HomeMy WebLinkAbout2021-08-03 Agenda and Supporting Documentation Town Council Afternoon Meeting Agenda
VAIL TO W N C O U N C IL R E G U L AR ME E T IN G
Agenda
Town Council Chambers and Vir tual on Zoom
1:00 P M, August 3, 2021
Meeting to be held in Council Chambers and Virtually on
Zoom (access H igh Five Access Media livestream day of the
meeting)
Notes:
Times of items are approximate, subject to change, and c annot be relied upon to determine what time Council will
consider an item.
Public c omment on any agenda item may be solicited by the Town Council.
1.E xecutive Session
1.1.Executive Session pursuant to 1) C.R.S. § 24-6-402(4)(a)(b)(e)
conc erning the purchase, acquisition, lease, transfer, or sale of any real,
personal, or other property interest; to have a c onferenc e with the town
attorney to rec eive legal advice on specific legal questions; and to
determine positions, develop a negotiating strategy and instruct negotiators
regarding: 1) Residences at Main Vail Development Agreement between the
Town of Vail and Triumph D evelopment;2) First Amendment to Development
Agreement, dated September 1, 2020, between the Town of Vail and
Crossroads East One, LLC; and 3) Encroac hment of the S onnenalp
grease interc eptor into Town of Vail stream trac t.
90 min.
Presenter(s): Matt Mire, Town Attorney
2.The afternoon Regular meeting will reconvene at 2:30 p.m.
3.P resentation / Discussion
3.1.Vail Polic e Department C olorado Assoc iation Chiefs of Polic e Americ an
Spirit & Ac creditation Award
10 min.
Presenter(s): Cory Christensen, Steamboat Springs C hief of Polic e and
Ryan Kenney, Vail Police C ommander
Bac kground: The Vail P olice D epartment is rec eiving the C olorado
Assoc iation Chiefs of Polic e Americ an Spirit & Accreditation Award in
rec ognition of successfully renewing their C A C P Accreditation. The
renewal is required every five years and takes several months and an in-
person inspection of the Vail P olice departments accreditation standards
files by a team of C A C P inspectors. C ommander Bettis was in charge of
the acc reditation files and did a great job getting Vail P D through the
ac creditation process.
3.2.Destination Stewardship Plan, Timeline and Budget 15 min.
Presenter(s): Mia Vlaar, D irec tor of Ec onomic Development, Kristen
Bertuglia, Direc tor of E nvironmental Sustainability.
Action Requested of Counc il: Provide direction to staff on Destination
Stewardship Plan, Request for Proposal, timeline and budget.
August 3, 2021 - Page 1 of 431
Bac kground: As part of Vail’s c ertification as a top 100 Sustainable
Destination by the Global Sustainable Tourism Council, the Town of Vail is
required to develop a D estination Stewardship Plan (D S P) by the end of
2022. The plan concept, desired outcomes, process, timeline and budget
will be presented.
3.3.Potential 2021 Local Ballot Measure Survey Findings 60 min.
Presenter(s): Scott Robson, Town Manager, David Flaherty, Magellan
Strategies
Action Requested of Counc il: Presentation with opportunity for questions
and feedback.
Bac kground: The Town engaged Magellan Strategies to assist with the
community plan to obtain input and offer an online survey that would help
measure voter support and opposition levels for tax increases to support
housing and year-round marketing/spec ial events initiatives. The results will
be presented by Magellan representatives and an opportunity for council
questions and discussion will be given. A town c ouncil dec ision about
whether to inc lude tax ballot measures on the November ballot will be
required by August 17.
3.4.East Vail Tails Update 30 min.
Presenter(s): Ryan Kenney, Vail Police C ommander
Action Requested of Counc il: Town C ounc il is asked to evaluate the pilot
East Vail Trails program, whic h has included c losure of the B ooth Lake
trailhead parking, and determine next steps.
Bac kground: The Booth Lake trailhead parking lot has been closed sinc e
J une 2, 2021, as a pilot program to address neighborhood safety conc erns
and overc rowding of the East Vail trails leading to the E agles Nest
W ilderness. I n authorizing the pilot program, Town Council direc ted staff to
return on August 3, 2021 to evaluate the program to determine future
ac tions.
Staff Rec ommendation: S taff rec ommends c ontinuing the trailhead parking
closure until Oc tober 10, 2021.
4.Interviews for Boards and C ommissions
4.1.I nterviews for Building and Fire C ode of Appeals Board (B&FAC)15 min.
Presenter(s): Tammy Nagel, Town Clerk
Action Requested of Counc il: C onduct interviews for B &FA C Board
Bac kground: One partial vac ancy exists on the Building & Fire Code
Appeals Board. The Town Council will interview applicants; and the
appointment will include one person who will serve as an alternate board
member (a partial two y ear term). D uties of the B&F C A include hearing
appeals of aggrieved parties, reviewing equivalency of alternate building
materials and methods of construction, as well as interpretations of the town
building and fire codes, among other issues. The B&F C A meets as
required.
5.D R B / PEC Update (5 min.)
5.1.D RB / P E C Update
Presenter(s): Matt Gennett, Community Development Director
6.Information U pdate
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6.1.6 W est Housing Update
6.2.VLHA J uly 13, 2021 Minutes
6.3.J uly Revenue Update
6.4.C S E Minutes from J une 14, 2021 and J uly 7, 2021
6.5.VLMD A C J une Approved Minutes
6.6.VLMD A C J uly Minutes - For S upplemental Request Reference - Not
Approved by V L MD A C
7.Matters from Mayor, Council and Committee Reports (10 min.)
7.1.I dentify disc ussion topic s for meeting with Eagle County C ommissioners
(August 17)
7.2.Rec ognition of Boards, C ommissions and Authorities Night during Hot
Summer Nights Andy Thorn Super J am, Tuesday, August 31 from 6-8
8.Recess
8.1.Rec ess 5:00 pm (estimate)
Meeting agendas and materials c an be ac cessed prior to meeting day on the Town of Vail website
www.vailgov.com. All town council meetings will be streamed live by High Five Ac cess Media and available for
public viewing as the meeting is happening. The meeting videos are also posted to High Five Ac cess Media
website the week following meeting day, www.highfivemedia.org.
Please call 970-479-2136 for additional information. Sign language interpretation is available upon request with 48
hour notification dial 711.
August 3, 2021 - Page 3 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : E xecutive S ession pursuant to 1) C.R.S . § 24-6-402(4)(a)(b)(e) concerning the
purchase, acquisition, lease, transfer, or sale of any real, personal, or other property interest; to
have a conference with the town attorney to receive legal advice on specific legal questions; and to
determine positions, develop a negotiating strategy and instruct negotiators regarding: 1)
Residences at Main Vail D evelopment A greement between the Town of Vail and Triumph
Development;2) F irst A mendment to Development Agreement, dated S eptember 1, 2020,
between the Town of Vail and Crossroads E ast One, L L C ; and 3) E ncroachment of the S onnenalp
grease interceptor into Town of Vail stream tract.
P RE S E NT E R(S ): Matt Mire, Town A ttorney
August 3, 2021 - Page 4 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : Vail Police Department Colorado Association Chief s of Police American Spirit &
A ccreditation Award
P RE S E NT E R(S ): C ory C hristensen, S teamboat S prings C hief of P olice and Ryan Kenney, Vail
P olice Commander
B AC K G RO UND: T he Vail Police Department is receiving the Colorado Association C hiefs of
P olice A merican Spirit & Accreditation Award in recognition of successf ully renewing their C A C P
A ccreditation. T he renewal is required every f ive years and takes several months and an in-person
inspection of the Vail P olice departments accreditation standards files by a team of C A C P
inspectors. Commander Bettis was in charge of the accreditation f iles and did a great job getting
Vail P D through the accreditation process.
August 3, 2021 - Page 5 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : Destination S tewardship P lan, Timeline and B udget
P RE S E NT E R(S ): Mia V laar, D irector of E conomic Development, K risten B ertuglia, D irector of
E nvironmental S ustainability.
AC T IO N RE Q UE S T E D O F C O UNC IL : P rovide direction to staf f on D estination Stewardship
P lan, Request for Proposal, timeline and budget.
B AC K G RO UND: A s part of Vail’s certif ication as a top 100 Sustainable Destination by the
Global Sustainable Tourism C ouncil, the Town of Vail is required to develop a Destination
S tewardship P lan (D S P) by the end of 2022. T he plan concept, desired outcomes, process,
timeline and budget will be presented.
AT TAC H ME N TS :
Description
Destination Stewardship Plan Memo
Destination Stewardship Plan Presentation
Breckenridge D MP
Sedona D MP
Jackson Hole R FP
August 3, 2021 - Page 6 of 431
To: Town Council
From: Economic Development Department
Date: July 20, 2021
Subject: Vail Destination Stewardship Plan
1. Background
As part of Vail’s designation as a top 100 Sustainable Destination by Green Destinations, and
as a Mountain IDEAL certified sustainable destination, which is recognized by the Global
Sustainable Tourism Council, the Town of Vail is required to develop a Destination Stewardship
Plan (DSP) by the end of 2022. The DSP is defined in the current Mountain IDEAL standard as
“an up-to-date multiyear destination stewardship strategy and action plan to guide planning,
development and stewardship of tourism and recreation activities.” The criteria require that the
plan be based on the major tenants of sustainable tourism management practices, incorporating
socio-economic sustainability, as well as cultural and environmental sustainability, and an
assessment of environmental issues and risks. Each of these will integrate into and inform the
recommended strategies for the tourism marketing and promotion plan for the community.
A key component of the plan will be a robust community engagement process which measures
tourism sentiment and provides an opportunity for the resident community to weigh in on areas
of interest regarding Vail’s tourism economy. The Plan will aim to achieve outcomes of
sustainable tourism in the following general categories, including but not limited to:
• Economic development that balances resource impact and economic prosperity
• Quality of life for residents and guests
o Balanced impact of tourism on the local community
• Environmental and ecological sustainability
o Flora and fauna habitat monitoring, enhancement
o Preservation and proper maintenance of open space
o Resource protection
• Cultural heritage
o Preserve and celebrate destination culture, history (land, people, natural
resources)
• World class recreation opportunity
o Equitable access
o Improved guest and resident experience
o Balanced resource impact
Since its certification as Sustainable Destination in 2018 under the criteria set forth by the
Global Sustainable Tourism Council (GSTC) in accordance with the United Nations Sustainable
Development Goals, the town has established itself as a leader in sustainability practices along
with its Memorandum of Understanding (MOU) partners (U.S. Forest Service, Vail Resorts,
August 3, 2021 - Page 7 of 431
Town of Vail Page 2
Eagle River Water and Sanitation District, Vail Recreation District, Holy Cross Energy and
Walking Mountains Science Center). This next phase of the Mountain IDEAL Standard provides
a focus on how tourism affects the local community, leading to a strategic plan to protect Vail’s
natural attractions, resources and quality of life. The DSP will weave together tourism
management related content from existing Town of Vail plans, including but not limited to, the
Town Council Action Plan, Economic Development Strategic Plan, Environmental Sustainability
Strategic Plan, Housing Plan, Open Lands Plan, and others. The plan will also incorporate
content from MOU partner plans including the US Forest Service Forest Stewardship Plan, Vail
Resorts Commitment to Zero, and the Holy Cross Energy Strategic Plan.
The DSP will also incorporate the 13 guiding principles (https://www.futureoftourism.org/guiding-
principles) of the Future of Tourism Council, which Vail became a member of in 2020.
2. Project Plan and Timeline
The following project plan and timeline is designed to facilitate the adoption and initial
implementation of a comprehensive Destination Stewardship Plan by the end of 2022.
Goal: To develop a comprehensive, collaborative, and cohesive Destination Stewardship Plan
involving key stakeholder groups to guide, inform and protect the community by strategically
managing Vail’s tourism economy. The plan will balance economy and ecology to protect and
enhance natural attractions, resources and local culture via the effective deployment of
tourism promotion and stewardship.
Structure: A steering committee will be formed to specifically work with a consultant and the
Economic Development team on the development of the DSP. The consultant, once selected,
will guide the planning process as well as assist in drafting the DSP. The committee will include
representation from regional partners, along with community members, businesses,
environmental sustainability and key tourism leaders who will assist in setting goals for the
DSP. Destination stewardship is defined by the Global Sustainable Tourism Council as “a
process by which local communities, governmental agencies, NGOs, and the tourism
industry take a multi-stakeholder approach to maintaining the cultural, environmental, economic,
and aesthetic integrity of their country, region, or town.”
Timeline: The town is committed to best efforts to provide a comprehensive, visionary, and
practical plan for the destination as soon as is practical. In order do this with the optimum
outcome in mind, we propose an 18-month timeline for development and adoption of the plan.
2021
August – September
• Identify DSP committee
• Create initial inventory of plans to incorporate into the DSP
• Develop and distribute Request for Proposal for professional guidance
• Select Consultant
October – December
• Finalize inventory of plans to incorporate into DSP
• Launch Community Engagement Process: Tourism Sentiment survey
• Gather and systematize community input
• Begin leadership visioning process for DSP
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Town of Vail Page 3
2022
January – June
• Plan development begins
• Validation meetings with key groups
o Town Council
o Boards and Commissions
o Stakeholder Groups
o Public Input sessions
July – December
• Finalize Plan and secure town council confirmation
3. Budget
The 2021 town budget includes $200K for work to be done on both the DSP and the Vail
Visioning Exercise. The estimated range for a comprehensive DSP of this size and scope is
likely between $150-200K, including public facilitation, plan completion, design, and public
process for adoption. Staff proposes the current 2021 budget is allocated as follows:
DSP costs at $100K
Vail Visioning costs at $100K
** (Community Development department will lead this effort once the West Vail Master Plan
adoption has been completed)
Once the projects are launched and a better estimate of expenditures is determined, staff will
return with these project updates and if necessary, include additional funding requests in the
final 2021 supplemental budget ordinance.
4. Questions for Council:
1. Does the Town Council support the direction of the DSP, process, timeline, budget and
scope?
2. This process will be broad in scope and include multiple destination stakeholders. Staff
intends to approach the DSP with a focus on the impact of tourism on sustainability. The
scope of the Vail Visioning exercise that has been in discussion for the past several
years may be beyond the scope of the DSP, which primarily addresses the tourism
stewardship component of the broader community visioning. Does the Town Council
support this approach to the two processes?
5. Action Requested/Recommendation
The Vail Town Council is asked give direction about the DSP effort in creating the committee
and proceeding with the Request for Proposal process and launching the project, which is
proposed to be completed over the next 18 months. The funding will come from the current
2021 budget at $100K.
Attachments
PowerPoint Presentation
Breckenridge DSP
Sedona DSP
Jackson RFP
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VAILDESTINATION STEWARDSHIP PLAN
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DESTINATION STEWARDSHIP PLAN
DEFINITION
•The Destination Stewardship Plan (DSP) is defined in the current
Mountain IDEAL standard as “an up-to-date multiyear destination stewardship strategy
and action plan to guide planning, development and stewardship of tourism and
recreation activities.”
•“a process by which local communities, governmental agencies, NGOs, and the tourism
industry take a multi-stakeholder approach to maintaining the cultural, environmental,
economic, and aesthetic integrity of their country, region, or town.”
•A key component of the plan will be a robust community engagement process
which measures tourism sentiment and provides an opportunity for the resident
community to weigh in on areas of interest regarding Vail’s tourism economy.
August 3, 2021 - Page 11 of 431
DESTINATION STEWARDSHIP PLAN
HIGHLIGHTS
•Selection of a professional consultant to guide plan development
•Steering Committee formation
•Robust community engagement process
•Tourism Sentiment Survey
•Collaboration with Memorandum of Understanding
(MOU)partners and key community organizations
•Public Input Sessions
August 3, 2021 - Page 12 of 431
DESTINATION STEWARDSHIP PLAN
DESIRED OUTCOMES
•Economic development that balances resource impact and economic
prosperity
•Quality of life for residents and guests
•Environmental and ecological sustainability
•Cultural heritage
•World class recreation opportunity
August 3, 2021 - Page 13 of 431
DESTINATION STEWARDSHIP PLAN
PROJECT TIMELINE
2021
August-September
•Identify DSP committee
•Create initial inventory of plans to
incorporate into the DSP
•Develop and distribute Request for
Proposal for professional guidance
•Select consultant
October -December
•Finalize inventory of plans to incorporate
into DSP
•Launch Community Engagement
Process:Tourism Sentiment Survey
•Gather and systematize community input
•Begin leadership visioning process for DSP
2022
January –June
•Plan development begins
•Validation meetings with key groups
•Town Council & MOU Partners
•Boards and Commissions
•Stakeholder Groups
•Resident Community
July -December
•Finalize Plan and secure town
council confirmation
August 3, 2021 - Page 14 of 431
DESTINATION STEWARDSHIP PLAN
BUDGET, QUESTIONS
2021 BUDGET
DSP $100K
Vail Visioning $100K
Does the Town Council support the proposed budget for the Destination
Stewardship Plan and the Vail Visioning exercise?
Does the Town Council support the direction of the DSP, process, timeline,
budget and scope?
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THANK YOU
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BRECKENRIDGE
DESTINATION
MANAGEMENT
PLAN
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Breckenridge Destination Management Plan2
EXECUTIVE MEMBERS
Travis Beck
Gary Gallagher
Peter Grosshuesch
Jesse Keaveny
Meg Lass
Mark Truckey
Wendy Wolfe
Dave Askeland
Tim Gagen
Leigh Girvin
Bob Gordman
Shannon Haynes
Rick Holman
Bruce Horri
Lucy Kay
Jim Keating
Turk Montepare
Ken Nelson
Scott Sodergren
Dick Sosville
Deb Spiers
Jeff Zimmerman
DESTINATION MANAGEMENT PLANSteering Committee
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3Breckenridge Destination Management Plan
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Breckenridge Destination Management Plan4
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5Breckenridge Destination Management Plan
According to the World Travel & Tourism
Council, the global travel industry grew at
3.9% in 2018, contributing a record $8.8
trillion and 319 million jobs to the world
economy. For the eighth consecutive year,
the growth of global travel expenditures
outpaced the growth rate of world GDP, and
that trend looks to continue based on the
resiliency of the tourism industry.
As such, more and more iconic destinations
worldwide are being overwhelmed with
visitors, creating friction between residents,
governments, tourism organizations, and the
visitors themselves.
At some point, if left unmanaged, this
continually increasing compression of
travelers undermines the quality of life for
residents and diminishes the destination
experience for visitors. Over time, that can
also damage the destination brand, which
decreases visitor satisfaction and loyalty
because the destination is "too touristy."
The Breckenridge Tourism Office facilitated
the development of this Destination
Management Plan (DMP) to specifically
help mitigate those types of challenges by
providing inspired solutions to protect and
enhance the Town's authentic character.
The Breckenridge Destination Management Plan is a 10-year road map
to accomplish a shared vision for a more balanced long-term future.
Specifically, it's designed to help ensure economic sustainability for
the community while preserving the quality of life for residents and
quality of place for visitors.
Executive Summary
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Breckenridge Destination Management Plan6
The four strategic goals included in this Destination
Management Plan (DMP) will inform the future
direction of Breckenridge in terms of how the public
and private sectors collaborate to navigate the
future of the year-round visitor economy. Each of
the goals includes initiatives designed to accomplish
the primary objectives, as well as the people and
organizations responsible for their implementation.
The strategic goals and initiatives were determined
during a comprehensive series of individual and group
community engagement sessions. They included
one-on-one interviews with key stakeholders, small
workshops with various community segments and
public departments, and large, well-attended town
halls where residents were invited to share their
opinions to help determine their Town's destiny.
The final ratifaction of the Plan's strategic goals took
place during a Breckenridge Town Council Planning
Session with the Breckenridge Tourism Office in
February 2019. This process confirmed the solid
alignment of community member priorities with Town
goals and initiatives.
That alignment of community priorities and Town
goals is highlighted on pages 11/12, showing the
ongoing investments in infrastructure and social
programs over the years, which have continually
enhanced the quality of life for local residents and
the destination experience for visitors. They include
tens of millions of dollars directed toward public
transportation, parking facilities, workforce housing,
childcare, broadband, parks and recreation, arts and
culture, and environment protection.
One of the biggest highlights of this Destination
Management Plan (DMP) is confirmation of all that has
been accomplished in Breckenridge to balance the
needs of the community and the demands of visitors. 96
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7Breckenridge Destination Management Plan
The local tourism industry is the economic lifeblood
of the town. But at the same time, it's imperative
that future growth is managed responsibly so
residents can enjoy the lifestyle that brought them to
Breckenridge in the first place.
Looking ahead, the successful implementation of
the Destination Management Plan (DMP) and its
initiatives will require ongoing strategic alignment
and engagement among industry, the community
and stakeholders for Breckenridge to flourish.
The purpose of this document is not to grow
visitor volumes. Rather, the overarching vision is
to use tourism as a catalyst for providing more
opportunities for more people in Breckenridge, so
the local community can help protect the authentic
character of the Town while adding new layers to it
for future generations.
"The purpose of this document is not to grow visitor volumes. Rather,
the overarching vision is to use tourism as a catalyst for providing more
opportunities for more people in Breckenridge, so the local community
can help protect the authentic character of the Town while adding new
layers to it for future generations."
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Breckenridge Destination Management Plan8
Harmony of Quality of Life
for Residents and Quality of
Place for Visitors
VISION
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9Breckenridge Destination Management Plan
Deliver a balanced year-round economy driven
by destination tourism by 2024
The Breckenridge Town Council, Breckenridge Tourism Office, many key stakeholders, and a wide
breadth of other local community and business members have aligned around these four strategic
goals to realize the Vision:
STRATEGIC GOALS
Elevate and fiercely protect Breckenridge’s authentic
character and brand — our hometown feel and
friendly atmosphere
More boots and bikes, less cars
Establish Breckenridge at the leading edge in
mountain environmental stewardship and
sustainable practices.
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Breckenridge Destination Management Plan10
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11Breckenridge Destination Management Plan
Executive Summary
Vision Statement
Strategic Goals
Why a Destination Management Plan for Breckenridge?
Key Tourism Trends
Breckenridge Today
Approach & Timeline
Stakeholder and Community Feedback
Strategic Goals & Initiatives
Goal 1: Deliver a balanced year-round economy driven by destination tourism
by 2024
Goal 2: Elevate and fiercely protect Breckenridge authentic character and brand
— our hometown feel and friendly atmosphere
Goal 3: More boots and bikes, less cars
Goal 4: Establish Breckenridge as the leading edge in mountain environmental
stewardship and sustainable practices
Key Takeaways
Appendices
Review of Focus Group Consultations
Community Suggestions for Strategic Initiatives
4
8
9
12
14
16
18
20
23
24
25
26 27
28
30
31
33
TABLE OF
CONTENTS
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Breckenridge Destination Management Plan12
Why a Destination Management
Plan for Breckenridge?
Denver, Boulder, Colorado Springs and the rest of the
Front Range in Colorado together rank among the
fastest growing metropolitan corridors in the United
States. According to the Colorado Department of Local
Affairs, statewide population is expected to grow from
5.8 million in 2020 to 8.1 million in 2050.
In Denver County, the growth is roughly 739,000 to
887,000 for the same timeframe, while El Paso County/
Colorado Springs is expected to jump from 735,000 to
1.1 million people.
Furthermore, the Front Range is attracting a high-
value demographic of new residents. In 2018,
for example, LinkedIn ranked Denver as the city
welcoming the highest percentage of relocating
professional talent in the country.
Breckenridge, therefore, being a 2-4 hour commute
from various points in the Front Range and Colorado
Springs, is seeing greater management impacts from
increasing traffic counts and parking demand. Higher
traffic volume is a function of not only the rapidly
growing Front Range, but that of Summit County and
the local commuters as well.
In addition to inherent Colorado population growth
impacts, the winter traffic is likely increased due
to growing EPIC pass sales by Vail Resorts and the
subsequent number of day visitors and destination
guests to the Breckenridge Ski Resort that the pass
attracts. Given the projected net growth of Colorado
residents for the foreseeable long-term future, we
expect that these vehicle-related impacts will continue
to be a primary destination management issue.
Colorado visitors spur our local economy in terms
of lodging, retail and restaurant sales, although
to a lesser extent than our out-of-state visitors.
However, Colorado residents will continue to travel to
Breckenridge in a slow economy. They also account for
a significantly high number of real estate investments
in Breckenridge.
The Breckenridge Tourism Office at the direction of
the Town of Breckenridge has led this Breckenridge
Destination Management Plan (DMP). The overarching
purpose of the plan is to project forward 10 years
and commit today to actionable strategies and
management that will deliver the residents’ collective
vision for our future. That vision is effectively
leveraging our local visitor economy to protect the
quality of life for residents and enhance the quality of
place for visitors and residents alike. Protecting the
authentic character of Breckenridge is of paramount
importance to everyone who participated in this
project.
For Breckenridge to achieve and protect the
harmony between quality of life and quality of
place successfully over the long term, it will require
continual open dialog and progress checks among all
community stakeholders.
DEFINING 'SUSTAINABILITY'
The current global industry definition of sustainable
tourism development and destination management
today encompasses strategies that align decision-
making at the intersection of economic, social and
environmental impacts. Thought leadership around
sustainability extends well beyond "eco" and "green"
themes. Economic sustainability refers to equitable
development, where the economy benefits a broader
spectrum of citizens. Social sustainability emphasizes
the need to protect the societal and cultural fabric of a
destination and its residents.
Tourism has historically prioritized the needs of the
visitor. Today’s sustainable tourism thinking prioritizes
the needs of the local community, along with, in
Breckenridge’s case, our natural environment, while
maintaining the long-term benefits derived from a
strong visitor economy.
This DMP process intends to keep Breckenridge
focused on the three pillars of economic, social and
environmental sustainability.
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13Breckenridge Destination Management Plan
"Protecting the authentic character of Breckenridge is of
paramount importance to everyone who participated in
this project."
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Breckenridge Destination Management Plan14
Key Tourism Trends
In today’s tourism industry marketplace, there’s an
unprecedented convergence of trends reshaping how
people travel, driven by emerging technologies and
changing consumer motivations. It is important to
understand these macro trends to develop long-term
strategies for steering Breckenridge’s visitor economy
into the future.
TECHNOLOGY TODAY
From a technology standpoint, there are many
different types of platforms that are shifting how we
connect, move and buy things.
The tours and activities sector is evolving rapidly with
big companies like TripAdvisor, Google, Booking.com
and Airbnb expanding beyond lodging to selling travel
experiences. Other platforms like Viator, FareHarbor
and GetYourGuide are scaling exponentially. People
tend to wait to book destination experiences when
they travel, often until day-of. Today, the increasing
sophistication and lower cost of ecommerce
functionality, mixed with improved live inventory
technology, means that more small tour operators
are able to sell travel experiences on-demand,
in-destination, and on mobile to better convert
spontaneous purchase decisions.
Text-based chat is now mainstream. Conversational
commerce platforms connect travel brands and
travelers with a more frictionless immediacy, which
drives higher customer engagement and conversion
rates. For example, chatbots like "Rose" at The
Cosmopolitan in Las Vegas are delivering 30% higher
in-hotel spending. Also, San Francisco Travel employs
a chat platform developed by Chatfuel, which helps
consumers search for tours and activities with a
highly personalized user experience. Likewise, voice-
based chat is also growing with artificial intelligence
platforms like Amazon’s Alexa changing the rules of
customer and brand engagement.
Say hello to the "3D Internet." New augmented reality
(AR) platforms such as Google Lens are creating new
ways to connect brands and visitors by providing an
added layer of content customized to the individual.
Also, the rise of esports and other immersive
experiences that use AR is changing the face of
entertainment, events, dining and retail.
Another huge disruption, autonomous systems such
as driverless vehicles and robots will have a profound
impact on automating many touch points throughout
the travel experience, which will also provide some
solutions for workforce challenges. Autonomous
vehicles (AV) are no longer science fiction with
driverless shuttles and taxis riding on public roads
from Las Vegas to Oslo.
Building on the AV evolution, many companies and
cities are developing on-demand multimodal mobility
frameworks to get people out of their cars. This
will dramtically change how both locals and visitors
navigate destinations in the future. 104
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TODAY'S CONSUMER
From an overall consumer standpoint, the modern
traveler is seeking a much more customized and
unique experience that connects them with local like-
minded communities.
One of the biggest trends to answer that demand
relates to how more destinations are developing
visitor dispersal strategies to do three things: Deliver
on the demand for more authentic experiences, drive
year-round economic development to underserved
communities, and mitigate crowding in high-
compression areas. Culinary (including craft beer),
cultural, wellness and adventure travel are the four
primary themes that destinations are leveraging to
connect more visitors with more small businesses in
the region.
“Maker culture” has become a new buzzword,
relating to small and independent entrepreneurs
who provide a unique, hyperlocal visitor experience
in their neighborhoods. Many destinations are now
promoting their maker communities to help define
and differentiate their regional identity. Portland, for
example, sees its community of creators as the next
differentiator for the destination, and Travel Portland
specifically emphasizes makers and the DIY spirit in
its marketing, ranging from local distilleries to fashion
designers.
Transformational travel and now transformative
placemaking are growing trends in tourism globally.
These themes resonate with travelers who are looking
for innovative experiences and communities that
provide an opportunity for personal and professional
enrichment, however that might be defined. The
Transformational Travel Council, for example, works
with destinations and tour operators to develop
experiences that help clients identify and track
their personal goals. Destination Canada and the
Singapore Tourism Board are leading this trend.
The sharing economy is a global juggernaut,
continuing to grow year-over-year based on a variety
of factors related to value, personalization, discovery
and empowerment. The market is still in its infancy,
considering that a hospitality giant like Marriott
announced it's developing a whole new short-term
rental (STR) platform in April 2019.
Notably, baby boomers and luxury consumers are
two of the consumer segments showing the strongest
growth in overall spending and adoption, and the
STR market is rapidly expanding to cater to those
segments with new brands emerging in the room-
sharing marketplace, such as Sonder, The Guild and
Locale.
Locally, as in many similar mountain and resort
destinations, the rent-by-owner (RBO) market is
rapidly expanding lodging revenues and number
of guests faster than the regulatory process
anticipated. While the RBO segment supports the
economic and the authentic experience parts of the
tourism equation, there are significant local quality
of life impacts such as noise, trash, commercial
encroachment in residential neighborhoods and loss
of workforce housing that require solutions.105
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RECREATION
The Breckenridge Recreation Center has
recently undergone an impressive $17.2
million renovation. The Stephen C. West Ice
Arena provides a popular skating and hockey
venue scheduled for more than $2 million in
facility improvements beginning in 2019. The
Town maintains a portion of a 40-mile paved
recreation path connecting Summit and Eagle
County, and more than 60 miles of hiking and
mountain biking trails within the town limits.
Much of this trail system was acquired through
the Town’s Open Space Program.
Breckenridge Ski Resort
Breckenridge Ski Resort delivers a world-
class ski experience with one of the longest
ski seasons in the U.S. and an extensive trail
system covering five mountain peaks. For 2019,
Vail Resorts reports it is investing $7 million in
capital improvements at the base of Peak 8.
Breckenridge is a very special and unique community with a small town feel offering
world-class amenities and attractions. The scope of those experiences currently
available to locals go far beyond what is typically available in most other communities
of this size.
The Town of Breckenridge has been extremely proactive in improving the destination
and quality of life for residents. These are a few examples of how the Town Council
is investing in the future of the community.
Breckenridge Today
The Little Town That Could
HISTORIC MAIN STREET
Breckenridge has a beautiful Victorian Main Street
and one of the largest historic districts in Colorado.
The Breckenridge Heritage Alliance is charged with
protecting the 21 historic landmarks and significant
buildings and artifacts throughout town and
surrounding area.
BRECKENRIDGE ARTS DISTRICT
The Town’s epicenter of creativity where studios,
galleries, performance spaces, historic landmarks
and public art come together to animate and populate
a vibrant cultural corridor in downtown Breckenridge.106
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PUBLIC TRANSIT
The Town offers free public transportation,
including a Main Street Trolley system. The Free
Ride program ridership surpassed 1.2 million in
2018, a staggering total for such a small town.
The Town and County are investing in new
electric buses. The Ski Resort maintains a fleet of
busses as well as the Gondola connecting town
and mountain. These Ski Resort transit services
are free to the public.
PARKING & MOBILITY
The Town established a Parking & Transit Task
Force to address key issues, and more than
$6.5 million in investments have been targeted
for infrastructure improvements. Paid parking,
more public transit, new lighting, and walkability
improvements are the initial accomplishments.
The Town and Vail Resorts are working toward an
agreement to partner in building and managing
a highly anticipated parking garage on resort-
owned land in the town core.
CHILDCARE
The Town offers subsidized childcare programs
in four non-profit partner facilities providing
Early Education. More than 250 children of
local working families are currently enrolled in
childcare programs at various partner schools in
Breckenridge.
ENVIRONMENT
Since its inception, the Town’s Open Space and
Trails program has invested over $22 million in
acquiring and protecting 4,700 acres of land
from development. The Town recently voted to
adopt the Summit Community Climate Action
Plan with a community goal to reduce emissions
countywide 80% by 2050. A new Sustainability
Coordinator position was recently added to the
Town’s Community Development Department.
HOUSING
The Town continues committing significant
funding to develop attainable housing for local
residents and workers, over $35 million in
2017-18. The Town continues evaluating other
strategies, including micro units, rental housing
and others to address this critical issue.
SMART CITY
In 2018, Breckenridge Town Council approved
investing $8 million in fiber infrastructure that
will position Breckenridge for the future of
digital communications. The project is designed
to meet the connectivity needs of area homes
and businesses well into the foreseeable future.
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Approach
This Destination Management
Plan (DMP) is a 10-year strategy
that includes a vision, goals
and strategic initiatives. It is an
ongoing platform that will be
used to cooperatively fulfill the
vision for Breckenridge and be the
foundation for future community
engagement and business success.
