HomeMy WebLinkAbout2010-01-19 Agenda and Support Documentation Town Council Work Session VAIL TOWN COUNCIL
WORK SESSION AGENDA 07a
7M
VAIL TOWN COUNCIL CHAMBERS
75 S. Frontage Road W.
Vail, CO 81657
1:00 P.M., JANUARY 19, 2010
NOTE: Times of items are approximate, subject to change, and cannot be relied
upon to determine at what time Council will consider an item.
Public comments on work session item may be solicited by the Town
Council.
1. ITEM /TOPIC: 2010 -2011 Visioning Process. (3 hrs.)
PRESENTER(S): Town Council / Stan Zemler
2. ITEM /TOPIC: Adjournment. (4:00 p.m.)
a. Frontage Road Parking Pass Update Attachment
b. Daily Occupancy Report Attachment
c. GOCO Grant Information Attachment
d. Guest Satisfaction Survey Update Attachment
e. Arosa Drive Duplex Subsidy Update Attachment
NOTE UPCOMING MEETING START TIMES BELOW:
(ALL TIMES ARE APPROXIMATE AND SUBJECT OT CHANGE)
THE NEXT VAIL TOWN COUNCIL REGULAR WORK SESSION WILL
BEGIN AT TBD, TUESDAY, FEBRUARY 2, IN THE VAIL TOWN COUNCIL
CHAMBERS.
FUTURE AGENDA ITEMS:
Joint TOV & VRD Work Session
Joint TOV & ECO Work Session
Dobson Roof Follow Up (Spring 2010)
Town Owned Housing Update
Lighting Master Plan
Loading & Delivery Camera Recording System
Bio -Mass Plant Grant Application Update
Ford Park Parking
ANTICIPATED 02.02.10 AGENDA ITEMS:
Vail Reinvestment Authority
CIRSA Liability & Quasi Judicial Training by Tami Tanoue (CML)
to include PEC & DRB.
Transit Center Financing and Operating Plan
Adoption of 2010/2011 Strategic Plan
Lapsed Time Development Projects
Code Revisions
ANTICIPATED 02.16.10 AGENDA ITEMS:
Community Survey
Review West Vail Fire Station Progress
DRB Notification
Ova"
7M
VAIL TOWN COUNCIL AGENDA MEMO
MEETING DATE: January 19, 2010
ITEM /TOPIC: 2010 -2011 Visioning Process.
PRESENTER(S): Town Council / Stan Zemler
ATTACHMENTS:
01.19.10 Visioning Document
2020 State of Vail
2020 Trends
20/20 Aprroved Strategic Work Plan
2009 Vail Economic Indicators
TOtiVN0HAL' VISIONING SESSION
To: Vail Town Council
From: Stan Zemler, Town Manager
Subject: Visioning Session
"If you don't know where you are going you might end up someplace else."
- Casey Stengel
At the December 8, 2009 Biennial Town Council Retreat the Town Council initiated a
discussion about Vail's future. This discussion was to be continued at the January 19
meeting. Please remember we concluded a two year strategic plan at the retreat. The
purpose of this exercise is to begin charting a course for Vail's future.
Attached to assist with this conversation are:
1) State of the Vail 2006 Report
2) The Future of Vail
3) The Vail 20/20 Report
4) MTRIP Data
The Vail 20/20 Focus on Future document contains vision statements for Environment,
Eecreation, Land Use, Housing, Transportation, Economy and Community Services.
This vision was adopted in 2007. Also the Transportation Master Plan, Environmental
Plan, Economic Development Plan, Vail Village Master and LionsHead Master plans
have all been adopted by the Town Council and each establishes future direction.
The Town of Vail has had the good fortune of experiencing a significant redevelopment
guided by a series of plans and master plans. This redevelopment "sets the table" for the
next number of years. But what happens next? Who do we want to be? What are we
missing and what do we need to do to succeed in the future?
After the Town Council helps determine where "we want to be" the staff will revise the
20/20 Action Plan, and seek public input where appropriate in collaboration with
Council.
From the last Council dialogue the following questions are recommended for discussion:
1) Preservation of Character — "Postcard Image"
1
Question No. 1: What is your vision of the "Postcard Image ?" What are its
characteristics? Are we going in the right direction? What should we continue
doing? If not, what would you propose to change?
2) "Vail is a well rounded community."
Question No. 2: What is your vision of a Vail as a well rounded community?
What are its characteristics ? Are we going in the right direction? What should we
continue doing? What would you change?
3) "Vail = Premier No. 1 Winter Resort."
Question No. 3: What's your vision of Vail as the No. 1 resort? What is your
measurement of success? Are we on the right path to achieving and maintaining
this position? What should we continue doing? If not, what would you change?
4) Scale and Rate of Growth.
Question No. 4: What is your vision for the scale and rate of growth and
redevelopment? What are its characteristics ? Are we on the right path? What
should we continue doing? What would you change?
5) Economic Sustainability.
Question No. 5: What's your vision of an economy that sustains the Town of
Vail's service levels and capital requirements? What should we continue doing?
Are we on the right path? If not, what would you change?
2
1
State of Vail
2006
y p
Prepared by the Town of Vail
and
RRC Associates
with assistance from
Eagle River Water and Sanitation District
Vail Resorts, Inc.
Vail Valley foundation �7
T
1 -2 -1 \n
l 1 !
Introduction I
Vail is embarking on a critical community planning effort called "Vail 20/20: Focus On The Future." As
a part of this planning effort, the Town will hold two public meetings: the first to identify a commonly
held set of community values and the second to contemplate the future of Vail. The eventual goal of
the Vail 20/20 effort is to detail specific actions for the next thirteen years in areas including the
environment, housing, transportation, culture and social issues, land use, recreation and the economy.
The final product of this effort will be a strategic plan that provides a framework for future decision -
making by detailing specific directions, or actions related to each topical area discussed. The
community input solicited at the outset of this process will help ensure community support for future
projects. The plan will also aid in integrated decision making: i.e., decisions that are made regarding
land use policy within the Town„ take into full account the effect on transportation, housing, and
economic strategies and vice versa. This will help save time and money through more coordinated
project management, It will also improve effectiveness and efficiency in capital and operational
budgeting by ensuring the Town's annual budget supports a strategic plan and the set of values the
community identified. This process may also help to leverage other private and public dollars to
implement shared goals.
The purpose of this document, entitled "The State of Wail 2006 ", is to provide an informative snapshot of the
current situation in Vail regarding demographics, land use, economy, housing, recreation, environment and
culture. Additionally, the link between Town -wide and regional issues is important to recognize and is
discussed in each section of this document. Vail's decisions not only affect the Town's future but also the rest
of the region and vice versa. Connections between topics are discussed briefly at the end of the document, and
are integral to understanding necessary tradeoffs between topic areas.
Demographics
One important issue to recognize is the rapidly changing demographic profile of residents within the
Town of Vail. This trend was made clear in 2000 by the U,S. Census results, and has accelerated since
then. Vail's demographics may be summarized as follows:
• Vail's current year -round population is approximately 4,800 residents. The Town has about
6,400 total housing units. The Town's permanent population occupies about 2,300 housing
units (37 percent of all units) with the remaining units vacant part of the year (about 63
percent); these are typically occupied by part-time (seasonal) residents.
• Vail is a Town with relatively small households (2.09 persons compared to the Eagle County
average of 2.73), which are unlikely to contain children. Only 13 percent of Vail households
have one or more persons under 18, compared to 35 percent for the County as a whole, and
46 percent in Eagle. The data suggest that many of Vail's former resident families as well as
large segments of the local work force are now living west of Vail and commuting to work in
Vail.
1 -2 -2 \n
• Figure 1 shows Vail having the smallest increase in total households and family households
from 1990 to 2000 compared to Avon, Eagle County and Eagle. While the other jurisdictions
increased the number of families with at least one person under 18 from 1990 to 2000, the
Town of Vail decreased.
• Vail is considerably older than most of the rest of Eagle County, with only 11 percent of the
population in Vail under the age of 19 (compared to 26 percent in the County and 32 percent
in the Town of Eagle). About 21 percent of Vail`s population was over the age of 50 in 2000
compared to 15 percent for Eagle County.
• Vail is relatively well educated (61 percent have Bachelor's or higher degrees compared to the
County average of 43 percent).
• Perhaps surprisingly, Vail has lower median household incomes than the County ($56,680 in
2000 compared to $62,682 for the County),
• Significantly, Vail is increasingly being influenced by the part-time resident population that
dominates the community at certain times of the year. Studies indicate they may be spending
more time in their Vail residence than their "primary" place of residence. In many cases, these
homeowners are also considering retiring to Vail. In the future, Vail will be older, more
affluent and educated and even less likely to contain children if current trends continue. In
conjunction with the trend of increasing part -time residents is a growing service community to
support homes and residents.
• The Town of Vail is the slowest growing municipality in the County, losing its population
below age 45, and growing its population that is over age 45. Avon is consistently the fastest
growing community through the decade.
• Recent estimates of population growth provided by the State of Colorado anticipate growth in
Eagle County from about 50,000 residents in 2005 to almost 90,000 residents in 2030.
Growth in the three - County region that includes Eagle, Pitkin and Garfield counties is
projected to grow from 115,000 in 2005 to 246,000 in 2030.
200% ■Vail
■ Eagle County
p Avon
150% ® Eagle
100%
50%
0%
Total Househokls Family househol�s
-50%
Source. U5 Census Bureau 1990 and 2000
Figure 1: Change in Household Characteristics
1990 - 2000 Percent Change
1 -2 -3 \n
L
-
land Use I
At ten miles long, at most, one mile wide and surrounded by the White River National Forest, land is
scarce in the Town of Vail. The Town is currently undergoing major redevelopment with Vail's Billion
Dollar Renewal that includes both public and private projects throughout Vail Village and Lionshead.
Land use within the Town is largely guided by the Town of Vail. Comprehensive Plan, which comprises
a number of adopted documents, some of which were adopted as long ago as 1979, and all of which
designate legislated and preferred land use within the Town. The Vail Land Use Plan, which is part of
the Comprehensive Plan, was adopted in 1986 and is intended to serve as a basis from which future
land use decisions may be made within the Town of Vail. Within the plan, general types of land uses
are defined which are then used to develop the Vail Land Use Map. The Land Use Plan was not
intended to be regulatory in nature, but was intended to provide a general framework to guide
decision- making. Land use is legally controlled by the Zoning Regulations, or Title 12 of the Vail Town
Code.
Current Situation
• There is a total of approximately 3,000 acres within the Town of Vail, 1200 of which are
developable acreage.
• 1 -70 and the Frontage Roads occupy over 500 acres, or one -sixth of the land
within the Town of Vail,
• Figure 4 shows a comparison of the current number of dwelling units,
accommodation units (hotel rooms), and employee housing units to the anticipated
units (includes under construction, approved, under review and potential
units, as detailed later in this section),
Vacant Land
• 135 parcels, or 198 acres are privately owned vacant land.
• 149 parcels, or 979 acres of land is owned by the Town of Vail.
Of these, 104 parcels, or 874 acres, are vacant land (includes Golf Course and Soccer
Fields).
_1 Of the vacant land owned by the Town of Vail, 84 parcels, or 863 acres, are zoned
Agriculture and Open Space, Natural Area Preservation District, or Outdoor Recreation, our
most restrictive zone districts. This number also includes Ford and Donovan Parks, which
are zoned General Use.
n Of these vacant and restricted properties, 556 acres are Town -owned land that is
designated open space and are restricted from improvements..
1 -2 -4 \n
Developed Land w M
• Residential: There are approximately Figure 2: Percentage of Total
6,440 dwelling units in the entire Town. Residential Square Footage by
Nine percent (9 %), or 624 units are deed - Neighborhood
restricted employee housing units. A total Golf Course 5°.
of 1,520 households in Vail are occupied Vail Village 22%
with residents working in Wail. There is
almost 11 million square feet of residential east Vail sa%
in the Town, up 3 percent from year 2000. Lionshead II%
Cascade Village 3%
West Vail
19% Sandstone 10%
• Commercial: There is over 2.5 million Figure 3: Percentage of Total
square feet of commercial space in the Commercial Square Footage by
Town of Vail, including 1.2 million square Neighborhood
feet of hotel /lodging.
East Vail Golf
7% Course 1%
West Vail Vail Village
20% 26%
Sandstone
6 4 /°
Cascade Lionshead
Village 701. 33%
Under Construction or Approved
• Total net (what is under construction minus what was there before) currently under construction or
approved applications to be constructed as of July 2006: 399 dwelling units, 83 fractional fee units,
a loss of 34 employee housing units (some developments will build employee housing units at a later
date), 89 accommodation units (hotel rooms.) This represents 998,278 square feet of residential (not
including hotel rooms) and over 140,000 square feet of commercial space.
1 -2 -5 \n
L
�
P posed in t e R Pin )
+ Net currently proposed major projects that are undergoing development review as of July 2006: 38
dwelling units, 7 fractional fee units, 3 employee housing units, 24 hotel rooms, and almost 108,000
square feet of residential.
Potential Development
(This is development that is anticipated based on an evaluation of available land, inquiries to the Town, etc. Some
of the projections are based on current zoning, while others will be affected by future decisions.)
• Over the next five to ten years, it is anticipated there will be extensive redevelopment in Lionshead,
Vail Village, West Lionshead and in West Vail. There is the potential the Town may be asked to
consider approving a net (potential minus existing) total of 982 dwelling units, 154 fractional fee
units, 241 employee housing units, 22 accommodation units, which totals over 2.5 million square
feet of net residential and over 360,000 net square feet of commercial square footage.
• Sub -area planning is underway for West Vail and West Lionshead to evaluate potential
redevelopment, The purpose of the West Lionshead planning initiative is to amend the Lionshead
Redevelopment Master Plan with information outlining the preferred development of the West
Lionshead area. The purpose of the West Vail Redevelopment Master Plan is to guide the
modification of the zoning designation presently in place for the Study Area in a manner which
retains the values inherent in the original zoning and land use plan designation established in the
West Vail Commercial Area, and to create an area - specific master plan as a template for cohesive
redevelopment of properties in this vital component of Vail.
Figure 4: Existing Units Compared to Net Anticipated Units
Source: The Town of Vail Development Model
7,000
6,U3 n TOTAL POTENTIAL
6,00 IN TOTAL UNDER REVIEW
fl TOTAL UNDER CONSTRUCTION/APP
5,QQ fl TOTAL EXISTING
4,00
3,QQ f
2,00
1,419 1,346
1,00 539
210
� - 135
Q _.
Existing Anticipated Existing Anticipated Existing Anticipated
1,000 New Owe €!ling units Employee Housing Units Accommodations Emits
1 -2 -6 \n
{ Economy and Municipal Financial Condition �
The Town of Vail is fortunate to house the number -one rated ski mountain in North America, both in
terms of the number of annual visitors it attracts and the overall quality of experience it provides (as rated
through the annual Ski Magazine survey). Over 60 percent of Vail Mountain visitors typically are from out
of state, and these destination visitors fuel the local economy through commercial lodging and real estate
expenditures, shopping, entertainment, and restaurant purchases. Because the Town was created as a
resort community, Vail has never developed a balanced, diversified and sustainable manufacturing or
technology base. As such, Vail is very dependent on its retail and restaurant /entertainment commercial
enterprises not only to provide a quality "off- mountain" experience to guests, but to help provide
employment to residents and sales tax revenues required to fund necessary public services.
Current Economic Conditions
• Vail's Billion Dollar Renewal is well underway, with more than 25 major public and private
development projects expected to be in various stages of review and construction during the time
period of 2004 - 2008, Current estimates show plans for approximately $1 billion in private sector
redevelopment and approximately $25 million in public improvements. The Billion Dollar Renewal
will provide higher quality and increased diversity in lodging for guests.
• Increasing numbers of part -time residents, or second homeowners, spend varying amounts of time in
Town, use and enjoy its amenities, but maintain permanent residence elsewhere.
There is a very competitive business environment through the County and Vail has increasingly lost its
preeminent position and market share within the County due to increased employment, recreational,
and housing options throughout the County.
• Through the early 1990s, Vail generated over 50 percent of the total retail sales within Eagle County.
By 2005 Vail generated only about 30 percent of the total retail sales within Eagle County.
• Seventy percent (70 %) of Vail's workforce cannot afford or otherwise chooses not to live in Town,
Historically these in- commuters had few alternative job options, This has changed with an increase
in employment opportunities down - valley.
• The seasonality of the economy has remained evident yet steady over the past ten years. For
example, the six -month period of May through October in both 1995 and 2005 generated twenty -
nine percent (29 %) of the total annual sales tax in Town. The seasonality of Vail as compared to
other mountain resort communities is outlined in Figure 5.
• In order to appeal to the X and Y generations and create brand loyalty, Vail needs moderate priced
lodging. Surveys have shown that visitors feel that Vail does not have as diverse lodging amenities
as Summit County and resorts in Utah.
Research has shown that in order to appeal to the X and Y generations, it is also necessary to
reinvent yourself as a resort every five years. However, it is unclear what these generations will want
year to year.
• 80% of guests are recreational shoppers and desire a diverse shopping experience when they visit
Vail.
1 -2 -7 \n
� Figure 5: Seasonality of State Taxable Sales in
Selected Colorado Mountain Resort Communities
Spring 1 Summer (May - October) vs. Fall / Winter (November- April)
I
°—_ 90% Percent of Scuts iii svmig+sumrner (May- oc[Obero
—F- Percent of Sales In FaII1 inter !November - Aprill
U) 8498
os
M 1 71
W 70% 69% —
a� }
� �rJ'k
{ 5 8% 59
X 60%
4% 5 % 51% 5 %
�• 50%
47% 5
N 40% 46% 4 #
4 41% 4
30%
31%
% %
20%
21%
10%
0%
cg° Va �,�'
A
o
Ca 1 \ 0
Source: Corresponding Cities and Tow ns
Current Municipal Financial Conditions
• Figure 6 identified budget expenditures and revenue. Sixty -four percent (64 %) of the Town's
budget funds a wide range of municipal services, 30% is allocated for capital improvement needs
and the remaining 6% is spent on debt services. These municipal services are detailed in Figure
8. Current budget revenue of $39.9 million is derived from sales tax (39°10), Real Estate Transfer
Tax (15 % ), transportation centers (8°10), property and ownership tax (7°10), lift tax (7°10),
intergovernmental (7°10), licenses and permits (6 %) and miscellaneous items (11 %).
• Vail relies on sales tax for 39% of revenue, which mostly comes from tourism related industries
such as lodging, retail and food /beverage. The Town's overall sales tax revenues declined from
2000 through 2003. However, since 2003, sales taxes have increased in all categories (including
retail, lodging, food and beverage and utilities and other). The Town collected record sales tax
revenue of $16.5 million in 2005, up 6.6 percent from 2004. Record snowfall in November and
December of 2005 and an improving economy contributed to this increase.
• The Town budget is divided into several major funds as shown in Figure 7, with the following
balances as of December 31, 2005: General Fund at $13.7 million, Capital Projects Fund at $10.2
million, Conference Fund at $8.2 million (which will need to be returned or used for a different
purpose approved by Vail voters) and Real Estate Transfer Tax (RETT) at $7.5 million.
• Record building fees of $1.5 million were collected in 2005, up 63 percent from 2004. This was
in part due to Vail's Billion Dollar Renewal, which has brought over $1 billion in commercial
development projects to the Town of Vail.
1 -2 -8 \n
• For 2005, lift taxes of $2.8 million were up 11 % from the prior year and parking revenue of $3.7
million was up 11 percent. Further tracking of sales tax revenues from this past winter shows
strong gains in overall tax receipts for the 2005/2006 ski season (up 9.2 percent). These trends
closely paralleled gains in total skier visits over this past season of 5,9 percent.
• Although recent financial performance has been favorable, the Town will be challenged in future
years to accommodate increasing costs (particularly health care and utilities) and to fund
additional services including staffing and operating the West Vail Fire Station; operating heated
streets; and supporting environmental programs, Decisions will need to be made in the future
regarding new sources of revenue and/or reduction in services.
• The Town will be challenged to find funding for many important capital projects. Current
projections of Capital Project Fund revenue are not sufficient to fund estimated expenditures
beyond 2008. Additional projects identified for future consideration but not reflected in the
estimated expenditures include, among others: additional fire truck; Dobson Arena
improvements; East Vail fire station improvements; employee housing additions or renovations;
Ford Park athletic field rest rooms; golf course clubhouse, tennis center and youth center;
information centers renovations; library remodel; Lionshead parking structure and auxiliary
building renovations; municipal building renovation; nature center; performing arts center;
recreation center; Simba Run Underpass; Town shop master plan improvements; Town -wide
video security; various street reconstruction projects and Village loading facility. Additional
projects which may be eligible for funding from the Lionshead Tax Increment Financing (TIF)
District include: South Frontage Road improvements; intermodal site; and Lionshead streetscape.
