HomeMy WebLinkAbout1999-01-04 Support Documentation Town Council Retreat
TOWN OF VAIL
1999 COUNCIL RETREAT
Columbine Room, LionSquare Lodge
Vail, Colorado
January 4 1999
8:00 - 8:15 Define Desired Outcomes
8:15 - 9:00 Council/Staff Roles and Responsibilites
9:00 - 9:30 Review Mission/Vision/Stratetgies
9:30 - 10:00 Review accomplishments since January 1998
10:00 - 10:15 Break
10:15 - 1:15 Discuss Objectives for balance of year
1:15 - 2:15 Review and Discuss Budget and Organizational Issues
2:15 - 3:15 Other outstanding issues
3:15 Adjourn
u
TOWN OF VAIL
Office of the Town Manager •
75 South Frontage Road
Vail, Colorado 81657 ,
970-479-2105/Fax 970-479-2157
TM
MEMORANDUM
TO: Vail Town Council
FR: Bob McLaurin
Town Manager
RE: Council Retreat
DT: January 1, 1999
The 1999 Vail Town Council retreat will be held on January 4, 1999. As
indicated on the attached Agenda, this meeting will be held in the Columbine
Room at the Lionsquare Lodge. The retreat will begin at 8:00 am and is
scheduled to conclude at 3:15 pm. In order to maximize the use of our time, we
will work through lunch. Barbara Chaffee will once again facilitate this retreat.
Attached to this memorandum are several documents which are relevant for your
upcoming retreat next week. The first is an agenda outlining the items for
discussion and a proposed time schedule for the meeting. The Town's current
Vision and Mission Statement are included in this packet as are the Council's
"Critical Strategies and Objectives. In order to provide a frame of reference for
your strategic discussions, I have report prepared by RRC on skiing and Vail
Valley trends. Finally I have included the report from the Task Force Charette.
I hope you find this information helpful f you need additional information or have
questions, please give me a call at home at 476-7388.
Thanks.
RECYCLEDPAPER
r
VAIL TOWN COUNCIL
1998 COUNCIL RETREAT NOTES
DESIRED OUTCOMES
? Establish goals
? Ways to attain goals
? Improve working relationships with
? Council
? Staff
? Commuity
? Identify strategic intent for next two years
? Improve meeting procedures
PROFESSIONAL STANDARDS
Professional Standards, or ground rules, establish behavioral expectations among
group members. They may be modified, revised, added to or deleted throughout the
groups life (i.e. Council term). The changes should occur as agreed upon by the group
(e.g. majority vote or consensus)
Negative
? Interruption Positive
? Not actively listening Communicate
? Sarcasm eliminate assumptions
? Belittling others thoughts and ideas allow time for it
? Wasting time make time
? repetition ? take time
? not doing homework soon
? Inaccurate assumptions about direct (with persons involved)
whether or not prepared Prioritize time
? Not spending enough time on issues No surprises
discussion (optimizing time) Remain open minded to_alternatives
? Defensiveness Mutual respect
? Decision made behind the scenes, Do the negative column in a positive
not including everyone way (e.g. no interrupting)
? Self serving, special interests, not
looking out for the good of the whole
? Misunderstanding in communication
? Lack of respect
? Lack of openness to disagreement
? Lack of control (e.g., agenda)
? Impatience/'Flairs"
? Negative nonverbal communication
? Too much Emotion
ROLES AND RESPONSIBILITIES
Role of the Mayor
? Spokesperson and consensus builder for Council
? Meeting facilitator
? Go between Council and the Manager (primary conduit)
? Manager will go to the Mayor first
? Ceremonial duties
? transition to council members - set expectations with community
? call to Manager - call to Mayor - Mayor decide
? Sets tone for relationship of staff, council and community
? Is a Council member, has one vote
? Have fun - skiing
Role of the Council
? Have fun
? Represent constituents
? who are they?
? anybody affected by our actions (guests, residents, business owners,
employees, second homeowners) - no exclusions to our constituency
? represent all equally
? make sure they're heard, listen
? make decisions in the best interest of the community
? Good communication with constituents
? Form consensus within itself to accomplish goals
? Checks and balance between community and local government (buffer)
? Set and approve policy
? Community leadership
? Manage/supervise Town Manager, Municipal Judge and Town Attorney
? Fiduciary responsibility
? Visionaries
Role of the Town Manager
? Obligation to critique proposed Council actions and give perspectives
? Implement Council's policy
? Help align staff around organizational mission
? Help Council make policy (advise)
? Support policy publicly and privately by words and actions
? Give alternatives, options, full range, make recommendations
? Leadership
Chief Executive Officer (and Chief Operating Officer)
? Serves at Councils pleasure
? Delegates (call Bob or Pam)
? Follow through (especially on small things - follow up sheet)
? Represent Mayor and Council as necessary to community
Role of the Town Staff
? To advise the Council on matters of policy
? Implement Council's policy directives
? Communicate all sides of an issue and give recommendation
? Guest relations (smile school)
? Share responsibility for success/getting the job done
Council/staff Relations
? Successful working relationship
? Two-way support and information flow
? On the same team
? Mutual respect
? Open, honest communication (up front, specific and direct - Council call Bob)
? May discuss issues with staff (Council not to direct staff, call Bob or Pam)
? Council articulate and clarify
? Assume positive intent (two-way realistic expectations to staff)
HOUSING DISCUSSION (discussion points and suggestions)
? Housing funding plan - take from captial projects fund now and decide on funding
source in x number of months.
? Put to a vote (bond election) - November 1998
? Make a "statement" to the citizens and start fixing the problem by
? How urgent is the housing issue: VERYI
? Have significant project under construction by summer 1998.
? Proetect Timber Ridge: create legal opportunity to expand
? YMCA for housing?
? Remeber TOV (Council) not responsible for solving all of Vail's housing problems.
? Potiental housing sites: Lionshead parking structure, village shops, land near East
Vail interchange, behind Sandstone School, 8 acres by the Manager's residence
(owner occupied), Mountain Bell Site.
Housing Objectives
1. Identify and implement funding source by May, 1998.
2. To initiate construction of at least 50 units by July, 1998.
3. Revise design standards for housing to facilitate lower costs, easier, faster
construction by June, 1998 (new, streamlined zoning ordinance).
4. Vail Village parking structure. Staff will come back to Council on or before March
15th with recommendations.
5. Identify alternatives to achieve affordable housing at Timber Ridge by May 1998.
6. Get private sector involved.
7. Businesses - get VA to build something for them.
8. Investigate house size with caretaker.
9. Treat employees with more respect (how they are housed, compensated, etc.)
10. Work for seasonal employees?
11. Number of units - house 62% of the work force by the year 2007.
12. Council take bus tour of housing sites by March 1 st.
13. Identify and implement funding source by May 1, 1998.
LIONSHEAD
? End process
? Community by in: focus groups
? Updates - presentation to Council before publicized
? Concern - formula for height and density
? Council educate community
? Design team: not trying to design to wish list
? VA has long-term perspective for Lionshead. (Example: e.g.; Beaver Creek)
? View corridors
? Housing - in Lionshead
? Performing arts center
? Financial concerns - cash flow study
? How work for most of community
? Marriott
? Master Plan by June
? Back to basics
? what's reality - doable
? Address in work sessions
? Mid course correction:
back to basics
reassure community
The basics
? Criteria for redevelopment including Marriott, Antlers and VA
? how big (bring the Council)
? trade offs -housing, parking, sewer system entrance, realignment, and
loading and delivery
? Design guidelines
? view corridors - what's acceptable - what are the trade offs?
? What do you want the Manager to do with respect, to Lionshead?
? Make sure staff and design team facilitate more and advocate less (not opinion but
statement of facts - be careful of tone)
? Staff encouraged to respect Council's judgment
? All remember the two-way street of respect and understanding
? Council - be specific in your directives
? Council to sit down with Planning Commission and DRB for the purposes of
informing/educating them about their role and for asking them about their
expectations of the Town Council.
TRANSPORTATION
? West Vail Bus Stop (answer by the end of the day)
? Golf Course bus route - keep route
? Survey routes - are they adequate, right times by March 31, 1998.
? Long term - conduct analysis of long term needs and costs
? Investigate alternative means of transportation
? Develop partnerships with businesses for parking, review parking and make it more
equitable
? Long term parking
? Free after three - have Suzanne print stickers for windows (NO)
? Voucher Investigate with review
? Review parking and busing together - to come up with equitable plan, June 1998.
CRITICAL STRATEGIES
? Have Bob define the areas, review present five
? Community center
? Building community (Vail Tomorrow has list)
? Objective - provide one (review survey from Vail Tomorrow group)
? Gymnasium
? Swimming pool
? Town shops/Gymnastics program (VRD)
? Objective step one - meet with Vail Tomorrow to define what needs to be included
(and community center)
? Financial consideration and location by 12/98 (Bob will write up so Council can
decide if they want it part of the critical strategies)
? Fire service reality: unequal service. Objective: equalize service to all areas.
? Infrastructure issue - after housing and Lionshead is as important as streets, etc.
? Marketing - enough bang for the buck?
? Are you going to continue support valley wide marketing regional
? Suggestion: get copies of ads to Mayor
? Suggestion: Council member marketing board
MEETING PROCEDURES
? Change for better time management/more productive sessions
? When: first and third Tuesday evenings
? Time: 7:00 p.m.
? Agenda: How to get on the agenda
? At beginning of meeting ask if there is anything else that needs to be on the
agenda state then.
? Suggested Procedure
? Presentation by staff, .public input, then cut off, Council member discussion (Rob
and Bob will decide on schedule)
? Work Sessions: 2:00 p.m., four sessions per month
? Go back to true work session among Council
? Not format for citizen input
? Time at end of each topic for public input
? Different seating design meetings
? What's in the packet by Friday is for meeting
? Under Other preview week ahead upcoming discussions
? Suggestions
? do homework
? nothing on the desk that doesn't pertain to the day's meeting
? leave on desk in envelop by 12:00 noon Friday
? deliver all mail
? Under Other attend to agenda can add to
? Bring up issues
? take straw vote
? if majority - schedule for upcoming meeting
? if not majority - won't get on the agenda and is in public record it was brought up
? Suggestion: go observe legislative committees and see how they are run
Mcouncil.ret
- - - - - - - - - - - - - - - - -
C 0 V E R S T 0 R Y
*10 Habit
Highly
Effective
Louncils
Carl H. Neu, Jr.
ocal government operations directly affect our daily exis-
tence and experiences and the quality of life that we per-
ceive we have within our communities. No local govern-
ment deserves, nor should its citizens tolerate, a
council or governing body that isn't extraordi-
narily effective and competent in leading the
community.
Thomas Cronin, a recognized authority on public policy,
defines leadership as "making things happen that might not
otherwise happen and preventing things from happening
that ordinarily might happen. It is a process of getting peo-
ple together to achieve common goals and aspirations. Lead-
ership is a process that helps people transform intentions
into positive action, visions into reality."
The quality of leadership effectiveness demonstrated by a
governing body and its ability to be a highly effective council
are not attributes bestowed upon it by a swearing-in cere-
mony. They are the results of disciplined adherence to a set
of fundamental principles and skills that characterize highly
effective governing bodies. Here, then, are 10 "habits" of
highly effective councils, based upon the author's observa-
tions of hundreds of governing bodies over the past 20 years.
4
NOVEMBER 1997
Think and Act Understand and Integration of members who have
Strategically Demonstrate the basic technical, interpersonal, and
2 Elements of decision-making competence.
A council's primary re- Teams and A commitment to team success and
sponsibility is not just to make policy Teamwork performance excellence.
or to do its "Roman emperor" routine A climate of trust, openness, and mu-
(thumbs down or thumbs up) on By law, councils exist and have authority tual respect.
agenda items at public meetings. It is only when their members convene as Clear standards of success and per-
to determine and achieve the citizens' bodies to do business. They also are formance excellence.
desires for the community's future. components of corporate beings that The support, resources, and recogni-
Councils and their administrative must speak, act, and fulfill their commit- tion to achieve success.
teams must accept responsibility for ments with one voice and in a mature, Principled and disciplined leader-
shaping the future of their communi- effective, and reliable manner. Councils ship.
ties by expanding their mental hori- are collections of diverse individuals who
zons to identify and meet the chal- come together to constitute and act as an Highly effective councils spend time
lenges that must be addressed through entity, and only when operating as an building their sense of being a team and
decisive leadership and through shared entity can they exercise authority and enhancing their skills in productive
goals for the attainment of that future. perform in fulfillment of their purpose. teamwork.
