relationships, or financial interests in the Town
of Vail?
No, but I am a home owner.
Letter_of_Interest_PEC_4.2026.pdf
Lauren E Wallace
26
Upload a Resume
Lauren_E._Wallace___CV__5.2025.pdf
Lauren E Wallace
27
Lauren E. Wallace
2783 Kinnikinnick Road Unit 3
Vail, CO 81657
lauren@wcgadvisors.com
(410) 982-9880
April 1, 2026
Vail Town Council
75 S. Frontage Road
Vail, CO 81657
Dear Vail Town Council Members,
I am writing to express my strong interest in serving on the Town of Vail’s Planning and
Environmental Commission (PEC). As a longtime Vail resident with a deep appreciation for our
community’s natural environment and character, I believe I can contribute a balanced,
thoughtful perspective to the Commission’s work of guiding responsible development and
protecting the values that make Vail unique.
My career bridges local workforce experience and executive leadership — from working on the
mountain and with the Vail Valley Foundation, to serving in senior executive roles in law,
business strategy, and corporate governance. This combination has equipped me with skills in
evaluating complex proposals, interpreting regulatory frameworks, managing resources, and
balancing competing priorities — all essential to the quasi-judicial responsibilities of the PEC.
Vail is entering a period of reinvestment and redevelopment, while simultaneously facing real
questions about water/snowpack, habitat resilience, and long-term sustainability. This creates a
more complex decision-making environment, where projects are not only evaluated for design
and compliance, but also for how they respond to evolving environmental realities . I bring
experience making fair, criteria-based decisions in settings where outcomes are sometimes
unpopular but necessary for the greater good — and I value transparency, collaboration, and
consistency in that process.
Vail’s success depends on thoughtful planning and a shared vision for the future. I would be
honored to contribute to that work and to serve the Town in a way that reflects the same
stewardship and accountability we ask of our applicants and partners.
Thank you for your consideration.
Sincerely,
Lauren Wallace
28
Lauren E. Wallace
3415 Meade Street, Denver, Colorado 80211
lauren.e.wallace@gmail.com | 410.982.9880 | www.linkedin.com/in/laurenwallace
Career Highlights & Key Accomplishments
• Successfully drove and led negotiations for rights transfer agreements designed to secure Sony
PlayStation Vue’s OTT distribution rights for content from NBCU, The Walt Disney Company, 21st
Century Fox, Warner Media, NFL Media Networks and more (T-Mobile Confidential).
• Played instrumental roles negotiating and selling Layer3 TV to T-Mobile for $350 million and working
cross-functionally to facilitate a highly matrixed enterprise integration.
• Guided content distribution rights and partnership strategies negotiating and securing Layer3 TV’s
robust portfolio of multi-channel video programming including (cable and OTT) linear, VOD, TVE, SVOD,
AVOD and TVOD rights from leading content creators such as The Walt Disney Company, HBO,
Showtime, AMC, Viacom, ABC, NBCU, Discovery, A+E, Sony, MGM, Starz and more.
• Key contributor for traditional and new media distribution rights, digital platform development and
media sales strategies at DISH Network and Sling TV culminating in launch of the first multi-channel OTT
subscription service, Sling TV, in 2015 and over $520 million revenues during the first 12 months.
• Structured and negotiated strategic partnerships designed to advance linear and addressable
advertising initiatives and drive revenues, including creation of D2 Media Sales, a DIRECTV-DISH
joint venture in 2014, creating a scalable addressable TV platform for political advertisers.
• 2018 Cablefax Top Lawyers honoree for helping the media industry navigate a shifting landscape and
setting the course amid regulatory upheaval.
• Tagged by Multichannel News as a 2019 Woman to Watch.
• Member of Consumer Technology Association’s 2019-2012 Board of Industry Leaders.
Media, Technology & Telecommunications Experience
T-Mobile | 2020 – 2024 | Denver, Colorado
Vice President, Marketing (Content Partnerships; formerly, Content Partnerships and Operations)
• Led and managed content partnerships team working cross-functionally in matrix organization to build
healthy partnerships, secure content, and grow engagement and monetization.
• Responsible for developing and driving execution of cross platform content partnerships (Apple, Netflix,
Google, Disney, etc.) and core services costs reductions over $200M.
• Lead and develop team responsible for overseeing and negotiating all content distribution strategies
and partnerships for the company’s multi-channel video programming distribution including facilities-
based IPTV systems and OTT services that offer linear, VOD, SVOD, TVOD, AVOD, PPV and TVE.
• Understand, manage, and communicate complex content distribution rights information including
pricing, packaging, positioning, MFNs, business models, technology/product deployment strategies,
marketplace constraints, as well as strategic partnership and marketing opportunities to influence C-
level executives on business issues.
• Develop and execute content acquisition and programming strategies including building new structures
and solving complex financial issues related to multi-product offerings.
• Represent emerging lines of business interests and priorities through enterprise collaboration with
marketing, product, engineering, finance, corporate strategy and other stakeholders.
29
Page 2 of 2 (Lauren Wallace – 2019 CV)
T-Mobile | 2018 – 2020 | Denver, Colorado
Senior Director, Home + Entertainment Business & Legal Affairs
• Serve on highly matrixed senior leadership team for T-Mobile’s Home + Entertainment organization.
• Lead and develop the teams responsible for overseeing and negotiating all content distribution
strategies and partnerships for the company’s multi-channel video programming distribution including
facilities-based IPTV systems and OTT services that offer linear, VOD, SVOD, TVOD, AVOD, PPV and TVE.
• Represent Home + Entertainment division interests and priorities through enterprise collaboration with
marketing, finance, corporate strategy and other stakeholders.
• Understand, manage, and communicate complex distribution rights information including pricing,
packaging, positioning, MFNs, business models, technology/product deployment strategies, marketplace
constraints, as well as strategic partnership and marketing opportunities.
• Develop and execute content acquisition and programming strategies including building new deal
structures and existing agreement renewal / renegotiation.
Layer3 TV – The New Cable | 2015 –2018 | Denver, Colorado
Corporate Vice President / Deputy General Counsel (Senior Director Content Partnerships until 2016)
• Responsible for pursuing and securing content partnerships from broad spectrum of traditional and non-
traditional content partners including over 300 cable networks, broadcasters, premiums and TVOD,
AVOD, TVE and SVOD, and third-party OTT services such as Curiosity Stream, XUMO, Netflix, Amazon,
and YouTube.
• Developed and managed teams responsible for content acquisition, operational compliance, reporting
and measurement and planning and tracking against goals, budgets, and deadlines.
• Managed all rights restrictions, requirements and conditions related to market launches, post-deal
rollouts, product development and ongoing operational, regulatory and compliance efforts.
• Oversaw diligence and merger negotiations with T-Mobile including all content distribution matters.
• Provided strategic and analytical guidance on all new content opportunities to support internal
strategies, maintain enterprise alignment, and meet expectations regarding consumer welfare.
• Designed deal structures and strategy for entire Layer3 TV content portfolio.
• Identified and executed innovative tactics to successfully negotiate and leverage distribution rights to
increase profitability, and decrease costs, of core video subscriptions and transactional purchases.
• Fostered and maintained in-depth knowledge of competitive landscape and transformation resulting
from changes in consumer viewing behaviors.
DISH Network & Sling TV | Denver, Colorado | 2012 –2015
Corporate Counsel (Associate Corporate Counsel until 2014)
• Responsible for advancing the strategic direction of satellite and OTT multi-channel video programming
distribution, including the negotiation of programming agreements for traditional and new media rights
and multi-platform initiatives leading to the launch of Sling TV in 2015.
• Mastered an understanding of digital content distribution including platform design of distribution
technologies, DRM/security, authentication, stream management, measurement, data and DAI.
• Built and maintained strong relationships with technology companies and vendors to ensure the digital
platform distribution realized maximum value.
• Structured and negotiated strategic partnerships designed to advance linear and addressable advertising
initiatives and drive revenues, including creation of D2 Media Sales, a DIRECTV-DISH joint venture in
2014, creating a scalable addressable TV platform for political advertisers.
• Responsible for negotiation and drafting of content distribution agreements with over 300 DISH
International partner accounts for direct broadcast satellite and DISH World IPTV distribution.
• Developed, implemented, and refined strategies and processes designed to increase advertising sales
revenue through existing partnerships and new business development.
• Mastered an understanding of television advertising rights and operations including facilities-based and
digital advertising systems, measurement technologies, data management, and exchanges.
30
Page 2 of 2 (Lauren Wallace – 2019 CV)
Other Experience
Vail Valley Foundation | Vail, Colorado | 2011 –2012
Coordinator, Sponsorships and Operations
Vail Resorts | Vail, Colorado | 2010 –2014
Professional Ski Instructor
Venable LLP | Baltimore, Maryland/Washington, D.C. | 2008 –2010
Associate (previously Summer Associate 2007)
Education
Honors and Involvement Personal
J.D., cum laude (2007)
University of Baltimore
B.S., Accounting (2005)
University of Maryland
• CTA: Board of Industry Leaders,
Content & Entertainment Board
• 2018 Cablefax Top Lawyer
• Women’s Leadership Network
• Content enthusiast
• San serif fonts
• Alternative cooking
• Skiing, tennis, biking
31
AGENDA ITEM NO. 4.1
Item Cover Page
DATE:April 7, 2026
TIME:30 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (2:10pm)
SUBJECT:Financial Checkpoint (2:10pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Carlie Smith, Finance Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
260507 Financial Update.pdf
260507 Year End 2025 and Econ Update.pdf
32
To: Vail Town Council
From: Russell Forrest, Town Manager
Carlie Smith, Finance
Mia Vlaar, Economic Development Director
Date: April 7, 2026
Subject: Economic/Budget Update and Checkpoint
_______________________________________________________________________________
1. PURPOSE AND INTRODUCTION
The purpose of this discussion is to provide Council with an economic update and receive
feedback and direction on several topics included in this memorandum. Questions staff
would request feedback on include:
1) Staff has updated revenue forecasts and made additional revenue adjustments to
sales tax, lift tax, and parking sales. After hearing the presentation is Council in
support of the total reductions? The total revenue reduction included in the 1 st
supplemental is $5,497,221
2) In response the revenue reductions, staff has reduced operating and capital
expenditure budgets for 2026 by a total of $7,939,321. Is Council in support of these
reductions?
3) A number of new positions were approved in the 2026 budget. Staff would like to
review recommendations on new FTE’s
4) Staff will continue to review other cost savings measures and areas where
resources may be needed to address council strategic goals in 2026.
2. Background
National/State of Colorado Trends:
The National economic picture continues to be murky with a war in Iran, rising fuel prizes,
and slowing job growth. Some economists see both inflationary and recessionary pressures.
Brian Lewadowski at the March cast meeting providing a presentation on economic trends
affecting the nation, the State of Colorado, and ski towns. Job growth in the Colorado leisure
and hospitality industry has declined. While job growth in the construction and health service
industry continues to increase. It was interesting to note that the recent decline in population
in ski counties is expected to reverse in the next three to four years. Consumer confidence in
the economy is very low with about “46% of consumers spontaneously mentioned high prices
eroding their personal finances.” However, ski town taxable sales continue to increase
33
Town of Vail Page 2
(inflations is contributing to that). Colorado just had one of its lowest snowpack on record
which could dampen interests in purchasing ski passes in advance of the 2026/2027 ski
season.
Wildfire danger will be high unless monsoon rains (which some meteorologists say is
probable) occur in the summer. Continued draught could result in very significant water
conservation requirements and impact recreation in our rivers and streams.
Major Revenue Performance
Revenue Reductions: $5.5M
Sales Tax:
Through February, the Town has collected $11.3 million in sales tax revenue, representing
an 8.28% decrease compared to the prior year, with the lodging industry most impacted due
to low snowfall.
During the most recent economic update to Council, staff reduced projected sales tax
revenues for January through April by 10%, along with an additional 2% reduction for the
summer months to account for anticipated business closures. Since then, staff has further
refined the forecast.
