HomeMy WebLinkAbout2013-01-08 Agenda and Support Documentation Town Council Special SessionVAIL TOWN COUNCIL
SPECIAL MEETING AGENDA
VAIL TOWN COUNCIL CHAMBERS
75 S. Frontage Road W.
Vail, CO 81657
10:00 A.M., JANUARY 8, 2013
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: TOWN COUNCIL MINI-RETREAT AT THE GRAND VIEW
(SEPARATE MEETING)
Review of Council Work Program
How are we doing; how did we do?
Council lunch will be served during the meeting.
PRESENTER(S): Rick Smith, Facilitator and Town Council
2.
ITEM/TOPIC: Council Goals, Revisions and Changes and 2013 Funding Policy
Discussion (120 minutes)
PRESENTER(S): Town Council
ACTION REQUESTED OF COUNCIL: Council discussion
BACKGROUND: Council has identified these two items as topics for discussion.
As requested, staff is providing the attached background information.
3. ITEM/TOPIC: Adjournment (2:00 p.m.)
1/8/2013
VAIL TOWN COUNCIL AGENDA MEMO
MEETING DATE: January 8, 2013
ITEM/TOPIC: TOWN COUNCIL MINI-RETREAT AT THE GRAND VIEW (SEPARATE
MEETING)
Review of Council Work Program
How are we doing; how did we do?
Council lunch will be served during the meeting.
PRESENTER(S): Rick Smith, Facilitator and Town Council
1/8/2013
VAIL TOWN COUNCIL AGENDA MEMO
MEETING DATE: January 8, 2013
ITEM/TOPIC: Council Goals, Revisions and Changes and 2013 Funding Policy Discussion
PRESENTER(S): Town Council
ACTION REQUESTED OF COUNCIL: Council discussion
BACKGROUND: Council has identified these two items as topics for discussion. As
requested, staff is providing the attached background information.
ATTACHMENTS:
2012-2013 Strategic Work Plan, updated for 010813 meeting
Five Year General Fund Projection
Council Contributions Policy
Toursim Spending History
ROI Memo
CSE 2013 Budget Proposal
1/8/2013
STRATEGIC PLAN 2012 – 2022
WORK PLAN 2012-2013
Presented January 8, 2013
Revised July 17, 2012 and January 8, 2013
Vision
To be the Premier International Mountain Resort Community!
Our Mission
Grow a vibrant, diverse economy and community, providing our citizens and guests with
exceptional services and an abundance of recreational, cultural and educational
opportunities.
Our Values
Respect, Trust, Integrity, Innovation, Collaboration, Environmental Stewardship.
Our Commitment
To provide vision, leadership, efficiency, transparency, accountability and fiscal
responsibility.
Note: Changes made by Council during their 2012 retreat are highlighted in italics.
NOTE: CHANGES MADE BY STAFF AS OF JANUARY 8, 2013 IN RED.
Key Goals
• Improve Economic Vitality
• Grow a Balanced Community
• Improve the Quality of the Experience
• Develop Future Leadership
Goal: Improve Economic Vitality
Improve the economic health of Vail, while being fiscally responsible. Focus on health
and well being as the third component of a vital economy. Increase international
tourism.
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1/8/2013
2012 – 2013 Action Steps – Improve Economic Vitality
• Embrace an international focus in our destination strategy including international
marketing collaboration between Vail Local Marketing District, Vail Mountain
Marketing and Colorado State Office of Economic Development and International
Trade as well as events that attract international audiences through the
Commission on Special Events, Vail Local Marketing District and Vail Town
Council.
Project Leader: Kelli McDonald
Key Milestones:
Q1 - 4 2012 Mexico and South American media and influencer visits,
familiarization trips and marketing materials. ONGOING.
2012: 25+ trips
2013: 30+ trips
Q1- 2 2012 AIPP and the Mexican Consulate bring art exhibits from Mexico to
Vail; exhibit at the Sebastian starts March 16.
Jesus Morales reception June 30, 2012.
Q2 - 4 2012 Have a seat at the table for the Regional Partnership Strategy
Development from the Colorado State Office of Economic
Development and International Trade.
Meetings held in July and October, 2012.
Q1& 4 2012 Provide funding for events to appeal to international audiences.
Complete
• Participate in development of an international terminal at Eagle Airport.
Project Leader: Margaret Rogers, Council Representative
Key Milestones:
Q1 - 4 2012 Have a seat at the table for the Eagle Airport Master Planning
process; collaborate with Eagle County Commissioners and the
Economic Council of Eagle County on this initiative.
Master Plan input session July 2, 2012.
Follow up meetings in October and December 2012
Note: May require additional resources.
• Utilize Vail Mountain Marketing’s database on international guests through
agreement with Vail Local Marketing District to message to those guests through
email 6 times per year to drive visitation. Additional efforts will occur through
public relations articles and stories; print advertising and a dedicated web site.
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1/8/2013
Project Leader: Kelli McDonald
Key Milestones:
Q2 2012 First flight of email messaging, print ads and public relations.
Complete
Q3 2012 Second flight of email messaging, print ads and public relations.
Complete
• Develop an economic diversity strategy to include health and well-being.
Project Leader: Kelli McDonald
Key Milestones:
Q1 – 4 2012 VLMD adopts health and well-being as a strategic pillar –
ONGOING.
Q1 – 4 2012 Recruiting efforts to bring more medical meetings – ONGOING.
2012 Actuals: 2,500+ room nights – 27% of overall room nights
Q 4 2012 VEAC roundtable discussion on topic.
First meeting November 2012. Follow up meeting scheduled
January 2013.
• Develop an economic development strategy to encourage small businesses to
remain and to locate in Vail.
Project Leader: Kelli McDonald and Community Development
Key Milestones:
Q2 – 3 2012 VEAC roundtable discussion on topic (Kelli)
Meeting held October 2012. Follow up meeting scheduled January
2013.
Q2 – 3 2012 Collaboration with the Economic Council of Eagle County,
NWCCOG Economic Development District and Colorado State
Office of Economic Development and International Trade. (Kelli)
Meetings held July, October and December 2012 with all entities.
Q2 – 3 2012 Determine current commercial square footage, vacancy rate,
assess zoning and regulations to ensure we’re getting what we
want and assess if and how we want to grow. Update Land Use
Plan if necessary. (Community Development)
• Grow quality group business (increase groups that support local businesses)
through continued efforts of VLMD and Vail Valley Partnership to recruit groups
to host their events, conferences and tournaments in Vail.
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1/8/2013
Project Leader: Kelli McDonald
Key Milestones:
Q1 - 4 2012 Measure results in terms of number of groups as well as room
nights and dollars in contracted revenue.
2011: 9,200 room nights; $1,652,000 lodging revenue
2012 projected: 9,400 room nights; $1,950,000 lodging revenue
Actuals: 11,000 room nights; $2,500,000 lodging revenue
2013 projected: 9,500 room nights; $2,050,000 lodging revenue
Economic Development Manager and Vail Valley Partnership will
work toward increasing room nights for 2013 above this projected
level. Ongoing
• Be proactive in securing event partnerships and ensure we receive appropriate
recognition for our support.
Project Leader: Kelli McDonald
Key Milestones:
Q1 2012 Recruit new events and event promoters in 2012 – Complete
Q1 2012 Town Manager sends letter to USA Pro Cycling Challenge
requesting a meeting with Shawn Hunter in an attempt to bring the
event back to Vail – Complete.
Q4 2012 Town of Vail and VVF submit bid for a stage of USA Pro Cycling
Challenge – Decision December 2012 to bring Time Trial Stage
back to Vail in August 2013.
Q2 – 4 2012 Meetings scheduled with identified local and regional entities who
could be partners in the effort to recruit world-class events to Vail.
Secured four new events for 2012 from this effort.
Contracted with MKT Vail to lead this effort in Q3 2012.
Ongoing efforts for Q1 – 4 2013 led by MKT Vail, CSE and
VLMDAC.
Q2 – 4 2012 Ensure that recognition of Vail is increased for support of 2015
World Championships – Ongoing.
• Improve the regulatory environment for doing business in Vail and consider
incentives that might promote short-term redevelopment to bring in new business
(e.g., periodically review development approaches with policy objectives to
ensure consistency with redevelopment strategy) including sign regulations,
displays, design review process, fire code inspections and e-commerce for
building department payments.
Project Leader: George Ruther
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1/8/2013
Key milestones:
Q2 2012 Convene work session with Council to discuss redevelopment
incentives and policy objectives options
Q2 2012 Review sign regulations, outdoor display policies and development
review processes and convene joint worksession meeting with
Council, PEC and DRB
Streamlining the development review process currently before the
PEC for recommendation. Future town council worksession
meetings required.
Q3 2012 VEAC roundtable discussion on existing regulations
Meeting held September 2012. Follow up meeting January 2013.
Q4 2012 Review and adoption of 2012 International Building Code (IBC)
Review process currently underway. Ordinance to Town Council
1st meeting in October.
• Improve the regulatory environment for doing business in Vail for event
producers including special event permitting process, vendor permits and liquor
permits.