A strategic leader always comes This is a classic definition of "team."
from the future and takes you "back Carl Larson and Frank LaFasto, two pre- Master Small-
to the future" from the present. This eminent authorities on teams and team-
leadership adventure starts with a vi- work, define a team as an entity com- Group Decision
sion and evolves into a definition of prising two or more people working Making
the strategic issues that must be mas- together to accomplish a specific pur- Most councils are classic small groups,
,ered to achieve the vision. The next pose that can be attained only through with fewer than a dozen people. Small
step is the development of long-range coordinated activity among the team groups demonstrate certain skills and
goals that address these strategic is- members. In short, a team exists to ful- behaviors that link their members to-
sues and that provide a decision-mak- fill a specific function or purpose and is gether. They also have knowledge of the
ing and budgetary basis for the suc- made up of disparate, interdependent processes they must follow to make de-
cessful implementation of these goals. people who collectively achieve a capac- cisions in fulfillment of their purpose.
Living from one annual budget to an- ity that none of its members could Figure 1 summarizes the skill sets essen-
other and from one council meeting demonstrate individually. tial to small-group effectiveness.
to the next condemns your commu- Teams always have two components
nity and its future to happenstance that we might call their S components: Clearly Define
and to the type of thinking that often systemicness and synergy. All teams are Roles and
befuddles national governance and systemic by definition, being made up of Relationships
policy. interdependent parts (people) who af- 4; N
For this reason, polls show that an fect each other's performance and that Each team member, whether mayor or
overwhelming majority of citizens of the team. Synergy is the ability to councilmember, makes a contribution
want important issues affecting their achieve an effect, when working to- to and has a relationship with the team.
lives to be decided at the local, home gether as a team, that is more than the Contributions and relationships must
town level. Here, they expect leader- sum of the team members' individual ef- be defined in terms of the role to be as-
ship, sound thinking, and decisive ac- forts. While all teams are systemic, rela- sumed and how that role is to be carried
tion. In spite of this citizen expecta- tively few are genuinely synergistic un- out through the behavior of the person
tion, a 1996 survey conducted by the less their members understand, master, in the role.
International City/County Manage- and demonstrate the fundamentals of A role has two elements: function, the
ment Association (ICMA), "Survey of teamwork, which are: specific responsibilities of that role, re-
Current Practice in Council-Manager gardless of incumbency; and perfor-
Governments," indicates that fewer A clear sense of purpose. mance, the behavior of the person occu-
than 40 percent of all councils set A clear definition of the roles and re- pying the role in fulfilling his or her
long-term strategic goals to guide their lationships that unite individual tal- responsibilities. Councils, through char-
semimonthly forays into decision ents and capacities to achieve team ter, statute, or ordinance, have a clear
making. performance. definition of their function. The perfor-
PUBIC MANAGEMENT 5
Figure 1. Effective Small-Group Decision Making
An EFFECTIVE Small Group
Interpersonal Skills Task Skills Rational Skills
The ability to work with others Knowledge to do a job Ability to deal with issues
and problems rationally
• Listening to and understanding . Knowing the form and role of • Selecting and prioritizing the
the views of others the organization issues to be addressed
• Constructively confronting and .
resol Knowing law, policies, and • Analyzing issues and related facts
resolving differences •
• Supporting others and showing procedures Identifyi g objectives and
respect for their ideas • Showing civility and good outcomes
• Participating actively in manners • Considering alternative
discussions • Using professional and technical strategies and courses of action
• Taking "time outs" to discuss knowledge • Assessing obstacles and
how well group members consequences
interact • Reaching consensus decisions
• Evaluating and following up
manse component must be defined functions. Policy making/implementa- on empowering effective staff perfor-
within the team through discussion and tion is a continuum of thought and rela- mance. Councils that do not do this will
mutual definition of those behaviors tions that transforms ideas and abstrac- frequently fall into micromanaging, that
and practices expected of the mayor and tions (visions, policies, goals, and plans) is, they will perceive a need to become
councilmembers in the conduct of their into defined, observable ends or out- involved in, or retain approval over, even
duties and interactions. comes (results, programs, buildings, minor staff activity and plans.
Vince Lombardi, when asked what streets, deliverable services). Council A critical element and important
made a winning team, replied, "Start and staff share this continuum as part- council task in this partnership is evalu-
with the fundamentals. A player's got to ners ensuring each other's success. Each ation of the manager or administrator,
know the basics of the game and how to person plays an important role in mak- based upon clearly defined goals, poli-
play his [her] position. The players have ing sound policies and in ensuring their ties, and established guidelines on exec-
to play as a team, not a bunch of indi- effective implementation through reli- utive performance. According to the
viduals. The difference between medi- able administrative practices and perfor- 1996 ICMA survey, only about 45 per-
ocrity and greatness is the feeling the mance. Figure 2 depicts this partnership cent of all councils formally evaluate
players have for each other," that is, their and continuum. their managers' performance.
relationships. Teams talk about and de- John Carver, a widely acclaimed au-
fine expected roles and relationships thor who writes about boards that make 6 Make a Systematic
and give constructive feedback to their a difference, discusses this partnership Evaluation to
members on the degree to which they as one in which councils define the policy
are fulfilling these expectations. needs to be met and the outcomes to be i Implementation
achieved. He believes that councils ;
Establish and Abide should allow staff, within council-estab- Councils, like most legislative bodies,
by a Council-Staff lished limits, to define the means for frequently exhibit the Jean Luc Picard
Partnership achieving these ends. He sees a council- syndrome (Star Trek In and simply tell
staff linkage that empowers staff to do their staffs: "Make it so." They assume
We have all heard the saying "Council its tasks and to be evaluated on the re- that council action equates to policy and
makes policy, staff implements policy." sults produced. program implementation. The next
Well, this is a total misconception of re- Councils that accept and abide by this time the council hears about policy is
ality. Policy making and policy imple- partnership focus their energy on estab- when a problem or crisis arises.
mentation are not distinct and separate lishing vision, goals, and good policy and In contrast, highly effective councils
6 NOVEMBER 1997
Figure Z. Council-Staff Partnership
(To What Degree Is This Partnership Understood, Discussed, and Respected by Councilmembers?)
GOVERNANCE/POLICY PROCESS
COUNCIL'S SPHERE P A ADMINISTRATOR/
O D MANAGER'S SPHERE
L E M
I I
C N • Staff and
• Community Y
• Political factors implementation
A continuum/interaction • Performance issues
•
Values
• Gratification C • Values and expertise
A • Gratification
O G A D
U O D M
N A M M I
I I
C M L I A N
L I S P N N S
S / I A T
S R L S G R
I E I T E A
O S C R M T
N U Y A E I
- O
L T N N
T I T
S O
N
expect periodic feedback on policy re- Figure 3 shows the purpose, typical The fourth arena, community rela-
sults and on possible policy amend- setting, focus, and key characteristics of tions, is becoming more important. It is
ments that may be required. This feed- each arena. Ali four arenas are essential rapidly transforming the role of the
back can be provided through progress to highly effective councils' fulfillment of council and how it spends its time.
reports, status memos or newsletters, their leadership, policy-making, goal- Communities today are more dependent
and policy reviews. setting, and empowering responsibilities. upon sophisticated alliances and part-
A highly effective council will hold at nerships among groups, both public and.
Allocate Council least one goal-setting retreat or "ad- private entities. Jurisdictions are subject
Time and Energy vance" annually. It also will hold two to multiple, profound changes in how
Appropriately study sessions monthly, usually between public officials operate. Today, the com-
regularly scheduled public hearings. munity arena requires more time spent
Councils, like other teams, play in a Here, councilmembers will confer with in interactions outside city hall and puts
number of settings or arenas to achieve staff and other experts on significant greater time pressure on mayors and
overall, peak performance. There are items under consideration that will councilmembers.
four council-staff arenas, and each must eventually require official actions.
be appreciated for its purpose and for its While these meetings should be open
contribution to a council's effectiveness: to the public as observers, the public Set Clear Rules
and Procedures
• should not participate in the council- for Council
• Goal setting (retreats or "advances"). staff dialogue. Many councils short-
Exploration and analysis (study change this arena, pushing the opportu- Meetings
sessions). nity for learning into the formal public Council meetings exist for the purpose
I Disposition/legislation (regular pub- hearing, which is not designed to pro- of doing the council's business. Litera-
lic meetings). mote much in-depth analysis of complex ture on how to conduct effective and
Community _ relations (interactions issues. The arena of disposition/legislation productive meetings specifies the need
with constituents and with other is designed to get to a vote, not to pro- for an adherence to clearly defined rules
agencies). mote careful analysis of complex issues. and procedures.
PUBUC MANAGEMENT 7
t
u~
Figure 3. Arenas for Governing Body and Staff Performance
Exploration and Disposition/ Community
Arena Goal Setting Analysis Legislation Relations
Purposes • Establish vision • Understanding the • Taking official action • Interacting with
• Explore potentials issue(s) • Voting on items constituents/citizens
• Set goals • Problem -Resolutions • Building alliances
• Set direction/ identification -Ordinances • Doing outreach and
priorities • Selecting "best • Gathering public liaison
-Community options'. input • Coordinating with
-Services • Building Mobilizing support other entities
-Staff action commitment.
-Budgets
Typical Setting Retreat or advance- Study session- Public-formal council Numerous-
informal off-site conference room meeting in chambers diverse formats
workshop
Focuses Future of community • Developing knowl- • Going through the • Communicating
• Evaluation of edge for decision agenda (formality) • Problem solving
-Needs making • Showing authority • Collaborating and
-Trends • Sorting of options • Ratifiying/adopting coordinating
Strategic issues . Examining • Dealing with political • Forming
• Community desires consequences pressures partnership(s)
and values • Setting strategies • Identifying • Acting as a
• Leadership • Making competent psychological needs community
and informed
decisions
Key Characteristics • Informality • Starting council-staff ` Meeting formally • Being "outside" city
• Sharing of options dialogue • Setting and following hall
• Open dialogue • Questioning and test- rules and procedures Responding to
• Creative thinking ing ideas • Encouraging public requests
• Humor and . Exchanging. input and • Starting joint
adventure information.- involvement ventures
• Face-to-face/group --Negotiating and Gaining high Facilitating
interaction consensus building visibility interagency activity
~No:voting Y•Dealing:w Usingmultiple inter
• Face-to-face/group pressure/advocacy. action modes and
interaction - from.groups.: i 'communication
i x Voting techniques
sr°
g. as groups r°s t r - i
Many councils, however, drift from 9 Get a Valid not it is addressing issues effectively.
these rules and procedures in pursuit of Assessment of the Highly effective councils seek feedback
informality, collegiality, and "just being Publics through a number of market research
nice." They let their meetings drone on ¦ Concerns and tools such as focus groups, surveys, and
with a lack of focus, redundant com- an Evaluation of the questionnaires. Typically, the phone calls
ments, and endless discussion. Council's Performance a coun ilmember receives or the com-
Rules and procedures do not pre- ments made in public hearings are not
clude citizen input, courtesy, or sensi- Elections are contests among individuals valid or accurate reflections of the entire
tivity to public concerns and view- vying to become members of the coun- community's sentiments about issues and
points. They respect . all these elements cil. They are not valid, objective assess- about the council's performance. "Market
and the necessity to conduct business in ments of the public's feeling about the research feedback" should be ongoing
an orderly, disciplined, and productive quality of the council's performance as a and should be included in the annual
manner. governing body and about whether or goal-setting retreat or advance.