This DMP is based on extensive research, notably
the Community Expectations Survey, conducted by
the Breckenridge Tourism Office, which collected
impassioned feedback from more than 1,100+
residents. Input from tourism industry leaders,
elected officials, residents, visitors and clients
informed the development of all of the strategic
goals and initiatives. The DMP also considers key
insights in other local planning initiatives that are
underway or were recently completed.
The Breckenridge Tourism Office is poised to have a
role in coordinating the next phase of the Destination
Management Plan (DMP). Because this is a strategy
with ideas that transcend the tourism industry,
initiative planning and implementation will be shared
responsibilities among the tourism industry, Town
of Breckenridge and various organizations within
Summit County.
The effective engagement and alignment of all
stakeholders is the key element in the journey of
successful destination management. It is a journey
the people of Breckenridge will take together, and
one that will benefit residents, businesses and
visitors for years to come.
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Timeline
Community Engagement
JUL - NOV 2018
Situation Review
JUL - NOV 2018
Visioning Workshop
DEC 2018 - JAN 2019
Plan Development
Validation Meetings
• Steering Committee
• Board of Directors
• Town Council
Board Ratification
Town Council Ratification
JAN - MAY 2019
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The 12-month process to develop the Breckenridge
Destination Management Plan (DMP) was anchored
in a a robust series of community engagement
experiences to ensure that key stakeholders and
residents were aligned around a collective vision for
their future.
Community members from around Breckenridge
shared their views on the opportunities and
challenges in the local visitor economy in a variety
of formats including: 35+ one-on-one interviews, 13
focus groups with various industry and community
segments, and three town halls with a wide cross-
section of participants.
All together, there were more than 250 individual
engagements, leading to a broad coalition of agreed-
upon priorities and strategies between the Town
of Breckenridge, Breckenridge Tourism Office, and
local people who make Breckenridge such a dynamic
destination.
Many residents, who were eager to contribute to
this process, shared a lot of strong opinions and
creative ideas about quality of life in Breckenridge.
The following page shows where there was significant
consensus relating to opportunities and challenges,
which ultimately determined the four strategic goals
in this Destination Management Plan (DMP).
Stakeholder and
Community Feedback
35+
1-on-1 Interviews
13
Focus Groups
3
Town Halls
250+
Engagements
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21Breckenridge Destination Management Plan
Key stakeholders and local community members in Breckenridge were aligned
around the below opportunities and challenges impacting quality of life for
residents and quality of place for visitors. The many community engagements
ensured a transparent process that delivered a cohesive vision for the future.
OPPORTUNITIES
THE DESTINATION
EXPERIENCE
Continue to diversify the off-
season destination experience
Increase culinary and cultural
experiences
Further develop new
communities such as Airport
Road and Block 11
Create initiatives to disperse
visitors throughout the
community
SUSTAINABILITY &
INNOVATION
Invest in technology and
intellectual capital to diversify
economy, support local business,
and connect the community.
Continue to develop sustainability
initiatives with residents and
visitors.
Experiment with modern co-living
and micro-housing design
Continue to support and grow the
local non-profit community
MODERN MOBILITY &
INFRASTRUCTURE
Expand transportation networks
for people who work in
Breckenridge but live remotely in
neighboring towns
Develop incentives to convert
aging condo stock into workforce
housing
Explore opportunities in
autonomous systems to increase
efficiencies
CHALLENGES
ALIGNING VISION &
PRIORITIES
More collaboration needed
between the public and private
sectors
Diversity of views among
stakeholders and residents
regarding the Town’s future
Diverse views among community
regarding how to adapt to growth
WORKFORCE, HOUSING &
HEALTH CARE
Solving workforce housing and
development issues is a priority
Lack of educational, health and
child care facilities and services
Young people not confident
about ability to raise a family in
Breckenridge due to rising costs
Average age of residents is rising
DESTINATINATION
MANAGEMENT
Event fatigue with some residents
Need deeper research data
showing impact of short term
rental market
Infrastructure not keeping up
with growth
Parking and traffic congestion
have reached a critical point
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Strategic Goals & Initiatives
For Breckenridge to realize its bold vision for the future, the public and private sectors must work in unison
to achieve the four major goals and strategic initiatives on the following pages. Each goal is the result of an
extensive and transparent community engagement process, bringing together the Town of Breckenridge,
Breckenridge Tourism Office, key stakeholders and local residents.
The goals are aligned around elevating the long-term viability of the local economy, maintaining the
community's authentic character, protecting the environment, and improving the overall destination
experience for both visitors and residents.
Deliver a balanced year-round economy driven by destination
tourism by 2024
Expand initiatives to increase overnight visitor dispersal, spend, and length of stay
across a wider breadth of calendar months and the destination itself to ensure a
more consistent and diversified visitor economy.
Establish Breckenridge at the leading edge in mountain
environmental stewardship and sustainable practices
Expand the dialogue among locals and visitors about how to protect the fragility
of the mountain landscape in the face of increasing challenges. Execute the
Summit Community Climate Action Plan, promote Colorado-adopted Leave No
Trace messaging, and develop a range of new responsible tourism programs.
More boots and bikes, less cars
Develop a comprehensive series of initiatives to get people out of their cars as
much as possible to maintain the outdoor quality of life that both locals and
visitors are craving, as well as minimize the environmental impacts in the region.
The goal is 10% fewer vehicles in the next 3-5 years.
Elevate and fiercely protect Breckenridge’s authentic character
and brand — our hometown feel and friendly atmosphere
Ensure that locals and visitors are always aware that the most valuable asset
for Breckenridge is the authenticity of the Town and the character of the people.
Much of that is based on the fact that a high percentage of people who work in
Breckenridge live within the town limits.
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Breckenridge Destination Management Plan24
GOAL 01
Deliver a balanced year-round economy driven by destination
tourism by 2024
Ensure long-term economic viability irrespective of climate conditions by diversifying and
amplifying arts, historic, culinary products and experiences on a year-round basis.
[BTO messaging; BCA/Arts]
Attract and retain entry and mid-level workforce
[Partnership: BTO community services; TOB HR, Breckenridge Chamber; HR Leader group]
Continue filling need periods to de-emphasize peaks
• Metrics: sales tax revenue, occupancy, visitor mix ratios – more level across 12 months
Provide reliable and competitive broadband service to citizens, businesses and vendors
[TOB Fiber9600 project]
The volume of car traffic and day visitors arriving in
Breckenridge is growing every year, and based on
current population projections in the Front Range
and Colorado Springs, that is only going to continue
to increase. Furthermore, visitor volumes are surging
during special events and holidays at higher levels
every year, most often during winter season, causing
increasing dissonance among the local community.
It is imperative that the Town of Breckenridge
and Breckenridge Tourism Office collaborate to
protect the year-round economy, expand the visitor
experience both seasonally and geographically, and
increase out-of-state overnight visitation in order to
provide a more consistent and lucrative economic
pipeline for local businesses and workforce.
Most tourism destinations worldwide are focusing
on this due to the rise in travel globally. They're
striving to create a more sustainable visitor economy
by developing and diversifying the destination
experience to drive visitor dispersal and more
equitable economic development.
The most successful methods to accomplish that
revolve around enhancing local culinary, cultural,
wellness and active tourism, often with an integrated
educational delivery connecting two or more of those
themes. Those verticals also spur higher visitor spend,
length of stay, and loyalty, and they're effective
catalysts for accelerating off-season demand.
[TOB leads; BTO executes]
Strategic Initiatives
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GOAL 02
Elevate and fiercely protect Breckenridge’s authentic character
and brand — our hometown feel and friendly atmosphere
Protect cultural heritage and National Historic Designation
[TOB - Community Development]
Develop more robust peak day management strategy:
• Augment transit services (public and private); increase messaging regarding not using cars in town;
reconsider parking fee structure for peak season [TOB - Parking & Transportation]
• Define lodging and traffic capacity thresholds with regard to infrastructure constraints [TOB]
Create more town hall-type events focusing on topical issues for residents, especially targeting
young entrepreneurs
[TOB - Marketing & Commuications]
Develop more family-oriented programming and events
[BTO/Breckenridge Events Committee]
Define a "to be determined" percentage (or other metric) of the Breckenridge workforce that
lives in Town, and ensure there is a diversity of housing types and prices for locals (sufficient to
preserve the sense of community and support the local economy)
[TOB - Community Development/Housing]
Ensure access to affordable quality childcare for local working families
[TOB - Community Development/Childcare]
Enhance and develop avenues for citizens to engage with the Town of Breckenridge so they are
informed, feel heard, and become involved and collaborate to find solutions
[TOB leads; partnership with BTO]
The identity of Breckenridge is rooted in the proud
spirit of community among locals and the authentic
character of the destination. That personality is
baked into both the destination brand and visitor
experience, which helps differentiate Breckenridge
from its competitors.
The Breckenridge community, however, has been
clear and unified about how they feel that authentic
character is being undermined due to a variety
of factors. For example, there are too many cars
overwhelming the Main Street appeal during various
months. The growth of short-term vacation rentals is
taking long-term rental housing for local workforce
off the market, forcing more employees to move
outside Town limits. Among parents, more of them
are saying that the rising costs of housing, health
care and childcare is making it challenging to raise
kids in Breckenridge. And lastly, many residents feel
too many events are produced without local buy-in,
which for them, chips away at the local sense of place
and community spirit.
[TOB leads]
Strategic Initiatives
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Breckenridge Destination Management Plan26
The growing volume of car traffic in Breckenridge
diminishes quality of life for locals and the overall
destination experience for visitors. The new parking
structure will ease some of that compression, but
there also needs to be more public and private
initiatives to inspire both locals and visitors to walk,
bike and use public transportation.
The Town of Breckenridge will continue to invest in
modern transportation infrastructure, including a
new fleet of electric busses to lessen environmental
impacts, elevate the rider experience, and show
the Town’s commitment to sustainable, responsible
tourism. To drive adoption, the community suggests
that these investments should be supported with a
comprehensive communications plan targeting locals
and visitors that specifically explains how and where
to access public transportation.
The Town will also add new wayfinding and improve
existing signage to direct and disperse visitors more
effectively, along with improved lighting to help
pedestrians navigate a greater number of streets
during more hours.
[TOB - Parking & Transportation]
Improve pedestrian access, lighting, safety and use of crosswalks (Nelson/Nygaard)
Increase public transportation use and busses
Reduce visitor and resident car traffic by 10% (Nelson/Nygaard)
Develop and implement a parking and multi-modal transportation plan that preserves the
character of the community
Strategic Initiatives
GOAL 03
More boots and bikes, less cars
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GOAL 04
Establish Breckenridge at the leading edge in mountain
environmental stewardship and sustainable practices
Breckenridge has an opportunity to elevate its
position as a destination for thought leadership and
activation around environmental sustainability. Doing
so communicates to current and prospective visitors
that the local community is committed to protecting
the environmental ecosystem in the face of climate
change, population growth, and irresponsible
mass-consumption. This has a halo effect on the
destination brand, especially for younger visitor
segments who make purchase decisions based on
environmental stewardship in greater numbers than
previous generations.
Defining exactly how the Town of Breckenridge
is approaching this goal is critical moving forward.
The Town Council and Breckenridge Tourism Office
will expand their messaging about the importance
of sustainability and Leave No Trace, and elevate
support for industry partners and community
organizations that are leading sustainability efforts to
inspire and educate both locals and visitors.
The public and private sectors in Breckenridge should
also consider developing an event dedicated to
responsible tourism and enhanced mountain livability.
Such an event could align with similar sustainable
tourism events worldwide, where destination
leaders in other fragile destinations are actively
sharing knowledge on best practices. Lastly, there
are numerous sustainable destination certifications,
including those provided by Biosphere and the Global
Sustainable Tourism Council. Their criteria can help
inform more resilient destination management.
[TOB - Community Development & Sustainability
Team; partner w/ BTO]
Develop cutting edge messaging/programs around responsible tourism and responsible
citizenry, extending beyond environmental issues
[TOB – Community Development/Sustainability, TOB – Marketing & Communication, BTO]
Improve current recycling programs, usage and education
[TOB – Community Development/Sustainability, TOB – Pubic Works]
All major community events are zero waste by 2024
[TOB – Community Development/Sustainability/BTO-SEPA/BEC]
Identify and earn appropriate national sustainability certification (LEED, etc.)
[TOB – Community Development/Sustainability]
Implement action that further the Town’s efforts towards suitability and reduction of
our community’s carbon footprint
[TOB – Community Development/Sustainability]
• Pursue additional energy efficiency requirement for new construction [TOB – Community
Development/Sustainability/Housing]
Strategic Initiatives
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Breckenridge Destination Management Plan28
Following the extensive community engagement and in-depth analysis during the
12-month development of the Destination Management Plan (DMP), seven key takeaways
emerged about the future of Breckenridge's visitor economy.
Key Takeaways
STRONG TOURISM BASE
Breckenridge has a strong tourism base that will help ensure the
Town’s long-term economic sustainability. However, the impacts of
growth need to be managed more responsibly than ever moving
forward due to the anticipated higher volumes of vehicular traffic
coming from the Front Range and Colorado Springs.
PROACTIVE STEWARDSHIP
Breckenridge has been proactive in terms of how it has stewarded
responsible growth and invested heavily in infrastructure and housing
that contributes to the local quality of life.
TOWN MOBILITY
Parking has been a major point of contention over the years. Now that
a new parking structure is in development, there is much to consider in
terms of traffic flow, wayfinding, visitor dispersal, walkability, and other
points in the Nelson Nygard recommendations.
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EVENTS & ACTIVITIES
There is mixed opinion regarding more/new events and family
oriented activities. Some residents want to develop the off-season
with more community-led events, but some say they want their off-
season back.
ENVIRONMENTAL
SUSTAINABILITY
The Town has an opportunity to develop a stronger leadership
position in environmental sustainability and innovation across all
sectors. That was a high priority especially among the younger
generations of locals who represent the future of Breckenridge.
QUALITY OF LIFE DEFINED
Working definitions of “balanced economy” and “quality of life” need
to be developed collectively among the community for the purpose of
this Destination Management Plan (DMP).
NEIGHBORHOOD
DEVELOPMENT
The development of new neighborhoods in Block 11 and Airport Road
could help disperse visitors and diversify the Breckenridge experience
for both locals and visitors.
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APPENDIX A
Review of Focus Group
Consultations
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add focus group
data
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APPENDIX B
Community Suggestions for
Strategic Initiatives
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1. Prioritize Three Pillars of Sustainability
• Develop a cohesive tourism framework that positions sustainability at the center of all policy making related
to local development, strategy and communications
• Economic Sustainability: Increase business opportunities for SMEs across sectors, including sports,
recreation, culture, entertainment, events, culinary, retail, etc.
• Social Sustainability: Maintain Breckenridge’s unique cultural DNA embracing an authentic sense of
community and place
• Environmental Sustainability: Enhance initiatives to protect and measure the health of the local
environment that’s transparent to the public
• Develop more comprehensive educational programs relating to sustainability for both locals and visitors
• Create a central online hub for advice about how to best experience the mountain and trail ecosystem
• Create ambassador system to manage trailheads and develop messaging
• Develop and promote more “zero-waste events”
• Develop a sustainability and innovation-themed conference/festival promoting sustainable tourism,
development and mountain living
2. Prioritize Workforce Housing, Health Care & Development
• Better understand short term rental data and ownership landscape to determine the overall impact on local
housing stock
• Prioritize and expand the development of a childcare fund, and align public-private sector awareness of
childcare as a critical need
• Increase funding and develop for more after-school programs
• Leverage the strong non-profit culture in Breckenridge to develop more initiatives that benefit the local
community
• Develop incentives to convert aging condo stock into workforce housing
• Develop incentives for property owners to provide long-term rentals and limit total annual days for short
term rentals
• Build more dorm-style, co-living, and micro-housing units for permanent and seasonal workforce
• Develop work fairs to attract workforce
• Ensure all restaurants (new and established) are part of the Restaurants Association to address workforce
needs more collectively
3. Enhance Regional Collaboration & Community Engagement
• Protect, preserve and promote Breckenridge’s down-to-earth, family-friendly, community-centric, and
authentic spirit in all community messaging and events
• Hire a 3rd party mediator to build greater consensus between the Town and resort on the most important
economic and social issues facing the long-term viability of Breckenridge
• Create a “Locals Card” for events, restaurants and attractions and expand collaboration between cultural
and business owners across County to better engage locals
• Create more Town Hall-style gathering for all locals
• Ensure that young families can afford to live and work in Breckenridge by giving them a platform to co-
create solution with local government and industry
• Develop more sustainable tourism and development classes at College to support local industry, workforce
development, and community engagement around the future of Breckenridge
• Develop internal advocacy and communications strategy to educate and provide local stakeholders and
residents with a more holistic overview of facts and figures relating to the visitor economy and BTO efforts.
Will help mitigate anti-tourism sentiment.
• Crowdsource needs and opportunities to create better local amenities, such as grocery store
• Develop networks and gathering events for young entrepreneurs to support their growth in business and
government leadership
• Create an umbrella organization that manages the arts & culture within the Town 123
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Breckenridge Destination Management Plan34
4. Improve Local and Regional Mobility
• Improve road and transportation infrastructure to increase mobility for people who work in Breckenridge
but live outside the town
• Develop public transportation subsidies and incentives for remote workers
• Address access from Denver including higher adoption of environmentally-friendly shuttles
• Explore options for tiered pricing of vehicles entering Breckenridge, and increase parking fee structure
• Develop a long-term sustainability plan for mixed-use parking structure
• Explore long-term opportunities in autonomous vehicles and systems to increase efficiencies across all
levels of the destination experience for both visitors and locals
• Pedestrianize Main Street
• Develop PSA for visitors promoting: “Get out of your car” and “Sustainability is cool.”
• Develop public education showing how and where to use alternative transportation
• Develop better online/offline wayfinding, infrastructure such as better lighting, and public messaging to
drive visitor dispersal
• Incentive use of higher-occupancy vehicles
5. Diversify Events, Experiences & Neighborhoods
• Develop events that offer more experiences relevant for locals and families
• Continue to diversify the off-season visitor experience in creative ways to provide a more consistent flow of
visitors, tourism spend, and taxes year-round.
• Expand music and events along Riverwalk, especially for younger audiences
• Diversify the year-round destination experience, especially with more emphasis on culinary and cultural
facilities and activities. This will help drive higher average visitor spend, plus higher visitor loyalty and
customer lifetime value, and help position the destination brand to a more diverse audience.
• Develop food markets and festivals to support local vendors/growers that cater to locals
• Develop more events combining food, beverage, arts, music, culture, sustainability and LGBT travel themes
with national brand sponsors and philanthropic components
• Attract more upscale hospitality brands to elevate destination brand among travel trade, and attract more
corporate meetings and retreats mid-week and off-season
• Develop Airport Road more intentionally into its own unique neighborhood that embraces a creative and
progressive mindset. The goal is to disperse visitors beyond Main Street and provide a new community
experience for locals.
6. Invest in Modern Infrastructure
• Build a new midsize performing arts center for larger cultural events
• Build an indoor kids and teens facility and develop more children-themed day/night activities and venues
for year-round use.
• Attract higher-end lodging to grow corporate meetings and retreats business off-season and mid-week
• Build a solar-powered gondola to connect Airport Road and Downtown
• Expand infrastructure for all-season e-bikes
• Develop strategies to leverage expanded broadband background to support the growth of locals SMEs
across sectors
• Develop online portal to facilitate better collaboration with different communities on ensuring resources
(Police, Medical Services, Fire) are measured and not over-taxed
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35Breckenridge Destination Management Plan
The Staff and Leadership of the
Breckenridge Tourism Office:
Lucy Kay
Sarah Wetmore
Brett Howard
Bill Wishowski
with:
InterVISTAS Consulting and
NEXTFactor Enterprises Inc.
Paul Ouimet
Greg Oates
Bruce MacMillan
Jordan Young
Cheryll Girard
Brooks Lai
PROJECT TEAM
"My goal for the future of Breckenridge is that
my daughter can continue to live and thrive
in the community she grew up in."
— Breckenridge resident during
Management Plan consultation
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Sedona Sustainable Tourism Plan
Connecting Sedona visitors to
long-term destination sustainability
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Executive Summary 3
Introduction and Purpose 11
State of the Industry 15
Sustainability Strategy Implementation 41
Concluding Thoughts 85
Appendix 89
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Executive Summary
While this growth brings many advantages, it also generates negative
elements such as congested roadways, overuse of the Uptown area, a
reduced range of affordable housing, and competition for services between
residents and visitors. Given Sedona’s unique natural environment, the
overuse of sensitive lands and waterways is also a concern.
In 2016, the SCC&TB engaged the Global Sustainable Tourism Council
(GSTC), the world’s leading standard-setting body for sustainability
of tourism operations and destination development, to undertake a
destination assessment.
Of the GSTC’s 41 areas of review, 33 were scored highly (80%) with
documented evidence in place verifying implementation efforts. Of the
eight criteria not being addressed, one of the most significant was the
absence of a multi-year sustainable destination strategy developed with
broad public participation.
In 2017, the SCC&TB joined with the City of Sedona to develop a Sustainable
Tourism Plan. The completed Plan represents the combined efforts of a
wide range of participants and serves as the community response to the
outstanding factors in the GSTC assessment.
In the fall of 2017, the SCC&TB and City of Sedona issued a Request for
Proposals for the development of a Sustainable Tourism Plan. The selection
committee chose the team of Nichols Tourism Group and Arizona State
University’s Center for Sustainable Tourism.
Sedona has come to be recognized as
one of the most attractive visitor destinations in the country
and has developed strong recognition internationally.
These successes have led to a vibrant economy, an expansion of employment options,
important contributions to the City’s tax base, and an expanded array
of quality-of-life amenities for residents.
The Sedona Chamber of Commerce & Tourism Bureau (SCC&TB) has led
the tourism and recreation industry, which includes a broad collection of hotels, time shares,
short-term rentals, restaurants, retail operations, art galleries,
outdoor recreation businesses, health/spiritual professionals, and other attractions.
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One of the first developmental steps was to identify an Advisory Committee
to help direct the work of the professionals. A committee was selected
that ensured a broad range of interests were represented. The Advisory
Committee included individuals representing nonprofits, the medical/
health field, sustainability, media, public lands, residents, lodging, tours/
attractions, the City of Sedona, and the SCC&TB.
With guidance from the Committee, consultants undertook the following
initiatives:
Reviewed the GSTC evaluation report
Analyzed a wide range of existing industry performance
data ranging from lodging performance to sales
and bed tax collections
Considered growth in the region’s accommodations
inventory
Investigated recent or current planning initiatives,
including Community Plans and Transportation Master Plans
Undertook new survey research to evaluate attitudes
and concerns of Sedona residents, businesses,
visitors, and public land agencies
Reviewed other sensitive destinations worldwide to
consider steps they were taking to address sustainability
Held public input sessions to hear from Sedona residents
Provided online resources to continually inform
the public and provide additional input opportunities
These efforts generated insights and helped provide a foundation
for developing a Plan to ensure the long-term sustainability of Sedona.
Key Current Environment Findings
The following is a summary of the current environment facing Sedona
and its tourism industry.
Tourism Industry and the SCC&TB
• Tourism is critically important to Sedona’s economy. As planning
elements are developed, the sustainability and vitality of the tourism
industry must be considered.
• Additions to Sedona’s lodging and timeshare inventory have been
limited over the past decade. There are approximately 4,000 units
currently available to visitors.
• Short-term vacation rentals increased significantly with the passage of
SB1350 in 2016. There are currently more than 825 listings for short-
term rentals in the Sedona region.
• In recent years, Sedona’s visitor industry has improved in building visitor
demand during need periods and in attracting higher-value visitors
who contribute more to Sedona’s economy.
• Approximately 40% of SCC&TB Council-approved resources are
allocated to marketing and promotion. The balance is directed to
destination management activities, such as educating guests at the
Visitor Center, helping develop transportation solutions, and working
to create new experiences that resonate with visitors and residents.
• The SCC&TB’s marketing efforts have been an important element in
diversifying seasonality and attracting high-value segments.
• Significant changes in marketing produce clear impacts, as demonstrated
in the summer of 2018 when summer advertising in Phoenix (Sedona’s
#1 feeder market) was eliminated and businesses felt a negative impact.
• While the economic impact of tourism development has been positive,
it has led to increased traffic congestion, overcrowding in popular
community areas and trails, shortages in affordable housing, and
environmental degradation.
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Sedona Resident Survey Findings
• While almost half of surveyed residents say they have moderate to
a lot of contact with visitors, almost 75% say they provide very little
or no input on tourism decision making.
• Residents are aware of the economic benefits of tourism, including
its contribution to jobs, funding of the City’s operating budget, and
enhanced quality-of-life elements such as the range of restaurants
and retail, festivals, and outdoor recreation.
• When asked about the appropriate role of tourism, 43% say tourism
should have about the same role in the future as it has currently,
with 51% saying it should have a lesser role.
• When asked about economic development options most acceptable
for Sedona, residents rate medical/health, higher education,
craft beverages, and professional services most highly. Tourism was
rated seventh.
• Residents say acceptable tourism-related economic elements include
state and national parks, non-motorized trails, archaeological sites,
and general outdoor recreational opportunities. Additional hotels,
short-term rentals, and motorized trails are least acceptable.
• Resident quality of life is of great interest. When asked what factors
are most important, residents say conservation of natural areas,
clean air and water, limited litter, attractiveness/cleanliness, and
safety/lack of crime.
• When asked which community characteristics they would like to see
lessened, the most significant responses are the amount of traffic,
number of tourists, the amount of noise, and night lighting. Residents
say they want to see increases in roads, public restrooms, community
walkability, and public transportation.
• Almost two-thirds agree or strongly agree they would support current
levels of tourism if traffic flows were improved and if the community
adopted a sustainable approach to tourism management. Residents
do not support less tourism if it means either lessened city services
or assessment of a city property tax.
Sedona Business Survey Findings
• Just over half of respondents consider themselves to be in
the tourism business, though 84% recognize they benefit from the
tourism industry.
• Approximately three-quarters of Sedona businesses are small
businesses with fewer than 10 employees. Just over half of the owners
live in the City of Sedona.
• Business owners have a strong understanding of tourism’s role in the
overall economy – whether visitor-paid tax support of the municipal
budget, the number of jobs in the region dependent on tourism, or that
tourism-related revenues obviate the need for a city property tax.
• In a response similar to residents, just over half of businesses say
tourism should have about the same economic impact in the future as
it has currently. Unlike residents, business respondents are roughly
equally split between saying tourism should play a greater role versus
a lesser role.
• Businesses rank tourism as the top most-appropriate economic element
for Sedona, followed by medical/health, higher education, and
professional services. This is a significant variance from residents.
• Businesses rate limited litter, clean air and water, conservation
of natural areas, and cleanliness as the most important factors to
Sedona’s quality of life.
• Businesses express dissatisfaction with overcrowding of roads,
trails in the Uptown area, lack of diversity in the economy,
and real estate costs.
• Businesses support sustainability practices, particularly Leave No
Trace principles and supporting businesses where spending
is locally retained.
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Sedona Visitor Survey Findings
• Hiking is the most frequent activity of area visitors, exceeding shopping
and dining.
• 97% rate the destination as above average or excellent.
• About two-thirds of visitors stay overnight in Sedona, with Arizona
residents more likely to be on a day trip.
• Visitors support sustainability initiatives, particularly Leave No Trace
and patronizing businesses that are sensitive to the environment.
• While overall satisfaction is high, visitors desire a reduction in traffic,
the number of tourists, the range of shopping options, the built
environment, and noise.
• Very few visitors plan whether they visit attractions or experiences
based on anticipated crowds or parking.
Other Areas of Input
Public land entities and Sedona-area nonprofits were invited to focus
groups to provide input on challenges and potential solutions from their
perspective. Discussions centered on balancing visitor use and protection
of natural and cultural resources, ways to influence user behavior, and
gaining public support for the needs and priorities of the entities.
In addition, more than 100 people participated in public input
sessions, sharing concerns and potential approaches to issues such
as accommodations, visitation levels, the role of the Sedona Chamber
of Commerce & Tourism Bureau, transportation issues, new opportunities
for visitor experiences, and environmental factors.
Strategic Recommendations
The consultants and the Advisory Committee
considered these findings and developed a
comprehensive strategy and mix of recommendations
to help ensure the long-term sustainability
of Sedona’s tourism industry.
A mission statement was developed
to communicate the key
goals and elements of the Plan:
To lead the Sedona tourism industry
in embracing sustainability practices that
enable the long-term health of Sedona –
its environment, an excellent quality of life,
long-term economic strength,
and a positive visitor experience.
Four strategic pillars serve
to organize the goals, objectives,
and tactics of the Plan:
Environment, Resident Quality of Life,
Quality of the Economy, Visitor Experience.
For each pillar, a goal statement and
associated objectives and tactics were developed.
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Environment
Lead the tourism industry in implementing sustainability principles, positioning
Sedona as a national and international leader in destination stewardship
Resident Quality of Life
Protect and enhance the quality of life by mitigating impacts of tourism
Quality of the Economy
Shape the Sedona economy in ways that balance its long-term
sustainability and vibrancy
Visitor Experience
Continue to provide an excellent visitor experience that highlights Sedona’s
sustainability values and keeps visitors coming back
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Implement new waste prevention, reduction, and diversion strategies focused on visitors
and their impacts in the Sedona region
Implement new infrastructure and multi-modal solutions to facilitate visitor traffic flows
and enhance access to key destinations
A1
B1
Expand programs that encourage minimal water usage and protect water quality
Expand use of technology to help solve transportation challenges
A2
B2
Create new programs to help businesses and visitors moderate energy use
and utilize alternative forms of energy
Deepen engagement with Sedona residents, expanding their knowledge of tourism
and efforts to manage it to an effective balance
A3
B3
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution),
and stimulate efforts for long-term sustainability
Develop new sustainability-focused experiences that resonate with both Sedona residents and visitors
A4
B4
Take leadership role in educating and engaging businesses and visitors on sustainability initiatives
and encouraging visitors to be a sensitive guest while in the destination
Manage current and future accommodations in ways that increase their balance
with long-term sustainability
Launch initiatives that lessen tourism impacts to residents (including noise, air, and light pollution)
to strengthen resident quality of life
A5
B5
B6
Environment Objectives
Resident Quality of Life Objectives
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Monitor and adjust levels of economic activity in need periods and moderate congestion by dispersing visitors
Deepen understanding of existing experiences, how best to access them,
and how to apply sustainable practices while visiting
C1
D1
Expand interagency collaboration among diverse Sedona organizations
Work to disperse visitors across the broader Verde Valley region to help moderate congestion
at key Sedona experiences
C2
D2
Pursue innovative approaches to employee housing and training
Monitor and adjust tourism marketing to achieve a balance between quality of life and a healthy economy
C4
C3
Quality of the Economy Objectives
Visitor Experience Objectives
Assigned Tactics
EACH OBJECTIVE IS FOLLOWED BY A SET OF ASSIGNED TACTICS, WHICH INCLUDES THE FOLLOWING DETAILS:
Timeframe Short (12-18 months), Mid (2-3 years), Long (4-5 years)
Impacted
Pillars
Any pillars impacted by the tactic are depicted
with their corresponding icons.
Lead
Partner
The entity (or entities) primarily responsible for
moving the tactic forward.
Supporting
Partners Partners who will be integral in implementing the tactic.
Prospective
Metrics
Examples of the types of prospective metrics that will
help evaluate the effectiveness of tactical efforts.
Metrics and targets (if appropriate) will be developed by
the lead and supporting partners.
Description An explanation of the tactic providing insight
and key elements.
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Introduction and Purpose
Sedona has come to be recognized as
one of the most attractive visitor destinations in the country
and has developed strong recognition internationally.
These successes have led to a vibrant economy, an expansion of employment options,
important contributions to the City’s tax base, and an expanded array
of quality-of-life amenities for residents.
The Sedona Chamber of Commerce & Tourism Bureau (SCC&TB) has led
the tourism and recreation industry, which includes a broad collection of hotels, time shares,
short-term rentals, restaurants, retail operations, art galleries,
outdoor recreation businesses, health/spiritual professionals, and other attractions.
While this growth brings many advantages, it also generates negative
elements such as congested roadways, overuse of the Uptown area, a
reduced range of affordable housing, and competition for services between
residents and visitors. Given Sedona’s unique natural environment, the
overuse of sensitive lands and waterways is also a concern.
In 2016, the SCC&TB engaged the Global Sustainable Tourism Council
(GSTC), the world’s leading standard-setting body for sustainability
of tourism operations and destination development, to undertake a
destination assessment.
Through this process, the GSTC considered 41 sustainability standards
oriented in four categories:
• Sustainable Destination Mgmt • Social & Economic
• Community & Cultural • Environmental
Of the GSTC’s 41 areas of review, 33 were scored highly (80%) with
documentary evidence in place verifying implementation efforts.
Of the eight criteria not being addressed, one of the most significant was
the absence of a multiyear sustainable destination strategy developed
with broad public participation.
In 2017, the SCC&TB joined with the City of Sedona to develop a Sustainable
Tourism Plan. The completed Plan represents the combined efforts of a
wide range of participants and serves as the community response to the
outstanding factors in the GSTC assessment.
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Planning Team and Process
In the fall of 2017, the SCC&TB and City of Sedona issued a Request for
Proposals for the development of a Sustainable Tourism Plan. The selection
committee chose the team of Nichols Tourism Group (NTG) and Arizona
State University’s Center for Sustainable Tourism (CST).
NTG has assisted destinations in tourism strategic planning for more than
25 years, working with states, counties, cities, and state/national parks.
NTG is experienced in tourism strategic planning in sensitive natural
environments such as Sonoma County, California’s wine country, Sarasota,
Florida’s arts and cultural beach offerings, and Grand Canyon National Park.