Revenues have been updated to reflect actual collections for January and February. March is
now projected to be down 15%, and April is projected to be down 46%, reflecting sales tax
levels more consistent with what the Town typically experiences in May. Th e remainder of the
year is projected to be down 2% compared to 2025, with November and December also
projected to be down 2% relative to 2024, which was considered a normal snowfall year.
Overall, sales tax revenue has been reduced by $2.6 million, or 6%, from the original budget.
This represents an approximate 8% decrease compared to 2025 actuals and a 6% decrease
compared to 2024 actuals.
Lift Tax:
Year to date lift tax collections through February total $3.0 million, representing a 9%
decrease compared to 2025 and a 6% decrease compared to 2024.
Updated revenue forecasts incorporate actual collections to date, with March projected to be
down 15% and April projected to be down 100%.
Overall, lift tax revenues have been reduced by $909,624, or 11%, from the 2026 original
budget. This reflects an approximate 10% decrease compared to both 2025 and 2024.
Parking Sales:
Parking sales through the end of March total $4,572,150, representing a 9% decrease
compared to the prior year.
34
Town of Vail Page 3
Parking revenue forecasts have been updated to reflect year -to-date actuals, with April
projected to be down 97%, aligning more closely with typical May sales levels. Summer
revenues have also been reduced by 1.0% to account for the additional free hour fo r pass
holders and a decrease in the overnight rate while parking pass revenues are conservatively
projected down 5.0% compared to 2025.
Overall, parking revenues have been reduced by $1,542,639, or 15%, compared to the 2026
original budget.
Expenditure Reductions: $7.9M
In response to the revenue reductions departments were asked to look at reductions in both
operating and capital. Operating budgets across all funds were reduced by $1,244,821 while
capital reductions totaled $6,709,500. Although just now being recognized in the
supplemental, these budget reductions were put in place in January.
Vail Specific Economic Information:
Current summer pacing in Vail looks strong with reservations on par with last year at this
time. Low snow winters do not usually negatively impact summer demand without
extenuating circumstances, and this is reflected in current pacing.
Summary:
Staff will continue to monitor both the local and national economic environment, and revenue
forecasts will be updated as new information becomes available. If necessary, staff will
pursue additional expenditure reductions.
3. Opportunities for additional revenue and cost management
Camera Speed Enforcement:
Through February, net collections from speed enforcement cameras total $73,922, with
revenues continuing to improve each month. Staff is conservatively projecting approximately
$316,000 in net revenue by year-end. This has been included in tonight's supplemental. The
primary goal of speed enforcement is to change driver behavior and reduce speeding not to
generate revenue. However, this additional revenue will help offset a portion of the revenue
reductions noted above.
The Town has identified $1.9 million in traffic impact fees that have been collected over time
and reserved within the Town’s fund balance for eligible projects. These funds can be applied
to the new Timber Ridge bus stop, improving the available fund balance position of the
Capital Projects Fund. This has been included in the first supplemental.
Lastly, the Town was awarded a $938,499 Clean Transit grant from the state to expand bus
service. This grant requires a $271,328 match from the Town’s General Fund. At the
February 17 Council meeting, Council expressed support for accepting the grant and
expanding service. However, due to the revenue reductions, the General Fund is not able to
absorb the additional match. As a result, Council directed staff to offset the $271,328 match
by adjusting the sales tax split between the General Fund and Capital Pr ojects Fund from
62/38 to 63/37.
35
Town of Vail Page 4
The Town Manager is also looking at each vacant position and determining if the hiring can
be deferred or not filled without affecting operations.
4. Positions
In the 2026 budget a number of new positions were approved. At the time of the budget
approval staff and the Council were already taking cautionary measures to manage the 2026
budget. Since the beginning of the year, the town has actively hired for all dispatch
positions including 4 new FTE’s that are paid through the dispatch fund and we have filled a
Finance position that was needed to fill because of both an acute need the opportunity to find
a qualified person to support the Finance Department.
The following are positions that have not yet been filled and staff recommendations on filling
them.
Department Name of
Position
# of FTEs Recommendation
PD Sworn officers 4 PD has withdrawn their request for
any new sworn offices
Fire
Department
2 Recommend Filling
*Bus Expansion 9 This enhancement is being paid
(80% of the cost) for by a grant with
CDOT. Council has provided
direction to implement the new bus
schedule. Execution will be
contingent upon executing a
contract with CDOT.
Mechanic 1 Same as bus enhacment.
Building
Maintenance
1 Can be deferred till 2027
Half Time TM
Admin Office
.5 Recommend filling
AIPP half time
position
.5 This position is paid for by a grant
Action requested of Council: Does Council support the above mentioned recomendations
in the table.
36
2025 YEAR END RESULTS
FINANCE | May 7, 2026
37
2
YEAR END RESULTS | Overview
Town of Vail | Finance
2025 REVENUES BY SOURCE
Across all funds revenues total $211.9M; $115.6M excluding COP and one-time
reimbursement and grants; Up $1.0M from 2024; Up $1.8M from budget
Sales Tax,
$48,873,225
Property and
Ownership Tax,
$8,088,653Use Tax, $2,424,403
Ski Lift Tax ,
$6,702,598
Franchise Fees,
$1,963,678
Real Estate Transfer
Tax, $9,767,746
Licenses and Permits,
$3,944,017
Intergovernmental
Revenue, $19,296,305
Transportation
Centers, $10,064,384
Charges for Services,
$2,738,856
Rent, Fines &
Miscellaneous,
$10,763,204
Reimbursed from VRA
, $15,484,572
Earnings on
Investments,
$6,285,048
Debt Proceeds-
Southface COP,
$65,542,708
2025 Revenue: $211.9M
38
% Variance
From 2024
2024 Actual% Budget
Variance
2025
Amended
Budget
2025
Actual
Revenue Source
1.0%$114.5M1.5%$113.8M$115.6MTotal Revenues
1.9%48.0M2.8%47.5M48.9MSales Tax
0.0%8.1M0.0%8.1M8.1MProperty and Ownership Tax
-2.3%3.1M-4.0%2.5M2.4MUse Tax
1.5%6.8M-2.9%6.9M6.7MSki Lift Tax
21.0%8.1M10.1%8.9M9.8MReal Estate Transfer Tax
4.7%10.0M-15.5%17.4M 14.7MIntergovernmental Revenue
7.4%9.4M-1.9%10.3M 10.1MTransportation Centers
545.8%2.4M0.0%15.5M 15.5MReimbursed from VRA
450.0%0.0M0.0%4.5M4.5MReimbursement from VHP
-21.2%8.0M26.0%5.0M6.3MInvestment Earnings
3
YEAR END RESULTS | Overview
2025 MAJOR REVENUES
39
4
YEAR END RESULTS | Overview
Town of Vail | Finance
EXPENDITURES
Across all funds expenditures totaled $201.8M compared to $283.5M budget.
Savings: $14.4M
• Personnel Vacancies: $2.4M
• Capital Projects: $6.8M
• General Operating: $4.7M
• Event Spending: $478.2K
Re-appropriations: $67.3M
• Dobson: $33.4M
• Underground Utility Conversion $4.2M
• Habitat Contribution: $2.0M
• TR Community Units $5.0M
• InDeed: $975K
• Community Buydown Units: $1.2M
• Gore Creek Promenade: $1.1M
• Parking Structure Structural Repairs: 1.1M
Municipal
Services
47.7%
Capital
Improvements
50.6%
Debt
Service
1.7%
Where the Money Goes
40
5
YEAR END RESULTS | General Fund
Revenue – YOY Increase totals $300K due to low snowfall in Nov/Dec
Expenditures – Savings in staffing: $1.9M ($2.4M Townwide); all other operations $3.1M
Transfers – Interfund transfers decreased from PY due to TR transfer
Compared to Budget the town did not need to transfer $8.0M to CPF for Dobson due to
construction timing
Fund Balance –Budgeted to utilize $7.6M of reserves; Actual results: Added $7.2M
2025: $60.8M; 2026 Projected: $66.4 (104% of fund balance); Only $37.8M of that
available to spend
Better
(Worse)
2024
Actual
Better
(Worse)
2025
Actual
Final
Budget
$300K$67.1M$400K$67.4M$67.0MRevenue
(4.9)M(52.9)M5.0M(57.8)M(62.8)MExpenditures
(700)K(378)K604K(385)K(989)KPlanning Projects
(19.5)M(21.5)M8.8M(2.0)M(10.8)MInterfund Transfers
14.9M(7.7)M14.8M$7.2M$(7.6)MNet Change
41
6
YEAR END RESULTS | Capital Projects Fund
Town of Vail | Finance
Revenue-Timing difference of grants and project reimbursements
Bond Proceeds- Timing difference of interest earnings (to be utilized for debt payments)
Expenditures – Variance for 2025 budgeted projects not yet completed and carried over to
2026 $51.3M; $3.9M in project savings during 2025; Additional $1.6M in deferred projects in
2026
Transfers– Transfer not necessary in 2025 from GF for Dobson due to project timing; Reduced
transfer to support West Middle Creek because there was available fund balance in HF.
Fund Balance - $62.4M at the end of 2025 but utilizing $42.4M of that in 2026; $6.7M Available
Better
(Worse)
2024
Actual
Better
(Worse)
2025
ActualFinal Budget
$4.2M$29.9M$(3.1)M$25.7M$28.8MRevenue
65.1-(2.5)M$65.1M$67.6MBond Proceeds
(9.2)M(25.2)M55.2M(34.4)M(89.6)MExpenditures
(1.8)M(1.2)M-(3.0)M(3.0)MDebt Service
(16.6)M(2.4)M(6.9)M14.2M21.1MNet Transfers
(55.2)M2.0M(55.2)M(57.2)MTransfer to VHP
$11.3M$1.1M$19.9M$12.4K$(32.3)MNet Change
42
7
YEAR END RESULTS | Real Estate Transfer Tax Fund
Town of Vail | Finance
Revenue – Increase from 2024 due to Eagle County Open Space Contribution
Expenditures – Variance from 2024 due to Booth Heights open space acquisition;$5.8M
of 2025 project variance will be reappropriated to 2026
Fund Balance - $16.0M at the end of 2025 but utilizing $7.2M of that in 2026: 2026
Projected Fund Balance is $8.8M
Better
(Worse)
2024
Actual
Better
(Worse)
2025
ActualFinal Budget
$4.4K$11.0M$700K$16.1M$15.4MRevenue
18.1M(27.7)M8.3M (9.6)M(17.9)MExpenditures
(5.7)K--(5.7)K(5.7)KTransfers
17.5M$(16.7)M$9.0M$845.7M$(8.1)MNet Change
43
8
YEAR END RESULTS | Overview
Town of Vail | Finance
Use of Fund Balance
During 2024 the Town utilized $43.9M of available reserves; In 2025 available reserves were
replenished by $5.8M
$139.3M
$95.4M $101.2M
$52.5M $57.4M
$67.2M $65.9M
$0.0M
$20.0M
$40.0M
$60.0M
$80.0M
$100.0M
$120.0M
$140.0M
$160.0M
2023 Actual 2024 Actual 2025
Preliminary
2026 2027 2028 2029
Reserve Projections (above Minimum & Restricted)
Housing Fund
RETT Fund
Capital
Projects Fund
General Fund
44
2026 SUPPLEMENTAL BUDGET | Budget Requests
Town of Vail | Finance
45
10
2026 Revenue Adjustments| Overview
Town of Vail | Finance
Variance fr
2024/2025
ActualsMonthly Projection Comparison
Revenue
Source
Down 8%
from PY;
Down 6%
from 2024
Jan/Feb (YTD): Down 8.28%
March: Down 15%
April: Down 46%
May- Dec: Down 2% from 2025 Actuals; Down 1% from
2024 Actuals
Sales Tax
Down 10%
from 2025;
Down 10%
from 2024
Jan/Feb (YTD): Down 9%
March: Down 15%
April: Down 100%
May-Dec: Up 15% from 2025; Up 6% from 2024
Lift Tax
Down 15%
from 2026
original
budget
Jan- March: Down 9%
April: Down 97%
May- Dec: Down 1.0%
Parking
Total Revenue Reductions: $5.5M
46
11
2026 Revenue Adjustments| Overview
Town of Vail | Finance
•$316K of DACRA net revenue: Utilized for additional revenue decreases but
with intention of utilizing for increased chain law enforcement in 2026
•Expended bus program included- Net Cost of $271,328:
•Changed GF/CPF split from 62/38 to 63/37
47
12
2026 BUDGET SUPPLEMENTAL | Overview
Town of Vail | Finance
•Operating Reductions: $1.2M
•Capital Reductions/Project deferrals: $6.7M
Total Expense Reductions: $7.9M
48
AGENDA ITEM NO. 4.2
Item Cover Page
DATE:April 7, 2026
TIME:45 min.