Project Leader: Pam Brandmeyer and Kelli McDonald
Key milestones:
Q1 - 4 2012 Formation of the Event Review Committee (ERC), with
representatives from each town department, has provided
seamless implementation of challenging special events, e.g., Pro
Cycling Challenge, Divas, Teva Summer and Winter Games, etc.,
as well as setting the stage for upcoming major 2012 events, e.g.,
Gran Fondo, Tour of Vail, etc. In 2011, ERC processed 90 special
events licenses. Ongoing (Pam)
Q2 2012 CSE roundtable discussion with event promoters to discuss existing
regulations and policies (Kelli)
Meeting held in May 2012. Resulting action items: development of
streamlined online permits and calendar which will be live in Q1
2013.
Q3 2012 Schedule work session discussion with Council (Kelli and Pam)
Meeting held September 4, 2012
• Improve the regulatory environment for doing business in Vail for new and
existing businesses.
Project Leader: George Ruther, Kelli McDonald
Key Milestones:
Q3 2012 VEAC roundtable discussion on existing regulations
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1/8/2013
Meeting held for September 2012. Follow up meeting in January
2013.
Q4 2012 Identify options for simplifying workflow, map the existing process
to identify redundancies and inefficiencies, and develop strategic
plan for implementation
Q3 2012 Schedule work session discussion with Council to discuss policy
direction and establish a schedule for adopting and implementing
amendments.
• Redevelop the municipal site including the medical office building which will
improve economic vitality by expanding the footprint of the clinic and by
redeveloping TOV assets, which may include the Vail Village Inn Phase 5
commercial space, the Main Vail fire station, etc., to house staff temporarily in
these buildings, then creating additional office space once the muni building is
complete.
Project Leader: George Ruther
Key Milestones:
Q1 2012 Sign Memorandum of Understanding – Complete.
Q1 2012 Award TOV contracts for architect and project management –
Complete.
Q3 2012 Complete entitlement process. Currently underway.
Q4 2012 Obtain final CDOT approvals. Regular meetings scheduled; IGA
required.
Q2 2013 Relocate TOV offices.
Q2 2013 Break ground.
Q1 2015 Complete project.
Numerous critical path milestones already met. Schematic design sign off next
major milestone.
• Accelerate implementation of a financial system to coincide with the demolition of
the existing municipal building which houses the system hardware. The timing of
this project is tied to the ability to exit the muni building. The project also
supports economic development through improved ability to provide information
and supports an improved customer service through e-commerce.
Project Leaders: Kathleen Halloran and Mike Richards
Key Milestones:
Q1 2012 Evaluate systems. Complete
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1/8/2013
Q2 2012 Award contract and begin phased implementation. Contract
awarded to New World Systems for Financial and Human
Resources applications and EMGOV for Sales Tax; Timekeeping to
be awarded later
Q1 2013 Complete implementation of all critical modules prior to relocation
of TOV offices. Sales tax module went live for processing
12/12/12; remainder of finance and human resources applications
on track for implementation 7/1/2013.
• Complete “Conference Center Funds” projects: the clubhouse at Vail golf and
Nordic center; Ford Park athletic fields; and Ford amphitheater improvements.
These projects are designed to increase our ability to add room nights such as
the event space at the golf clubhouse and the athletic fields as well as provide a
better overall experience by upping the bar with regards to the condition of all
facilities.
Project Leader: Greg Hall, Todd Oppenheimer and team e.g. VVF, VRD
Key Milestones:
Q4 2012 Begin construction of Ford Park athletic fields.
Q1 2013 Begin construction of clubhouse. Earliest construction would be
scheduled fall 2013 pending litigation
Q3 2012 Begin construction of Ford amphitheater improvements.
• Program and manage the new Lionshead Welcome Center community space,
The Grand View.
Project Leader: Pam Brandmeyer
Key Milestones:
Q1 2012 Use RFP process to select individual or group to program and
manage the facility – Complete.
Q1 2012 Sign management contract; determine pricing; operational
guidelines and policy including free and discounted events.
Q2 2012 Begin having paid events.
Q2 2013 Complete one-year review and make adjustments if necessary.
• Partner with Vail Resorts to provide a 50th anniversary celebration.
Project Leaders: Kelli McDonald and Suzanne Silverthorn
Key Milestones:
Q1 2012 Funding of $250,000 approved for 2012 – Complete.
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1/8/2013
Q2 2012 Presentation to Town Council on timeline and activities.
Meeting held July 17, 2012
Q3 2012 Launch of celebration with Pioneer Days. Complete
Q4 2012 Anniversary celebration with Snow Daze, Holidaze, Film Premier
and other activities. - Complete
Q2 2013 April activities - Ongoing
• Partner with the Vail Valley Foundation to present the 2015 championships and
Nations Ski race in Vail.
Project Leaders: Susie Tjossem, Stan Zemler and Dwight Henninger
Key Milestones:
Q2 2012 Host emergency preparedness exercises in coordination
with Town’s exercise program that develop our awareness.
A mass
casualty exercise has been planned for October 18, 2012.
Q1 2013 Finalize legacy actions and plans for the Town.
Q4 2013 Activate coordinated plans during the December 7-8, 14-15, 2013
Test Events.
Q1-4 2012-14 Active participation on the Organizing Committee. Ongoing
Beyond 2013 – Improve Economic Vitality
• Embrace an international focus in our destination strategy: to include United
Kingdom, Australia and Asian markets.
VEAC meeting with Vail Mountain marketing held September 2012. 2013 VLMD
objectives address this effort.
• Evaluate signage for an appropriate mix of languages.
• Maintain/enhance international relationships.
Vail Mountain and VLMD initiatives for 2013
• Cultivate international city relationships: Look to international partners for best
practices and potential inroads to new markets regarding international resort
tourism.
• Develop and promote TOV endowment fund: Explore/establish additional ways
for gifting to TOV programs and events through endowments, bequests, and
other charitable gifting arrangements.
Goal: Grow a Balanced Community
Attract professionals and families back into the Vail community.
2012 – 2013 Action Steps – Grow a Balanced Community
• Assess current demographic mix vs. desired demographic mix using most
current census and Eagle County documents.
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1/8/2013
Project Leader: Community Development
Key Milestones:
Q3 2012 Complete assessment Assessment has been completed. Awaiting
worksession discussion with the town council.
• Explore the future of Red Sandstone Elementary School (RSES).
Project Leader: Town Council and Town Manager
Key Milestones:
Q1 2012 Town Council and staff worked with the Eagle County School Board
to keep RSES open and operating. - COMPLETE
Q3 2012 Work session to understand current policies of school board and
develop Council objectives for RSES, e.g., which grades may be
best served
Q4 2012 Schedule meeting with school district to map out future of RSES
• Assure affordable work force housing remains at Timber Ridge
Project Leaders: TRAHC Board
Key Milestones:
Q2 2012 Resolve non-compliance issues on financing with US Bank.
Complete – Letter of Credit renewed for one year with terms established for
second one-year renewal
Q2 2012 Prepare five-year operating plan and revenue strategy. Complete
Q2 2012 Develop a revised capital improvement plan. Complete
Q4 2012 Complete first year capital improvements per plan. Complete –
improvements include roof replacements, deck repairs, fire alarm cable,
upgrades to 20 units.
Q4 2012 Developed refinancing plan and obtained budget approval from
Town Council; instructed trustee to notify bondholders of early February
redemption.
Q1 2013 Complete refinancing with $8 million cash payment and $8 million
loan from TOV.
• Complete comprehensive renovation of Vail Public Library including new
technology center for patrons and technological improvements to the community
room. This will provide locals as well as guests with enhanced technology
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1/8/2013
resources and will allow the library to increase usage of its community room and
expand upon programming for all age groups.
Project Leader: Lori A. Barnes and team
Key Milestones:
Q1 2012 Contract award for construction.
Q4 2012 Project complete.
Project substantially complete (punchlist items still underway and not yet signed
off on ; finishing touches (signage, art, etc.) not yet in place). Grand re-opening
hosted by the Friends of the Library scheduled for March 8, 2013.
Beyond 2013 – Grow a Balanced Community
• Explore amenities that will influence the desired demographic (identified in the
above analysis) to live in Vail to potentially include a “gathering/community
center” among other amenities. An October 2008 asset inventory study was
completed by the Vail Local Marketing District Advisory Council and Town
Council gave direction to update and expand the study, which was completed in
May 2011. A copy of that study can be presented to Town Council for further
review. Update the study to include 2012 construction projects.
VLMD funded an update of the study which was presented at December 18,
2012 Council work session. This resulted in a robust online program that leads
other resorts with cutting-edge technology, innovation and thoroughness of data.
Updates will be conducted twice annually beginning in 2013.
• Review Chamonix configuration to attract the desired demographic.
• Explore adapting the buy-down/mortgage assistance program to achieve this
goal.
Goal: Improve the Quality of the Experience
Improve the Vail experience for all guests and further set Vail apart from its competition.
2012 – 2013 Action Steps – Improve the Quality of the Experience
• Integrate VLMDAC information with capital plan.