Figure 6: Revenue and Expenditures by Percentage in 2005
Where the Money Comes From Where the Money Goes
All Othei Debt Servic,
i I cr�5) {698)
Transportation Center Sales Tax
(8%) (39 %)
Capital
Intergovernment Improvemen
(7%) (30%)
Licenses am
Permits (figs
Real Estate
Transfer Tar Lift Tax (79
Municipal
(15 %) Property/ Services
Ownership [(;4%)
Tax (7 %)
Figure 7: Major Fund Balances (as of 12131/05) Figure K: Municipal Services
General Fund $13.7 Million Public Works STOM 26
Capital Project Fund Sl {1.2 Million Vail Police and Fire $5.8 22 %.
RETT Fund $7.5 Million Admin. Services, Disk Mgt, & Library $5.0 19%
Conlcrence Ccntcr Fund $9.2 Million Transportation & Parking $17 14%
Major funds Total $39.6 Million C.onnnunrty Development $23 9%
Public Safety Communications $1.7 6
Contributieans. Marketing. & Special I?vents $1.1 4%
TOTAL $26.6 Million
1 -2 -9 \n
77 Environment -
� l l
The Town of Vail and other ski resort communities are dependent on a healthy environment for
recreational amenities that influence development and tourism, and thus, economic vitality. The
complexity of our ecosystem and how we interact with it affects the sustainability of the natural
environment and the community at large. Sustainability is generally defined as the ability of the present
generation to meet its own needs without compromising the ability of future generations to meet their
needs. Through the newly formed Green Action Program, a comprehensive environmental management
system focused on sustainability and reducing our impact on the environment, the Town has committed
to continuous improvement of our environmental practices by promoting renewable energy, resource
efficiency, ecosystem protection and a campaign for community awareness and education. However, our
advancements alone cannot reverse global warming. This phenomenon will continue unless there are
efforts on a regional, if not worldwide, scale.
Current Environmental Issues:
• Degradation of Gore Creek; Sand used to create safe driving conditions on 1 -70 has flowed into
Black Gore Creek and subsequently the Gore Creek. Over time, sediment impacts will become
more severe in Gore Creek unless best management practices and reclamation measures are
implemented. The amount of fine sediment in Gore Creek is higher than in healthy streams
located within the Eagle's Nest Wilderness Area. As a result, the aquatic community in Gore Creek
flowing through Vail is in a less healthy condition than reference sites in the White River National
Forest. Also, the amount of sensitive insect species has decreased and pollution - tolerant species
have increased in Gore Creek, This affects the type of fish in the water and could in turn affect
Vail's Gold Medal Trout status. This could be the trigger that destroys the summer fishing tourism
economy,
• Pine beetle epidemic The mountain pine beetle has infested over 75,000 trees from Lionshead to
Dowd Junction, During the next five years, the area surrounding Vail will lose hundreds of
thousands of pine trees from this infestation, U.S. Forest Service wildfire models predict the
likelihood of a burnt landscape devoid of trees from a wildfire in the next 25 years is high for a
short time frame. It is critical that the Forest Service and Town work together on wildfire fuel
reduction projects on public and private land along the forest/Town interface to reduce the effects
of a catastrophic wildfire. This will affect the visual landscape of Vail and potentially have an
effect on land value.
• Increased fire danger. Drought over the past few years and the infestation of the pine beetle have
led to a severe danger of fire in the Vail area. The Town has created a Community Wildfire
Protection Plan that outlines how we can protect ourselves from the threat of fire.
• Waste management. Recycling in the Town and throughout the County is managed by the Eagle
Valley Alliance for Sustainability. Vail Resorts has a highly successful recycling program. This
was extremely successful in the late 1990s but the number of pounds of recycled materials per
person has decreased since 1998. Another issue to recognize is that the landfill is expected to
reach capacity in fifty years, with the ability to expand and last a total of 100 years.
1 - 2 -10 \n
1
Y -
• Global climate change (shortened winter seasons): The earth's surface has undergone � � --r-
unprecedented warming over the last century, particularly over the last two decades. The future
climate of the Rockies will likely be dominated by human - induced warming under "business as
usual" carbon emissions, so accurately characterizing the regional response is vital to the Rockies'
future sustainability. Today, the snow season on Vail Mountain is approximately 30 days shorter
than what it was 25 years ago. Figure 14 shows that Eagle County will lose 57% of snowpack in
April from 1976 to 2085. However, the increase in temperature and increase in rain over snow
may have positive effects on the golfing and stream activity industries.
• Noise on 1 -70: As the number of vehicles on 1 -70 increases, so will the interstate noise pollution,.
The Town has undergone numerous efforts, including berming of high noise areas, in order to
reduce the amount of noise. However, 1 -70 noise continues to be an issue with residents in the
Town.
• Streetscape: The Town has initiated the Streetscape /snowmelt project, heating streets in Vail
Village and Lionshead during the winter season. While aesthetically pleasing and safer for
visitors, an additional 1357 tons of greenhouse gases are emitted into the atmosphere each
winter season from melting snow on Vail's Streetscape.
Figure 9: From the Colorado College State of The Rockies Report Card
More Neat Less Snow, Less Water. Climate Disruption is under way in the West
It is now accepted by the scientific community that worldwide, the climate is changing as a result of human activities. In the
American West too, climate disruption is under way.
• More heat The United States, along with the rest of the world, has warmed, with temperature increases in the West
greater than in other regions of the contiguous states.
• Less snowfal As the West has warmed, less winter precipitation now is falling as snow and more as rain.
• Smallersnowpacks At most snowpack - measurement sites across the West, snowpack levels have declined over the period
1950 -2000.
. Earlier snowmel Across the West, springtime peak stream flows are earlier than 50 years ago. in many cases, the peak
snowmelt advanced by 10 to 30 days.
. More wildfires Wildfire in the West has increased, particularly in the last two decades. Researchers have identified climate
factors as being a significant contribution to this trend.
New Findings - Colorado River Basin
• Increased temperatures: in the Colorado River Basin, the most recent five -year period was the hottest in the past 110
years, 2. 1 degrees f hotter. This temperature increase coincided with and worsened the effects of the recent West -wide
drought, but increasing evaporation rates from streams and reservoirs, soil dryness, and the water needs of crops and other
plants.
• Greatest warming in the winter and spring. In the Colorado, Columbia, Missouri, and Rio Grande river basins, the monthly
pattern of warming that occurred in 1995 through 20 04 reveals what could be regarded as a signature of climate disruption.
The warming has been greatest with predictions that warming resulting from climate disruption will be greatest in winter and
spring. Also, this is when warming has the greatest effects on the size of snowpacks and the timing of snowmelt.
• Reduced snowpacks. At government snowpack measurement sites with records going back to 1961, from 1990 on
snowpack levels have been below average for 13 of the last 1 years in the Columbia River basin, 11 of 16 years in the
Colorado River basin, 14 or 16 years in the Missouri River basin, and 10 of 16 years in the Rio Grande basin.
1- 2 -11 \n
L
Figure 10: Ski County April 1 Snowpack Loss, 1976 to 2085'
*1976 represents - the average from 1961 to 1990, and 2085
represents the average from 2070 to 2099.
Source: Colorado College Rocky Mountain Report Carol
Flarhond Counn; Montana _ Gallatin County: Montano
-Big Mountain - 34P.— -Big Sky -34%
Blaine County', Idaho Total? County', rF i onaing
-Sun ►alley -41 t? ra Jackson Hole -26%
4
Routs Conrn; Colorado
.Summit County, Utah � -Steamboat
-Deer Valley
-nark (: 'ity 61 %
-Tice Caui 'On5 '
--- Grand Counn, Colorado
I'Vinter Park - 54%
1
Savnmit County: Colorado
` 1 i' - Breckenridge
-Copper
"I{eyStGne . 4o%
Sair Lake Cotmtt, Utah
_allta I Pitkin Counts, Colorado
- Snowbird ti
Aspen Highlands
solitude -8-t ° i, :aspen l[ouuntain
Snowmass -4-1
s
Eagle Conran; Colorado "
- Beaver Creek + Taos Counn; ;Tens' Lfea
, -'ERGS
San Miguel Count; Colorado ,
1 II"iride - 82010 Gunnison Counm; Colorado
- Crested Butte
Snowpac1: Loss; -1° o Least 111111 1 ,%m
Snonnpad- Loss Sw%qaa Loss
Transportation and Infrastructure
As part of a rapidly growing region, Vail is experiencing a strain on infrastructure as the Town strives to
provide world -class service to both tourists and the local community. Infrastructure is considered to
include transportation systems (roads and circulation, transit and parking), water rights, and
water/wastewater treatment and collection systems. The Town's two major transportation plans are the
1993 Transportation Master Plan (TMP) by Felsburg, Holt and Ullevig (FHU) and the 2002 Transportation
1- 2 -12 \n
Technical Update by Washington Infrastructure. The entire plan, with the exception of parking, was
comprehensively updated in July, 2002. The Public Works Department is currently updating the TMP
again in anticipation of another wave of development,
Vail is supportive of a wide range of alternative transportation modes that address resident, employee,
and visitor needs. These alternatives should be compatible with environmental constraints and should
encourage reductions in travel demand to reduce the need to expand the infrastructure to serve this
demand. Consideration of the safe and efficient movement of people and goods within the context of the
values of the community, the users of the system, and the environment where it lies are principles that
hold true just as much today as they did 15 years ago.
Current Transportation Issues
• Movement of the permanent population down - valley has resulted in more locals using the
automobile for all trips into Vail. This has resulted in more emphasis put on automobile - related
transportation solutions.
• The Town of Vail has the largest free public transportation system in North America consists of 32
transit coaches which serve eight fixed routes in winter, Currently, the Town only has paid parking
nine hours a day during the ski season, which has decreased demand for public transit.
• The increase in population in Colorado and specifically the County and the greater Front Range has
resulted in more automobile trips on 1 -70. A major goal for the Town Council has been to reduce the
impact of noise from 1 -70 to improve the quality of life for Vail residents and keep Vail competitive in
attracting guests and enhancing their experience.
• Figure 11 shows traffic from Dotsero to the Eisenhower Tunnel in 1990, 2005 and a projection for
2024. In 2005, Dowd Junction was a close second to Silverthorne in traffic followed by Main Vail
and West Vail, but in 2020, it is anticipated that Dowd Junction will have the most traffic, followed
by Silverthorne, Main Vail and West Vail.
• As parking demand approaches the limits of the parking supply, the major public parking facilities,
Village Transit Center (1300 spaces), Lionshead Parking Structure (112 00 spaces) and Ford Park (250
spaces) fill to capacity. As this condition occurs, excess parking demand is accommodated on the
Frontage Road system.
• In the 1990's after the Village expansion, the number of days people parked on the Frontage Road
was less than 10 until the introduction of the Colorado pass and reduction in the price of the
merchant pass. Frontage road usage shot up to 49 times during the ski season with in excess of 1200
vehicles parked on the road. With an aggressive management program, this number has stabilized to
the low 30's. Summer demand during 2005 exceeded capacity 8 times which is more than the typical
2 -3 times experienced in the past.
• The current Village Transit Center is at capacity. The Town has identified the need for a second inter -
modal facility to accommodate the growth and enhance the demand for the new Lionshead and is in
position to obtain significant federal and state dollars for partial funding of the Lionshead site in
2008. In order to receive these funds a site must be identified in 2007.
• A major need within the Town is the upgrade of the Frontage Roads, which are owned by CDaT.
1- 2 -13 \n
• The Town has become concerned with the rise of development proposals wh have come forward
beyond the anticipated increase in 1,000 peak trips. The Town and CDOT have teamed up and are in
the process of looking at the Frontage Roads using a corridor optimization plan..
• Necessary future improvements to Vail's roadway network include additional crossing of 1 -70 (Simba
Run underpass), interchange improvements, or Frontage Road improvements. Providing stop lights
as an option has also been proposed by traffic engineers to address future traffic demands.
Figure H: 1 -70 Traffic Estimates and Projections
Annual Average Daily Travel
Dotsero to the Eisenhower Tunnel
1990, 2005, and 2020
70,000 .
A,aaa
❑ 155Q
`A,Oaa ❑ 2005
■ 20'Q
F oa
� a,oaa
T E
tC O
o ° n.aao
y M
pr c
w
N ¢ V 2(I,Oaa
Q G
'fl
R
�
10,000 —
c e
c a
d
a
a o e, e. ��� �,�� ' �t° a
P
ow P �
®� LDCatian Some Colorado Depa"menl of 7rae ayorlatw
Housin
The supply of workforce housing in Vail has been strained by an increase in part -time residents as well as
rising real estate prices. Demand for housing has increased and will continue to increase alongside job
generation related to commercial and residential development in Vail. As more of the workforce
commutes to Vail, additional burden is placed on local businesses for hiring and on local and regional
transportation systems for getting these employees to work. The local sense of community also erodes as
people only spend time in Vail to work. Without action, Vail will lose its worker residents. Intervention
by the community will need to include both incentives and requirements for creating and/or acquiring
housing that will meet new demand and simultaneously increase the much needed housing supply. The
housing crisis in Vail is summarized by the following statistics:
1 - 2 - 14 \n
l 1 !
Current Housing Issues -
• Currently, about thirty percent (30 %) of Vail "s workforce (or 1,890 of 6,300 total employees) lives
within the Town of Vail.
• Of 6,412 total dwelling units (Eagle County, 2005) in the Town of Vail, 9 percent (624) are deed -
restricted as employee housing units.
• Current obligations from ongoing development will generate demand for approximately 257
employee beds within Vail.
• Today, including projects that are currently under construction or approved within the Town, Vail will
lack 300 new beds that would be needed to maintain housing for 30 percent of Vail`s workforce.
• There are approximately 1,520 employee households (owned and rented) in Vail today. Two thirds of
these units are not restricted in any way. Based on real estate trends, these units are likely to be sold
or rented to non - employees in the future.
• Vail is dependent on a workforce that lives in other communities: 30 percent of employees live in the
Town of Vail, 37 percent live between Eagle -Vail and Edwards, 14 percent live in Lake County, 5
percent live in Summit County. Figure 12; Origins of Vail Workers in 2003 illustrates the movement
of workers into Vail.
• In the next five to ten years there will be an estimated 7,500 new jobs between Eagle -Vail and
Edwards. These jobs will compete with Vail for the available workforce.
• In Gypsum, Eagle and Minturn, increase in job generation will discourage people from commuting to
Vail. For example, the Costco in Gypsum will add 200 to 300 jobs. Similarly, the Ginn development
near Mintum will generate over 1,000 jobs and will attract workers from Leadville.
Current Housing Mitigation Strategies
• Currently the Town of Vail utilizes a system that requires new development to address housing for
employment that is associated with the development, a strategy known as "Commercial Linkage ".
However, residential projects are not required to develop employee housing. The commercial linkage
helps to mitigate the increased jobs from commercial entities that then require housing for
employees..
• The Town provides zoning incentives by granting an additional 500 square feet to single - family or
two - family residential units which build an attached deed - restricted employee housing unit. This has
prompted 148 deed - restricted employee housing units to be built throughout the Town of Vail since
the early 1990s. Since 2000, with the current incentives, only 21 units have been built.
• The Town has provided land to build new deed - restricted employee housing units. The Town has
successfully added 261 units of deed - restricted housing using this strategy. However, the Town has
limited land opportunities left that allow for this strategy to continue to be effective. Maximization of
the land at Timber Ridge and the Chamonix Property are the two largest remaining opportunities for
the provision of employee housing units.
• The Town has purchased and preserved 215 existing units as permanent housing units within the
Town of Vail. However, this has become an extremely expensive strategy and lacks a funding source
aside from the Town budget.
1- 2 -15 \n
I 1 1 i
L
_ Firga i to Wa 2
I
--
. RRCAs acia s
Raun
Grand
Origins of Vail Workers
2003
G�Cn, Summit Cnty 13%
CC
Edwards
psu 17.996 Avon 34.3%
Eagle 5 % 10.3% g!e -V ii Live in
1 Vail
�
�njnp Eagle Crvty 12.496
l�
Leadville
Unincorp Lake Cnty 5.9%
Pitkin
Gthev 5.495
Culture
Cultural offerings in Vail are quite extensive for a small mountain community and are an integral element
of life in the Vail Valley. In 1985, the Vail Valley Foundation agreed to spearhead the fundraising and
construction responsibilities for a new open -air amphitheater, located on land donated by the Town of
Vail in Ford Park. Two years later, the Gerald R. Ford Amphitheater officially opened its doors, ushering
in a new era for the performing arts in the Vail Valley. Other cultural and entertainment enhancements
have included the creation of the Bud Light Street Beat free winter concert series in Vail Village and the
American National Bank Show DownTown, which brings free weekly summer concerts to Eagle.
In 2003, the cultural umbrella and joint marketing effort of Prima was created in an attempt to centralize
the Vail Valley's entire summer cultural offerings. Prima, which is run by the Vail Valley Tourism and
Convention Bureau, initially included the Vail International Dance Festival, Bravo! Vail Valley Music
Festival, and the Beaver Creek Theatre Festival. The Theatre Festival was eliminated in 2045 and Prima
has added the Beaver Creek Film Series, the Vail Symposium and the Vail Jazz Festival.
1- 2 -16 \n
I
The Town of Vail's Art in Public Places program was officially adopted in 1989 to promote and encourage
the development and public awareness of the visual arts. An eleven - member board oversees the
program, which takes responsibility for placing quality visual art in highly accessible and visible public
places for residents and guests to enjoy, and providing an effective process for selecting, purchasing,
commissioning, placing, and maintaining public art projects.
Current Culture Issues
• Over the past several years, the demographic profile and economic base of the Town of Vail has
steadily changed. In spite of changing demographics there remains support for the "sense of
community" and a desire to see this enhanced through programs like the Farmers' Market, special
events and various recreational facilities and opportunities.
• The Town of Vail conducted a community survey of year -round and seasonal residents and second -
home owners in March of 2005 to measure community perceptions and attitudes regarding unmet
needs and priorities for action, and satisfaction with services and programs currently offered by the
Town. In addition, focus groups were conducted to gather insight on current issues the community is
facing and major opportunities and challenges going forward.
• As part of the Community Survey conducted most recently in 2005, 17 percent of respondents
indicated that the "sense of community" had improved in the past two years, 21 percent felt it had
gotten worse (a decrease from 31 percent in previous years), and 53 percent said it had stayed the
same,
• One of the unmet needs in the Town is a community facility or programs that serve families and
youth. This would pertain to year -round residents as well as destination visitors, and might include a
year -round pool, full - service recreation center or indoor performing arts center.
• Activities and social interactions of year -round residents are shifting down- valley along with the
essential day -to -day services and activities.
• While the population of Eagle County (approx 42,000) was lower than Pitkin (approx. 59,0100) and
Teton (approx. 64,000), private philanthropy in Eagle County ($30 million in 2005) was extremely low
compared to Pitkin County ($360 million in 2005) and Teton County ($580 million).
Following are some basic statistics derived from both Prima and Vail International Dance Festival surveys
conducted between 2003 and 2005:
• 31 percent of the overnight guests and day visitors came to Vail specifically for the cultural event.
• 49 percent of the guests had a household income of $150,000 or higher.
Average age of cultural event attendees was 53 years.
• 45 percent of cultural event attendees were male -55 percent were female.
i Guests were divided as follows: 31 percent overnight guests, 13 percent day visitors, 25 percent seasonal Vail
residents and 31 percent full -time Vail residents.
• 58 percent of cultural event attendees planned to have dinner or drinks at a local restaurant.
1- 2 -17 \n
Recreation
The Town of Vail was founded upon the recreational opportunities that exist in the area. From its
inception in 1964 as a ski Town, the mountain and the promise of time spent in snow and sun is what
has prompted its growth over the last forty years. In recent years, the community and visitors have also
been provided organized recreation opportunities through the following entities: Vail Resorts, through its
mountain operations; Vail Recreation District (VRD), a public agency that provides both indoor and
outdoor recreational opportunities and organizes races, youth programs and nature walks, among other
things, for guests and locals alike; and the Town of Vail, which owns many of the recreational assets in
the Town.
With growing development in the area it is becoming increasingly important to strategically plan and
allocate funds to meet the changing needs of the community. The VRD and TOV are currently working
together to develop a joint Comprehensive Master Plan for Vail's parks and recreation facilities and
programs, with extensive public input from the community and key stakeholders, including Vail Resorts.
This Master Plan also includes an inventory of resources, a needs assessment, a findings report, and
recommendations - all of which will be included in the final plan, to be presented in September, 2006.
Current Situation
As part of the public input process to develop the Master Plan, six focus groups were conducted in May
of this year. The VRD and TOV identified the following as key issues, regarding the public's desires for
recreation:
• The wide variety of recreation resources, activities, and opportunities currently provided is highly
valued by the community.
• Partnerships and a regional approach to programming must be strengthened to improve or increase
recreational opportunities.
• The Town has limited quality public indoor recreational facilities. Substantial capital improvements to
existing facilities within the Town are needed, such as the Golf Course Clubhouse, the Nordic Center,
the Youth Services facility, and the Tennis Courts.
