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HomeMy WebLinkAbout2026-17 A Resolution of the Vail Town Council Approving the Town of Vail Strategic PlanRESOLUTION NO. 17 SERIES 2026 A RESOLUTION OF THE VAIL TOWN COUNCIL APPROVING THE TOWN OF VAIL STRATEGIC PLAN WHEREAS, the Vail Town Council constitutes the governing body of the Town and is empowered to adopt laws, ordinances and resolutions consistent with the authority of the Municipal Home Rule Charter and Colorado Revised Statutes; WHEREAS, the Vail Town Council received significant public input on strategic priorities from Town of Vail residents, students, business owners, and guests through the public process that occurred with focus groups, 2025 Community Survey, post-visit guest surveys and multiple other public outreach programs; WHEREAS, theVailTownCouncilandStaff also reviewed and recognized the ongoing work and goals identified in the 2024 Strategic Plan; WHEREAS, the Strategic Plan identifies the strategic priorities and results the Vail Town Council will achieve in the next one to five years and will provide strategic direction for decision-making including resource allocation during the development of the annual budget and establishment of department and employee work plans; WHEREAS, the Strategic Plan allows for continuity during changes in leadership, provides a means to align Council strategic results with the Town budget and human resources and causes decision-making to be proactive rather than reactive; and WHEREAS, adoption of the Strategic Plan advances efforts to protect the health, safety, and welfare of the community. NOW, THEREFORE, BE IT RESOLVED BY THE VAIL TOWN COUNCIL OF THE TOWN OF VAIL, COLORADO, THAT: Section 1.The Vail Town Council hereby adopts, by reference, the Town of Vail Strategic Plan, dated May 5, 2026, which shall be kept on file in the office of the Town Clerk. Section 2. This Resolution shall take effect immediately upon its passage. INTRODUCED, READ, APPROVED AND ADOPTED This 5th day of May, 2026. ___________________________ Barry Davis, Mayor Town of Vail ATTEST: ________________________ Stephanie Kauffman, Town Clerk 1 Working Draft to Town Council on May 5, 2026 2 Executive Summary – 2026 Five Year 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: In the next several years the Town will add to its financial reserves after investing in three large capital projects (Timber Ridge Village, Southface Vail and Dobson Arena). Continued fiscal discipline as these large capital projects are completed will be important in continuing to have strong financial sustainability. Desired Results/Goals; Given the above-mentioned trends the Vail Town Council identified three goal areas supported by a fourth (Ensure 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 Town of Vail 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, 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. 3 2026 Five Year Strategic Plan 1. PURPOSE AND INTRODUCTION This Strategic Plan’s purpose is to create measurable and meaningful results for our residents, businesses, and guests to address the most important issues facing the Town of Vail. 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 improving 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 meeting on January 19th started with a robust discussion on feedback from focus groups, community surveys, and trends that may affect Vail in the future. That feedback informed the strategic issues and results included in this Plan. 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 Our vision provides a direction and destination of where, as a community, we want to move towards in the future. The mission or purpose of the Town of Vail defines why we exist as a local government in serving our residents, businesses, and guests. After two days of reviewing stakeholder feedback and strategic issues, the Town Council created the following aspirational vision 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 mission statement: The mission 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 4 community and to nature, create memories, find opportunities to thrive, and have the time of their lives. 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.  With new homes the Town will need to actively engage community members to explore an discover opportunities to meaningfully connect community member with each other and provide physical spaces and programs to facilitate those connections. 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 Yeti 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 of the Eagle River Valley are increasingly using transit with significant enhancements in CORES regional bus service and continued improvements in Vail’s transit system. Improved transit service is expected to reduce parking on the Frontage Rd during the ski season. 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. 5 4. 2026 STRATEGIC PLAN The following section includes the vision, mission, priority issues, and results from the January 19 and 20, 2026 planning sessions. Vision: The Town of Vail’s vision is: To be your favorite mountain town. 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’s history including Timber Ridge Village, Southface Vail, and the 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. For example, results related to community also support creating a vibrant guest experience. Having a strong community enables us to provide a high level of customer service and a vibrant experience. The Town Council worked toward consensus in developing the following strategic priorities and results. Also, results are analogous to goals. The word “result” is used in that it has a stronger connection to what our customer experiences in achieving a desired result. For each strategic result below there are corresponding results and attachment B includes specific actions to achieve each result. 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 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. 6 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 policies, programming and organizational culture for the local business community to embrace and promote vibrancy and an environment of fun. A.3 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. 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 Town of Vail 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 guest experience was seen as being a critical issue in 2024 and continues to be an ongoing need and opportunity in the future. Desired Results: B.1 By March 2027, create policies and an organizational culture where community members and/or groups can utilize Town facilities. 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 Creek Valley 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 changing 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 7 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 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 opportunity and need to solicit customer feedback at a Departmental level and identify areas of improvement in day-to-day operations. Another need is to ensure the Town’s complex land use and housing codes are clear, concise and achieve the policy goals of the Town. 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 at both an organizational and departmental level. 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, the land use and housing codes are clear, concise, legally defensible, and achieve the Town’s policy goals. 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). 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 will be on the Town’s website and used for updates. It is recommended that after a Town Council election (every two years) the Strategic Plan 8 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 9 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. 10 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 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). Council in the spring of 2026 asked staff to accelerate the creation of a sketch plan process for Special Development Districts. 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 11 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. 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 want to better understand 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 12 employees, aggressively competing as a resort, and providing an excellent level of customer service. H. Changing Climate: There is both the need and the opportunity to become more resilient in poor snow ski season which will make us even stronger during seasons with strong snow. 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 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 13 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:  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.