NTG has also developed strategic Plans in partnership with unique
historical destinations such as Virginia’s Historic Triangle of Williamsburg,
Jamestown, and Yorktown.
The CST at Arizona State University is one of only two tourism programs
in the nation with a sustainability focus; the other is at Harvard. The CST
evaluates and assists destinations around the state, building up an
invaluable understanding of Arizona’s visitor market and trends that affect it.
CST’s teaching initiatives attract students from around the world and
continually refine a range of sustainability best practices recognized in
leading academic journals.
One of the first steps undertaken as this Planning process was launched
was the identification of an Advisory Committee that would help direct
the work of the professionals. The makeup of this committee was carefully
evaluated to ensure representation of a broad range of interests in
the planning efforts. The following individuals and the organizations
they represented as part of this committee are noted in the table on the
following page.
With the direction of the Committee, the consultants undertook the
following initiatives:
Reviewed the GSTC evaluation report
Analyzed a wide range of existing industry
performance data ranging from lodging performance
to sales and bed tax collections
Considered growth in the region’s accommodation inventory
Investigated other recent or current planning initiatives,
including Community Plans and Transportation
Master Plans
Undertook new survey research efforts to consider
attitudes and concerns of Sedona residents, businesses,
and visitors
Held focus groups with public lands and
nonprofits to discuss environmental challenges
with increased tourism
Reviewed other sensitive destinations worldwide to
consider steps they are taking to address sustainability
Undertook new survey initiatives investigating attitudes
of residents, businesses, visitors, and public land agencies
Held public input sessions to develop input from
interested citizens
Provided online website resources to keep the public
updated on the process of the Plan and to provide
additional input for consideration
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SUSTAINABLE TOURISM PLAN ADVISORY COMMITTEE
Sector Affiliation Name
Municipal City of Sedona Mayor Sandy Moriarty, Justin Clifton, Cynthia Lovely, McKenzie Jones
Nonprofit Keep Sedona Beautiful Joanne Kendrick, Rob Adams
Lodging Ambiente – A Landscape Hotel,
SCC&TB Board Member Lonnie Lillie
Tours/Attraction Pink Jeep Tours Mike Hermen
Arts/Culture Goldenstein Gallery,
SCC&TB Board Member Linda Goldenstein
Medical/Health Verde Valley Medical Center Russell Dilts
Attractions Sedona Golf Resort,
SCC&TB Board Member Jeremy Hayman
Sustainability Sustainability Alliance Darcy Hitchcock
Sustainability Sedona Compost Kathleen Ventura, Brock Delinski
Media/Newspaper Red Rock News,
SCC&TB Board Member Kyle Larson
Public Lands Slide Rock State Park Hank Vincent
Public Lands U.S. Forest Service Nicole Branton, Julie Rowe
Resident At Large Cindy Hauserman
Chamber SCC&TB Jennifer Wesselhoff, Michelle Conway
Consultant Nichols Tourism Group Mitch Nichols
Consultant Arizona State University
Center for Sustainable Tourism
Christine Vogt, Kathleen Andereck, Gyan Nyaupane,
Christine Buzinde, Kim Pham
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State of the Industry
In developing elements to help ensure long-term
tourism sustainability in Sedona, Plan developers examined
the current tourism environment in Sedona, recent trends
impacting the destination, roles of the SCC&TB,
and the attitudes of residents, businesses, and visitors.
This section reviews findings and provides the foundation
for the Plan elements provided in the next section.
Sedona’s Visitor Base
The visitor industry is critically important to Sedona, a community which
straddles the Yavapai and Coconino County lines. The city was incorporated
in 1988 and lies approximately seven miles north of the unincorporated
Village of Oak Creek (VOC). According to the U.S. Census, these
communities had a population of 10,300 (Sedona) and 6,400 (VOC) in 2017.
The most widely-known Sedona attraction is the internationally-
recognized natural environment and unique red rock formations. This
environment attracts outdoor enthusiasts to hike, bike, explore in
motorized vehicles, or in a myriad of other ways experience the unique
elements of the destination.
The destination has become a center for artisans offering an array of art
experiences to visitors. The allure of the region has inspired the growth
of a wellness and spiritual-development sector as a prominent attraction.
These attributes attract visitors that contribute $1 billion to the region’s
economy annually. This spending accounts for 77% of the City’s sales
tax revenues – an estimated $17 million in FY18. Tourism supports
approximately 10,000 jobs in the region, providing $240 million in wages
to area residents.
There are approximately 1,600 hotel and B&B rooms in the city and an
additional 870 rooms in the Village of Oak Creek and surrounding areas –
a base of 2,470 rooms (not including timeshares).
Most of this base has been in place for many years; only 7.5% of the current
inventory has been added in the past decade. By comparison, Coconino
County saw a 13% increase in room inventory in the same period, and
Napa Valley, a highly-visited destination, saw growth of approximately 18%.
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The increase in overnight visitors
was influenced more by improving
the health of existing properties
than the addition of new inventory.
This hotel and B&B inventory is
supplemented by a broad range of
timeshare properties targeting
longer-staying visitors. There are
approximately 1,030 timeshare units
in Sedona and 470 in the Village of
Oak Creek – a total of approximately 1,500 units. Timeshare inventory
has existed for many years, with no new additions since 2007.
The region’s hotel and timeshare inventory totals 3,970 rooms with an
approximate two-thirds and one-third share, respectively.
The short-term rental (STR) market has changed significantly in the last
two years. The rise of rental platforms like Airbnb and Vacation Rental by
Owner (VRBO) has increased the prominence of STRs in Sedona,
permitting homeowners to develop a supplemental source of income.
Attractive destinations in particular have seen an influx in STRs.
Historically, the City of Sedona restricted STRs through a local ordinance.
Properties operating as STRs were either outside city limits or were
operated in violation of the City’s ordinance.
This changed when Senate Bill 1350 became law on January 1, 2017,
restricting municipalities from prohibiting STRs.
STRs have been difficult to track given the number of platforms which list
them and the changing number of units in and out of inventory. The City
has been working with an outside vendor to better understand the scale
of this segment and its operating performance.
It is currently estimated that approximately 825 STR units operate in
the area, with approximately two-thirds in the City of Sedona. This segment
has increased the base of hotel and timeshare units by approximately
20%, with much of this growth occurring over the past 24 months.
As noted later in this section, ASU estimates approximately 37% of
Sedona’s visitors do not stay overnight.
Although the region’s hotel inventory has increased only slightly over
the past decade, the health of this inventory, measured by average annual
occupancy rates, has improved significantly since 2012. The average
annual occupancy rate rose from approximately 63% in 2012 to 69%
in 2017. Overall room demand grew from approximately 535,000 room
nights in 2012 to almost 623,000 in 2017.
TABLE 3-1: HOTEL PERFORMANCE TRENDS
SOURCE: NTG, SCC&TB, AND STR GLOBAL
Year Room Base Occ Rate Room Demand
2012 2,319 63.2%534,947
2013 2,319 63.5%537,486
2014 2,319 64.1%542,565
2015 2,319 68.1%576,422
2016 2,472 68.6%618,964
2017 2,472 69.0%622,573
3,970
Total Rooms
33%
Timeshares
Not including
short-term rentals
66%
Hotels/B&Bs
825 Short-term Rental Units
in the Sedona area
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Marketing and Promotional Initiatives
Private businesses and industry organizations, most significantly the
SCC&TB, direct visitor-related marketing and promotional activities.
In April 2017, the City of Sedona and the SCC&TB entered into a seven-
year agreement whereby the SCC&TB receives 55% of the City bed tax to
operate as the official Destination Management & Marketing Organization
for the City. This percentage is consistent with national norms for similar
Destination Management Organizations and is part of an agreement
reached in FY15 when Sedona’s lodging community agreed to an increase
in the occupancy tax of one-half percent.
In FY18, total bed tax revenue dedicated to the SCC&TB was
approximately $2,336,700.
Approximately 18% ($410,000) was allocated for operation of the Visitor
Center at 331 Forest Road.
Approximately $933,000 was directed to marketing and advertising
purposes, and $573,000 for reinvestment programs that manage tourism
flow and create new experiences for visitors and residents, such as
the online Walk Sedona program, new wayfinding initiatives, and
transportation solutions. The balance went towards personnel and
administrative costs.
When benchmarking these allocations to national norms as cited by
Destinations International, the industry’s leading trade association,
the SCC&TB allocates 36% of its budget to personnel and administrative
costs, 17 percentage points below the national average for similar
organizations.
With the previously noted success in hotel operating performance,
the SCC&TB embraced a conceptual shift in marketing the destination
and its brand to “The Most Beautiful Place on Earth,” with two
primary emphases:
Marketing only during need periods (summer and winter)
Focusing on visitor quality, not quantity
This change in emphasis has seen the destination experience a growth in
room-night demand in the usually slow months of December and January,
when Sedona businesses are most in need of additional consumers.
TABLE 3-2: SCC&TB BUDGET ALLOCATION
SOURCE: SCC&TB
FY18
Programs $ 1,506,000
Marketing/Advertising $ 933,000
Reinvestment Programs $ 573,000
Personnel/Admin $ 830,700
Total Budget $ 2,336,700
TABLE 3-3: LODGING DEMAND GROWTH BY SEASON*
SOURCE: STR GLOBAL
Season % Increase 2013-2017
Peak Season +11.8
Mid Season +13.9
Off Season +34.1
Total +15.2
*OFF SEASON: January, December
Market During
Need Periods Summer Winter
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FIGURE 3-2: OCCUPANCY (%) COMPARISON, ARIZONA FY 2018
SOURCE: STR GLOBAL
NEED PERIOD NEED PERIOD NEED
PERIOD
Government
Shutdown
Sedona Benchmark FY14 Sedona FY17 Sedona FY18 Scottsdale FY18 Arizona FY18
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
40
45
50
55
60
65
70
75
80
85
90
In response to concerns about too much visitation and traffic congestion,
the SCC&TB eliminated marketing in Phoenix during the summer of 2018.
This had a very clear impact on hotel occupancy, which declined significantly
in June and July, and increased at levels significantly below overall
Arizona occupancy increases in August and September. Arizona saw an
occupancy rate increase of 8.1% in the four-month summer period. Sedona
saw a decrease of 2.3%.
TABLE 3-4: 2018 MONTHLY ROOM DEMAND CHANGE
SOURCE: STR GLOBAL
Percentage (%) Change
Region JUN JUL AUG SEP
Sedona -2.7 -1.4 0.8 1.0
Arizona -0.01 3.7 1.6 2.8
FIGURE 3-1: OCCUPANCY (%) COMPARISON, ARIZONA FY 2018
SOURCE: STR GLOBAL
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FIGURE 3-3: AVERAGE DAILY RATE COMPARISON, ARIZONA FY 2018
SOURCE: STR GLOBAL
NEED PERIOD NEED PERIOD NEED
PERIOD
Sedona Benchmark FY14 Sedona FY17 Sedona FY18 Scottsdale FY18 Arizona FY18
Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun
75
100
125
150
175
200
225
250
275
300
325
SCC&TB marketing not only develops demand in need periods, it has been
successful in attracting an increasingly affluent visitor, capable of a higher
level of spending.
From 2015 through 2017, Sedona hotels grew their average daily rate
(ADR) to $221, double the state average. Occupancy performance over this
period was double that achieved on a statewide basis.
TABLE 3-5: AVERAGE DAILY RATE CHANGE, 2017 VS 2015
SOURCE: STR GLOBAL
Region ADR Change Percentage (%) Change
Sedona $221.59 +17.7
Arizona $110.32 +7.6
FIGURE 3-2: AVERAGE DAILY RATE COMPARISON, ARIZONA FY 2018
SOURCE: STR GLOBAL
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Destination Management Roles
In addition to its marketing and promotional responsibilities, the SCC&TB
is an accredited Destination Management Organization (DMO) that
develops and manages Sedona’s tourism. The most prominent destination
challenge is the increased congestion on Sedona roadways.
The Sedona Transportation Master Plan estimates visitors contribute
75% and 84% of Sedona’s weekday and weekend traffic, respectively.
Visitor traffic volume can vary, with peak-season traffic volume 25-40%
higher than low-season volume.
In its role as a DMO, the SCC&TB has undertaken several traffic
mitigation efforts:
• Developing wayfinding signage to assist visitors as they
drive in Sedona
• Launching WalkSedona.com to encourage visitors to leave
their cars and travel by foot
• Providing videos to help visitors understand how to
navigate roundabouts
• Investigating ways to expand mass transit options such as
Verde Lynx
• Examining the viability of bike sharing
SCC&TB DMO activities extend to the development of new visitor
experiences such as Sedona Northern Lights, the development of a
Public Art Map to showcase art in public spaces, and the launch of
Sedona’s Secret 7 to make visitors aware of lesser-known, less-visited
destination experiences. SedonaSecret7.com
75%
of weekday
traffic
Visitors
comprise
84%
of weekend
traffic
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SCC&TB VISITOR MANAGEMENT FLOW PROGRAMS
WalkSedona Mobile ProgramParking Signage
Wayfinding Plan
Bike Share Feasibility Study
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Resident Survey Research
ASU and the CST conducted a series of new surveys to gauge local
attitudes about tourism and potential sustainable practices. These
included resident, business, and visitor surveys, as well as focus groups
with public land entities and area nonprofits. Full survey results are
presented as appendices to the report.
Resident data were collected during June and July of 2018. A random
sample of 1,000 homeowners in the City of Sedona received an eight-page
mail survey from ASU researchers. 376 were returned; a response
rate of 38%. 73% of owner addresses were in Sedona; 8% elsewhere
in Arizona. The balance went to residents whose primary mailing
addresses are in other locations in the U.S.
Demographics
• The average age of the respondents was 67. The largest age segment
was baby boomers, ages 54-72 (65%).
• Women (52%) respondents were slightly more common than
men (48%).
• Most respondents were highly educated (76% with a college degree)
and financially well-off (41% with incomes of $100,000 or more).
• Most respondents noted they were full-time residents of Sedona (74%)
and lived here for an average of 15 years.
• Most visited either as a tourist (85%) and/or for business (24%)
before moving to the community.
• Their experience as a visitor was highly influential on the decision to
move to Sedona, with 58% indicating that it influenced their decision
either quite a bit or a lot.
Residents’ Role with Tourism
Engagement with tourism is associated with how residents
feel about tourism in their communities. Therefore, Sedona
residents were asked about their involvement in tourism.
• Few residents indicate they give input on tourism decision making,
with 38% reporting very little involvement and 33% reporting no
involvement. Just 4% report a lot of involvement.
• While most residents provide limited input on tourism-related matters,
most have contact with tourists, with only 12% noting they have no
contact and 45% indicating they have moderate to a lot of contact.
• A small group report that they are directly (9%) or indirectly (9%)
employed in tourism.
• Many residents (61%) had out-of-town guests stay with them in 2017,
with an average of 6.5 guests.
• 8% indicate they have paying customers stay, with an average of
4.8 guests.
Tourism’s Economic Impact
Residents were asked about tourism’s role in Sedona’s
economy and appeared fairly knowledgeable about the
economic implications of tourism. When asked to estimate
the percentage of jobs in Sedona attributed to tourism:
• 48% of respondents believe that 61-80% of Sedona’s jobs are
tourism related.
• 26% believe 41-60% of jobs are tourism related.
• Residents recognize tourism as an important contributor to the city’s
operating budget, with 42% stating a belief that 61-80% of the
budget comes from visitor spending, and 29% believing 41-60%
comes from visitors.
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Tourism’s Quality of Life Role
and Future Role
Residents are aware of the influence of tourism on community amenities.
Large percentages indicate tourism has a great impact on five amenities:
• Variety of restaurants 91%
• Variety of festivals and events 80%
• Variety of retail/shopping 71%
• Variety of outdoor recreation opportunities 71%
• Variety of museums/arts/cultural venues and activities 61%
Residents were asked about the role tourism should play
in Sedona’s economy going forward.
• 43% say it should retain its current role
• 50% feel tourism should have a lesser role
• Few believe it should have either a greater role (6%) or no role (1%)
Residents were asked to rank the acceptability of
expanding several types of tourism development on
a five-point scale, with four and five being higher levels
of acceptability, and one being ‘not acceptable.’
The most acceptable type of tourism products lean toward outdoor
experiences and include:
• State/national parks and heritage sites 4.3
• Non-motorized trails 4.2
• Archaeological sites 4.0
• Outdoor recreation 4.0
• Public transportation 4.0
The least acceptable types of tourism products lean toward additional
accommodations and include:
• Motorized trails 2.2
• Airbnb 2.4
• Hotels/motels (2.8 ) and resorts (2.9 )
TABLE 3-6: 2018 TOURISM’S IMPACTS TO DIVERSITY OF AMENITIES
SOURCE: ASU – CST RESIDENT SURVEY
1 2 3
Community Amenities n None Little Great Mean
Variety of Restaurants
and Other Food and Beverage 342 2%7%91%2.9
Variety of Festivals and Events 344 3%17%80%2.8
Variety of Retail/Shopping 344 4%25%71%2.7
Variety of Nearby Outdoor
Recreation Opportunities 342 6%23%71%2.7
Variety of Museums/Arts/
Cultural Venues and Activities 340 6%33%61%2.6
TABLE 3-7: ACCEPTABILITY FOR ADDITIONAL INTEREST AND DEMAND
SOURCE: ASU – CST RESIDENT SURVEY
Expanded Interest
and Demand For:
1 2 & 3 4 & 5
n Not Moderate Very Mean
State/National Parks, Heritage Sites 345 3%15%82%4.3
Trails – Non-motorized 346 5%16%79% 4.2
Archaeological Sites 344 7%21%72%4.0
Outdoor Recreation Opportunities 346 6%23%71%4.0
Public transportation 347 4%28%68%4.0
Museums/Galleries 344 4%27%69%3.9
Festivals/Events 341 6%31%63%3.8
Wineries/Craft Breweries 344 4%38%58%3.7
Entertainment (Theaters, Music, etc.) 345 3%36%61% 3.7
Scenic Drives 337 12%28%60%3.6
Retail Stores/Shopping 340 6%45%49%3.5
Tour Services 343 15%40%45%3.2
Bed and Breakfasts/Inns 344 17%33%40%3.1
Spiritual/Metaphysical Activities 345 14%42%34%3.1
Resorts 340 26%40%34%2.9
Hotels/Motels 344 28%42%40%2.8
Airbnb 334 39%37%24%2.4
Trails – Motorized 343 44%36%19%2.2
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Residents were asked to rank the acceptability of
several kinds of economic development options on
a five-point scale.
The most acceptable options include:
• Medical and health 4.4
• Higher education 4.2
• Craft beverages 4.0
• Professional services 4.0
The least acceptable options include:
• Light manufacturing (2.6 ) and Construction (2.9 )
Tourism and outdoor recreation rank at the high end of moderately
acceptable (3.7 )
Residents were asked about the current situation
in Sedona and desired future conditions.
On average, all of the Sedona’s current features are in the range
of 2.0-4.6, where 3 means “about right,” 1 means “too little/few,” and
5 means “too much/many.”
The items that fall into the “too much/many” categories:
• Amount of traffic
• Number of tourists
Residents are fairly strong in wanting less of both of these elements in
the future. They feel the same about noise and lighting at night, though
somewhat less strongly.
Items of which residents say Sedona has “too little”:
• Public transportation
• Community walkability
Items that rank as being “about right”:
• Variety of attractions
• Restaurants
• Directional signage
TABLE 3-8: ACCEPTABILITY OF ECONOMIC DEVELOPMENT OPTIONS
SOURCE: ASU – CST RESIDENT SURVEY
1 2 & 3 4 & 5
Economic Activities n Not Moderate Very Mean
Medical and Health 368 1%16%83%4.4
Higher Education 365 5%20%75%4.2
Craft Beverages (Beer, Wine, etc.)366 2%32% 66%4.0
Professional Services 369 1%24%75%4.0
Retail and Other Services 365 2%35%63%3.9
Technology 366 4% 34%62%3.8
Tourism/Outdoor Recreation 371 5%37%58%3.7
Agriculture 363 12%42%46%3.4
Federal/State/Local Government 368 10%54%36%3.2
Construction 366 13%62%25%2.9
Light Manufacturing 368 22%45%23%2.6
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TABLE 3-9: ACCEPTABILITY OF ECONOMIC DEVELOPMENT OPTIONS
SOURCE: ASU – CST RESIDENT SURVEY
How do you rate
the current situation?
How much would you
like to see in the future?
Difference
Future – Current
n Mean Community Characteristics n Mean (Mean)
365 4.6 Amount of Traffic 363 1.4 -3.2
367 4.1 Number of Tourists 365 2.2 -2.0
363 3.6 Noise 364 2.2 -1.4
362 3.4 Lighting at Night 364 2.6 -0.8
359 3.0 Variety of Attractions 360 3.1 0.1
361 3.0 Restaurants 361 3.2 0.2
361 2.9 Directional Signs 358 3.2 0.2
361 3.0 Trails 360 3.3 0.3
341 2.8 Disabilities Access 342 3.3 0.4
360 2.8 Built Environments 359 3.4 0.7
358 2.5 Parking Lots 357 3.5 1.1
356 2.5 Roads 358 3.6 1.1
348 2.4 Public Restrooms 350 3.6 1.2
365 2.4 Overall Community Walkability 365 3.9 1.5
363 2.0 Public Transportation 359 4.1 2.1
CURRENT SITUATION SCALE: (1) Too Little - - - (3) About Right - - - (5) Too Much FUTURE CHANGE SCALE: (1) Prefer Less - - - (3) Keep As Is - - - (5) Prefer More
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Residents were asked about several scenarios relating to
changing amounts of tourism activity.
• Most agree they would support current tourism levels if traffic
flows improve. 60% agreed or strongly agreed.
• They lean toward supporting current tourism levels if Sedona adopts
a sustainable approach to tourism management. 46% agreed
or strongly agreed.
• Residents do not support less tourism if it means less city service
or the assessment of a city property tax. 25% and 21%
agreed or strongly agreed, respectively.
• Residents do not support more tourism if it results in a broader
range of community amenities. 20% agreed or strongly agreed.
Residents were asked to rate the importance of and their
satisfaction with several quality-of-life indicators related
to tourism. The largest gap between importance and
satisfaction is:
• Crowding of roads is very important (4.6 on a 5-pt scale where
5 is “extremely important”) with low satisfaction (1.7 on a 5-pt scale
where 5 is “extremely satisfied”).
• Other kinds of crowding in Sedona rate high in importance and
low in satisfaction (4.2 and 2.3, respectively).
• Crowding in Uptown (3.8 and 2.1 ).
• Crowding on trails (4.3 and 2.5 ).
Residents were asked about the importance of
sustainability practices in Sedona.
• The most important practices are “Leave No Trace principles in parks
and on public lands” (a mean of 4.6 on a 5-point scale where 5 is
“very important”).
• Locally-owned and operated tours and attractions that are gentle
to the environment (4.3 mean).
• Of lesser importance is sustainability certification for
businesses (3.7 mean).
FIGURE 3-3: Residents were also invited to add comments on the
survey form. Themes most-often mentioned included traffic and
congestion, transportation, overtourism, short-term rentals, and public
green spaces. Key words cited most frequently in these comments
are presented in the word cloud on the following page.
(Source: ASU – CST Resident Survey)
TABLE 3-10: QUALITY OF LIFE – IMPORTANCE AND SATISFACTION
SOURCE: ASU – CST RESIDENT SURVEY
Importance Satisfaction Satisfaction- Importance
n Mean Quality of Life Factors n Mean (Mean)
354 4.6 Crowding of Roads 352 1.7 -2.9
351 4.2 Crowding in Other Areas of Sedona 345 2.3 -1.9
351 3.8 Crowding in Uptown 346 2.1 -1.7
349 4.2 Crowding of Trails 348 2.5 -1.7
355 4.7 Peace and Quiet 353 3.2 -1.5
355 4.8 Conservation of Natural Areas 348 3.4 -1.4
356 4.8 Clean Air and Water 350 3.5 -1.3
352 4.2 Fair Prices of Goods and Services 347 3.0 -1.2
352 4.8 Limited Litter and Vandalism 344 3.7 -1.1
354 4.8 Attractiveness/Cleanliness 348 3.7 -1.1
357 4.6 Preservation of Cultural/Historic Sites 348 3.6 -1.0
352 3.7 Diversity and Quality of Employment 340 2.8 -0.9
355 4.8 Safety/Lack of Crime 349 4.0 -0.8
349 3.6 Diverse Economy 343 2.8 -0.8
350 3.9 Cultural Activities for Residents 346 3.2 -0.7
354 4.7 Public Safety (Police, Fire, etc.)349 4.1 -0.6
354 4.2 Quality Recreation Opportunities 348 3.6 -0.6
348 4.2 High Standard of Living 342 3.5 -0.7
348 3.9 Adequate Tax Revenues to Support City Services 341 3.3 -0.6
351 3.5 Reasonable Real Estate Costs 348 3.1 -0.4
339 3.6 Authentic Culture 335 3.3 -0.3
344 3.7 Community Identity 336 3.4 -0.3
351 3.1 Tourist Spending 347 3.2 0.1
IMPORTANCE SCALE: (1) Not at All Important - - - (5) Extremely Important
SATISFACTION SCALE: (1) Not at All Satisfied - - - (5) Extremely Satisfied
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crowding
city-budget noise
taxes
short-term-rentals
public-green-transportation
overtourism
art-culture
job-salary
road-construction pollution
traffic-congestion
local-businesses
medical-care
airport
fire-dangeraffordable-housing
FIGURE 3-3
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Business Survey Research
Plan development included collecting new primary data from Sedona’s
businesses, derived from a list of business owners or managers provided
by the SCC&TB.
The email survey was conducted in June 2018. The 33 survey questions
were programmed into Qualtrics, a well-respected on-line survey platform.
262 completed surveys were received.
Demographics
• More than half (56%) of respondents consider themselves a
tourism business.
• 84% recognize that they benefit from the tourism industry.
• Respondents have been in operation in Sedona an average of 18 years.
• 57% of responding business owners live in Sedona;
24% live in the general Sedona area, and 19% live outside the area.
• 76% employ 10 or fewer full-time employees; 87% have 10 or fewer
part-time employees, and 91% have 10 or fewer seasonal employees.
• 37% say all of their employees live in Sedona; 27% say more than half
but not all their employees live in Sedona, 26% say less than half live in
Sedona. 10% say none of their employees live in Sedona.
• Most employees park in their employer’s private lot (69%), with
designated public parking lots (18%) and free street parking (13%)
also in use.
• Over three-quarters of employers (78%) say none of their employees
walk or bike. 21% indicate between 1-10 employees walk or bike
to work. Similar results were reported regarding employee use of
public transportation.
FIGURE 3-4: BUSINESS CONNECTION TO TOURISM
SOURCE: ASU – CST BUSINESS SURVEY
Do you consider your business
a tourism business?
Does your business benefit from
the tourism industry?
84%
Yes
56%
Yes
16%
No
44%
No
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Tourism’s Role in the Economy
Business respondents have a strong understanding of the vital role
of tourism in the region’s economy.
• 8 out of 10 say tourism plays a significant role in the City having
no residential property tax.
• 37% believe visitor-paid taxes fund between 61%-81%
of the City’s budget.
• 51% place the number of tourism jobs at 61%-80% of the total
jobs in the region.
Business owners/managers were asked if tourism should
play a different role in Sedona in the future:
• Similar role 57%
• Less of a role 22%
• Greater role 21%
• No role 0%
When asked what economic activities are most acceptable for the Sedona
region, business perspectives vary significantly from those of residents.
Tourism and outdoor recreation are viewed as a top economic activity,
followed by medical/health, higher education, and professional services.
Government offices, construction, and light manufacturing rank lowest.
TABLE 3-11: ACCEPTABILITY OF ECONOMIC ACTIVITIES
SOURCE: ASU – CST BUSINESS SURVEY
1 2 & 3 4 & 5
Economic Activities n Not Moderate Very Mean
Tourism/Outdoor Recreation 188 1%17%82%4.3
Medical and Health 191 2%25%74%4.2
Higher Education 191 0%25%75%4.2
Professional Services 191 2%28%71%4.2
Craft Beverages (Beer, Wine, etc.)191 1%28%72%4.1
Retail and Other Services 191 1%35%64%4.1
Technology 191 7%40% 53%3.9
Agriculture 190 8%52%40%3.6
Federal/State/Local Government 191 7%46%47%3.3
Construction 190 11%59%31%3.4
Light Manufacturing 189 1%17%82%3.0
SCALE: (1) Not Acceptable - - - (3) Moderately Acceptable - - - (5) Very Acceptable57%
Similar Role
22%
Less of a Role
21%
Greater Role
0%
No Role
FIGURE 3-5: FUTURE ROLE FOR TOURISM
IN SEDONA’S ECONOMY
SOURCE: ASU – CST BUSINESS SURVEY
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Sedona’s Quality of Life
Businesses were asked to rate the importance of
factors influencing Sedona’s quality of life, and their
current satisfaction with the associated factor.
Factors that rate most highly in importance are:
• Safety/lack of crime
• Limited litter and vandalism
• Clean air and water
• Conservation of natural areas
• Overall attractiveness and cleanliness of the city
Businesses are least satisfied with:
• General crowding on roads, trails, in the Uptown area,
and other areas (e.g., Oak Creek Canyon)
• Real estate costs
• The diversity of Sedona’s economy
TABLE 3-12: COMMUNITY FACTORS – IMPORTANCE AND SATISFACTION
SOURCE: ASU – CST RESIDENT SURVEY
Importance Satisfaction
n Mean Quality of Life Factors n Mean
179 4.8 Safety/Lack of Crime 172 4.3
176 4.8 Limited Litter and Vandalism 173 4.1
179 4.7 Clean Air and Water 173 3.9
180 4.7 Conservation of Natural Areas 173 3.7
180 4.7 Attractiveness/Cleanliness 172 4.1
180 4.4 Preservation of Cultural/Historic Sites 173 3.9
180 4.4 Crowding of Roads 175 2.2
180 4.3 Quality Recreation Opportunities 172 3.8
179 4.3 Fair Prices of Goods and Services 174 3.1
177 4.2 Diversity and Quality of Employment 173 3.0
178 4.2 Tourist Spending 175 3.8
178 4.2 High Standard of Living 173 3.7
177 4.2 Cultural Activities for Residents 173 3.3
180 4.2 Peace and Quiet 172 3.7
178 4.1 Adequate Tax Revenues to
Support City Services 173 3.7
178 4.1 Reasonable Real Estate Costs 174 2.8
179 4.1 Diverse Economy 173 2.8
180 4.1 Crowding of Trails 173 2.8
178 4.1 Crowding in Other Areas of Sedona 173 2.5
179 4.1 Community Identity 173 3.7
179 3.9 Crowding in Uptown 172 2.5
177 3.9 Authentic Culture 171 3.4
IMPORTANCE SCALE: (1) Not at All Important - - - (5) Extremely Important
SATISFACTION SCALE: (1) Not at All Satisfied - - - (5) Extremely Satisfied
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Sustainability Initiatives
Sustainability initiatives were rated for their importance.
• Businesses rate “Leave No Trace principles in parks” and “local
spending and retention” as the two most important initiatives.
• Sustainability certification receives the lowest importance rating.
Businesses provided open-ended comments about sustainability ideas.
The following were most common:
• Mandatory recycling/more recycling bins in town
• Outlaw nylon and plastic bags, straws, and bottles
• Environmental education
• More signs to encourage eco-tourist behavior
FIGURE 3-6: The frequency of words in these comments was
incorporated into a word cloud (below). By a wide margin, traffic and
transportation are the words most frequently used. Environmental,
housing, and overtourism are also high-frequency words.
(Source: ASU – CST Business Survey)
TABLE 3-13: IMPORTANCE OF SUSTAINABILITY INITIATIVES
SOURCE: ASU – CST BUSINESS SURVEY
1 2 & 3 4 & 5
Sustainable Initiatives n Not Moderate Very Mean
Parks that promote
Leave No Trace principles 199 7%15%79% 4.2
Businesses where spending
is retained locally 199 7%22%71%4.0
Locally owned and operated tours or
attractions that do not put stress on the
surrounding environment
199 7%24%70%3.9
Recognitions such as that by the
International Dark Sky Association 199 9%27%64%3.8
Businesses that implement
environmental practices 199 9%29%63%3.8
Low impact transportation options
such as public transportation, bike share,
or pedestrian walkways
199 9%35%57%3.6
Businesses that have
sustainability certification 199 17%43%40%3.1
SCALE: (1) Not Important - - - (3) Moderately Important - - - (5) Very Important
traffic-transportationtaxes
quality-of-life sustainable-building
city-budget populationeducation-system
benefits-from-tourism noise
jobs marketingdark-sky
short-term-rentals
overtourism
local-business housing
CCVB
environmental-issues
FIGURE 3-6
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63%
Overnight
37%
Day Trip
55%
First Time Visitor
Visitor Survey Research
ASU researchers conducted a two-page on-site survey with visitors at
six locations in town and at popular attractions and trailheads from January
to July 2018. Surveys were administered over 14 randomly-selected
weekdays and weekends during 215 hours of field work. 1,657 visitors
were approached and 1,001 surveys were completed, a 60%
response rate.
Demographics
• The average age of the respondent was 47, with the largest age groups
being 50-64 (30%) and 18-34 (28%).
• Women (53%) respondents were slightly more common than
men (47%).
• 9 out of 10 visitors (91%) were from the U.S. and 9% were
international. Canada comprised 69% of the international visitor segment.
• Of the U.S. respondents, 35% were from Arizona. California residents
(14%) comprised the second largest U.S. segment.
• Average party size was 3.6 persons and ranged from one person to
as many as 50. The most common group size was two persons.