• There were requests for more significant public involvement and feedback regarding the allocation of
recreational funds, a balance of user fees and taxes, and transparency in financial reporting;
• Increased community awareness and marketing of recreation programs, resources, and facilities is
necessary to the economic vitality of the Town.
• Recreation programming must balance local needs with tourism, provide special events to increase
revenue, provide activities for an aging population, and be accessible to all demographics and
income levels.
• Ease of parking at the referenced facilities needs to be evaluated and remedied through collaborative
efforts between the TOV, VRD, and Vail Resorts.
1- 2 -18 \n
Connections Between Topics
It is crucial to understand the interconnectivity of the various key issues, such as land use, housing and
the environment, in order to paint a complete picture of the State of Vail. One cannot think of these
issues individually and we need to understand how these issues affect each other in order to recognize
tradeoffs. For instance, we only have so much vacant land within the Town, and there may be efforts to
put recreation, housing or a transit hub on one piece of property. We can have all of these things, or
perhaps only one will prevail. While there are endless connections between these topics, this section
only highlights the major relationships.
Land use is connected to all other key issues, but is most greatly connected to transportation, housing
and the environment. As we develop what land remains vacant and redevelop properties and
subsequently increase residential and commercial space, jobs are generated and more people are flowing
in and out of Vail.
This increases demand for transportation systems, including the roads, public transit and parking, and
thus, affects traffic. Increased development and excessive stormwater drainage has a major effect on the
environment by degrading Gore Creek, and the Town has worked to manage stormwater drainage in
large redevelopment projects.
As jobs are generated, demand for affordable housing also increases, and without the ability to house
more workers in Town, this also puts a strain on our transportation systems as more workers travel from
further away. As more people retire and live in Vail full time, this increases demand for recreational
amenities.
Options in recreation and cultural events are also key to our economy, as we rely on tourism for much of
our municipal budget. This also related back to the state of the environment; we need to preserve the
beauty of our region as this is a major attraction for locals and tourists.
Town of Vail
Department of Community Development
75 S Frontage Rd
Vail, CO 81657
WN F * * � (970)479 -2138
o V www.vailgov.com /2020
1 - 2 -19 \n
THE FUTURE OF TOPICS -A
ease se ect one baseline future scenario topic for each of the three sessions
Environment Recreation Culture /Education
• Forest Health
• Noise
• Water
• Environmental Stewardship
Development /Landuse Housing Transportation
• Build -out • Resident • Roadways
• Redevelopment • Visitor • Parking
• Surrounding Areas • Transit
• Air Travel
Economy Community and
►� • Public Finance Community Services
• Resort • Sense of Community
• Business Climate • Health Care
• Regional Position • Public Safety
THE FUTURE OF VAIL What will it look like?
ENVIRONMENT
do
Current Strategies Baseline Future Scenario
Forest Health Forest Health
The town is in partnership with the U.S. Forest Service and Colorado State Forest Service to address the Pine Beetle changing forest and increasing fire hazard
mountain pine beetle epidemic. The plan involves targeted cutting and removal of dead and infected trees to Vail will have to participate in regional efforts to treat hazardous fires; restore forest among urban /wildland
help regenerate the forest. A 5 -year management plan will begin implementation this summer. interface.
Adoption of a wildlife protection ordinance in 2002 serves to minimize conflicts with wildlife. The mountain pine beetle has infested over 80 percent of the lodgepole pine trees in and around Vail.
During the next five years, the area surrounding Vail will lose hundreds of thousands of pine trees from this
infestation. U.S. Forest Service wildfire models predict the likelihood of a burnt landscape devoid of trees
from a massive wildfire in the next 25 years.
Noise Noise
Berms have been placed along 1 -70 to help reduce highway noise. Other noise reducing actions, including Noise on 1 -70 increasing
installation of a quiet pavement overlay, are planned.
Water Water
Black Gore Creek traction and sand mitigation efforts have been underway since 1997 on 1 -70 at Vail Pass Gore Creek sedimentation impacting fishing and tourism
Astormwater sedimentation and erosion permitting and inspection program was initiated in 2005 to improve
the quality of stormwater runoff discharging to Gore Creek and secondary streams.
To protect area streams and tributaries, the town began enforcement of stream tract encroachments by private
property owners in 2006.
Eagle River Water and Sanitation District has embraced the idea of water conservation with its "Use Water
Wisely" campaign, not merely as a reaction to drought conditions, but as responsible water resources
management. 4
Use of drought - tolerant plantings and a computerized irrigation system were implemented in 2003 to reduce
town's water consumption.
Environmental Stewardship Environmental Stewardship
The Town of Vail is the largest municipal purchaser of wind power renewable energy in Colorado. Environmental stewardship will need to increase
The town has made arrangements to purchase 10 hybrid buses over the next five years with delivery of the Snowmelt infrastructure contributing to the emission of greenhouse gases
first bus in the fall of 2006. Today the snow season on Vail Mountain is approximately 30 days shorter than what it was 25 years ago. If
An environmental policy was adopted by the town in 2005 which states its priorities and intentions to global warming continues at the present rate, experts predict it could lose another 45 days by 2085.
demonstrate and promote Renewable Energy, Resource Efficiency, Ecosystem Protection, and Community
Awareness and Education.
The Town of Vail sponsors of the Green Star program, a national certification program that encourages and
promotes sustainable environmental practices. Six businesses have been certified.
The town offers 10% off building applications that use LEEDS Certification.
The Town of Vail recognizes outstanding environmental practices through the annual Mauri Nottingham "
Environmental Quality Award.
The Town of Vail works with the Eagle Valley Alliance for Sustainability (EVAS) and Vail Resorts to promote
environmental stewardship in Vail, Eagle County and on Vail Mountain. =_
The town staff has worked with the county and BFI to significantly improve recycling.
Weed- eating goats were introduced in 2001 as an alternative to pesticides to help control the spread of weeds
on town property.
Currently, there are 42 properties totaling 566 acres within the town's boundaries that are designated as
protected open space.
THE FUTURE What will it OF o ; RECREATION Lb J
Current Strategies Baseline Future Scenario
Over 1,000 acres or approximately 30 percent of the land area in the Town of Vail is open space. Broadened and increased demand for recreational opportunities
The Vail Recreational District and the Town of Vail have partnered to develop a joint Comprehensive Continued competition with other resort communities
Master Plan for Vail's parks and recreation facilities and programs, with extensive public input from the Changing skier demands and standards
community and key stakeholders. This Master Plan also includes an inventory of resources, a needs
assessment, a findings report, and recommendations. Shortened ski season
The new Vail Gymnastics Center was opened in 2005 as part of a multi- tiered effort to retain and attract Impact of increased populations on recreational amenities
families in Vail. Recreation is the driving force in the health of Vail's economy
A seasonal skate park was constructed on the top deck of the LionsHead parking structure and was in Vail's recreation tourism relies on the natural environment
place from 1997 to 2004. While the 2006 Town of Vail budget includes funding to design a permanent
skatepark, a location has yet to be determined.
Blue Sky Basin, the expanded 645 acres of terrain on Vail Mountain, opened in January of 2000 and Partnerships and a regional approach to programming must be strengthened to improve or increase
provides natural, gladed terrain for an adventurous experience that feels like the backcountry. recreational opportunities.
Vail Resorts does not have any plans to further expand terrain on Vail Mountain. However, improvements Today the snow season on Vail Mountain is approximately 30 days shorter than what it was 25 years ago. If
and expansion are occurring to the terrain parks throughout the mountain. Vail Resorts is also replacing global warming continues at the present rate, experts predict it could lose another 45 days by 2085.
and renovating numerous chair lifts throughout the mountain to improve levels of service and enhance the
visitor experience. The Town has limited high quality public indoor recreational facilities. Substantial capital improvements to
Expansion of the Betty Ford Alpine Gardens in 2000 with the alpine rock garden and in 2002 with the existing facilities within the Town are needed, such as the Golf Course Clubhouse, the Nordic Center, the
children's gardens placed the facility firmly on the world botanic gardens map. Youth Services facility, and the Tennis Courts.
The Donovan Park Pavilion, dedicated in 2003, serves as an important community gathering place for Projecting into the future using estimates of development from the Vail model, the demand for recreation
elections, town meetings, weddings, memorial services, etc. facilities will increase greatly. The model also suggests the impacts of new residentially- driven recreation
Vail added another neighborhood park with the opening of Ellefson Park in West Vail in 2000, while Buffehr demand will also be uneven –they will be greatest in West Vail and West Lionshead where the largest
CreekNail Commons Park was expanded during that year. increases in residential density will occur.
Extensions to the recreation path at Dowd Junction and from the Matterhorn neighborhood to Intermountain
in 1997, as well as from Red Sandstone School east to the Main Vail roundabout in 2003, allows for 16 Recreation programming must balance local needs with tourism, prov de special events to increase revenue,
miles of continuous trail from Dowd Junction to East Vail. provide activities for an aging population, and be accessible to all demographics and income levels.
The Ford Park athletic fields host many special events, i.e. Vail Lacrosse Shootout and the 30 Got Milk
Youth Soccer Tournament.
The Vail Golf Club hosted 23,000 rounds in 2005.. =i `
The VRD Sports Department produces many programs and special events, i.e. Teva Vail Mountain Trail –
Running Series, Vail Invitational Soccer Tournament and the Mountain Challenge Mountain Bike Series I "V
which provide Vail residents and guests with outstanding recreational opportunities. ++ `
VRD Camps (Camp Vail, Pre -Kamp Vail, Camp Eco Fun & Sports Camps) provide over 8500 days of m r'
recreation to the children (ages 2 to 15) of Vail residents, employees and guests during the summer *` _
months. — `–
Imagination Station, Vail's Children's Museum, opened in October of 2005 with activities and exhibits for
children to explore, play and experiment with their parents.
Dobson Ice Arena provides a number of ice related activities and programs. It has also hosted many large
special events and concerts. I,
The Vail Nature Center attracts a very diverse population to its location and programs. All Eagle County
School kindergartners visit the Nature Center. Programs include: flower walks, nature hikes, beaver pond
tours, Camp Eco Fun and many others fun and educational programs.
The Vail Gymnastics Center provides programming for gymnastics, martial arts, yoga and dance.
THE FUTURE OF VAIL CULTURE /EDUCATION
provi What will it
Current Strategies Baseline Future Scenario
Culture Culture
The Town of VaiI's Art in Public Places program was officially adopted in 1992 to promote and encourage Cultural event offerings broaden.
the development and public awareness of the visual arts. Large developments are required to provide pub- Trend continues of summer visitors taking part in Special Events (festivals, concerts, sports, etc.). Guests
lic art on site that meets the criteria ofAIPP. plan their vacations to coincide with special events or cultural offerings.
The town thrives financially during the summer season based on musical, dance, special events, and fine The cultural opportunities provided within the Town are closely related to the Town's economic health.
arts events sponsored by the Vail Valley Foundation, Bravo!, the Vail Symposium, Art in Public Places, and
private event promoters with support from the TOV. Large events strain the local circulation systems and parking has become a problem at peak times in both
Renovation of the Gerald R. Ford Amphitheater in 2001 helped to increase the overall seating capacity and summer and winter.
acoustics for the facility, as well as providing upgraded and expanded public restrooms and back -of -state Community space becomes increasingly expensive to rent.
accommodations for performers. Keeping event prices low enough that the younger population can afford to attend events will be impor-
Established in 2004, Prima is a collaboration between Bravol and the WFNilar with support from the tant.
WTCB in an effort to market all the cultural summer offerings under one umbrella. Maintaining the trio of free concert series must continue without incurring significant losses.
An increase in nationally recognized cultural and special events including The Honda Session, American Vail develops an environment which encourages and supports cultural and special events — administrative
Ski Classic, Spring Back to Vail, Teva Mountain Games, Dallas Orchestra, New York Philharmonic, Roch- support and infrastructure.
ester Philharmonic, and Vail International Dance Festival.
r� 7
Education Education
Anon-profit organization, the White River Institute, was created with the purpose to support personal Shifting of school age children down valley
growth and development of individuals throughout the community. Activities have included a speaker series The future of Vail schools is dependent on commuting students.
and personal development seminars.
Expansion of the Vail Mountain School, completed in 2006, reflects the community's support of educational Difficulty attracting /keeping qualified teachers.
offerings within Vail.
The Vail Symposium is a grassroots, non - profit organization that provides educational programs for the Vail
Valley community that are thought - provoking, diverse and affordable. This year, the Symposium has over
60 programs that cover a wide range of topics.
The only public school within the Town of Vail is Red Sandstone Elementary School, where enrollment has
declined over the past few years.
A,
THE FUTURE OF VAIL DEVELOPMENT /LANDUSE
What will it oo.
Current Strategies Baseline Future Scenario
Build Out Build Out
Vail's Billion Dollar Renewal began in 2004 with nine major redevelopment projects to improve the lodging In 2020, Vail will be completely built out to the maximum potential allowed under current approvals. No
quality of Vail currently underway and /or completed. vacant lots will remain within the Town. Special Development Districts will likely be enacted in certain
One of the most anticipated groundbreakings occurred in 2005 with construction commencing on The areas that will expand development potential for those properties.
Arrabelle at Vail Square project in Lionshead, slated for completion in 2007. The Arabelle served as a By 2020, Vail will still have substantial redevelopment activities occurring in various areas of Town which
catalyst for the rampant redevelopment of Vail occurring today, the result of which will be 760 net new will increase the overall gross density.
lodging /accommodation units and over 800 refurbished or remodeled units.
Vail's Front Door has commenced construction, and includes the redevelopment of the skier base area in
Vail Village. This project includes a new skier services building and residential and commercial properties
near the Vista Bahn Lift.
Future redevelopment is being carefully scrutinized and orchestrated to ensure the most efficient patterns
of infill development and mixes of land uses. Currently, the Town requires that development pay exactions
related to the burden placed on infrastructure.
Redevelopment Redevelopment
The Vail Streetscape Master Plan was updated in 2003 in anticipation of the significant redevelopment Extensive redevelopment of Lionshead, Vail Village, West Lionshead, and West Vail will occur for the next
underway. ten years.
The Town's largest public infrastructure project to date, the Vail Village Streetscape project, was initiated in Redevelopment must continue in order to maintain Vail's status as a premier destination mountain resort
2004 and will complement the more than $1 billion in redevelopment of private and public lands in Vail. A community.
majority of this project will be complete in Fall 2006 with the exception of Crossroads, Checkpoint Charlie and
West Meadow Drive, with completion d dependent on private redevelopment.
The Vail Streetscape Master Plan was updated in 2003 in anticipation of the significant redevelopment R - f> r » riF BY or c n rota
underway P q -� , undai eonaruM- ii, zoos
The Lionshead Redevelopment Master Plan was adopted by the Town Council in December 1998 and P10 f�'" U P 21N P--
continues to serve as a guiding document for redevelopment of the area. P'° t� ""`rowed f,, Nt s C,iA, °" °"
omv woi�of ,d ms�re
As components of the Lionshead Redevelopment Master Plan, new design guidelines and standards were r ry
approved for the subject land area. New standards and design guidelines are being considered to address WEST VAIL
conflicts between existing zoning and development review standards and wildfire hazards posed by the
infestation of pine beetles. ,
The Town has been working with Vail Resorts to develop an amendment to the Lionshead Redevelopment
Master Plan to include plans for West Lionshead. The amendment will likely include master planning the
area to be a mixed use portal to the mountain with commercial, residential, office and a new gondola.
New policies and guidelines are being developed for a redevelopment master plan for the West Vail
commercial area northeast of the West Vail exit off I -70.
Surrounding Areas
Major development will occur elsewhere in the County.
THE FUTURE OF VAIL Where will people live?
HOUSING
Current Strategies Baseline Future Scenario
Resident Resident
Of 6,412 total dwelling units (Eagle County, 2005) in the Town of Vail, 9 percent (625) are deed - restricted Vail will need 300 beds in the near future to maintain 30% resident occupation with job growth from current
as employee housing units. redevelopment. With anticipated future development, Vail will not be able to meet the goal of maintaining
As of 2005, approximately 30 percent of Vail's 9,124 workers were being housed in Vail. 30% resident occupation without a change in strategy.
There are approximately 1,520 employee households (owned and rented) in Vail today. Two thirds of these Al residents/employees will live in deed restricted units by 2020 unless policies change to encourage more
units are not restricted in any way. housing diversity.
Currently the Town of Vail utilizes commercial linkage, a system that requires new development to address Based on the anticipated, proposed, and planned Vail development model of 10 -15 years, anticipated
housing for employees associated with the development, for large commercial projects. If a development growth in new units is significant (over 2,000 units), although well below the total that exist today
complies with zoning, the Town requires it to mitigate (provide housing) for 15 percent of the net new (approximately 6,200 units). However, these units are not necessarily affordable to Vail residents.
employees. If the project is part of a Special Development District, there is an increase in the required Demand for housing will increase as the job market increases.
mitigation. There are numerous developments within the Town that have not yet met their current housing mitigation
The Town provides zoning incentives for employee housing by granting an additional 500 square feet to obligations. 257 employee beds, to be generated within the Town of Vail, have yet to be built but are required to
single - family or two- family residential units which build an attached deed - restricted employee housing unit. be in the nearfuture.• The free market will not produce housing at levels that employees can afford.
Since the early 1990's, this incentive has prompted 148 deed - restricted employee housing units to be built The free market will not produce housing at levels that employees can afford.
throughout the Town of Vail. Since 2000, with the current incentives, only 21 units have been built.
The Town has provided land to build new deed - restricted employee housing units. The Town has Market rate housing owned by employees will change to resident non - employee.
successfully added 261 units of deed - restricted housing using this strategy. However, the Town has limited There will be an increased demand for assisted living /housing to accommodate needs of the elderly.
land opportunities left that allow for this strategy to continue to be effective. Maximization of the land at However, the County has not planned for any facilities east of Eagle.
Timber Ridge and the Chamonix Property are the two largest remaining opportunities for the provision of
employee housing units.
The Town has purchased 215 existing housing units within the Town of Vail and preserved them as ,
permanent employee housing units. However, this has become an extremely expensive strategy and lacks
a funding source aside from the Town budget.+
'ah •r- . 4l
Visitor Visitor
The Lodging Quality Initiative program was launched in 1997 by the Vail Valley Chamber & Tourism Accommodations must attract diverse age and income groups.
Bureau in which 3,535 units in Vail are inspected and rated every 18 months. The program has resulted in Renovation will be necessary to keep up with visitor demand for quality.
renovations to nearly 900 properties or 25 percent of the units.
An amendment to the Lionshead Redevelopment Master Plan occurred in 2006 that requires no net loss of New development and resale of current units are sold to part -time residents.
hot beds. The number of accommodation units (hotels) would increase substantially under the anticipated building
program (currently there are 1,306, it is anticipated to grow by 973 units) in the next 10 -15 years.
r< y
THE FUTURE OF VAIL TRANSPORTATION
How will people g-
Current Strategies Baseline Future Scenario
Roadways Roadways
In 1997, Vail completed the West Vail roundabouts to improve circulation at the 1 -70 interchange. 1 -70 will begin to reach capacity in some places.
Currently, an environmental assessment is underway to explore expanding 1 -70 to six lanes on Vail Pass. There may be need for new highway interchanges and /or 1 -70 crossings in the future.
The Town is working on a traffic study that evaluates potential traffic from future growth. Traffic on 1 -70 will increase commute times.
A 65 Max traffic campaign on 1 -70 was introduced in April 2004 to reduce accidents and highway noise. More employees will commute.
Main Vail interchange and West Vail interchange Feasibility studies, l- 70 Major Investment Study, 1 -70 Workers forecasted to commute into the county each day is anticipated to increase from 1,000 in 2005 to
Programmatic Environmental Impact Study, Eagle County Transportation Master Plan and Dowd Junction 20,000 in 2020.
Feasibility Study are currently used as planning guide. Movement of the permanent population down - valley has resulted in more locals using the automobile for
Efforts underway to model the traffic impacts anticipated and to translate anticipated traffic, transit and all trips into Vail. This has resulted in more emphasis put on automobile- related transportation solutions.
parking growth into a variety of measures allowing the community to understand potential conditions and Destination visitors will avoid driving to Vail due to 1 -70 congestion.
outcomes.
A major priority for the Town has been the upgrade of the Frontage Roads, which are owned by CDOT. Traffic will increase 30-40% on frontage roads in 15 -20 years.
This project is currently not on any approved CDOT budget and was left out of the last financially Turning movements onto frontage road may encounter significant delays in the future at certain locations.
constrained plan due to the critical shortage of transportation dollars at the time. Travel times within Vail will increase by 25-50% during peak hours.
The Vail Streetscape Master Plan was updated in 2003 in anticipation of significant redevelopment. Since Regardless of development, key intersections and roundabouts will have poor levels of service.
then, the Streetscape Project has been underway and a majority will be completed by Fall 2006. One
result of this project is that streets in Vail Village and Lionshead are heated and do not require snow Physical improvements and travel demand management strategies will be considered.
removal.