SUBMITTED BY:Greg Roy, Community Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion (2:10pm)
SUBJECT:Special Development District Sketch Plan Review (2:40pm)
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Matt Gennett, Director of Community Development and Greg Roy,
Planning Manager
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
SDD Memo.docx
49
TO: Vail Town Council
FROM: Community Development Department
DATE: April 7, 2026
SUBJECT: Special Development Districts – Code Amendment
I. DISCUSSION TOPIC
The Town Council requested information on the Vail Town Code regarding options to
amend the Special Development District process to add a sketch plan review step.
II. BACKGROUND
Special Development Districts (SDD) are regulated by Chapter 12-9A of the Vail Town
Code. The SDDs are intended as a form of overlay district to provide a property owner,
or owners, an option to deviate from dimensional zon ing standards in exchange for a
tangible offsetting public benefit. The purpose is to encourage flexibility and creativity
in the development of land to improve the design character and quality of new
developments.
The general process of an SDD application is review and formal recommendation by
the Planning and Environmental Commission (PEC) during a noticed public hearing,
followed by two readings of an ordinance by Town Council to approve or deny the
application. The timeline of this process can be as short as three months but typically
takes longer. The submittal requirements for new and amended SDDs involve a
significant amount of detailed work including site plans, elevations, floor plans,
landscaping plans, and other information.
Town Council has requested that staff look at ways to amend the process to add a
sketch plan step that would allow Town Council a chance to weigh in on an SDD
application in the early stages. Staff have proposed two options in which the Code could
be amended to achieve that goal.
Option 1: A pre-application, preliminary sketch plan requirement would be added to
Section 12-9A-4 in which the applicant must present to Council their general concept
for review. The review would be nonbinding and would not require a vote by Council.
50
Town of Vail Page 2
Option 1 would provide an opportunity for the applicant to receive early feedback from
Council and for Council to identify any changes that should be considered prior to the
submittal of a formal application.
Option 2: A binding sketch plan review step requirement would be added to Section
12-9A-4 in which an application is reviewed by PEC, PEC forwards a formal
recommendation to Council, and Council would then approve or deny the sketch plan.
In both options the sketch plan would have less submittal requirements or detailed
plans, and the applicant would likely not incur as much soft costs preparing their
materials before presenting the idea to the PEC and Council.
Where the two options differ is the length of time for review and the nonbinding vs
binding nature of each sketch plan process option. Option 1 would add less time with
only one Council meeting, and no additional public notice requirements. It would give
the applicant an opportunity to receive preliminary feedback and allows Council to
maintain flexibility in what is approved at the end of the SDD process.
Option 2 would increase the review time of the current process by requiring at least one
additional PEC meeting, with public notice requirements, staff analysis, report and
recommendations, before being reviewed by Council for a final decision. Option 2 could
also bind Council to their decision on the sketch plan in their final vote on an SDD
proposal but would provide applicants with more certainty at the first stage of the review
process.
III. DISCUSSION
Which of the two options presented would best achieve the Council’s goals for an
amendment to add a sketch plan review step to Chapter 12-9A, Vail Town Code?
IV. ATTACHMENTS
None
51
AGENDA ITEM NO. 5.1
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Greg Roy, Community Development
ITEM TYPE:DRB/PEC Update
AGENDA SECTION:DRB/PEC (3:25pm)
SUBJECT:DRB/PEC Update (5 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
DRB Results 3-18-26.pdf
PEC Results 3-23-26.pdf
DRB Results 04-01-26.pdf
52
Design Review Board Minutes
Wednesday, March 18, 2026
2:00 PM
Vail Town Council Chambers
Present: Roland J Kjesbo
Mary c Egan
Herbert B Roth
Kit Austin
Absent: Anthony J Grandt
1. Virtual Meeting Link
Register to attend Design Review Board Meetings. Once registered, you will receive
a confirmation email containing information about joining this webinar.
2. Call to Order
3. Main Agenda
3.1 DRB24-0457 Change 1 - Christopher D. Stansbury Trust & Anna M.
Rasmussen Declaration of Trust Residence
Final review of a change to approved plans (exterior)
Address/ Legal Description: 2187 Saint Moritz Way / Lot 8, Vail Heights Filing 1
Planner: Cole Michaelsen
Applicant Name: Christopher D. Stansbury Trust & Anna M. Rasmussen Declaration of
Trust, represented by Pinnacle Mountain Homes 2187 St Moritz Change to Approve Documents.pdf
2187 St Moritz Change to Approve Plans.pdf DRB24-0457
Approved and Stamped DRB Documents 2-5-2025.pdf DRB24-
0457 Approved and Stamped DRB Plans 2-5-2025.pdf
Nieghborhood Images.pdf
Roland J Kjesbo made a motion to Approve with the findings that it meets 14-10-4 and 14-10-5. ;
Kit Austin seconded the motion Passed (4 - 0).
3.2 DRB-26-31 - Concert Hall Plaza
Final review of a redevelopment of Concert Hall Plaza
Address/ Legal Description: 616 West Lionshead Circle/Lot 1, Vail Lionshead Filing 4
Planner: Heather Knight
Applicant Name: Concert Hall Plaza, represented by Mauriello Planning Group
Concert Hall Plaza Narrative DRB 2-13-26.pdf
031826 DRB_PlanSet1.pdf
031826_DRB_PlanSet2.pdf
LRMP Design Guidelines.pdf
CHP-PublicComment-NDG.pdf
CHP-PublicComment-Brownstein.pdf
Roland J Kjesbo made a motion to Table to April 1, 2026 DRB Meeting; Mary c Egan seconded the
motion Passed (3 - 0).
3.3 DRB-26-21 - Town of Vail 2026 (10th Mountain Division Memorial Landscaping)
Design Review Board Meeting Minutes of March 18, 2026
1 53
A final review of an exterior alteration (landscaping)
Address/ Legal Description: 371 Gore Creek Drive/Tract B, Vail Village Filing 1
Planner: Heather Knight
Applicant Name: Town of Vail
DRB_03-18-2026_Updated_presentation.pdf
Roland J Kjesbo made a motion to Approve with the findings that it meets 14-10-5. ; Mary c
Egan seconded the motion Passed (4 - 0).
4. Staff Approvals
4.1 DRB25-0361 - Biszantz Residence
Final review of an exterior alteration (solar)
Address/ Legal Description: 1350 Sandstone Drive 1/Lot G3, Lion's Ridge Subdivision Filing 2
Planner: Cole Michaelsen
Applicant Name: Samantha Biszantz, represented by Active Energies Solar
4.2 DRB25 -0460 - Gajajiva & Gomolka Residence
Final review of an exterior alteration (Windows)
Address/ Legal Description: 1136 Sandstone Drive A101/Lot A6, Block A, Lion's Ridge Subdivision
Filing 1
Planner: Raymond Santana
Applicant Name: Arawan Gajajiva & Stephanie Gomolka, represented by Home Depot USA
4.3 DRB-26-1 - Pestinger Residence
Final review for an exterior alteration (remodel)
Address/ Legal Description: 5174 Main Gore Drive South A/Lot 14, Vail Meadows Filing 1
Planner: Cole Michaelsen
Applicant Name: Greg Pestinger
4.4 DRB-26-2 - Out on a Ledge LLC Residence
A final review of an addition
Address/ Legal Description: 3891 Bighorn Road B/Lot B, The Ledges
Planner: Cole Michaelsen
Applicant Name: Out on a Ledge LLC, represented by TAB Associates Inc.
3891-B Bighorn Rd Documents.pdf
3891-B Bighorn Rd Drawings.pdf
4.5 DRB-26-25 - Riva Group LLC Residence
A final review of an exterior alteration (windows)
Address/ Legal Description: 684 West Lionshead Circle 418/Lot 8, Block 1, Vail Lionshead Filing 3
Planner: Greg Roy
Applicant Name: Riva Group LLC Peter Browning, represented by Yat Construction
4.6 DRB -26-36 - Lionshead Condo Partnership LLC Ross Dupper
Final review of an exterior alteration (windows)
Address/ Legal Description: 680 Lionshead Place 701/Lot 3, Vail Lionshead Filing 3
Planner: Greg Roy
Design Review Board Meeting Minutes of March 18, 2026
2
54
Applicant Name: Lionshead Condo Partnership LLC Ross Dupper, represented by Move
Matter Architects
4.7 DRB-26-38 - Kellen Residence
Final review of an exterior alteration (sliding door)
Address/ Legal Description: 5303 Snowshoe Lane A/Lot 26, Vail Meadows Filing 1
Planner: Heather Knight
Applicant Name: Katherine M. & James M. Kellen Revocable Trust, represented by Martin
Manley Architects
4.8 DRB-26-39 - Volpert Residence
Final review for an exterior alteration (A/C unit)
Address/ Legal Description: 151 Vail Lane 9/Tract B, Front Door Three Dimensional Subdivision
Planner: Cole Michaelsen
Applicant Name: Vail Lane Trust Teri C Volpert, represented by SRE Building Associates
4.9 DRB-26-44 - Montanero's
Final review of an exterior alteration (garage gate)
Address/ Legal Description: 684 West Lionshead Circle/Lot 8, Block 1, Vail Lionshead Filing 3
Planner: Heather Knight
Applicant Name: Montanero's, represented by Yat Construction
5. Staff Denials
6. Adjournment
Roland J Kjesbo made a motion to Adjourn ; Mary c Egan seconded the motion Passed (4 - 0).
Design Review Board Meeting Minutes of March 18, 2026
3
55
Planning and Environmental Commission Minutes
Monday, March 23, 2026
1:00 PM
Vail Town Council Chambers
Present: John Rediker
William A Jensen
Robert N Lipnick
Brad Hagedorn
David N Tucker
Margaret H Brown
Craig H Lintner Jr
1. Virtual Link
Register to attend the Planning and Environmental Commission meeting. Once registered,
you will receive a confirmation email containing information about joining this webinar.
2. Call to Order
3. Main Agenda
3.1
A request for the review of an Amendment to a Conditional Use Permit, pursuant
to Section 12-7B -3, Permitted and Conditional Uses, First Floor or Street Level,
Vail Town Code, to allow for Gorsuch Ski Café Ltd., pursuant to Section 12 -16-
10, Amendment Procedures, Vail Town Code located at 254 Bridge Street C, Vail
Village Filing 1, Block 5C, Lot C & L. and setting forth details in regard thereto.
(PEC26-0002)
This item will be re-noticed for a future meeting date.
Planner: Cole Michaelsen
Applicant Name: Gorsuch Ltd., represented by Resort Design Architects
Time: 2 Minutes
Agenda Item 3.1 was noted as re-noticed for a future meeting, with no action taken.
3.2
A request for the review of a Conditional Use Permit, pursuant to Section 12-6D-3,
Conditional Uses, Vail Town Code, to allow for a Funicular pursuant to Section 12-16,
Conditional Use Permits, Vail Town Code, located at 816 & 826 Forest Road, Vail
Village Filing 6, Block 1, Lot 14 & Lot 15 (PEC-26-3)
The applicant has requested to be tabled to the April 13, 2026 PEC meeting.
Planner: Greg Roy
Applicant Name: Mexamer Forest Road LLC represented by Mauriello Planning Group
Time: 2 Mins
Planning and Environmental Commission Meeting Minutes of March 23, 2026
1
56
(Recording timestamp: 00:00:27)
Rediker opened Agenda Items 3.2 and 3.3, noting that both items were for the same applicant and
property and would be heard together. Rediker stated that the applicant requested both items be tabled to
April 13, 2026, and proceeded to read the agenda items into the record, including the request for a
conditional use permit and a variance for the property located at 816 and 826 Forest Road.