$ NovEMOFR 1997
7TThheeilding Manager's Role in
MMM
Practice a Highly Effective
z uncil more we should be doing to improve our
Continuous leadership performance and to ensure a
Personal ocus the council on leadership quality future for our community?"
on Learning and achieving a quality future for As Jack Ethredge observes: "The entire
and Development as a the community. process has helped Thornton's council to
Leader
Select a time and place to conduct identify the issues that are essential to
a facilitated discussion about fac- achieving our community's goals and to
Leaders read, attend workshops, and tors affecting the council's effec- building collaborative relationships with
constantly seek information, under-
standing, and insight. Highly effective tiveness. It is recommended that citizens and with staff to agree about the
councils are composed of members who the manager be involved in this o°oals• Thornton now is a community of
discussion. . partnerships, all focusing on a vision and
honestly know they don't know it all. Invite the council to assess can- using our combined
They take advantage of the myriad of resources to become
didly and objectively its perfor- the city we want to be in the future. There
opportunities to learn and to perfect mance relative to the 10 habits of has been a real breakthrough in the
their skills by reading, going to state and
national municipal league workshops, highly effective councils included amount of creative energy that is moving
in this article and other effective- Thornton forward'
and attending every forum that can ex-
pand their skills e lead and govern well. ness indicators that councilmen- The last, and probably most impor-
A highly effective council also learns bers feel are appropriate. tant, point: Keep your sense of humor.
as a council. It works closely with the Have the council identify where Governance is a serious business dealing
manager to improve its leadership skills significant gains in effectiveness with the vital issues affecting our com-
are desired. munities and the quality of life we expe-
and the council-manager relationship, Develop specific strategies and rience within them. But humor reduces
assessing objectively its performance on op-
each n the 10 habits. This assessment portunities with the council to friction and stress, lets others know that
should include the observations assessment achieve desired goals. we and they are human, and brings a
• Schedule specific skill-building pause that refreshes our insight and
cilmembers, manager, department heads, workshops for the council. Include
commitment. It is essential to forging
and selected members of the community key staff members when the focus is
who have occasion to work and interact and maintaining good relationships.
on council-staff relationship issues. Every community deserves nothing
with councilmembers. The effective
council should decide where gains can be Establish a process with the coun- less than a highly effective council that
cil to evaluate gains that have been embraces accountability for the commu-
made, then set up the opportunity made and to target. new opportu- nity's performance in creating its future
through council workshops to learn the nities for improvement and in effectively addressing, in the pre-
skills needed to make these gains. Remember--peak performers con- those challenges vital to attaining
In 1990, Mayor Margaret Carpenter ,
stantly seek toi improve-their per- that future. That is what is at stake: our
and City Manager Jack Ethredge of
Thornton, Colorado, began a process formance.. They know they are on. communities' future. With few excep-
with Thornton's council to increase the ` an endless Journer of growth,tions, every council can be highly effec-
performance;:effectiveness;., and . tive and can provide strong leadership,
council's leadership skills and effective-
achievementbut to become effective will require a
ness that incorporated the 10 habits de-
good governance model and disciplined
scribed in this article. adherence to the fundamental habits of
First, the council conducted a careful performance and sense of partnership. effectiveness.
reexamination of the city's mission and Now, the council holds multiple ad-
the role that it had to assume to ensure vances each year to define and validate its Carl Neu, Jr., is executive vice president of
fulfillment of that mission. Then, in dis- strategic perspective and policy leader- Neu and Company, Lakewood, Colorado.
cussions with the city manager, coun- ship. Skill development workshops ac- All rights are, reserved to Neu and Com-
cilmembers made a commitment to lead- company these advances and focus on pany and the Center for the Future of
ership innovation and excellence that defined needs that are identified by coup- Local Governance, 1997
focused on long-term and strategic issues cilmembers. Specific "time-outs" are
vital to the community's future. The pro- taken to evaluate how the council is func-
cess involved advances, close attention to tioning as a team, as well as how it fimc- Contribute to the
community feedback through focus tions with staff and with the community ICMA Endowment Fund
groups and surveys, and frequent self- The continuous quest for effectiveness al- Call 202/962-3648
evaluation of both council's and staff's ways begins with the question "Is there
PUBLIC MANAGEMENT
9
y~A I
TOWN OF VAIL
r
Our Vision
"To be the premier mountain community and
international resort!"
Our Mission
It is the mission of the Town of Vail to provide:
? Effective and efficient municipal services
? Responsible municipal leadership
? An environmentally sensitive high quality of life
? A positive sustained economic climate
NATIONAL SNOWSPORTS
VAIL VALLEY TRENDS
A_Data Summary
October 1998
Prepared for.-
Vail Community Charette
Prepared bv.
RRC Associates
4940 Pearl East Circle, Suite 103
Boulder, Colorado 80301
3031449-6558 /
SUMMARY OF KEY TRENDS
Note: The following represents a summary of key trends influencing the Vail Community.
These findings are further illustrated by graphs contained on pages 5 through 14.
SNOWSPORTS VISITATION TRENDS
Nationally, skier visits have been relatively flat, at around 50 to 54 million-, over the past. 20 years. ,
The snowboarding contribution to the visitation statistics is increasing.
• Colorado skier visits have grown both absolutely and as a percentage of US skier visits. In
1997/98, Colorado accounted for 22.1 percent.of skier visits in the United States, growing steadily
from 14.4 percent in 1978/79.
• Snowboarders tend to be much younger than their skiing counterparts. The median age for
snowboarders in the US is 21, with a mean age of 22.7 years. By contrast, alpine skiers display a
median age of 36, with a mean of 35.9 years. The age distribution of snowboarders is much
narrower than that of alpine skiers, which displays a fairly broad age distribution.
• Snowboarding as a segment of skiing has been growing in the past five years. Those on
snowboards account for approximately 45 percent of snow enthusiasts in the 15 to 24 age bracket.
• An analysis of the United States population by age reveals that the Baby Boom segment, which is
currently aged 34 to 52, will be entering retirement years in the next 5 to 15 years. In the year
2013, the population in the 49 to 67 age group will be significantly greater than it is today. The
Boomers have helped fuel skiing in the United States, and will most likely ski less frequently
and/or drop out of the sport as they age. Also, in 2013, the Generation X segment will be aged 37
to 48 and will be a smaller aggregate population than currently in that bracket. This is normally a
segment which skis at a relatively high level, and the shrinking population in this bracket could
adversely affect the industry.
• Vail's share of Colorado skier visits has flattened, hovering between 13 and 16 percent during the
past 15 years. On the other hand, Beaver Creek has continued to capture a growing share of the
Colorado skier visits since its inception.
• The number of skier visits on Vail Mountain varies by time of season and day of week. The Vail
community and Vail Resorts has emphasized planning for peak periods (Christmas, President's
Day) and marketing to improve off-peak visitation.
2
LocAL POPULATION TRENDS
• The population of Eagle County has grown 45 percent during this decade. By comparison, the
Town of Vail population has grown 20 percent in the 1990-97 time period. The overall county
srowth has been paced by the unincorporated sections of the county. The population growth in the
unincorporated area of the county has doubled this decade.
• The Town of Vail compromises only 14 percent of the population of Eagle County. The other
incorporated municipalities account for about 35 percent of the population, while the remaining
approximately 51 percent live in unincorporated -areas of the county. The Town of Vail's share of .
Eagle County population has been trending downwards since its peak in 1980 of 26 percept.
SALES TAX
• Many aspects of retail activity have remained relatively stable in the Town of Vail over the past
few years, while other sections of Eagle County have grown dramatically. Sales tax revenues from
the Town of Vail have flattened at approximately 40 percent of Eagle County revenues. There
may be an opportunity and/or need to develop facilities and commercial developments that
reinforce the existing community tax base.
• The Town of Vail's proportion of the state sales tax collections for Eagle County has been
declining, and has been below 50 percent since 1993. On an inflation-adjusted basis, the Town of
Vail's tax collections have been relatively flat since 1989; at the same time, the tax collections for
the rest of the county have been rising.
• Similarly, the proportion of eating and drinking retail sales generated by the Town of Vail has also
been on the decline. Concurrently, the proportion of sales and the absolute sales in this segment
for the rest of Eagle County have been increasing.
• Among selected resort areas in the Intermountain West, the Town of Vail has the fifth largest
concentration of business establishments (based on those business in the 81657 and 81658 zip
codes), behind Jackson Hole, Aspen, Park City and Steamboat (1994 data).
• Housing units-in Eagle County have shown solid growth this decade, but have-not kept up with the
pace of population growth. The housing supply has increased by 38 percent during 1990 to 1997,
with the greatest growth coming from-the Basalt (Eagle CO portion), Eagle, Avon, and Gypsum
municipalities. The Town of Vail has witnessed a 10 percent increase in housing units during the
same period.
• Sales tax dollars collected in the Town of Vail are seasonal in nature. The period of the highest
collections is December through March, with the least number of dollars collected in May and
October. While the summer months are providing increasing revenues, Vail is still not a four-
season resort.
• The annual growth in the Town of Vail's taxable sales has demonstrated some volatility. Since
1984, the annual growth rate has been as high as 19.1 percent and as low as 0.2 percent. 1997
taxable sales were 7.5 percent greater than those in 1996.
• The Vail Village section of the Town of Vail accounts for the largest segment of sales tax collected
in the town. The greatest sales tax dollars are derived from retail, followed by lodging and food
and beverage. The Cascade Village/East Vail/Sandstone/West Vail section of town collects the
next largest number of tax dollars, followed by Lionshead, and the other out-of town areas.
3
COMMUNITY PRIORITIES (Measured through the Annual Vail Community Survey)
.0 Residents and second homeowners were asked to prioritize a series of potential improvements that
could be placed on Town-owned lands. The most identified improvements were as follows:
Youth Center
. Performing Arts Center
Conference/Convention Center
Community Theater
Family Fun Center
The residents of the Town are especially likely to favor youth-oriented improvements including a
"youth center," a "family fun center" (billiards, bowling, indoor playground, video arcade), a
skateboard park and a gymnastics facility. Second homeowners, in contrast, favor a performing arts
center, a conference center and a community theater.
4
Colorado Share of U.S. Skier/Snowboarder Visits, 1978/79 -1997/98
60,000,aoo 13 U.S.
¦ Colorado
50,000,000
40,000,000 rNn
kier visits have been relatively flat, at around 50
on, over the post 20 years The snowboarding
tion to the visitation statistics is increasing,
- q
ier visits love grown both absolutely and as aUS skier visits In 1997/98, Colorado accounted
cent of skier visits in the United States, growing 1997198
19 y eadily from 14.4 percent in 1978/79. Colo. 11.9m visits
20,000,000 Colo. 22. 1% share
Colo. 7.2m visits
Colo. 14.4% share
10,000,000
0
11A 1 ~ti ti 1 ~1 , N h 1 lip 0
Age Profile of Alpine Skiers and Snowboarders-1997/98
(Based on Equipment Type Used on Day of Interview)
8%
7%
N
SNOWBOARDERS
a 6 Median age = 21 Alpine skiers - smoothed curve
c age - 22.7 - -Snowboarders -smoothed curve
Snowboarders tend to be much younger than their
skiing counterparts The median age for
a 4% ALPINE SKIERS snowboarders in the US is 21, with a mean age of
a
+ Median age = 36 22.7 years. By contrast, alpine skiers display a
` Mean age = 35.9 median age of 36, with a mean of 35.9 years. The
3%. age distribution' of snowboarders is much narrower
than that of alpine skiers, which displays a fairly
2% broad age distribution.
Z
1% .
0%
4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 60
Age
Source: RRC Associates, NS" Nat'-,nal Demographic Research, 1997198
5
Percentage of Total Skier Visits-1997/98
By Age and Equipment Type
3.5?Telemark/Snowskate 1497/98
3.0% E3Snowboard 1997/98
¦ Alpine 1997198
2.5%-
W
2.0 %
Snowboirding as a segment of skiing has been growing in the past
c fire years. Those on snowboards-occount for approximately 45
1 s°~ percent of snow enthusiasts in the 15 to 24 age bracket
d
W
0.5%.
i
0.0%
4 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 So 52 yq 56 yg 60 62 64 66 66 70 72 74 76 78 80
Age of Respondent
Source: RRC Associates; NSAA National Demographic Research, 1997198
U.S. Population, 1997 vs. 2013
POST-BOOMLET ECHO BOOMERS GENERATION X1 BABY BUST BABYBOOMERS MATURES
Age O. 17 Age 18.36 Age 37.48 Age 49.67 Age 69-
5
i I
4.5 ~ Population 2013
Population 1997
4
U.S. POPULATION BY AGE-1997 vs. 2013
3.5 (Fig- in millions)'
1997 2013 Chance Change
3 Age 0.9 38.9 40.7 1.7 4.4%
0
Age 10.32 86.4 95.7 9.3 10.8%
33 - 46
1 Age. 68 60.6 34.2 •7.4 12.2%
An analysis-of the United States by age e reveals that the Bab
s 2.5 population 1 9 Age 4 477.68 56.0 84.1 27.8 19.3%
Boom segment, which is currently aged 34 to 52, will be entering Age 69. 26.4 313 49 18.6%
2 retirement years in the next 5 to .15 years. In the year 1013, the
population in the 49 to 67 age group will be significantly greater than it
is today. The Boomers have helped fuel skiing in the United States, and
1.5 will most likely ski less frequently and/or drop out of the sport as they
age. Also, in 1013, the Generation X segment will be aged 37 to 48 and
1 will be a smaller aggregate population than currently in that bracket
This is normally a segment which skis at a relatively high level, and the
0.5 shrinking population in this bracket could adversely affect the industry.
o `
fli
1
0 4 8 12 16 19 23 27 31 35 38 42 46 49 63 57 61 65 68 72 76 80 84 88 92 96 told
Age
6
Vail/Beaver Creek/Arrowhead Skier Visits
as a Percentage of Total Colorado Skier Visits, 1960/61 -1991/98
22%
20%------ -
18%------------------------
j b -O -o - - - - -
14% - - - - - - - - - - - - - - - - - - d 4 \ moo-
0
'0 /
12 12%- - - - - - - - - - - - - - - - - - - - - - - - - - - -
o /
U
I
d 10°i° - o Vail's share of Colorado skier visits has flattened, hovering between 13 and 16
percent during the past 15 rears On the other hand, Beaver Creek has continued
d 8% - - - - - - - - - - - - - - - - - - - - - - - to capture a growing share of the Colorado skier visits since its inception.