Parking Parking
An ongoing Parking Task Force, formed in 1999 to monitor and recommend changes to the paid parking Increased demand and cost for parking.
operations, expanded public parking options to maximize utilization of Vail's available parking spaces. Also, 1,000 space deficit for parking and an increase in day parking on the Frontage Road.
the town accepted a pledge of $4.3 million from Vail Resorts in 2003 to assist with construction of future
expanded public parking in Vail. Lack of parking deters down - valley residents and visitors from visiting Vail.
Currently, the Town has paid parking nine hours a day during the ski season.
The Town encourages alternative transportation and charges for parking during peak seasons to
discourage automobile use.
The Town identified the need for a second inter -modal facility to accommodate the growth and enhance the
demand for the new Lionshead. The Town must select a site in 2007 to be eligible for partial funding in 2008.
Transit Transit
Vail has the largest free public transportation system in the United States. The fleet consists of 32 transit There will be greater demand for transit by the commuters.
coaches which serve eight fixed routes in winter.
• Al residents will need to be enticed to transit.
The Town has purchased one hybrid bus, plans for eight more by 2008, and will be replacing one -third of Greater choices in transportation modes will need to be provided.
the entire fleet with more energy - efficient vehicles.
Commuters will travel from greater distances.
Land Use will have to become more transit and pedestrian friendly.
Airport Air Travel
Expanded summer flights to Dallas/Ft.Wonh (DFW), Chicago (ORD) and Denver (DEN).
• Increased demand for flights into Eagle Airport.
Opening of an award - winning passenger terminal in 1996.
• Increased demand for shuttle service.
New customs services for private aircraft and free wireless internet service in the terminal. Convenience of air travel becomes paramount.
THE FUTURE OF VAIL Where's the money coming from? A
ECONOMY
Current Strategies Future Scenario
Public Finance Public Finance
The town relies heavily on sales tax (39% of revenue) to provide municipal services and to fund capital Because of the Town's needs for capital expenditures and renewal of aging infrastructure, expenditures
expenditures. are expected to exceed revenues. The Town's Capital Projects Fund balance turns negative in 2008 and
A ballot issue to increase property taxes to provide additional fire service and to fund capital projects was barring new sources of revenue, this negative balance accelerates through 2010 and beyond. The fund is
defeated in 2002. projected to go from a positive balance of $4.8 million in 2005 to a negative balance of $8.1 million in 2010.
A conference center sales and lodging tax was in place from 2003 through 2005 when voters elected Without additional funding sources and /or reallocation of restricted funds, the town's Capital Projects Fund
to stop the conference center project rather than impose an increase the conference center tax rate. A will not be sufficient to meet the town's anticipated capital needs.
balance of $8.2 million remains pending a future vote to determine disposition of the funds. It is likely that new funding sources and /or additional debt will need to be considered to fund capital needs
The Vail Reinvestment Authority was created in 2003 to implement tax - increment financing (TIF) in the and increased municipal services.
LionsHead area to fund an estimated $9 million in public improvements beginning in 2009. The Real Estate Transfer Tax (RETT) Fund will benefit greatly from current redevelopment activity and
Vail Resorts is committed to funding $4.3 million of new permanent parking facilities which will be owned may provide funding for additional projects. Its use, however, is limited to acquiring and maintaining real
by the town. property for parks, recreation, and open space.
The town currently has $13.8 million outstanding debt, which will be paid off in 2012. Given the demand for significant capital improvements in Vail, and the erratic performance of sales taxes
over the past several years, the Town may need to look for alternative revenue sources beyond sales taxes
The town has healthy fund balances ($40.7 million as of 12/31/05), however, certain funds are restricted as to fund anticipated needs.
to their use.
• Disposition of the $8.2 million remaining from the conference center tax will be determined by the voters:
Use of the $4.3 million of parking capital committed by Vail Resorts will be dependent upon the town
identifying a location and committing to construction of new incremental parking.
The economic success of redevelopment and existing businesses will drive the financial future of the town
through sales tax, real estate transfer tax, and, to a lesser extent, property taxes.
Resort Resort
Vail Resorts is currently building new developments or redeveloping numerous properties throughout the Visitor's experience fuels Vail's economy
Town. Vail as a pedestrian village continues to be an attractive destination resort
Vail Resorts has partnered with the Town to amend the Lionshead Redevelopment Master Plan to include Increased competition with other resorts and throughout the county.
planning for West Lionshead.
• The seasonality of the economy has become more pronounced and evident.
In order to appeal to all demographics and ensure future visits to Vail, the resort has taken the approach of
marketing that appeals to many different generations.
The Vail Local Marketing District utilizes the lodging tax to market Vail as a summer destination.
Business Climate Business Climate
The Town of Vail has recently formed an Economic Advisory Council, which has been charged with Without housing, there will be increased direct costs to employers to hire employees
developing economic strategy for the Town and its partners. This group has a budget of $150,000 to
support economic development projects. Projected commercial development in Vail will more than double what exists today.
Currently, the business community is supported by the Vail Valley Chamber and Tourism Bureau as well as
the Vail Chamber and Business Association.
Regional Position Regional Position
Vail has lost its dominance over the County economy. Where once Vail was the main provider of sales As families have moved down - valley, they will focus much of their shopping, dining and entertainment
tax in the county, it is losing its share of the Eagle County market. activities on commercial establishments found close to home.
The Town will have to remain competitive with down - valley businesses and be attractive to visitors for sales
tax revenues to continue to increase.
THE FUTURE OF VAIL A Community & Community Services
What will it d-
Current Strategies Baseline Future Scenario
Sense of Community Sense of Community
During the past decade, new facilities and amenities have been added to improve the quality of life for The abundance of part -time residents contributes to the feeling of empty neighborhoods.
Vail's residents and provide places for community gatherings. These include the Donovan Pavilion, the Vail Generational continuity suffers from fewer children residing within Vail.
Child Care facility, a gymnastics center, the addition of Ellefson Park, extensions to the recreation path and
completion of the Vail Memorial Park. Increase in workers living down valley results in disconnection from Vail community life.
Multiple opportunities for community gatherings are offered year- round. The Town of Vail sponsors a The transient nature of the population will increase as Vail becomes less affordable.
neighborhood picnic series and annual town meeting as ways to connect with the community. Other The retirement of former part -time residents to Vail creates a need for different types of community
community -based venues and activities include the Vail Library, programs offered by the Vail Recreation gatherings.
District, the Vail Farmers' Market, Oktoberfest and the Hot Summer Nights concerts:
• More part -time residents will spend the majority of the year in Vail and will desire greater involvement in the
The presence of Red Sandstone Elementary School, Vail Mountain School and Vail Valley Medical Center community.
are highly valued as critically important community attributes.
• Vail will need to accommodate the growing number of people from different cultures and those speaking
The Town of Vail reaches out to its full -time and part -time resident and business community through an different languages.
electronic newsletter service, Vail -Mail, to encourage participation in public policy decisions. While part -
time residents are ineligible to vote in Town of Vail elections, their input is sought on a regular basis. Strong leadership will be vital to Vail's success.
The Town measures its attempts to positively impact the sense of community via the biennial community
survey.
Health Care Health Care
Expansion of Vail Valley Medical Center in 2001 reaffirmed the hospital's commitment to quality health care The aging population will require state -of- the -art facilities and cutting edge services.
services in Vail. Health services will need to be expanded to meet the needs of the growing population.
The need for community health education will increase.
Public Safety Public Safety
Public safety campaigns on July 4th and New Year's Eve, initiated in 2001, have helped maintain a safe Fire protection will be a concern.
environment for Vail's guests during the holidays. Vail must be prepared to respond to a variety of emergencies.
Video monitors were installed on Vail buses in 2002 to ensure passenger safety.
A 65 Max traffic safety campaign on 1 -70 was introduced in April 2004 to reduce accidents.
Emergency preparedness and incident command training by Vail's public safety agencies has been a
priority since 9 -11.
Public safety agencies have improved technology for rapid response and wireless information - sharing in
the field.
- Focus on the Future
STRATEGIC ACTION PLAN
Adopted by the Vail Town Council
November 6, 2007
TOWN OF VAIN
1 -4 -1 \n
ACKNOWLEDGEMENTS
The Town of Vail wishes to thank members of the community who participated in the Vail 20/20 process,
as well as the following individuals and organizations:
Vail Town Council Vail Housing Authority
Rod Slifer, Mayor Steve Lindstrom
Farrow Hitt, Mayor Pro -Tem Mark Ristow
Kevin Foley Sally Jackle
Mark Gordon Kim Newbury
Kent Logan Ethan Moore
Greg Moffet
Kim Newbury Representatives and Organizations
Bruce Baumgartner, Eagle County
Planning and Environmental Commission Cal Wettstein, US Forest Service
Bill Jewitt, Chair Linn Schorr, Eagle River Water and Sanitation District
Dick Cleveland Dave Johnson, ECO Transit
Anne Fehlner - Gunion Bill Jensen, Vail Resorts
Rollie Kjesbo Jim Lamont, Vail Village Homeowners Association
Michael Kurz Jim Brandmeyer, formerly of Vail Alpine Garden Foundation
Bill Pierce Peter Abuisi, Vail Mountain School
David Viele Karen Strakbein, formerly of Eagle County School District
Ceil Folz, Vail Valley Foundation
Town of Vail Staff Michael Robinson, Vail Valley Partnership
Stan Zemler, Town Manager Gregory Repetti, Vail Valley Medical Center Foundation
Pam Brandmeyer, Assistant Town Manager Karen Simon, Vail Valley Charitable Fund
Gregg Barrie, Landscape Architect Bill Wilto, Vail Valley Rotary Club
Judy Camp, Finance Director Bev Trout, Vail Board of Realtors
Warren Campbell, Chief of Planning Kaye Ferry, Vail Chamber and Business Association
Bill Carlson, Environmental Officer Mark Bricklin, Vail Daily
Susan Douglas, Administrative Commander, Vail PD Don Rogers, Vail Daily
Russ Forrest, Former Director of Community Development Carl Walker, Vail Religious Foundation
Rachel Friede, Town Planner
Bill Gibson, Town Planner Environmental Team
John Gulick, Former Vail Fire Chief Luke Cartin, Vail Resorts
Greg Hall, Director of Public Works Anne Essen, Resident
Kathleen Halloran, Budget Manager Kim Langmaid, Gore Range Natural Science School
Dwight Henninger, Vail Police Chief Susan Pollack, board member of Gore Range Natural
Scot Hunn, Senior Planner Science School
Kelli McDonald, Economic Development Manager Matt Scherr, Eagle Valley Alliance for Sustainability
Todd Oppenheimer, Capital Projects Manager Caroline Bradford, Grand River Consulting
John Power, Director of Human Resources
Elisabeth Reed, Former Town Planner Vail Economic Advisory Council
George Ruther, Director of Community Development Dick Cleveland
Suzanne Silverthorn, Community Information Officer Rick Scalpello
Nina Timm, Housing Coordinator Robin Litt
Jamie Wilson, Comm. and Special Projects Manager Sally Hanlon
Rob LeVine
Vail Recreation District Staff Pam Stenmark
Mike Ortiz, Director, Vail Recreation District Mark Cervantes
John Monson, Assistant Director, Vail Recreation District Matt Morgan
Steve Kaufman
Consultants Tori Franks
Becky Zimmerman, Principal, Design Workshop Rayla Kundolf
Rebecca Leonard, Project Manager, Design Workshop Bob McNichols
Pam Britton, Facilitator, Design Workshop Bob Boselli
Anna Gagne, Project Assistant, Design Workshop Alan Kosloff
Chris Cares, RRC Associates M. Joseph McHugh
1 -4 -2 \n
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
VAIL 20/20 COMMUNITY VALUES 3
LAND USE AND DEVELOPMENT 4
PARKS AND RECREATION 6
ENVIRONMENTAL SUSTAINABILITY 8
HOUSING 11
TRANSPORTATION 13
ECONOMY 16
PUBLIC SAFETY 18
COMMUNITY DIVERSITY 19
APPENDIX A: BACKGROUND INFORMATION A -1
APPENDIX B: PUBLIC INPUT SUMMARIES B -1
APPENDIX C: VAIL TOMORROW SUMMARY C -1
APPENDIX D: COMMUNITY SURVEY 2007 D -1
"NOTE: IF APPENDICES ARE NOT INCLUDED,
THEY CAN BE VIEWED AT WWW.VAILGOV.COM /2020
LL�
1 -4 -3 \n
EXECUTIVE SUMMARY
The Vail 20/20 Focus on the Future process community and public safety topics, including
began in 2006 as a way to build upon Vail's specific vision statements, long -term goals, and
successes, keep the resort community actions and strategies over the next 5 years to
competitive and to seek opportunities to improve achieve those goals.
the community through a strategic plan. Goals of The appendices include the following information:
the 20/20 process were adopted as follows: Background information, current practices,
current strategies, guiding documents, and public
• Create a plan that identifies commonly shared input for each topic (Appendix A), summaries of
values in the community. public input (Appendix B), Vail Tomorrow
summaries (Appendix C), 2007 Community
• Create a clear vision for Vail. Survey (Appendix D).
• Integrate a plan to coordinate Vail's strategies
for the future. Vail's Vision is the general vision statement for
Vail's future, based on input from the community
• Create a plan that transcends the during the Vail 20/20 process, and is as follows:
administrations of town staff, Vail Town Council
and appointed boards and commissions. We are the "Premier Mountain Resort
Community" by providing high quality of life
and experiences for both residents and
Vail's last community visioning process took visitors. This is achieved through
place in 1996, which involved the community in environmental stewardship, world -class
the creation of shared values, goals and actions. recreational, cultural and educational
Now, more than a decade later, that earlier work opportunities, a strong year -round economy,
from Vail Tomorrow has been re- examined as diversity of housing, and superior
part of the Vail 20/20 process. infrastructure. The town actively seeks input
and cooperation from the community and its
neighbors to ensure fulfillment of its vision.
The public input process for Vail 20/20 has
included two public workshops, a meeting with
Vail's stakeholders, a workshop with Vail The following provides a summary of each topic
Mountain School students, and an open house to and general themes expressed by 20/20
respond to a first draft of the Strategic Action participants. For more information, visit
Plan. Environmental sustainability, workforce www•vailgov.com /2020
housing, 1 -70 mitigation, wildfire preparedness
and management of growth and redevelopment
were identified during these meetings as top Land Use and Development The completion of
priorities for the town. In all, more than 300 current redevelopment in Vail and preparing for
voices were heard to assist in setting a direction future growth is essential to Vail's ongoing
for the future. success as a resort community. Through
evaluation of and modifications to the town's
planning documents, the town has an opportunity
The Vail 20/20 Strategic Action Plan begins with to ensure proper guidance of future development.
a set of values that outline what is truly important During 20/20, some participants expressed
to the community. The plan then details land use concerns over the scale of development in Vail,
and development, parks and recreation, while others expressed satisfaction with the
environment, housing, transportation, economy, town's management of growth and development.
1
1 -4 -4 \n
EXECUTIVE SUMMARY
Parks and Recreation Aging infrastructure, the Economy Increasing capital and operational
need for new recreation facilities and expenses for the town, a sales tax driven
programming to meet public demand and a lack municipal budget, workforce housing needs and a
of funding have been identified as important seasonal economy impact the community's long -
challenges to be addressed by Vail's leaders and term financial health. During 20/20, participants
its partners. During 20/20, participants expressed expressed interest in creating a year -round
a desire for new facilities, increased maintenance economy, funding capital projects and focusing
for existing facilities and additional marketing for on workforce housing.
recreation programs.
Community Vail's community direction and
Environment Vail's reputation as a resort industry diversity is impacted by variables such as
leader lends itself to setting exceptional housing, employment and affordability. These
standards for environmental stewardship. During variables have caused a decline in the number of
20/20, participants encouraged the town to families living in Vail, while representation from
become a leader in environmental sustainability, other demographic sectors such as retirees and
including improvement in town practices and part -time homeowners moving to Vail full -time
creation of new environmental opportunities for has increased. During 20/20, participants
businesses, residents and guests. expressed optimism in addressing the many
challenges associated with improving community
Housing The high cost of housing and a lack of diversity, which in turn, will contribute to a
developable land continue to challenge the healthier resort.
community in providing adequate workforce
housing. Opportunities exist to increase the Public Safety The town continues to look for
amount of employee housing through opportunities to improve its public safety divisions
redevelopment of existing housing, the purchase including constructing a new fire station in West
of deed - restricted units and through developer Vail to improve emergency response times in the
requirements. During 20/20, participants placed neighborhood, as well as renovation to the Main
workforce housing as a top priority for the Vail fire station. Additionally, the increase in
community and government leaders to address. wildfire danger caused by the ongoing pine beetle
outbreak poses a threat to public safety and the
Transportation Vail strives to operate a seamless town is working with local and regional partners to
transportation system while experiencing an prepare itself and its residents in the event a
increase in users in every mode of transportation. wildfire occurs. During 20/20, participants
This increase has caused the town to reevaluate expressed the need for a new fire house in West
and seek new opportunities for funding sources Vail and ongoing response to the beetle outbreak.
and solutions to traffic congestion and parking
needs. During 20/20, participants expressed The Vail 20/20 Strategic Action Plan has been
concerns regarding 1 -70 noise and pollution, developed to guide decisions by key leaders to
increased traffic in Vail and the need for ensure these decisions are aligned with the
additional parking options. community's desired future, as outlined in Vail's
Vision above. The plan will also be used to
improve effectiveness and efficiency in capital
and operational budgeting for the town. As such,
Vail's 20/20 values and vision statements, goals
and actions should be reviewed as needed to
maintain a strategic direction into the future.
2
1 -4 -5 \n
VAIL 20/20: COMMUNITY VALUES
Vail's Community Values serve as the foundation for the
Vail 20/20 Strategic Action Plan and are the essence of Vail's identity.
Premier Resort Community: Vail values its role Participation and Cooperation: Vail values the
as a premier resort community, which recognizes participation of its citizens in community life,
the interdependent relationship between the decision making and planning for the future. To
resort, community and municipality. VaiI's foster effective communication, the community
success as a resort depends largely on its subscribes to a Common Code of Ethics for
success as a community, as the community conduct in civic life including honesty, integrity,
fosters relationships between locals and visitors. civility, respect, trust, goodwill, transparency,
We make plans and take actions that are openness, selflessness and generosity. A sense
investments in the experiences and lives of many of ownership and responsibility is achieved
different generations, today and into the future. It through open communication and cooperation
takes work and reinvention to stay No. 1, and Vail between community members, businesses,
is committed to innovation and creativity to interest groups and local and regional
achieve our goals. governments. Cooperation is essential to
addressing issues that extend beyond town
Diversity: Vail values maintaining a diverse boundaries.
population of residents, workers and visitors, with
a broad representation of age, family Leadership: Vail values a transparent, fiscally
composition, ethnic background and economic responsible and ethical municipal government
means. that engages community members, private
partnerships, municipalities and other entities
Activities Benefit Individuals and the throughout the region to make sound decisions
Community: Vail values a vibrant community life that serve all interested parties for the long term.
supportive of spiritual and physical well -being and
encouraging of intellectual and cultural growth. Healthy Economy: Vail values world -class
This value includes providing a wide variety of service and a vibrant, diverse, year -round
educational, recreational, entertainment, art and economy that caters to full and part -time
cultural opportunities. These offerings are residents, visitors and business owners and
accessible to all and appeal to residents and operators. A growing employment and revenue
guests of all ages, incomes and interests. These base supports the economy, which thrives on
activities promote the development of environmental sustainability, amenities and
relationships that strengthen the community. events, transportation and other infrastructure.
Natural Environment: Vail values the Sense of Place and Character: Vail values the
environment as a source of health, beauty, strong history of the town and its unique
recreation and economic strength that makes Vail character and legacy while acknowledging the
a special place to live, work and play. As importance of reinvention. This is reflected in the
stewards of the environment, Vail is committed to high quality of the built environment with design
promoting sustainable environmental practices in and features that endure over time.
every aspect of the community.
Transportation and Transit Network: Vail
Safety and Health: Vail values a sense of values a sustainable, multi -modal transportation
personal security for its citizens and their system that effectively provides ease of access to
children, as well as for property. Quality residents, visitors and the workforce in an
healthcare and physical activities support the environmentally and technologically forward
health of the community. manner.