• Most visitors (63%) stayed overnight in the Sedona area.
37% were day visitors.
• Those who stayed overnight averaged 3.5 nights in Sedona. The most
common length was 2 nights.
• Arizona residents were more likely to be on a day trip (58%) than
an out-of-state travel party.
• Hiking is the most popular activity in the visitor survey (72%),
followed by shopping (68%), sightseeing (68%) and dining (66%).
Visitor Satisfaction
• 55% of visitor respondents rate Sedona as “excellent.”
• 42% rate the destination as “above average.”
• 3% Sedona rate as “average.”
• No one gave the destination a “below average” rating.
• Overnight visitors have significantly higher satisfaction
(59% “excellent”) than day trip visitors (48% “excellent”).
In-state visitors were twice as likely to be repeat visitors compared to
out-of-state or foreign visitors. Out-of-state and foreign visitors were
somewhat more likely to be first-time visitors, with 6 of 10 indicating
a first trip to Sedona.
Out-of-state (73%) and foreign (70%) visitors were much more likely
than in-state residents (42%) to stay overnight in Sedona.
FIGURE 3-7: VISITOR TRIP ORIENTATION
SOURCE: ASU – CST VISITOR SURVEY
Is this your first
visit to Sedona?
How long is your
visit to Sedona?
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Sustainability Interests
Visitors were asked about the importance of sustainability
practices at their vacation destinations.
• “Leave No Trace principles in parks and on public lands” rates highest
(4.3 mean on a 5-point scale, where 5 is “very important”).
• Locally-owned and operated tours and attractions that are gentle
to the environment is next (4.0 mean).
• Two lower-rated practices are sustainability certification by businesses
(3.5 mean) and communities recognized by the International Dark-
Sky Association (3.4 mean).
Visitors were asked about the current situation in Sedona
and desirable future conditions.
On average, current Sedona features range from 2.6-3.5 ,
where 3 means “about right.”
Regarding future desirability, items skewing toward “want less” include
amount of traffic and number of tourists. Items skewing toward
“want more” include parking lots, public transportation, and restrooms.
The most-visited places are Uptown (79% visited) and
Oak Creek Canyon (74%).
From 1-3% of visitors attempt to visit a place in Sedona and can’t find
parking, including in Uptown and Tlaquepaque. 2-6% avoid a place
because of crowds. Only 3-6% indicate intentionally visiting a place
during a slow period. These findings suggest there is strong potential
to influence how and when visitors experience destination attractions.
TABLE 3-14: IMPORTANCE OF SUSTAINABLE INITIATIVES
SOURCE: ASU – CST VISITOR SURVEY
1 2 & 3 4 & 5
On a vacation, I look for...n Not Moderate Very Mean
Parks that promote the
Leave No Trace principles 986 3%16%81%4.3
Locally owned and operated tours or
attractions that do not put stress on the
surrounding environment
985 3%22%75%4.0
Businesses that implement
environmental practices 979 4%30%66%3.8
Low impact transportation options
such as public transportation, bike share,
or pedestrian walkways
981 6%33%61% 3.7
Businesses where spending
is retained locally 976 9%32%59%3.6
Businesses that have
sustainability certification 966 8%37%55%3.5
Communities recognized by the
International Dark Sky Association 928 16%33%51%3.4
SCALE: (1) Not Important - - - (3) Moderately Important - - - (5) Very Important
FIGURE 3-8: VISITOR SATISFACTION
SOURCE: ASU – CST VISITOR SURVEY
54.9%
Excellent
42%
Above Average
3%
Average
0.1%
Below Average
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TABLE 3-15: FEATURES OF SEDONA – CURRENT CONDITIONS/FUTURE DESIRES
SOURCE: ASU – CST VISITOR SURVEY
How do you rate
the current situation?
How much would you
like to see in the future?
n Mean Features of Sedona n Mean (Mean)
947 3.5 Amount of Traffic 918 2.5 -1.0
944 3.4 Number of Tourists 908 2.8 -0.6
896 3.3 Shopping 869 3.1 -0.2
874 3.2 Built Environment 852 3.0 -0.2
894 3.1 Noise 870 2.9 -0.2
827 3.0 Lighting at Night 803 3.0 0.0
857 3.1 Hotels 836 3.1 0.0
867 3.1 Roads 855 3.2 0.1
904 3.1 Directional Signs 881 3.2 0.1
902 3.1 Variety of Attractions 875 3.2 0.1
889 3.1 Walking Space in Town 863 3.3 0.2
799 3.0 Disabilities Access 776 3.2 0.2
898 3.1 Restaurants 877 3.3 0.2
877 3.1 Trails 856 3.4 0.3
838 2.9 Interaction with Residents 818 3.2 0.3
889 2.9 Restrooms 862 3.4 0.5
806 2.7 Public Transportation 787 3.4 0.7
871 2.6 Parking Lots 857 3.6 1.0
CURRENT SITUATION SCALE: (1) Too Little - - - (3) About Right - - - (5) Too Much FUTURE CHANGE SCALE: (1) Prefer Less - - - (3) Keep As Is - - - (5) Prefer More
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TABLE 3-16: VISITOR BEHAVIORS IN VISIT ACTIVITY
SOURCE: ASU – CST VISITOR SURVEY
Intentionally visited only during slow time
Avoided because of crowds
Attempted to visit but no parking
Unaware or not interestedPlacesnVisited
SCC&TB*745 159 (21%)20 (3%)14 (2%) 10 (1%)542 (73%)
Red Rock Scenic Byway 822 492 (60%)53 (6%) 16 (2%) 9 (1%)252 (31%)
Uptown Sedona 886 698 (79%)34 (4%)29 (3%) 18 (2%)107 (12%)
Oak Creek Canyon 870 646 (74%)46 (5%)13 (2%) 6 (1%)159 (18%)
Chapel of the Holy Cross 858 520 (60%)40 (5%)28 (3%)23 (3%)247 (29%)
Tlaquepaque/Hillside 779 433 (54%)25 (3%)23 (3%) 8 (1%)310 (39%)
Airport Scenic Overlook 776 269 (35%) 26 (3%)14 (2%) 13 (2%) 454 (58%)
Slide Rock State Park 790 390 (49%)38 (5%)46 (6%) 18 (2%) 298 (38%)
Red Rock State Park 786 449 (57%)42 (5%)21 (3%) 14 (2%)260 (33%)
Vortex Sites 741 256 (35%)29 (4%)16 (2%) 7 (1%) 432 (58%)
Red Rock Crossing 763 346 (46%)24 (3%)22 (3%) 10 (1%)361 (47%)
Palatki & Hononki Heritage Site 704 88 (13%)28 (4%)16 (2%) 8 (1%)564 (80%)
Cathedral Rock Trail 757 272 (36%)30 (4%)15 (2%)17 (2%)423 (56%)
Soldier Pass Trail 711 134 (19%)33 (5%)18 (3%) 9 (1%)517 (72%)
Devil’s Bridge Trail 735 202 (28%)38 (5%)22 (3%) 23 (3%)450 (61%)
*The Chamber was added after the first survey day, as it was not included in the form on the first day of surveying.
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Other Input Processes
Public lands managers and nonprofit leaders participated in separate
90-minute focus groups. Participants were selected with the help of
the SCC&TB. The sessions were held on the same day at a hotel conference
room in Sedona, with three ASU faculty facilitators.
Land Managers Focus Group
Nine participants representing local, state, tribal, and federal management
agencies working in Sedona and the region attended:
• City of Sedona
• Yavapai County
• Red Rock State Park
• Arizona Parks and Trails
• Arizona Game and Fish Department
• Yavapai Apache Nation
• National Park Service, River and Trails
• U.S. Fish and Wildlife Service
• Coconino National Forest
Each participant identified three challenges their organization faces
in managing tourism and recreation resources, and discussed potential
solutions. Challenges and solutions centered on the following themes:
Challenges
• Balancing visitor use with protection of natural and cultural resources
• Greater influence over user behavior
• Gaining public support (diverse needs and priorities)
• Lack of long-term planning
Solutions
• Managing visitors (distribution to low concentration areas)
• Education and interpretation (both communities and visitors)
• Collaboration among agencies and communities (for funding, data,
educating public and visitors, long-term planning, consistent policies)
Nonprofit Organizations Focus Group
Ten participants from area nonprofits took part:
• Traffic Matters
• Verde Valley Cyclists Coalition
• Oak Creek Watershed Council
• Friends of the Verde River
• Verde Valley Nature Organization
• Keep Sedona Beautiful
• Sedona Red Rock Trail Fund
The participants identified challenges and potential solutions. Discussion
centered on the following topics:
Challenges
• Increased visitors (new flow, unaware tourists, tourist behavior)
• Transportation (traffic – trail and road, parking)
• Housing affordability – unregulated lodging
• Environmental quality (water, air, light, wildlife, garbage)
Solutions
• Education and outreach (residents, businesses, tourists)
• Resident engagement – festivals, events, workshops on sustainability
issues (water use, gardening, native plants)
• Tourist education – fire, wildlife, trash, LNT ethics
• Business partnerships – dark sky, redistributing visitors, passing
information to tourists related to fire
• Collaboration – communities, nonprofit, businesses, Chamber
• Involve and fund nonprofits; facilitate tourist donations to nonprofits
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Open Public Forums
Preliminary research findings were presented at two public input sessions
at the Sedona Rouge. Attendees broke into groups to discuss five key
tourism themes.
Interested parties unable to attend could offer their input through a
dedicated website. The discussions were wide-ranging with the following
themes most prominent:
Accommodations and Visitation
• Need to manage new construction of visitor accommodations.
• Expanded environmental requirements to help moderate impacts.
• New approaches to address short-term rentals and growth
in that segment.
• Move to expand environmental programs for hoteliers, ensuring they
are partners in connecting sustainability with visitors.
Sedona Chamber of Commerce
& Tourism Bureau Roles
• Need to refine marketing priorities.
• Focus on dispersion of visitors beyond the most-visited sites.
• More efforts to bring visitors when city is not busy.
• Support roles in broader management initiatives, product development,
and community reinvestment.
Transportation
• High interest in implementation of Sedona in Motion and Transit Study.
• Need for new approaches to influence visitor flow management.
Product Development/Enhancement
• Need for new concepts and experiences to keep Sedona fresh.
• Desire to expand regionalization – connect more than just products
in the city.
• Establish new ways to use tourism experiences to help restore
the environment.
Environmental
• Keep air and water quality high – don’t let overtourism negatively impact.
• Build on dark sky recognition – important attribute of Sedona.
• Do more to address recreational vehicle and helicopter noise.
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Summary of Key Findings
Tourism Industry and the SCC&TB
• Tourism is a critical economic cluster for Sedona. Sustainability
and vitality of the tourism industry must be kept in mind as planning
elements develop.
• Sedona’s hotel and timeshare inventory have expanded minimally in the
past decade. There are currently approximately 4,000 units available.
• Short-term rentals have grown significantly in the past two years
following the passage of SB1350. There are currently more than 825
listings for STRs in the broader Sedona region.
• Sedona’s visitor industry has regained health in recent years following
the Great Recession and Oak Creek Canyon fire, making important
strides in building visitor demand during need periods and in attracting
higher-value visitors who can contribute more to Sedona’s economy.
• Approximately 40% of the SCC&TB’s resources are allocated to
marketing and promotional activities; the balance is directed
to destination management, such as greeting guests at the Visitor Center,
helping develop transportation solutions, and working to stimulate
new experiences that resonate with both visitors and residents.
• SCC&TB marketing efforts have been an important element in
diversifying seasonality and attracting high-value segments.
• When significant changes in marketing occur, clear economic impacts
can be expected, as demonstrated by reduced performance in summer
2018 related to a pause in marketing in the Phoenix area.
• Gains in the tourism industry have resulted in traffic congestion,
overcapacity issues in popular community areas and on certain trails,
shortages in affordable housing, and degradation of the natural
environment.
Sedona Residents
• While almost half of surveyed homeowners say they have moderate
to a lot of contact with visitors, almost three-quarters say they provide
very little or no input on tourism decision making.
• Residents are aware of the tourism industry’s economic benefits,
including its contribution to jobs, funding of the City’s operating budget,
and diversifying amenities such as the range of restaurants, retail,
festivals, and outdoor recreation.
• When asked about the appropriate role of tourism, 43% say tourism
should have about the same role in the future as it has currently,
with 51% saying it should have a lesser role.
• Medical/health, higher education, craft beverages, and professional
services are most highly rated as desirable economic developments.
Tourism ranked in seventh place.
• Residents accept certain economic development that can increase
tourist interest and demand, including state and national parks,
non-motorized trails, archaeological sites, and general outdoor
recreational opportunities. They do not support additional hotels, short-
term rentals, and motorized trails as tourism-development elements.
• Quality of life is of great interest to Sedona residents with conservation
of natural areas, clean air and water, limited litter, attractiveness/
cleanliness, and safety/lack of crime the most prominent QOL features.
• Residents desire decreases in traffic, the number of tourists, noise,
and night lighting. They express a desire for increases in roads, public
restrooms, community walkability, and public transportation.
• Almost two-thirds agree or strongly agree they would support current
tourism levels if traffic flow improves. Just less than half say they
would support current tourism levels if Sedona adopts a sustainable
management approach. Residents do not support less tourism if
it means less city service or assessment of a city property tax.
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Sedona Businesses
• Half of Sedona businesses consider themselves tourism businesses.
84% recognize they benefit from tourism.
• Approximately three-quarters of Sedona businesses have fewer
than 10 employees.
• Just over half of responding business owners live in Sedona.
• Sedona business owners understand tourism’s economic impact, showing
awareness of visitor-paid taxes supporting the municipal budget, the
high percentage of regional jobs related to tourism, and tourism’s impact
obviating the need for a city property tax.
• Just over half of business owners say tourism should retain its current
role in the economy; the balance of respondents split roughly equally
between saying it should play a greater role, versus a lesser role.
• Tourism ranks number one as the most appropriate economic
development activity for Sedona, followed by medical/health, higher
education, and professional services.
• Safety, limited litter, clean air and water, conservation of natural areas,
and cleanliness are the most highly-rated quality-of-life factors.
• Crowding of roads and Uptown, crowding of trails, economic diversity,
and real estate costs are the quality-of-life factors with the highest
dissatisfaction scores.
• Businesses support sustainability practices, placing the greatest
importance on promoting Leave No Trace principles and supporting
businesses where spending is retained locally.
Sedona Visitors
• Hiking is the most frequent visitor activity, exceeding shopping and dining.
• 97% rate Sedona as above average or excellent.
• About two-thirds of visitors stay overnight in Sedona, with Arizona
residents more likely to be on a day trip.
• Visitors support sustainability initiatives, particularly Leave No Trace
and supporting locally-owned businesses that are sensitive to
the environment.
• Visitors express a desire to see reduced traffic, number of tourists,
range of shopping options, built environment, and noise.
• Very few visitors plan where and how they visit attractions or experiences
based on anticipated crowds or parking.
Other Areas of Input
• Public land entities and Sedona area nonprofits participated in focus
groups. Discussions centered on balancing visitor use and protection of
natural and cultural resources, ways to have greater influence over
visitor behavior, and approaches to gain public support relative to the
needs and priorities of the entities.
• More than 100 persons participated in public input sessions to
address accommodations and visitation levels, Tourism Bureau roles,
transportation, new opportunities for visitor experiences, and
environmental factors.
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Sustainability Strategy Implementation
Using the findings presented in Section 3 as a foundation,
this section outlines how Sedona’s tourism industry
should strategically position itself for the future. It outlines a
Mission Statement and the four strategic pillars of the Plan.
Sustainability Mission
The mission statement reflects the variety of community perspectives
incorporated into the Plan:
To lead the Sedona Tourism Industry in embracing
sustainability practices that enable the long-term
health of Sedona – its environment, an excellent quality
of life, long-term economic strength, and a positive
visitor experience.
Pillars
Four strategic pillars serve to
organize the objectives, strategies,
and tactics in the Plan. Each pillar
incorporates objectives and tactics
to ensure implementation of
the Plan. By carrying out the Plan,
Sedona will more fully maximize
the long-term sustainability of its
tourism industry.
The four pillars are:
Environment
Quality of the Economy
Resident Quality of Life
Visitor Experience
Long-Term Sustainability
Tactics
Objectives
Pillars
Mission
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Environment
Goal Statement: Lead the tourism industry in implementing sustainability principles,
positioning Sedona as a national and international leader in destination stewardship.
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Pillar Objectives
Implement new waste prevention, reduction, and diversion strategies focused on visitors
and their impacts in the Sedona regionA1
Expand programs that encourage minimal water usage and protect water qualityA2
Create new programs to help businesses and visitors moderate energy use
and utilize alternative forms of energyA3
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution),
and stimulate efforts for long-term sustainabilityA4
Take leadership role in educating and engaging businesses and visitors on sustainability initiatives
and encouraging visitors to be sensitive guests while in the destination A5
EACH OBJECTIVE ABOVE IS FOLLOWED BY A SET OF ASSIGNED TACTICS, WHICH INCLUDES THE FOLLOWING DETAILS:
Timeframe Short (12-18 months), Mid (2-3 years), Long (4-5 years).
Impacted
Pillars
Any pillars impacted by the tactic are depicted
with their corresponding icons.
Lead
Partner
The entity (or entities) primarily responsible for
moving the tactic forward.
Supporting
Partners Partners who will be integral in implementing the tactic.
Prospective
Metrics
Examples of the types of prospective metrics that will
help evaluate the effectiveness of tactical efforts.
Metrics and targets (if appropriate) will be developed by
the lead and supporting partners.
Description An explanation of the tactic providing insight
and key elements.
Assigned Tactics
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TACTIC A1.1 | Deploy wider range of recycling resources/
containers in high-visitation areas and create effective branding
to enhance utilization
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS Keep Sedona Beautiful, SCC&TB, Sedona Recycles, USFS,
State Parks, Sustainability Alliance, Sedona Compost
ALIGNING
RESEARCH Resident Survey, Visitor Survey, Nonprofit Focus Group
PROSPECTIVE
METRICS 1. Number of available containers and diversity
of geographic locations
2. Diversity of acceptable recycling materials
3. Recycling volumes
Surveys show visitors want to be part of a sustainability solution for Sedona. By
expanding the number and locations of recycling bins and other resources, Sedona
can increase visitor participation in recycling efforts.
Areas with high visitor volumes, whether in developed commercial areas, trailheads,
or other natural areas, should be prioritized.
SCC&TB should develop a marketing campaign to brand containers and encourage
visitor usage.
TACTIC A1.2 | Build the tourism industry’s understanding of local
recycling capabilities and ways to embrace
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Businesses, Sedona Recycles,
Sustainability Alliance
ALIGNING
RESEARCH Nonprofit Focus Group, Business Survey, Public Input
PROSPECTIVE
METRICS 1. Number of businesses participating in
recycling programs
2. Number of sustainability certified businesses
3. Recycling volumes
4. Benchmark through business surveys
5. Percentage of waste diverted
Many tourism-related businesses in Sedona recycle plastic and paper and limit
use of disposables.
There are opportunities to broaden participation and deepen understanding of recycling
and recyclable materials. SCC&TB will team with Sedona Recycles and supporting
partners to help businesses expand waste prevention efforts and reduce the volume
of material directed to area landfills.
Environment | Objective A1
Implement new waste prevention, reduction, and diversion strategies focused on visitors and their impacts in the Sedona region
Paper Compost LandfillGlass/Cans
Plastic
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TACTIC A1.3 | Expand the Sustainability Alliance Business
Certification program by creating a promotional program for
participating businesses
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Sustainability Alliance
SUPPORTING
PARTNERS SCC&TB, Sedona Businesses, Sedona Lodging Council
ALIGNING
RESEARCH GSTC, Nonprofit Focus Group
PROSPECTIVE
METRICS 1. Number of certified businesses
2. Number of enhanced certified levels and retention
The Sustainability Alliance is a coalition of Verde Valley nonprofits moving the region
toward sustainability. They coordinate a Sustainable Business Certification program
in Sedona and the region.
SCC&TB will work with the Alliance to develop materials that encourage visitors to
support businesses that demonstrate sustainability by achieving Bronze, Silver, and
Gold Alliance certifications. By providing businesses exposure and marketing incentives
to participate, these efforts will educate businesses on ways to embrace sustainability
and connect with visitors.
TACTIC A1.4 | Encourage ‘zero waste’ meetings and events
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Sustainability Alliance
SUPPORTING
PARTNERS SCC&TB, Sedona Event Organizers, Sedona Events Alliance,
Sedona Lodging Council
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group, Public Input,
Industry Best Practices
PROSPECTIVE
METRICS 1. Number and percentage of events engaging in
decreasing waste
2. Number and percentage of events certified as ‘zero waste’
3. Volume of waste reduction per event
Meetings and events are an important part of Sedona’s visitor industry. More can be
done to engage hotels and meeting planners to limit the waste generated by meeting
delegates and guests.
Led by the Sustainability Alliance, a mix of recommendations and educational/outreach
efforts will be directed to businesses hosting meetings and events.
‘Zero waste’ can become a Sedona theme in marketing to meeting planners.
The Sustainability Alliance will work with the SCC&TB to encourage signature events that
embrace ‘zero waste’ initiatives. Sedona will decrease waste, create awareness among
thousands who attend these events, and burnish a reputation as an environmentally
conscious destination.
Environment | Objective A1
Implement new waste prevention, reduction, and diversion strategies focused on visitors and their impacts in the Sedona region
Silver GoldBronze
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TACTIC A1.5 | Increase the number of water refilling stations
in the area
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Businesses, Sustainability Alliance,
State Parks, Keep Sedona Beautiful
ALIGNING
RESEARCH Residential Survey, Business Survey, Public Input,
Industry Best Practices
PROSPECTIVE
METRICS 1. Number and geographic dispersion of stations
2. Number of gallons dispersed at stations
As visitors reduce their use of disposable
water containers, the need for water
refilling stations increases. These stations
would be developed in high-use areas,
making it easy for visitors to embrace.
The stations can incorporate a common
brand theme tied to broader promotional
Sedona waste-prevention efforts.
TACTIC A1.6 | Expand the capacity of local organizations to deepen
the range of waste prevention and recycling
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER Sedona Recycles
SUPPORTING
PARTNERS SCC&TB, Keep Sedona Beautiful, Sustainability Alliance,
Sedona Compost
ALIGNING
RESEARCH Nonprofit Focus Group
PROSPECTIVE
METRICS 1. Diversity of acceptable recycling materials and volumes
2. Volumes of recyclable materials
There are types of recyclable waste that cannot be handled by Sedona Recycles and
Sedona Compost for reasons such as cost and required facility upgrades. This
tactic identifies which capacities and materials could most easily be expanded, along
with strategies to increase participation.
Environment | Objective A1
Implement new waste prevention, reduction, and diversion strategies focused on visitors and their impacts in the Sedona region
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Environment | Objective A1
Implement new waste prevention, reduction, and diversion strategies focused on visitors and their impacts in the Sedona region
TACTIC A1.8 | Encourage less consumption of single use plastics
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER Keep Sedona Beautiful
SUPPORTING
PARTNERS SCC&TB, City of Sedona, Sedona Businesses, Sedona Recycles
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group,
Industry Best Practices
PROSPECTIVE
METRICS 1. Range of visitor connections
2. Volume of water container recycling
3. Number of businesses participating in the
StrawFree Sedona program
4. Number of retail shops not using plastic bags
5. Number of businesses conducting waste audits
Many Sedona visitors use disposable water
bottles and many restaurants and stores
use plastic straws and bags/containers. The
city of Sedona will encourage and assist
businesses in conducting waste audits to
benchmark the origins of waste and
decrease use.
Keep Sedona Beautiful will lead the charge
in decreasing use of plastic bags at local
businesses.
The SCC&TB will build on the existing
StrawFree Sedona program to encourage
businesses and visitors to use alternatives
(refillable water bottles, paper straws,
canvas bags, etc.) to reduce disposable
plastics in Sedona. The SCC&TB will create
promotional campaigns to increase
participation among businesses and visitors.
TACTIC A1.7 | Educate and encourage businesses to implement
waste reduction and prevention programs
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Businesses, Sedona Recycles,
Keep Sedona Beautiful
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group, Industry
Best Practices
PROSPECTIVE
METRICS 1. Number of waste audits conducted
2. Number of purchasing audits conducted
3. Recycling volumes
4. Number of programs
This tactic encourages businesses to understand product purchasing from a sustainability
standpoint, then benchmarking their current waste levels.
A “waste audit” process could be developed to help businesses track the composition
and scale of waste. As new processes and purchasing initiatives are implemented,
the businesses can compare progress against their benchmarks. The community can
showcase businesses that have made significant progress in reducing waste, and share
their techniques.
Sustainable
Partnerships
Benchmark
Comparisons
Waste AuditProcess
RecyclingPrograms
Waste
Reduction/
Prevention
Programs
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Environment | Objective A2
Expand programs that encourage minimal water usage and protect water quality
TACTIC A2.1 | Encourage businesses to implement water
conservation programs
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Sedona Businesses, Sedona Lodging Council, Sustainability
Alliance, Keep Sedona Beautiful, Water Companies
ALIGNING
RESEARCH GSTC, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of businesses participating
in conservation programs
2. Volume of water off-set
3. Consumption levels
Many hotels currently incorporate water conservation programs, such as allowing
guests to reuse linens. This tactic encourages a broader range of conservation
opportunities in areas such as toilets/showers, HVAC, pools, gardens, and restaurants’
provision of water.
Best practices will be showcased to promote a culture of water sustainability to the
widest range of tourism-related businesses.
TACTIC A2.2 | Develop voluntourism opportunities that focus on
restoration and enhancement of Oak Creek and the Verde River
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNERS Friends of the Verde River, Oak Creek Watershed Council
SUPPORTING
PARTNERS SCC&TB, USFS, State Parks, Sustainability Alliance,
Keep Sedona Beautiful, Other Nonprofit Organizations
ALIGNING
RESEARCH Nonprofit Focus Group, Land Manager Focus Group, GSTC,
Industry Best Practices
PROSPECTIVE
METRICS 1. Number of voluntourism programs
2. Number of hours donated by volunteers
3. Number of visitors participating
Voluntourism is seeing more visitors give back to a destination as part of their travel
experience. The SCC&TB has embraced this concept with a voluntourism clean-up
partnership with the Oak Creek Watershed Council. More than 300 volunteers removed
more than 2,300 pounds of trash from trails around Sedona in 2018.
This tactic builds on this success, identifying other areas that merit attention, and
promoting volunteer programs that help connect tourism businesses and their guests
in voluntourism efforts.
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TACTIC A2.3 | Develop systems to monitor and report water quality
at high-visitation areas (e.g., Slide Rock State Park)
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNER Oak Creek Watershed Council
SUPPORTING
PARTNERS SCC&TB, USFS, State Parks, Sustainability Alliance,
ADEQ, Friends of the Verde River
ALIGNING
RESEARCH Nonprofit Focus Group, Land Manager Focus Group, GSTC
PROSPECTIVE
METRICS 1. Benchmark water quality testing
The quality of water in waterways heavily used by visitors is a long-standing issue and
more can be done to safeguard the health of waterways and visitors by monitoring
and reporting trends. This tactic focuses on educating visitors on how they affect water
quality and how they can help ensure healthy waterways. High-use areas such as
Slide Rock State Park would likely be targeted, along with attempts to change visitor-
use patterns to achieve improved conditions.
Environment | Objective A2
Expand programs that encourage minimal water usage and protect water quality
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Environment | Objective A3
Create new programs to help businesses and visitors moderate energy use and utilize alternative forms of energy
TACTIC A3.1 | Add additional vehicle charging stations in the
Sedona area
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Local Businesses
ALIGNING
RESEARCH GSTC, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of charging stations in and around Sedona
There are currently several charging stations around the City of Sedona. This tactic
will seek to expand the number and location of stations by educating businesses on
the installation process, cost incentives, and providing publicity in Chamber materials.
TACTIC A3.2 | Expand educational outreach on how businesses
and visitors can moderate energy use
IMPACTED
PILLARS |
TIMEFRAME Long-term (3-5 years)
LEAD PARTNERS Arizona Public Service, City of Sedona
SUPPORTING
PARTNERS SCC&TB, Local Businesses, Sedona Lodging Council
ALIGNING
RESEARCH GSTC, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of programs developed
2. Output of energy
3. Number of channels to connect with visitors
and businesses
This tactic engages Arizona Public Service in identifying and communicating ways
tourism businesses and their guests can moderate energy usage. Addressing lighting,
occupancy sensors, and “back of house” systems will help ensure Sedona businesses
decrease energy consumption and educate guests.
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TACTIC A3.3 | Launch programs that recognize businesses that
are using innovative approaches to moderate energy consumption
and show how others can duplicate
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNERS Arizona Public Service, City of Sedona
SUPPORTING
PARTNERS SCC&TB, Local Businesses, Sedona Lodging Council
ALIGNING
RESEARCH GSTC
PROSPECTIVE
METRICS 1. Number of programs developed
2. Number of businesses participating
This tactic envisions a program to identify businesses that are implementing best
energy-reduction practices.
A locally-directed promotional campaign will showcase businesses and the strategies
they use to reduce energy, encouraging other businesses to adopt similar strategies.
TACTIC A3.4 | Develop carbon offset programs and demonstrate
how visitors can support
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNER Northern Arizona Climate Change Alliance/NAU Climate Program
SUPPORTING
PARTNERS Sustainability Alliance, SCC&TB, City of Sedona,
World Survival Foundation
ALIGNING
RESEARCH GSTC, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of businesses participating in carbon
offset programs
2. Number of visitors participating in carbon offset programs
3. Value of the offsets
Visitors increasingly understand how their travel experiences contribute to carbon
dioxide emissions.
By identifying how Sedona businesses and their guests could contribute to an offset
fund, both can demonstrate a commitment to the sustainability of a sensitive destination
such as Sedona.
The lead and supporting partners organizations would develop a system for voluntary
business and guest contributions, materials on where the funds will be directed,
and information on how the funds will be used. This tactic will require a significant
timeframe to reach full implementation and is considered a longer-term approach.
Environment | Objective A3
Create new programs to help businesses and visitors moderate energy use and utilize alternative forms of energy
global warmingclimate
ozoneoceantemperature
greenhouse gases
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TACTIC A4.1 | Develop programs to achieve sustainable funding
for trail development and maintenance
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Sedona Red Rock Trail Fund
SUPPORTING
PARTNERS SCC&TB, USFS, Sedona Businesses
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group,
Land Manager Focus Group, Public Input
PROSPECTIVE
METRICS 1. Funding levels for trails
Lack of funds for trail maintenance and enhancement can lead to deterioration
as severe as that caused by heavy use.
The Sedona Trail Keepers is an SCC&TB initiative recruiting private sector partners
to donate for NFS trail preservation – generating more than $300,000. By expanding
this effort and finding additional innovative funding approaches, Sedona can help
ensure long-term trail sustainability.
TACTIC A4.2 | Advocate that development of private/public lands
is in alignment with sustainability goals
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Keep Sedona Beautiful
SUPPORTING
PARTNERS City of Sedona, USFS, State Parks, Sustainability Alliance,
SCC&TB, Counties
ALIGNING
RESEARCH Nonprofit Focus Group
PROSPECTIVE
METRICS 1. Number of times to weigh in on specific projects
2. Monitor open space availability
Several community organizations currently evaluate the potential impact of developing
private and public land in the Sedona area. Keep Sedona Beautiful will take the
lead in integrating these perspectives and providing input on development proposals
to ensure alignment with broader destination sustainability goals.
Environment | Objective A4
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution), and stimulate efforts for long-term sustainability
S E D ONA
T R A I L KEEPERS
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TACTIC A4.3 | Monitor trail utilization and implement programs that
distribute visitation
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER USFS
SUPPORTING
PARTNERS SCC&TB, Keep Sedona Beautiful, Sustainability Alliance
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group, Land Managers
Focus Group, Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Benchmark trail utilization
2. Benchmark erosion on trails
3. Minimize number of social trails
The United States Forest Service (USFS) currently monitors trail utilization, but there are
varying levels of confidence as to their accuracy. New or refined approaches are needed
to monitor trail usage. With enhanced understanding of usage, promotional efforts
can encourage visitors to use trails that can best accommodate additional volume.
Under the guidance of the USFS, programs such as Sedona’s Secret 7 will be enhanced
to disperse visitors to lesser-known areas.
TACTIC A4.4 | Investigate approaches to limit impacts of trailhead
parking in Sedona neighborhoods
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNERS USFS, City of Sedona
SUPPORTING
PARTNERS SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance, Homeowners Associations,
Counties, Sedona Red Rock Trail Fund
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group, Land Managers
Focus Group, Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of cars parking in neighborhoods
2. Survey specific areas impacted to benchmark improvements
Overflow parking at trailheads is a regional problem and is particularly prevalent
at trails within City of Sedona, where parking can overflow to adjoining neighborhoods.
Planning for new parking facilities, signage in neighborhoods, improved bicycle/
pedestrian access, and trailhead transit options is underway. By engaging the tourism
industry in efforts to find solutions and encouraging guests to embrace these solutions,
trailhead parking challenges can be more effectively addressed.
Environment | Objective A4
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution), and stimulate efforts for long-term sustainability
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TACTIC A4.5 | Encourage grandfathered businesses and residents
to implement dark sky-compliant lighting
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER Keep Sedona Beautiful
SUPPORTING
PARTNERS SCC&TB, City of Sedona, Sedona Businesses
ALIGNING
RESEARCH Resident Survey, Business Survey, Nonprofit Focus Group,
Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. KSB annual sign/light audit
2. Benchmark through business surveys
Sedona has achieved the coveted Dark
Sky Community designation from the
International Dark-Sky Association, and
all newer businesses operating in the
Sedona area are required to use dark
sky-compliant lighting.