Project Leaders: Kelli McDonald and Kathleen Halloran
Key Milestones:
Q1 2012 VLMDAC memo will be presented to Council March 20, 2012.
COMPLETE
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Q3 - 4 2012 2013 budget discussions include consideration of VLMDAC input.
COMPLETE
• Partner with Vail Resorts on cutting-edge technology (e.g., way finding, wi-fi,
social media, apps).
Project Leaders: Suzanne Silverthorn, Greg Hall, Kelli McDonald, Ron Braden
Key Milestones:
Q2 2012 Formalize a structure for collaboration and set goals.
Lionshead Welcome Center program design identified
hardware/software collaboration with vendor previously vetted by
Vail Resorts. A similar design study has been initiated for
renovation of Vail Village Welcome Center.
Q3 2012 Develop a list of shared actions.
Partnerships to date include live Vail Mountain feed for touchscreen
in Lionshead Welcome Center spring 2012, plus use of Vail Resorts
video feeds on media wall; and introduction of Vail Hiking & Biking
app in June 2012 initiated by Vail Local Marketing District.
Q4 2012 Monitor real-time parking information on m.vail.com for accuracy.
ONGOING
• Focus on resort size and resort appropriate environmental programs.
Project Leader: Kristen Bertuglia
Vail Recycles! Vail Village and Lionshead Recycling Program
Key Milestones:
Q1 2012 Conduct waste study and survey to establish waste diversion
baseline: Survey businesses as to current practices and attitudes,
challenges, barriers with respect to waste diversion, how the Town
can help. Establish waste diversion baseline by random selection
sort sampling of business trash. Completed
Q2 2012 Compile results, hold stakeholder meeting with waste haulers,
businesses, and develop recommendations. Completed
Q2 2012 Complete final report. Present results to Town Council, obtain
direction as to appropriate recycling incentive program (e.g.
ordinance updates, grants or incentives, additional services, etc.)
Completed
Q3 2012 Implement Vail Recycles! Program for Vail Village and Lionshead
Vail Village Recycling Pilot Program ready for implementation.
Presented to town council on July 17, 2012
Water Quality Public Education Program
Key Milestones:
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1/8/2013
Q1 2012 Interview Americorp Environmental Stewardship program
candidates and select summer intern in order to assist in the
development of a public education campaign that raises community
awareness about the individual potential to positively
impact water quality, including establishing current practices for
private property pine beetle spraying. Summer Intern hired.
Q2 2012 Summer intern kickoff meeting - Based on the Boulder Keep It
Clean Program, intern will develop door hangers and educational
material for East Vail residents. Target 500 contacts made.
Project Underway
Q3 2012 Working with staff, intern will provide web content using graphic
materials to educate the public on water quality issues.
Organize Gore Creek walking tours at Bighorn Park.
Presentations/demonstrations will provide a hands-on learning
experience for residents and guests: ecosystem ecology, wildlife
and aquatic insects, proper riparian area buffers, maintenance,
lawn care, etc. July Working with staff, intern will help organize a
Gore Creek stream bank restoration project with resident
volunteers to prevent erosion impairment in previously identified
target areas. Gore Creek Aquatic Life Public Education Program
ongoing. First presentation was on July 11th in East Vail.
Sustainable Building Initiative (SBI) - Currently underway, the objective of the SBI
is to develop and implement a green building points system, incentivize
sustainable building practices through carrot rather than stick approach,
education and outreach. Ensure this initiative improves the ability for doing
business in Vail. Ongoing
Key Milestones:
Q1 2012 Conduct 3 SBI Committee meetings to determine point items in
categories not yet addressed (energy, materials and reuse,
quality control, and innovation).
Q2 2012 Present each category to the Planning and Environmental
Commission (PEC).
Q2 2012 SBI meeting to discuss incentives.
Final revisions and public comment period.
Final draft presented to PEC.
Q3 2012 Final draft presented to Town Council.
Test drive SBI in-house; work with select project to ensure smooth
implementation.
Q4 2012 First and second readings of ordinance to adopt SBI. (Nov-Dec,
along with 2012 building code adoption hearing).
Begin snowmelt offset program discussion, solicit for addition SBI
Committee members.
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Organize public presentation of existing snowmelt offset programs
at Donovan Pavilion - CORE and ECOBuild, Telluride.
Present snowmelt offset program discussion, decide if Vail will
move forward in pursuing offset program for the Town
• Review and enhance our “connectivity” plan including a comprehensive signing
and wayfinding program.
Project Leaders: Greg Hall, Suzanne Silverthorn
Key Milestones:
Q1 2012 Town Council Approval of Wayfinding Principles. Complete
Q2 2012 Town Council review of Wayfinding program regarding I-70 and
Frontage Roads. Complete
Q3 2012 Program design and approval. I-70 and Frontage Road package
sent to CDOT and comments received, working through the design
issues.
Q1 2013 Resubmit I-70 and Frontage Road Sign package to CDOT for
approval
Q12013 Continue with Advisory Committee on design of signs for parking
structure and pedestrian villages
Q2-Q4 2013 Begin implementation of first phases of wayfinding program
Q4 2014 A three year phased Installation with final completion before -
2015 World Alpine Championships.
• Review and enhance our “connectivity” plan with a focus on hiking, walking,
wandering and lingering.
Project Leaders: Public Works Project Staff
Key Milestones:
Q3 2012 Work with CDOT on the overlay of the Vail Pass recreation trail.
Completed
Q3 2012 Completion of the bike lanes on the frontage road to East Vail.
Q3 2012 VLMD funded and produced Hiking Map and Hiking & Biking App.
Complete
Q4 2012 Complete Lionshead streetscape projects - East Lionshead Circle
and Concert Hall Plaza. Completed
Q4 2012 Include public restrooms in a remodel of Main Vail Fire House.
Underway
Q4 2012 Reconstruct the Matterhorn Bridge with sidewalks.
Q2 2013 Sun Dial Plaza. Design underway
Q2 2013 Identify key missing links in “connections” determine obstacles and
costs to complete the links and prioritize the connections for
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implementation, including trailheads. Funded additional bike lanes
on Frontage Roads for 2013
Q4 2013 Rebrand the Village information center to a Welcome Center similar
to Lionshead. Provide public restrooms and an upgrade in keeping
with Vail’s renaissance. Initial studies underway, to be presented to
Town Council Q1 2013
• Improve the quality and convenience of parking and transportation.
Project Leaders: Greg Hall and Mike Rose
Key Milestones:
Q2 2012 Council work session to: provide background; identify steps already
taken; and determine policy. Discussed at the April 17 meeting and
will return in Q3 2012. Completed August 21, 2012
Q2 2012 Consider engaging a consultant to assist with finalization of the
strategic parking plan, including system efficiencies. Reviewed at
1the April meeting, were directed to look at only system
efficiencies, most which will be discussed in conjunction with the
equipment replacement scheduled for 2014. Consultant would be
on board in 2013.
Q2 2012 Begin a three year program to meet the CDOT requirements to
ensure use of the frontage roads for various parking as previously
directed by the Town Council. First Phase Completed letter to Vail
Resorts on funding second phase Q1 2013, design on second
phase underway
Q3 2012 Continue to refine and enhance the summer special event express
bus.
Q3 2013 Review parking operations and equipment for implementation of
new system and processes.
• Complete park and recreation projects which enhance the experience.
Project Leaders: Public Works Project Staff
Q2 2012 Complete the Red Sandstone Park.
Q2 2012 Begin the work to allow the completion of the Bald Mountain
Neighborhood Berm. Utility work completed.
• Finish installation and activate improved guest service programming in
Lionshead Welcome Center (virtual concierge, media wall, events info).
Project Leaders: Tom Kassmel, Greg Hall, Ron Braden, Suzanne Silverthorn
Key Milestones:
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Q1 2012 Technology installation – Complete
Q2 2012 Visitor Center Staff Relocation – Complete May 25
Q2 2012 Grand Opening – Complete May 31
Q4 2012 Demolition of Lionshead Visitor Center/Frontage Road - Complete
• Identify management structure for enhanced guest services programming to
Include operation of Vail Village/Lionshead Welcome Centers and community
host program.
Project Leaders: Suzanne Silverthorn, John Power
Key Milestones:
Q2 2012 Identify Council policies and programming – Council set goal of “5-
star” service delivery levels following discussion on June 19.
Q2 2012 Issue RFP – RFP process has been delayed one year. Instead, a
new contract with Vail Info Inc. was negotiated for Oct. 1, 2012 to
Aug. 31, 2013 which sets clear expectations for increased service
delivery. RFP for 5-star contract services will be issued in spring
2013 for Sept. 1, 2013 start.
Q3 2012 Selection. – RFP process delayed one year. Selection to occur
Q3 2013.
Q4 2012 Implementation – Implementation delayed one year to Sept. 1,
2013.
• Develop an enhanced cellular (4G) and Wi-Fi network.
Project Leaders: Ron Braden
Key Milestones:
Q3 2012 Contract Negotiations / Approval.
Complete - Approved by council in August of 2012.
Q4 2012 Carrier Commitment.
Complete - Carrier commitment in place December of 2012.
Q3 2012 CenturyLink exit agreement.