Rediker asked for a motion to table both items. Jensen clarified the agenda item numbers and
made a motion to table Agenda Items 3.2 and 3.3 to April 13, 2026.
William A Jensen made a motion to Table to the April 13, 2026 PEC Meeting. ; Robert N
Lipnick seconded the motion Passed (6 - 0)Tucker Absent.
3.3
A request for review of a variance from Section 12-6D-6, Setbacks, pursuant to Chapter 17,
Variances, Title 12, Vail Town Code, to allow for a reduction in the required setback, located
at 816 & 826 Forest Road, Vail Village Filing 6, Block 1, Lot 14 & Lot 15 (PEC-26-4)
The applicant has requested to be tabled to the April 13, 2026 PEC meeting.
Planner: Greg Roy
Applicant Name: Mexamer Forest Road LLC, represented by Mauriello Planning Group
Time: 2 Mins
Heard in tandem with item 3.2.
William A Jensen made a motion to Table to the April 13, 2026 PEC Meeting. ; Robert N
Lipnick seconded the motion Passed (6 - 0)Tucker Absent.
4. Approval of Minutes
4.1 03-09-26 PEC Meeting Minutes
030926 PEC Minutes.pdf
William A Jensen made a motion to Approve ; Robert N Lipnick seconded the motion Passed (4 -
0)(Lintner, Brown and Hagedorn Abstain).
5. Information Update
5.1 Housing Department Information Update
(Recording timestamp: 00:04:13)
Rediker opened the Information Update.
Bengston introduced herself and stated that she was present to provide an update from the Housing
Department. She noted that Jason Dietz, Housing Director, and Robin Smith, Senior Housing
Coordinator, were also present. Bengston stated that the Town has issued a Request for Qualifications
for updates to Title 12 and Title 14 and emphasized that housing-related sections would be included in
that effort. She stated that this work is a high priority for the department and noted that feedback from
the Commission over the past year has been heard and incorporated into the department’s approach.
Bengston further stated that the housing update is part of a broader strategic planning effort occurring
within the Town. She explained that once that process is further developed, the department will return to
the Commission to provide additional information regarding strategic priorities, goals, and upcoming
Planning and Environmental Commission Meeting Minutes of March 23, 2026
2
57
projects so that the Commission remains informed.
Rediker asked whether the Housing Department’s strategic priorities had been finalized or were still
in development. Dietz responded that the process is ongoing and still in development, noting that
staff is taking a comprehensive look at housing policy, code, and decision-making processes,
including how existing regulations have aged over time.
Rediker asked what notable code changes staff anticipated addressing. Dietz stated that the
Employee Housing Unit exchange process has been problematic and noted that the housing code
has developed through multiple amendments over time, resulting in “patches on patches.” Dietz
stated that this is a primary driver behind the Title 12 rewrite. He further noted that staff is evaluating
inclusionary zoning, residential linkage, and commercial linkage, including whether updates or
consolidation may be appropriate.
Rediker asked whether staff is considering lessons learned from other communities. Dietz
responded that staff is reviewing comparable mountain communities and also evaluating the
evolving legal landscape related to housing regulations.
Hagedorn asked whether on-site housing requirements and commercial deed restrictions were being
considered as part of the update. Dietz stated that while he could not speak directly to commercial
deed restrictions, there would be significant discussion regarding on-site versus off-site housing
mitigation and when each approach is most effective.
Lintner stated that he was encouraged to see housing becoming a priority and emphasized the
importance of simplifying and streamlining the code. He specifically requested that the rewrite
allow aging residential properties to be renovated and brought up to current standards, noting that
existing code can make such improvements difficult.
Dietz responded that the department’s initial focus had been on advancing housing projects and
that staff is now shifting toward working more closely with boards and commissions to evaluate
what is working and where improvements can be made within the code.
Rediker asked about the timeline for the Request for Qualifications process.
Roy stated that responses are expected shortly and that a consultant would likely be selected during
the month of April.
Rediker asked about the overall timeline for code updates.
Roy stated that the full process is anticipated to take approximately 12 to 18 months, noting the scale
of rewriting large portions of the Town’s land use code.
Rediker asked about departmental involvement. Roy confirmed that multiple departments,
including housing, public works, and engineering, will be involved in developing updates to ensure
all relevant areas are addressed.
Rediker asked about the use of an RFQ rather than an RFP.
Roy explained that the RFQ process is being used to identify qualified firms before requesting
detailed proposals.
Lintner asked whether commissioners could suggest firms for staff to include in the RFQ process.
Roy stated that he did not see an issue with that. Lintner stated that he would provide contact
information for firms with relevant experience in similar code updates.
Roy reminded the Commission that current terms are expiring and that applications are due by the
Planning and Environmental Commission Meeting Minutes of March 23, 2026
3
58
following Wednesday.
6. Adjournment
William A Jensen made a motion to Approve ; Robert N Lipnick seconded the motion Passed
(7 - 0).
Planning and Environmental Commission Meeting Minutes of March 23, 2026
4
59
Design Review Board Minutes Wednesday, April 1, 2026
2:00 PM
Vail Town Council Chambers
Present: Roland J Kjesbo
Rys Olsen
Anthony J Grandt
Herbert B Roth
Absent: Mary C Egan
1. Virtual Meeting Link Register to attend Design Review Board Meetings. Once registered, you will receive
a confirmation email containing information about joining this webinar. 2. Call to Order
3. Swearing in of new members & Election of Chair / Vice Chair
4. Main Agenda
4.1 DRB-26-62 - 1691 Buffehr Creek Road LLP Conceptual review of new construction Address/ Legal Description: 1691 Buffehr Creek Road/Lot 3, Eleni Zneimer Subdivision Planner: Heather Knight Applicant Name: 1691 Buffehr Creek Road LLP, represented by BOSS architecture
No motion; Conceptual review only. 260324 - 1691 Buffehr Creek Rd Concept DRB narrative.pdf 260324 - 1691 Buffehr Creek Road Concept DRB - plan set.pdf
4.2 DRB-26-37 - Parker Residence Final review for an exterior alteration (paint, roof, siding, railing) Address/ Legal Description: 1675 Aspen Ridge Road/Lot 6, Block 4, Lion's Ridge Subdivision Filing 3 Planner: Greg Roy Applicant Name: Kenneth M Parker Trust, represented by Berglund Architects DRB-26-37 Colors and Materials.pdf DRB-26-37 Plans.pdf
Roland J Kjesbo made a motion to Approve with the findings that it meets 14-10-4 and 14-10-5 and
with the condition that in the future, when the deck expansion takes place, all railings on the property
are to match.; Anthony J Grandt seconded the motion Passed (4 - 0). 4.3 DRB-26-18 - Rams Horn Lodge 2026 (Landscaping) A final review of an exterior alteration (landscaping) Address/ Legal Description: 416 Vail Valley Drive / Lot A, Block 3, Vail Village Filing 5 Planner: Greg Roy
Design Review Board Meeting Minutes of April 1, 2026 1
60
Applicant Name: Rams Horn Lodge represented by Mac Design Inc. DRB-26-18 Pictures.pdf DRB-26-18 Landscape Modifications Plan.pdf
Roland J Kjesbo made a motion to Approve with the findings that it meets Sections 14-10-4 of Vail
Town Code; Anthony J Grandt seconded the motion Passed (4 - 0). 4.4 DRB-26-7 - Wagner Residence A final review of an addition Address/ Legal Description: 5168 Gore Circle / Lot 6, Block 3, Bighorn Subdivision 5th Addition Planner: Cole Michaelsen Applicant Name: 2015 LLC Betsy Wagner, represented by Neoera Inc. 5168 Gore Circle Documents.pdf 5168 Gore Circle DRB Plans.pdf
5168 Gore Circle Garage Door Renderings.pdf
Roland J Kjesbo made a motion to Approve with the findings that the application meets the requirements of
Sections 14-10-4 and 14-10-5 of the Vail Town Code, and with the conditions that, prior to the issuance of a
building permit, the applicant shall resolve all outstanding comments from Town departments. Additionally,
prior to the issuance of a building permit, the applicant shall submit a revised survey that is subject to
review and approval by the Public Works Department that clearly identifying the limits of the 100-year
floodplain on the subject property. Furthermore, the applicant must use asphalt, concrete, or pavers as the
driveway material.; Anthony J Grandt seconded the motion Passed (3 - 0) (Olsen left the meeting early for a
personal emergency). 5. Staff Approvals
5.1 DRB25-0355 (Change to Approved Plans 1) - Mountain Haus Condos Change
to approved plans (addition of units 691,670,217,224,329,567,683,573 to project)
Address/ Legal Description: 292 East Meadow Drive Units
217,224,329,567,573,670,683,691,223,333,550,565,569,677/Tract B, Vail Village Filing 1
Planner: Heather Knight Applicant Name: Mountain Haus Condos, represented by Eagle Mountain Plumbing & HVAC, Inc.
5.2 DRB-26-6 - Kaye Residence Final review for an addition Address/ Legal Description: 4126 Columbine Drive W/Lot 16, Bighorn Subdivision Planner: Greg Roy Applicant Name: Jonathan H Kaye Delcaration of Trust, represented by Nedbo Construction
5.3 DRB-26-15 - Demko Residence Final review for an addition Address/ Legal Description: 799 Potato Patch Drive B/Lot 28, Block 1, Vail Potato Patch Filing 1 Planner: Cole Michaelsen Applicant Name: Kristin & Michael Demko, represented by NDG Architecture
5.4 DRB-26-23 (Change to Approved Plans 1) - Town of Vail 2026 (Artists in Residency
Studio Landscaping) A final review of a change to approved plans
Design Review Board Meeting Minutes of April 1, 2026 2 61
Address/ Legal Description: 530 South Frontage Road East / Unplatted - Ford Park Childrens Park
and BFAG Planner: Greg Roy Applicant Name: Town of Vail represented, by the Public Works Department Gregg Barrie
5.5 DRB-26-34 - George Vail Residence A final review of an addition (lofted addition) Address/ Legal Description: 770 Potato Patch Drive 11 / Lot 6, Block 2, Vail Potato Patch Filing 1 Planner: Heather Knight Applicant Name: George H. Vail, represented by Pierce Austin Architects
5.6 DRB-26-41 - 223 Gore Creek LLC Final review for an exterior alteration (paint) Address/ Legal Description: 223 Gore Creek Drive/Lot A, Block 5B, Vail Village Filing 1 Planner: Greg Roy Applicant Name: 223 Gore Creek LLC, represented by Reynolds Mountain Construction
5.7 DRB-26-43 - Stemi Holdings LLC Final review of an addition Address/ Legal Description: 600 Vail Valley Drive B5/Tract B, Vail Village Filing 7 Planner: Cole Michaelsen Applicant Name: Stemi Holdings LLC, represented by Beth Levine Architect, Inc.
5.8 DRB-26-46 - Bortz Residence Final review of an exterior alteration (windows) Address/ Legal Description: 4770 Bighorn Road 2C/ Racquet Club Townhomes Planner: Greg Roy Applicant Name: Bortz Family Living Trust, represented by AG Marble & Granite, LLC
5.9 DRB-26-48 - Schneider Residence Final review of a tree removal Address/ Legal Description: 5088 Gore Circle/Lot 2, Block 3, Bighorn Subdivision 5th Addition Planner: Greg Roy Applicant Name: Michael & Deborah Schneider, represented by Rutsu Savatree
5.10 DRB-26-50 - Thomas Residence A final review of an exterior alteration (green house) Address/ Legal Description: 4027 Lupine Drive/ Lot 6, Bighorn Subdivision Planner: Cole Michaelsen Applicant Name: Trudy Fallert Thomas 2020 Irrevocable Trust, represented by Warzecha Enterprises
5. 11 DRB-26- 56 - Eagle River Water & Sanitation
District A final review of a sign application
Address/ Legal Description: 846 Forest Road/Lot 1, Eagle River Water & Sanitation District Subdivision Planner: Greg Roy Applicant Name: Eagle River Water & Sanitation District
Design Review Board Meeting Minutes of April 1, 2026 3
62
6. Staff Denials
7. Adjournment
Roland J Kjesbo made a motion to Adjourn ; Anthony J Grandt seconded the motion Passed
(3 - 0).