I
o - Vail as a Percent of Colorado Total
6%- - - - - - - - - - - - -
x - . BC/Arrowhead as a Percent of Colorado Total
_ x
x
4°~ -Vail/BC/Arrowhead as a Percent of Colorado Total x• •x• -x
- -x x x
X. •x:•X•--x••-x-•x-*x
x•-x-
2%--------------------------------x'-------------
0% j
ZZ ;Z
m m _
Ski Season
Vail Mountain Skier Visits, 1996/97
Christmas
20.000 Holiday
i
Presidents
Weekend
i
i
N
.y
10.000
Y
U) I
i
I
i
- I
0
November December January February March April
Demographic Profile of the Vail Resident and Second Homeowner
Based on the 1998 Vail Community Survey
Percent of Respondents
0% 10% 20% 30% 40% 50% 60% 70% 80%
Single, no children
Couple, no children i FAMILY
STATUS
Household with children
Empty nester, children no longer at home
j
24 and under
25.34
35 - 44 I
45 - 54 AGE
55 - 64
i
65 or over
$0-14,999
$15 - 34,999
$35-49,999
$50-74,999
$75 - 99,999 HOUSEHOLD INCOME
$100 -149,999
$150,000 or more i
8
Eagle County Population by Community, 1980 - 97
1990 - 97
+44.7%
35,000
30,000
O April 1980
25,000 0April 1990
ItiJuty 1997
1990.97 ,
+505% -
20.000 The population of Eagle County has grown 45 percent during this decode. By
comparison, the Town of Vail population has grown 10 percent in the 1990-97
C - time period. The overall county growth has been paced by the unincorporated
15,000 - sections of the county. The population growth in the unincorporated area of
the county has doubled this decade.
1990.97
10,000 +19.9%
1990-97 1990-97 1990.97 1990.97 1990-97 1990.97
' +55.0% +665% +562% +57,6% +7.2% +4.4%
to
5,000
0
Eagle County Vail Unincorp. Area Avon Basalt (Eagle Eagle Gypsum Minturn Red Cliff
Co. portion)
9
Town of Vail's Share of Eagle County State Sales Tax Collections-1975 -1997
(Inflation-Adjusted to 1997 Dollars)
$16,000,000 Town of Vall State Sales Tax Paid - Inflation Adjusted to 1997 Dollars 80%
® Other Eagle County State Sales Tax Paid - Inflation Adjusted to 1997 Dollars
f- Vail as a Pet of County
314,000,000 y% 71 71%
66% -ifi6%*- *.66% ~ 67% 70%
64% x'65% `e.659o
312,000,000 2% 7 bi%
58% 60% ~
$10,000,000 m'
H - 49%'
c -
0 0
Z; 38,000,000 %
v°
m A
H o
m $6,000,000
fin 30%
a
o Cf
in O $4,000,000 20%
O
p
$2,000,000
10%
so 0%
1975 1976 1977 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997
Source: Local Government Financial Compendium 1975 - 95; and Colorado Department of Revenue.
Inflation adjustment based on Consumer Price Index for Denver Area Consumers; Source: Colorado Division of Local Government.
Many aspects of retail activity have remained relatively stable in the Town of Vail over the post few years, while
other sections of Eagle County have grown dramatically. Sales tax revenues from the Town of Vail have flattened
at approximately 40 percent of Eagle County revenues. There may be an opportunity and/or need to develop
facilities and commercial developments that reinforce the existing community tax base.
The Town of Vail's proportion of the state sales tax collections for Eagle County has been declining, and has
been below 50 percent since 1993. On an inflation-adjusted basis, the Town of Vail's tax collections have been
relatively flat since 1989; at the same time, the tax collections for the rest of the county have been rising.
10
Town of Vail's Share of Eagle County Eating and Drinking Retail Sales-1979 -1997
(Inflation-Adjusted to 1997 Dollars)
$90,000 Eating and Drinking - Vall 80%
Q,,73% O Eating and Drinking - Eagle County less TOV
$80,000 4-Eating and Drinking - TOV's Share of County Total
-G6% 70%
570,000
-C-5996,x;_59% 60%
$60,000 54%-057% 55% o
y x^-519 BE
4 S0% a
rn
S50,000
v4 c., 40%40% g
540,000 £
r _ m
~ e m
$30,000 ? 30%
c
Z
$zo Similarly, the proportion of eating and drinking retail sales generated by 20%
,000
the Town of Vail has also been on the decline. Concurrently, the
proportion of sales and the absolute sales in this segment for the rest of
$10,000
Eagle County have been increasing. 1
m
1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997
Source: Colorado City and County Retail Sales 1979 - 97, by Colorado Dept. of Revenue and University of Colorado Business Research Division.
Town of Vail Tax Collections by Month, January 1988 - August 1998
53.000.000
I
$2.500.000 Sales tax dollars collected in the Town of Vail are seasonal in nature. The period of
the highest collections is December through March, with the least number of
dollars collected in May and October. While the summer months are providing
increasing revenues, Vail is still not a four-season resort.
$2.000.000
y I
O - I d ~ ~ I
$1.500.000 -
N I
$1.000.000 -
i
$500.000 -
I
I
$0
I
January February March April May June July August September October November December
. ? 1988 ? 1989 13 1990 ? 1991 ® 1992 0 1993 ¦ 1994 ® 1995 0 1996 ® 1997 \ 1998
I1
Town of Vail Taxable Sales: Annual Volume vs. Percent Change, 1984 - 98*
$400 '1998 projections based on preliminary collections for January thru August = 2.9% growth. - 24%
1998 projections based on TOV Finance Dept. Sales Tax Estimation Worksheet = 1.3% growth.
$350
21%
' 19.1% m
S2
$300 m
18%
N M
c $250 m:
_c 15% o
13.2% 16
The annual growth in the Town of Vail's ioxable sales has
3! demonstrated some volatility. Since 1984, the annual growth .
$200 rate has been as high as 19.1 percent and as low as 0.2 percent 1211
_ 1997 taxable sales were 7.5 percent greater than those in 1996. i
- 8.9%
$150 .3%
dam"
9%
7.5% c
6.8% .
$100
4.9% 4.7% - 4.9% .5. 6%
6 4.4%
2
$50 .
o/
~ 2, -3l'TD fora August
296
$0
' 0%
1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998'
=11 Taxable Sales (based on 4% tax rate) --o- Annual Percentage Change
Sales Tax Collections in Vail
by Location by Business Sector, 1991- 97
CASCADE VILLAGE / EAST VAIL!
VAIL VILLAGE LIONSNEAD SANDSTONE/WEST VAIL
$3.500.000 OUT-OF-TOWN
$3.000.000 _
The Vail Village section of the Town of Vail accounts for the largest
segment of sales tax collected in the town. The greatest sales tax
$2.500.000. dollars tire derived from retail, followed by lodging and food and M991
beverage. The Cascade Village/East VaiVSandstone/West Vail section 1131992
of town collects the next largest number of tax dollars, followed by 01993
Lionshead, and the other out-of town areas '®1994
$2.000.000 131995
- ! ¦ 1996
8 ¦ 1997
$1,500.000
N
$1.000.000
$500.000
s0 MA
Retail Lodging Food and Otter Retail Lodging Food and Other Retail Lodging Food and Other Retail Lodging Food and Other
Beverage Beverage Beverage Beverage
Business Sector by Location
12
Number of Business Establishments in Selected Resort Areas, 1994
(Based on Zip Code Geography), Comparison by Industrial Sector
Number of Establishments
0 200 400 600 800 1,000 1,200
Jackson, WY (83001, 83002) 83 427 1 +
Aspen, CO (81611, 81612) 132 369
Park City, UT (84060, 84068, 84098) 1 97 258 t n
Steamboat Springs, CO (80477, 80487, 80488) + 19 283 1 111
Vail, CO (81657, 81658) + 107 208 IL3SM
Ketchum, ID (83340) F~j 1 7e 158 121 I
i
- ! I
Breckenridge, CO (80424) - +4 s. tea I !
i
Avon, CO (81620) 53 129 a ;
Telluride, CO (81435) jT8M 67 101
Frisco, CO (80443) z 3 +os I I i
!
Halley, ID (83333) 1132 +s 79 i ®EatlnglDrinking
i ¦ Other Retail
Crested Butte, CO (81224, 81225) 66 h8 I ! 13 Finance, Insurance, Real Estate
Dillon, CO (80435) + 3 3+ ~s to O Service
1 N Construction
Silverthome, CO (80498) +X5 113 Other
Edwards, CO (81632) +2s3 +8 i ;
Snowmass Village, CO (81615) zs3 as 7
Winter Park, CO (80482) z>pz 2os+ ,8 Among selected resort areas in the Intermountain West, the Town of
Vail has the fifth largest concentration of business establishments
Sun Valley, ID (83353, 83354) +,s+3s ,ns (based on those business in the 81651 and 81658 zip codes),
behind Jackson Hole, Aspen, Park Gtr and Steamboat (1994 data).
Fraser, CO (80442) M.
Teton Village, WY (83025) .+!+f9
!
Brian Head, UT (84719)
I
13
3
t
Rate How. Important Each Additional Use For Town Lands Is To The Vail Community
Residents vs. Second Homeowners
Mean Rating
1 = Not At All Important / 5 = Very Important
1 1.5 2 2.5 3 3.5 4 4.5 5
Youth center 3.6
32 i
Performing Arts Center 3A
3.5
Conference Convention Center 3A
32
Indoor swimming pool 29 ¦ Residents-
13 Second homeowners
Family Fun Center 2.9
2.7
Community theatre
32
i
Skateboard park 27
12.1
j
2.7
Multi-purpose meeting rooms 2.6 i
Outdoor swimming pool 2.6
2.6
i
Gymnastics facility 2s
2.2 i
Second ice rink 2.1
2.0
Residents and second homeowners were asked to prioritize a series of potential improvements that
could be placed on Town-owned lands The most identified improvements were as follows:
Youth Center
Performing Arts Center
Conference/Convention Center
Community Theater
Family Fun Center
The residents of the Town are especially likely to favor youth-oriented improvements including o
"youth center; a 'family fun center' (billiards, bowling, indoor playground, video arcade), a
skateboard park and a gymnastics facility. Second homeowners, in contrast, favor a performing
arts center, a conference center and a community theater.
14
Vail Charette
November 11-14,1998
Notes and Final Report
Presented to the Vail Community Task Force
with assistance from the Vail Valley Foundation
and Vail Associates.
Wendy Wolfe
President
Markets with Wolfes, inc.
Contents
Executive Summary 3
Charette Participants 6
Structure of the Charette 7
Big Ideas and Ideas of all sorts 8
f
Charette Workshop Notes 10
I
tt
t
2
E
Executive Summary
On November 12 and 13 1998 a group of five experienced executives from companies outside the
Vail Valley participated in a charette to brainstorm ideas to distinguish Vail as the premiere
forward thinking mountain resort community in the. world. This was an initiative by the Vail
Community Task Force. The purpose was to seek fresh input and ideas from the outside to
generate community wide discussion and assist existing community processes in their planning.
What follows is a summary of the group's observations and main recommendations (Paraphrased
from the Nov. 13 report out to the Vail community).
THE PROBLEM
Vail's economy is based on the ski industry. Like many other mature industries, the growth of
the sport of skiing is flat, if not declining. Vail is a long-time established grandfather of all ski
resorts. There is a dangerous situation building as we look at Vail today. It is no longer the
sparkling new built for purpose, up-to-date ski resort. It is at a disadvantage to the instantaneous
appeal that newer resorts have. And there is no longer a naturally growing industry to draw from.
There are three choices to address the problem:
1. Re-capture and solidify the preeminent position (the largest percentage of the pie) in the ski
industry.
2. Grow the pie, reinvigorate the ski industry, introduce new markets to the sport and grow the
overall industry so that your percentage also grows.
3. Redefine Vail and its identity around future growth opportunities TBD recognizing that the
ski industry has reached full maturity and can no longer be the catalyst for growth.