Complete - Network transitioned in December of 2012.
Q4 2012 Cell tower (macro) site tower build at Public Works.
Approvals in place, equipment ordered, waiting on utility build.
Q4 2012 Cellular build (Micro DAS) in Village Transportation Center.
Complete - Waiting on frequency assignments from carriers.
Q4 2012 Temporary cell site install at Lionshead Trans Center.
Complete.
Q2 2013 Fiber Resource Allocation.
Design plans initiated for spring 2013 build out.
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Q2 2013 Begin Build Out.
Q3 – 4 2013 Launch system operations.
• Gore Creek Environmental Programs
Project Leader: Bill Carlson and Kristin Bertuglia
Key Milestones:
Q1 2012 Continue to support stream tract enforcements to address
remaining properties with encroachments.
Work with the Eagle River Water and Sanitation District and the
Urban Runoff Group to complete the Water Quality Improvement
Plan (WQIP) for Gore Creek and the Eagle River.
Q2 2012 Ensure that all Town outfalls and sediment catch basins are
maintained.
Identify Best Management Practices (BMPs) projects that have an
immediate effect on Gore Creek Water quality (i.e., additional catch
basins/filters, stream bank restoration and stabilization projects,
etc.)
Q3 2012 Install identified BMPs, coordinate stream bank restoration projects.
Present WQIP to Town Council.
Q4 2012 Stream Bank restoration projects installed – willow plantings.
Beyond 2013: Enhance the Experience
• Begin long-range planning to reduce the impact of I-70. Note: The intent was not
beginning near-term action, but more to keep this important subject on the radar
screen.
Goal: Develop Future Leadership
Look toward the next generation of community leaders.
2012 – 2013 Action Steps – Develop Future Leadership
• Schedule a Town Council work session to assess Vail’s current leadership and
identify a desired vision for the future including benchmarks, where possible.
Project Leader: Stan Zemler
Key Milestones: Q1 2013
• Sponsor series of focus group meetings with target demographic segments,
including second homeowners, to identify challenges, opportunities and
suggestions to elevate civic leadership. Explore opportunities to host “lunch and
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1/8/2013
learn” sessions with key leaders in the community as a way to continually
improve TOV organizational leadership. Council may explore these topics at the
January 8, 2013 retreat.
Project Leader: Suzanne Silverthorn
Key Milestones: Q3 2012
• More aggressively market board openings through advertisement.
Project Leader: Suzanne Silverthorn
Key Milestones: Q2 2012 – Board recruitment template from Colorado
Municipal League print campaign was used for series of Vail Daily ads in late
April and May for openings on the Vail Local Housing Authority (2 applicants);
Commission on Special Events (4 applicants); Vail Local Licensing Authority, (3
applicants).
• Develop recommendations on model/approaches that will result in developing
future leaders in the TOV considering: John Horn-Kates Vail Leadership Institute
Model; Boulder Leadership Model; Leadership Forums by Vail Homeowners
Association and Vail Symposium; engagement ideas;
orientation/education/outreach; and Vail 20/20.
Project Leader: Mark Miller, Suzanne Silverthorn
Key Milestones:
Q4 2012 Evaluate existing leadership programs and best practices
with presentation of research summary this fall. Awaiting
Town Council consideration of proposal from Vail Leadership
Institute.
Other Initiatives
These are projects already underway that may not fit precisely into Council’s four key
goals.
2012 – 2013 Action Steps – Other Initiatives
• Budget/Financial – Continue to provide a high level of services in a fiscally
responsible manner.
Project Leaders: Directors and all departments
Key Milestones:
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1/8/2013
Q2 2012 2012 annual audit presented to Council Complete – Clean opinion
with no management letter comments
Q4 2012 2013 annual budget adopted by Council Complete
• Laserfiche – Finish implementation of document imaging program and scanning
of historical documents throughout the organization.
Project Leader: Ron Braden
Key Milestones:
Q4 2012 Provide customer access to public documents. Waiting for
REO software update scheduled for Q1 of 2013.
Q1 2013 Complete scanning of permanent files in Community Development
and Administration to avoid temporary relocation. Complete
• 2012 Community Survey
Project Leader: Suzanne Silverthorn
Key Milestones:
Q1 2012 Town Council approval of survey questions - Complete
Q2 2012 Survey in the field - Complete
Q3 2012 Presentation of results – Complete June 5, 2012
2 - 1 - 18
1/8/2013
2011201220132014201520162017
ActualAmendedProposedProjectionProjectionProjectionProjection
Revenue
2% over forecast3%3%3%3%
Local Taxes:19,581,415$ 18,900,000
20,100,000
$ 20,700,000$ 21,320,000$ 21,960,000$ 22,620,000$
2013 2% increase from 2012 forecast of $19.7M; then 3% per year
Sales Tax Split b/t Gen'l Fund & Capital Fund
54/46
61/3962/3862/3862/3862/3862/38
Sales Tax10,859,000$ 11,530,000 12,462,000 12,834,000 13,218,000 13,615,000 14,024,000
Property and Ownership5,031,770 4,232,000 4,217,000 4,577,000 4,577,000 4,890,000 4,890,000 2013 flat with 2012; Re-assessment will impact collections in 2014
Ski Lift Tax3,529,125 3,492,000 3,492,000 3,596,756 3,704,618 3,815,783 3,903,282 2013 flat with 2012 budget; 3% thereafter (5-yr avg is 4% per year)
Franchise Fees, Penalties, and Other Taxes1,073,138 1,037,753 1,074,442 1,108,722 1,140,790 1,176,506 1,210,598 Based on historical trends
Licenses & Permits1,136,966 1,155,000 1,280,580 1,306,209 1,332,362 1,359,040 1,386,208 No major redevelopment projected; Does not include MOB/Muni project
Intergovernmental Revenue2,066,191 1,911,250 1,861,914 1,843,617 1,863,472 1,883,960 1,905,080
Incl. COPS grant thru '12 and SAFER grant thru '13; remainder based on 5-yr avg
Transportation Centers4,023,940 3,839,000 3,851,000 3,958,160 3,958,400 4,076,522 4,076,522 2013 flat with 2012 amended; 3% increase in 2014 and 2016
Charges for Services
962,342
799,596
759,347 728,360 736,716 741,775 746,935 Mainly based on RETT mgmt fee; VLMD fee and VRA fee
Fines & Forfeitures265,575 325,000 270,887 276,274 281,838 287,477 293,228 2013 updated based on 5-year average; then 2% per year
Earnings on Investments188,848 116,900 175,000 199,400 193,200 186,400 186,400 Approx. 0.5% of fund balance
Rental Revenue895,872 929,816 905,605 856,940 880,787 882,648 912,302
Miscellaneous and Project Reimbursements
477,845
302,000
175,000 207,000 207,000 207,000 207,000 Based on 5-year average
Total Revenue30,510,613 29,670,315 30,524,775 31,492,438 32,094,183 33,122,111 33,741,555
% increase vs. prior year
-1.7%2.9%3.2%1.9%3.2%1.9%
ExpendituresSalaries
13,122,291
13,726,371
13,963,339 14,382,239 14,813,706 15,258,118 15,715,861 4% merit in 2013; 3% per year thereafter
Benefits
4,483,006
4,600,396 4,751,741 4,894,293 5,041,122 5,192,356 5,348,126
40.7% full time benefits in 2013 (vs 40.8% actual rate for 2011); 3% per year increase after***Does not include potential impact from Healthcare Reform
Subtotal Compensation and Benefits17,605,297 18,326,767 18,715,080 19,276,532 19,854,828 20,450,473 21,063,987
-0.3%2.1%3.0%3.0%3.0%3.0%
Contributions and Special Events1,278,453 1,533,218 1,573,648 1,405,100 1,432,900 1,461,400 1,489,900
2013 removed the 1-time 2012 contributions (Vail 50th for museum, Vail DVD, Gran Fondo); Per Council one-time increases: $160K to CSE, $20K RSES, $20K Vail Jazz
All Other Operating Expenses5,524,989 6,536,076 6,818,291 6,950,000 7,093,000 7,235,000 7,379,000
Depts held flat with exeptions: Add'l IT services; new facilities mtce & mgmt; 2014 and beyond does not reflect operating impact of new municipal building
Heavy Equipment Operating Charges2,196,237 2,278,304 2,282,796 2,328,452 2,375,021 2,422,521 2,470,972 2013 slight increase based on higher fuel prices; 2% per year thereafter
Heavy Equipment Replacement Charges
537,417
547,008560,284571,490582,919594,578606,469
Dispatch Services537,827 575,706 569,193 580,577 592,188 604,032 616,113 2013 increase based on usage
Total Expenditures27,680,220 29,797,079 30,519,292 31,112,151 31,930,857 32,768,005 33,626,441
% increase vs. prior year
1.8%2.4%1.9%2.6%2.6%2.6%
Revenue Over (Under) Expenditures2,830,393 (126,764) 5,483 380,287 163,326 354,106 115,114
2015 World Alpine Ski Championships
(250,000)
(250,000) (250,000) (250,000) (250,000) - -
Pro-cycling event
(75,000)
- (75,000) - -
2015 Nation's Event
-
(375,000) (375,000) (375,000) (375,000) - -
Burton US Open
-
- (400,000) - - - - *Note* Burton plans to ask for five years of funding
Vail's 50th Anniversary
-
(350,000) - - - - -
Timber Ridge Investment
-
- (8,000,000) - - - -
Investment in Timber Ridge deed restrictions
Transfer to Capital Projects Fund
(1,845,800)
(50,000) - - - - -
Revenue Net of Transfers & New Programs659,593 (1,151,764) (9,094,517) (244,713) (461,674) 354,106 115,114
Beginning Fund Balance22,886,692 23,546,285 22,394,521 13,300,004 13,055,291 12,593,617 12,947,723
Ending Fund Balance
23,546,285
$ 22,394,521$ 13,300,004$ 13,055,291$ 12,593,617$ 12,947,723$ 13,062,837$
As % of Annual Revenue77%75%44%41%39%39%39%TOWN OF VAIL 2013 BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCEGENERAL FUND5
2 - 2 - 1
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1
Council Contributions
The below is the published criteria for Council contribution requests, specifically item 1.C. In
addition, staff has traditionally followed a policy of not recommending funding for
organizations’ operating expenses, or funding of other taxing entities (for example, Health and
Human Services programs which are funded by Eagle County’s tax collections). Are these
policies that staff should incorporate into this document? Should those policies change?