Design Review Board Meeting Minutes of April 1, 2026 4
63
AGENDA ITEM NO. 6.1
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Cameron Millard, Environmental Sustainability
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (3:30pm)
SUBJECT:Electric Vehicle Charging Station Revenue Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
EV Charging Update 2026 - Council Memo 4.07.26.pdf
64
To: Town Council
From: Department of Environmental Sustainability
Date: April 7th, 2026
Subject: Electric Vehicle Charging Expenses, Revenues, and Pricing Update
I. Purpose
The purpose of this memorandum is to provide the Vail Town Council an update on the
town’s electric vehicle (EV) charging program with one year of implementation of the
fee-for-charging system in place, to ensure fiscal responsibility, encourage off-peak
charging, and align with Vail’s strategic goals and Electric Vehicle Readiness Plan.
II. Background
In 2023, the Vail Town Council adopted the EV Readiness Plan to articulate goals and
strategies that equitably support the transition to clean transportation, including
infrastructure, fleet vehicles, community readiness, and micro-mobility. Increasing the
number of publicly available EV charging stations is one of several strategies that work
to reduce barriers to electrified transportation and supports the plan’s goal of achieving
30% EV adoption in Vail by 2030.
In 2025, the Vail Town Council directed staff to implement a time-of-use (TOU) pricing
strategy to balance revenue and expenses. This pricing strategy is as follows:
Option B: Time-of-Use (TOU) Pricing
• Rates:
o Off-Peak Hours (10 PM - 5 PM): $0.20/kWh
o Peak Hours (5 PM - 9 PM): $0.30/kWh
• Rationale: Encourages charging during off-peak hours to reduce grid stress and
energy costs while still recovering costs during higher-demand periods. This
dynamic model supports equitable access and sustainable energy usage.
• Challenges: Requires user education and may not be applicable to certain
facilities with demand rates versus Time -of-Use rates.
III. EV Charging Revenue and Expense
After one year, the EV Charging program has delivered 16,747 charging sessions.
65
Town of Vail Page 2
The program has accumulated $109,053 in revenue, and $89,105 in expenses for a
net profit of $19,948. Expenses include the cost of energy (approximately
$0.12/kWh), warranty, software, and networking, and repairs and upgrades not
covered by warranty.
Additionally, the program has saved 284.75 metric tons of avoided greenhouse gas
emissions over the past year. Electricity delivered at town stations is 100% renewable
from Holy Cross Energy, resulting in significant carbon savings through the program.
IV. Overstay fees
Overstay penalties have been applied to town-owned stations to encourage drivers to
move when finished charging. Level 2 (slower) charging allows for a one-hour grace
period to give users time to return to their vehicle and remove it. Level 3 stations,
which are faster, have a 10-minute grace period. Both stations incur a $0.50 per
minute fee after the respective grace period, with a maximum fee of $150.
V. Station Utilization
Level 2 stations are highly utilized at Vail Village, Lionshead, and Municipal Parking
lots (64% of the time vehicles are charging). Red Sandstone is poorly utilized as it
tends to be employee parking (3% of total sessions), and feedback from drivers has
indicated that given the distance from the center of town, employees don’t have time
to go back to their car and move it during the work day, so they have decided not to
utilize the stations at all. Level 3 fast charging stations in Lionshead are well-utilized
(28% of the time vehicles are charging) during business hours.
VI. Next Steps
The program will continue as-is with the Time-of-Use structure to balance fiscal
considerations with sustainability goals. Staff plans to remove overstay fees or
implement a time block system (6-8 max hrs allowed) at Red Sandstone Parking
Structure only, to see if a new model helps to increase utilization at that location.
66
AGENDA ITEM NO. 6.2
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Abby Oliveira, Town Manager
ITEM TYPE:Consent Agenda
AGENDA SECTION:Information Update (3:30pm)
SUBJECT:February 19, 2026 VLMDAC Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Vail Local Marketing District Advisory Council Minutes February 19 2026.pdf
67
Vail Local Marketing District Advisory Council
Regular Meeting
February 19, 2026 8:30 am
Minutes
VLMDAC Board Members:
Sam Biszantz (Council Rep/Root & Flower), Molly Bond (Vail Resorts), Kim Fuller (Jaunt
Media Collective), Douglas Kessler (Homeowner), Jana Morgan (Sweet Basil/Mountain
Standard), Sarah Franke (Vail Valley Foundation), Esmarie Faessler (Sonnenalp), Cody
Worden (Four Seasons Resort Vail), Patrick Davis (Manor Vail Lodge)
Additional attendees:
Mia Vlaar (Town of Vail), Liz Gladitsch (Town of Vail), Jeremy Gross (Town of
Vail), Abby Oliveira (Town of Vail), Diana Ramirez (Town of Vail), Jake Shipe (Town of Vail),
Chris Romer (Vail Valley Partnership), Michal Bednarczyk (970 Design), Slade Cogswell (970
Design), Caitlin Row (Miles Partnership), Amanda McNally (MYPR), Angela Mueller (Ren
Productions – Taste of Vail), Bob Brown (Brown Analytics), Jeremy Coleman (Brown
Analytics), Kim Brussow (Vail Valley Partnership), Mark Masters (Vail Comedy), Ben Walton
(Miles), Beth Wright-Chessman (Miles), Ivy Vaughn (Miles), Jenna Luberto (Brown
Analytics), Julian Stone, Samantha Stephak (Eagle County Regional Airport), Taylor Dodd,
Tor Linzee (Hythe Vail), Shannon Thornburg (Vail Valley Foundation)
Board packet and background materials available here.
1. Call to Order
Es Faessler called the meeting to order at 8:34am
2. Consent items
January meeting minutes.
Motion to approve: Kim Fuller/Douglas Kessler/unanimous
Budget shifts approval as outlined in board packet. Discussion ensued on budget
adjustments and strategy behind shifts.
Motion to approve: Douglas Kessler/Jana Morgan/unanimous
3. Financial Update
Jake provided a preliminary financial update through December 2025. Down 4% to 2024
and 4% to budget.
Discussion ensued regarding sales tax, lodging tax, and budget strategies.
68
4. Presentations and Updates
(Note: backup materials available in board packet)
Discover Vail Strategic Plan Timeline and Update
Mia Vlaar reviewed timeline and process; details available in board packet (sent in
advance), aligned with Town Council strategic planning process. Further discussion
expected in March or April.
Discussion ensued related to the value of the work session with Town Council.
Late Winter
Liz Gladitsch reviewed efforts to increase demand through the end of winter season.
Discussion ensued on best messaging to stimulate demand and ensure efforts are
effective to lean into events and the guest experience.
Summer Paid Media
Ivy Vaughn reviewed paid media tactics, KPI’s, and objectives. Presentation details
were linked in the board packet, including timing and cadence of marketing tactics
lined up with the travel journey (inspiration, consideration, and conversion).
Discussion with the board regarding timing (early winter v late winter v summer),
event promotion, owned media channels, and budget allocations within travel
journey.
SEO and Content Updates
Caitlin Row reviewed SEO and content strategies, including performance and
trends. Complete details and content plan available in board packet presentation.
2026 KPI’s and deliverables discussed, including how content is influencing AI
summaries on search results.
Site content audit recommendations reviewed with a focus on comprehensive
single-topic content to influence AI language models and necessary keywords. Link
to audit available in presentation. Discussion ensued regarding timing, optimization,
priority items, and maintaining Discover Vail’s unique voice.
Website Functionality
Slade Cogswell reviewed web tools and functionality and why it matters;
collaboration with 970 (functionality) and Miles (content) is vital to success.
Developing tools and utilities that enhance the user experience have the added
benefit of helping search traffic; organic growth continues, largely driven by newly
custom-built pages (such as “things to do”, “interactive map”, and “events”).
69
Key highlights include personalization, sports team pages, mobile updates, custom
content pages, platform improvements, etc.
2026 tactics include new groups section, integration of LoveVail content, new
itineraries, etc. Complete list available in the presentation.
Database Tactics
Bob Brown reviewed database tactics, acquisition focus areas, growth
segmentation, and strategic data partnerships (beyond email). Complete overview
available in the board packet.
Database growth and engagement tactics reviewed, including paid media, email
pixel, and website. Tactics also include newsletter, paid search, and experiential
emails including apres-ski, holiday themes, March Madness, etc.
2026 Supplemental Discussion
Liz Gladitsch reviewed fund balance (currently 61%, or $3,218,742) to focus on high
impact areas, including: group sales media campaign focused on highlighting
Dobson’s meeting & event capabilities; Dobson promotional creative (possible 2027
tactic) including photo and video; 2027 campaign options (video campaigns, events,
behind-the-scenes footage); full review of other tactics.
Board feedback supportive of option 3 on the campaign options to ensure Vail
remains fresh and content remains authentic and meaningful, including capturing
additional footage for other markets including families and events.
Board expressed desire to ask for supplemental budget to focus primarily on
Dobson efforts and 2027 campaign assets. Board has concerns about increase to
campaign spending as historic town council support for supplemental has been
focused on one-time spend vs ongoing tactics.
Board support by proposed line item outlined below, with a variety of discussion
regarding ongoing expenses, goals, needed timing, and a desire for further
exploration of contingency vs supplemental budget requests.
Send sites: supportive
Meetings & group media campaign: desire to reduce
Group photo/video: supportive
Meeting & group content execution: supportive
Increasing media budget: not at this time; consensus vote to oppose, with
some expressed desire for more details
2027 campaign: supportive
Discover Vail brand book: supportive
70
Brand Health Study: not currently
Bound personalization creation and management: defer to future discussion
Action: Final discussion focused on deferring additional discussion for March as we will
know more about expected budget trends, with possible supplemental budget request in
April if needed.
5. Board comment to management reports
N/A
6. Matters from the board and staff
N/A
Adjourn: 11:28am
71
AGENDA ITEM NO. 6.3
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Jake Shipe
ITEM TYPE:Information Update
AGENDA SECTION:Information Update (3:30pm)
SUBJECT:March 2025 Revenue Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
260407 Town of Vail Revenue Update.pdf
72
1
TOWN OF VAIL
REVENUE UPDATE
April 7, 2026
4.0% General Sales Tax
Upon receipt of all sales tax returns, February 2026 collections are estimated to
be $5,684,325, down (10.1)% from 2025 and flat with the proposed amended
budget. Inflation as measured by the consumer price index was up 2.4% for the
12-months ending February 2026. The proposed amended budget totals $39.7
million for 2026.
February sales tax collections were impacted by limited snowfall, but particularly
in the lodging category, which declined (13.1)% compared to February 2025. Sales
tax collections from short-term rentals decreased (6.6)% while collections from
hotels and lodges decreased (15.6)%.
0.5% Housing Fund Sales Tax
Upon receipt of all sales tax returns, February 2026 collections of the 0.5% housing
sales tax are estimated to be $692,823, down (10.2)% from 2025 and flat with the
proposed amended budget. The proposed amended budget for the housing fund
sales tax totals $4.8 million for 2026.
Real Estate Transfer Tax (RETT)
RETT collections through March 31 total $1,398,516, down (26.0)% from this time
in 2025. This decrease is partially due to a small number of large-dollar sales that
occurred in early 2025. The number of property sales (excluding time-shares) were
down (16.0)% from 2025. The annual budget for RETT collections totals $7.8
million for 2026, a 20.4% decrease compared to 2025 actuals.
Lift Tax
Lift tax collections for February 2026 total $1,460,129, down (9.3)% or $(149,635)
from 2025. Year-to-date lift tax collections of $2,960,533 are down (8.8)% from this
time in 2025.
Daily Parking Sales
Daily sales from the parking structures from November through March 30th total
approximately $6,098,896, down (10.3)% from time last year. This amount
includes daily fees charged to the parking pass holders.
The total number of daily vehicle entries into the parking structures (including free
periods) is down approximately (11.6)% compared to the prior winter season. The
number of paid parking transactions is down approximately (20.0)% compared to
the prior winter season.