NEED FOR A COMMON VISION
There is one more significant piece to this puzzle. The 30-year growth of the ski industry also
brought about a significant community that calls Vail home. The prominence of the Town of
Vail has become one entity. The Ski Company has become another entity. Both are key
stakeholders. But there is no shared vision between the two entities and no one person who is
working to bring the two entities together and move in the same direction. It is not crucial that
the two are always in total lockstep but it is critical that you communicate clearly and openly and
be visibly together. The two entities must have one very clearly expressed very commonly
understood vision of where you want to go, when you want to get there and what it looks like
when you're there. A leader must continuously reinforce the vision in an uncompromising
manner again and again and again. This will ultimately determine success or failure.
3
RECOMMENDATIONS
We recommend a focused effort on these two things-in this order.
1. Do everything in your power to recapture the preeminent position in skiing. You used to
have it. We don't think you have it today. You must make Vail synonymous with skiing. If
you don't focus on this pretty fast you could hit a pretty slippery slope and your decline in
position could evaporate faster than your ability to diversify and sustain yourself
economically.
2. The community has defined a list of initiatives. It is fundamentally important that action be
taken immediately. What is done is far less important than doing something. Whether it's
one thing or a collection of things or one medium to big thing. The entire list will not be
completed in one fail swoop, but there is a need to start an avalanche with a snowball. Stop
studying, stop second-guessing... start doing!
FOCUS STARTS WITH A CLEAR VISION
What is Vail's vision? Vail = skiing. This is what Vail is famous for...even in the summer. Can
it be a little broader? We considered two alternatives. Vail = snow sports, or Vail = mountain
sports. The recommendation was to focus on the core competencies. You must maximize what
you are famous for in all seasons. To continue to own it you must work creatively and diligently
on it all the time, even in the summer. Vail = skiing.
PUTTING THE VISION TO WORK
How do you make Vail = skiing?
1. Vail must provide the best ski experience, bar none.
2. Vail must be the employer of choice in town and on the mountain producing motivated,
satisfied, happy employees.
3. Vail must provide the best community amenities ...a combination of programs and facilities
that appeal to locals and guests demonstrating how a great ski mountain makes a great
community.
THE "DO NOTHING" ALTERNATIVE
The group called this, "The Parade of Horribles," or in other words, what might happen if Vail
doesn't take action. Three entries were identified in this parade...
1. Market share decline.
2. Increasingly unhappy employees.
3. A trend of becoming boring, old and un-hip.
It was the opinion of this group that this unfortunate "parade" has already stepped off'.
4 f
FINAL THOUGHTS
At the end of the charette the group was asked to complete this sentence, "If you could do I or 2
things to make Vail better I would..."
? Take the passion and channel it into a single focus.
? Anoint a leader, clearly empowered, charismatic. The leadership has to have courage.
? Set a deadline for solutions, act and communicate.
? Choose 3-5 positive benefits that can be implemented by the start of the season.
? Recognize Vail as the flagship ski resort.
? Have a group that thinks about nothing but the vision
? Create exceptional community benefits and programs... things that make Vail, Vail.
SPECIAL THANKS
A note of thanks to the Vail Community Task Force for initiating this project. It was successful
due to the hard work and persistence of this group to organize this charette in an objective manner
and allow the group to make honest and candid observations. Another note of thanks goes to the
Vail Valley Foundation and Vail Associates who covered the expenses for the charette. The
executives volunteered their time. We are very grateful to Mike Reininger, Judy Petersen-
Fleming, Bob Sullivan, Doug McGuire, and Amy Levek for their contribution of time and
creative thinking.
THE REPORT
The group brainstormed a number of relevant ideas beyond those discussed in the Executive
Summary and offered thoughts and recommendations on a range of topics. Those notes are
included in the following pages of this report.
j
t
l
5
Charette Participants
1. Michael Reininger, Senior Vice President and General Manager Leisure and Resort
Development, St. Joe Company, Jacksonville, Florida
Mike has extensive experience in entertainment and hospitality development. Prior to joining St. Joe
earlier this year, Mike was Vice President of Development for Disney Cruise Lines. In that role he
assembled and lead the team of designers who joined forces with one of the world's premiere cruise ship
builders in Venice, Italy to launch the prototype Disney Cruise Ship, the "Disney Magic." He was also
Director of Hotel Development for Euro Disney responsible for the design and construction of 5 hotels for
a total of 5200 hotel rooms which all opened on time on April 12, 1992.
2. Judy Petersen-Fleming, Co-Founder of Colorado's Ocean Journey, Denver, Colorado
Judy is an animal behaviorist who has worked at wildlife parks around the world. Her tireless dream to
bring an ocean to the middle of Colorado is soon to become a reality when Colorado's Ocean Journey
opens in Denver in June 1999. Judy has single handedly raised millions of dollars to fund the project and
has become a regular personality on 9News to tell the story of Ocean Journey. By opening, what once was
a dream will now be home to over 15,000 specimens of fish, mammals and birds. A simple, honest
philosophy sold a complicated dream..."If I am told ...I will forget, if I am shown, I will remember, if I
experience ...I will understand. Thanks to Judy, thousands of children in Denver will soon understand the
ocean.
3. Bob Sullivan, Executive Director Consulting and Strategic Planning, Broadcast Image
Group, San Antonio, Texas
Bob is a news and broadcast professional who works with television stations across the country to create
and manage effective newsrooms and competitive broadcast operations. His experience has taken him
across the country. Bob most recently managed a staff of 235 people at a television station in one of the
top news making cities in the country, Washington, D.C. He has also worked in newsrooms in Phoenix,
Jacksonville, Denver, Salt Lake City and Milwaukee and Madison Wisconsin. Bob spent two years on an
NBC Advisory Board, which helped with the creation of Dateline NBC.
4. Doug McGuire, Vice President Strategic Planning, Walt Disney World, Orlando,
Florida
Doug is a key executive involved in future plans and expansions for the parks, resort hotels and nighttime
entertainment entities that form the 43 square miles of the Walt Disney World Resort in Florida. Doug was
instrumental in the concept development and implementation of the Disney Institute, which was a departure
from more traditional forms of Disney entertainment. Doug was also involved in the latest park addition,
Disney's Animal Kingdom that opened earlier this year in Florida.
5. Amy Levek, Executive Director of the Telluride Council for the Arts and Humanities
and a member of the Telluride Town Council.
Amy, a planner by training, has served in a variety of positions since coming to Colorado 20 years ago.
She has extensive experience serving in both the public and private sectors. In 1987 she moved to
Telluride from Denver. She served as the Planning Director for the Town of Telluride for 6 years. Her
projects included the formulation of the Telluride Cultural Master Plan. Amy was also a part of the team
that evaluated potential performing arts center sites in the Telluride region. With the president of the
Telluride Ski and Golf Company, she co-chaired a citizens group that recently formulated the question that
obtained voter approval making land available for a performing arts center.
I
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6
Structure of the Charette
Wendy Wolfe, a brand development consultant and facilitator (bio information below) presented
the Vail Community Task force with a list of participants. The list was approved and invitations
went out the first of October. The five participants listed on the previous page accepted the
invitation. A package of advance information was sent which included the history of Vail, skier
trends and highlights from the Town Survey administered by RRC Associates, several recent
articles from consumer ski magazines rating ski resorts, and a collection of summer and winter
collateral materials.
The participants arrived in Vail on Wednesday, November 11. Vail Mayor Rob Ford and Rod
Slifer, representative of the Vail Valley Foundation, hosted the welcome dinner.
The group spent all day Thursday, November 12 touring the Vail Valley which included
Edwards, and Beaver Creek as well as a walking tour of Vail Village to Lionshead and a ride up
the gondola to Adventure Ridge. Dave Corbin,Vice President Vail Resorts Development
Company, Bob McLaurin, Town Manager, Diana Donovan, a long-time resident and community
at large member of the Task Force, and Russell Forrest, Director of Community Development for
the Town of Vail guided the tour. The Community Task Force hosted cocktails and dinner during
the second evening.
On Friday, November 13 the participants spent the day in a brainstorming charette facilitated by
Wendy Wolfe. During that session first impressions were discussed, the competitive landscape
was explored, ideas were generated and recommendations were offered.
The group presented results from the charette at the end of the day to the public at the Vail
Athletic Club. Chris Cares, Principal for RRC Associates, Robin Litt, Community Affairs for
Vail Associates, Chris Moffet, Community at Large Representative from the Task Force, and
Suzanne Silverthorn, Information Officer for the Town of Vail compiled notes. Those notes are
the basis of this final report.
Background information on the Facilitator
Wendy Wolfe is a consultant who specializes in entertainment and leisure brand development.
Prior to moving to Breckenridge, Wendy spent 9 years as a marketing executive with the Walt
Disney Company in Orlando and Paris. She also has extensive marketing experience in television
broadcasting through her work with Gannett who owns 9News in Denver and 20 other television
stations throughout the country. Wendy has facilitated numerous workshops to help
organizations discover the core strengths of brands and then leverage those strengths into a master
plan for the future.
7
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Big Ideas and Ideas of all sorts.
General
? Stop studying the problems. Get some Teflon pants and start acting on priorities. Start an
avalanche with a snowball.
? Play offense, not defense.
? Pick the battles you can solve.
? Celebrate the positives. Start every meeting by saying, "Isn't this a great place to live?"
Related to the Recommended Vision, Vail = Skiing
? Change the game. Focus on your uniqueness. Convince everyone. Find point of
differentiation.
? Hire a vision person for Vail. Go find that person. What a message to have a person that is
constantly articulating and standing up for the vision.
? To own skiing:
¦ Go after a bigger percentage of the ski market pie.
¦ Grow the ski market pie overall.
¦ Make a wall full of images of what you want to be and what it will look like.
? Stake a claim, i.e. the birthplace of skiing, the first real resort in America.
¦ Become the headquarters for the US Ski Team.
¦ Have R&D companies in the Valley and associated with Vail.
¦ 1-800 Technology
¦ Make decisions for the industry (Christmas in July).
¦ Celebrate the start of ski season in a big way ("Punxsutawney Phil") Ski season isn't
open until Vail says it is.
¦ Celebrate ski season in the off-season, make big deal out of getting ready (in shape).
¦ July ski school. Demonstrate new products, have camps.
¦ Create most unbelievable kids ski training facility in the world.
¦ Create activities that ensure that parents and kids have an equally good time together as
well as independent activities for the kids that they love thus allowing the parents some
adult vacation time.
¦ Work media connections.
? Create a sense of arrival on I-70. Let people know in a big way that they have arrived at the
greatest ski and mountain resort in the world. (Aspen - 400 miles, next gas - 700 miles!)
? Create criteria for lodging units to improve their appearance. Reward those who do by
recommending them in VA ads.
Community Focused
? What is youth oriented that is tied to skiing?
¦ Indoor mountain with indoor mountain bike track
¦ Bike testing area
¦ Kayaking
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? Enrichment programs
¦ Outdoors
¦ The "mountain" its.mystique, the science of avalanches, etc.
¦ Ultimate recreation program, a climbing wall that teaches you geology.
Accessible to locals and guests
¦ Change w/seasons
? Mountain activity center
¦ Highlights the birthplace of skiing/10`h Mountain Division.
? Become more unified with down valley for community amenities. Call it the Vail Valley
Swim Team instead of the Avon Swim Team.
? If you're going to-do a performing arts complex create something twice the size of the Vilar
Center and bring in bigger, well-known acts. Let the profits pay for a community facility.
Employees/Guest Service
? Train employees like New York cab drivers (sensitivity to guests).
? Elevate lifestyle of a "ski bum" make it desirable to be one.
? Understand all the things that are making employees unhappy and compile a list. A number
of them may not be that difficult to solve. Solve as many as you can.
? Design a college program something like Disney's. Kids come for 1 semester to work and
learn the hospitality business.
? Build a free parking lot off-site for employees and shuttle them in, if necessary. Take away
as many negatives as you can.
? A Valley wide recognition program. Give guests superstar pins or stickers to award to
employees in restaurants, shops, hotels, on the mountain, etc who provide exceptional
service. Reward employees who get most pins/stickers.
? Do an ad campaign focused on employees - show-off our employees.
? Vail should pay employees more than Beaver Creek, Breckenridge and Keystone to get the
best of the best at the flagship resort and to compensate for the hassle factor of getting to
work.
9
Charette Workshop Notes
Pre-Arrival Impressions of Vail
Before you arrived in Vail this time, what were your impressions of Vail?