This tactic encourages grandfathered
businesses to adopt such lighting, even
though they are not legally required
to do so. Incentives or grant funding may
motivate businesses to transition.
By building broad participation, Sedona
will be better positioned to maintain
and build on its dark sky designation.
TACTIC A4.6 | Develop voluntourism opportunities that focus
on restoration and enhancement of trails and lands
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER To Be Determined
SUPPORTING
PARTNERS SCC&TB, USFS, State Parks, Sustainability Alliance,
Keep Sedona Beautiful, Sedona Red Rock Trail Fund,
Other Nonprofit Organizations
ALIGNING
RESEARCH Nonprofit Focus Group, Land Managers Focus Group,
Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Number of voluntourism programs
2. Number of visitors participating in voluntourism programs
3. Number of hours donated
4. Number of miles of trails maintained by volunteers
Similar to the water-based voluntourism
efforts outlined in Tactic A2.2, this tactic
engages visitors in helping restore and
enhance Sedona’s trails.
Voluntourism trail-building experiences
would be developed and promoted by a
mix of Sedona organizations.
Environment | Objective A4
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution), and stimulate efforts for long-term sustainability
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TACTIC A4.7 | Encourage businesses and residents to eliminate
the use of pesticides and other chemical products that may negatively
impact the environment
IMPACTED
PILLARS |
TIMEFRAME Long-term (3-5 years)
LEAD PARTNER To Be Determined
SUPPORTING
PARTNERS SCC&TB, Keep Sedona Beautiful, Sustainability Alliance,
Oak Creek Watershed Council
ALIGNING
RESEARCH Public Input
PROSPECTIVE
METRICS 1. Benchmark through resident surveys
2. Benchmark through business surveys
Minimizing use of potentially damaging pesticides and other household chemicals
represents a sustainability opportunity for Sedona. Developing a thematic message
and educational materials in collaboration with nonprofits in the area, Sedona could
communicate a consistent message, increasing the potential for positive impacts.
Environment | Objective A4
Launch initiatives that lessen impacts to lands (including noise, air, and light pollution), and stimulate efforts for long-term sustainability
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TACTIC A5.1 | Adopt and expand Leave No Trace programs
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS USFS, State Parks, Keep Sedona Beautiful,
Sustainability Alliance, Sedona Businesses
ALIGNING
RESEARCH Resident Survey, Business Survey, Visitor Survey,
Nonprofit Focus Group, Land Managers Focus Group, Public
Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Range of messages and channels
2. Benchmark through visitor surveys
3. Measurement of litter on public lands
4. Number of social trails
5. Graffiti on public lands
Research shows Sedona’s visitors, businesses and residents are interested in supporting
sustainability initiatives. The Leave No Trace Center for Outdoor Ethics has heightened
awareness of the theme. There is a strong general awareness in Sedona of Leave
No Trace but there is a need for information on how to support the theme with action.
This tactic would educate visitors, businesses and residents on how to act on Leave No
Trace principles. Discouraging littering and removing rocks from USFS land (a federal
offense), respecting private property and the privacy of residents, respecting residential
areas, minimizing single-use plastics, recycling, and “pack in, pack out” are among the
messages that could be developed.
TACTIC A5.2 | Build on existing recognition programs to highlight
sustainable best practices by local businesses
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Sedona Businesses, Keep Sedona Beautiful,
Sustainability Alliance
ALIGNING
RESEARCH Business Survey, GSTC
PROSPECTIVE
METRICS 1. Benchmark through business surveys
2. Benchmark through visitor surveys
3. Number of programs that highlight businesses
A range of sustainability initiatives can be expected from Sedona tourism businesses
as the Environment Pillar goes into effect. A critical element in stimulating support
will be recognizing and prominently showcasing businesses taking leadership roles.
This tactic will build on existing community awards programs to promote recognized
businesses to the community and media. There are many opportunities to promote
excelling businesses online. The SCC&TB will lead the effort to ensure community and
visitor awareness of business sustainability initiatives by providing exposure of local
innovations to maximize their adoption around the community.
Environment | Objective A5
Take leadership role in educating and engaging businesses and visitors on sustainability initiatives and encouraging visitors
to be sensitive guests while in the destination
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TACTIC A5.4 | Develop a ‘Sedona Tourism Cares’ Pledge to help
businesses put their sustainability beliefs into action
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORT
PARTNERS City of Sedona, Keep Sedona Beautiful, Sustainability Alliance,
Sedona Businesses
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Development of a pledge
2. Number of businesses taking pledge
3. Benchmark through business surveys
A ‘Sedona Tourism Cares’ Pledge can serve as a formal commitment that businesses
are turning sustainable thinking into action.
This Pledge acknowledges the benefits of tourism and commits the signer to mitigating
the challenges while respecting, protecting, and preserving Sedona for future
generations.
TACTIC A5.3 | Develop a ‘Sedona Sensitive Visitor’ Pledge to help
connect and engage visitors
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORT
PARTNERS City of Sedona, Keep Sedona Beautiful, Sustainability Alliance,
Sedona Businesses
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Development of a pledge
2. Number of visitors taking pledge
3. Benchmark through visitor surveys
Destinations around the world use a “pledging” process to connect visitors to their
sustainability goals. See the Palau Pledge below.
A Sedona Pledge will engage visitors and heighten awareness of sustainability practices.
The SCC&TB would work with supporting organizations to ensure the Pledge has
broad support and is prominently presented to visitors.
Environment | Objective A5
Take leadership role in educating and engaging businesses and visitors on sustainability initiatives and encouraging visitors
to be sensitive guests while in the destination
1.a 2.a 3.a
1.b 2.b 3.b
SEDONA TOURISM CARES » LOGOMARK EXPLORATION
S E D ON
A
T
O
URISM C A R ESSEDO
N
A TOU R I S M CARESSE D O N A T O URIS
M
S E D O N A
T O U R I S M CARES
SEDO
N
A TOU R I S M CARESSE D O NA TO
U
RI
SM CARESChildren of Palau,
I take this pledge, as your
guest, to preserve and
protect your beautiful and
unique island home. I vow
to tread lightly, act kindly
and explore mindfully.
PALAU PLEDGE
REPUBLIC OF PALAU IMMIGRATION
Through the Pledge, businesses will commit:
• To join forces with the SCC&TB in
efforts to make Sedona the best place
to live, work, play and visit for
generations to come.
• To reduce impact on the environment
and society.
• To take actions to operate business
more sustainably.
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Quality of Life
Goal Statement: Protect and enhance the quality of life by mitigating impacts of tourism.
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EACH OBJECTIVE ABOVE IS FOLLOWED BY A SET OF ASSIGNED TACTICS, WHICH INCLUDES THE FOLLOWING DETAILS:
Timeframe Short (12-18 months), Mid (2-3 years), Long (4-5 years).
Impacted
Pillars
Any pillars impacted by the tactic are depicted
with their corresponding icons.
Lead
Partner
The entity (or entities) primarily responsible for
moving the tactic forward.
Supporting
Partners Partners who will be integral in implementing the tactic.
Prospective
Metrics
Examples of the types of prospective metrics that will
help evaluate the effectiveness of tactical efforts.
Metrics and targets (if appropriate) will be developed by
the lead and supporting partners.
Description An explanation of the tactic providing insight
and key elements.
Assigned Tactics
Pillar Objectives
Implement new infrastructure and multi-modal solutions to facilitate visitor traffic flows
and enhance access to key destinationsB1
Expand use of technology to help solve transportation challengesB2
Deepen engagement with Sedona residents, expanding their knowledge of tourism
and efforts to manage it to an effective balanceB3
Develop new sustainability-focused experiences that resonate with both Sedona residents and visitorsB4
Manage current and future accommodations in ways that increase their balance
with long-term sustainability
Launch initiatives that lessen tourism impacts to residents (including noise, air, and light pollution)
to strengthen resident quality of life
B5
B6
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Quality of Life | Objective B1
Implement new infrastructure and multi-modal solutions to facilitate visitor traffic flows and enhance access to key destinations
TACTIC B1.2 | Develop programs and resources that enhance the
walkability of Sedona and encourage visitors to leave their cars
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Businesses, Local Media, Land Managers,
Verde Valley Cyclists Coalition, Sedona Mountain Bike
Coalition, Sedona Red Rock Trail Fund
ALIGNING
RESEARCH Resident Survey, Business Survey, Visitor Survey, Local Input
PROSPECTIVE
METRICS 1. WalkSedona.com utilization
2. Number of outreach efforts
3. Benchmark through visitor surveys
4. Estimates of trail and sidewalk uses
While the Transit Study and Sedona in Motion
will provide infrastructure and resources to
moderate congestion, engaging visitors to use
them will be critical.
The SCC&TB has developed WalkSedona.com,
which gets visitors out of their vehicles and
walking to many of Sedona’s key experiences.
Supporting partners will work with SCC&TB
to add ways to encourage visitors to explore
Sedona on foot. This tactic will also focus
on encouraging business promotion of these
programs.
The City of Sedona is undertaking a Bicycle
& Pedestrian Master Plan which will identify
improvements such as sidewalks, pathways,
trail connections and access.
TACTIC B1.1 | Build business support around SIM implementation
steps and the Phase One initiatives
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Sedona Businesses
ALIGNING
RESEARCH Local Input
PROSPECTIVE
METRICS 1. Number of industry outreach efforts
2. Benchmark through business surveys
Sedona in Motion (SIM), a mix of transportation projects resulting from the City’s
Transportation Master Plan, is underway. Transportation infrastructure projects include
new roadway and median improvements in Uptown that will improve traffic flows and
remove elements that cause slowing.
As SIM projects move forward, the SCC&TB will focus on tourism industry support, help
identify ways to minimize disruption during construction, and assist in maximizing visitor
understanding and usage.
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Quality of Life | Objective B1
Implement new infrastructure and multi-modal solutions to facilitate visitor traffic flows and enhance access to key destinations
TACTIC B1.3 | Explore new parking facilities where appropriate,
while moderating parking demand at high-visitation areas
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS Counties, USFS, SCC&TB
ALIGNING
RESEARCH Business Survey, Local Input
PROSPECTIVE
METRICS 1. Average occupancy of available spaces
2. Benchmark through visitor surveys
3. Benchmark through business surveys
The City is investigating new parking
options, such as structures or parking/
staging areas where visitors can convene
to be shuttled to key experiences.
While the City will lead these efforts,
broad tourism industry support is critical
to ensure parking solutions are embraced
by visitors.
Expanding parking availability may
potentially exacerbate already-congested
trailheads in neighborhoods; other
solutions might provide a more enhanced
guest and resident experience.
This tactic encourages businesses to
stay informed, and support and promote
these programs.
The City of Sedona is currently undertaking
an Uptown Parking Garage Study which
will inform the next steps of this tactic.
TACTIC B1.4 | Promote alternative visitor destinations, routes, and
times to moderate areas of greatest congestion – monitor congestion
and communicate both real-time conditions and alternative routes
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS ADOT, SCC&TB
ALIGNING
RESEARCH Visitor Surveys, Local Input
PROSPECTIVE
METRICS 1. Number of traffic days when wait times exceed
standard averages
2. Benchmark traffic volumes
3. Benchmark through visitor surveys
This tactic is an effort to moderate
congestion and vehicular volumes as
visitors approach Sedona.
Interstate 17 and SR 179 are the preferred
routes for most visitors. This can lead
to congested roadways, particularly
between the Village of Oak Creek and
Sedona and as visitors drive SR 89A
from Oak Creek Canyon.
This tactic calls for a coordinated effort
between the City of Sedona, ADOT
and the SCC&TB to develop systems to
monitor flows on these roadways and
find new ways to communicate real-time
information to drivers.
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Quality of Life | Objective B1
Implement new infrastructure and multi-modal solutions to facilitate visitor traffic flows and enhance access to key destinations
TACTIC B1.6 | Promote a full range of multi-modal transportation
options, actively promoting their use among visitors
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Land Managers, State Parks,
Private Business Rental Operations and Hotels
with Bike Share Programs
ALIGNING
RESEARCH Resident Survey, Business Survey, Visitor Survey,
Local Input, GSTC
PROSPECTIVE
METRICS 1. Number of industry outreach efforts
2. Benchmark through visitor surveys
3. Benchmark through business surveys
4. Utilization numbers
Additional multi-modal transportation alternatives will likely evolve in Sedona, ranging
from biking (share programs, motorized options) to new forms of small electric vehicles.
As this occurs, the SCC&TB will educate visitors on their availability and best ways
to use these options.
Visitor-industry businesses will be encouraged to support these options, helping minimize
the number of cars on Sedona streets.
TACTIC B1.5 | Build business support and visitor utilization of
Sedona Transit to enhance effectiveness
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Businesses
ALIGNING
RESEARCH Resident Survey, Business Survey, Public Input, GSTC
PROSPECTIVE
METRICS 1. Number of businesses engaged in project
2. Number of industry outreach efforts
3. Transit utilization figures
4. Benchmark business surveys
The Greater Sedona/Oak Creek Canyon Transit System Development and Implementation
Plan is underway, assessing the viability of – and planning for – transit services across
multiple jurisdictions. The Plan focuses primarily on shuttle service for recreational and
tourism-oriented locations within and between the Sedona area and Oak Creek Canyon.
The tactic focuses on working with the City of Sedona on marketing materials to help
tourism businesses educate guests and promote use of transit.
Reducing vehicular traffic volume will significantly impact Sedona residents and their
quality of life. New survey initiatives will be implemented to track visitor knowledge and
use of the system, and levels of satisfaction.
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TACTIC B2.2 | Utilize new technologies to help visitors understand
options of getting around Sedona
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, ADOT
ALIGNING
RESEARCH Resident Survey, Business Survey, Visitor Survey,
Local Input
PROSPECTIVE
METRICS 1. Number of apps and utilization
2. Benchmark through visitor surveys
Many Sedona visitors use technology to navigate their destination.
The SCC&TB has taken the lead in developing electronic resources such as
WalkSedona.com and online maps, but more can be done. Logical next steps are
technologies that identify ways to get around, note periods of high utilization,
and provide recommendations of best times to travel.
Sedona can use technology to effectively manage ‘visitor flow,’ influencing when
and how visitors move around the area.
TACTIC B2.1 | Develop programs to identify available parking areas
and showcase real-time parking spaces
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Sedona Businesses
ALIGNING
RESEARCH Resident Survey, Business Survey, Local Input
PROSPECTIVE
METRICS 1. Number of apps and utilization
2. Benchmark through visitor surveys
A limited number of public parking
facilities in Sedona monitor available
spaces via electronic sensors and
communicate the information with digital
signage at the location’s entrance.
This tactic would expand the range of
methods to communicate real-time
parking information such as the location
of parking facilities, how to find them,
and the number of spaces available.
Through these applications, visitors and
residents can park more easily, minimizing
the time spent driving in search of parking.
Quality of Life | Objective B2
Expand use of technology to help solve transportation challenges
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TACTIC B3.2 | Administer resident surveys to study attitudes towards
road and trail congestion
IMPACTED
PILLARS |
TIMEFRAME Long-term (4-5 years)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS ASU, National Citizen’s Survey
ALIGNING
RESEARCH Resident Survey, Business Survey, GSTC
PROSPECTIVE
METRICS 1. Benchmark responses to baseline (ASU 2018)
resident surveys
2. Benchmark responses to baseline (NCS 2017)
resident surveys
The resident survey undertaken as part of this planning effort can serve as a baseline
to track changes in resident attitudes towards tourism.
Future surveys can measure the effectiveness of Plan initiatives in enhancing residents’
quality of life. Results can help refine tactical adjustments to ensure initiatives have the
greatest impact.
Quality of Life | Objective B3
Deepen engagement with Sedona residents, expanding their knowledge of tourism and efforts to manage it to an effective balance
TACTIC B3.1 | Expand communication with Sedona residents
focusing on benefits and impacts of tourism and available resources
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Sedona Businesses, Local Media
ALIGNING
RESEARCH Resident Survey, Business Survey, Nonprofit Focus Group,
Local Input
PROSPECTIVE
METRICS 1. Number of industry outreach efforts
2. Benchmark through resident surveys
Survey results show many Sedona residents are disconnected with Sedona’s visitor
industry and the steps the industry takes to enhance the economy and residents’ quality
of life. This tactic expands communication with residents, ensuring they are aware
of tourism’s beneficial impacts and the actions taken to mitigate the challenging impacts
of tourism. A range of communications platforms can be used to maximize connection
with residents.
Residents Visitors
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TACTIC B4.2 | Pursue more experiences in which both visitors and
residents are attracted – promote shared spaces, increase integration
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, USFS, State Parks
ALIGNING
RESEARCH Resident Survey, Business Survey, Nonprofit Focus Group,
Local Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Identify how new reinvestment efforts speak to both
residents and visitors
2. Benchmark through resident surveys
3. Benchmark through visitor surveys
Sedona’s mix of festivals and events resonate with and connect visitors and residents.
More of these experiences will build additional connections and demonstrate how the
visitor industry enhances residents’ quality of life.
The Sedona Reinvestment Committee can seize this opportunity to address the interests
of visitors and residents.
TACTIC B4.1 | Spur the Sedona Reinvestment Committee
to incorporate sustainable thinking in all future initiatives
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Keep Sedona Beautiful, Sustainability Alliance
ALIGNING
RESEARCH Local Input
PROSPECTIVE
METRICS 1. Identify how new reinvestment efforts reinforce
sustainable practices
The SCC&TB develops new visitor experiences that resonate with both guests and
residents through its Sedona Reinvestment Committee (formerly the Tourism
Product Development Committee). New experiences add to Sedona and reinforce its
brand identity.
This tactic would integrate sustainability principles into consideration of new concepts to
ensure Sedona is acting on its commitment to be a leader in sustainability practices.
Quality of Life | Objective B4
Develop new sustainability-focused experiences that resonate with both Sedona residents and visitors
Supporting
Farmers
Ethically
Sourced
Sustainably
Made
Family
Owned
Socially-
Conscious
Small Batch
Eco
Friendly
Handcrafted
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TACTIC B4.3 | Focus new development efforts to reinforce
authentic Sedona experiences, support community values, and align
with key brand themes
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Businesses, Local First Arizona
ALIGNING
RESEARCH Resident Survey, Business Survey, Nonprofit Focus Group,
Industry Best Practices
PROSPECTIVE
METRICS 1. Identify how new reinvestment efforts address authenticity
of Sedona and values
2. Benchmark through surveys
New Sedona experiences should align with key brand themes of the SCC&TB,
which include Outdoor Adventure, Arts & Culture, and Wellness – all interwoven
with sustainability.
New experiences should differentiate Sedona from competitors and provide authentic
opportunities that align with community values, whether outdoor recreation, spiritual
art and wellness, or others.
Quality of Life | Objective B4
Develop new sustainability-focused experiences that resonate with both Sedona residents and visitors
Sedona Brand Themes
Sustainability Outdoor
Adventure
Arts &
Culture
Wellness
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TACTIC B5.2 | Engage Short Term Rental (STR) Hosts/Owners
to bring collaborative solutions and support of sustainable practices
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Lodging Council
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Number of STR owners participating
2. Benchmark resident attitudes towards STRs
While Tactic 1 works to provide authority to regulate STRs, the effort will take time and
it is unclear what, if any, ultimate authority might develop.
This tactic engages Sedona’s STR owners, educating them on sustainability initiatives and
encouraging them to share resources with their clients to encourage responsible travel.
Rather than operating as a distinct segment somewhat removed from the broader industry,
STR owners and operators would increasingly be a collaborative partner in ensuring
long-term sustainability of Sedona’s tourism industry.
TACTIC B5.1 | Pursue new state legislative authority to manage
Short Term Rentals (STR)
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Lodging Council
ALIGNING
RESEARCH Resident Survey, Business Survey, Industry Best Practices
PROSPECTIVE
METRICS 1. Range of lobbying initiatives
2. Ultimate ability to regulate
The implementation of Senate Bill 1350, which prohibits municipalities from banning
short-term rentals, has resulted in a significant expansion in the number of residential
units being offered as STRs.
The City should take a leadership role and join with other municipalities to
advocate for authority to regulate short-term rentals and homes being used as
visitor accommodations.
Quality of Life | Objective B5
Manage current and future accommodations in ways that increase their balance with long-term sustainability
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TACTIC B5.4 | Provide clarification to residents regarding
Community Planning and Development policies related to lodging
and other further developments
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Lodging Council, Keep Sedona Beautiful
ALIGNING
RESEARCH Public Input
PROSPECTIVE
METRICS 1. Presence of a clear position
2. Range of approaches for resident communication
The City uses a range of code provisions
and policies in evaluating requests for
development of lodging and other
visitor-related facilities. Many residents
are not aware of the limitations of these
provisions and the allowances of state
law that moderate decisions on land use.
Increased communication will better
ensure residents understand current
practices and the impacts they have
had in limiting the supply of new Sedona
hotel rooms in the past.
TACTIC B5.3 | Provide Short Term Rental (STR) research and impacts
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS SCC&TB, Sedona Lodging Council
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Range of statistics
The STR marketplace in Sedona is
dispersed in location, ownership and
listings of available homes, restricting
the City’s ability to develop databases
of this inventory and its performance.
The City is developing a new system
to capture accurate data on STRs and
understand their impact on Sedona’s
visitor base. Findings should be
incorporated by the SCC&TB and any
additional original analysis of the data
should be made available to ensure
understanding of the STR market.
Additional consideration should be given
to better understand how STRs impact
residential decisions to relocate to –
or from – Sedona.
Quality of Life | Objective B5
Manage current and future accommodations in ways that increase their balance with long-term sustainability
MARKET GRADE (77 OF 100)
Rental Demand
Revenue Growth
Seasonality
Regulation
Investability
82
27
62
64
61
OCCUPANCY RATE
Above: City of Sedona Official Zoning Map
Adopted November 14, 2018 – Ordinance #2018-12.
Effective: December 14, 2018.
AVERAGE DAILY RATE
Dec: $217
Jan: $186
Dec: 48%
Mar: 90%
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TACTIC B6.2 | Develop initiatives that monitor and moderate noise
levels and intrusion of helicopter tours
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Keep Sedona Beautiful, Counties, Airport Authority,
Tour Companies
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group,
Land Manager Focus Group, Public Input
PROSPECTIVE
METRICS 1. Number of agreements with tour companies
2. Benchmark noise levels
Efforts to minimize noise and intrusion of tour helicopters in Sedona are underway.
Expanded efforts would look at the possibilities of prescribing minimum altitudes and
requiring route patterns, GPS tracking, and time restrictions on tour operators.
The visitor industry can help educate guests and residents about what can be done –
and is being done – to address this concern in light of Sedona’s sustainability focus.
TACTIC B6.1 | Expand marketing to educate visitors in ways
to monitor and limit negative impacts of OHVs including noise and
neighborhood disruption
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, USFS
SUPPORTING
PARTNERS SCC&TB, Keep Sedona Beautiful, Sustainability Alliance,
Rental Companies, Tour Operators
ALIGNING
RESEARCH Resident Survey, Nonprofit Focus Group, Land Manager
Focus Group, Public Input
PROSPECTIVE
METRICS 1. Number of complaints
2. Benchmark through residential surveys
3. Number of brochures distributed, website views
4. Vehicle counts at high-use areas
Surveys and public input sessions show residents are concerned about noise and
disruption caused by Off Highway Vehicles (OHVs) and the connection between these
vehicles and Sedona visitors.
The City of Sedona’s OHV Work Group has found a need for messaging on responsible
OHV use, especially website information directed at OHV use in Sedona.
This tactic would integrate the visitor industry to help communicate to visitors on this
issue. The recently-published Citizen’s Report will guide and inform this tactic.
In addition to the USFS and the City of Sedona connecting with OHV users, a
broad range of businesses and the SCC&TB would work to provide suggestions on
minimizing impacts.
Quality of Life | Objective B6
Launch initiatives that lessen tourism impacts to residents (including noise, air, and light pollution) to strengthen resident quality of life
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Quality of Economy
Goal Statement: Shape the Sedona economy in ways that balance
its long-term sustainability and vibrancy.
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Pillar Objectives
Monitor and adjust levels of economic activity in need periods and moderate congestion by dispersing visitorsC1
Expand interagency collaboration among diverse Sedona organizationsC2
Pursue innovative approaches to employee housing and training
Monitor and adjust tourism marketing to achieve a balance between quality of life and a healthy economy
C4
C3
EACH OBJECTIVE ABOVE IS FOLLOWED BY A SET OF ASSIGNED TACTICS, WHICH INCLUDES THE FOLLOWING DETAILS:
Timeframe Short (12-18 months), Mid (2-3 years), Long (4-5 years).
Impacted
Pillars
Any pillars impacted by the tactic are depicted
with their corresponding icons.
Lead
Partner
The entity (or entities) primarily responsible for
moving the tactic forward.
Supporting
Partners Partners who will be integral in implementing the tactic.
Prospective
Metrics
Examples of the types of prospective metrics that will
help evaluate the effectiveness of tactical efforts.
Metrics and targets (if appropriate) will be developed by
the lead and supporting partners.
Description An explanation of the tactic providing insight
and key elements.
Assigned Tactics
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Quality of Economy | Objective C1
Monitor and adjust levels of economic activity in need periods and moderate congestion by dispersing visitors
TACTIC C1.1 | Monitor and adapt marketing initiatives and recognize
changing economic realities
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Lodging Council
ALIGNING
RESEARCH Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Track changes in demand seasonality
2. Track key performance indicators in need periods
Ensuring a healthy tourism industry is critical to Sedona’s wellbeing. While
visitation occurs year-round, Sedona experiences peak, shoulder, and off-season
levels of demand.
The destination is affected by changes in economic trends and natural events such as
forest fires or flooding.
This tactic will refine marketing initiatives to recognize changing conditions, adapting
to times when limited promotional efforts are warranted or when they are more essential.
It is imperative to understand how marketing tools affect destination positioning. A mix
of dynamic metrics will be considered in determining adaptive initiatives.
TACTIC C1.2 | Utilize mix of performance metrics to help Sedona’s
visitor industry remain economically strong
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Lodging Council
ALIGNING
RESEARCH Industry Best Practices, GSTC
PROSPECTIVE
METRICS 1. Bed taxes
2. Sales taxes
3. Occupancy %
4. Average Daily Rates
To evaluate trends in the tourism industry’s performance, the SCC&TB will continue
using key economic performance indicators (KPIs) such as:
• Hotel occupancy
• Average daily rates
• Sales tax collections
• Bed tax collections
These KPIs will be analyzed on a quarterly basis and benchmarked to the previous year
and the last 5-year average, creating a clearer picture of how current performance
compares to past performance.
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Quality of Economy | Objective C1
Monitor and adjust levels of economic activity in need periods and moderate congestion by dispersing visitors
TACTIC C1.3 | Develop and report on a range of dynamic indicators
of overtourism factors and adjust accordingly
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, ADOT, Land Managers
ALIGNING
RESEARCH Resident Survey, Business Survey, Public Input,
Industry Best Practices
PROSPECTIVE
METRICS 1. Traffic congestion levels
2. Trail use
3. Trailhead parking
4. Other crowding metrics
5. Range of approaches used to communicate to visitors
and its effectiveness
Additional “overtourism” indicators will improve understanding of periods when visitor
flows are creating challenges, as well as helping evaluate the effectiveness of mitigation
efforts during peak periods.
New indicators will likely include traffic congestion levels at key locations, travel wait
times, helicopter noise trends, pedestrian volumes in heavy-use areas, volumes at
key USFS trails, number and utilization of STRs, water and wastewater volume, and
levels of negative reviews on social media channels.
KPIs will be presented in an easy-to-read dashboard for consideration by a wide range
of interested parties.
IMPROVE
Report Evaluate
Monitor
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TACTIC C2.1 | Better coordinate with land managers, nonprofits,
and businesses to develop collaborative solutions
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Land Managers, Nonprofit Organizations, Sedona Lodging
Council, Keep Sedona Beautiful, Sedona Verde Valley
Tourism Council, Verde Valley Regional Economic Organization,
Verde Front Collaborative
ALIGNING
RESEARCH Nonprofit Focus Group, Land Managers Focus Group,
Public Input, GSTC
PROSPECTIVE
METRICS 1. Number of collaborative meetings
2. Examples of new collaborative outcomes
Insufficient coordination among the many organizations striving to make Sedona better
limits the positive impact they can have on Sedona’s economic sustainability. Land
management organizations (USFS and Arizona State Parks), nonprofits (Keep Sedona
Beautiful, Red Rock Trail Fund, Oak Creek Watershed Council, Sedona Lodging Council,
Verde Front Collaborative, Sedona Verde Valley Tourism Council, etc.), and the broad
array of engaged private business entities need to be coordinated and convened to
maximize their beneficial impact.
The SCC&TB will expand its services to take on this role, helping ensure collaborative
solutions to issues facing the city.
Quality of Economy | Objective C2
Expand interagency collaboration among diverse Sedona organizations
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Quality of Economy | Objective C2
Expand interagency collaboration among diverse Sedona organizations
TACTIC C2.2 | Investigate supply chain opportunities and identify
new economic clusters
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER City of Sedona
SUPPORTING
PARTNERS Yavapai College, Regional Economic Development Center,
Small Business Development Center,
Verde Valley Regional Economic Organization
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Range of opportunities targeted for attraction
and retention
2. Successful attraction of new businesses and retention
Opportunities exist to broaden the base of businesses operating in Sedona that are
not necessarily related to tourism.
Identifying business buying patterns, products, and services purchased outside of
the area is a prime opportunity. New businesses could be developed in Sedona so that
purchases are made in Sedona rather than imported from elsewhere.
Additionally, investigating local waste streams to develop new ideas in recycling/
sustainable initiatives might inspire new products such as hand-made candles made
from recycled wine bottles, or art made from recycled goods.
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Quality of Economy | Objective C3
Monitor and adjust tourism marketing to achieve a balance between quality of life and a healthy economy
TACTIC C3.2 | Annually review and adjust SCC&TB budget allocation
based on dynamic indicators to meet economic and sustainability goals
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Advisors, Industry Experts, Sedona Lodging Council
ALIGNING
RESEARCH Public Input, Industry Best Practices
PROSPECTIVE
METRICS 1. Demonstrate refinements to funding allocations
With the new KPIs outlined in this Plan and the broadened role of the SCC&TB
required for Plan implementation, this tactic focuses on an annual review to ensure
resources are deployed in ways that maximize the long-term sustainability of
Sedona’s tourism industry.
Economic changes, natural events such as fires or flooding, and the success of
various marketing initiatives will have varying degrees of impact, influencing
destination performance.
Through this annual review, the SCC&TB will ensure resources are being directed in
the most effective manner.
This could result in the SCC&TB reallocating resources to match the needs of positive
economic times and those periods of moderated economic performance.
TACTIC C3.1 | Review current tourism funding levels in the context
of competitive destinations
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS City of Sedona, SCC&TB
SUPPORTING
PARTNERS Advisors, Industry Experts, Sedona Lodging Council
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Demonstrate funding levels in context
of similar destinations
By ordinance, the SCC&TB tourism management responsibilities are funded by 55%
of bed tax collections within Sedona. There may be times in which tourism management
funding sources are evaluated, and as part of such a review, benchmarking to other
comparable, competitive destinations should be undertaken, creating a foundation
for any recommended changes or refinements.
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Quality of Economy | Objective C4
Pursue innovative approaches to employee housing and training
TACTIC C4.2 | Launch and promote training programs around the
needs of employees and employers
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNERS NACOG, Yavapai College
SUPPORTING
PARTNERS SCC&TB, Northern Arizona University, Arizona State University,
Small Business Development Center, Regional Business
Development Center, City of Sedona Economic Development
Department, Verde Valley Regional Economic Organization,
Sustainability Alliance
ALIGNING
RESEARCH Business Survey
PROSPECTIVE
METRICS 1. Range of training initiatives
2. Number of participants in training programs
3. Benchmark through visitor satisfaction surveys
Visitors spend significant amounts in Sedona and have high expectations of the products
and services they receive.
It is critical that employees of tourism-related businesses are fully trained regarding
the destination itself and the appropriate ways to interact with visitors.
This tactic develops training resources including classes, supplemental materials, online
forums, or mentoring programs to enhance employee professional and leadership skills.
TACTIC C4.1 | Continue to investigate new approaches to provide
range of workforce housing for Sedona employees
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Housing Taskforce
SUPPORTING
PARTNERS City of Sedona, SCC&TB, Local Nonprofits,
Sedona Businesses
ALIGNING
RESEARCH Business Survey, Public Input
PROSPECTIVE
METRICS 1. Track number of affordable units/affordability index
(in Sedona and region)
2. Proportion of Sedona employees living in Sedona area
3. Benchmark through business and employee surveys
Sedona is working to expand workforce housing options for people who work in the city.
This tactic will ensure tourism industry professionals are participating in expanding
housing alternatives within the city.
Given the nature of workforce housing needs, it will be important to coordinate regionally.
Metrics should be considered at city and regional levels.
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Visitor Experience
Goal Statement: Continue to provide an excellent visitor experience that highlights
Sedona’s sustainability values and keeps visitors coming back.
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EACH OBJECTIVE ABOVE IS FOLLOWED BY A SET OF ASSIGNED TACTICS, WHICH INCLUDES THE FOLLOWING DETAILS:
Timeframe Short (12-18 months), Mid (2-3 years), Long (4-5 years).
Impacted
Pillars
Any pillars impacted by the tactic are depicted
with their corresponding icons.
Lead
Partner
The entity (or entities) primarily responsible for
moving the tactic forward.
Supporting
Partners Partners who will be integral in implementing the tactic.
Prospective
Metrics
Examples of the types of prospective metrics that will
help evaluate the effectiveness of tactical efforts.
Metrics and targets (if appropriate) will be developed by
the lead and supporting partners.
Description An explanation of the tactic providing insight
and key elements.