Winter Parking Pass Sales
Winter parking pass sales for the 2025/2026 winter season through March 30th
total approximately $1,194,875, a decrease of $(37,870) or (3.1)% from the prior
season. Adjustments to the pass pricing structure were approved for the
73
2
2025/2026 season. If prices had not been increased (and the same number of
passes were sold), collections would have been down approximately ($99,986), or
(8.3)% from the prior season mainly due the decrease in employee plus passes
sold. 2025/2026 season pass sales indicate that more employees opted for the
local pass option than prior years. The total budget for winter parking pass sales
is $1,240,000.
The number of passes sold by type is included in the following chart:
Pass Type
2025/2026
Pass Sales
2024/2025
Pass Sales
Increase /
(Decrease)
from Prior
Year
Premier 21 21 -
Vail Village Business Premier 70 69 1
Lionshead Business Premier 4 7 (3)
Employee 495 488 7
Employee Plus 266 330 (64)
Local 4,141 3,622 519
Total 4,997 4,537 460
74
Preliminary
Proposed
Amended 2026 Budget % change % change
2021 2022 2023 2024 2025 Budget Variance from 2025 from Budget
January 3,422,209$ 5,217,125$ 5,911,572$ 5,805,199$ 5,988,253$ 5,610,786$ 5,610,786$ (0)$ -6.30%0.00%
February 3,691,850 5,686,585 6,041,108 6,080,349 6,325,963 5,684,325 5,684,325 0 -10.14%0.00%
YTD 7,114,060$ 10,903,710$ 11,952,680$ 11,885,548$ 12,314,216$ 11,295,111$ 11,295,110$ (0)$ -8.28%0.00%
March 4,364,797 5,912,059 6,055,992 6,412,535 6,247,759 5,315,067 -
April 1,751,528 2,234,296 2,264,892 1,842,893 2,193,928 1,180,000 -
May 1,061,516 1,227,974 1,118,011 1,176,629 1,220,969 1,180,000 -
June 2,149,312 2,317,931 2,272,457 2,361,482 2,371,399 2,289,072 -
July 3,491,668 3,507,973 3,412,277 3,643,192 3,744,809 3,628,942 -
August 2,877,550 2,997,389 2,932,111 3,052,213 3,270,007 3,144,067 -
September 2,359,528 2,441,331 2,508,064 2,415,397 2,539,164 2,447,619 -
October 1,734,964 1,729,558 1,773,358 1,753,419 1,906,445 1,757,502 -
November 1,880,397 1,902,643 1,901,141 1,844,461 1,878,308 1,807,572 -
December 5,749,365 5,602,018 5,811,950 5,789,893 5,762,201 5,654,095 -
Total 34,534,683$ 40,776,882$ 42,002,933$ 42,177,661$ 43,449,206$ 39,699,047$ 11,295,110$ (0)$ -8.28%0.00%
Preliminary
Proposed
Amended 2026 Budget % change % change
2022 2023 2024 2025 Budget Variance from 2025 from Budget
January 645,487$ 720,906$ 705,167$ 728,999$ 685,810$ 685,810$ (0)$ -5.92%0.00%
February 702,730 736,788 741,549 771,048 692,823 692,823 (0) -10.15%0.00%
YTD 1,348,217$ 1,457,694$ 1,446,716$ 1,500,047$ 1,378,633$ 1,378,633$ (0)$ -8.09%0.00%
March 719,717 738,244 783,123 763,215 648,733 -
April 269,018 271,930 222,032 264,598 142,400 -
May 146,657 132,333 139,793 145,795 142,649 -
June 280,460 275,113 284,485 286,154 278,231 -
July 424,602 412,849 439,142 451,816 440,885 -
August 361,165 352,887 369,212 395,849 382,022 -
September 294,861 304,068 293,066 308,100 298,442 -
October 207,397 213,568 210,364 229,552 221,322 -
November 230,383 229,092 222,639 226,892 218,186 -
December 671,982 703,050 699,750 694,515 683,338 -
Total 4,954,459$ 5,090,828$ 5,110,322$ 5,266,534$ 4,834,841$ 1,378,633$ (0)$ -8.09%0.00%
2026 Budget Comparison
0.5% Collected
Sales Tax
Actual 0.5% Collections
0.5% HOUSING SALES TAX
Town of Vail Revenue Update
April 7, 2026
4.0% GENERAL SALES TAX2026 Budget Comparison
Actual 4.0% Collections 4.0% Collected
Sales Tax
75
Town of Vail Revenue Update
YTD 4% General Sales Tax Collections By Year
April 7, 2026
Through February 28
February 4% General Sales Tax Collections By Year
Through February 28
•February collections of $5,684,325 are down (10.1)% from prior year and are even with the proposed
amended budget.
$5,686,585
$6,041,108
$6,080,349
$6,325,963
$5,684,325
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000
2022
2023
2024
2025
2026
$10,903,710
$11,952,680
$11,885,548
$12,314,216
$11,295,110
$0 $5,000,000 $10,000,000
2022
2023
2024
2025
2026
•YTD collections of $11,295,110 are down (8.3)% from prior year and are even with the proposed
amended budget.
•Inflation as measured by the consumer price index was up 2.4% for the 12-months ending
76
Town of Vail Revenue Update
April 7, 2026
February 0.5% Housing Fund Sales Tax Collections By Year
Real Estate Transfer Tax by Year
YTD Through March 31
February Collections YTD Collections
•This chart shows YTD collections of 1% RETT, segmented by real property values. 2026
collections are down (26.0)% from the prior year.
$1,564,967
$1,204,645
$2,007,242 $1,889,157
$1,398,516
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2022 2023 2024 2025 2026
Sales Less Than $2.5 Million Sales $2.5 to $5 Million Sales $5 to $10 Million Sales Over $10 Million
•February collections of $692,823 are down (10.2)% from prior year and are even with the proposed
amended budget.
•2025 YTD collections of $1,378,633 are down (8.1)% from 2025 and are even with the proposed
amended budget.
$736,788 $741,549 $771,048
$692,823
$0
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
$800,000
2023 2024 2025 2026
$1,457,694 $1,446,716 $1,500,047
$1,378,633
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
2023 2024 2025 2026
77
Town of Vail Revenue Update
April 7, 2026
YTD Lift Tax Collections
YTD Through February 2026
•2026 YTD lift tax collections of $2,960,533 are down (8.8)% or $(284,305) from the same time
last year.
$2,894,759
$2,929,120
$3,134,928
$3,244,838
$2,960,533
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000
2022
2023
2024
2025
2026
78
Vail Business Review
February 2026
April 7, 2026
The Vail Business Review breaks down the 4.5% sales tax collected for the month of
February. The 4.5% sales tax includes the town’s general 4% sales tax and the 0.5%
housing sales tax supported by Town of Vail voters during the November 2021 election,
effective January 1, 2022. The housing sales tax sunsets on December 31, 2051.
February 4.5% sales tax was down (10.1)% from the prior year. Retail decreased
(7.9)%, lodging decreased (13.1)%, food and beverage decreased (6.8)%, and
utilities/other decreased (10.4)%. Excluding the out-of-town category, sales tax for the
month of February was down (11.1)% compared to prior year.
Town of Vail sales tax reports, the Vail Business Review, and financial statements are
available on the internet at vail.gov. You may email me to request to have the Vail
Business Review emailed to you automatically.
Please remember when reading the Vail Business Review that it is produced from sales
tax collections as opposed to actual gross sales.
If you have any questions or comments, please feel free to call me at (970) 479-2125 or
Carlie Smith, Finance Director, at (970) 479-2119.
Sincerely,
Lauren Noll
Revenue Manager
79
Town of Vail Business Review
February Sales Tax Collections by Year
February 2026 Sales Tax
February 2025
Sales Tax Collections by Business Type
February 2026
1,872,779
Lodging
2,814,505
Food &
Beverage
1,371,856
Utilities &
Other
318,005
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
(7.9)% (6.8)%
(10.4)%
Retail
6,409,825
6,776,663
6,807,497
7,096,998
6,377,144
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 $7,000,000
2022
2023
2024
2025
2026
General Sales Tax
Housing Sales Tax
• February 2026 retail sales decreased (7.9)%, lodging decreased (13.1)%, food and beverage
decreased (6.8)%, and utilities and other decreased (10.4)%.
• The figures above reflect 4.5% sales tax.
Retail
2,033,372
Lodging
3,237,096
Food &
Beverage
1,471,439 Utilities &
Other
355,091
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
(13.1)%
• This report represents collections of Town of Vail sales tax, as opposed to actual gross sales.
• On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for
home consumption. The 0.5% increase to sales tax is depicted in light blue. General 4.0% sales tax
collections are shown in darker blue.
• Total February 2025 collections were $7,096,998; February 2026 collections were $6,377,144, down from
the prior year (10.1)%.
80
Town of Vail Business Review
February 2025February 2026
Geographic Area Trends by Year
February Sales Tax
Sales Tax by Location
February 2026 Sales Tax
947,473
965,408
1,054,758
997,081
857,481
1,258,505
1,304,588
1,258,000
1,300,601
1,152,128
1,360,994
1,474,111
1,360,675
1,539,033
1,435,445
2,842,853
3,032,556
3,134,064
3,260,284
2,932,091
Other Areas
14%
Lionshead
18%
Out of
Town
22%
Vail Village
46%
• Vail Village sales tax decreased (10.1)%, Lionshead decreased (11.4)%, Other Areas decreased (14.0)%,
and Out of Town decreased (6.7)%. Excluding Out of Town collections, all areas were down (11.1)%.
• The figures above reflect 4.5% sales tax.
$0 $500,000 $1,000,000 $1,500,000 $2,000,000 $2,500,000 $3,000,000
2022
2023
2024
2025
2026
Vail Village
Out of Town
Lionshead
Other Areas
• This chart shows February sales tax collections by geographic area over time.
• The 0.5% increase for housing sales tax is depicted in lighter shades. General 4.0% sales tax
collections are shown in darker shades.
Other Areas
13%
Lionshead
18%
Out of
Town
23%
Vail Village
46%
81
Retail Business 4.5% Sales Tax Detail
February 2026 Sales Tax
Town of Vail Business Review
Accommodation Services Sales Tax by Year
Apparel
$485,572
Grocery
$239,129
Gallery
$9,888
Gifts
$11,031
Jewelry
$82,283
Retail Liquor
$69,700
Retail Other
$347,927
Sporting Goods
$506,719
Online Retailers
$120,407
Retail Home
Occupation
$121
• February 2026 accommodations services decreased (13.1)% from the prior year. Short-term rentals decreased
(6.6)% and hotels and lodges decreased (15.6)%.
• The figures above reflect 4.5% sales tax.
• Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and VRBO.
Revenue collections from facilitators may include some hotels and lodges that advertise and rent properties on
these platforms.
2,243,849
945,291
2,321,975
915,121
1,959,836
854,668
$0 $500,000 $1,000,000 $1,500,000 $2,000,000
Hotel and Lodges
Short-Term Rentals
2026 2025 2024
82
Retail 230,394 259,213 (28,819) -11.1%
Lodging 476,890 593,785 (116,895) -19.7%
F & B 144,814 136,330 8,485 6.2%
Other 5,382 7,753 (2,371) -30.6%
Total 857,481 997,081 (139,600) -14.0%
Retail 293,054 313,695 (20,642) -6.6%
Lodging 616,744 711,234 (94,490) -13.3%
F & B 239,933 269,725 (29,792) -11.0%
Other 2,397 5,947 (3,550) -59.7%
Total 1,152,128 1,300,601 (148,473) -11.4%
Retail 409,750 476,180 (66,430) -14.0%
Lodging 745,885 763,282 (17,397) -2.3%
F & B 949 2,936 (1,987) -67.7%
Other 278,861 296,634 (17,773) -6.0%
Total 1,435,445 1,539,033 (103,588) -6.7%
Retail 939,581 984,283 (44,703) -4.5%
Lodging 974,986 1,168,795 (193,810) -16.6%
F & B 986,160 1,062,448 (76,289) -7.2%
Other 31,365 44,757 (13,393) -29.9%
Total 2,932,091 3,260,284 (328,194) -10.1%
Retail 1,872,779 2,033,372 (160,593) -7.9%
Lodging 2,814,505 3,237,096 (422,592) -13.1%
F & B 1,371,856 1,471,439 (99,583) -6.8%
Other 318,005 355,091 (37,086) -10.4%
Total 6,377,144 7,096,998 (719,854) -10.1%
Retail Apparel 485,572 482,747 2,825 0.6%
Retail Food 239,129 273,747 (34,618) -12.6%
Retail Gallery 9,888 5,996 3,893 64.9%
Retail Gift 11,031 10,479 552 5.3%
Retail Home Occupation 121 151 (30) -19.6%
Retail Jewelry 82,283 74,151 8,132 11.0%
Retail Liquor 69,700 79,804 (10,104) -12.7%
Retail Other 347,927 329,365 18,562 5.6%
Retail Sport 506,719 577,425 (70,706) -12.2%
Retail Online Retailer 120,407 199,507 (79,100) -39.6%
Total 1,872,779 2,033,372 (160,593) -7.9%
Total - All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
February 4.5% Sales Tax
2026 Collections 2025 Collections YoY % ChangeYoY $ Change
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AGENDA ITEM NO. 7.1
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (3:30pm)
SUBJECT:Matters from Mayor, Town Council and Committees (20 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
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AGENDA ITEM NO. 7.2
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Town Manager Report
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (3:30pm)
SUBJECT:Town Manager Report (10 min.)