? Big resort
? Resort for entertainment/recreation
? `70's
? Great skiing
? Expensive
? Service oriented
? Knows what it is, here for a purpose, grew up being a resort
? Granddaddy
? World Cup
? Mass appeal
? Lower end than Aspen and Beaver Creek
Impressions of Beaver Creek
? A different place than Vail
? Removed, separate
? Exclusive
? More attractive
? Quaint
? More controlled
? More unified attitudinally
? More focused
? Guaranteed a great vacation here. "I don't know what I'll get in Vail."
? Brand names I know - Hyatt - you know what you're going to get.
? More identity, physically pulled together.
? Every piece of communication supports a singular identity.
? Style of logo communicates a clear message.
? Beaver Creek is "of Vail, but not Vail"
Impressions of Aspen
? Celebrity
? Real Expensive
? Interesting diversity-quaintness/scale
? Compact-all there
? Lots of things to choose from
? Off the beaten path
? More sophisticated-more cultural
? More "surprises" in Aspen (positive)
Aspen: more natural beauty. Vail: more man-made, highway.
The end of the road is different than a wayside stop.
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*Vail-no sense of arrival. Aspen has the sense of entry - Absolutely, you sense it. Vail lacks it.
Aspen mountain-not as friendly skiing here. Aspen is more intimidating than Vail. Aspen is
New York on the mountain. It has an edge and attitude. You must dress the part.
Post-Arrival Impressions of Vail
Since you arrived this time and after the tour yesterday.
? Needs a focus
More concern since this visit and taking a closer look-it's really chopped up.
? Different areas that don't relate - all the parts seem to lose their focus.
? Line exists in Vail between Vail Village and Lionshead-its so linear.
You don't know where you are (all agreed with this).
People can navigate Vail Village, but you get lost in other parts of Vail.
Vail needs a focus. All of the entities in Vail (Town, VA, etc.) don't seem to relate. Areas in
town don't tie - Lionshead and Vail Village. Sharp contrast between the two areas - and "no
man's land" in between the two villages.
No true sense of a master plan... something that shows the vision for the Town and VA for the
next 10 years. There is not clear alignment. The town may be a little worried about "their
shadow."
There seems to be communication, maybe not agreement between Vail Town and Vail Resorts.
They don't seem to be pulling in the same direction. People in town don't like to recognize that
VA is the economic engine.
"You don't get the impression that there is a mechanism to unify."
"Turmoil" - work force is not into customer service. People are frustrated. You could feel it.
People are unhappy and unable to resolve it.
No sense of mechanism to unify.
Impatience and uneasiness about the future.
There's momentum, but misguided.
Vail Associates seems to have an agenda and they're moving ahead. Seems like there is a lack of
leadership.
Need more vision. Very fractionalized. There's not one vision for the valley.
Sounds like service is a huge issue here. Have to have and keep "cast" happy. Need good, happy
employees. Employee housing is related. If there were ever a lifestyle driven career choice, it
would be at a ski resort. Why don't you have a college program or a series of hospitality
programs where you could get college credit - stay for three months, place to live, provide
transportation. It would be cheap labor for Vail. Sonnenalp brings in Swiss exchange students -
has great service. Disney has 1200-3000 students at any given time on internship programs.
Workforce is changing, some expectations have changed.
11
Statement of purpose for Charette
What are we here to accomplish today?
1. Brainstorm ideas that could distinguish Vail as the premiere forward thinking mountain resort
in the world.
2. Offer thoughts on how ideas could be accomplished (financially, politically, practically)
3. Report out to the community at the end of the day.
What is Vail famous for?
? Skiing - variety, quality, upkeep on the mountain, getting around, miles of terrain.
? Best mountain - crowded day you can still "get away."
? Vail is a "brand" synonymous with skiing. Ask people to name 5 ski resorts and Vail would
come up. It's on everyone's list.
e Whistler - a great job with customer service, but it's a bit antiseptic.
? Being in Colorado-there is a Colorado mystique. Colorado is the hub of skiing.
What is Vail famous for in the Summer?
(Initial response was uncertainty, no response, had to think hard. Less obvious than the winter).
? Golf, mountain biking, hiking
? Aspen has music, food and wine, Aspen Institute. There is summer appeal when you think of
Aspen.
? Vail wouldn't make the list of top summer destination resorts. My kids would ask, "what's
there to do?"
? When you think of Vail in the summer you still tend to think of skiing first.
The only thing Vail has done better than anyone else is skiing. Nothing comes to mind for the
summer. You can get Rocky Mountain images anywhere: ballooning, rafting, hiking, etc.
Colorado isn't the first state that comes to mind with these activities.
*Branding issue-"Bravo" doesn't use the name, Vail. Right now Vail is not differentiated in the
summer.
Vail = Skiing
The discussion around what Vail is famous for lead to this idea ...Vail=Skiing
The group was challenged to consider if it could be broader than that.
Could...
Vail = Snow sports?
Vail = Mountain sports?
If Vail=Skiing there are key issues to address. Here's a way to look at it.
A fact: The ski industry is flat if not declining. There are three choices:
1. Get a bigger percentage of a constant or shrinking size pie.
2. Grow the pie and your percentage produces bigger numbers.
3. Redefine your position around future growth opportunities.
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After considerable discussion, the group unanimously recommended that Vail focus on its core
competencies; skiing. The focus should remain tight until all ideas have been maximized to re-
position Vail as the granddaddy ski resort, the flagship of all VA ski resorts, the season starter
and the ski technology authority. Focus on 1 & 2 before you drift off to #3.
Only after Vail has reached full potential on its core competencies should the focus expand to
something as broad as Vail = Mountain sports.
More about the Vision or lack of Perceived Vision for Vail...
"Is there a vision leader in Vail? It isn't apparent to us."
"No one can articulate a vision for Vail today. That needs to be changed fast."
VA and the Town must join forces, share a vision, and set priorities. You don't see Vail taking a
risk. It plays it safe. May have to start thinking differently You must have a crystal clear vision;
get people to believe in what you're going to do. A singular vision is what makes Disney work.
Myrtle Beach is defined by golf. From a political and business standpoint that area has gotten on
the band wagon from the way they operate the airport to the way they set tables they are focused
on a golf mindset. They own that business.
"You've gotta have a crystal clear vision - and you don't waiver from it. Get people to believe in
what you're doing, prioritize and involve the community. But, it takes leadership."
The leader doesn't have to come from VA or the Town of Vail.
(The example of Payne championing the Atlanta Olympics was cited as well as the renovation of
Times Square).
"You're getting ahead of yourselves if you build buildings unless you know what you want to be
when you grow up. If this is unanswered you could make mistakes."
Here it seems that as goes the mountain, so goes the town. VA and the town must have a hand-
in-glove relationship. You need trust. There must be stronger communication between Adam
Aron and Rob Ford. The leaders of each entity should be on the front page of the paper every day
even if they don't always agree. They must be constantly taking an active interest in the
community. The "greener grass" of other places that are successful (psychological concern of the '
Vilar Center) is distracting the community. When you get distracted you lose focus on what you
do well. The leaders must not let the community lose sight of the focus.
"Its great to get input, but a leader has to step up and say - `here's the plan.' You can't be all
things to all people."
Is Vail a Resort or a Town?
Reaction...
80% resort
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20% town
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You have to work very hard to balance town and resort if you want both.
The group saw the entire valley as the community. The reality is everything can't be self-
contained. "We heard it is ok for people from Gypsum to come to Vail for activities at Dobson,
but not ok if the residents of Vail have to go to Avon to use a rec. center. That doesn't make
sense to us."
"Suburbanization has occurred here. You don't need to duplicate services for locals. Create a
relationship between Vail and Beaver Creek for both synergy and competition. You don't' need
to duplicate what exists in Beaver Creek.
Vail's history has already occurred. It is first a resort. The focus should be on skiing, but not to
the exclusion of everything else.
"VA plays a big role in the community - not just the resort. Has to be seen as `giving back' to
the community."
The community must buy into the notion of interdependence. There has to be involvement and a
stake in the "marriage" between the Town and VA. There must be a greater willingness on both
sides to compromise.
"Reality: Vail exists because of the mountain. It's a resort first, a community second."
"There should be communication and integration of community activities with resort guests. I
feel a line. (while walking the transition from the Village to Dobson) I felt like I was stepping
into someone's back yard and the dog was going to chase me out."
If you disconnect the locals from the experience you lose something. (In the short time this group
was in town they heard several comments relating to an unhappy workforce. One local was
quoted as saying, "In Vail we have service with a snarl.") "From everyone we've talked to we
keep hearing about crappy attitudes and housing problems. Everyone is airing their dirty
laundry."
The Morale of the Community Affects the Disposition of Employees
"There is an underlying affinity for the mountains and the lifestyle. A passion for it. The minute
that breaks down, the passion deteriorates, the level of service will decline. If there is no
connection with the place, it becomes a hollow experience."
"Your greatest asset is your employees. You could have the greatest mountain in the world, but if
the employees are rude, I don't have to come back."
"Each employee is a valuable resource and needs to be treated with respect and value. You can't
treat employees as though they're replaceable. They need to feel valued."
"Every employee at Disney is presented with a potential career path."
14
Competition/Threats to Vail
? Utah Olympics
? Other Colorado resorts
? Spas
e Holistic experiences
? Beach
? Golf (Myrtle Beach, Hilton Head)
? Disney
? Adventure travel
? Cruises
? Anything that is hassle free, all inclusive, oriented to the family.
"Skiing is less of a hardcore activity today. A great mountain doesn't mean quite as much. Now
it's a heated gondola, ski school, food, etc.. A hot toddy is more important than a shooter fora
Vail guest. They've grown up."
Kids and parents need to equally have a good time together and with independent activities.
Test for Disney Cruise ship program development: The children's experience would be
considered successful if, by the end of the day, the kid would rather have dinner with new friends
made that day than go with the parents. That relieves the parent's guilt and liberates them all to
fully enjoy themselves.
The Vision Revisited
The group kept coming back to the vision. They were passionate that Vail must get this right
before they move on to anything else.
If Vail = Skiing, what would be the set of criteria that would guide us to fulfill this vision?
1. To provide the best ski experience, bar none.
2. Vail must be the employer of choice in town and on the mountain producing motivated,
satisfied, happy employees.
3. Vail must provide the best community amenities ...a combination of programs and facilities
that appeal to locals and guests demonstrating how a great ski mountain makes a great
community.
Get one or two exceptional benefits started. Things that make Vail, Vail. Identify and reinforce
them.
Ideas that would make Vail, Vail
? Stake a claim, i.e. the birthplace of skiing, the first real resort in America.
? Enrichment programs
¦ Outdoors
¦ The "mountain" its mystique, the science of avalanches, etc.
¦ Ultimate recreation program, a climbing wall that teaches you geology.
¦ Accessible to locals and guests.
¦ Change w/seasons.
? Mountain activity center that highlights the birthplace of skiing/ Ioth Mountain Division.
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If I could do I or 2 things to make Vail better I would...
? Take the passion and channel it into a single focus.
? Anoint a leader, clearly empowered, charismatic. The leadership has to have courage.
o Set a deadline for solutions, act and communicate.
? Choose 3-5 positive benefits that can be implemented by the start of the season.
? Recognize Vail as the flagship ski resort.
? Have a group that thinks about nothing but the vision
? Create exceptional community benefits and programs... things that make Vail, Vail.
The "Parade of Horribles"
What could happen if Vail doesn't take action?
? Lose market share.
? Increasingly unhappy employees.
? Could become irrelevant, boring, old, un-hip.