3
1 -4 -6 \n
LAND USE AND DEVELOPMENT
20/20 Vision The pedestrian ambiance and o Land Use Plan
scale of Vail Village and LionsHead continues o LionsHead Master Plan
into 2020, where the European alpine charm of o Vail Village Master Plan
Vail is replicated in its new development. The o Comprehensive Open Lands Plan
unique character of Vail is evident from the o Ford Park /Donovan Park Master Plan
Tyrolean building style that speaks of Vail's o Three Mile Plan (annexation plan)
history, to the mountain contemporary style that o Comprehensive map that includes parcels,
heralds technological advancement. The vibrant zoning and hazards
mixed -use pedestrian core areas of Vail attract o Timber Ridge Redevelopment Plan
guests, residents and businesses. The diversity
of businesses within the core areas provides • Work with Eagle County to incorporate the Vail
something for everyone and the new affordable Integrated Land Use Plan as part of the Eagle
housing options are seamlessly integrated into County Comprehensive Plan.
the community's fabric. Growth has been
carefully managed to be sustainable and • Make amendments to the Vail Town Code to
complementary to the natural environment. reflect planning document updates, including
the Sign Regulations, Zoning Regulations and
20/20 Implementation Based on input from the Development Standards Handbook.
community during the 20/20 process, town staff
developed the following goals and action . Work with utility companies and town staff to
strategies to support the land use and address capacity issues and identify future
development vision. The goals also reflect the concerns for development and redevelopment
common themes heard from the community projects.
during the 20/20 process, including a need for
more employee housing, increased Goal #2: Land use and development decisions
environmental sustainability, reduction of 1 -70 will address environmental sustainability as a
impacts and managed growth. priority of the community.
Goal #1: Vail will continue to manage growth, Actions /Strategies
maintaining a balance between the bulk and • Create green building standards for all new
mass of residential, commercial and recreational buildings within the town.
uses to ensure the quality, character, diversity
and vitality of the town by ensuring that all • Ensure that all Comprehensive Plan updates
regulatory and advisory land use documents are address environmental issues, including
updated and current, providing ease of recommendations for improvements.
compliance and enforcement, and uniformity
among regulatory and advisory documents. • Work with public and non - profit partners to
ensure that environmental issues within the
Actions /Strategies town and region are being addressed.
• Update planning documents, ensuring public
participation and regional government . Educate developers and applicants on how to
participation to reflect current conditions, incorporate environmental sustainability into
management of growth and gain a clear projects.
understanding of a preferred future scenario for
Vail, including: • Promote alternative transportation through
o West Vail Master Plan planning efforts that will reduce Vail's carbon
o Chamonix and Wendy's site Master Plan impact.
4
1 -4 -7 \n
Goal #3: Ensure fairness and consistency in the Goal #4: Provide for enough deed - restricted
development review process. housing for at least 30 percent of the workforce
through policies, regulations and publicly initiated
Actions /Strategies development.
• Provide transparency of the review process by
improving communications. Actions /Strategies
• Update housing regulations to include more
• Embrace policies and practices that ensure zone districts that are required to provide
honest governmental interaction. employee housing.
• Define ways in which to improve • Redevelop Timber Ridge to increase number of
communication with the public. employee beds.
• Review and improve policies regarding • Use employee housing fund for buy -downs and
notification of design review applications. other programs that will increase the number of
employees living within the town.
• Provide adequate training for members of the
town's boards, commissions and committees • Address the zoning regulations to provide more
regarding goals and purposes for regulation. incentives for developers to build employee
housing units.
• Develop a streamlined design review process
and include in regulation updates.
5
1 -4 -8 \n
PARKS AND RECREATION
20/20 Vision
•Develop an understanding of the future of parks
Vail embraces a healthy lifestyle and is a place and recreation amenities through planning and
where one of any age, economic status, race and public participation, and update the Vail Parks
culture can indulge in a multitude of diverse and Recreation Master Plan as needed.
recreational activities. With Vail Mountain, Gore
Creek and a strong regional system of diverse
recreational facilities and amenities, the Vail Goal #2: Establish and improve upon
Valley is a premier destination for the recreation partnerships with public, private and non- profit
enthusiast. Through Vail's vast and entities, ultimately delivering added benefits to
unprecedented era of capital improvements, pace recreation users.
is maintained by offering exceptional recreational
programs in world -class facilities that are actively Actions /Strategies
communicated and marketed to users.
•Update lease and management agreements
20/20 Implementation between the town and VRD.
Based on input from the community during the •Seek opportunities to provide aquatic
20/20 and the Vail Parks and Recreation Master programming by collaborating with hotels and
Plan processes, town and VRD staff developed athletic clubs.
the following goals and action strategies to
support the parks and recreation vision. •Collaborate with Western Eagle County
Metropolitan Recreation District and Eagle -Vail
Metropolitan District to create a seamless and
Goal #1: Evaluate current recreational valley -wide recreation experience.
programming, facilities and amenities and ensure
they meet the needs of all users on a year -round .Work with Vail Resorts, Inc. and the Forest
basis. Service to build new trail systems.
Actions /Strategies •Work with Vail Resorts, Inc. to improve biking
•Evaluate need for new youth services space, and hiking on Vail Mountain and create additional
pending potential LionsHead parking structure on- mountain recreation opportunities.
redevelopment.
•Continue to evaluate and increase marketing for
•Continue to gain community input on desired Vail's parks and recreation programming by
programs on both current and future plans. partnering with the Vail Valley Partnership, Vail
Chamber and Business Association, Vail Local
•Provide affordable recreation programs and Marketing District, Vail Resorts and other
packages for seasonal workers and residents organizations to promote events and services to
with moderate income levels. guests and new residents.
•Identify programs not meeting minimum capacity .Work with private sector and water controlling
and work to improve programs and marketing. entities to improve fishing opportunities.
•Work with local tourism organizations to provide
alternatives to skiing and additional summer
activities.
6
1 -4 -9 \n
PARKS AND RECREATION
Goal #3: Conduct necessary capital •Begin update of Parks Safety and Improvement
improvements of Vail's current recreational Plan to plan for implementation completion.
facilities and amenities to meet high standard of
quality for users. •Convene a citizen committee to make a
recommendation to the Vail Town Council on the
Action /Strategies location and design of a permanent Vail skate
park.
*Explore combining efforts among the town and
VRD for turf management and landscaping.
Goal #4: Evaluate and prioritize needs and
•Explore creation of an adopt -a -park program obtain funding for recreational facilities and
and /or park ambassador program to improve park programming in Vail.
maintenance.
Actions /Strategies
*Quantify current deferred capital maintenance
backlog for recreational facilities. •Reevaluate the VRD's fee policy including
resident /non - resident fees to reward the Vail
*Create trail connections that take users off the taxpayers; consider an inclusion election and /or a
road. special recreation tax for "non- included areas;"
establish non - resident fees.
*Enhance the Nordic skiing facilities through
grooming improvements. •Consider the use of Real Estate Transfer Tax to
fund VRD initiatives.
•Plan for and provide new destination play
environments throughout Vail. •Consider a ballot initiative in May 2008 by the
VRD to address recreational facilities and
programming needs.
7
1 - 4 -10 \n
ENVIRONMENTAL SUSTAINABILITY
20/20 Vision
•Encourage or require building certifications that
Vail is an environmental leader and a sustainable promote material efficiency through LEED
community. Vail collaborates with the community (Leadership in Energy and Environmental
to restore and protect the natural and built Design) certification and /or other green building
environment in balance with its economic and programs.
social needs.
•Complete a town greenhouse gas emission
20/20 Implementation baseline inventory to understand goals and to
promote the use of renewable energy and energy
Based on input from the community during the efficiencies in town facilities.
20/20 process, town staff met with a team of
interested citizens and developed the following •guild awareness of the climate change problem
goals and action strategies to support the through public education and awareness
environmental sustainability vision. The goals programs.
also reflect the common themes heard from the
community during the 20/20 process, including •Partner with Holy Cross and other utility
being an environmental leader, a need for more companies to promote and educate consumers
employee housing, reduction of 1 -70 impacts and about energy efficiency.
managed growth.
•Encourage adoption of green building strategies
Goal #1: Measure, Monitor, Manage: Gain a and practices.
clear understanding of our current baseline
scenario of environmental health and impacts and .Implement energy efficiency and conservation
create clear and concise measurable goals. measures for municipal facilities.
Actions /Strategies •Research alternative fuel options for town
•Establish a baseline scenario for green house transit /fleet operations.
gas emissions, waste levels, water quality and .Partner with the 1 -70 Coalition and ECO Transit
forest health, as well as any other measurable to promote and leverage mass transit projects.
scenario for environmental health.
•Establish measurable, attainable goals for
•Support employee housing initiatives in order to
reduce trips into Vail.
improving the baseline scenario through
calculated research. •Enforce vehicle idling laws to reduce carbon
•Take action from the remaining goals in order to
output.
achieve each established goal for improving
environmental health. Goal #3: Ecosystem: Improve the health and
diversity of the forest and mountain ecosystem
while recognizing the interdependence of the
Goal #2: Energy Management in Buildings and wildland urban interface (WUI) corridor within
Transportation: Reduce the town's 2007 baseline Vail.
green house gas emissions.
Actions /Strategies Actions /Strategies
1 - 4 -11 \n
ENVIRONMENTAL SUSTAINABILITY
•Reduce extreme wildfire hazard areas in the •Encourage creation of on -site recycling
wildland urban interface as outlined by 2010 opportunities for multi - family housing units.
through the Vail Valley Forest Health Project and
the town's Community Wildfire Protection Plan. •Develop a small commercial cardboard recycling
collection program for Vail based businesses.
•Partner with the Forest Service on future
wildland fire mitigation and fire prevention •Promote and require recycling of construction
projects. waste and building material.
•Encourage updating and /or enforcement of the •Create a culture of waste reduction and
town's regulation making pine beetle infested resource efficiency by delivering a clear and
trees a nuisance, through property assessments consistent message.
and owner education, as well as the use of the
town's wildfire mitigation crew. •Replace current animal waste disposal bags
with biodegradable bags.
•Research state and federal grant opportunities
for wildfire fuel reduction projects, public
education and fire prevention programs. Goal #5: Water Quality: Maintain Gore Creek
watershed as a Gold Medal fishery, while working
*Research potential code amendments to further to maintain tributaries that meet and /or exceed
protect homes from wildland fires. aquatic life standards set by the state of
Colorado.
*Initiate Trees for Vail program as a forest
restoration program in the Town of Vail. Actions /Strategies
•Work with non - profit organizations and the •Annually review funding to support the Eagle
Colorado Department of Wildlife to improve River Watershed Council and other partners and
wildlife conditions. continue participation in the Black Gore Creek
steering committee.
Goal #4: Resource Efficiency - Reduce, Reuse, •Support permanent on- stream solutions that
Recycling: Reduce the rate of residential, protect Gore Creek from past operation and
commercial and construction waste through maintenance of the 1 -70 roadway (i.e., Basin of
programs centering on reducing, reusing and Last Resort), including annual review of funding
recycling waste. opportunities and public support of the program.
Actions /Strategies •Develop and implement best management
practices for sedimentation and erosion control in
•Increase recycling participation and reduce per the watershed.
capita landfill waste through an ordinance
requiring residential and commercial recycling. .Work with the Colorado Department of
Transportation in the development of actions that
•Increase the number and quality of recycling reduce past and future 1 -70 operations and
drop off locations within the town, specifically in maintenance impacts to Black Gore Creek, Gore
East and West Vail.
9
1 - 4 -12 \n
ENVIRONMENTAL SUSTAINABILITY
Creek, Miller Creek and Polk Creek, via public .Work with non - profits to promote environmental
participation process and comment period. programming in Vail and regionally.
•Support a storm water pollution prevention
public education program in the town.
•Research the need to create an Environmental
•Integrate Town of Vail storm water protection Council supported by a variety of funding sources
and compliance program with the Forest Service that promotes environmental education and
and Vail Resorts to prevent discharge of ecotourism in Vail.
sediment into Gore Creek.
Goal #6: Education: Ensure the community is •Encourage the business community to conduct
educated and aware of environmental issues to an educational campaign to promote and design
encourage responsible environmental actions. programs that support Vail as an ecotourism
destination.
Actions /Strategies
•Promote and communicate the value of Gore
•Work with the Town Council to identify Creek within the Vail community.
environmental issues that need immediate
attention as well as those that will require action .Work with a local or regional university to
in the future. identify ways to improve Vail's environmental
health.
•Conduct public awareness campaigns to
promote environmental stewardship (i.e. .Partner with Vail Resorts to implement
increased recycling, energy efficiency). environmental programs within and around Vail.
•Build awareness of the Vail ecosystem by .Conduct a campaign to educate public on
coordinating the promotion of outdoor recreation wildlife resistant garbage containers.
amenities with local stewards of the environment.
10
1 - 4 - 13 \n
HOUSING
20/20 Vision
•Work with the County and other regional entities
The number of employees living within the town to ensure housing is addressed on a regional
has steadily increased, thanks to the town's level.
commitment to ensure affordability and
availability of housing. The number of deed- .Preserve existing affordable /workforce housing
restricted rental and for -sale units required of within the town.
both private and public projects has increased. o Expand "buy down" program that gives
The diversity of deed - restricted units can cash for deed restrictions of units.
accommodate the seasonal worker, as well as all o Evaluate impact and explore options for
levels of year -round employees, including those replacement of EHUs from Timber Ridge during
with families. Housing in general has been redevelopment.
transformed to include green building standards.
•Expand the number of employee beds in the
20/20 Implementation Town of Vail.
Based on input from the community during the o Redevelop Timber Ridge to increase
20/20 process, town staff with the Vail Local affordable /workforce housing and maximize
Housing Authority, developed the following goals redevelopment potential with high density zoning.
and action strategies to support the housing o Update Chamonix /Wendy's Master Plan to
vision. increase employee housing development
potential.
Goal: The Town of Vail recognizes the need for o Redevelop Chamonix parcel per the
housing as infrastructure that promotes master plan.
community, reduces transit needs and keeps o Redevelop the A -Frame lot for employee
more employees living in the town, and will housing.
provide for enough deed - restricted housing for at o Conduct inventory of all sites with
least 30 percent of the workforce through policies, development potential and pursue opportunities
regulations and publicly initiated development. for acquiring undeveloped or underdeveloped
properties.
Actions /Strategies o Consider increasing incentives in
•Research and propose next steps for performance zoning for property owners who
strengthening the town's inclusionary zoning and build EHUs.
commercial linkage policies, including o Continue to purchase properties for TOV
requirements for more zone districts. employee rentals.
o Amend development standards to allow for
*Research parking requirements for employee development of EHUs on properties.
housing and consider reducing requirements for o Evaluate opportunities for potential land
employee housing developments. swaps with the Forest Service.
o Evaluate opportunities for annexation of
•Ensure pay -in -lieu funds generate as many land from other jurisdictions.
workforce housing units as possible. o Update the Vail Land Use Plan and identify
more areas for employee housing.
*Establish protocol for disbursement of dedicated •Enumerate the effects of housing employees
housing fund resources. within the Town of Vail, including a cost - benefit
•Research and secure potential alternative analysis of employee housing.
(besides pay -in -lieu) funding sources for
employee housing.
11
1 - 4 -14 \n
TRANSPORTATION
20/20 Vision
•Maintain the supply of parking where all demand
Vail is recognized as having a comprehensive is met except up to a maximum of 15 days of
transportation system and through continued winter and three days of summer when parking
redevelopment, has reinforced its transit - oriented demand exceeds supply.
lifestyle. Transit, walking and biking are the
major modes of travel along with extensive, multi- •On parking overflow days, provide on- street
modal connections between major destinations. emergency parking and additional bus stops to
Those who choose to drive are welcomed with a ensure a maximum waking distance of a quarter
well - maintained roadway system directing mile to a bus stop or half mile to the final
vehicles to Vail's managed parking areas. Goods destination.
and service delivery are distributed through the
town's dispersed loading and delivery system. •Parking revenue shall offset all parking costs,
Getting to and from Vail is safe and efficient. including operations and capital, and combined
Connections throughout the intermountain area with the ski tax, shall pay for the operational and
are seamless and a big factor in Vail's quality of capital costs of transit.
life. Workers enjoy a one -hour commute from the
Denver Metro area or Glenwood Springs in a .Meet future parking needs of approximately
reliable and environmentally friendly method, 1,000 spaces by developing parking supply that is
while residents and guests enjoy the same conveniently located to destinations.
commute to Denver for work or visits to the many
cultural venues and events. Convenient Bikeway
connections to the nearby airports make year- •Integrate Frontage Road plans to include
round travel to Vail easy from anywhere in the bikeway construction.
world.
•Work with regional trail authorities to implement
20/20 Implementation a comprehensive regional bike trail system to
ensure Vail will be the center of a regional bike
Based on input from the community during the trail system connecting areas as far as Aspen,
20/20 process, town staff developed the following Rifle, Breckenridge, Fairplay, Kremmling,
goals and action strategies to support the Leadville and Salida.
transportation vision.
Goal #1: Create an integrated Transportation •Create regulations that provide convenient
connections between developments and
System with high levels of service that caters to bikeways.
the many needs of our residents, guests and
employees and embraces the many issues of the .Work with private developers to ensure all
surrounding natural and built environment in its arterials in Vail have bikeways along them and
design, implementation and operation. that there are connections between
Actions /Strategies neighborhoods.
Parking •Codify and require developments to provide
•Aggressively manage parking to minimize major
easements and construct connections.
capital investments to increase supply while •Work with the Forest Service, Bureau of Land
encouraging travel modes other than single Management, Greater Outdoors Colorado,
occupant vehicles.
1?
1 - 4 - 15 \n
TRANSPORTATION
Colorado Trail and other partners to implement •Ensure and plan for all major parking areas to
the Rocky Mountain trail system that provides be integrated with significant line haul transit
regional connections for hiking, mountain biking connections.
and other non - motorized modes of transportation,
with Vail in the center of the system. •Research feasibility of an advanced mass transit
system in Vail.
•Increase bicycle parking in commercial core
areas. •Provide a max of 30 minutes to one hour off -
peak service that is coordinated with expected
Pedestrian ization walk times and people's ability to reach stops
•Ensure that all pedestrians have a maximum of during both the winter and summer.
a quarter mile or less to walk from transit stops to
major destinations. •Coordinate and work with ECO Transit to ensure
service can be provided as demand is driven by
•Ensure that walking distances from residential Vail's aggressive parking management and travel
areas to transit stops are one -sixth of a mile in demand management strategies.
high density areas (5 minute walk), one -third mile
in medium density areas (10 minute walk), and a .Work with local, regional and state governments
half mile in low density areas (15 minute walk). to ensure that Vail's mass transit system is
interconnected to a county -wide and statewide
•Ensure transit and pedestrian connections are system, including connections to Summit and
integrated into the design of development Garfield counties.
projects.
Roadway
•Evaluate the need for amendments to Zoning •Maintain the current Levels of Service on roads
Regulations and master plans to incorporate throughout the town through road improvements
transit oriented development and more mixed use (LOS C in clear daytime conditions, LOS D in
development. harsh winter conditions on arterials, LOS D at
cross streets during peak times in clear daytime
•Analyze current manmade pathways and conditions).
acquire easements to build legitimate pathways
(including streamwalk). •Work with the Community Development
Department to ensure land use patterns do not
•Improve sidewalks on frontage roads and other adversely affect travel demand without mitigation
necessary places. or no change in level of service.
Transit •Keep arterial roadway size to four lanes with a
•Annually review transit costs and parking center median with a 35 mph speed limit.
revenue and adjust as necessary in order to
maintain balance. •Create a secondary parallel loop route to the
frontage roads with two lane 25 mph speed for
•Provide peak time line haul service of five to emergency service.
eight minutes and max of 15 to 20 minutes on
outlying peak service. •Provide alternate routes to detours with proper
signage.
13
1- 4 -16 \n
TRANSPORTATION
•Seek funding and creation of a Simba Run
underpass to allow additional routes across 1 -70.
Goal #2: Minimize the environmental impact of
1 -70 the transportation system on the town and the
•Work with CDOT to ensure 1 -70 functions region.
adequately for the movement of people and
goods to and from Vail. Actions /Strategies
•Participate in the 1 -70 Coalition to assist with •Ensure town vehicles minimize their carbon
solutions for traffic congestion along 1 -70. dioxide emissions by upgrading current fleet with
energy efficient and low emission vehicles.
•Convene citizen group to work with staff on a
study of 1 -70 and long -term mitigation of noise •Research methods for reduced energy use in
and intrusiveness. streetscape and other parts of system that have
high- energy consumption.
•Work with the Colorado Department of
Transportation and other organizations to •Continue to mitigate noise pollution issues
research feasibility and funding for mass transit throughout the town through sand storage
along 1 -70 that provides seamless connectivity to berming and other methods; work with community
Denver Metro System. The measurement of to create new long -term solutions for 1 -70 noise.
success would be a 60- minute trip from Vail to
Denver (C -470). •Monitor effects of air pollution from
transportation sources and research potential
•Continue to improve the entrances to Vail to mitigation.
ensure a LOS C.
•Encourage the Colorado Department of
•Work with Eagle County and CDOT to Transportation to reduce road sanding yet
encourage safety improvements on Vail Pass and maintain safety standards.
Dowd Junction.
•Maintain current sand sediment basins and work
*Continue to explore options for burying or with CDOT to increase capacity and number of
rerouting 1 -70. basins.
Air Service •Encourage Sediment Control Action Plan
•Encourage year -round air service with adequate (SCAP) for Vail Pass and Vail.
year -round connections from around the world to
airports in the region. •Reduce point and non -point sources of pollution
from transportation.
•Work with ECO Airport, Grand Junction Airport,
Denver International Airport and shuttle services •Work with Division of Wildlife to ensure that
to create plan for year -round air service that transportation improvements do not affect wildlife.
serves Vail.