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
TM Update 040726.docx
Town of Vail Strategic Plan 2026 -040326 final draft.pdf
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Town Managers Update
April 7, 2026
1. Council Strategic Plan
On January 19 and 20, 2026, the Town Council met and updated the Town’s strategic
plan that was created in 2024. This update includes a vision statement, mission,
priority issues, and strategic results/goals. This plan is focused on how issues and
goals will improve the lives of our customers who are our residents, guests,
businesses, and employees that live, work, and play in Vail. To ground the Town
Council on our customers’ perspectives, the planning session in January of 2026,
started with a review of feedback received by five focus groups, as well as feedback
from community and guest surveys (See Attachment A). The Strategic Plan is
intended to be updated every two years after a Town Council election. Town Council
members in creating this plan are asked to consider long-term strategic issues but
focus on creating meaningful results for our customers in the next two to five years.
Staff would like to invite council to begin reviewing the plan. A link has been
forwarded to Council to track changes with any desired edits. Also, we have
attached a copy of the draft strategic plan for the public’s reference. It should be
noted that staff is still working on the action plan (Attachment B) which provides
detailed actions to implement each result. The results, particularly for Vibrant
Vail Experience and Strong Community, are interrelated and support each other.
This plan needs to reflect the direction of the Town Council and be your plan for
aligning time, money, and resources for the Town. Again, staff invites you to edit
this document via the link that was sent to Council. Staff will schedule time on
April 21st to review feedback and reconcile any comments provided by Council or
additional edits staff would suggest.
2. Town Code Related to
The current sign code regarding open house, portable, and temporary signs
(or ‘sandwich board’ signs):
§ 11-2-1 DEFINITIONS ENUMERATED
OPEN HOUSE SIGN. A temporary sign used in association with a property
conducting an open house.
PORTABLE SIGN. A sign that is not permanently attached to the ground, a
building or a structure. This does not include a vehicle mounted sign as defined
herein.
TEMPORARY SIGN. A sign that is intended for a definite and limited period of
display that is not permanently affixed to a structure or sign structure.
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§ 11-7-10 RESTAURANT SIGNS.
(A) Description. Additional signage allowed for all eating and drinking
establishments within the Town of Vail, subject to the following standards.
(B) Display boxes.
(1) Number. Each business shall be allowed up to two display boxes per
business frontage, per subsection (C)(5) of this section.
(2) Area. Businesses shall be allowed up to six square feet of display box
area per business frontage. No single display box shall exceed six square feet,
and no business frontage shall display more than six square feet of display box
area.
(3) Height. The height of the highest part of the display box shall not extend
more than six feet above existing grade.
(4) Location. Display boxes shall be displayed on the business fronta ge.
(C) Specials boards.
(1) Number. Businesses shall be allowed one specials board per business
frontage.
(2) Area. Specials boards shall not exceed three square feet.
(3) Height. The height of the highest part of the specials board shall not
extend more than six feet above existing grade.
(4) Location. Specials boards shall be attached to menu boxes, except
where the Administrator determines there is a practical difficulty by making the
following findings, in which case the specials board may be attached to a wall or
deck railing on the business frontage:
(a) That there exists no ability to attach the specials board to the menu
box in the existing or proposed location of the menu box; and
(b) That there exists no ability to relocate the existing or proposed menu
box to a location that meets the requirements of this title, and allows for
attachment of the specials board to the menu box.
§ 11-7-11 ADDITIONAL TEMPORARY SIGNAGE.
(A) Description. Each property within the Town of Vail shall be allowed,
without a permit, one additional temporary sign, subject to the following
standards.
(B) Size. No temporary sign shall not be greater than three square feet in
area.
(C) Height. No part of a freestanding sign shall extend above four feet above
the finished grade.
(D) Design. Temporary signage falling under this provision shall be
freestanding or window signs.
(E) Timeframe. No sign falling under this provision shall be displayed for more
than 14 days per year. Additional temporary signage may only be displayed
between 8:00 a.m. and 8:00 p.m. on a daily basis.
The process for amending the sign code is:
§ 11-3-1 ADMINISTRATION OF SIGN REGULATIONS.
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(C) Amendments. The regulations prescribed in this title may be amended or
repealed according to § 12-3-7, “Amendment” of this code.
Implications if sandwich boards/portable signs are allowed:
Staff would expect our public rights-of-ways would be cluttered with sandwich
boards if sandwich boards turned into a permitted sign. Also, staff will need divert
time from an update of the land use code to a sign code amendment if Council
directs an amendment to be made.
3. Other Topics
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Attachment: Council Strategic Plan:
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WORKING DRAFT to Town Council on April 7, 2026
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Executive Summary – Town of Vail Strategic Plan
Vision: To be your favorite mountain town.
Purpose: The purpose of the strategic plan is to identify and address the most important issues the
Town of Vail is facing in the next five years. This plan will be used to align resources around
measurable goals to address those critical strategic issues.
Trends/Issues Council Considered: Key trends and issues considered in this plan include:
• Value and Vibrancy: Commercial rental rates are pushing unique/locally owned businesses
(retail, food and beverage) out of Vail and impacting the vitality and vibrancy of Vail’s
commercial areas. Unpredictable winters, varying service levels and increasing costs on and off
the mountain are also trends impacting the perception of value for our guests.
• New Residents: With new homes for approximately 1,000 new residents coming becoming
available in the next three years, does Vail have the amenities to support new younger
residents? Continuing to enhance our sense of community for both existing and new residents
will be critical to Vail’s success and creating new leaders in the future.
• Financial Sustainability: Financial sustainability is critical as the town completes three large
capital projects (Timber Ridge Village, Southface Vail, and Dobson Arena). Poor snow,
potential for wildland fires, significant global turmoil and economic uncertainty, along with the
need to add to the town’s fund balance make financial discipline important in the foreseeable
future.
Desired Results/Goals; Given the above-mentioned trends the Vail Town Council identified three goal
areas supported by a fourth (Good Governance) which is an ongoing goal.
• Create a Vibrant Vail Experience. Town policies, incentives, and special events will support
year-round vibrancy and entrepreneurial initiatives from locally owned business so that guests
and residents want to be in Vail’s commercial areas because they are fun, inviting, and
aesthetically attractive.
• Build a Strong Community. Successfully completing Timber Ridge, and Southface affordable
housing developments, providing adequate childcare opportunities, creating places for our
community to connect (library, recreation center) and cultivating our next generation of residents
and leaders will be critical in building our sense of community.
• Protect Our Mountain Environment: Reducing greenhouse gas emissions, protecting Gore
Creek and the natural environment in and around Vail will continue to be priorities for the Town.
In addition, being resilient to natural and manmade emergencies along with climate change will
be critical to protecting our community and economy.
The Town of Vail must continuously work on good governance to support the above-mentioned goals
and to provide a high level of customer service. In the next several years there will be a focus on
ensuring our land use and housing policies will be clear and understandable and of course achieve
community goals. Departments will identify opportunities to measurably improve customer service.
The town will also work on ensuring financial sustainability and that we are communicating proactively
and transparently with the Vail community.
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Town of Vail Five Year Strategic Plan
Updated January 20, 2026
1. PURPOSE AND INTRODUCTION
This Strategic Plan’s purpose is to create real and meaningful results for our residents,
businesses, and guests to address the most important issues identified in community surveys,
plans and community conversations. This Strategic Plan, once approved, will provide a
framework to align both human and financial resources to achieve critical results in
addressing our community’s most important issues.
On January 19 and 20, 2026, the Town Council met and updated the Town’s strategic plan
that was created in 2024. This update includes a vision statement, mission, priority issues,
and strategic results/goals. This plan is focused on how issues and goals will improve the
lives of our customers who are our residents, guests, businesses, and employees that live,
work, and play in Vail. To ground the Town Council on our customers’ perspectives, the
planning session in January of 2026, started with a review of feedback received by five focus
groups, as well as feedback from community and guest surveys. The Strategic Plan is
intended to be updated every two years after a Town Council election. Town Council
members in creating this plan are asked to consider long-term strategic issues but focus on
creating meaningful results for our customers in the next two to five years.
2. MISSION AND VISION
The mission or purpose of the Town of Vail defines why we exist as a local government in
serving our residents, businesses, and guests. Our vision provides a direction and destination
of where, as a community, we want to move towards in the future. After two days of reviewing
stakeholder feedback and strategic issues, the Town Council created the following aspirational
vison statement, which is premised on being a strong, vibrant community so that we can provide
exceptional service and value for our guests.
The Town of Vail’s vision is:
To be your favorite mountain town.
This vision:
• Is about your connection and devotion to the place, whether you live, work or play here.
• Being the best is rankings-oriented and hard to define, so we have set our sights on being
your favorite, i.e. your go-to answer when someone asks, “What is your favorite mountain
town?” Vail. No brainer.
• Are we a resort or a community? Both, at the same time. We are a mountain town, here for
all to enjoy what Mother Nature gave us.
In February 2024, the Town Council articulated the following purpose:
The purpose of the Town of Vail and the services we provide is to provide exceptional
public services, to people who live, work, and play here so they can connect to the
community and to nature, create memories, find opportunities to thrive, and have the
time of their lives.
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3. PROGRESS FROM 2024 STRATEGIC PLAN
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
2024 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 are 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
• Initiating, after receiving a $1.8 million grant, the initial node of a geothermal district and
finalized the town’s first car share program.
This update will supersede the 2024 plan and build upon it.
4. 2026 STRATEGIC PLAN
The following section includes the mission, priority Issues, and results from the January 19
and 20, 2026 planning sessions.
Mission: The mission describes our purpose and the fundamental services we provide to the
community and the desired impact of those services.
The mission of the Town of Vail is to provide exceptional public services to people
who live, work and play here so they can connect to the community and to nature,
create memories, find opportunities to thrive, and have the time of their lives.
Issues and Results: The following critical issues and results tie back to the feedback the Town
received from the community. The 2026 Strategic Plan recognizes that completing three of the
largest capital projects in Vail history including Timber Ridge Village, Southface Vail, and the
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Dobson Arena remodel is critical and must be successfully completed with applicable
development partners (Triumph, Corum, VRD respectively). It is also recognized that with each
significant development project, there are inherent risks that will need to be managed and
mitigated as with any development. These projects will continue to require significant human
and financial resources in the next two to three years. The issues and results mentioned below
reflect the necessity to successfully complete these three projects.
It should be acknowledged that are is strong interconnectivity between the issues mentioned
below. Goals related to community also support creating a vibrant guest experience.
Environmental resiliency supports guests, residents, and employees by responding to the
changing environment of the Rocky Mountains.
The Town Council worked toward consensus in developing the following issues and strategic
results. The following issues respond to trends and feedback the Town Council considered and
the results reflect what our customers (residents, guests, and employees) will experience in
addressing the following issues.