Two years ago, staff included requirements for “Event Recap” for organizations receiving
contributions for events for consistency with organizations receiving event funding from the
Commission on Special Events. Currently, the events funded with Council contributions (such
as Bravo! and Vail Valley Foundation events) are protected by a resolution passed by Council
xx years ago which is why they remain identified as “iconic events” funded outside of the CSE.
____________________________________________________________________________________
CONTRIBUTION POLICY
TOWN OF VAIL
1. All contribution requests received by the Town of Vail will be processed in the following
manner:
A. All requests must be submitted in writing using the town's application for
funding. You may submit financial information (Balance Sheet and Statement of
Sources and Uses) ONLY IF it does NOT exceed 2 pages in length. Please do not
attach additional information. Incomplete applications and supplemental
information will not be accepted. THE TOWN COUNCIL WILL ONLY BE
GIVEN YOUR COMPLETED APPLICATION FORMS. NO SUPPLEMENTAL
INFORMATION WILL BE GIVEN TO THE TOWN COUNCIL.
B. All applications for funding in 2013 shall be received at the town by June 29,
2012 by 5:00 P.M. This includes 5 copies, as well as an electronic version
(electronic version can be sent by email to sellis@vailgov.com).
C. The Town Council will evaluate the various proposals based on their direct
benefit to the entire community of Vail, fulfillment of the town’s mission, and
how this contribution will affect our resort community’s future health. The
Town Council’s mission statement reads: In order to be the premier mountain
resort community, we’re committed to providing citizens and guests with a
superior level of environmentally-sensitive services and an abundance of
recreational, educational, and cultural opportunities.
2. Disclosures to all applicants:
A. No money will be disbursed until March 1, 2013.
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1/8/2013
2
B. Because of uncertainty of revenue estimates, please note the following
possibilities:
1) Contribution funding may be reduced based on 2012 revenues.
2) The Town of Vail may choose to disburse funding in quarterly installments
throughout 2013.
C. Notification of awards will be sent after the Council approves the final budget
currently scheduled for November, 2012.
3. All entities receiving public funding for events, including those which are culturally‐
designated, are required to present a final event recap to the Commission on Special
Events using the guidelines below as a template for the report.
(Note: This is a new requirement and does not apply to contractual agreements such as
Channel 5 or Vail Childcare. If in doubt, please ask.)
Guidelines for Post‐event Recap for All Events Receiving Public Funding:
A post‐event recap is required from all events receiving Town of Vail funding or in‐kind
sponsorship. Please schedule a presentation to the Commission on Special Events within
60 days of the close of your event. This presentation should be accompanied by a
written, post‐event follow‐up document which shall include:
1. An overview outlining the event’s strengths and weaknesses: specifically, what went
well and what measures could be taken to improve the event.
2. An event budget showing actual profit and loss numbers and how the funding was
utilized.
3. A detailed overview of the marketing that was implemented to promote the event.
4. An explanation as to how participants and/or attendees were directed to book lodging.
5. Survey results (*see explanation below) including the following information, per the
CSE Criteria as described in the RFP:
a. Attendance numbers and demographic profile:
i. Estimated attendance. If your event is non‐ticketed, please describe what method
you used to estimate the numbers of attendees.
ii. What percentage of people came to Vail specifically for your event? What percentage
of people have attended the event in previous years?
iii. Where did attendees come from: local, regional, out of state, international?
iv. Average age and income bracket of attendees.
b. Estimated spending by event attendees:
i. Lodging
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1/8/2013
3
1. What percent of attendees stayed in the Town of Vail?
2. Number of room nights generated?
3. Average amount spent on lodging per day?
ii. Dining
iii. Shopping
iv. Other Activities
c. Visitor Intent to Return and Satisfaction Ratings: Would you come back? Was if fun?
d. Estimated Return on Investment (ROI) to the Town of Vail: Specifically, how much
additional spending within the Town of Vail was generated by the event? What is
the ratio of increased revenue to the amount of funding received? How much
additional sales tax revenue generated by the event accrued to the Town of Vail?
(Town of Vail sales tax is 4%).
6. Potential for growth and the development of sponsorships and media exposure.
7. Did the event impact Vail’s “Sense of Community”?
8. In light of the Vail Town Council’s commitment to a sustainable environment, please
describe any and all measures that were taken to produce the event in as “green” and
environmentally friendly manner as possible.
Please submit your event re‐cap electronically to the Special Events Coordinator at
specialevents@vailgov.com a minimum of 5 days prior to your presentation.
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1/8/2013
Tourism Spending
Council Contr:
InfoIconicOther GFEvents Funded
Year
VLMDCSE OnlyBoothsEventsCouncil Contr With ReservesTotal
20051,510,288 564,013 170,675 177,096 285,197 2,707,269
20061,696,607 598,389 195,276 247,500 184,791 2,922,563
20071,860,862 744,016 198,703 258,250 196,897 3,258,728
20082,748,260 768,703 198,967 398,750 199,724 4,314,404
20092,164,454 841,810 198,515 294,125 225,709 3,724,613
20101,673,363 848,643 199,596 354,275 123,700 3,199,577
20111,918,977 855,666 202,151 364,275 187,000 325,000 3,853,069
2012 Amended2,341,225 917,800 224,133 345,600 279,200 975,000 5,082,958
2013 Budget2,571,725 1,021,800 258,714 336,600 203,000 1,100,000 5,491,839
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1/8/2013
To: Vail Town Council
From: Economic Development Office
Date: January 8, 2013
Subject: ROI Discussion
In the recent Town Council meeting, the subject of return on investment (ROI) was
raised in the context of continued aggressive investment in special events funding and
marketing and Town of Vail marketing overall. As a shared understanding amongst the
Council is not yet achieved, to contribute to the discussion, this document provides a
thorough examination of the subject of ROI. The content is sourced from numerous
available lateral learnings from the many marketing enterprises available in Vail, as well
as numerous other examples gleaned from professionals in and around Vail and their
experience in other varied organizations.
I. Direct/linear ROI
The basic metric which measures the direct investment and the specific amount
returned via the effect of this spend. This is the most linear measure of ROI. As
Council is aware, the CSE engaged RRC Associates to undertake an Economic Impact
study which sought to understand the relationship. Their data reveals, on this basis
alone, a substantial ROI directly linked to the effect of special events. Measured on two
levels; 1) total revenues generated by visitors who visited Vail specifically or in part
because of a special event, and 2) tax revenues generated by the same visitors. This
data reveals the following:
Scenario 1 - Ratio of direct economic impact to event funding received:
$92,463,049 - Event economic impact
$1,058,506 - Event funding provided by CSE/VLMD/Council (of the events surveyed)
$87.35 Payback ratio (incremental community revenue per dollar of event funding)
$43.68 Payback ratio (incremental community revenue per dollar of event funding)
Note: the $43.68 figure is derived by lowering the economic impact by half with an
assumption that event attendance was half of that actually reported by producers –
even in this conservative scenario the event ROI remains substantial
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1/8/2013
Town of Vail Page 2
Scenario 2 - Ratio of direct sales tax impact to event funding received:
$3,108,835 - Sales tax collections
$1,058,506 - Event funding provided by CSE/VLMD/Council (of the events surveyed)
$2.94Payback ratio (incremental TOV sales tax revenue per dollar of event funding)
$1.47Payback ratio (incremental TOV sales tax revenue per dollar of event funding)
Note: As above, we lowered the incremental revenues by half in the interest of
conservatism – in this scenario the most basic ROI measure, the return is still close to
+150%.
In the eyes of most professional opinions, at its most basic core, stripped of any other
assumptive return on investment possibilities, a +150% return not only pays for itself,
but provides reasonable incremental return relative to comparable investments. We
also believe that under the current CSE movement towards greater event effectiveness
and more efficient spend, these basic ROI ratios are only likely to grow with or without
further investment.