•Enhance natural environment through initiatives
•Support local marketing efforts to work with to improve ecosystem health.
travel package companies to ensure that service
to Vail is affordable and accessible.
14
1 - 4 - 17 \n
TRANSPORTATION
•Respect currently adopted view corridors by
encouraging development that enhances view.
LL�
15
1 - 4 - 18 \n
ECONOMY
20/20 Vision not limited to the Vail Business Review, same
store comparisons and the Travel and Tourism
Vail's economy is supported through a year -round Trends Study.
viable business environment that meets the
market demands of both residents and visitors. •Research cost and need for an Economic Vitality
The major redevelopment of much of the town Study to evaluate Vail's current retail offerings,
has expanded and enhanced Vags pedestrian retail marketing opportunities, recommend
and commercial core areas, which provides a strategies for enhancement of Vail's retail
strengthened tax base. A diversity of retail, experience and better define the Town of Vail's
lodging, dining, cultural events, service role in economic development.
businesses and both indoor and outdoor
recreation opportunities funds a growing •Work with Vail's economic partners, including
employment and revenue base. The town's but not limited to Vail Resorts, Inc., Vail Valley
strong infrastructure, environmental stewardship Medical Center, Eagle County School District,
and its cooperation with economic and Vail Mountain School and others to maintain
community partners benefits Vail's financial strong relationships with the town's largest
system. Through prudent cost - management and economic contributors.
balancing of diversified revenue sources, the
municipality has sustainable funding for its capital •Continue to facilitate Vail's Billion Dollar
and operational needs. Renewal, including re- branding of the renewal,
which will generate additional economic activity
20/20 Implementation and tax dollars.
Based on input from the community during the
20/20 process, town staff worked with the Vail Goal #2: Focus on building a year -round
Economic Advisory Council and developed the economy; reduce economic seasonality by
following goals and action strategies to support growing the summer economy at a rate greater
the vision for Vail's economy. than or equal to the winter economy.
Goal #1: Increase the Town of Vail's economic Actions /Strategies
activity as measured by tax revenue to, at a
minimum, keep pace with annual inflation. •Market and promote Vail to local, regional,
national and international visitors as a year -round
Actions /Strategies destination.
•Support retail opportunities in Vail including .Utilize data from the Vail Local Marketing District
completion of streetscape in Vail Village and and seek ways to increase summer (May -
LionsHead; modification of Vail's sign code to October) visitors, including group business.
offer better opportunities for businesses to
promote themselves; implementation of the .Annually review funding for economic vitality
LionsHead Master Plan; adoption and programs such as Bravo!, Hot Summer Nights,
implementation of the West Vail Master Plan; and Vail International Dance Festival, Street Beat
redevelopment of the LionsHead parking Concert Series, Vail Jazz Foundation,
structure. Commission on Special Events, Visitor
Information Centers and other programs.
•Benchmark local economic performance via
economic and industry indicators including but
16
1 - 4 - 19 \n
ECONOMY
•Support the local economy by working with the
business community to address future workforce
housing needs as they relate to business in Vail.
Goal #4: Identify and implement additional
Goal #3: Maintain a town -wide workforce in which revenue sources to support Vail's capital needs.
at least 30 percent of people who work in Vail
also live in Vail. Potential Action
Potential Action •Address funding shortfalls for future capital
needs through research and implementation of
new revenue sources.
LL�
17
1 - 4 - 20 \n
PUBLIC SAFETY
20/20 Vision •Identify an action plan to address immediate and
future public safety threats.
The Town of Vail delivers world -class emergency
services that provide a safe environment that •Develop and practice mutual -aid responses to
supports being the Premier Resort Community. identified public safety threats such as the wildfire
risks posed by the pine beetle and other
20/20 Implementation hazardous forest fuels.
Based on input from the community during the •Identify short and long -term resources and
20/20 process, town staff developed the following staffing needed to address the public safety
goals and action strategies to support the threats, such as the West Vail Fire Station, and
community's vision for public safety. collaborate regionally, wherever appropriate.
Goal #1: Identify and address potential public •Identify an action plan to retain public safety
safety threats that may jeopardize the employees, which are critical to the success of a
community's safety and security. safe, secure and customer - friendly community.
Actions /Strategies •Identify the causes of public safety employees
•Identify potential immediate and future public leaving the TOV and address root causes.
safety threats. •Identify an action plan to address substance
abuse problems to reduce crime and disorder and
•Create a risk assessment of short -term and other social issues to ensure a health community.
long -term public safety threats.
•Work with other county agencies to prevent and
address substance abuse in the community.
18
1 - 4 -21 \n
COMMUNITY DIVERSITY
20/20 Vision
Community connections are an essential part of Actions /Strategies
Vail's livelihood. Vail is a close -knit and inclusive
mountain community and its passion for the place •Retain and build upon existing activities and
is infectious. Whether a person lives, works, or occasions that strengthen our community life.
visits here, there is a special bond that ties
people together. This is a place where everyone .Assess existing and future community facility
is welcome and community contributions are needs in partnership with the Vail Recreation
highly valued. Vail takes great pride in District, Vail Valley Foundation, Vail Resorts,
celebrating its diversity and together its people Eagle County School District, Vail Valley Medical
appreciate the distinct recreational, cultural and Center and others.
educational qualities that can only be found in
Vail. The community actively participates in the
growing number of activities taking place in Goal #2: Create opportunities to strengthen
facilities that are well maintained and appeal to community diversity.
Vail's diverse needs. As individuals, stakeholders
feel a responsibility to participate fully in the Actions /Strategies
community, exchanging ideas and sharing a
commitment to fulfill the collective vision in .Embrace policies and practices that
making Vail the best place on Earth. Vail is accommodate a diverse population including the
known worldwide for its innovation, civic town's goal to house 30 percent of the
leadership and overall best practices. For visitors community's workforce in Vail.
and residents, there is no better place than Vail.
•Retain and recruit community institutions that
20/20 Implementation strengthen our diverse community characteristics.
Based on input from the community during the Goal #3: Expand opportunities for effective
20/20 process, town staff developed the following community leadership.
goals and action strategies to support the
community diversity vision. The goals also reflect Actions /Strategies
the common themes heard from the community
during the 20/20 process. .Build upon Vail's ongoing reputation of
responsible and effective leadership.
Goal #1: Create opportunities for enhanced .Increase opportunities for citizen involvement in
community interaction through increased the decision - making process.
activities, occasions and physical locations that
bring our diverse community members together. .Increase community civility in the decision -
making process.
•Work with community to make Vail an
environmental leader.
19
1 - 4 - 22 \n
T OWN O IVI�L '
M04NiA9N RESEARCH
Town of Vail Economic Indicators Summary: December 2009 Update
(Based on data as of October 31, 2009)
INTRODUCTION: An initial Economic Indicator data set was collected in early 2009, and has now been
updated based on data as of October 31, 2009 and is summarized herein. The Indicators Report is intended to
provide an overview of recent economic activity and to serve as a benchmark from which future economic
activity can be displayed and compared. To accomplish this, relevant data i) was gathered from various
secondary sources for the date range of November 2004 through October 2009, ii) is depicted by general
category (Tourism, Real Estate, Town Revenue, Business Growth and Macroeconomics) and seasonally
(Winter: November — April, Summer: May — October), iii) is presented in a chart format with this brief summary,
as a part of the Town of Vail 2009 Economic Development Strategic Plan and iv) is limited in scope and
accuracy by the availability of data from secondary sources, thought to be accurate but not independently
verified, and is best used as a general overview as a result
OVERVIEW: The resulting chart provides granular detail from which a general economic picture can be
assembled. All statistical comparisons are based on year- over -year comparisons as of October 31, 2009, vs.
October 31, 2008, unless otherwise indicated:
1. Tourism remains the primary economic driver, but has shown season - over - season decreases in most
areas including lodging occupancy (- 12.8 %) and rate (- 9.0 %). Although this is a significant decrease
from the previous season, the MTRiP industry aggregate occupancy showed a larger decrease in
occupancy (- 16.7 %) but a similar one in rate (- 8.8 %). Transportation to Denver International Airport
declined ( -3.3 %) from last summer, yet Eagle County Regional Airport showed a season - over - season
increase (5.1 %) in deplanements for the months it was open (Sep. & Oct.). Traffic through the Tunnel
has grown slightly (3.8 %), possibly due to the dramatic decrease in gas prices from the summer of
2008 to the summer of 2009 (- 33.9 %). A wide range of special events are offered during the summer
months. Attendance /participation varied across these events but overall very similar ( -0.5 %) to last
summer.
2. Real Estate Indicators show a significant decrease in all areas (except commercial real estate sales,
due to the large number of parking space sales) during the summer of 2009 compared to the previous
summer. The most noteworthy declines took place in total volume ( -23 %), total gross sales ( -66 %)
and average sale price ( -56 %) mirroring Eagle County as a whole. These decreases are largely
attributed to a down real estate market and the lack of new inventory constructed and sold during the
summer of 2009 compared to the same period last year and during the winter of 2008 -2009. These
new construction closings create inconsistent spikes and dips, resulting in apparent inconsistencies
and make seasonal evaluation of little merit. New development in Vail is unprecedented and while
new products will continue to be sold in 2010 with the completion of the Ritz Carlton Vail (116), Four
Seasons Resort Vail (156) and Solaris,(77) the summer of 2009 is considered a "dip" and very weak
for real estate transactions.
3. Town Revenue Metrics include: sales tax, construction use tax, property tax and real estate transfer
tax revenues along with general fund balance as an indicator of the Town's level of reserves.
a. Sales tax is segmented by business type (retail, lodging and food /beverage) and further
broken down geographically by Vail neighborhoods. All segments show an overall decrease in
sales tax revenue following winter season sales declines and three prior years of growth.
Lionshead, which had outperformed other villages in the past due to the positive association
with recent new development and additional lodging and retail supply, now shows decreases
in sales tax collections consistent with its neighboring villages. Lodging tax collections saw
the largest season - over - season decrease ( -26 %), followed by food and beverage ( -18 %) and
then retail sales tax, which had the least decline ( -13 %). A study conducted by MTRiP shows
that the average of comparable ski towns was down season - over - season in both sales tax (-
19.1 %) and lodging tax ( -16.1 %), though Vail saw a slightly greater decrease in both sales tax
(- 21.3 %) and lodging tax (- 21.6 %).
b. Annual Metrics are used instead of seasonal metrics to track construction use tax, property
tax, real estate transfer tax and town reserves, and therefore are not available for analysis for
this iteration of this summary.
4. BUSINESS GROWTH is based on broader county and national indicators, and although many
indicators are not available for this update, there was no data indicating any business growth or any
notable observations during the summer of 2009.
Attachment: Vail Economic Indicators Table
1 -5 -1 \n
T OWN O IVI�L '
MOIINiA9N RESFAREH
5. MACROECONOMICS: The Consumer Confidence Index (CCI) has proven to be an important
indicator of subsequent discretionary spending, like vacation travel. The Index has hovered around its
benchmark of 100, but began to drop in 2008 reflecting a softening economy and averaged 35.3
during the 2008/2009 winter season, with an all time low of 25.0 in February 2009. It has rebounded to
an average of 51.2 during May — October of 2009, which is at the same level as the same period last
year (52.6) demonstrating continued apprehension about the outlook for the economy. While the CCI
is a good measure of consumer spending, it is important to note increasing stability in the stock
market, causing speculation about a brighter outlook.
This foundational data set and summary will be further updated and expanded upon seasonally, taking its
place among the tools available to the Town, its various committees and the public it serves.
Ralf Garrison
Director and Senior Analyst
Mountain Travel Research Program
Attachment: Vail Economic Indicators Table
1 -5 -2 \n
Data provided in tables was collected by the Town of Vail and MTRiP in Jan. 2009 and updated Jul. 2009 from a variety of secondary sources, Which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Vail Economic l ndicators: Tourism (2004 -2009)
Indicator Source Focus Study Report Date ('04 -'05) Data ('04 -'05) Report Date ('05 Data ('05'06) Report Date ('06- Data ('06 -'07) Report Date ('07- Data ('07 -'08) Report Date ('08- Data ('08=09)
Lodging Report: MTRiP: Booking Average numberof Winter (NOVember'04- Winter (November Winter (November Winter (November Winter (November
Occupancy patterns at lB Vail moms occupied April '05) N/A '05 - April '06) 59.6% '06 - April '07) 60.3% '07 - April '08) 58.6% '08 - April'09) 52.4%
lodging properties (1711 out of 3598) Summer (May'05 - Summer (May'06 - Summer (May'07 - Summer (May'08 - Summer (May'09 -
October'05) 39.1% October'06) 38.4% October . 07) 39.4% October '08) 38.0% OQaber'09) 32.6
Lodging Report: MTRiP: Booking Average nightly Winter(November'04- Winter (November Winter (November Winter (November Winter (November
Average Nig htly patterns at lB Vail room rates April '05) N/A 'OS- April'Ofi) $363 'O6- April'07) $376 '07- April'08) $407 'OB- April'09) $364
Room Rates lodging properties
Summer (May'05- Summer (May'06- Summer (May'07- Summer (May'08- Summer (May'09-
Octaber'05) $142 October'06) $158 October '07) $155 october'08) $155 October '09) $141
Community Vail Recreation Number of visitors Winter (November'04- Winter (November Winter (November Annual (lanuary'08 Annual (January '09
Center District to the Dobson Ice April 'OS) Not available '05 - April'06) Not available '06 - April'07) Not available December'08) December'09)
Attendance Arena Summer(May'05- Summer(May'06- Summer(May'07- 80,000 (estimate) 80,000 (estimate)
Not available Not available Not available
October Ins) Oct, r'06) Gcmr.07)
Vail Recreation V9tors to the Vail Summer (May'05- Summer (May'06- Summer(May'07- Summer(May'08- Summer(May'09-
District Golf Course Oct ber'05) 23,000 October'06) 22,300 October , 07) 24,600 October , 08) 24,993 October , 09) 23,414
Parking Counts TOV Number of vehicles Winter (November'04 - Winter(Novamber Winter (November Winter (November Winter (November
Transportation in Vail Village April '05) 332,424 '05 - April'06) 325,972 '06 - April '07) 342,417 '07 - April '08) 350,896 '08 - April'09) 288,307
Parking Structure Summer Ma 05- Summer Ma 06- Summer Ma 07- Summer Ma 08- Summer Ma
( Y' ( Y' ( Y' ( Y' ( May ' 09 '
October'OS) Not available October .06) Not available October .07) Not available October '08) Not available October .09) 204,506
TOV Number of vehicles Winter (Novemher'04 - Winter (November Winter(Nevamber Winter (November Winter (November
Transportation in Uonshead April 95) 181,275 '05 - April'06) 176,716 '06 - April '07) 174,085 '07- April '08) 184,505 '08 - April '09) 182,028
Parking Structure
Summer (May'05 - Summer (May'06 - Summer (Mey'07 - Summer (May'08 - Summer (May'09 -
October '05) Not available October'06) Not available October'07) Not available October '08) Not available October '09) 156,561
TOV Number of vehicles Winter (November'04 - Winter (November Winter (November Winter (November Winter (November
Transportation on frontage roads April '05) 4,712 '05 - April'06) 9,406 '06 - April '07) N/A '07 - April '08) 5,947 '08 - April '09) 7,836
Summer (May'05 - Summer (May'06 - Summer (Mey'07 - Summer (May'08 - Summer (May'09 -
Octaber'05) JULY 4TH October'06) JULY4TH Octaber'07) JULY4TH October'08) JULY 4TH October'09) N/A
TOV Number of days Winter (Novamber'04- Winter (NOVamber Winter (November Winter (November Winter (November
Transportation Parking structures April '05) 431 VV 131 LH '05- April'06) 45/ VV 27 /LH '06- April'07) 66/ VV 311 U '07 - April '08) 581 VV 251 U '08 - April '09) 50 /VV 251LH
full Summer (May'05- Summer (May'06- Summer (May'07- Summer (May '08- Summer (May'09-
OQOber'05) JULY 4TH October . 06) JULY4TH October '07) JULY4TH October . 08) JULY4TH October . 09) N/A
Airport DIA Number of people Winter(Novamber'04- Wmter(Navember Winter (November Winter (November Winter (November iL- Statistics into Denver 9.007,732 10,894,042 11,359,350 12,005,377 11,612,990
International Summer (May'05- Summer (May'06- Summer (May'07- Summer (May'08- Summer (May'09-
Airport Octaber'05) 11,561,666 October'06) 12,639,845 Oct ber'07) 13,237,818 October '08) 13,600,079 OQaber'09) 13,517,792
Eagle County Numberof people Winter (November '04- Winter (November Winter (November Winter (November Winter (November
Airport into Eagle County 175,641 180,086 179,620 181,602 173,333
Airport Summer (May'05- Summer (May'06- Summer (May'07- Summer (May'08- Summer(May'09- 8,434 (airport was
October '05) 39,779 Octobar'06) 37,750 October'07) 48,043 October'08) 37,300 October . 09) closed May - Aug.)