Assigned Tactics
Pillar Objectives
Deepen understanding of existing experiences, how best to access them,
and how to apply sustainable practices while visitingD1
Work to disperse visitors across the broader Verde Valley region to help moderate congestion
at key Sedona experiencesD2
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Visitor Experience | Objective D1
Deepen understanding of existing experiences, how best to access them, and how to apply sustainable practices while visiting
TACTIC D1.2 | Identify and promote experiences that are synergistic
with Sedona’s dark sky designation
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Keep Sedona Beautiful, City of Sedona
ALIGNING
RESEARCH Resident Surveys, Nonprofit Focus Group, Public Input
PROSPECTIVE
METRICS 1. Number of experiences linked to dark sky designation
2. Benchmark through visitor surveys
In order to take full advantage of the dark sky designation from the International Dark-Sky
Organization, new ways should be found for visitors to experience existing attractions by
incorporating a dark sky theme. An excellent example is the Sedona Star Party initiated
in August 2018, which attracted more than 400 people. Additional events of this type
will add to Sedona’s identity as a dark sky destination.
As new experiences are developed in Sedona, dark sky themes should be considered.
TACTIC D1.1 | Review and update SCC&TB promotional materials
with sustainable initiatives
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS None
ALIGNING
RESEARCH Nonprofit Focus Group, Land Managers Focus Group,
Public Input
PROSPECTIVE
METRICS 1. Review completed
2. Number of updates completed
SCC&TB publications and support materials
directed to visitors include magazines,
brochures, maps, flyers, postcards, and
robust websites.
A review and update will refine these
resources to ensure incorporation of the
Plan’s sustainability goals and the visitor’s
role in our sustainability initiatives.
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Visitor Experience | Objective D1
Deepen understanding of existing experiences, how best to access them, and how to apply sustainable practices while visiting
TACTIC D1.4 | Develop a series of videos and downloadable content
that provides a “local story,” while weaving sustainable practices
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Sustainability Alliance, Keep Sedona Beautiful,
Sedona Historical Society, Verde Front Collaborative
ALIGNING
RESEARCH Nonprofit Focus Group, Industry Best Practices
PROSPECTIVE
METRICS 1. Range of content
2. Number of downloads, views
3. Benchmark visitor utilization
Visitors come to Sedona desiring more than a hiking or viewing experience. They are
seeking engagement and authenticity.
Through this tactic, the SCC&TB will develop support materials that help visitors get
the best experience – such as the back story to certain attractions – connecting them
to Sedona in a deeper way.
These materials will weave into the story the steps a visitor can take to ensure the long-
term sustainability of the experience.
TACTIC D1.3 | Craft programs to explain how to recreate sustainably
on Oak Creek and the Verde River area
IMPACTED
PILLARS |
TIMEFRAME Mid-term (2-3 years)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS Verde Front Collaborative, Oak Creek Watershed Council,
Sustainability Alliance, Arizona Game & Fish, USFS,
City of Sedona, State Parks
ALIGNING
RESEARCH Resident Surveys, Nonprofit Focus Group, Land Managers
Focus Group, Public Input
PROSPECTIVE
METRICS 1. Number of programs
2. Benchmark through visitor surveys
Visitors are often not fully aware that their recreational activities are having detrimental
impacts on Sedona-area waterways.
Through this tactic, a broader range of approaches will engage visitors, recommending
how they can recreate sustainably.
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TACTIC D2.2 | Continue to expand participation in the Verde Front
Collaborative deepening connections with land management
organizations and other communities
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER Verde Front Collaborative
SUPPORTING
PARTNERS City of Sedona, SCC&TB,
Sedona Verde Valley Tourism Council
ALIGNING
RESEARCH Nonprofit Focus Group, Land Managers Focus Group
PROSPECTIVE
METRICS 1. Number and range of integrated experiences
2. Committee participation numbers by community
The Verde Front Collaborative fosters dialogue, coordination, and collective action on
stewardship of natural and cultural resources. It includes representatives from local tribes,
governments, land management agencies, and at-large community members.
Connections with the Verde Front Collaborative will be expanded to incorporate concepts
and recommendations from this body in maximizing sustainable visitor experiences.
TACTIC D2.1 | Build on the success of Sedona’s Secret 7 to
distribute visitor impacts and lessen environmental impacts on
selected trails and areas
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNER SCC&TB
SUPPORTING
PARTNERS City of Sedona, Sedona Verde Valley Tourism Council,
Verde Front Collaborative, Verde Valley Regional
Economic Organization
ALIGNING
RESEARCH Industry Best Practices
PROSPECTIVE
METRICS 1. Number of page views
2. Benchmark visitor utilization
The SCC&TB launched Sedona’s Secret 7
in 2017, bringing increased recognition
of lesser-known experiences and helping
disperse visitors from overused sites.
The campaign won a range of professional
awards and was well-received by
Sedona visitors interested in getting
off the beaten path.
Additional steps should be undertaken
to broaden this strategic approach.
This tactic will consider what has worked
effectively – and what has not – in the
Sedona’s Secret 7 program, and craft new
initiatives that help ensure sustainability
through dispersion.
Visitor Experience | Objective D2
Work to disperse visitors across the broader Verde Valley region to help moderate congestion at key Sedona experiences
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TACTIC D2.3 | Spread visitor impacts regionally by supporting the
Sedona Verde Valley Tourism Council and promoting awareness
of Sedona/Verde Valley MapGuide and other regional attractions
IMPACTED
PILLARS |
TIMEFRAME Short-term (12-18 months)
LEAD PARTNERS SCC&TB, Sedona Verde Valley Tourism Council
SUPPORTING
PARTNERS City of Sedona, Verde Front Collaborative,
Verde Valley Regional Economic Organization,
Verde Valley Wine Consortium
ALIGNING
RESEARCH Business Survey, Nonprofit Focus Group, Public Input,
Industry Best Practices
PROSPECTIVE
METRICS 1. Number and range of integrated experiences
2. Benchmark through visitor surveys (including regional
spending and participation)
Sedona visitors are often drawn to the most popular attractions, resulting in congestion
and a diminished visitor experience. Awareness of the full array of experiences in the
broader Sedona/Verde Valley region will cause visitors to be dispersed regionally,
resulting in long-term sustainability for Sedona. Consideration should be given to expand
the efforts of the Sedona Verde Valley Tourism Council. Their successful MapGuide
project is a collaboration with National Geographic, highlighting experiences throughout
the Verde Valley. Plan elements of the MapGuide will incorporate sustainability goals,
ensuring visitors embrace these principles more fully.
Visitor Experience | Objective D2
Work to disperse visitors across the broader Verde Valley region to help moderate congestion at key Sedona experiences
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Development of the 17 objectives and the associated
tactical recommendations of the Plan required a broad range
of analysis and input.
By implementing Plan recommendations, Sedona and the
broader region will be significantly better positioned to achieve
long-term destination sustainability.
Long-term sustainability means striking a balance between all four sustainability factors:
While the SCC&TB will be leading many of the tactical steps, the commitment
and engagement of other partners is crucial in the Plan’s ultimate success.
Concluding Thoughts
Environment
Resident Quality of Life
Quality of the Economy
Visitor Experience
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Moving Forward
A Sustainable Tourism Plan Committee (STPC) will be formed to facilitate implementation. The STPC will include organizations that have a leadership role,
many of whom participated in the existing Study Advisory Committee. This representation is anticipated to include:
Success-tracking metrics will be refined through the direction of the STPC, with organizations identified for each tactic (and possibly others). Progress will
require developing currently non-existent baseline data in many cases. This will be a collaborative process.
A set of condensed dynamic metrics will be developed to assist the City Council and the SCC&TB Board in evaluating the Plan’s progress on an ongoing basis.
While these will be refined, the following illustrates the kinds of metrics and tracking processes to expect.
RECOMMENDED SUSTAINABLE TOURISM PLAN COMMITTEE
Justin Clifton City of Sedona, Staff Lead Partner
McKenzie Jones City of Sedona, Staff Lead Partner
Mayor Moriarty City of Sedona, Elected Lead Partner
Jennifer Wesselhoff SCC&TB, Staff Lead Lead Partner
Michelle Conway SCC&TB, Staff Lead Partner
Nicole Branton USFS Lead Partner
Darcy Hitchcock Sustainability Alliance Lead Partner
Jill McCutcheon Sedona Recycles Lead Partner
Representative Keep Sedona Beautiful Lead Partner
Representative Friends of the Verde River Lead Partner
Representative Sedona Red Rock Trail Fund Lead Partner
Lonnie Lillie Sedona Lodging Council Lead Partner
Hank Vincent Slide Rock State Park
Mike Hermen Pink Jeep Tours
Cindy Hauserman Resident
Kathleen Ventura Sedona Compost
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TABLE 5-1: POSSIBLE DYNAMIC ENVIRONMENTAL METRICS
Metric Reporting Cycle Responsible Entity
1. Number of Sedona businesses participating in recycling programs Semi-Annually Sedona Recycles
2. Volumes of overall recycling attributed to visitors Semi-Annually Sedona Recycles
3. Water usage and wastewater volumes Semi-Annually Water Companies, City of Sedona
4. Number of sustainable certified businesses Semi-Annually Sustainable Alliance
5. Number of days of unsafe water quality in regional waterways Semi-Annually ADEQ or Slide Rock State Park
6. Trash picked up by voluntourism efforts Annually Oak Creek Watershed Council,
Friends of the Verde River
7. Number of visitors signing sustainable Sedona pledge Annually SCC&TB
8. Miles of trails maintained from Trailkeeper resources Annually USFS
9. Funding levels for trails from Trailkeeper resources Annually SCC&TB
TABLE 5-2: POSSIBLE DYNAMIC QUALITY OF LIFE METRICS
Metric Reporting Cycle Responsible Entity
1. Number and percentage of events engaging in decreasing waste Semi-Annually City of Sedona
2. Traffic wait times (select location points in VOC, West Sedona/Airport Road,
and Uptown)Semi-Annually City of Sedona
3. Benchmarks on third party residential surveys: National Citizen’s Survey Every five years City of Sedona
4. Benchmarks on internal residential surveys Annually City of Sedona, SCC&TB
5. Helicopter noise volumes, number of originating flights, percentage of flights
over impacted neighborhoods Semi-Annually TBD
6. Number and utilization of STRs Semi-Annually City of Sedona
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TABLE 5-3: POSSIBLE DYNAMIC QUALITY OF ECONOMY METRICS
Metric Reporting Cycle Responsible Entity
1. Sales tax collections (benchmarked to prior year and five-year average)Quarterly City of Sedona
2. Bed tax collections (benchmarked to prior year and five-year average)Quarterly City of Sedona
3. Average OCC% (benchmarked to prior year and five-year average)Quarterly SCC&TB
4. Average daily rates (benchmarked to prior year and five-year average)Quarterly SCC&TB
TABLE 5-4: POSSIBLE DYNAMIC VISITOR EXPERIENCE METRICS
Metric Reporting Cycle Responsible Entity
1. Visitor satisfaction Quarterly SCC&TB
2. Uptown visitor center tracking Quarterly City of Sedona
3. Number of negative references on Trip Advisor Quarterly SCC&TB
4. Percentage of visitor adjusting experiences based on SCC&TB recommendations Quarterly SCC&TB
5. Track trail utilization at 2-3 key locations Quarterly USFS
6. Uptown visitor concentration tracking at 2-3 key locations Quarterly SCC&TB in conjunction with the
Uptown businesses
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APPENDIX: ENVIRONMENT PILLAR
Goal Statement Lead the tourism industry in implementing sustainability principles, positioning Sedona as a national and international leader in destination stewardship.
Pillars Timeframe
Objective A1
Implement new waste prevention,
reduction, and diversion strategies,
focused on visitors and their impacts
in the Sedona region
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic A1.1
Deploy wider range of recycling
resources/containers in high visitation
areas and create effective branding to
enhance utilization
City of Sedona Keep Sedona Beautiful, SCC&TB,
Sedona Recycles, USFS, State
Parks, Sustainability Alliance,
Sedona Compost
1. Number of available containers and
diversity of geographic locations
2. Diversity of acceptable recycling materials
3. Recycling volumes
Tactic A1.2
Build tourism industry’s understanding
of local recycling capabilities and
ways to embrace
SCC&TB City of Sedona, Sedona Businesses,
Sedona Recycles, Sustainability
Alliance
1. Number of Businesses participating in
recycling programs
2. Number of sustainability certified
businesses
3. Recycling volumes
4. Benchmark through business surveys
5. Percentage of waste diverted
Tactic A1.3
Expand the Sustainability Alliance
Business Certification program by
creating a promotional program for
participating businesses
Sustainability
Alliance
SCC&TB, Sedona Businesses,
Sedona Lodging Council
1. Number of certified businesses
2. Number of enhanced certified levels
and retention
Tactic A1.4
Encourage ‘zero waste’ meetings
and events
Sustainability
Alliance
SCC&TB, Sedona Event Organizers,
Sedona Events Alliance, Sedona
Lodging Council
1. Number and percentage of events
engaging in decreasing waste
2. Number and percentage of events
certified as ‘zero waste’
3. Volume of waste reduction per event
Tactic A1.5 Increase the number of water refilling
stations in the area City of Sedona SCC&TB, Sedona Businesses,
Sustainability Alliance, State Parks,
Keep Sedona Beautiful
1. Number and geographic dispersion
of stations
2. Number of gallons dispersed at stations
Tactic A1.6 Expand the capacity of local
organizations to deepen the range of
waste prevention and recycling Sedona Recycles SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance, Sedona
Compost
1. Diversity of acceptable recycling materials
and volumes
2. Volumes of recyclable materials
Tactic A1.7
Educate and encourage businesses
to implement waste reduction and
prevention programs
City of Sedona SCC&TB, Sedona Businesses,
Sedona Recycles,
Keep Sedona Beautiful
1. Number of waste audits conducted
2. Number of purchasing audits conducted
3. Recycling volumes
4. Number of programs
Tactic A1.8
Encourage less consumption of single
use plastics
Keep Sedona
Beautiful
SCC&TB, City of Sedona, Sedona
Businesses, Sedona Recycles
1. Range of visitor connections
2. Volume of water container recycling
3. Number of businesses participating in
StrawFree Sedona program
4. Number of retail shops not using
plastic bags
5. Number of businesses conducting
waste audits
Objective A2
Expand programs that encourage
minimal water usage and protect
water quality
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic A2.1
Encourage businesses to implement
water conservation programs
SCC&TB Sedona Businesses, Sedona
Lodging Council, Sustainability
Alliance, Keep Sedona Beautiful,
Water Companies
1. Number of businesses participating
in conservation programs
2. Volume of water off-set
3. Consumption levels
Tactic A2.2
Develop voluntourism opportunities that
focus on restoration and enhancement of
Oak Creek and the Verde River
Friends of the
Verde River, Oak
Creek Watershed
Council
SCC&TB, USFS, State Parks,
Sustainability Alliance, Keep
Sedona Beautiful, Other Nonprofit
Organizations
1. Number of voluntourism programs
2. Number of hours donated by volunteers
3. Number of visitors participating
Tactic A2.3 Develop systems to monitor and report
water quality at high visitation areas
(e.g., Slide Rock State Park)Oak Creek
Watershed
Council
SCC&TB, USFS, State Parks,
Sustainability Alliance, ADEQ,
Friends of the Verde River
1. Benchmark water quality testing
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Objective A3
Create new programs to help
businesses and visitors moderate
energy use and utilize alternative
forms of energy
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic A3.1 Add additional vehicle charging stations
in the Sedona area City of Sedona SCC&TB, Local Businesses 1. Number of charging stations in and
around Sedona
Tactic A3.2
Expand educational outreach on how
businesses and visitors can moderate
energy use
Arizona Public
Service,
City of Sedona
SCC&TB, Local Businesses,
Sedona Lodging Council
1. Number of programs developed
2. Output of energy
3. Number of channels to connect with
visitors and businesses
Tactic A3.3
Launch programs that recognize
businesses that are using innovative
approaches to moderate energy
consumption and show how others
can duplicate
Arizona Public
Service,
City of Sedona
SCC&TB, Local Businesses,
Sedona Lodging Council
1. Number of programs developed
2. Number of businesses participating
Tactic A3.4
Develop carbon offset programs and
demonstrate how visitors can support
Northern Arizona
Climate Alliance/
NAU Climate
Program
Sustainability Alliance, SCC&TB,
City of Sedona, World Survival
Foundation
1. Number of businesses participating in
carbon offset programs
2. Number of visitors participating in carbon
offset programs
3. Value of the offsets
Objective A4
Launch initiatives that lessen impacts
to lands (including noise, air, and light
pollution), and stimulate efforts for
long-term sustainability
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic A4.1 Develop programs to achieve
sustainable funding for trail
development and maintenance Sedona Red Rock
Trail Fund
SCC&TB, USFS,
Sedona Businesses
1. Funding levels for trails
Tactic A4.2 Advocate that development of
private/public lands is in alignment
with sustainability goals Keep Sedona
Beautiful
City of Sedona, USFS, State Parks,
Sustainability Alliance, SCC&TB,
Counties
1. Number of times to weigh in on
specific projects
2. Monitor open space availability
Tactic A4.3 Monitor trail utilization and implement
programs that distribute visitation USFS SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance
1. Benchmark trail utilization
2. Benchmark erosion on trails
3. Minimize number of social trails
Tactic A4.4
Investigate approaches to limit impacts of
trailhead parking in Sedona
neighborhoods
USFS,
City of Sedona
SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance,
Homeowners Associations,
Counties, Sedona Red Rock
Trail Fund
1. Number of cars parking in neighborhoods
2. Survey specific areas impacted to
benchmark improvements
Tactic A4.5 Encourage grandfathered businesses
and residents to implement dark sky-
compliant lighting Keep Sedona
Beautiful
SCC&TB, City of Sedona,
Sedona Businesses
1. KSB annual sign/light audit
2. Benchmark through business surveys
Tactic A4.6
Develop voluntourism opportunities
that focus on restoration and
enhancement of trails and lands
To Be
Determined
SCC&TB, USFS, State Parks,
Sustainability Alliance, Keep
Sedona Beautiful,
Sedona Red Rock Trail Fund,
Other Nonprofit Organizations
1. Number of voluntourism programs
2. Number of visitors participating in
voluntourism programs
3. Number of hours donated
4. Number of miles of trails maintained
by volunteers
Tactic A4.7
Encourage businesses and residents to
eliminate the use of pesticides and other
chemical products that may negatively
impact the environment
To Be
Determined
SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance, Oak Creek
Watershed Council
1. Benchmark through resident surveys
2. Benchmark through business surveys
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Objective A5
Take leadership role in educating
and engaging businesses and visitors
on sustainability initiatives and
encouraging visitors to be sensitive
guests while in the destination
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic A5.1
Adopt and expand
Leave No Trace programs
SCC&TB USFS, State Parks, Keep Sedona
Beautiful, Sustainability Alliance,
Sedona Businesses
1. Range of messages and channels
2. Benchmark through visitor surveys
3. Measurement of litter on public lands
4. Number of social trails
5. Graffiti on public lands
Tactic A5.2
Build on existing recognition programs
to highlight sustainable best practices
by local businesses
SCC&TB Sedona Businesses, Keep Sedona
Beautiful, Sustainability Alliance
1. Benchmark through business surveys
2. Benchmark through visitor surveys
3. Number of programs that highlight
businesses
Tactic A5.3 Develop a ‘Sedona Sensitive Visitor’
Pledge to help connect and engage
visitors SCC&TB City of Sedona, Keep Sedona
Beautiful, Sustainability Alliance,
Sedona Businesses
1. Development of a pledge
2. Number of visitors taking pledge
3. Benchmark through visitor surveys
Tactic A5.4 Develop a ‘Sedona Tourism Cares’
Pledge to help businesses put their
sustainability beliefs into action SCC&TB City of Sedona, Keep Sedona
Beautiful, Sustainability Alliance,
Sedona Businesses
1. Development of a pledge
2. Number of businesses taking pledge
3. Benchmark through business surveys
APPENDIX: RESIDENT QUALITY OF LIFE PILLAR
Goal Statement Protect and enhance the quality of life by mitigating impacts of tourism.
Pillars Timeframe
Objective B1
Implement new infrastructure and
multi-modal solutions to facilitate
visitor traffic flows and enhance access
to key destinations
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B1.1
Build business support around
SIM implementation steps and the
Phase One initiatives City of Sedona,
SCC&TB
Sedona Businesses 1. Number of industry outreach efforts
2. Benchmark through business surveys
Tactic B1.2
Develop programs and resources that
enhance the walkability of Sedona and
encourage visitors to leave their cars
City of Sedona SCC&TB, Sedona Businesses, Local
Media, Land Managers, Verde
Valley Cyclists Coalition, Sedona
Mountain Bike Coalition,
Sedona Red Rock Trail Fund
1. WalkSedona.com utilization
2. Number of outreach efforts
3. Benchmark through visitor surveys
4. Estimates of trail and sidewalk uses
Tactic B1.3 Explore new parking facilities where
appropriate, while moderating parking
demand at high-visitation areas City of Sedona Counties, USFS, SCC&TB 1. Average occupancy of available spaces
2. Benchmark through visitor surveys
3. Benchmark through business surveys
Tactic B1.4
Promote alternative visitor destinations,
routes, and times to moderate areas of
greatest congestion – monitor
congestion and communicate both real-
time conditions and alternative routes
City of Sedona ADOT, SCC&TB 1. Number of traffic days when wait times
exceed standard averages
2. Benchmark traffic volumes
3. Benchmark through visitor surveys
Tactic B1.5
Build business support and visitor
utilization of Sedona Transit to help
enhance effectiveness
SCC&TB City of Sedona, Sedona Businesses 1. Number of businesses engaged in project
2. Number of industry outreach efforts
3. Transit utilization figures
4. Benchmark business surveys
Tactic B1.6
Promote a full range of multi-modal
transportation options, actively
promoting their use among visitors
SCC&TB City of Sedona, Land Managers,
State Parks, Private Business Rental
Operations and Hotels with Bike
Share Programs
1. Number of industry outreach efforts
2. Benchmark through visitor surveys
3. Benchmark through business surveys
4. Utilization numbers
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Objective B2 Expand use of technology to help
solve transportation challenges Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B2.1 Develop programs to identify available
parking areas and showcase real-time
parking spaces City of Sedona,
SCC&TB
Sedona Businesses 1. Number of apps and utilization
2. Benchmark through visitor surveys
Tactic B2.2 Utilize new technologies to help
visitors understand options of getting
around Sedona SCC&TB City of Sedona, ADOT 1. Number of apps and utilization
2. Benchmark through visitor surveys
Objective B3
Deepen engagement with Sedona
residents, expanding their knowledge
of tourism and efforts to manage it to
an effective balance
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B3.1
Expand communication with Sedona
residents focusing on benefits
and impacts of tourism and available
resources
City of Sedona,
SCC&TB
Sedona Businesses, Local Media 1. Number of industry outreach efforts
2. Benchmark through resident surveys
Tactic B3.2
Administer resident surveys
to study attitudes towards road
and trail congestion
City of Sedona,
SCC&TB
ASU, National Citizen's Survey 1. Benchmark responses to baseline
(ASU 2018) resident surveys
2. Benchmark responses to baseline
(NCS 2017) resident surveys
Objective B4
Develop new sustainability-focused
experiences that resonate with both
Sedona residents and visitors
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B4.1 Spur the Sedona Reinvestment
Committee to incorporate sustainable
thinking in all future initiatives SCC&TB Keep Sedona Beautiful,
Sustainability Alliance
1. Identify how new reinvestment efforts
reinforce sustainable practices
Tactic B4.2
Pursue more experiences in which both
visitors and residents are attracted –
promote shared spaces, increase
integration
SCC&TB City of Sedona, USFS, State Parks 1. Identify how new reinvestment efforts
speak to both residents and visitors
2. Benchmark through resident surveys
3. Benchmark through visitor surveys
Tactic B4.3
Focus new development efforts to
reinforce authentic Sedona experiences,
support community values, and align
with key brand themes
SCC&TB City of Sedona, Sedona Businesses,
Local First Arizona
1. Identify how new reinvestment efforts
address authenticity of Sedona and values
2. Benchmark through surveys
Objective B5
Manage current and future
accommodations in ways that
increase their balance with
long-term sustainability
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B5.1 Pursue new state legislative authority
to manage Short Term Rentals (STR)City of Sedona SCC&TB,
Sedona Lodging Council
1. Range of lobbying initiatives
2. Ultimate ability to regulate
Tactic B5.2 Engage Short Term Rental (STR) Hosts/
Owners to bring collaborative solutions
and support of sustainable practices SCC&TB City of Sedona,
Sedona Lodging Council
1. Number of STR owners participating
2. Benchmark resident attitudes
towards STRs
Tactic B5.3 Provide Short Term Rental (STR)
research and impacts City of Sedona SCC&TB,
Sedona Lodging Council
1. Range of statistics
Tactic B5.4
Provide clarification to residents
regarding Community Planning and
Development policies related to lodging
and other further developments
City of Sedona SCC&TB,
Sedona Lodging Council,
Keep Sedona Beautiful
1. Presence of a clear position
2. Range of approaches for resident
communication
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Objective B6
Launch initiatives that lessen tourism
impacts to residents (including noise,
air, and light pollution) to strengthen
resident quality of life
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic B6.1
Expand marketing to educate visitors in
ways to monitor and limit negative
impacts of OHVs including noise and
neighborhood disruption
City of Sedona,
USFS
SCC&TB, Keep Sedona Beautiful,
Sustainability Alliance, Rental
Companies, Tour Operators
1. Number of complaints
2. Benchmark through residential surveys
3. Number of brochures distributed,
website views
4. Vehicle counts at high-use areas
Tactic B6.2 Develop initiatives that monitor and
moderate noise levels and intrusion of
helicopter tours City of Sedona,
SCC&TB
Keep Sedona Beautiful, Counties,
Airport Authority, Tour Companies
1. Number of agreements with
tour companies
2. Benchmark noise levels
APPENDIX: QUALITY OF ECONOMY PILLAR
Goal Statement Shape the Sedona economy in ways that enhance its long-term sustainability and vibrancy.
Pillar Timeframe
Objective C1
Monitor and adapt levels of economic
activity in need periods and moderate
congestion by dispersing visitors
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic C1.1 Monitor and adapt marketing initiatives
and recognize changing economic
realities SCC&TB City of Sedona,
Sedona Lodging Council
1. Track changes in demand seasonality
2. Track key performance indicators
in need periods
Tactic C1.2
Utilize mix of performance metrics to help
Sedona’s visitor industry remain
economically strong
SCC&TB City of Sedona,
Sedona Lodging Council
1. Bed taxes
2. Sales taxes
3. Occupancy %
4. Average Daily Rates
Tactic C1.3
Develop and report on a range of
dynamic indicators of overtourism factors
and adjust accordingly
SCC&TB City of Sedona, ADOT,
Land Managers
1. Traffic congestion levels
2. Trail use
3. Trailhead parking
4. Other crowding metrics
5. Range of approaches used to
communicate to visitors and
its effectiveness
Objective C2 Expand interagency collaboration
among diverse Sedona organizations Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic C2.1
Better coordinate with land managers,
nonprofits, and businesses to develop
collaborative solutions
SCC&TB Land Managers, Nonprofit
Organizations, Sedona Lodging
Council, Keep Sedona Beautiful,
Sedona Verde Valley Tourism
Council, Verde Valley Regional
Economic Organization,
Verde Front Collaborative
1. Number of collaborative meetings
2. Examples of new collaborative outcomes
Tactic C2.2
Investigate supply chain opportunities
and identify new economic clusters
City of Sedona Yavapai College, Regional Economic
Development Center, Small Business
Development Center, Verde Valley
Regional Economic Organization
1. Range of opportunities targeted for
attraction and retention
2. Successful attraction of new businesses
and retention
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Objective C3 Monitor and adjust tourism marketing to
achieve a balance between quality of life
and a healthy economy
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic C3.1 Review current tourism funding levels in
the context of competitive destinations City of Sedona,
SCC&TB
Advisors, Industry Experts,
Sedona Lodging Council
1. Demonstrate funding levels in context
of similar destinations
Tactic C3.2
Annually review and adjust SCC&TB
budget allocation based on dynamic
indicators to meet economic and
sustainability goals
City of Sedona,
SCC&TB
Advisors, Industry Experts,
Sedona Lodging Council
1. Demonstrate refinements to
funding allocations
Objective C4 Pursue innovative approaches to
employee housing and training Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic C4.1
Continue to investigate new approaches
to provide range of workforce housing
for Sedona employees
Housing
Taskforce
City of Sedona, SCC&TB,
Local Nonprofits,
Sedona Businesses
1. Track number of affordable units/
affordability index (in Sedona and region)
2. Proportion of Sedona employees living in
Sedona area
3. Benchmark through business and
employee surveys
Tactic C4.2
Launch and promote training programs
around the needs of employees
and employers
NACOG,
Yavapai College
SCC&TB, Northern Arizona
University, Arizona State University,
Small Business Development Center,
Regional Business Development
Center, City of Sedona Economic
Development Department,
Verde Valley Regional Economic
Organization, Sustainability Alliance
1. Range of training initiatives
2. Number of participants in
training programs
3. Benchmark through visitor
satisfaction surveys
APPENDIX: VISITOR EXPERIENCE PILLAR
Goal Statement Continue to provide an excellent visitor experience that highlights Sedona’s sustainability values and keeps visitors coming back.
Pillar Timeframe
Objective D1
Deepen understanding of existing
experiences, how best to access them,
and how to apply sustainable practices
while visiting
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic D1.1 Review and update SCC&TB promotional
materials with sustainable initiatives SCC&TB None 1. Review completed
2. Number of updates completed
Tactic D1.2 Identify and promote experiences that
are synergistic with Sedona’s dark sky
designation SCC&TB Keep Sedona Beautiful,
City of Sedona
1. Number of experiences linked to
dark sky designation
2. Benchmark through visitor surveys
Tactic D1.3
Craft programs to explain how to recreate
sustainably on Oak Creek and the
Verde River area
SCC&TB Verde Front Collaborative,
Oak Creek Watershed Council,
Sustainability Alliance,
Arizona Game & Fish, USFS,
City of Sedona, State Parks
1. Number of programs
2. Benchmark through visitor surveys
Tactic D1.4
Develop series of videos and
downloadable content that provides a
“local story,” while weaving sustainable
practices
SCC&TB Sustainability Alliance,
Keep Sedona Beautiful,
Sedona Historical Society,
Verde Front Collaborative
1. Range of content
2. Number of downloads, views
3. Benchmark visitor utilization
94
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Objective D2
Work to disperse visitors across the
broader Verde Valley region to help
moderate congestion at key Sedona
experiences
Envir RQOL QOE Vis Exp
Short
12-18
mos
Mid
2-3
yrs
Long
4-5
yrs
Lead Partner(s)Supporting Partners Prospective Metrics for Consideration
Tactic D2.1
Build on the success of Sedona’s Secret 7
to distribute visitor impacts and lessen
environmental impacts on selected trails
and areas
SCC&TB City of Sedona, Sedona Verde
Valley Tourism Council, Verde Front
Collaborative, Verde Valley
Regional Economic Organization
1. Number of page views
2. Benchmark visitor utilization
Tactic D2.2
Continue to expand participation in the
Verde Front Collaborative deepening
connections with land management
organizations and other communities
Verde Front
Collaborative
City of Sedona, SCC&TB,
Sedona Verde Valley Tourism Council
1. Number and range of integrated
experiences
2. Committee participation numbers
by community
Tactic D2.3
Spread visitor impacts regionally by
supporting the Sedona Verde Valley
Tourism Council and promoting
awareness of Sedona/Verde Valley
MapGuide and other regional attractions
SCC&TB,
Sedona Verde
Valley Tourism
Council
City of Sedona, Verde Front
Collaborative, Verde Valley
Regional Economic Organization,
Verde Valley Wine Consortium
1. Number and range of integrated
experiences
2. Benchmark through visitor surveys
(including regional spending and
participation)
Resident Survey Findings
Business Survey Findings
Visitor Survey Findings
Sedona Focus Groups Findings
Survey Comparison Report
Strategic Destination Responses
Global Sustainable Tourism Council Report
The GSTC Assessment Executive Summary and full report
can be found at SedonaSustainable.com
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Sedona Sustainable Tourism Plan
Connecting Sedona visitors to
long-term destination sustainability
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REQUEST FOR PROPOSAL
TOURISM MANAGEMENT PLAN – JACKSON HOLE TRAVEL &
TOURISM BOARD
CONTENTS
I. Introduction and Project Overview
II. Background
III. Needs
IV. Objectives
V. Phases
VI. Term
VII. Required qualifications
VIII. Selection process
IX. Schedule
X. Method of Submittal
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REQUEST FOR PROPOSAL
TOURISM MANAGEMENT PLAN - JHTTB
I. Introduction and Overview
The Jackson Hole Travel and Tourism Joint Power s Board (JHTTB) is seeking the services
of a professional organization to develop a sustainable destination management plan
that provides a thorough plan and indictators for destination stewardship for Teton
County in line with the community’s common values of ecosystem stewardship, growth
management, and quality of life preservation. The JHTTB will lead the process in a
phased approach. The first phase will be to develop and execute foundational research
to learn more about the visitor and local sentiment towards tourism in Teton County.
Based on the results of this survey, the JHTTB will then engag e in a full Destination
Management Plan and implementation. The JHTTB reserves the right to refuse any and
all proposals.
II. Background
Teton County and the town of Jackson, Wyoming are located at the gateway to Grand
Teton and Yellowstone National Parks. Teton County is also in the middle of one of the
largest intact eco-sysems in the lower 48 with an abundance of wildlife including
“charastmatic” species living in close proximity to the town and highly visited areas.