II. Guest Satisfaction
Increasingly, guest satisfaction and its associated metric, Net Promoter Score, are in
use by most Fortune 500 companies as the essential measure of customer loyalty. We
also know that word-of-mouth is amongst the most effective and efficient marketing
devices in the marketing tool box of the 21st Century. We all know the adage that a
satisfied guest tells 10 friends about their positive experience, and a dissatisfied guest
tells 20 friends about their negative experience.
The CSE believes that the current movement in Vail, shared by the VLMDAC, towards
more aggressive, more resonant and ultimately more effective marketing of which
special events are a substantive part of, has been one of the drivers behind the
meteoric rise in NPS:
Year NPS % Detractors
2007 62 7
2010 72 3
2012 82 -
A 20 point rise in five years is almost unknown in the consumer durables category and
other comparable businesses. At minimum it indicates a massive shift in perception
which can only be caused by a similarly strong shift in experience. It’s also worth
noting that great companies like Southwest Airlines or Apple, for instance, achieve
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Town of Vail Page 3
NPS scores in the area of 70%, with many ‘good’ companies like Nike and American
Airlines commonly achieve NPS scores far lower.
While there is no universal measure for the value of such perceptual change, (some
brands value guest experience, some do not), one could look at it in the following
manner:
- in 2007 62 out of 100 guests were favorable towards Vail and would recommend us to
family and friends. 7 out of 100 would negatively tell 20 people each.
- By 2012, we’ve grown the population of positive respondents, or ‘active promoters’, by
30%. If you extrapolate that times our summer attendance of say 1,500,000 visitors,
we’ve created 500,000 more active promoters who in turn have told 10 friends each.
The cost of our having had to spend to reach and convince a similar audience would be
exponential and frankly untenable, and this as just a side benefit of our marketing spend
on special events. But you could estimate this cost at well in excess of $2,000,000,
more or less our current VLMDAC generated media impact per annum.
It is legitimate therefore to consider this ‘opportunity’ cost as part of our ROI. Add this to
our most conservative ‘direct ROI’ detailed in section I and we are now approaching a
3.5 to 1 ROI.
III. Leveraged Media/PR/Marketing Impact
While we do not have precise data for this measure, based on a rudimentary formula
this number represents media, PR and other marketing impact (word of mouth, lateral
marketing, press, social media reach, et. Al.) which Vail would otherwise need to
purchase in the open market in order to achieve similar impact. Equally, based on our
current strategy, the CSE funded and enabled special events from the principal content
for the VLMDAC’s efforts in paid and social media as well as PR efforts.
At about 40 or so annual events, with an assumption based on the data we do have of
say $40,000 leveraged average value of each event (an event like Bravo exceeds
$100,000 in such value, a smaller event less so), this very conservatively generates
another $1,600,000 in leveraged value we’d otherwise need to purchase.
Add this to the calculations in sections I and II, and our overall ROI is now getting
towards 5 to 1.
IV. Brand Value
A potentially richer category of ROI is the value of the Vail brand. Many top flight
brands such as Apple and Nike do indeed value their brands and include this value on
their balance sheets. It’s often referred to as ‘blue sky valuation’.
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Town of Vail Page 4
Potential suitors for such companies would need to account for these valuations in any
acquisition scenario friendly or unfriendly.
THE VLMDAC has now for several years been committed to detailed brand tracking and
monitoring via Intercept studies, as well as prominent third party brand research. As
validated by our Burke Research initiative conducted in 2011, and as reinforced by this
past summer’s NPS score of 82, the Vail brand, in summer alone is now in the top two
of summer destination resort brands. If one factors in Vail’s winter brand standing
where it is a clear number one in North America, and additionally factor in the now
successful initiative of our having integrated winter and summer brands together, one
can only imagine the value of this result.
It manifests itself in such practical benefits as consumers placing Vail high in its
consideration set when setting out to choose a summer destination, in repeat visitation
consideration, in word of mouth, and in frequency of trips. It also manifests itself in less
linear decisions such as the Burton US open deciding to choose Vail after 30 years in its
Vermont location, a decision which will likely drive $18 million plus in incremental
economic impact. Add to this related such decisions, and it’s not difficult to imagine the
power and value of brand.
We’d not attempt to try and place a value on this impact without more science, but its
many multiples of our annual spend, and growing as evidenced by the Burke research
data conducted in Summer as well as Winter.
V. Ongoing ROI Measurement
Finally, all of these metrics are now systematically measured by all the key Town of Vail
economic development entities including the VLMDAC and CSE, as well as for instance
our front line Vail information services initiative which is both measured in its own right
as well as directly impacting our rise in Net Promoter Score. Additionally, our own ROI
tracking is now regularly integrated with Vail Mountain’s metrics and methodologies.
We share Burke as a brand tracking method. The Vail Marketing Research team
conducts our principal Intercept studies; Guest Satisfaction and NPS measures are
conducted by precisely the same methodology thus rendering the data fully comparable
and reliable.
The CSE as reported in an earlier memo has introduced a level of ROI discipline
comprehensively in its processes; from Mission Statement, to annual objective setting,
to producer and event qualification, each incorporated into a very tightly aligned
scorecard which is the primary arbiter of the event selection process. This new series
of processes is also tightly joined to the VLMDAC objectives and strategies, which in
turn cascade from both the Council’s objectives as well as those of Winter marketing.
All of this provides an undercurrent of discipline and validity as it relates to current and
future Town investment in all economic development aspects. It has the nature of a
defacto singly coordinated marketing enterprise led by the office of Economic
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Town of Vail Page 5
Development, with shared partners, shared methods, vocabulary and ongoing activities.
In the current absence of a single leadership organizational structure, we believe that
this is an optimal organizational set up which safeguards and leverages every dime the
Town invests; now and in any increased investment scenario - with ROI at the center of
the overall enterprise.
In conclusion, we’d ask the Council to consider these thought processes supporting its
ROI discussions. We believe strongly that this thinking would hold up to examination,
would be validated by more thorough research although that is not what we are
recommending, and that any competitor or lateral industry would envy the position Vail
now enjoys that results from what we consider to be a modest investment in special
events and marketing.
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1/8/2013
To: Vail Town Council
From: Commission on Special Events
Date: December 4, 2012
Subject: CSE – 2013 Event Strategic Plan Overview & Funding Request
This provides a summary of CSE direction for the 2013 Event platform. Detailed within
are a summary of CSE’s tightened strategic direction, a description of new tools
developed and deployed in order to align the CSE’s duties more rigorously against its
economic impact mandate, and a concise description of the funding allocation
recommendation for 2013. Finally, within the context of the overall enterprise, a
discussion of funding requests for growth initiatives we believe to be above and beyond
the fundamental requirements of the CSE.
I. 2013 – CSE Strategic Direction
Enhanced marketing efforts have been amongst the drivers of recent summer season
economic growth, culminating with achievement of record sales tax revenues during
that time period. The CSE believes it has contributed to this resurgence by having
undertaken a review of its fundamental mission for 2013 (and beyond). For the last
several months the CSE has examined its core activities and in doing so has adopted a
significantly improved set of operating guidelines with an objective of greater
accountability, more rigor in why and how events are selected, and ultimately greater
effectiveness.
a. CSE objectives have been closely aligned with VLMDAC objectives, which in turn
are well aligned with the Council’s own objectives. We feel this provides for a
tight, efficient and synergistic alignment of the combined marketing efforts (see
Exhibit A)
b. A new CSE Mission Statement which is tightly developed against our new
operating philosophy (see Exhibit B)
c. With the insight that there are perhaps too many events, we’ve adopted a quality
versus quantity criteria, reduced redundancy, and looked hard at the timing and
seasonality of events to make the schedule more optimal
d. We’ve dispassionately eliminated non-performers, rewarded strong performers,
and given the Council’s request for greater proactivity invested in opportunities
e. We identified a key insight, which is that the marketing of individual events is
what drives an event’s success or lack thereof – to this end we’ve put a focus on
marketing including development of a ‘marketing checklist’, greater involvement
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1/8/2013
Town of Vail Page 2
in our producer’s marketing of their events, and investment in town staff
resources in order to manage this intensive process (see Exhibit C)
f. The ‘scorecard’, our basic tool used to determine the allocation matrix has been
revamped to incorporate all of these new criteria – the result has been a
somewhat different event line up for 2013, and one that we feel will be more
effective (see Exhibit D)
II. Event Effectiveness – Measurement Tools
In line with the recent Vail marketing successes, VLMDAC, Vail Resorts Marketing, as
well as the CSE have all invested in a disciplined suite of research tools to not only
keep score, but to support on-going marketing and spending decision making.
The fundamental on-going tools now consist of monthly (and bi-weekly in Winter) mTrip
reports, Sales Tax data, the on-going Intercept studies providing both qualitative and
quantitative data in individual events, last season’s Economic Impact Study, parking
data, as well as keeping our finger on the pulse of the merchant/hotelier/restaurateur
community.