Vail l nformation lCommunication Number of visits to Winter(N- mber'04- Winter (November Winter (November Winter (November Winter (November
Center Visits Department the Vail vil lage April '0 Not available . 6) Not ovailable '06- April'07) 20,004 '07- April'08) 18,051 'OB- April'09) 20,949
Information Center
Vail Economic Intlka- Tourism 1 -5-3\o Page 1 of 8 Las[ M,difed: 12/9/2009
Data provided in tables was collected by the Town of Vail and MTRiP in Jan. 2009 and updated Jul. 2009 from a variety of secondary sources, Which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Indicator Source Focus Study Report Data ('04 -'05) Data ('04 -'05) Report Date ('05 Data ('05 -'06) Report Date ('06- Data ('06 -'07) Report Date ('07- Data ('07 -'08) Report Date ('08- Data ('08-'09)
'071 1081
Summer (May'05 - Summer (May'06 - Summer (May'07 - Summer (May'08 - Summer (May'09 -
October'05) Not available October'06) 25032 October '07) 22,658 October'08) 26,098 Octo1her'09) 24,774
Communication Number of Visits to Winter (November'04- Winter (November Winter (November Winter (November Winter (November
Department the Uonshead April '05) Not available '05 - April '06) Not available '06 - April '07) 14,319 '07 - April '08) 12,575 '08 - April'09) 11,576
Information Center
Summer (May'05 - Summer (May'06 - Summer (May'07 - Summer (May'08 - Summer (May'09 -
October'05) Not available October'06) 31103 October '07) 25,340 Octoher'08) 19,319 October'09) 18,000
Tunnel Traffic CDOT Number of vehicles Winter (November'04- Winter (November Winter (November Winter (November Winter (November or thm the 3,611,648 5,406,952 5,694,884 5,709,007 5,730,889
Eisenhower Summer(May'OS- Summer (May'Ofi- Summer (May'07- Summer (May'OB- Summer(May'09-
TunnelNail Pass October 05) 5,488,399 October'06) 5,585,158 October'07) 6,074,027 October'08) 5,821,092 October'09) 6,043,720
Holiday Timing Calendar Easter: Date Sunday March 27, 2005 Sunday April 18 2006 Sunday April 8, 2007 Sunday March 23, 2008 Sunday April 12, 2009
4th of July: Day of July 4, 2005 Monday July 4, 2006 Tuesday July 4'2007 Wednesday July 4, 2008 Friday f-em"r2, ly 2009 Saturday
the -k
Christmas: Day of December 25, 2005 Sunday December 25, Monday December 25, 2006 Tuesday December 25, 2007 Wednesday 2008 Thursday
the eek Internet (Web) Vail Resorts Number of visits to Winter (November'04 - Winter (November Winter (November Winter (November Winter (November
Usage vail.com April 95) Not available '05 - April'06) Not available '06 - April '07) 2,067,450 '07 - April '08) 2,530,037 '08 - April '09) 2,091,647
Resorts wehsite)
Summer (May'05 - Summer (May'06 - Summer (May'07 - Summer (May'08 - Summer (May'09 -
October'05) Not ... liable October '06) 552,535 October .07) 537,698 October .08) 665,385 Octoher.09) No[available
Fuel Prices Energy Average price of FApH er (November'04 - Winter (November Winter (November Winter (November Winter (November
Information gasoline per gallon '05) $1.94 ' 05 April'06) $2.33 '06- April'07) $2.33 '07- April'08) $3.03 '08- April'09) $1.83
Administration (USD) in Colorado ave of weekly mer (May'05 - Summer (May'06 - Summer (May'07 - Summer (Msy'08 - Summer (May'09 verages ber'05) $2 October 06) $2,77 October '07) $3.00 October'08) $3,69 Octo1her'09) $2
Event Highline Sports & February 5 -8, 2005 February 26 -28, VRI protluced the February 18 -20, February 3 -5, 2008
Attendance Entertainment Carnivail (Untraditional Mktg) 3,500 200fi vent- no #'s available 2007 (VVTCB) 7,000 (Highline Sports) 10,000 Feb 22 -24, 27, 2009 15,000
Vail Valley January 12 -15, January 11 -14, Event did not
Foundation The Session January 13 -16, 2005 10,000 2006 14,750 2007 15,000 February 7- 10,.2008 17,000 Event did not occur occur
Ski and Snowhoard Junior Olympics: 7 160 Athletes, 165 Athletes Event was held in 175 Athletes
Club Vail days /1st Week in 2005 w /parents +coaches 2006: Vail +BC w /parents +coaches 2007 2008 w / parents +coaches March 5- 11,2009 160 athletes
March each year 256 total 265 total p 280 total
Vail Film Institute Vail Film Festival March 31 -April 3, 2005 10,000 March 30 -April 2, 12,000 March 29 -April 1, 14,000 April 3 -6, 2008 12,500 April 2 -5, 2009 12,000
2nnfi Taste of Vail Taste of Vail April 6-9, 2005 Not available April 5 -8, 2006 4,000 April 11 -14, 2007 7,000 March 29 -April 1, 7,000 April I -4, 2009 6,000
Highline Sports &
Entertainment Spring Back to Vail April 4-16, 2005 50,000 April 3 -16, 2006 24,000 April 2 -15, 2007 26,000 April 7-13, 2008 30,000 April 13 -19, 2009 30,000+
Untraditional Teva Mountain May 31- June 4, May 30- June 3, 40,000 -VVF is
Marketing Games June 1 -5, 2005 12,000 (snowl) 2006 28,000 2007 30,000 June 4 -8, 2008 35,000 June 4 -7, 2009 ow promoter
King of the King of the 516 participants+ 2.5 560 participants+ 2.5 622 participants+ 2.5 650 participants+ 2.5 764 participants
Mountain Mountain June 17 -19, 2005 estimated entourage June 16 -18, 2006 estimated entourage June 15 -17, 2007 estimated entourage June 13 -15, 2008 estimated entourage June 19 -21, 2009 +2.5 entourage
Volleyball per player per player per player per player per player
Vail Chamber and South of the
Business Border Fiesta 2005 Not implemented 2006 Not implemented 2007 Not implemented 2008 Not implemented June 20, 2009 1,000
1rn
Vail Economic Indic-: Tourism 1 - 5 -4 \n Page 2 of 0 Lasl Motlifed: 12/9/2009
Data provided in tables was collected by the Town of Vail and MTRiP in Jan. 2009 and updated Jul. 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Indicator Source Focus Study Report Data ('04 -'05) Data ('04'05) Report Data ('05 Data ('05 -'06) Report Data ('06- Data ('06 -'07) Report Date ('07- Data ('07 -'08) Report Date ('08- Data ('08 -'09)
Vail Valley Hat Summer 7 Tuesdays, June 14- 10 Tuesdays: June 9 Tuesdays: June 9 Tuesdays: June 9 Tuesday: June 16
Foundation Nights Jul 26 2005 2fi,400 13-Ar ust 29 33,Ofi3 19 -AU ust 21 32,625 16 -AU ust 19 2008 28,fifi8 Au 18 36,629
June 18- June 16- June 22- September
Meadow Drive Vail Fainters' 214919- September 20091 20,
( mark
Partnership Market (14 Markets) 75,000 September 100,000 September 120,000 21, 2008 (14 130,000 2009 (14 marketr) 140,000
2006 (14 Markets e 2007 (14 Markets) ets) Marketr)
Vail Chamber and lone 23, 2007 (1st
Business BBQ Bonanza 2005 Not implemented 2006 Not implemented Year) 1,250 June 21, 2008 3,500 June 27, 2009 4,200
Association
Colorado Lacrosse Vail Lacrosse 92 torams June 24 -July 4, 102 teams ]one 27 -July 4„ 100 teams June 28 -July 6, 104 teams June 26 -July 5, 95 Teams
Promotions Shootout tune 25 -July 4, 2005 18,330 total 2006 16,000 total 2007 17,116 total 2008 18,819 total 2009 16,000 total
Eagle Valley America Days Monday, July 4, 2005 25,000 Tuesday, July 4, 30,000 Wednesday, July 4, 35,000 Friday, July 4, 2008 35,000 Saturday, July 41 40,000
Events 2006 2007 2009
Bravo GRFA 18 performances: June 19 performances: 19 performances: 20 performances: 19 Performances
6
Brava! performances 35,068 June 28 -July 28, 36 727 June 27 -July 27, 32,649 tune 25 -July 25, 34,868 (GRFA): July l - Aug 34,530
only) 2G July 29, 2005 2006 2007 2008 4, 2009
Vail International
Vail Valley Dance Festival 6 performances: July 3D 7 performances: 8 performances: 7 performances: 8 Performances
Foundation (GRFA August 7, 2005 9,550 2uly30- August 13, 11,654 July 29- August 12, 12,249 July 27- August 9, 11,698 (GRFA): July 27 - 17,500
performances 2006 2007 2008 Aug 10
Friday Afternoo Summer 2008: (1st July 3- Aug 14 (7
Moan River Ranch Club m 2005 Not implemented 2006 Not Implemented 2007 Not implemented year:5 Fridays) 2,500 Fridays: Blue Creek 3500
Moon River Ranch Rocky Mountain 2005 Not implemented 2006 Not implemented 2007 Not implemented August 1-3, 2008: 8,000 Aug 21 - 23, 2009 5000
276 teams 351 teams 309 teams 300 teams 300 teams 8100
Team pck -It 3v3 Soccer August 5 -7, 2005 6293 including August 4-6, 2006 7371 in Guding August 3 -5, 2007 6489 in Gu 2
ding August 1 -3, 2008 6301 In Guding 2 31 -Aug 2, including
Championships Intl 009
August 11 -13, P.
Eagle Valley August 19-21, 2005: August 10 -12, August 8 -10, 2008:
Events LH Arts Festival LH Mall 7,000 2006: E LH 5,000 2007: E Li- Circle 3,500 E Lionshead Cole 3,000 June 26 - 28, 2009 9,000
lirle
Vail"' Columbus Ja 2005 Not implemented 2006 Not implemented 2007 Not implemented lune 25, 2008 1,500 Cancelled Did not occur
Vail Jau 3a. @ the Market 9 Sundays 2,700 9 Sundays 2,700 9 Sundays 2,700 9 Sundays 2,700 10 Sundays: June 2,700 28-Aua 311 2009
July 31- August 28,
Vail ]au 5 Thursdays: Aug fi
Foundation Jau @Vail Square 2095 Not implemented 200fi Not implemented 2007 Notimplemented 2tyear.5 3,000 S 3, 2009 3,500
Thursdays)
Vail ]a. September 1-1, August 31- August 29 -Sept 1,
PoOndation Vail Ja Party September 2 -5, 2005 3,500 2006 3,500 September 3, 2007 3,500 2008 3,500 Sept 3 - 7, 2009 4,000
Vs it tau Vail ]au Festival:
Foundation all events 2005 6,200 2006 6,200 2007 6,200 2008 9,200 Summer 2009 10,200
Vail Valley Street Beat 200405 (13 concerts) 31,500 2005-06(10 28,500 2006-07(11 26,500 2007-08(6 22,600 2008-09(10 25,000
Highline Sports & Gourmet on Gore September 3, 2005 7,000 Did not occur in Not instituted September 1 -2, 12,500 August 29-31, 2008 18,000 Sept 4 -6, 2009 20,000 217106 2007
Fore (14 vaer) Highline Sports & Oktoberfest September 9 -11 & 16- 40,000 September 8 -10 & 40,000 September 7 -9 @ 40,000 September 5 -7 & 12 40,000 Sept 11 -13 & 18 -20, 40,000. 15-17, ?QQ6 Fnt,rt,,nm,,t 18.2005
Lionshead 250 participants, ipant 275 participants,
Merchant's Colorado Grand September 12 -17, 2005 400 Contours September 17 -21, 250 participants, no September 16 -20, 250 participants, no September 15 -20, 2006 co., 2007 2008 1,250 Con_rs Sept 11 -18, 2009 1,000
Unlimited
Vail Symposium Adventure Speaker 2005 Not implemented 2006 725 2007 1,152 2008 858 2009 1,007
Series (6 each
ear
Vail Symposium Art of the Book 2005 Not implemented 2006 Not implemented 2007 1 Not October implemented 20 & 27, 20 Summer 2009 Ditl not occur
Vail Economic I.dic t ts: Tourism 1 -5-5\n Page 3 of 0 LaA Motlifed: 12/9/2009
Data provided in tables was collected by the Town of Vail and MTRiP in Jan. 2009 and updated Jul. 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Indicator Source Focus Study Report Date ('04 -'05) Data ('04 -'05) Report Date ('05 Data ('05 -'06) Report Date ('06- Data ('06 -'07) Report Dale ('07- Dal. ('07 -'08) Report Date ('08- Data ('08 -'09)
'071 -081
Vail Valley Soccer Vail Challenge Cup October 1 -2, 2005 2 players October 7 -8, 200fi 2 players October fi -7, 2007 2 players October 4 -5, 2008 1.800 players Summer 2009 '1.500 players
Club 4,000 spectators 4,000 spectators 3,500 spectators 3,200 spe Rators 3,500 spectators
Ski and Snowboard Ski Swap October 28 -29, 2005 3,000 October 27;28, 3,000 October 26 -27, 3,500 November 7 -8, 2008 4,000 Nwember 2009 N/A
Club Vail 2006 2007
Highline Sports tic Snow Daze 2005 Not implemented December 4-17, 15,000 December 3 -16, 20,000 December 8 -15, 17,500 December 2009 N/A
Entertainment 2006 (lst year) 2007 2008
Vail Economic Indicators: Tourism 1 -5-6\n Page 4 of 8 Last Modifed: 12/9/2009
Data provided in these tables was collected by the Town of Vail and MTRiP in January 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Vail Economic Indicators: Real Estate (2884 -2889)
Indicator Source Description Report Data ('84 -'85) Data ('04.'05) Report Data ('05-'06) Data ('85 -'86) Report Data ('06.'07) Data ('88 =81) Raport Data ('07.'08) Data ('07.'08) Report Data ('88 -'89) Data ('08-'09)
Real Estate Eagle County Total number of Winter(Nowanber'84- Wlnter(NOVember'05- Winter(November'06- Winter(November'0]- Winter(November'08-
Sales Assessor's Office Real Btate Apnl'05) 291 April'06) 114 April'0]) 115 W, teOS) 11] April '09) 91
Transactions Summer(May'05- Summer(May'06- Summer (May'0]- Summer (May'OS- Summer(May'09-
within Vail October' OS) 218 October'06) 21] October'07) 158 October '08) 149 October' 09) 115
Sale Price Eagle County Average sale price Winter (NOVember'04- Winter (NOVember'OS - Winter(November'06- Winter (NOVember'0]- Winter(No,ember'08-
Asie_'s(Nfice of Real Estate $118,298 $1,168,249 $2,169,933 $2,258,364 $2,854,325
transactions Summer (May'05- $1,641181 Summer (May'06- $1391526 Summer (May $1318692 Summer (May $2588,18] Summer(May'09- $1112128.]8 her 0-her '01
Price Per Square F gle Conty Average price of Winter (NOVember'04- Wimar(November'05- Wimar(November'06- Winter (NOVember'0]- Winter(NOVember'OS- Foot _edr's Office Real Estate per April'OS) $682 April'06) $121 April'0]) $902 April'OS) $168 April'04) $1,183
square foot Summer(May'05- $656 Summer(May'06- $831 Summer(May'0]- $126 Summer(May'08- $1344 Summer(May'09- $568
Gross Sales Eagle County Total Gross Sales Winter (November'04 - Winter (November'05 - "ter (November'06 - Winter (November'0] - "ter (November '08 -
Assessor's Office Amount(DSD) $229,451,888 $283,2]5,388 $3]9,]38,288 $399,]38,580 $2]6,869,588
Summer(May'05- $qq ;898,880 Summer (May'06- $;81,961,188 Summer (May '0]- $216,569,488 Summer (May'OS- $313,889,388 Summer (May'09- $127983,888 Qdtuh, r.)
Price Ratio Land Title Average ratio of Winter (November G4 - 97.50% Winter (November - 9q 90 Winter (November - 95 00 Winter (November'0] - 96.00% Winter (November '08- 91 . 83 % Ann, Guarantee list price to sale Apod '01) Ann,
Company prime Summer (May '05- 952% Summer(May'06- 9450% Summer (May '0]- 9440 Summer(May'OS- 9140 Summer(May'09- Not available
I R-id,rtm' Eagle County Numberof (November G4 104 Wlnter(NOVember'05- 165 Winter(Novem her '06 163 W"ter(November'0]- 143 Winter(November'08- 02 do
Properties Sold Assessor's Office esidential
properties sold Summer (May'05- 243 Summer (May'06- 200 Summer (May'0]- 144 Summer (May'D9- 156 Summer (May'09- 90
Commercial Eagle County Number of Winter (November '04 - 101 Winter (November '05 - 5 Winter (November - 10 Winter (November'0] - 11 Winter (November '08 15 'dS Properties Sold Assessor's Off 11 11
properties sold Summer (May'05- 21 Summer(May'06- 2 Summer(May'0]- 1 Summer(May'OS- 6 Summer (May '09- 11
_ her Dwelling Units Community Number of Annual (January'05 - Annual(January'06 - An nual(January'0]- Anu a(January'08 - Annal(Janry'09-
Consiruned Development additional dwelling December'OS) December'06) Decemher'0]) Deceber'OS) December'09)
Department un its constructed 0 9 24 15 59
Hotel/ Community Nf Annual(January'05 - Ann'a'(January'06 - Aal(January'0] - Aual(January'08 - Aal(January'09 -
A— : Development additional hotel December'05) 28 December'06) 11 Decem her '0]) 11 December '08) 90 Decemher'09) 2
Units Department units con strutted
Constrnn ad
� Fmcfi*r,l Fee � Iomm,mly (Jan Numberof Annual uary'05 - Annual (]anuary'06 - Annual(January'0] - Annual (]anuary'OS - Annual(]anuary'09-
Units Development additional December 'DS) 0 December'06) 0 De em
0 December'OS) 0 December'09) 0
Consiruned Department framonal fee units
onstruded
Net New Community I Net New Annual (January
'05 - Annual (January'06 - Annual (January'0] - Annual (January'08 - Annual (January'09 -
Commercial Development Commertlal December'OS) 0 December'06) 9,258sf December'0]) 36,281sf December 'OS) 24,56.- December'09) 1,552sf
Square Footage Department Square Footage
Constructed
Vail Economic Indicators: Real Estate .� 5 7�n Page 5 of 8 Last Modified: 12/9/2M9
Data provided in these tables was collected by the Town of Vail and MTRiP in January 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Vail Economic In dicators: Town Revenue (20114-211119)
Indicator Source Description Report Data ('M.'05) Data ('04 -'05) Report Data ('05.'06) Data ('05.'06) Report Data ('06.'07) Data ('06.'07) Report Data ('07.'08) Data ('07=08) Report Data ('08 -'09) Data ('08-'09)
Vail Village TOV Finance Amount Winter (November G4 - $1 959692 Winter (November '05 - $2150643 Winter (November '06 - $2,235,665 Winter (November '07 - $2102116 Winter (November '08 - $1,590,665
S Department collected (USD) April '05) April '06) April '0) April '08) April '09)
Summer (May'05- $]0]992 Summer(May'06- $709091 Summer(May'0- $72A998 Summer (May'08.- $666,155 Summer(May'09- $5]0,5]2
R ', Lionsheatl TOV Finance Amount Winter (November'D4 - Winter (November'05 - Winter (November'06 - Winter (November'0 - Winter (November'08 -
t e Department collected (USD) $699,826 $680,292 $]04,911 $856,906 $82],955 Aur.1 Q6
a
Summer (May '05- $146,560 Summer(May'06- $154984 Summer(May'0- $151,560 Summer(May'08- $210343 Summer(May'09- $187,161
T Casca del E TOV Finance Amount Wlnter(NOVember'D4- Winter(November'05- Winter (November '06- Winter (November '0- Winter (November '08-
a Vail /Sandstone Department collected (USD) April '05) $1,038,941 April'06) $1,109,781 Apnl'0) $1,144,388 April '08) $1,192,703 April '09) $1,153,113
B W. Vail Summer(May'05- Summer(May'06- Summer(May'0- Summer(May'08- Summer(May'09-
October' 05) $671,503 October' 06) $707,587 October' 07) $]12,12] October' 08) $764,727 October'09) $6]8,9]5
Vail Village TOV Finance Amount Winter (NOVember'04 - Winter (November'05 - Winter (November - Winter (November '07 - Winter (November '08 -
arol S Department collected (USD) $1,819,656 $2,021,]1] $2,090,189 $2,14],236 $1,&15,980
L a Summer(May'05- $3]]998 Summer(May'06- $388,552 Summer(May'0- $414789 Summer(May'08- $446399 Summer (May'09- $32]930
o I 11
d e Liobshead TOV Finance Amount Winter (NO mber'D4 - Winter (November'05 - Winter (November '06 - Winter (NO, mber'0 - Winter (NOVember'01 -
Department collected (USD) - ' ' ' . Arol i $1,211,828 - $1,320,180 - $1,418,205 - $1,590,51] $1,365,263
s Summer(May'05- Summer(May'06- Summer(May'0- Summer(May'08- Summer (May'09-
$24],305 $282,591 $323,812 $3M,648 $259,960
n T Casca del E TOV Finance Amount Winter(November'04- Winter(November'05- Winter(NOVember'06- Wlnter(NOVember'0- Winter(NOVember'08-
g a Vail /Sandstone Department collected (USD) $861,]32 $911,909 $1,062,423 $1,091,5]9 $804,2]5 Arol '09)
x BW. Vail Summer(May'05- $276491 Summer(May'06- $294382 Summer (May'D]- $302]]9 Summer(May'08- $308927 Summer (May'09- $213984
Vail Village TOV Finance Amount Winter (November'04 - $1,565,938 Winter (NOVember'05 - $1 709 ]31 Winter (November '06 - $1,865,6]0 Winter (November'0 - $1,E47,564 Winter (November '08 $1,656,487
B 5 Department collected (USD) April '05) April '06) April '0) April '08) April '09)
Summer(MaY'OS- S- mer(MW06- Summer(May'0]- Summer(MaY'08- Summer(May'09-
F e `� October' 05) $ ]4 ] 920 October' 06) 6777,910 October' 07) $86],2A0 October' 08) $8]2,56] October' 09) $738,486
0 0 Lionsheatl TOV Finance Amount Winter (November G4 - Winter (November'05 - Winter (November '06 - Winter (November '07 - Winter (November '08 -
0 1 Drtmen e,e
t coRtd(USD) $388,096 $395,]89 $398,3]5 $552,068 $5]9,622
epa
d r s Summer(May'05- Summer(May'06- Summer(May'0- Summer(May'08- Summer(May'09-
$161,611 $1]2,]64 $22],858 $308,]28 $241,5]1
g a Cascatle /E TOV Finance Amount Winter(November'D4- Winter(November'05- Winter(November'06- Winter(November'0- Winter(November'08-
Vail / Sandstone Department collected (USD) - $382,326 _ $42],585 _ $445,549 _ $419,824 _ $35],009
x gyy_Vail Summer(May'05- $308933 S.rnmer 1 $321019 Summer(May'O1- $335263 Summer(May'08- $2862A4 Summer(May'09- $223952
TOV Finance Sales tax % Full Year 2005 vs. full Full Year 2006 vs. full Full Year 2007 vs. full Full Year 2008 vs. full Full Year 2009 vs. full
Department In -se year 2004 6'6 year 2005 8'2 year 2006 6'0 year 200] 3'8 year 2008 NIA
Total Sales Tax vs. CPI % Increase Full Year 2005 vs. full Full Year 2006 vs. full Full Year 2007 vs. full Full Year 2008 vs. full Full Year 2009 vs. full
Inflation as Measured by year 2004 3.4 % year 2005 3.2 % year 2006 2.8% year 2007 3.8 % year 2008 N/ A
CPI Sales tax better Full Year 2005 vs. full Full Year 2006 vs. full Full Year 2007 vs. full Full Year 2008vs. full Full Year 2009 vs. full
(worse) Man year 2004 3.2% year 2005 5.0% year 2006 3.2% year 2007 0.0% year 2008 NIA
nflation
I TIN Finance Total Annual (3anuary'05 - Annual (3- ry'06 - Annual (3anuary'0 - Annual (3anuary'08 - Artnual (]anuary'09 -
Construction Use Tax Department Onstruntion use December'OS) Not implemented December'06) Not implemented December'0]) Not implemented December'08) $608,483 December'09) N/A
TON Finance Total property Annual (3anuary'OS - Annual (3anuary'06 - Annual (3anuary'06 - Annual (3anuary'08 - Annual (3anuary'09 -
Total Property Tax Department taxescollected Denember'05) $2,469,629.00 De 6) $2,]51,032.00 December '06) $2,830,331.00 Denember'08) $4,092,445.00 December'09) N/A
I Tot Real Estate TON Finance Total Real Annual (3anuary'05 - Annual (3anuary'06 - Annual (3anuary'0 - Annual (3anuary'08 - Annual (3anuary'09 -
Transfer Tax Department Estate Transfer December'OS) $6,206,058.00 December'06) $6,239,]44.00 December'0]) $6,536,118.00 December'08) $8,982,]22.00 December'09) N/A
Vail Economic Indicators: Town Revenue .� - 5-8\n Page 6 of 8 Last Modified: 12j9/2M9
Data provided in these tables was collected by the Town of Vail and MTRiP in January 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Indicat.r Source Description Report Data ('04.'05) Data ('84 -'85) Report Data ('05.'06) Data ('05.'06) Report Data ('06.'07) Data ('06.'07) Report Data ('07.'08) Data ('07.'08) Report Data ('88 -'89) Data ('08-'09)
TOV Finance General Fund As of December 31, As of Dumber 31, As of Dumber 31, As of Dumber 31, As of Dumber 31,
Town Reserves Department Year -End 2005 $13,673,888.80 2006 $15,433,851.88 2002 $19,834,]1].88 2005 23,882,886 2009 R/A
Balance
Vail Economic Indicators: Town Revenue .� 5 9(n Page 2 of S Last Modified: 12/9/2999
Data provided in these tables was collected by the Town of Vail and MTRiP in January 2009 from a variety of secondary sources, which are thought to be accurate, but not independently verified and best used as a general overview as a result.