A. Strategic Priority – Create a Vibrant Vail Experience: The Town of Vail has experienced
an escalation in commercial rents that makes being a local entrepreneur with a brick-and-
mortar store, particularly for food and beverage operations challenging. The trend of more
exclusive national/international brand businesses pushing out unique locally owned
businesses creates the risk of homogenizing Vail Village and Lionshead. At the same time
with an increase in employee housing, there will be a greater demand for locally serving
businesses, particularly in food and beverage. Another trend the Town must directly face is
providing value and vibrancy to our guests and residents whether we have good snow years
or not. Providing and communicating opportunities to have fun and an incredible
experience in Vail regardless of snow conditions will be increasingly important in the future.
Desired Results:
A.1 By December 2028, realize a net 5% increase in locally owned and operated store front
businesses.
A.2. By December 2028, create polices, programming and organizational culture for the
local business community to embrace and promote vibrancy and an environment of fun
A.3 By March 2027, create policies and an organizational culture where community
members and/or groups can utilize Town facilities. (Is this more of a “Build Community
Topic”)
A.4 By December 2027, residents and visitors will have access and utilize a playbook of
diverse and compelling activities that are available in the TOV throughout the year.
B. Strategic Priority – Build a Strong Community: With the Residences of Main Vail now
completed, along with Timber Ridge Village and Southface Vail, the Town will have created
642 new homes for our community between the three projects. This new housing will
provide homes totaling 1021 bedrooms. Creating a strong community that supports a world
class guess experience was seen as being a critical issue in 2024 and continues to be an
ongoing need and opportunity in the future.
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Desired Results:
B.1 By December 2026, the Town Council will receive and approve a development
agreement to accomplish the community goals outlined in the West Lionshead Master Plan.
(Creating community is a goal with the West Vail Master Plan. However, does this align
better in Vibrant Vail Experience)
B.2 By December 2029, parents/caregivers working in Vail needing childcare have access
to affordable childcare located where they need it.
B.3 By December 2031, Vail residents will experience an 820 unit increase in locally owned
and occupied homes in residential neighborhoods, with construction beginning on the East
Vail parcel by 2028. (Note 820 includes the 570 units being built now and 250 new homes
in the next 5 years)
B.4 By December 2027, the Town Council will make a decision regarding the development
of a community-anchored recreation center.
B.5 By February 2028, the Town of Vail will begin intentionally developing the next
generation of leaders within our community.
C. Strategic Priority - Protect Our Mountain Environment: The high alpine natural
environment of Vail and the Gore Valley as whole makes the Town and Vail Mountain a truly
magical place for the Vail community and our guests. Our future as a community and local
economy is very much tied to how we care for and live in harmony with our natural
environment. With climate change, Vail also must be resilient to the changes that affect our
valley and surrounding region. Both reducing our impact on the natural environment while
also being resilient to a change in the environment will be increasingly important in the future.
Desired Results:
C.1 By December 2027, Vail and its partners will have a cohesive wildlife/environmental
management plan for the Gore Valley to continue to promote, protect and enhance our
natural habitat.
C.2 By December 2029, Gore Creek will meet the requirements to no longer be a 303(d)
listed impaired waterway which would reduce near term risk of losing the gold medal fishery
status.
C.3 By December 2027, the Town Council will receive and approve a community resiliency
plan including economic, environmental, wildfire and organizational resiliency, including
evacuation and continuity of operations plans.
C.4 By December 2030, the Town will achieve a 50% reduction in carbon emissions and by
December 2050, the Town will achieve an 80% reduction in carbon emissions against the
2014 baseline.
D. Strategic Priority – Ensure Good Governance: There is both the need and opportunity, while
the Town is financing three large capital projects to focus on improving the efficiency and
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effectiveness of its services, policies, and customer service. Given there is limited capacity for
new capital projects, particularly while Timber Ridge is being completed and sold out, there is
the need to solicit customer feedback at a Departmental level and identify areas of improvement
in day-to-day operations. The Town has added sections and provisions to the Town Code
particularly the land use and housing regulations so that the current land use code is
challenging to understand and lacks clarity. The Town is committed to excellent customer
service but there is the need to be able to define what excellent customer service means and
how to measure it.
Desired Results:
D.1 By December 2027, the Town of Vail will simplify and streamline communications to ensure
information is transparent and accessible to the community.
D.2 By July 2027, to better serve the current and future needs of the community, the Town will
experience a complete overhaul of land use, housing, and design codes.
D.3 By December 2027, the community will experience a customer focused organization and
culture through the development of customer-focused strategic departmental business plans.
D.4 By December 2027, the Town will pursue and implement innovative financial strategies to
ensure the viability of our community for the next 50 years and deliver best-in-class services.
5. NEXT STEPS
Staff would propose approving this plan via resolution as a next step after the language for vision,
mission, priority issues, and results are acceptable to the Town Council. Attached is an action plan
to support the completion of the above-mentioned results (Attachment B – still being developed).
This strategic plan is focused on the next 2 to 5 years. Moving forward, staff will provide quarterly
updates on progress related to results. A dashboard is envisioned that will be on the Town’s
website and used in updates. It is recommended that after a Council election (every two years) the
Strategic Plan is reviewed and updated as necessary.
Finally, staff will create business plans for each Town Department to ensure that the Council
strategic results are effectively implemented, and the Town Manager, department heads, and
individual staff members are aligned and accountable to achieve the results. The business plans
for departments would also speak to the day-to-day services that Departments provide for their
customers. Feedback from departmental customers will be solicited and used to develop goals and
actions to ensure the highest level of customer service based on available resources.
Attachment A: Trends and Feedback Considered
Attachment B: Action Plan (not yet included in this draft)
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ATTACHMENT A: TRENDS AND FEEDBACK INCORPORATED INTO PLAN
I. BACKGROUND ON TRENDS CONSIDERED
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 complete, along with
Timber Ridge Village and Southface Vail, the Town will have created 642 new homes for
our community between the three projects. This new housing will provide homes totaling
1,021 bedrooms. In addition, the remodel of Dobson Arena is underway. The following is
a summary of those three projects.
• Timber Ridge Village: 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 homes in the project.
• Southface Vail: Construction at Southface started in May 2025 and is expected to
be completed in the Fall of 2028. There are a total of 268 units including studios,
1, and 2, bedrooms. The construction cost of this project is $164 Million. At the
time this plan was prepared Southface is on time and budget.
• Dobson Arena: Dobson is an approximately $55 million remodel of the 45-year-
old Dobson ice rink. The project is being paid for from tax increment financing
funds generated through the redevelopment of Lionshead. At the time this plan
was written, this project is on budget and schedule. An operating agreement has
now been executed between the Town of Vail and the Vail Recreation District.
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. This plan contemplates that
significant 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
are 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 the Cumming Group
to help support project management for all three projects.
B. Operational/Policy Enhancements: As we have experienced complex Special
Development District (SDD) applications and closely examined our current housing
policy, staff has concluded that our town code needs to be updated, clarified, in some
places fixed to effectively implement the policies of the Town and provide improved
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customer service. The Land Use Code and interconnected housing regulations are the
best examples of where policy changes over 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 did to create this 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 believe it is critical to
complete the Timber Ridge and Southface projects in combination with redeveloping
internal housing policy, processes and data before initiating any significant new housing
projects. Staff and the Vail Local Housing Authority have begun working on this and an
updated housing strategy is at Memo_2026_Housing_Strategies_SemiAnnualUpdate.pdf.
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 demand) 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 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 a Premier Mtn. Resort Community Means Today: The
Town’s longtime vision was to be the “premier mountain resort community in the world.”
Historically, Vail could gauge its value to its customers by ratings in Ski Magazine.
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When “Vail, Colorado” shows up in the most recent (last ~12 months) resort rankings, it
generally lands top-tier but not #1. Vail is strong in “best overall destination” lists, a little
lower in skier-survey performance lists, and punished in value/affordability lists.
Across the two major “best resorts” lists where Vail is actually ranked recently, it sits
between #6 and #12 (average #9) with 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 must also consider that the number of people
skiing is 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.
• 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.
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 guests.
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 transit capacity current and future needs. 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 in terms of 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.
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 2025/2026 winter season was the worst snowpack recorded in
Colorado. The Town will need to be increasingly resilient to address these trends and is
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actively creating solutions in addressing its significant greenhouse gas emissions
communitywide and in town operations. Core Transit provides 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. West
Lionshead also could 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.
II. FEEDBACK AND ISSUES
Staff 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.
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!)
As part of both summer and winter post-visit guest surveys, overall affordability was of
greatest concern, with parking as a factor affecting likelihood of returning to Vail and
recommending 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 asked for lower rates, cheaper or validated options, clearer
signage/shuttle loops and a simpler parking experience.
Finally, in preparation for this strategic plan the Town’s facilitator and Town Staff conducted
several focus groups including:
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• Town residents
• Young business leaders
• Town staff and Directors
• Business leaders in the Vail Economic Advisory Committee
• Interviews with Town Council members and the Town Manager
Notes from these focus groups were shared with the Town Council on February 19, 2026.
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AGENDA ITEM NO. 7.3
Item Cover Page
DATE:April 7, 2026
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Matters from Mayor, Council, Town Manager and Committee Reports
AGENDA SECTION:Matters from Mayor, Council, Town Manager and Committee
Reports (3:30pm)
SUBJECT:Council Matters and Status Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
260407 Matters.docx
Future Topics.docx
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COUNCIL MATTERS
Status Report
Report for April 7, 2026
Council Comments at March 17th meeting:
Town Council congratulated staff on an outstanding Community
Meeting held on March 10!
Town Council acknowledged Public Works for a great job cleaning up
I-70 median – early!
Council directed staff to look into sandwich board signs for local
businesses.
Fantastic job on the CarShare kickoff!
Important Dates______________________________________________________
Town Events
May 8 Hard to Recycle Event
May 28 Park City Leadership visit
Municipal Partner Events
June 22-25 Annual Colorado Municipal League (CML) Conference
August 27-28 CAST -Meeting Carbondale
Social Media Listening
Sprout Listening link: https://share.sproutsocial.com/view/238b2e8a-4dfa-4668-8b2e-
8a4dfa466824
Perhaps unsurprisingly, the volume of posts peaked around John Summit:
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Wall Street Journal also created social posts filmed at Gondola One to go along with
their reporting around Vail Resorts' pass and ticket pricing model:
YouTube Short
X post
Instagram
In the News______________________________________________________
March 16
Improving Sheep Habitat
https://www.vaildaily.com/news/vail-council-to-consider-partnership-with-cpw-on-bighorn-sheep-
habitat-improvement-project/
March 17
Wildfire Partnerships
https://www.vaildaily.com/news/eagle-county-puts-725000-in-tax-money-to-work-in-preventing-
wildfires/
Timber Ridge
https://www.vaildaily.com/news/with-timber-ridge-village-many-more-locals-are-calling-the-town-
of-vail-home/
March 18
Improving Sheep Habitat
https://www.vaildaily.com/news/vail-town-council-votes-to-partner-with-state-on-bighorn-sheep-
habitat-project/
March 19
Dobson Operating Agreement
https://www.vaildaily.com/news/town-of-vail-vail-rec-district-ink-operating-agreement-for-
dobson-2-0/
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Zip Car Launch
https://www.vaildaily.com/news/car-sharing-program-zipcar-rolls-into-vail-to-reduce-carbon-
emissions-parking-demands/
March 25
Fourth of July
https://www.vaildaily.com/news/looking-to-combat-july-4-juvenile-delinquency-vail-adds-another-
independence-day-concert-to-annual-festivities/
March 30
Dowd Path Opens
https://www.vaildaily.com/news/dowd-canyon-already-being-enjoyed-by-bikers-paddlers/
March 31
Contributions to Habitat at Timber Ridge
https://www.vaildaily.com/news/eagle-county-affordable-housing-five-million-committed/
John Summit
https://edm.com/events/inside-john-summit-experts-only-vail-weekender-2026/
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Future Topics, April/May 2026
TOPIC DEPARTMENT
VLHA Board interviews Housing
Timber Ridge site visit Housing
Joint Meeting with BOCC Town Manager
Joint Meeting with VLHA Council/Housing
Senior Scholarship Awards Council
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