In addition, the ‘scorecard’ and its support tools such as the ‘marketing checklist’ are
now structured to be more dynamically employed tools. Less obviously quantitative
measures such as brand strength, marketing expertise, media leverage, and
community integration are now all monitored, measured against newly established
objectives.
Related, although a robust study with valuable and fresh data, the Economic Impact
Study was felt to fall short in the area of event attendance – a key variable as it relates
to bottom line economic impact. This is because different event producers utilize
different methodologies to report attendance, thus rendering the data not comparable,
and in some cases not reliable. The CSE proposes for 2013 that we take over this
function ourselves, giving us and therefore Town of Vail accountability for this key data.
It will have the added benefit of allowing our producers to focus entirely on event
development, marketing and execution, both operationally and financially.
III. 2013 Event Funding Overview
The 2013 event funding process was more structured, rigorous, and objective than
perhaps any previous year’s process. Employing the new criteria, supported by the new
tools, there was a spirit of greater sophistication and frankly greater passion for the
process. Hard decisions were made. And more importantly, there was far greater
proactivity guiding all decisions. It was not just about choosing one event or another.
Some events were funded with conditions to improve marketing or not receive funding
(e.g. Soul Festival). Some are earmarked for greater VLMDAC integration to pursue
upside opportunity (e.g. Bravo). Others asked to align more closely with Vail brand (e.g.
Farmer’s Market). Others asked to grow with incremental funding (e.g. Keen Kids
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1/8/2013
Town of Vail Page 3
Adventure Race). Vail Restaurant Month was asked to reduce timing from a month to
10 days and be remodeled on the successful Denver Restaurant Week concept and
thus renamed to Vail Restaurant Week. Group events like Lacrosse and Kick It 3x3
Soccer will be worked with to integrate into Vail Village and/or Lionshead to increase
community vitality.
This is a short list of such interjections. The 2013 Event Funding Matrix is attached
detailing all decisions and allocations. Bottom line, the CSE believes all of this has
added up to a more effective line up that will drive increased results.
IV. 2013 – Incremental Funding Requests to Support Growth Initiatives
The CSE believes that its allocated budget for 2013 is optimally deployed as outlined
throughout this document. We are therefore requesting incremental funding support of
$190,000.
Above and beyond this fundamental scope are several key initiatives we strongly
believe should be invested in by Council:
a. Event Attendance Research - $50,000
As detailed above, event attendance data that is accurate, reliable and, comparable is
essential to getting towards economic impact data that The Town Council can rely on.
In a sense we feel this is the last piece of the puzzle. The CSE working with Staff would
undertake a search process to find the most effective vendor, with a desire to implement
immediately in 2013. This would be coupled with the same level of economic survey
data provided in 2012, with the added aspect of verifiable event attendance.
b. Potential New Memorial Day Event - $100,000
At Council’s request, the CSE is proactively developing an effective new event for the
Memorial Day Weekend time period. We see numerous challenges in doing this,
namely the weather challenge, the challenge of first time event, changing consumer and
merchant behavior, etc. Towards this end we have proactively funded qualitative
research to ensure we land on the best possible new event concept and to be able to
give concrete and effective direction to potential event partners. Our feeling is this
would be the minimum level of invest to jump start any new event.
c. The Vail ‘Living Well Summit’ - $25,000
The CSE viewed this initiative as a strategic investment opportunity. One of the few
and substantive new initiatives geared towards continuing investment in further
developing the Health & Wellbeing strategy that Council has set as a key Town of Vail
objective. As such, in its infancy it does not deliver well against the more immediate
objectives of driving significant visitation, heads in beds, tax revenue and so on. But on
the basis of its strategic value, value to the Vail Brand objectives, its good initial first
year’s performance, and potential, we’d ask for Council funding to enable its
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1/8/2013
Town of Vail Page 4
development. The CSE will continue to work with the producers in the framework newly
established for all events; to lend marketing support, and other operational liaison.
d. Additional Event Marketing Support - $15,000 (funding potential by the VLMDAC)
The CSE in its 11-15 coordination meeting with the VLMDAC was fortuitously offered
funding support to be able to increase the hours of our marketing coordinator contract
for 2013. These additional hours are needed in order to support the increased level of
marketing liaison with Event Producers. On the basis of the promise of far more
effective CSE-VLMDAC integration in 2013 and beyond, the VLMDAC saw significant
value in this opportunity. And we see this as another strong signal of forward progress
in the overall coordinated marketing effort on behalf of The Town of Vail.
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1/8/2013
2013 Allocations – The Starting Point
1
VLMDAC 2013 Objectives
Continue the momentum and build on the powerful leadership position of the year-round Vail brand
1.Increase May – October Occupancy
2.Increase Sales & Lodging Tax Revenue
3.Increase Group Occupancy
4.Optimize Visitor Mix
5.Increase Net Promoter Score
6.Increase Vail Brand Awareness
Town Council Economic Goal
•Improve Economic Vitality
•Embrace International focus in our destination strategy; flights, events, marketing
•Improve the quality of group business
•Be proactive in our event partnerships
•Advance Well-being
•Improve the quality of the resort experience and ensure we are on the cutting edge of technology
Town of Vail | 11/14/2012
Exhibit A
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2 Town of Vail | 11/14/2012
CSE – Proposed 2013 Objectives
1. Align events with the Vail Brand
2. Drive Positive Economic Impact - occupancy - sales tax - group business
3. Generate Funding leverage
4. Attract destination guests who book overnight rooms; in-state and out of state
5. Achieve an optimal event calendar 6. Achieve a superior community and guest experience
CSE – Current 2013 Objectives
1. Align with the Vail Brand 2. Positive Economic Impact - lodging - restaurants - retail - destination guest volume 3. Optimal Funding leverage opportunity
4. Event Producer quality/experience
5. Timing suitability 6. Contribute to sense of community
2013 Allocations – Aligned Objectives Exhibit A
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1/8/2013
CSE Mission Statement – 2013
1
New Mission Statement
The Vail Commission on Special Events is accountable to deliver an annual Special Events Plan which ensures world class events that are fully aligned with Vail’s brand. The CSE should effectively and efficiently allocate available budget behind this objective. The Events Plan will deliver measureable results in terms of specific goals: economic impact, optimization of the seasonal calendar, positive community experience and integration, as well as positive guest-centric results that lead to future loyalty.
Town of Vail | 10/18/2012
Exhibit B
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1/8/2013
EXHIBIT C
Vail Commission on Special Events
2013 Events Plan - Marketing Checklist (Abbreviated)
Key marketing ‘gates’:
1. CSE representative provides upstream brand briefing with producers and liaises
back to CSE board to maximize leverage opportunities
2. Alignment and/or agreement on marketing objectives
3. Alignment on planned marketing budget
4. Creative strategy
5. Marketing strategies and top line plan
6. Community engagement plan and integration
7. Appropriate calendar communication and integration
8. Marketing assets
9. Public Relations integration
10. Customer service plans
11. Producer to provide marketing liaison representative for CSE/ VLMDAC contacts
12. Real time Exec Summary to board members
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1/8/2013
EXHIBIT D
COMMISSION ON SPECIAL EVENTS
Event Recruitment Score Card – Revised 10/03/12
Criteria Rating
Does The Event Have Potential To:
Increase Room Nights 0-20
Increase Sales & Lodging Revenue 0-10
Drive Group Business 0-10
Brand Fit Is the event aligned with the Vail brand and 0-10