Tourism is the #1 driver for the economy in the area. In the summer this is largly driven
by the national parks. In the winter, it is driven by three ski resorts in the area but
primarily, Jackson Hole Mountain Resort. In the past 5 years, both national parks have
experienced record growth in visitation numbers. Despite a global pandemic, both
Grand Teton and Yellowstone National parks had record visitation numbers in late
summer, early fall. GTNP had a record setting 88% increase for the month of October
while Yellowstone saw a 110% increase in visitation for the same month. And this trend
continues. As the gateway community, Jackson, has also seen exponential growth in
summer visitation. Likewise, the winter season has also experienced tremendous
growth due to a variety of factors but most recently the advent of the multi-purpose ski
resort passes, (aka Ikon, Mountain Collective).
The Jackson Hole Travel and Tourism board,(JHTTB), was formed in January of 2011
after a 2% bed tax was instituted on all lodging, rental properties and some camp sites
in the valley. The JHTTB role is to effectively s pend the lodging tax funds, (60% of all
funds collected), to promote travel and tourism to Teton county in the shoulder seasons
of Fall, Winter and Spring, not summer. Recently, the state statute broadened the
language to include education and staging of events for use of funds. Initially, when the
JHTTB was formed the priority was driving visitor volume and spend. Room nights,
average daily rate, per person spend, and event attendance metrics were the key
measurements of success.
August 3, 2021 - Page 153 of 431
Currently the community is experiencing increased visitor volumes like none we’ve
experienced before, and a growing concern that we may be putting undo strain on our
natural assets, overall infrastructure, resident quality of life and visitors quality of
experience . Recently the JHTTB conducted a brief survey sent to our Chamber of
Commerce members and over 66% of responsdents indicated they’d prefer the
destination focus more on destination management focused on sustainable and
responsible tourism vs. tourism promotion driving demand. Additionally, there is
heightened tension that the root cause of many of our community challenges, namely
housing and traffic are the fault of the tourists and the tourism industry.
III. Needs
The Jackson Hole Travel & Tourism Board and more broadly, Teton County is looking for
a plan that will include greater collaboration and alignment with local government, key
industry stakeholders, business leaders, civic leaders, national park representatives,
public lands managers and the residential community in order to provide a tourism
master plan that provides destination stewardship. While we recognize that tourism
fuels our economy and creates jobs and opportunities, we want to ensure that we
balance the tourism economy with our natural assets in order to protect these assets
now and into the future. As stewards of these natural assets, it is incumbant upon us to
develop a plan that is sensitive to the long-term sustainability of our community and
one that is not dependent on growth. This includes preserving the quality of life for our
residents and the quality experience for our visitors.
IV. Objectives
Teton County and the JHTTB want to develop a tourism management plan to respond
to and prepare for the situation we find ourselves in where our 75+ year tourism
product has matured from a sheer volume/expansion based emphasis to a more
curated strategy that takes into account where new opportunties exist in balance with
existing inventory and natural market demands. As a world leader in sustainable
tourism, our goal is to determine what tourism will look like in the next 10-20 years and
how to best manage this while allowing private business to succeed and support our
community through sales tax and employment. This plan will work to define a mission,
vision, and purpose; to inform and educate the public; to develop strategies and actions;
and to deliver outcomes in a timely manner. Through this process we will look to
achieve the following:
• Outline an overview of the current state of tourism in Jackson Hole, including
community and visitor sentiment and the current and future social, economic,
and environmental conditions as they relate to tourism,
• Define a purpose and scope of work for future phases of the Destination
Management Plan development,
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• Define the strengths, weaknesses, opportunities, and threats to the destination
• Describe tourism related management strategies to prevent, mitigate, and/or
adapt to visitor and resident impacts,
• Document, review, and analyze current community initiatives that relate to
sustainable tourism and destination management, identify gaps in current
policies and practices, and meet set goals for the community to achieve
sustainable destination certification and successful implementation that is based
upon and in consideration of Town/County plans and policies already adopted,
• Develop goals and actions for a sustainable community and sustainable tourism
plan that integrate various stakeholder efforts and empower community
innovation and involvement,
• Create performance indicators and a timeline for plan development and
implementation towards goals to be a world leader in sustainable tourism,
• Propose a 10-year vision for the future of tourism and sustainability in Jackson
Hole that includes assumptions, goals, and actions to mitigate those
assumptions,
• Outline outreach and media strategies to engage stakeholders, communicate
and educate the public on the Tourism Manag ement Plan, offer opportunities to
contribute and support the Plan, and leverage already existing partnerships
Key Focuses
Community input and buy-in
Public comprehension
Integration of already developed and implemented plans, goals, efforts, and objecti ves
Inclusion of efforts from Grand Teton and Yellowstone National Parks , Bridger Teton
National Forest, National Elk Refuge and Wyoming office of Tourism
V. Phases:
Phase I: Incorporate foundational research that includes insight from both the visitor
and local community. This should include visitor and resident surveys. The findings from
phase one will inform the direction for Phase II and Phase III.
Phase II: Develop a Destination Management Plan. We envision this to include: visioning
workshops and stakeholder engagement to develop priorities for opportunites and
challenges, recommendations based on outcomes, finalizing recommendations with
roles and responsibilities. Please outline what stakeholder involvement would look like.
Phase III: Implementation and Action plan including a strategy in place for how the plan
will be implemented and who will be responsible for each area of implementation. This
should also outline how the plan will be monitored and improved with benchmarks in
place to optimize plan.
August 3, 2021 - Page 155 of 431
VI.Term
The terms of this Agreement shall commence on July 1, 2021 and shall expire on
June 30, 2022. The parties shall have the option to renew the contract for an additional
one (1) year term, such renewal is not automatic. The Contractor or Board may
terminate this agreement at any time; provided, however, that all compensation earned
or costs incurred prior to such termination shall be payable to Contractor.
VII. Required Qualifications
An organization submitting a proposal represents that it is fully qualified, staffed and
equipped to properly perform any agreed upon conditions and work as requested in this
bid proposal and as represented in their proposal.
1. Understanding of the tourism industry and sustainable tourism
2. Experience in sustainability efforts and demonstrated samples of long - range
plans with a focus on sustainable tourism issues
3. Demonstrated ability to engage with large, diverse stakeholder groups and
ability to facilitate public outreach programs to garner input in a safe
environment
VIII. Selection Process
Jackson Hole Travel and Tourism Joint Power Board shall contract with the organization
and shall be the owner of all materials. The owner’s representative is the County
Attorney's Office. Questions on bid submittals shall be directed to Kate Sollitt, Executive
Director, lodgingtax@tetoncountywy.gov and copied to the, Deputy County Attorney,
Keith Gingery, kgingery@tetoncountywy.gov
All material submitted regarding this bid request becomes the property of the owner
and will not be returned to the organization. Disqualification does not eliminate this
ownership right. The owner reserves the right to reject or accept any or all proposals or
waive any formalities, informalities, or information therein.
Proposals shall include at a minimum the following information:
The Proposal should cover a TBD-month period. It should specify how each element of
the Scope of Work will be approached and completed and should incorporate the
following:
1. The title of the proposal should contain your firm’s name, address, telephone
number, principal contact and email address.
2. Description and history of the Consultant/company
August 3, 2021 - Page 156 of 431
3. Brief of relevant prior experience of the Consultant/company
4. Links to or actual copies of previously produced relevant material showcasing
the quality of your work and testimonials where applicable
5. Consulting team: name, title and a brief CV for the Team Leader and each team
member, inclusive of their roles and responsibilities for the proposed project
6. Understanding of the scope of work and objectives
7. Outline of project approach, strategy for carrying out the scope of work and
methodology
8. Detail the time to be spent on the project
9. Financials should include a detailed “line item” breakdown of costs for the
project
10. Identify any possible adjustments to the scope of work that would ensure a high
value product
11. Propose work that could be completed by the JHTTB so that budgeted dollars are
focused on the highest value components of the scope of work
12. Any other information deemed appropriate for this project
The owner will award this contract to an organization based upon review of
the merits of the proposals received. Criteria for these merits include but are
not limited to:
1. Demonstrated relative experience with similar clients .
2. Understanding of Scope of Work and Objectives
3. Positive reference feedback from past clients.
4. The process, manner and methods of providing the service .
5. Fees and costs of the proposal.
IX. Schedule
1. RFP Issued March 18, 2021
2. Proposal Due May 17, 2021 at 4:00 PM (MT)
3. Notification of award June 10, 2021 JHTTB board meeting
X. Method of Submittal
All bid proposal submittals shall be submitted electronically to:
Kate Sollitt, Executive Director, lodgingtax@tetoncountywy.gov and copied to the,
Deputy County Attorney, Keith Gingery, kgingery@tetoncountywy.gov
August 3, 2021 - Page 157 of 431
Submittal must be received no later than 4:00 PM (Mountain Standard Time), May 17,
2021. If a bid proposal submission is received after this deadline, it will not be
considered and will be rejected without any further action by the Owner.
All proposals shall be the property of the Owner and will become public record.
August 3, 2021 - Page 158 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : P otential 2021 L ocal B allot Measure Survey F indings
P RE S E NT E R(S ): Scott R obson, Town Manager, D avid F laherty, Magellan S trategies
AC T IO N RE Q UE S T E D O F C O UNC IL : P resentation with opportunity for questions and
f eedback.
B AC K G RO UND: T he Town engaged Magellan S trategies to assist with the community plan to
obtain input and offer an online survey that would help measure voter support and opposition levels
f or tax increases to support housing and year-round marketing/special events initiatives. The
results will be presented by Magellan representatives and an opportunity f or council questions and
discussion will be given. A town council decision about whether to include tax ballot measures on
the November ballot will be required by A ugust 17.
AT TAC H ME N TS :
Description
Summary on 2021 P roposed Tax Measures 080321
P P Ballot Measure Survey Results 080321
Summary Topline R esults 080321
Survey Comments (1) 080321
Survey Comments (2) 080321
Survey Comments (3) 080321
Survey Comments (4) 080321
August 3, 2021 - Page 159 of 431
July 29th, 2021
Memorandum
To: Town of Vail, Interested Parties
Fr: David Flaherty, Courtney Sievers, Magellan Strategies
Re: Potential 2021 Local Ballot Measure Survey Findings
This document summarizes the findings of a survey of 665 registered voters in the Town
of Vail who are likely to vote in a November 2019 election. The interviews were
conducted from July 16th to 26th, 2021. The survey results have a margin of error of +/-
3.47% at the 95% confidence interval. The survey data were weighted to be
representative of the Town of Vail voter turnout demographics for an odd-year
election. Questions regarding the survey methodology and findings can be directed to
David Flaherty at 303-861-8585 or by email at dflaherty@magellanstrategies.com.
Survey Objectives
The primary objectives of this survey were to measure voter support and opposition levels
for a 0.5% sales tax increase to fund housing initiatives and a 2.2% lodging tax increase to
fund year-round marketing and special events. The survey also measured voter support
and opposition for a 5% tax or fee on short-term rental property revenues.
Key Findings
Ø Overwhelmingly, the vast majority of Vail voters view access to housing as a crisis
caused by the growth of short-term rentals. Many are experiencing the real impacts
of the crisis and watching locals being driven out of the community. These voters
don’t need to be convinced Vail’s quality of life is seriously at risk, and that belief is
defining the political environment.
Ø 52% of respondents would approve a 0.5% sales tax increase for housing initiatives,
and 42% would oppose it before being informed about the ballot measure.
Ø 57% support the housing ballot measure after being informed about it. These
measurements indicate a good probability the housing ballot measure would be
approved if the housing crisis environment does not change.
August 3, 2021 - Page 160 of 431
Town of Vail 2021 Ballot Measure Voter Opinion Survey
Field Dates: 7/16/21 to 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
2
Opposition to the 0.5% sales tax increase for housing initiatives is driven mostly by the
following viewpoints:
1. Short-term rentals and second homeowners should be taxed directly, rather than
increasing the sales tax and hurting locals and individuals with lower incomes.
2. Vail businesses should increase employee pay and wages, including Vail Resorts,
and provide housing for them, rather than the Town of Vail.
3. The belief that government should not be in the business of housing, and the private
sector should address the problem.
4. The current tax burden is too high already, and increasing the sales tax is not the
answer.
Ø 54% of respondents would support a 2.2% lodging tax increase to fund year-round
marketing and special events before learning information about the ballot measure,
and 38% would oppose it. After being informed about the ballot measure, there was
no change in overall voter support or opposition levels.
Ø We believe the probability of voter approval for the lodging tax increase is about
50%, considering likely voters are uninformed of a destination management plan.
Ø Support for the lodging tax increase is primarily driven by the belief more tourism will
generate a robust local economy, a better job market, and funds for town services.
Furthermore, the lodging tax increase does not impact voters directly, and more
funding for core services would be available.
Opposition to the 2.2 % lodging tax increase to fund year-round marketing and special
events is being driven by the following viewpoints:
1. Increasing the marketing budget at this time does not make sense when considering
businesses are short-staffed and workers have no place to live.
2. The housing crisis should be addressed before increasing the marketing budget.
3. Growing tourism will only accelerate the decline and erosion of the quality of life in
Vail.
Following are the complete survey topline results for each question.
August 3, 2021 - Page 161 of 431
Magellan Strategies
Town of Vail 2021 Ballot Measure Survey Topline Results
Magellan Strategies are pleased to present the topline results of a survey of 665 registered
voters from the Town of Vail, Colorado. The interviews were conducted from July 16th to
26th, 2021. This survey has a margin of error of +/- 3.47% at the 95 percent confidence
interval. The survey data was weighted to be representative of the voter turnout
demographics within the Town of Vail for an odd-year election cycle.
T1. To get started, could you please verify that you are registered to vote in the Town of
Vail, Colorado?
Yes ........................................................................ 100%
T2. Although it is a long way off, how likely are you to vote in any local ballot measure
elections this November? Are you:
Extremely Likely ...................................................... 80%
Very Likely .............................................................. 15%
Somewhat Likely ....................................................... 4%
Unlikely to Vote ........................................................ 1%
Before we continue, it is important to understand that no decisions have been made by the
Town of Vail to put any tax ballot measures before voters for any purpose this November.
Your participation in this survey and sharing your honest opinions will influence those
decisions. Let’s continue.
T3. How much of a problem is the lack of available homes, including townhomes,
condominiums, and apartments for residents in the Town of Vail? Is it:
A Big Problem ......................................................... 62%
Somewhat of a Problem .......................................... 22%
Not Too Much of a Problem ...................................... 9%
Not a Problem at All ................................................. 6%
No opinion ............................................................... 1%
August 3, 2021 - Page 162 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
2
T4. The Vail Town Council and the Vail Local Housing Authority have partnered to address
the long-term rental and homeownership housing needs of community residents. Together,
the partnership manages and initiates a wide range of housing initiatives, developments,
and programs. Knowing this, would you support or oppose a tax increase to create a
dedicated funding source for housing?
Total Support .......................................................... 46%
Total Oppose .......................................................... 45%
No Opinion .............................................................. 9%
Strongly Support ...................................................... 24%
Somewhat Support .................................................. 22%
Strongly Oppose ..................................................... 32%
Somewhat Oppose .................................................. 13%
T5. A ballot measure being considered by the Town to establish a dedicated funding source
for housing initiatives, developments, and programs is a 0.5% sales tax increase. This sales
tax increase is estimated to raise $3.5 million annually would cost consumers 50 cents on
a $100 purchase of taxable items. This tax would not apply to food or grocery purchases.
If an election were being held today, would you vote yes and approve a 0.5% sales tax
increase to establish a dedicated funding source for housing initiatives, developments, and
programs or would you vote no and reject it?
Total Yes, Approve .................................................. 52%
Total No, Reject ...................................................... 42%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 31%
Probably Yes, Approve ............................................ 21%
Definitely No, Reject ............................................... 27%
Probably No, Reject ................................................ 14%
August 3, 2021 - Page 163 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
3
We now will share some information on why the Town is considering a ballot measure to
establish a dedicated funding source for housing initiatives, developments, and programs.
After reading the information, please indicate if you are more likely to vote yes and approve
a 0.5% sales tax increase to fund housing initiatives or if you are more likely to vote no and
reject it. Let’s get started:
T6. The shortage of long-term rental and homeownership opportunities in the Vail
community is a public crisis. This housing crisis is eroding the quality of life in Vail and
increases the shortage of available employees to staff our community’s restaurants, shops,
bars, and small businesses. Furthermore, the housing crisis is driving Vail’s highly trained,
experienced, and valued employees and their families out of our community.
Voter approval of a dedicated funding source for housing initiatives, developments, and
programs will help address this crisis. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 59%
Total More Likely to Vote No, Reject ...................... 35%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 35%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 21%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 164 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
4
T7. Over the past several years, the Vail Town Council and the Vail Local Housing Authority
have successfully provided long-term rental and homeownership housing opportunities for
Vail residents. These successes include Chamonix Neighborhood in West Vail, the Vail
InDeed program, 6 West Apartments in Edwards, Residences at Main Vail, and future
housing plans at the Town’s Public Works Shops. A dedicated funding source will help the
Town achieve more housing successes like these. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 56%
Total More Likely to Vote No, Reject ...................... 35%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 21%
Somewhat More Likely to Vote No, Reject .............. 14%
T8. For the past several years, the Town of Vail has allocated approximately $5 million
annually to fund housing initiatives, developments, and programs. The money for these
housing initiatives has come from the Town’s general funds. Although the financial need to
solve the housing crisis is astronomical, a dedicated funding source will help address the
problem. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 55%
Total More Likely to Vote No, Reject ...................... 37%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 30%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 165 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
5
T9. If the housing crisis is not addressed, Vail’s community, businesses, schools, and quality
of life will suffer. Great people make a great community, and our teachers, firefighters,
police, and health professionals need a place to live. So does top talent in the retail,
hospitality, and restaurant industry. A dedicated funding source for housing will help ensure
Vail’s community, schools, and quality of life are sustained. Knowing this information are
you:
Total More Likely to Vote Yes, Approve .................. 59%
Total More Likely to Vote No, Reject ...................... 34%
No Opinion .............................................................. 7%
Much More Likely to Vote Yes, Approve ................. 37%
Somewhat More Likely to Vote Yes, Approve .......... 22%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 12%
T10. The 2018 Eagle County Housing Needs Assessment identifies a regional shortfall of
more than 5,000 homes for year-round residents by 2025. For its part, in 2018, the Vail
Town Council adopted a housing goal which would result in the Town acquiring a total of
1,700 resident housing unit deed restrictions by 2027.
To date, the Town has a total of 930 deed-restricted homes, leaving a remaining balance
of 770 deed restrictions to be acquired by 2027. Therefore, establishing a dedicated
funding source is a crucial strategy to realizing Vail’s adopted housing goal. Knowing this
information are you:
Total More Likely to Vote Yes, Approve .................. 54%
Total More Likely to Vote No, Reject ...................... 38%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 23%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 15%
August 3, 2021 - Page 166 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
6
T11. About 36% of Vail’s 5,600 total year-round residents, about 2,000 people, live in the
town’s 930 deed-restricted homes. The 930 deed-restricted homes represent 12.7% of the
total number of homes in Vail. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 50%
Total More Likely to Vote No, Reject ...................... 37%
No Opinion ............................................................ 13%
Much More Likely to Vote Yes, Approve ................. 29%
Somewhat More Likely to Vote Yes, Approve .......... 21%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 15%
T12. The Town of Vail’s sales tax has not been raised since 1974 and is the lowest compared
with other mountain resorts. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 58%
Total More Likely to Vote No, Reject ...................... 36%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 37%
Somewhat More Likely to Vote Yes, Approve .......... 21%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 167 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
7
T13. Now that you have read some information about why the Town is considering a 0.5%
sales tax increase to fund housing initiatives, developments and programs, we ask you again
if you would support or oppose this ballot measure.
As a reminder, the sales tax would raise an estimated $3.5 million annually and cost
consumers 50 cents on a $100 purchase of taxable items. Food and grocery purchases
would be exempt from the tax.
If an election were being held today, would you vote yes and approve a 0.5% sales tax
increase to fund housing initiatives or would you vote no and reject it?
Total Yes, Approve .................................................. 57%
Total No, Reject ...................................................... 38%
Undecided ................................................................ 5%
Definitely Yes, Approve .......................................... 37%
Probably Yes, Approve ............................................ 20%
Definitely No, Reject ............................................... 24%
Probably No, Reject ................................................ 14%
T14. Please describe the reasons why you would vote yes and approve a 0.5% sales tax
increase to fund housing initiatives.
*Verbatim responses in separate document.
T15. Please describe the reasons why you would vote no and reject a 0.5% sales tax
increase to fund housing initiatives.
*Verbatim responses in separate document.
T16. If you had to choose, do you lean more towards voting yes and approving the sales
tax increase, or do you lean more towards voting no and rejecting it? (Asked only to the 34
respondents that were “Undecided” on T13)
Lean Towards Yes, Approve .................................... 34%
Lean Towards No, Reject ........................................ 12%
Still Undecided ....................................................... 54%
August 3, 2021 - Page 168 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
8
T17. Changing topics now. The Town is also considering a ballot measure that would
increase the lodging tax from 1.4% to 3.6% to expand from a six-month, non-winter
marketing effort to a year-round marketing effort. The 2.2% lodging tax increase is
estimated to raise $5 million annually.
The lodging tax is charged on hotel rooms or other properties that are rented for less than
30 days.
The $5 million in revenues would be shared between a year-round marketing effort and
sponsoring special events such as the GoPro Mountain Games, the Bravo! Music Festival,
Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2% increase to
the lodging tax to fund year-round marketing and special events or would you vote no and
reject it?
Total Yes, Approve .................................................. 54%
Total No, Reject ...................................................... 40%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 33%
Probably Yes, Approve ............................................ 21%
Definitely No, Reject ............................................... 24%
Probably No, Reject ................................................ 16%
August 3, 2021 - Page 169 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
9
We now will share information on why the Town of Vail is considering a 2.2% increase to
fund year-round marketing and special events. After reading the information, please
indicate if you are more likely to vote yes and approve a 2.2% lodging tax increase or if
you are more likely to vote no and reject it. Let’s get started:
T18. The Town of Vail faces intense competition for tourism dollars from other mountain
resort communities during the winter season, not only during the summer season.
Therefore, the Town’s plan for a year-round marketing effort is needed to keep our local
economy and job market strong. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 50%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion .............................................................. 7%
Much More Likely to Vote Yes, Approve ................. 24%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 26%
Somewhat More Likely to Vote No, Reject .............. 17%
T19. The Vail Local Marketing District’s (VLMD) mission and purpose are to support local
businesses through the organization, promotion, and marketing of non-winter public
activities and special events. The VLMD coordinates and manages Vail’s tourism promotion
and is funded by a 1.4% lodging tax. If voters approve an increase in the lodging tax, the
VLMD’s marketing efforts would be year-round rather than only the non-winter season.
Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 47%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion ............................................................ 10%
Much More Likely to Vote Yes, Approve ................. 23%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 25%
Somewhat More Likely to Vote No, Reject .............. 18%
August 3, 2021 - Page 170 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
10
T20. The VLMD’s promotion of tourism and events is vital to local businesses and the Vail
job market. However, the VLMD’s tourism marketing budget is low compared to the
marketing budgets of other mountain resort communities. With a smaller budget, Vail is
losing tourism dollars to other communities. The following chart shows the lodging and
sales tax of other communities. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 54%
Total More Likely to Vote No, Reject ...................... 40%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 27%
Somewhat More Likely to Vote Yes, Approve .......... 27%
Much More Likely to Vote No, Reject ..................... 25%
Somewhat More Likely to Vote No, Reject .............. 15%
August 3, 2021 - Page 171 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
11
T21. If voters approve an increase in the lodging tax, Vail will be better equipped to
effectively manage tourism promotion on a year-round basis with a destination
management plan. This plan will help protect our natural attractions from overcrowding
and support sustainability goals while balancing visitation on a year-round basis. Knowing
this information are you:
Total More Likely to Vote Yes, Approve .................. 53%
Total More Likely to Vote No, Reject ...................... 39%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 28%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 26%
Somewhat More Likely to Vote No, Reject .............. 13%
T22. The following chart shows Vail hotel occupancy rates, which have been flat for the
past ten years and declined significantly in the two seasons before the coronavirus. An
increase in the lodging tax will help the Town improve these numbers and support more
local businesses. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 48%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 25%
Somewhat More Likely to Vote Yes, Approve .......... 23%
Much More Likely to Vote No, Reject ..................... 27%
Somewhat More Likely to Vote No, Reject .............. 16%
August 3, 2021 - Page 172 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
12
T23. The following chart shows the flattening and decline of Vail’s hotel occupancy rates
for the summer season. If voters approve an increase in the lodging tax, more marketing
dollars will be available to better manage visitation, thereby boosting Vail’s local businesses
and the job market. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 47%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion ............................................................ 10%
Much More Likely to Vote Yes, Approve ................. 23%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 27%
Somewhat More Likely to Vote No, Reject .............. 16%
T24. A lodging tax increase that funds special events, which currently cost the town $2
million annually, would alleviate the burden on the town’s general operating expenses and
improve core services such as fire and police protection, public works and streets, planning
and building, transit and parking, and library services. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 58%
Total More Likely to Vote No, Reject ...................... 36%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 32%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 173 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
13
T25. The Town of Vail’s lodging tax has not been raised since it was created in 1999.
Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 57%
Total More Likely to Vote No, Reject ...................... 34%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 11%
T26. Now that you have read some information about why the Town is considering a 2.2%
increase in the lodging tax to fund year-round marketing and special events, we ask you
again if you would support or oppose this ballot measure.
As a reminder, the 2.2% lodging tax increase is estimated to raise $5 million annually and
the lodging tax is charged on hotel rooms or other properties that are rented for less than
30 days.
The $5 million in revenues would be shared between a year-round marketing effort and
sponsoring special events such as the GoPro Mountain Games, the Bravo! Music Festival,
Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2% increase to
the lodging tax to fund year-round marketing and special events or would you vote no and
reject it?
Total Yes, Approve .................................................. 54%
Total No, Reject ...................................................... 39%
Undecided ................................................................ 7%
Definitely Yes, Approve .......................................... 28%
Probably Yes, Approve ............................................ 26%
Definitely No, Reject ............................................... 26%
Probably No, Reject ................................................ 13%
T27. Please describe the reasons why you would vote yes and approve a 2.2% increase in
the lodging tax to fund year-round marketing and special events.
*Verbatim responses in separate document.
August 3, 2021 - Page 174 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
14
T28. Please describe the reasons why you would vote no and reject a 2.2% increase in the
lodging tax to fund year-round marketing and special events.
*Verbatim responses in separate document.
T29. If you had to choose, do you lean more towards voting yes and approving a 2.2%
increase in the lodging tax to fund year-round marketing and special events, or do you lean
more towards voting no and rejecting it? (Asked only to the 44 respondents that were
“Undecided” on T28)
Lean Towards Yes, Approve .................................... 18%
Lean Towards No, Reject ........................................ 25%
Still Undecided ....................................................... 57%
T30. Finally, would you support or oppose a 5.0% tax or fee on short-term rental property
revenues, such as Airbnb and VRBO, to help fund a portion of Vail’s housing initiatives,
developments, and programs?
Total Yes, Approve .................................................. 69%
Total No, Reject ...................................................... 25%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 53%
Probably Yes, Approve ............................................ 16%
Definitely No, Reject ............................................... 16%
Probably No, Reject .................................................. 9%
And now I have a few questions for statistical purposes only.
T31. Are you:
Male ....................................................................... 53%
Female .................................................................... 46%
Identify Differently .................................................... 1%
August 3, 2021 - Page 175 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
15
T32. Are you between the ages of:
18 to 24 .................................................................... 6%
25 to 34 .................................................................. 10%
35 to 44 .................................................................. 14%
45 to 54 .................................................................. 16%
55 to 64 .................................................................. 19%
65 or older .............................................................. 35%
T33. For statistical and weighting purposes only, are you registered to vote as:
Unaffiliated ............................................................. 44%
Democrat ................................................................ 32%
Republican .............................................................. 23%
Other party ............................................................... 1%
Not registered to vote ................................................ 0%
T34. Are you married or single?
Married ................................................................... 59%
Single ...................................................................... 41%
T35. Where do you live?
East Vail .................................................................. 20%
West Vail (North of I-70) ......................................... 16%
Sandstone, Potato Patch .......................................... 10%
Vail Intermountain .................................................... 9%
Buffehr, Lionsridge, The Valley ................................. 8%
Matterhorn, Glan Lyon .............................................. 7%
Booth Falls, Bald Mountain Road .............................. 5%
Vail Village ............................................................... 5%
Lionshead Village ...................................................... 4%
Safeway, Vail Commons ........................................... 3%
Golf Course ............................................................... 2%
Aspen Lane, Booth Creek .......................................... 1%
Other ........................................................................ 6%
Prefer not to say ........................................................ 4%
August 3, 2021 - Page 176 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
16
Survey Methodology
This survey was conducted by sending an MMS text message to registered voters in the
Town of Vail, Colorado as well as having a link to the online survey on the Town’s website
and social media platforms. The survey response data was weighted to reflect the voter
turnout demographics for an odd-year election in Vail. The interviews were conducted
from July 16th to 26th, 2021. This survey has a margin of error of +/- 3.47% at the 95 percent
confidence interval.
August 3, 2021 - Page 177 of 431
Town of Vail
2021 Ballot
Measure Survey
July 16th to 26th, 2021
1
August 3, 2021 - Page 178 of 431
Survey
Objectives
Ø The primary objectives of this
survey were to measure voter
support and opposition levels for a
0.5% sales tax increase to fund
housing initiatives and a 2.2%
lodging tax increase to fund year-
round marketing and special events.
Ø The survey also measured voter
support and opposition for a 5%
tax or fee on short-term rental
property revenues.
2Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 179 of 431
Survey Methodology
Ø Magellan Strategies are pleased to present the results of an
online survey of 665 registered voters in the Town of Vail who
are likely to vote in a November 2021 election.
Ø The interviews were conducted from July 16th to 26th, 2021.
Ø The overall responses have a margin of error of +/-3.47% at
the 95% confidence interval. Responses among subgroups of
voters will have a higher margin of error than the overall
sample.
Ø The survey results were weighted to be representative of the
voter turnout demographics for an odd-year election in the
Town of Vail.
3Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 180 of 431
Survey Data Collection
Methodology
Ø 2,007 registered voters in the Town of Vail were sent an MMS
survey text invitation and one MMS text reminder.
Ø Voters were also invited to participate in the survey through a
link on the Town’s website, social media and email invitations.
Ø 1,310 individuals started the survey and 665 registered voters
completed it.
Ø We estimate 85% of voters who completed the survey
participated through the MMS text message invitation, and
15% from the town website, social media and email methods.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 4
August 3, 2021 - Page 181 of 431
5
Town of Vail
Voter
Registration
and Odd-Year
Voter Turnout
Demographics
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 182 of 431
6
53%46%
1%
Male Female
Other
23%
32%44%
1%
Republican Democrat
Unaffiliated Other
Survey Demographics
59%41%
Married Single
18-24 25-34 35-44 45-54 55-64 65+
6%10%14%16%19%
35%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 183 of 431
Although it is a long way off, how likely are
you to vote in any local ballot measure
elections this November?
7
80%
15%4%1%
Extremely Likely Very Likely Somewhat Likely Unlikely
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 184 of 431
Respondent Clarification That
No Decisions Have Been Made
8
“Before we continue, it is important to
understand that no decisions have been made
by the Town of Vail to put any tax ballot
measures before voters for any purpose this
November. Your participation in this survey
and sharing your honest opinions will
influence those decisions. Let’s continue.”
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 185 of 431
43%
48%
50%
59%
64%
68%
73%
76%
82%
31%
30%
27%
23%
21%
19%
17%
15%
13%
14%
10%
11%
12%
8%
8%
6%
6%
3%
11%
11%
12%
5%
6%
4%
3%
2%
2%
1%
1%
1%
1%
1%
1%
1%
Republicans
Seniors 65+
Married Men
45-64
Unaffilated
Women
Democrats
Single Women
18-44
Big Problem Smwt. Problem Not Much Not at All No Opinion
9
62%22%
9%6%
Big Problem
Somewhat of a Problem
Not Too Much of a Problem
Not a Problem at All
No Opinion
How much of a problem is the lack of available
homes, including townhomes, condominiums, and
apartments for residents in the Town of Vail? Is it:
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 186 of 431
How much of a problem is the lack of available homes,
including townhomes, condominiums, and apartments for
residents in the Town of Vail? Is it:
June 2021 Survey June 2019 Survey
10
62%22%
9%6%
Big Problem
Somewhat of a Problem
Not Too Much of a Problem
Not a Problem at All
No Opinion
51%
32%
12%4%
Big Problem
Somewhat of a Problem
Not Too Much of a Problem
Not a Problem at All
No Opinion
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 Voter Impression of Big Problem +11% Increase
August 3, 2021 - Page 187 of 431
26%
34%
41%
43%
44%
51%
63%
68%
71%
71%
57%
45%
50%
51%
39%
24%
26%
17%
3%
9%
14%
7%
5%
10%
13%
6%
12%
Republicans
Seniors 65+
Unaffiliated
All Men
45-64
All Women
All 18-44
Democrats
Women 18-44
Total Support Total Oppose Undecided
11
Voter Subgroups Ranked By Support
46%
45%
9%
Total Support
Total Oppose
Undecided
Strongly Support 24%
Somewhat Support 22%
Strongly Oppose 32%
Somewhat Oppose 13%
Undefined Tax Increase for Housing Initiatives Ballot Test
The Vail Town Council and the Vail Local Housing Authority have partnered to address the long-term rental and
homeownership housing needs of community residents. Together, the partnership manages and initiates a wide range
of housing initiatives, developments, and programs. Knowing this, would you support or oppose a tax increase
to create a dedicated funding source for housing?