(It was the sense of this group that this "parade" has already stepped offl)
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16
CAPITAL PROJECTS FUND
5 Year Projection
Revenue 1999 2000 2001 2002 2003
Sales Tax 6,908,720 7,185,069 7,472,472 7,771,371 8,082,226
Lease Revenue 50,000 55,000 60,000 60,000 60,000
CDOT Reimbursement 300,000 900.000
Transfer from Parking Debt Service 876,731 875,457 875,098 876,729 876,469
Interest Income & Other 100,000 100,000 100.000 100,000 100,0 . 00
Total Revenue 729352451 8,215,526 82507,570 9,108,100 10,018,695
Equipment Purchases
1 Fire Truck. Replacement 377,000 -
Fire Truck Addition 377,000
Repower Buses 65,000 55,000 152,000 160,000
Replace Buses 2,020,000 1,525,000 1,480,00
800 MHz radio system 190.846 152,372 152,372 152,372 152,372
PBX System 200,000
Subtotal Equipment 455,846 961,372 2,172,372 1,829,372 1,792,372
Capital Maintenance
Bus Shelter Replacement 15,000 20,000 20,000
Street Furniture Replacement 10,000 10,000 10,000 10,000 10,000
Capital Street Maintenance 275,000 200,000 1,150,000 975,000 725,000
Facility Capital 67,000
Subtotal Capital Maintenance 367,000 230,000 1,180,000 985,000 735,000
Street Reconstruction
Lionsridge Area 2,700,000
Vail Valley Drive 175,000 2,600,000
East Vail - Bridge Rd 200,000 2,700,000
Subtotal Streets 2,700,000 175,000 2,600,000 200,000 2,700,000
Buildings & Improvements
Library Building Remodel 225,000
Remodel. Library work area 40,000
Com Dev Remodel 5,000
Main Vail Station Remodel 50,000
East Vail Station Improvements 65,000
Town Shop Improvements 2,100,000
Vail Fire Station 150,000 1,000,000 1,000,000 1,000,000 1,000,000
Subtotal Buildings/Improvements 535,000 1,000,000 1,000,000 3,100,000 1,000,000
Property Acquisition
Property Acquisition 1,500,000
Other Improvements
ADA Compliance 10,000 10,000 10,000 10,000 10,000
Street Light Improvement Program 40,000 40,000 40,000 40,000 40,000
Drainage Improvements 100,000 100,000 100,000 100,000 100,000
Fiber Optic Connection 15,000 15,000
Subtotal Other improvements 165,000 165,000 150,000 150,000 150,000
!Total
5 722 846 2,531,372 7 102,372 6,264,372. 6,377,372
Transfer to Parking - Deficit 665,000 726,000 657,000 676,000 737,000
Transfer to Housing Fund 0. , 0 500,000 400,000 300,000
Transfer for Debt Service 2,244,266 2,239,265 2,238,909 2,243,991 2,242,229
Total Expenditures _8,632,112 514962637 10,498,281 9,584,363 9,656, 01
Revenue Over (Under) Expenditures (696,661) 2,718,889 (1,990,711) (476,263) 362,094
Beqinnin Fund Balance 1,141,319 444,658 3,163.547 1,172,836 696,573
Ending Fund Balance 444,658 3,163,547 1,172,836 696,573 1,058,667
10CIP9A. WK4
11/13/98
IS
REAL ESTATE TRANSFER TAX FUND
5 Year Projection
1999 2000 2001 2002 2003
Revenue
Real Estate Transfer Tax 2,300,000 2,300,000 2,300.000 2,300,000 2.300.000
Golf Course Lease 105,876 109,582 113.417 117,387
Lottory •Rovonuo 121.496
25,000 25.000 25,000 25,000 25.000
Interest Income & Other 40,000 40,000 40,000 40,000 40,000
Recreation Amenity Fee 130,000 130,000 130,000 130,000 130,000
;Total Revenue 2 600 876 2,604,582 2 608 417 2 612 387 2 616 496
Expenditures
Annual Maintenance
Rec Path Capital Maintenance 110,000 115,000 120,000 125,000 130,000
Tree Planting 10,000 10,000, 10,000 10,000
Park, Path & Landscape Maintenance 10,000
509.000 568,000 593,000 617,000 642.000
Subtotal Maintenance 629,000 693,000
723,000 752,000 782,000
Recreation Pathlfrail Development
North Trail 100,000 100,000
Trailhead Development/ Signage 50,000
N Frontage Rd ( School to Interchange) 250,000
Katsos Ranch Bke Path Realign 101,000 90,000
Lionshead Nature Trail 175,000
Vail Valley Drive Bike Lane
South Trail 900,000
Frontage Road Bike Trail 50,000
Subtotal Pathways 1,000,000
501,000 365,000 950,000 1,000,000 0
Park Capital Maintenance
Stephens Park Improvements 50,000
Irrigation Control 20,000 20,000
Bighorn Park - Saftey Imp 60.000
Booth Creek Park - Saftey Imp
Ford Park Projects 75,000
Manor Vail Bridge 200.000
Interior Rec Path 325,000
Parking Lot 975,000
Frontage Road
East Access Roads 1,160,000
Central Trash 500,000
Soccer Field Stairs 105,000
Nature Center Bridge Repair 70,000
40,000
Subtotal Capital Maintenance 270,000 1,420,000
75,000 1,765,000 70,000
Park Development
New West Vail Park 300,000
Buffer Cr Park Expansion 150,000
Donovan Park - Lower Bench 750,000
Donovan Park - Middle Bench
Tract A -West 250,000
Subtotal Park Development 250,000
450,000 750,000 250,000 250,000 0
Open Lands
Butell
Snowberry 400,000
Subtotal Open Lands 135,000
0 0 400,000 0 135,000
Project Management 50,000
50,000 50,000 50,000 50,000•
Debt Service & Misc
Golf Course Note 340,432
Miscellaneous 500
Subtotal Debt Service & Misc 340,932,- 0 0 0 0
JiTotal Projects 2 240 932 3 278 000 2448 000 3,817,0 0
1 037 000
Revenue Over (Under) Expenditures 359,944
(673,418) 160,417 (1,204,613) 1,579,496
Beginning Fund Balance 1,746,398 2,106,342 1,432,924 1,593,342
388,729
Endin Fund Balance 2,106,342
1,432,924 1,593,342 388,729 1,968,224
10RCIPA.WK4
11/13/98
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' Statement of Purpose
Community leaders, sensing the serious nature of the economic, social and environmental challenges that face Vail, have
\ organized a concerted effort to plan for the future rather than wait for the future to happen. The focus of the plan is the near
future, and the objective is to make as much progress as possible during the next several years.
Given Vail's location, physical configuration, programs, facilities, human resources, recognized markets, and current product
orientation, overall community goals for the next several years should be:
1. To recognize that Vail is moving quickly from an economy based on recreation and real estate to a mature resort
community with a stronger more diverse economic and social base. Marketing the community and providing service
to guests remains extremely important.
2. To recognize and strengthen Vail's principal products and services:
• Quality of life
• Outdoor sports
• Social recreation
• Business and professional meetings
• Education and the arts
• The mountain environment
3. To set community direction through united leadership.
Reaching these broad goals will require achieving a series of other goals.
1. To develop, maintain and improve community support programs that sustain and enrich the lives of residents.
2. To assure continuing public and private maintenance and enhancement of major community products and
facilities.
3. To create or expand programs in undeveloped or new product areas.
4. To market and promote all community products within the framework of a community marketing program that is
coordinated when appropriate with regional programs.
5. To create a master plan that provides guidelines for action, establishes procedures for monitoring progress, and
recognizes the special needs of neighborhoods.
There are nine sections to the plan that have been developed by community and business leaders. The sections are Social/
Cultural/Educational, Parks and Recreation, Economic Considerations, Transportation, Community Design, Utilities/Public
Services, Water Use/Water Quality and Air Quality.
Social/Cultural/Educational Considerations
1. The community should improve communications with residents and guests.
• Establish central information clearing house
• Improve use of radio, community television and print media
• Place kiosks in key locations
• Continue improvement of guest relations programs
• Produce weekly and monthly community bulletins
2. Vail should develop and improve educational, recreational and social programs for children.
3. Vail should improve as an educational and intellectual cultural center.
• Promote Colorado Mountain College
• Research opportunities for attracting other educational institutions
• Promote seminars and conferences
• Develop facilities to provide for these activities
• Develop process and encourage art in public places
4. The Vail Town Council should appoint an ad hoc six-month committee to study the desirability of establishing a
permanent committee on arts and education that would develop art and education programs for community
enrichment and for economic development.
5. Programs should be encouraged that develop the human, spiritual, physical, social and mental resources of the
community.
• Support drug awareness and education programs
• Support mental health programs
• Support other social programs
Parks /Recreation
1. Vail should make every effort to maximize the use of its recreational facilities and resources.
• Comprehensive use plan for Dobson Arena
• Bike paths
• Gore Creek and other streams
• Vail Mountain
• Forest Service lands
• Cross-country trails
• Eagle County schools
• Eagle County
• Parks
• Open Space
• Tennis facilities
_-_...,......-..--I-'-- a,. v..,1 auu ~~wuau Navuavac uac acu cauvama
product effectively.
• Produce recreation guide
• Encourage recreational events that provide national and international stature.
3. Vail should develop a parks and recreation master plan.
• Ford Park is the top priority.
4. A short-term commission should be created to:
• Evaluate the economic potential of greater use of Dobson Ice Arena
• Research the potential for expanding recreational opportunities (e.g. Olympic training facilities, sports medicine)
• Evaluate advantages and disadvantages of establishing a recreational board
• Explore creative ways of funding recreational programs and facilities
5. Vail should provide relatively undeveloped open spaces accessible to the core areas (e.g. walking paths and benches
along Gore Creek, conversion of portions of those paths to cross-country ski trails).
Economic Considerations
1. New growth and revitalization are essential to the continued success of Vail.
• Hotel rating system
• Neighborhood planning and upgrading
• Special improvement districts
• Community incentives and awards programs for upgrading of buildings and sites
• Other rating systems to evaluate community products and facilities
2. Develop a comprehensive marketing program.
3. The summer season should be significantly developed and promoted.
• Maximize current summer programs, opportunities and facilities
• Study new summer programs, opportunities and facilities
• Set up marketing programs to promote the summer season
• Survey summer guests
4. The shoulder seasons also should be significantly developed and promoted.
• Expand shoulder season educational and cultural activities
• Encourage complimentary alternative business
• Identify and promote opportunities for recreation, shopping, etc.
• Survey shoulder season guests
5. Study the feasibility of an economic development commission to organize efforts to direct this activity.
• Town of Vail, Vail Associates, Vail Resort Association and other interested people represented (5 members)
• Economic information
• Study summer economy
• Study the feasibility of building a convention facility
• Develop a reliable economic data base
• Define the role of municipal government in economic development
6. Employees who provide goods and services to guests should be trained to promote Vail's recreational opportunities.
Transportation
1. Streets, drainage, bike paths, street lights, and signs should be maintained, upgraded and completed. 7'~!
• Develop ways to finance street improvements
2. Vail should continue to have a high quality bus system and should look for long-term funding.
3. Transportation problems should be studied, solutions found and implemented.
• Develop master circulation plan for Gore Valley
• Four-way stop
• East Lionshead Circle
• Golden Peak
• East and West Vail Interchanges
• Service and delivery vehicles in Vail Village
4. The Town should continue to review the need for additional parking.
5. The Town should continue to explore fixed systems of transportation and other systems to determine the economic
feasibility of using these systems in Vail Village and Lionshead.
6. Transportation links between Stapleton Airport and Vail should be strengthened and promoted.
i. The feasibility of implementing a transportation system for the upper Eagle Valley should be further explored.
8. The problems and opportunities of transporting people to Colorado and Vail by air and rail should be explored.
9. A ion-term funding mechanism for transportation systems should be provided.
10. Develop strong and effective relationship with Colorado Highway Department to resolve problems on Interstate 70 and
the frontage roads.
r^,
r Community Design
1. Detailed physical planning should take place to insure planned, informed decisions about land use.
• Develop a comprehensive series of plans: Gore Creek and its tributaries, master plan and landscaping plan for the
entire Gore Valley, master plan for Vail Mountain, landscape plan for Town of Vail, master plan for parks and
recreation, neighborhood and land use plans.
• Create design guidelines for the community and for neighborhoods.
2. Upgrading and remodeling of structures and site improvements should be encouraged.
• Stimulate community awareness
• Incentives
3. The Town of Vail should make long-range plans to meet needs for employee housing.
4. A process should be established for defining neighborhoods and for planning neighborhood improvements.
• A sense of neighborhood identity should be fostered
• Inform neighborhoods of zoning and land use decisions
• Set up private/public joint ventures for improvement
5. Maintenance and upkeep should be a priority of property owners and of the town.
• Completely finish site improvements and landscaping
• Create special improvement districts
6. The Town of Vail and Vail Associates should formalize Vail Associates' dedication of land to the Town.
7. The Town should continue to preserve unique natural features as open space or park land to enhance the quality of life
in Vail.
8. When pine bark beetles, Canadian thistles, or other natural infestations threaten the environment, the Town should
set up a preventative program.
• Reforestation plan
9. Acquiring key parcels of land through the purchase of development rights, fee simple gifts or purchases financialh.
feasible and other measures should be a Town priority.
10. Landscaping and signs that complement the environment should enhance entryways to the Town and to neighborhoods.
11. The community should stimulate activity and improve ambience within the core areas.
• Street lighting
• Streetscape planning and design
• Street events, entertainment and special events
• Aesthetic and effective signage
Utilities/Public Services
1. All new utility distribution and service lines should be located underground and the Town should work with utility
companies to bury all above-ground lines.
2. The Town should continue to work with utility companies to develop contingency plans that can be used when there are
power outages or when various utility systems are unavailable.