does it bring it to life experientially on its key
dimensions:
1) Physical vitality
2) Cultural vitality
3) Emotional vitality (additional weight will potentially be
given to those events that begin to articulate Vail's strategic
objective of developing the notion of Health & Wellness)
Timing
How well does it help achieve an optimal 0-5
calendar of events against occupancy opportunity
and Town of Vail available assets (human and capital)
Demo Fit
Does it help optimize visitor mix 0-5
- In-state over night guests
- Destination visitors
- International
Performance
How well will it perform financially
- Revenue 0-10
- Leveraged media exposure 0-10
Producer Qualifications
Expertise, local knowledge, ability to financially leverage 0-10
Marketing Strength
How effectively will it be marketed 0-10
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1/8/2013
TOV/CSE 2013 RFP's Received/revised 11/27/2012 11:27 AM
CSE Funding Applications for 2013 Special Events
Event:Producing Entity:2013 Dates:
2012 Funds
Received
2013 Funds
Requested:
Grid Score
(600 MAX)2013 Allocation
Summer Mountain GamesVail Valley FoundationJun 6 - 9 $105,000$100,000 551$100,000
Snow DAZEHighlineDec 4 - 8$50,000$100,000527$50,000
Spring Back to Vail HighlineApr 8 - 14$35,000$100,000 523$37,500
Vail Lacrosse Shootout
Colorado Lacrosse Promotions:
Additional funds to promote
international participation and event
integration in Vail VillageJun 29 - Jul 7$10,000$20,000 499$13,000
Winter Mountain GamesVail Valley FoundationFeb 8 - 10 $70,000$70,000 495$50,000
Gourmet on GoreHighlineAug 30 - Sept 2$55,000$75,000 486$50,000
Kick-It 3v3 Soccer
Team Championships International
(TCI): Additional funds to promote
international participation and event
integration in Vail VillageAug 2 - 4$35,240$40,000 484$40,000
Keen Kids Adventure Race
Vail Recreation District, Grand Traverse
AdventuresAug 8 -11$5,000$40,000 468$25,000
Vail Restaurant WEEK
I Openers:Right of 1st refusal Suggested
dates October 11-20Sept 16 - Oct 13 $55,000$75,000 460$21,500
Taste of VailTaste of Vail Inc. April 4 - 6$20,000$70,000 456$30,000
Vail Film Festival Colorado Film InstituteMar 28 - 31$50,000$100,000 453$40,000
Vail Valley Cup Soccer TournamentVail Valley Soccer ClubOct 5 - 6$2,000$6,200 451$5,000
Vail Rocks!Love Strength Hope15-Jun$25,000$25,000445$25,000
HoliDAZEHighlineDec 16 - 22, Dec 31$50,000$75,000 437$50,000
OktoberfestHighlineSept 6 - 8, 13 - 15$50,000$85,000 417$45,000
Vail Farmer's Market and Art
FestivalMeadow Drive PartnershipJun 16 - Sept 22$35,000$40,000 415$35,000
America CupJohn KnightSept 10 - 15$5,000$5,000 409$5,000
Vail America DaysHuman Movement ManagementJuly 4 - 6$65,000$65,000 407$40,000
Vail New Year's EveHighlineDec. 31$0$20,000 403$10,000
The Vail "Living Well" Summit
DiscoverWell: Send to Town Council for
funding Sept 19 - 21$35,000$50,000 402$0
SORTED BY GRID SCORE HIGHEST TO LOWEST
Special Event Funding Available: $768,500
Total 2013 Funding Available: $836,810.00
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1/8/2013
TOV/CSE 2013 RFP's Received/revised 11/27/2012 11:27 AM
CSE Funding Applications for 2013 Special Events
Event:Producing Entity:2013 Dates:
2012 Funds
Received
2013 Funds
Requested:
Grid Score
(600 MAX)2013 Allocation
SORTED BY GRID SCORE HIGHEST TO LOWEST
Special Event Funding Available: $768,500
Total 2013 Funding Available: $836,810.00
Tour of Vail
Anthem Sports: If no Pro-Challenge,
consider funding using the event funds
in the VLMD budgeted for the USAPCC Aug 16 - 18$50,000$100,000 402$0
King of the Mountain
King of the Mountain Volleyball/ Leon
Fell ($3K for Solaris Contingency)June 14 - 16$4,000$10,000 394$7,000
Soul Music Fest
Rhonda July Jackson: Use local
production company and marketing
assistance
Augt 16-18th OR
August 23-25$45,000$50,000 394$40,000
SSCV: Noram Cup Ski and Snowboard Club VailJan 31 - Feb 5$0$2,500 390$2,000
Colorado Grand Finish Line and
ConcoursThe Colorado GrandSept 20 - 21$2,000$5,000 380$2,000
Falling Leaf 50 Mountain Bike RaceVail Recreation DistrictSept. 21 n/a$6,000 379$0
Vail Arts Festival Eagle Valley EventsJune 28 - 30$10,000$18,000 379$10,000
Ultra Race of Champions (ROC)Bad to the Bone Endurance Sports LLCSept 27 - 28n/a$75,000373$0
Lionshead Family Saturday
Afternoon Club
Blue Creek Productions, Inc. with The
Lionshead Merchant Association
9 Sats, 6/15, 22, 29;
7/6, 13, 20, 27; 8/3 &
10)$20,000$23,400 373$20,000
US Youth Fly Fishing National
ChampionshipsAmerica Cup IncJun 20 -22$0$2,500357$2,500
Pink VailVVMCMar. 9$0$25,000 351$10,000
Vail Songwriters Festival NCR 365May 23 - 26 n/a$75,000 346$0
Vail Victory RacesSpeckled-Hound ConsultingSep 1 & 8 n/a$45,705 322$0
Season of SongMorris LawrenceSept 6 - 8$10,000$120,000 322$0
Vail Automotive Classic
Vail Valley Concours d/b/aVail
Automotive ClassicSept. 8$1,000$5,800 311$1,000
Vail Global Energy ForumVail Global Energy ForumMar 1 - 3 n/a$35,000 310$0
Beyond Winning and Losing Vail SymposiumApril 5 - 6 n/a$37,500 304$0
Skating Club of Vail: Invitational &
Mountain FunThe Skate Club of VailJuly 10 - 14$0$7,500 303$0
Commando Bootcamp Games and
Mutt'er RunJim ReynoldsMay 25 - 26 n/a$10,000 241$0
Vail Whitewater Park Kayak
DemosAlpine KayakTues, May 14-June 18$2,000$3,000229$2,000
Carpenter's Ball Habitat for HumanityMar. 9 n/a$5,000 185$0
TOTAL:$1,818,105$768,500
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1/8/2013
TOV/CSE 2013 RFP's Received/revised 11/27/2012 11:27 AM
CSE Funding Applications for 2013 Special Events
Event:Producing Entity:2013 Dates:
2012 Funds
Received
2013 Funds
Requested:
Grid Score
(600 MAX)2013 Allocation
SORTED BY GRID SCORE HIGHEST TO LOWEST
Special Event Funding Available: $768,500
Total 2013 Funding Available: $836,810.00
Event Funds remaining:$0
Administrative Allocations:As approved November 7, 2012
Admin Expenses:$3,050
Professional Fees: Assistant$15,360Winter:$279,500
Professional Fees: Consulting$49,900Summer:$489,000
Total Administrative Costs:$68,310
CSE Requests to Council:The Vail Living Well Summit$25,000
Event/Marketing Liaison $15,000
Intercept / Attendance Research$50,000
Memorial Day (not to exceed)$100,000
TOTAL:$190,000
(Possible funding from VLMD)
Funds Allocated Per Season:
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1/8/2013
1
March April May June July August Sept. Oct. Nov Dec.
Summer
Games
Taste of
Vail
Vail
Lacrosse
Shootout
Gran Fondo
US Ski Team
Event
Vail Arts
Festival
King Mtn
Volleyball
Vail Film
Festival
Gourmet
On Gore
Snow
Daze
Holidaze
Bravo Dance
Festival
America
Days
3x3
Soccer
Kids
Adventure
Race
Soul Fest
WW Kayaking
Demos
Oktoberfest
I & II
Auto
Classic
Colo
Grand
Living at
Your Peak
Restaurant
Month
America’s
Cup
Challenge
Cup
Season
Of Song
Farmers Farmers Farmers Farmers Farmers Farmers
Vail Rocks
HSN HSN HSN HSN HSN HSN
2012 Calendar Overview
Spring
Back To
Vail
Vail Jazz
Festival
Vail Jazz
Festival
Vail Jazz
Festival
Town of Vail | 11/14/2012 2 - 6 - 13
1/8/2013
2
Feb March April May June July August Sept. Oct. Nov Dec.
Summer
Games
Taste of
Vail
Vail
Lacrosse
Shootout
US Ski Team
Event
Vail Arts
Festival
King Mtn
Volleyball
Gourmet
On Gore
Snow
Daze
Holidaze
Bravo Dance
Festival
America
Days
3x3
Soccer
Kids
Adventure
Race
Soul Fest
WW Kayaking
Demos
Oktoberfest
I & II
Auto
Classic
Colo
Grand
Living Well
Summit
America’s
Cup
Challenge
Cup
Farmers
LHSAC
Farmers
LHSAC
Farmers
LHSAC
Farmers
LHSAC
Farmers
LHSAC
Farmers
LHSAC
Farers
LHSAC
HSN HSN HSN HSN HSN HSN HSN
2013 Calendar – New Events/New Timing
Vail Film
Festival
Spring
Back To
Vail
Vail Jazz
Festival
Vail Jazz
Festival
Vail Jazz
Festival
Vail Valley
Soccer
Vail
Rocks!
New Year’s
Eve
Pink
Vail
New
Event
Burton US
Open
Winter
Games
Youth Fly
Fishing Champ.
Town of Vail | 11/14/2012 2 - 6 - 14
1/8/2013
To: Vail Town Council
From: Vail Local Marketing District Advisory Council (VLMDAC)
Date: November 26, 2012
The VLMDAC would like to endorse the efforts and 2013 funding plan that the
CSE recently presented at the November 15th, 2012 VLMD meeting. At the
direction of the Vail Town Council, VLMDAC and CSE have been working closely
on increasing our collaborative efforts. We have asked the CSE to focus on
events that support the Vail brand and attract overnight guests. The CSE has
listened and has actively worked to improve their strategy, increase their
accountability and develop tactics to support our new and current events.
The VLMDAC also supports additional funding for staffing so that the Town of
Vail and CSE can assist the event promoters to develop and grow the most
successful events possible for all parties.
The VLMDAC looks forward to our continued partnership with the CSE in the
years ahead.
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1/8/2013
VAIL TOWN COUNCIL AGENDA MEMO
MEETING DATE: January 8, 2013
ITEM/TOPIC: Adjournment (2:00 p.m.)
1/8/2013