Vail E— ,rniclm,icators: Business Growth (2694 -2999)
Indictor Source Description Report Data ('04 -'05) Oat. ('04.'05) Report Data ('05.'06) Oat. ('05 -'06) Report Data ('06.'07) Oat. ('06 =07) Report Data ('07.'08) Oat. ('07.'08) Report Data ('08 -'09) Oat. ('08-'09)
Banking FDIC Total amount of Annual(May'04 -]une An..d (May '05 -June Annual(May'06 -June An..d(May'07 -June An..d(May'08 -June
Deposits in banking deports '05) $1,139,566,666 X06) $1,3]3,139,666 07 ) $1,491,64],666 X08 $1,459,665,666 09 ) $1,449,699,660
Eagle County (USD)
Same Store Mtrip Amountof sales Winter (November G4 - Winter (NOVember'05 - Winter (November'06 - Winter (NOVember'0] - Winter (NOVember'01 -
Se es reports (USD) Not implementetl Not implemented - $9],122,801 $9],95],83] $]0,]10,13]
Summer (May'OS - Not implemented Summer (May'06- Not implemented Summer (May'07- $;0,636,]65 Summer (May'OS- $29 Summer (May'09- $24 423 389 O�hr 07)
Visitors Vail Resorts Estimated Number Winter (NOVember'04 - 1,568,192 Winter
(November' - 1,6]6,118 Winter (November - 1,608,204 Winter (November - 1,569,]88 Winter '01 - 1 622,000
of USitors April'OS) April
'06) April'0]) April'OS) April'0)
Summer(May'05- S,
'01
Summer(May'07- Summer(May'OB- Summer(May'09-
October'05) 650,000 (2001) October'06) 650,000 last) Dctober'07) 650,000 last) October '08) 650,000 last) October'09) 650.,000 last)
Unemployment Colorado Department Unemployment
Rate of Labor -Local area rate in Eagle An '-I (]anuary'OS - An nual(]anuary'06 - Annu.l(I.nu.ry'0]- Ann"' (I— rry'OS - Annual(I—ary'09-
unemployment County December'OS) 3.9� December'06) 3.4� December'0]) 2.9� December'08) 3.6% December'09) Not available
Statistics
Employment F orado Department Estimated number
Labor - Local Area of people Annu (]anuary'05 - Ann ual(]aneary'06 - Annual(]anuary'0]- Ann"' (]anuary'OS - Annual (I — ry'09 -
employment employed in Eagle December'OS) 2]'522 December'06) 29'12] December'0]) 30,300 December'08) 30'4]] December'09) Not available
tistics County
Population Colorado state Number of Annual (as of JUly'OS) Annual (as of ]uly'06) Annual (as of JUly'0]) Annual (]une'0] -July Annual (]une'OS -]uly
Estimates Government, estimated full -time 4,]89 4,812 4,8]1 SOS) 4,960 X09) Not available
Department of Local reside in Vail
Affairs
Vail ECOnomiclntlic.tors: M.cr a nnic(2004 -2008)
1ndtc.tut ...o D. Description Report Date ('04 -'05) Data ('04= 05) Report Data ('05.'06) Data ('05 -'06) Report Data ('06.'07) Data ('06 =07) Report Data ('0]= 08) Data ('07.'08) Report Data ('08 -'09) Data
Consumer � US Conference Consumer Winter (November 'o4 - 100 9 Winter (NOVember'05 - 104 .6 Winter (November '06 - 107.8 Winter (NOVember'0] - ]] 8 Winter (November '08 - 35 .3
Confidence Board Confidencelndex II
Ind Summer(May'05- Summer (May'06- Summer (May'0]- Summer(May'08- I S-
October '05) 98.5 October'06) 104.7 October'07) 104.4 October' 08) 52.6 October' 09) 51.2
US D.larvs. US Federal US Dollar vs, EU ro Wimer(NOVember'04- $131 Winter(Nowmber'05- $120 Winter(NOVember'06- $132 Winter (NOVember'0]- $150 Winter (N- $131
Buro Reserves A ril'OS A nl'06 A ril'0] And '08 A ril'09
Summer (May '05- Summer(May'06- Summer (May'0]- Summer (May'OS- Summer(May'09-
October '05) $1.22 October '06) $1.27 October '07) $1.37 October'08) $1.49 October '09) $1.42
Vail Economic Indicators: Business Growth- Macro Econ 1 - 5 - 10 \n Page 8 of 8 Last Modified: 12/9/2669
Frontage Road passes sold as of January 13, 2010
92 Yellow- Wendy's and West Vail Frontage Road
16 Green- Middle Creek
2 -1 -1 \n
MEMORANDUM
TO: Vail Business Community
FROM: Kelli McDonald, Town of Vail Economic Development Manager
SUBJECT: Daily Occupancy Report as of December 31, 2009
DATE: January 13, 2010
The Town of Vail would like to provide you with information on daily lodging
occupancy for the upcoming 6 weeks (shown as black bars) as compared to
the same time last year (shown as yellow bars), illustrated by the chart
attached. The black dotted line indicates where occupancy ended up the
previous year. Please note, this is occupancy as of December 31 and will
change as the weeks pass. As such, this is a snapshot in time as opposed to
a forecast. This report indicates higher occupancy for nearly every day
through February 15 as compared to 2008/2009. We will be issuing this
report each month around the 15 as we receive updated information from
our research partner, MTRiP.
1
CAUTION: Year-over-year due to somewhat data
should be used with caution n dueto so Vail Daily Occupancy Report as of December 31, 2009
different property sets in 2009 and 2010. 45 -DAY ADVANCE VIEW
Report Date: 12131109
100%
X2010 - as of 12/31/09 (16 properties included)
02009 - as of 12/31/08 (13 properties included)
90% , —0-2009 - historic actuals (14 -15 properties included) •��
• •/
80% - r r r
•
70%
•
i•I \�
`•� I• • I I I I I
• •�.
c •
50% • ; % •
CL •
� I•I I•I I•
p 40% •
30%
20%
10%
0%
N W A L m V W L - T T T m V W - > _
O N W A CT m V W (O O N W A CT m V W (O O T T T T T T O N W A CT
N N N N N N N N N � ' � � � � � � � � � ' � � � � � � � � � ' (D (D (D (D (D (D (D (D (D . T T T T T
N N N N N N N N N N N N N N N N N N N N N N Q Q Q Q Q Q Q Q Q (D (D (D (D (D (D
O O O O O O O O O
O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O O >
O O O O O O
Day NOTE: This is not a forecast of bookings. Data presented in this repo t
represents occupancy on the books as ofthe report date.
Source: MTRIP.
MEMORANDUM
TO: Town Council
FROM: Gregg Barrie, Public Works Department
Matt Mire, Town Attorney
DATE: January 19, 2010
SUBJECT: Update on Red Sandstone Elementary School Playground Improvements
I. Background
In 2009, the Vail Town Council contributed $25,000 to Red Sandstone Elementary School in
conjunction with equal matches from both the PTA and the Eagle County School District
(ECSD) for the purpose of designing and installing improvements to the school's play area
and equipment. The District hired a local architect for design and project management with
some participation from town staff.
The design for the new play area is progressing well. And, with the possibility of a grant from
Great Outdoors Colorado (LOCO), the project could begin construction as soon as July 2010.
The grant process is discussed further in Section III of this memo.
II. Design Update
• Play Area - The new design proposes to relocate the play area up to the open turf area
located just west of the school building, and just east of the soccer field. The relocation
serves numerous purposes:
a) Safety: the existing play area is highly visible to 1 -70, the Frontage Roads and the
North Recreation Path. It is fairly noisy, and with no significant separation from
public areas. The new location is more secluded and secure, as well as more
convenient to the school building.
b) Capacity: the existing play equipment is designed to accommodate approximately
40 students. The new equipment will accommodate 75 students, which is closer to
typical usage.
c) Space: the new location is an existing turf area and therefore is already leveled.
Installation would require minimal disturbance. The larger space allows for more
equipment and is adjacent to open turf area permitting students to spread out.
The alternative of increasing the size of the existing area would require additional
retaining walls for only minimal gain.
d) Cost: Because existing surfacing, access, retaining walls and fencing would
require repairs /alterations and because all of the play equipment is to be replaced,
the cost of relocation is essentially offset by the site work savings.
• Existing Play Area - At this time, it is anticipated that the existing play area will be re-
graded to a natural slope and then landscaped with native grasses, aspens and shrubs.
The existing fence and walls will be removed, and a small flat picnic area will remain.
2 -3 -1 \n
• Opportunity for future full -sized basketball court
Removal of the existing swing set creates a space large enough for a potential full -sized
basketball court or other recreation opportunity. However, this project is not currently
funded but could be included as part of the site Master Plan.
• Realignment of North Recreation Path
A 2002 Recreation Path Maintenance Plan identified a short section of the North
Recreation Path as a safety improvement project. The path from the north end of the
pedestrian overpass, westward to the Sun Vail driveway is excessively steep for much of
its length (up to 17 %). Re- grading that portion of the path will ensure compliance with
Town of Vail /AASHTO Recreation Path Standards. Staff is also studying the path
approach to the south end of the bridge for possible improvements. These projects would
be completed as part of the town's recreation path maintenance program.
III. GOCO Grant, Support Resolution and Memorandum of Understanding
Great Outdoors Colorado is funded by the Colorado Lottery. Over 15 years, the program has
assisted with more than 1000 park/playground projects throughout the state. The Red
Sandstone School Playground Renovation is an ideal match for the program's Local Parks
and Outdoor Recreation Grant which allocates up to $200,000 for qualifying projects.
The GOCO application rules require that the local government agency, in this case, the Town
of Vail, must be the applicant. Therefore, with Town Council approval, the Town of Vail, with
the ECSD as a contributing partner, will submit the completed application, contingent upon the
adoption of a Resolution at the next regular Town Council Meeting. The Resolution generally
states that the Vail Town Council supports the project and the application, and outlines
responsibilities should the grant be awarded.
At the February 2, 2010 Town Council meeting, the Council will be asked to approve the
Resolution as well as a Memorandum of Understanding between the Town of Vail and the
School District so that the grant application can be submitted.
IV. Project Schedule and Next Steps
January 25, 2010 Submit DRB /PEC applications
February 2 Request Town Council to pass Support Resolution
February 17 DRB presentation
February 22 PEC presentation
March 2 GOCO Application Deadline
June 17 Tentative GOCO decision deadline
If the grant is awarded, the project would be put out to bid by late June, with construction
anticipated to begin in early August.
Construction Phase I Build new play area to completion
Construction Phase 11 Remove existing equipment/landscape hillside
Construction Phase 111 Complete path realignment, ongoing with Phase 11
V. Staff Recommendation
1) Staff is available to answer questions
2 -3 -2 \n
Iji PWO100111RA HH uBW JOIsL'VY punoj6ABW E5 ' 0
U) FL
'wOB GuOlsPuBS POU 65 z
� I 11 � � I °�
0 :71
0 5 Ha
C, 0 0
l
0 0
0
TEP
I / 1 � � \ I / I
� ,I I I III _
IL
v vv v v v v v v � �� -,- �� v vy Q m
v v vv v v �v yv v ------------ w
10
C �
vvv v� vv vv � v v v v v v vI �vv I � - _ v,� I
II
I �� I I l i I I r �� I i ,�I l
�2 - 4/ 1
opeJoIOO'IPRA
jejmyy pun
8
a p p 'ILUBB GuOlsPuBS POU - ❑
/00 I I I
i
I�
I ,
I ,
I�
I
I
II
I
r
I ,
azza
II �
"a
I
I
�
lu
lu
Ij
1
A
zw
\ I 4 1 wo w g�asY'
II l J I - 4 -2 \nw f
N 1 n� opwoloo gieA 1.1
�m
a�
a oa
I 1 03 I a sw
I
w�
I / �i w
_ I Om
I
I � o
i
xo
�I I
\ I
I
I I
I I
\ I I
/ I
I
I IC $g
� o I
� / W
I 1
I
I
l arza \\
I
I /
I
I
I ry
9 Ltg / I I
I I I I J 0 O I OL
w
t:
=� w
\ \ \\ awl m O O I\ I
2 4 3 \n
N n� opwoloo,um
olil I i 7 � �.-: 65 FL
FL
�m oz °
ow� �
m
m J d
�w, mss
p
inn xvu
� o A 1 111— �ulaau
\ \ A w_- �I
� �j w a LLn: VII
III-
o T
O
.w � � 1 � �/� � Q o mI
9 ��c �
3
M
IS
z� m�
,
LL a m3o�� �I w N mm
w
mz�o�
U FDv f °fmm oi�rcw o�
\
M. N
III CID
T
aaa m ow o =1 u
w Oa
\ w
I—
\
i i i i i i i
\ \ \ \ _ T y il�Dil l
1 `� o� Iill i h i h i l
11TIL
�e a =ITI - 1I I�
— I— lillil =lil
\ J T -
C-A a 0- a —
Co —
1 �� VIIIH��L
Q 0-
= 1-111
1 I f \ a ow
��� oa �t j��� olllllllllllllllll IUK.�
sa
I- 1TI�TI-
��g� �� �� � o IITIIIIIIIIIIIII
w w
o w
\il
s % 2 -4 -4 \n =
I
MEMORANDUM
TO: Vail Town Council
FROM: Town of Vail Staff
SUBJECT: Guest Satisfaction Surveys
DATE: January 19, 2010
The Town of Vail Staff is working with Vail Mountain Operations to obtain weekly
reports on four categories of guest service relative to the Town of Vail. These
four categories are:
Ease of parking/ Timeliness of buses/ Friendliness /helpfulness of bus drivers
and Guest service personnel.
The scale is 1 to 5, 1= extremely dissatisfied and 5= extremely satisfied. The
questions are posed as:
"On a scale of 1 to 5, 1 being extremely dissatisfied and 5 being extremely
satisfied, how satisfied were you with ease of parking today," "how satisfied were
you with the timeliness of the buses today ", etc.
The methodology involves hand held machines that are a palm based device
with a hard outer shell utilizing a program called Enterware that holds the surveys
for the Vail Mountain surveyors to use. There is a quota of approximately 201
customer satisfaction surveys every week. Surveyors can skip questions if the
customer does not know how to rate or has not interacted with anyone in that
department. That sometimes makes the sample size on questions smaller,
especially on guest service personnel since many people don't interact with
them.
The most recent surveys are attached and will be in your packets each Council
meeting throughout the ski season.
1
2 -5 -1 \n
2009 -2010 Vail Guest Satisfaction
Ease of Parking
3.7
3.6
3.1 3.1
• 'r
11/29 12/6 12/13 12/20 12/27 1/3 1/10 1/17 1/24 1/31 2/7 2/14 2/21 2/28 3/7 3/14 3/21 3/28 4/4
-A--09/10 3.6 3.6 3.1 3.7 3.1
• 08/09 3.2 2.8 3.4 3.5 3.1 3.0 3.1 2.9 3.4 4.2 3.6 3.7 4.2 3.4 3.8 3.5 3.5
- 07/08 3.2 3.5 4.0 3.7 3.3 3.2 3.8 3.7 3.4 3.4 3.7 3.3 3.4 3.9 3.4 3.6 3.2
Sample Size (09/10) 98 96 89 68 78
Running total mean 09/10 3.6 3.6 3.4 3.5 3.4
Vail GuestSAT_0910.xls
Caution with sample sizes less than 30 Printed 01/06/2010 Chart 2
2 -5 -2 \n
2009 -2010 Vail Guest Satisfaction
Timeliness of Buses
IL
46 a
* s � '� --- • - - - --� _ ®.
aA °;, •
V,*:
11/29 12/6 12/13 12120 12127 1/3 1/10 1117 1/24 1/31 2/7 2/14 2/21 2/28 3/7 3/14 3/21 3/28 4/4
---Ar--09/10 4.3 4.0 4.4 4.6 4.5
f • • 08/09 4.4 4.0 4.5 4.7 4.4 4.7 4.8 4.6 4.6 4.9 4.9 4.6 4.9 4.8 4.8 4.7 4.8
- - - 07/08 4.2 4.3 4.6 4.6 4.4 4.3 4.7 4.6 4.5 4.5 4.6 4.4 4.5 4.6 4.6 4.4 4.7
Sample Size (09/10) 105 92 92 85 91
Running total mean 09/10 4.3 4.2 4.3 4.4 4.4
Vail GuestSAT_0910.xls
Caution with sample sizes less than 30 Printed 01/06/2010 Chart 3
2 -5 -3 \n
2009 -2010 Vail Guest Satisfaction
Friendliness /Helpfulness of Bus Drivers
4.7 -- -i -W - .A
a.7, v ■"
E A .;
11/29 12/6 12/13 12/20 12/27 1/3 1/10 1/17 1/24 1/31 2/7 2/14 2/21 2/28 3/7 3/14 3/21 3/28 4/4
- X09/10 4.6 4.7 4.8 4.8 4.7
W - - 08/09 4.4 4.5 4.6 4.4 4.6 4.6 4.7 4.5 4.6 4.7 4.8 4.6 4.7 4.7 4.8 4.7 4.8
- - - 07/08 4.4 4.5 4.7 4.6 4.5 4.6 4.8 4.5 4.6 4.6 4.7 4.6 4.8 4.7 4.7 4.7 4.7
Sample Size (09/10) 99 85 84 79 90
Running total mean 09/10 4.6 4.7 4.7 4.7 4.7
Vail GuestSAT_0910.xls
Caution with sample sizes less than 30 Printed 01/06/2010 Chart 4
2 -5 -4 \n
2009 -2010 Vail Guest Satisfaction
Guest Service Personnel
.7 s -
4.Z'
t t4,6
4.4
..... f
11/29 12/6 12/13 12/20 12/27 1/3 1/10 1/17 1/24 1/31 2/7 2/14 2/21 2/28 3/7 3/14 3/21 3/28 4/4
�dr-09/10 4.6 4.4 4.6 4.7 4.7
f • • 08/09 4.7 4.6 4.6 4.4 4.4 4.4 4.8 4.8 4.6 4.9 4.9 4.8 4.9 4.8 4.9 4.9 4.8
- - - 07/08 4.5 4.7 4.7 4.5 4.6 4.8 4.7 4.5 4.5 4.8 4.7 4.7 4.9 4.7 4.9 4.8 4.8
Sample Size (09/10) 146 156 164 172 175
Running total mean 09/10 4.6 4.5 4.5 4.6 4.6
Vail GuestSAT_0910.xls
Caution with sample sizes less than 30 Printed 01/06/2010 Chart 19
2 -5 -5 \n
MEMORANDUM
TO: Vail Town Council
FROM: Community Development Department
DATE: January 19, 2010
SUBJECT: Arosa Drive Duplex Subsidy
The Vail Town Council requested information regarding the total cost of the Arosa Drive Duplex.
Following is information regarding the cost of purchasing the property, costs associated with
removing the previous dwelling unit, previous design costs, as well as the cost of constructing
the current duplex. The Town of Vail will sell both halves of the duplex in June, 2010, recouping
$800,000 of its total expenditures.
Arosa Drive Duplex Unit A Unit B Total Cost Year
Land Acquisition $75,000 $75,000 $150,000 1995
Site Studies (Enviro, Arch, Hazard, Etc.) $11,976 $11,976 $23,951 1999
Demolition of A -Frame $24,500 $24,500 $49,000 1999
Viele Construction Contract $390,652 $390,650 $781,304 2010
Estimated Closing Costs $865 $872 $1,737 2010
Advertising /Marketing $500 $500 $1,000 2010
Sales Price $395,000 $405,000 $800,000 2010
Total Subsidy $108,493 $98,500 $206,992
2 -6 -1 \n