3. The Town should institute a system to regulate the design and placement of all utility systems for safety, aesthetics, and
other factors affecting the welfare of the community.
4. The Town should continue to supply the various public service companies with development statistics and other data
so the companies can measure present and future demands.
Water Use/Water Quality
1. Surface water, underground water, and related ecosystems should be protected from depletion and degradation.
2. The Town should continue the use of water saving devices and techniques in existing and proposed developments.
3. The Town should make the strongest possible efforts to keep Gore Valley water for the Gore Valley.
4. Minimum stream flows should be determined and maintained.
5. Reservoirs and other water projects should promote the most beneficial, efficient use of water resources.
6. The Town should work with the Colorado Division of Wildlife to improve the fish and wildlife habitat of Gore Creek
and other streams within the Gore Valley.
• Gold medal stream designation for Gore Creek
7. The Town should continue to work with the Upper Eagle Valley and Sanitation District to ensure the efficient, cost
effective provision of water and sanitation services.
p Air Quality
1. The Town should continue to monitor air quality in the Gore Valley and, when deemed appropriate and necessary.
should study and implement measure to control air quality.
Thanks to the task force members, Town Council, Planning and Environmental Commission, citizens of the community and
Town staff who have spent many hours working on developing this plan. Success of the plan will be in implementation of the
policies over the next few years.
Town !Manager Community Development Director
Thursclay
INTERNATIONAL, QUOTE OF THE DAY
y SPORTS
U.S. reports
400 Iraqis "That was a fringe benefit"
Kevin Kaneda
captured takes town
- (A senior U.S. official on cap- ski title
Page 17 ture of some 400 Iraqi troops) l S?r"'fig
" 4 9 Page 22
Serving Eagle Cbunty Volume Xl, Number 43
Tuesday through Sunday
February 21, 1991
Vail,_D i Yi
Affordable housing
is Vail' s top priority
built on town-owned land. Lapin vg4ti * - f [
By Scott Taylor
said he would support using a site .v apt
taays~xwa~ east of the Public Works Shop and 4~ a
Y T
Affordable housing and a long along South Frontage Road near
range strategic plat[ have emerged Donovan Park for affordable hous- r
as the Vail Town Council's most ing. • .
important goals in 1991. Councilwoman Peggy Osterfoss
The council discussed environ- said housing for the government's'
mental concerns, planning issues employees wouldn't touch the
and finances Tuesday at the town's need.
council's annual goal-setting ses- "We need a joint project with the
sion. private sector, specifically Vail As-
Town Manager Ron Phillips sociates," Osterfoss said. "We need
wrote each town council member's some housing for people in the
priorities for the coming year on a town in addition to just our
piece of paper. Council members employees."
then voted for the most important A long range, valley-wid:,' 1
items on the list strategic plan was the next most '
Town-built affordable housing important item mentioned. It had .
arose as the biggest concern, draw- unanimous support -seven votes
ing priority votes from all of the - among council members.
council members. Lapin said he envisions a day x '
Councilman Merv Lapin said the when there will be one city from
town should focus on affordable East Vail to Edwards.
housing built by the town for town
employees. The housing should be Plene see Oo•tr page to r
Vail • t F ;r•
t +7 t.
1991 t:.•. Y. Ti." :~i,
The-Vail Town Council's top nine long-range goals, as
per the 1991 Goal Setting Meeting Feb. 19,
:j Establish affordable housing within the town limits.. ?:.f t~.
VL.) Enlist'help from other Eastern Eagle County entities to ,
create a long-range, valley-wide master plan. P; .
V.) Build a' new police department building, possibly in the M ~ , 4
Lionshead parking structure. Funding for the building may have
to come from a Nov. 1991 tax referendum.
~ 4) Continue summer marketing program and help market
winter to insure Vail keeps its share of the skiing market.
V5:) Create a Lionshead area master plan, similar to the Vail > rr , A L s= _
Village,master plan, to coordinate future planning, design and .
development issues.
LZ.)Deal with environmental issues, including air quality and F~ V•sDs;tytaautakcayuho.m
Y r quality and quantity problems.
dal with private physical facilities, What a day'.
ontinue Vail's tree planting program along 1-70 and the
Frontage Road, but include other areas of the town. Daniel Orsine, Chase Aimes, Will Hunzicker and Matt Hibbard enjoy the sunshine Wednesday on
VBegin acting upon recommendations from the town's the top of April Vous with Mount Holy Cross looming in the background. All four are locals who-
Transportation Master Plan: said yesterday was one of the finest skiing days this season.
Quincy Jones brings home six Grammy awards.
Thursclay
INTERNATIONAL, QUOTE OF THE-DAY SPORTS
U.S. reports a
"That was a fringe benefit." Kevin Kaneda
400 Iraqis
captured takes town
- (A senior U.S. official on cap- ski title
Page 17 ture of some 400 Iraqi troops) S!+t"'~'~
Page 22
~ AV
Serving Eagle Cbunty Volume XI, Number 43
Tuesday through Sunday
February 21, 1991
Va,
Affordable housing - y a
is Vail's top priority r~
built on town-owned 'land. Lam
ByLWlys~wnwlor said he would support using a site
f`"'s x
east of the Public Works Shop and
Affordable housing and a long along South Frontage Road near
range strategic plan have emerged Donovan Park for affordable hous-
as the Vail Town Council's most ing.
important goals in 1991. Councilwoman Peggy Osterfoss
The council discussed environ- said housing for the government's
mental concerns, planning issues employees wouldn't touch the
and finances Tuesday at the town's need.
council's annual goal-setting ses- "We need a joint project with the
sion. private sector, specifically Vail As-
Town Manager Ron Phillips sociates," OsterfosS said. "We need
wrote each town council member's some housing for people in the
priorities for the coming year on a town in addition to just our
piece of paper. Council members employees."
then voted for the most important A long range, valley-wide
items on the list. strategic plan was the next most
Town-built affordable housing important item mentioned. It had
arose as the biggest concern, draw- unanimous support -seven votes
ing priority votes from all of the - among council members.
council members. Lapin said he envisions a day 'k
Councilman Merv Lapin said the when there will be one city from
town should focus on affordable East Vail to Edwards.
housing built by the town for town
employees. The housing should be plus u coau page 10
.
Vail • Council
9 't
1991 Long Range Goals
The Vail Town Council's top nine long-range goals, as { : f
per the 1991 Goal Setting Muting Feb. 19,
1.) Establish affordable housing within the town limits. 1•' s
f2.) Enlist•help from other Eastern Eagle County entities to
create a long-range, valley-wide master plan. X
tO.) Build a new police department building, possibly in the
Lionshead parking structure. Funding for the building may have
M K
to come from a Nov. 1991 tax referendum
t/j Continue summer marketing program and help market
winter to insure Vail keeps ffsshare of the skiing market.
V5.) Create a Lionshead area master plan, similar to the Vail A , r r:, . 1, 9y r
Village.master plan, to coordinate future planning, design and
development issues. a a
t 6.)Deal with environmental issues, including air quality artd' Vag Daly Pavidk Cotquta~ii
tqr quality and quantity problems. a day!
2a1 with private physical facilities, a -
What Vail's tree planting program along 1-70 and the
Frontage Road, but include other areas of the town. Daniel Orsine, Chase Aimes, Will Hunzicker and Matt Hibbard enjoy the sunshine Wednesday on
VBeginacting upon recommendations from the town's the top of Apra Vous with Mount Holy Cross Looming in the background. All four are locals who.. ,
Transportation Master Plan. said yesterday was one of the finest skiing days this season.
Quincy Jones brings home six Grammy a wards .
Y I
4IL
TOWN OF INFRASTRUCTURE
STRATEGY
PROVIDE FOR THE CONSTRUCTION AND MAINTENANCE OF PUBLIC INFRASTRUCTURE NECESSARY TO MAINTAIN AND ENHANCE THE QUALITY
OF LIFE FOR RESIDENTS AND ENHANCE THE QUALITY OF THE EXPERIENCE FOR OUR GUESTS.
Objectives
a. Prepare a balanced Five Year Capital Projects budget which prioritizes and funds TOV capital needs.
b. Identify and fund capital maintenance necessary to maintain existing infrastructure.
C. Identify and construct capital improvements necessary to enhance the 1999 Ski Championships.
TOWN OF VAIL
COMMUNITY COLLABORATION
STRATEGY
EXERCISE COUNCIL LEADERSHIP TO IMPROVE COMMUNITY DIALOGUE AND FOSTER A MORE COLLABORATIVE COMMUNITY.
Objectives
a. Foster a collaborative community decision making process that allows for continuity in public decision making and implementation of decisions.
b. Improve community dialogue and participation in the creation of programs and policies that enhance our community's quality of life.
c. Build trust and credibility through open, honest and fair decision-making practices by the TOV as measured on the annual community survey.
d. Identify needs, values and concerns of the community audience segments by monitoring media, direct feedback, neighborhood meetings and surveys.
e. Articulate key community goals and issues through a community newsletter published twice per year and mailed to all households in Vail.
f. Create through a strategic communications program that targets all audience segments that eliminates the validity of 11th hour protests an environment of
informed community consent on major public decisions
1y
TOWN OF VAIL
LOCAL HOUSING
STRATEGY
FACILITATE THE PROVISION OF A RANGE OF HOUSING OPPORTUNITIES WHICH WILL PROVIDE THOSE WHO WORK IN VAIL AN
OPPORTUNITY TO LIVE IN VAIL. LOCAL HOUSING INCLUDES OWNER-OCCUPIED DEED RESTRICTED UNITS, LONG TERM RENTAL
UNITS AND SEASONAL UNITS. THE BASIS FOR THE TOWN'S INVOLVEMENT IS TO MAINTAIN AND ENHANCE SENSE OF COMMUNITY
AND TO HELP SUSTAIN THE VIABILITY OF THE LOCAL ECONOMY. WHILE THE CURRENT HOUSING SITUATION IS CRITICAL, THE TOWN .
OF VAIL IS NOT SOLELY RESPONSIBLE FOR SOLVING THIS PROBLEM. THE TOWN OF VAIL WILL FACILITATE THE PROVISION OF
HOUSING AND WILL PARTNER WITH THE PRIVATE SECTOR AND OTHER GOVERNMENTAL ENTITIES TO ADDRESS THIS PROBLEM.
Objectives
a. Enable 62% of employees working in Vail to live in Vail by the year 2010.'
a. Identify and implement a dedicated funding source to fund affordable housing by 6/30/98 in partnership with the community.
b. Initiate construction planning for at least 50 affordable housing units in 1998, based on the outcome of the siting public process.
c. Identify alternatives for maintaining Timberidge as rental housing by May 1998.
d. Revise design standards for deed restricted affordable housing by June 1998.
e. Identify alternatives for constructing housing on the Vail Village and/or Lionshead Parking structures by March 15th.
This requires the creation (either through new construction or purchase of existing units) of 1600 beds for local employees.
Housing - 211198
4VAIL
TOWN OF ECONOMIC STABILITY
STRATEGY
PROMOTE A STRONG, VIABLE LOCAL ECONOMY THROUGH A PARTNERSHIP WITH THE PRIVATE SECTOR. THE LOCAL ECONOMY
SHOULD HAVE A SOLID ECONOMIC BASE AND REASONABLE RATE OF GROWTH. THE TOWN WILL WORK TO STRENGTHEN VAIL'S
ECONOMY WHILE MAINTAINING ENVIRONMENTAL AND DESIGN EXCELLENCE.
Objectives
a Increase the number of live beds in the Vail Village and Lionshead.
b. Work with the private sector to improve the quality of existing bed base.
C. Work with the private sector to increase taxable retail sales by 3.5% annually.
d. Improve customer focus and service as measured by.
e. Encourage special events and create festive retail opportunities.
f. Facilitate a permanent funding source for marketing.
TOWN OF VAIL
TRANSPORTATION
STRATEGY
PROVIDE FOR THE SAFE AND EFFICIENT MOVEMENT OF PEOPLE AND GOODS WITHIN THE TOWN. THE TOWN IS COMMITTED TO A MULTI
MODEL TRANSPORTATION SYSTEM WITHIN THE TOWN OF VAIL.
Objectives
a. Improve the efficiency of the TOV Transit System.
b. Work with the Regional Transportation Authority to improve the efficiency and effectiveness of the Regional Transportation System.
c. Work to provide for the efficient delivery and distribution of goods in Vail Village and Lionshead.
d. Provide for the safe movement of bicyclists and pedestrians within the TOV and in the region.
e. Identify new technology for the TOV transit system that will improve travel time and reduce operating costs.
f. Reduce the noise Impacts associated with Interstate 70.
Transportation -1/1/99