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 August 3, 2021 - Page 188 of 431
Uninformed 0.5% Sales
Tax Ballot Measure for
Housing Initiatives
“A ballot measure being considered by the Town to establish
a dedicated funding source for housing initiatives,
developments, and programs is a 0.5% sales tax increase.
This sales tax increase is estimated to raise $3.5 million
annually would cost consumers 50 cents on a $100
purchase of taxable items. This tax would not apply to
food or grocery purchases.
If an election were being held today, would you vote yes and
approve a 0.5% sales tax increase to establish a dedicated
funding source for housing initiatives, developments, and
programs or would you vote no and reject it?”
12Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 189 of 431
Uninformed 0.5% Sales Tax
Ballot Measure for Housing
Initiatives
“If an election were being held today, would you vote yes and
approve a 0.5% sales tax increase to establish a dedicated
funding source for housing initiatives, developments, and
programs or would you vote no and reject it?”
13
52%42%
6%
Total Yes, Approve
Total No, Reject
Undecided
30%
42%
49%
49%
50%
57%
68%
73%
66%
50%
45%
46%
45%
35%
27%
20%
4%
8%
6%
5%
5%
8%
5%
7%
Republican
Seniors 65+
Unaffiliated
Men
45-64
Women
18-44
Democrat
Total Yes, Approve Total No, Reject Undecided
Voter Subgroups Ranked By
Total Yes Approve
Definitely, Yes 31%
Probably, Yes 21%
Definitely, No 27%
Probably, No 14%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 190 of 431
Information Questions
14
“We now will share some information on why the Town
is considering a ballot measure to establish a dedicated
funding source for housing initiatives, developments, and
programs.
After reading the information, please indicate if you are
more likely to vote yes and approve a 0.5% sales tax to
fund housing initiatives or if you are more likely to vote
no and reject it. Let’s get started.”
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 191 of 431
15
Housing Information
Questions
59%
59%
35%
34%
6%
7%
More Likely to Approve More Likely to Reject
No Opinion
Knowing this information are you:
If the housing crisis is not addressed, Vail’s community, businesses, and
quality of life will suffer. Great people make a community, and our
teachers, firefighters, police, and town employees need a place to live. So
does top talent in the retail, hospitality, and restaurant industry. A
dedicated funding source for housing will help ensure Vail’s community
and quality of life are sustained.
The shortage of long-term rental and homeownership opportunities in
the Vail community is a public crisis. This housing crisis is eroding the
quality of life in Vail and increases the shortage of available employees
to staff our community’s restaurants, shops, bars, and small businesses.
Furthermore, the housing crisis is driving Vail’s highly trained,
experienced, and valued employees and their families out of our
community. Voter approval of a dedicated funding source for housing
initiatives, developments, and programs will help address this crisis.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 192 of 431
16
Housing Information
Questions
56%
58%
35%
36%
9%
6%
More Likely to Approve More Likely to Reject
No Opinion
Knowing this information are you:
The Town of Vail’s sales tax has not been raised since 1974 and is
the lowest compared with other mountain resorts.
Over the past several years, the Vail Town Council and the Vail
Local Housing Authority have successfully provided long-term
rental and homeownership housing opportunities for Vail residents.
These successes include Chamonix, Vail InDeed, 6 West
Apartments, Residences at Main Vail, and future housing at the
Town Shops. A dedicated funding source will help the Town achieve
more housing successes like these.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 193 of 431
17
Housing Information
Questions
54%
55%
38%
37%
8%
8%
More Likely to Approve More Likely to Reject
No Opinion
Knowing this information are you:
For the past several years, the Town of Vail has allocated
approximately $5 million annually to fund housing initiatives,
developments, and programs. The money for these housing
initiatives has come from the Town’s general fund. Although the
financial need to address the housing crisis is astronomical, a
dedicated funding source will help address the problem.
The 2018 Eagle County Housing Needs Assessment identifies a
regional shortfall of more than 5,000 homes for year-round residents
by 2025. For its part, in 2018, the Vail Town Council adopted a
housing goal stating the Town will acquire 1,000 additional resident
housing unit deed restrictions by 2027, in addition to the 689 deed
restrictions which were in place at the time for a total of 1,689 deed
restrictions.To date, the Town has a total of 931 deed-restricted
homes, leaving a remaining balance of 758 deed restrictions to be
acquired by 2027. Therefore, a dedicated source of funding is a
crucial component to realizing Vail’s adopted housing goal.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 194 of 431
18
Housing Information
Questions
50%37%13%
More Likely to Approve More Likely to Reject
No Opinion
Knowing this information are you:
About 36% of Vail’s 5,600 total year-round residents,
about 2,000 people, live in the town’s 930 deed-restricted
homes. The 930 deed-restricted homes represent 12.7%
of the total number of homes in Vail. Knowing this
information are you:
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 195 of 431
“Now that you have read some information about why the Town is
considering a 0.5% sales tax increase to fund housing initiatives,
developments and programs, we will ask you again if you would support
or oppose this ballot measure.
As a reminder, the sales tax that would raise an estimated $3.5 million
annually and cost consumers 50 cents on a $100 purchase of taxable
items. Food and grocery purchases would be exempt.
If an election were being held today, would you vote yes and approve a
0.5% sales tax increase to fund housing initiatives sales tax or would
you vote no and reject it?”
19
Informed 0.5% Sales Tax Ballot
Measure for Housing Initiatives
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 196 of 431
Informed 0.5% Sales Tax
Ballot Measure for Housing
Initiatives
“If an election were being held today, would you vote yes
and approve a 0.5% sales tax increase to fund housing
initiatives sales tax or would you vote no and reject it?”
20
57%38%
5%
Total Yes, Approve
Total No, Reject
Undecided
36%
45%
54%
54%
55%
62%
75%
75%
60%
49%
42%
41%
40%
33%
20%
21%
4%
6%
4%
5%
5%
5%
5%
4%
Republicans
Seniors 65+
Men
45-64
Unaffiliated
Women
Democrats
18-44
Total Yes, Approve Total No, Reject Undecided
Voter Subgroups Ranked By
Total Yes, Approve
Definitely Yes 37%
Probably Yes 20%
Definitely No 24%
Probably No 14%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 August 3, 2021 - Page 197 of 431
How the 5% of Undecided Voters Lean on a
0.5% Sales Tax Increase for Housing Initiatives
If you had to choose, do you lean more towards voting yes and approving the sales tax
increase, or do you lean more towards voting no and rejecting it?
21
34%
12%54%
Lean Yes, Approve Lean No, Reject Still Undecided
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 198 of 431
22
Uninformed vs. Informed Ballot Tests
0.5% Sales Tax Increase for Housing Initiatives
Uninformed Ballot Test Informed Ballot Test
Total Yes,
Approve
Total No,
Reject
Undecided
52%42%
6%
Total Yes,
Approve
Total No,
Reject
Undecided
57%
38%
5%
-4
+5
-1
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021August 3, 2021 - Page 199 of 431
23
Uninformed vs. Informed Ballot Test Comparison
Change in Support for 0.5% Sales Tax by Voter
Subgroup
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
All
Voters Men Wom.18-44 45-64
Seniors
65+Unaf.Dem.Rep.
Change +5 +5 +5 +7 +4 +3 +6 +2 +6
Informed 57%54%62%75%54%45%55%75%36%
Uninformed 52%49%57%68%50%42%49%73%30%
August 3, 2021 - Page 200 of 431
Uninformed vs.
Informed Ballot Test
Comparison
Change in
Support/Opposition/
Undecided for the
0.5% Sales Tax for
Housing
Ø Among the Uninformed Yes Voters:97%
remain Yes, 2% move to No, 2% move to
Undecided
Ø Among the Uninformed No Voters:12%
move to Yes, 85% remain No, 3% move to
Undecided
Ø Among the Uniformed Undecided Voters:
34% move to Yes, 29% move to No, 36% remain
Undecided
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 24
August 3, 2021 - Page 201 of 431
25
Why 57% of Voters Would Approve a 0.5% Sales Tax Increase for Housing
“Please describe the reasons why you would vote yes and approve a 0.5%sales tax increase to
fund housing initiatives.”
Major Themes
Agree Vail Housing is a Real Crisis
The Local Population is Being Driven Out
Businesses/Managers Need Employees
The Negative Impacts on the Community
I will vote yes because housing is a
major issue. Unfortunately, there
are little to no housing options for
working -class community
members. Past housing options are
essentially unobtainable due to high
demand for appropriately priced
homes, or "affordable housing"
listed at $500,000. Half a million
dollars is not affordable for
people who are essential
workers.-Female, 25-34
If we do not address the housing
crisis in our community, our
community will cease to exist,
and the vast majority of our local
population will be driven out.
–Female, 25-34
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
As stated, the housing crisis is real and growing. People have to be able to afford to
live here. I don't think that over half a million dollars for one bedroom should be
considered affordable. Hopefully, this money can do something to address that. -Male,
45-54
Housing is an obvious problem the I see the effects of every day. Every year I watch good employees struggle to find
affordable housing and end up leaving. It’s to the point that a person has to work a minimum of 2 jobs and doesn’t end up
having time to enjoy where they live. -Male, 35-44
August 3, 2021 - Page 202 of 431
26
Why 57% of Voters Would Approve a 0.5% Sales Tax Increase for Housing
“Please describe the reasons why you would vote yes and approve a 0.5%sales tax increase to
fund housing initiatives.”
Major Themes
Agree Vail Housing is a Real Crisis
The Local Population is Being Driven Out
Businesses/Managers Need Employees
The Negative Impacts on the Community
I have never in the years I have
lived in Vail (50) seen such a crisis
in housing! In addition to the sales
tax there should be a much higher
lodging tax and increased fees for
the STR!! The STR market has
decimated the long-term
rentals in Vail & down valley,
the STR increased taxes & fees
should go to the fund for housing
as well as the sales tax. -Female,
65+, East Vail
Because if we continue to ignore
the housing issue the pool of
people, we draw from to work
locally will dwindle and also will
not bring the best of the best
here. –Male, 55-64
I manage a small retail business and finding employees is almost impossible, mostly
due to housing. I also have a hard time making a profit because I have to pay my staff
such a high rate to afford to live here. Ill support just about any measure to improve the
housing situation. -Female, 35-44
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 203 of 431
27
Why 57% of Voters Would Approve a 0.5% Sales Tax Increase for Housing
“Please describe the reasons why you would vote yes and approve a 0.5%sales tax increase to
fund housing initiatives.”
Major Themes
Agree Vail Housing is a Real Crisis
The Local Population is Being Driven Out
Businesses/Managers Need Employees
The Negative Impacts on the Community
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
As a local resident, I can attest to the fact that finding available and affordable housing has gotten harder and harder in the 5
years I have lived in Eagle County. Our mountain community depends on its people and needs more workers. This just isn't
possible without providing homes these workers can live in and make a life in. Having a dedicated fund to support local
housing is critical to the future of our community and will only cost residents a few cents per year. I don't see any reason
why someone wouldn't support this. It will contribute to our quality of life and economy. -Female, 25-34
Twenty years ago, housing was a
problem in the Vail Valley. Ten
years ago, it became a crisis. In my
opinion, it is currently a matter
of economic survival.
-Male, 55-64
The town needs employees. The
bigger issue in my opinion
though is the short-term rentals.
Since letting people not only in Vail
but Eagle County Short term rent
by means of VRBO, Airbnb and the
sorts, the housing shortage for
qualified employees to support the
high quality of service expected in
such a resort town to suffer
drastically. –Male, 55-64
August 3, 2021 - Page 204 of 431
28
Major Themes
Increase Wages Not Taxes
Tax Short Term Rentals Not Locals
Taxes Are Already Too High
Housing Should be Addressed by the
Private Sector Not Government
This is a private sector problem.
The last thing I want is the public
sector, at any level, involved in the real
estate market. Businesses, large and
small, need to raise wages.You
can't just endlessly spend your way out
of this problem. -Male 55-64
Sales tax is already astronomical vs most areas in this country. I would rather see the
revenue come from property taxes or a short-term rental tax.These taxes would more
directly target the people at the heart of the problem. –Male, 35-44
Because you’re proposing taxing
the WRONG people. A sales tax
disproportionately impacts the
working-class people you claim
you’re trying to support. Rich
people in this town won’t even
blink at a sales tax. Raise taxes on
the rich, NOT the struggling
working class. Tax the rich and
second homeowners and make
them pay for workforce
housing. -Male, 25-34
Why 38% of Voters Would Reject a 0.5% Sales Tax Increase for Housing
“Please describe the reasons why you would vote no and reject a 0.5%sales tax increase to fund
housing initiatives.”
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
I would 100% support the tax if it was directed to 2nd homeowners (who have created the crisis)or directed to those using
their homes for short term rentals. I don't think it should be imposed on locals who are already struggling to own their homes. –
Female, 55-64
August 3, 2021 - Page 205 of 431
29
Major Themes
Increase Wages Not Taxes
Tax Short Term Rentals Not Locals
Taxes Are Already Too High
Housing Should be Addressed by the
Private Sector Not Government
Businesses should provide their
own housing or not start business
here. Essential workers for the town
can use taxpayer funding NOT private
business who then want the town to
provide for their employees i.e Vail
Resorts. –Female, 45-54
Housing should not be funded through increased taxes. Employers should pay
employees more and pass increased costs to the consumer if they choose to use
that service or product.For example, a lodging tax, and or a short-term rental tax may
make sense. Don't tax everyone in an already expensive place for a problem we did not
create. –Male, 35-44
There is already plenty of
housing in the Valley. It is the
way it is used that is the
problem. Ban VRBO and
Airbnb.If you are a zoom
boomer and work from home on
your computer and take up
valuable rental space you should
pay double or triple the rent and
the extra should go towards
infrastructure and road expansion.
The real locals should not be on
the hook for this. Get the Zoom
Boomers and Denverites the hell
out of here. -Male, 45-54
Why 38% of Voters Would Reject a 0.5% Sales Tax Increase for Housing
“Please describe the reasons why you would vote no and reject a 0.5%sales tax increase to fund
housing initiatives.”
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 206 of 431
Questions?
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 30
August 3, 2021 - Page 207 of 431
Voter Opinion on
2.2% Lodging
Tax Increase for Marketing
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 31
August 3, 2021 - Page 208 of 431
Uninformed 2.2% Lodging Tax Increase
Ballot Measure for Marketing
“Changing topics now. The Town is also considering a ballot measure that would
increase the lodging tax from 1.4% to 3.6% to expand from a six-month, non-
winter marketing effort to a year-round marketing effort. The 2.2% lodging tax
increase is estimated to raise $5 million annually. The lodging tax is charged
on hotel rooms or other properties that are rented for less than 30 days.
The $5 million in revenues would be shared between a year-round marketing
effort and sponsoring special events such as the GoPro Mountain Games, the
Bravo! Music Festival, Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2%
increase to the lodging tax to fund year-round marketing and special events or
would you vote no and reject it?”
32Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 209 of 431
Uninformed 2.2% Lodging
Tax Increase Ballot Measure
“If an election were being held today, would you vote yes
and approve a 2.2% increase to the current lodging
tax to fund year-round marketing and special events or
would you vote no and reject it?”
33
54%40%
6%
Total Yes, Approve
Total No, Reject
Undecided
45%
48%
50%
51%
51%
58%
64%
69%
50%
49%
42%
45%
45%
33%
30%
23%
5%
3%
8%
4%
4%
9%
6%
8%
Seniors 65+
Republicans
Unaffiliated
45-64
Men
Women
Democrats
18-44
Total Yes, Approve Total No, Reject Undecided
Voter Subgroup Ranked By
Total Yes, Approve
Definitely Yes 33%
Probably Yes 21%
Definitely No 24%
Probably No 16%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 210 of 431
Information Questions
34
We now will share information on why the Town of
Vail is considering a 2.2% increase to fund year-
round marketing and special events.
After reading the information, please indicate if you
are more likely to vote yes and approve a 2.2%
lodging tax increase or if you are more likely to
vote no and reject it. Let’s get started.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 211 of 431
35
Lodging Tax Increase
Information Questions
57%
58%
34%
36%
9%
6%
More Likely to Approve
More Likely to Reject
No Opinion
Knowing this information are you:
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
A lodging tax increase that funds special events, which
currently cost the town $2 million annually, would alleviate
the burden on the town’s general operating expenses and
improve core services such as fire and police protection,
public works and streets,planning and building, transit and
parking, and library services.
The Town of Vail’s lodging tax has not been raised since it
was created in 1999.
August 3, 2021 - Page 212 of 431
36
53%
54%
39%
40%
8%
6%
More Likely to Approve
More Likely to Reject
No Opinion
Knowing this information are you:
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
The VLMD’s promotion of tourism and events is vital to local businesses and the
Vail job market. However, the VLMD’s tourism marketing budget is low
compared to the marketing budgets of other mountain resort
communities. With a smaller budget, Vail is losing tourism dollars to other
communities. The following chart shows the lodging and sales tax of other
communities.
If voters approve an increase in the lodging tax, Vail will be better equipped to
effectively manage tourism promotion on a year-round basis with a destination
management plan. This plan will help protect our natural attractions from
overcrowding and support sustainability goals while balancing visitation
on a year-round basis.
Lodging Tax Increase
Information Questions
August 3, 2021 - Page 213 of 431
37
47%
50%
43%
43%
10%
7%
More Likely to Approve
More Likely to Reject
No Opinion
Knowing this information are you:
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
The Town of Vail faces intense competition for tourism dollars
from other mountain resort communities during the winter
season, not only during the summer season. Therefore, the
Town’s plan for a year-round marketing effort is needed to
keep our local economy and job market strong.
The Vail Local Marketing District’s (VLMD) mission and
purpose are to support local businesses through the
organization, promotion, and marketing of non-winter
public activities and special events. The VLMD coordinates
and manages Vail’s tourism promotion and is funded by a 1.4%
lodging tax. If voters approve an increase in the lodging tax, the
VLMD’s marketing efforts would be year-round rather than only
the non-winter season.
Lodging Tax Increase
Information Questions
August 3, 2021 - Page 214 of 431
38
Lodging Tax Increase Information Questions
47%
48%
43%
43%
10%
9%
More Likely to Approve More Likely to Reject No Opinion
The following chart shows Vail hotel occupancy rates, which have been
flat for the past ten years and declined significantly in the two seasons
before the coronavirus. An increase in the lodging tax will help the Town
improve these numbers and support more local businesses.
Knowing this information are you:
The following chart shows the flattening and decline of Vail’s hotel
occupancy rates for the summer season. If voters approve an increase
in the lodging tax, more marketing dollars will be available to increase
tourism, thereby boosting Vail’s local businesses and the job market.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 215 of 431
Informed 2.2% Lodging Tax Increase
Ballot Measure for Marketing
“Now that you have read some information about why the Town is considering a
2.2% increase in the lodging tax to fund year-round marketing and special
events, we ask you again if you would support or oppose this ballot measure.
As a reminder, the 2.2% lodging tax increase is estimated to raise $5 million
annually and the lodging tax is charged on hotel rooms or other properties
that are rented for less than 30 days.
The $5 million in revenues would be shared between a year-round marketing
effort and sponsoring special events such as the GoPro Mountain Games, the
Bravo! Music Festival, Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2%
increase to the lodging tax to fund year-round marketing and special events or
would you vote no and reject it?”
39Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 216 of 431
Informed 2.2% Lodging Tax
Increase Ballot Measure
“If an election were being held today, would you vote
yes and approve a 2.2% increase to the lodging tax to
fund year-round marketing and special events or would
you vote no and reject it?”
40
54%39%
7%
Total Yes, Approve
Total No, Reject
Undecided
44%
46%
50%
51%
51%
59%
66%
70%
49%
50%
42%
42%
45%
32%
28%
24%
7%
4%
8%
7%
4%
9%
6%
6%
Seniors 65+
Republicans
Unaffiliated
45-64
Men
Women
Democrats
18-44
Total Yes, Approve Total No, Reject Undecided
Voter Subgroup Ranked By
Total Yes, Approve
Definitely Yes 28%
Probably Yes 26%
Definitely No 26%
Probably No 13%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 217 of 431
41
18%
25%57%
Lean yes, approve Lean no, reject Still undecided
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
How the 7% of Undecided Voters Lean on a
2.2% Lodging Tax Increase for Marketing
If you had to choose, do you lean more towards voting yes and approving a 2.2% increase in the lodging tax
to fund year-round marketing and special events, or do you lean more towards voting no and rejecting it?
August 3, 2021 - Page 218 of 431
42
Uninformed vs. Informed Ballot Tests
2.2% Lodging Tax Increase for Marketing
Uninformed Ballot Test Informed Ballot Test
Total Yes,
Approve
Total No,
Reject
Undecided
54%
40%
6%
Total Yes,
Approve
Total No,
Reject
Undecided
54%
39%
7%
-1
0
+1
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 August 3, 2021 - Page 219 of 431
43
Uninformed vs. Informed Ballot Test Comparison
Change in Support for 2.2% Lodging Tax by Voter
Subgroup
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
All
Voters Men Wom.18-44 45-64
Seniors
65+Unaf.Dem.Rep.
Change 0 0 +1 +1 0 -1 0 +2 -2
Informed 54%51%59%70%51%44%50%66%46%
Uninformed 54%51%58%69%51%45%50%64%48%
August 3, 2021 - Page 220 of 431
Uninformed vs.
Informed Ballot Test
Comparison
Change in
Support/Opposition
/Undecided for 2.2%
Lodging Tax
Increase for
Marketing
Ø Among the Uninformed Yes Voters:87%
remain Yes, 8% move to No, 5% move to
Undecided
Ø Among the Uninformed No Voters:10%
move to Yes, 85% remain No, 5% move to
Undecided
Ø Among the Uniformed Undecided Voters:
56% move to Yes, 10% move to No, 34%
remain Undecided
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 44
August 3, 2021 - Page 221 of 431
45
Why 54% of Voters Would Approve a 2.2% Lodging Tax Increase for Marketing
“Please describe the reasons why you would vote yes and approve a 2.2%lodging tax increase to
fund year-round marketing and special events.”
Major Themes
This Tax Doesn’t Impact Me, Tax the
Tourists
Agree That More Marketing Means
More Money for Town & Community
Perception This Tax Could Help
Address the Housing Crisis
The tax does not directly affect my
purchasing decisions since I do not
stay at hotels or rent for less than 30
days. -Female, 25-34
Because most of the hotels that are
operating are associated with bigger
companies and can afford to pay the
town more money for their revenue.
It’s also ridiculous that it hasn’t
been raised since 1999. Also, if the
marketing efforts work it will just drive
more traffic to these operations so it’s
not a bad idea. –Female, 25-34
This is the right thing/people to tax. Don’t place
the tax burden on Vail’s working class—place
it on the rich tourists and rich residents who
can afford to pay. Win win, and we increase
tourism. -Male, 25-34
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
Pass the cost on to tourists and
visitors now residents, good idea!
However, I think this tax should also be
allocated to the housing issue not just
marketing and events. -Male, 45-54
Tourism needs to pay for the employee housing as they are using the
services and enjoying our area so there is a cost associated with that.
Also, based on the other mountain town lodging tax rates, Vail was way
overdue for a lodging tax increase. -Female, 55-64
August 3, 2021 - Page 222 of 431
46
Why 54% of Voters Would Approve a 2.2% Lodging Tax Increase for Marketing
“Please describe the reasons why you would vote yes and approve a 2.2%lodging tax increase to
fund year-round marketing and special events.”
Major Themes
This Tax Doesn’t Impact Me, Tax the
Tourists
Agree That More Marketing Means
More Money for Town & Community
Perception This Tax Could Help
Address the Housing Crisis
Lodging tax has no personal impact on
me and only helps the town.
-Male, 55-64
New marketing money should free
up the general fund contribution
currently by the town. Also, we
REALLY DON'T need any more
visitors. Overcrowded now and closing
trail heads. STOP. –Male, 65+
I’d probably vote yes because I believe we
should tax tourists and not the local
population. However, the drop in local lodging
numbers AND the lack of local housing is directly
related to short term rentals. Get rid of those and
you’ve killed two birds with one stone. -Female,
35-44
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
I can’t believe we are the lowest and
that we haven’t had an increase
since 1999. I would definitely support
that and actually think it’s long overdue.
-Female, 45-54
I agree with your statements-this needs to be done. An interesting fact that
should be brought up is -has the increase in VRBO such rentals,
attributed to any of these declines in occupancy & dollar value?-
Female, 35-44
August 3, 2021 - Page 223 of 431
47
Current marketing efforts are already
focusing on non-winter seasons. We
don't need to encourage more people
to come here when we can't
staff/service them. Possibly we have
allowed too many hotels, to be built.
I certainly hope that all Airbnb
type rentals are currently
contributing to this fund. That's a
contributing part of the problem
regarding lower hotel occupancy.
-Female, 45-54
Vail is already busy enough. The parking infrastructure can barely handle the current
traffic. We do not need to waste money on additional marketing. Vail Assoc. can bear
this burden if it is that important. -Female, 35-44
Vail is busting at the seems
with tourists, and currently we
do not have the workforce
available to service these large
crowds. Businesses are adjusting
hours, closing multiple days of
the week, etc. because they
simply cannot find the staff. This
is directly tied to the lack of
affordable housing and the pay
offered in this valley. These
issues need to be addressed
FIRST AND FOREMOST
before we try to bring even more
visitors to our valley. -Female,
25-34
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
Why 39% of Voters Would Reject a 2.2% Lodging Tax Increase for Marketing
“Please describe the reasons why you would vote no and reject a 2.2%lodging tax increase to fund year-round
marketing and special events.”
If the town can't solve the housing issue, there
will be no one to work for restaurants, shops, and
other businesses. It seems foolish to increase
tourism and before securing long term
housing. -Female, 45-54
Major Themes
We Do Not Need More Tourists
Address Housing Crisis First
More Marketing Will Make Housing and Vail
Quality of Life Worse
August 3, 2021 - Page 224 of 431
48
Because additional lodging tax could be used for something better than more funding for the VLMD & CSE. These
organizations already have plenty of money for marketing the shoulder seasons which are the only times we need marketing &
events funding. Leave the peak seasons to VR. They do this better than these organizations anyway. –Male, 45-54
I feel that the intimacy of Vail is at a high risk. I know we need business, but it is
no longer viable to even go into town on most weekends.It is overcrowded and there
is very little break from the stream of visitors. I think there may be a better solution. I
would like more details and how this tax would help lesson crowding. -Female, 55-64
I’m not sure a lodging tax is
appropriate at this time. We need
to address the housing situation
first before we again promote
Vail.How can we give first class
service with the lack of employees
for the businesses & events? Other
resort communities are cutting
back on their marketing budget due
to the employee shortage &
housing. -Female, 55-64
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
Why 39% of Voters Would Reject a 2.2% Lodging Tax Increase for Marketing
“Please describe the reasons why you would vote no and reject a 2.2%lodging tax increase to fund year-round
marketing and special events.”
Major Themes
We Do Not Need More Tourists
Address Housing Crisis First
More Marketing Will Make Housing and Vail
Quality of Life Worse
Vail has a strong name
recognition and is thronging with
tourists this Summer. I would
say that our advertising is
sufficient.-Female, 55-64
August 3, 2021 - Page 225 of 431
Questions?
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 49
August 3, 2021 - Page 226 of 431
Opinion of 5.0% Short-Term Rental
Property Tax or Fee
Finally, would you support or oppose a 5.0% tax or
fee on short-term rental property revenues, such as
Airbnb and VRBO, to help fund a portion of Vail’s
housing initiatives, developments and programs?
50
69%
25%
6%
Total Yes, Approve
Total No, Reject
Undecided
63%
65%
66%
65%
69%
75%
75%
80%
30%
28%
29%
31%
27%
17%
19%
15%
7%
7%
5%
4%
4%
8%
6%
5%
Republicans
Seniors 65+
Unaffiliated
Men
45-64
Women
18-44
Democrats
Total Yes, Approve Total No, Reject Undecided
Voter Subgroup Ranked By
Total Yes, Approve
Definitely Yes 53%
Probably Yes 16%
Definitely No 16%
Probably No 9%
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021
August 3, 2021 - Page 227 of 431
Final
Thoughts &
Conclusions
Ø Overwhelmingly, the vast majority of Vail voters view
access to housing as a crisis caused by the growth of
short-term rentals. Many are experiencing the real impacts
of the crisis and watching locals being driven out of the
community. These voters don’t need to be convinced
Vail’s quality of life is seriously at risk, and that belief is
defining the political environment.
Ø 52% of respondents would approve a 0.5% sales tax
increase for housing initiatives, and 42% would oppose it
before being informed about the ballot measure.
Ø 57% support the housing ballot measure after being
informed about it. These measurements indicate a good
probability the housing ballot measure would be approved
if the housing crisis environment does not change.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 51
August 3, 2021 - Page 228 of 431
Final
Thoughts &
Conclusions
Opposition to the 0.5% sales tax increase for housing
initiatives is driven mostly by the following viewpoints:
Ø First, short-term rentals and second homeowners should
be taxed directly, rather than increasing the sales tax and
hurting locals and individuals with lower incomes.
Ø Second, Vail businesses should increase employee pay and
wages, including Vail Resorts, and provide housing for
them, rather than the Town of Vail.
Ø Third, the belief that government should not be in the
business of housing, and the private sector should address
the problem.
Ø Fourth, the current tax burden is too high already, and
increasing the sales tax is not the answer.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 52
August 3, 2021 - Page 229 of 431
Final
Thoughts &
Conclusions
Ø 54% of voters would support a 2.2% lodging tax increase
to fund year-round marketing and special events before
learning information about the ballot measure, and 38%
would oppose it. After being informed about the ballot
measure, there was no overall change in voter support or
opposition levels.
Ø We believe the probability of voter approval for the
lodging tax increase is about 50%, considering likely voters
are uninformed of a destination management plan.
Ø Support for the lodging tax increase is primarily driven by
the belief more tourism will generate a robust local
economy, a better job market, and funds for town services.
Furthermore, the lodging tax increase does not impact
voters directly, and more funding for core services would
be available.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 53
August 3, 2021 - Page 230 of 431
Final
Thoughts &
Conclusions
Opposition to the lodging tax increase is being driven by the
following viewpoints:
Ø First, increasing the marketing budget at this time does
not make sense when considering businesses are short-
staffed and workers have no place to live.
Ø Second, the housing crisis before increasing the marketing
budget.
Ø Third, growing tourism will only accelerate the decline
and erosion of the quality of life in Vail.
Town of Vail 2021 Ballot Measure Survey, 665n, +/-3.47% MoE, July 2021 54
August 3, 2021 - Page 231 of 431
55
David Flaherty | Courtney Sievers | Ryan Winger
1685 Boxelder Street, Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | 303-861-8585
August 3, 2021 - Page 232 of 431
Magellan Strategies
Town of Vail 2021 Ballot Measure Survey Topline Results
Magellan Strategies are pleased to present the topline results of a survey of 665 registered
voters from the Town of Vail, Colorado. The interviews were conducted from July 16th to
26th, 2021. This survey has a margin of error of +/- 3.47% at the 95 percent confidence
interval. The survey data was weighted to be representative of the voter turnout
demographics within the Town of Vail for an odd-year election cycle.
T1. To get started, could you please verify that you are registered to vote in the Town of
Vail, Colorado?
Yes ........................................................................ 100%
T2. Although it is a long way off, how likely are you to vote in any local ballot measure
elections this November? Are you:
Extremely Likely ...................................................... 80%
Very Likely .............................................................. 15%
Somewhat Likely ....................................................... 4%
Unlikely to Vote ........................................................ 1%
Before we continue, it is important to understand that no decisions have been made by the
Town of Vail to put any tax ballot measures before voters for any purpose this November.
Your participation in this survey and sharing your honest opinions will influence those
decisions. Let’s continue.
T3. How much of a problem is the lack of available homes, including townhomes,
condominiums, and apartments for residents in the Town of Vail? Is it:
A Big Problem ......................................................... 62%
Somewhat of a Problem .......................................... 22%
Not Too Much of a Problem ...................................... 9%
Not a Problem at All ................................................. 6%
No opinion ............................................................... 1%
August 3, 2021 - Page 233 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
2
T4. The Vail Town Council and the Vail Local Housing Authority have partnered to address
the long-term rental and homeownership housing needs of community residents. Together,
the partnership manages and initiates a wide range of housing initiatives, developments,
and programs. Knowing this, would you support or oppose a tax increase to create a
dedicated funding source for housing?
Total Support .......................................................... 46%
Total Oppose .......................................................... 45%
No Opinion .............................................................. 9%
Strongly Support ...................................................... 24%
Somewhat Support .................................................. 22%
Strongly Oppose ..................................................... 32%
Somewhat Oppose .................................................. 13%
T5. A ballot measure being considered by the Town to establish a dedicated funding source
for housing initiatives, developments, and programs is a 0.5% sales tax increase. This sales
tax increase is estimated to raise $3.5 million annually would cost consumers 50 cents on
a $100 purchase of taxable items. This tax would not apply to food or grocery purchases.
If an election were being held today, would you vote yes and approve a 0.5% sales tax
increase to establish a dedicated funding source for housing initiatives, developments, and
programs or would you vote no and reject it?
Total Yes, Approve .................................................. 52%
Total No, Reject ...................................................... 42%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 31%
Probably Yes, Approve ............................................ 21%
Definitely No, Reject ............................................... 27%
Probably No, Reject ................................................ 14%
August 3, 2021 - Page 234 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
3
We now will share some information on why the Town is considering a ballot measure to
establish a dedicated funding source for housing initiatives, developments, and programs.
After reading the information, please indicate if you are more likely to vote yes and approve
a 0.5% sales tax increase to fund housing initiatives or if you are more likely to vote no and
reject it. Let’s get started:
T6. The shortage of long-term rental and homeownership opportunities in the Vail
community is a public crisis. This housing crisis is eroding the quality of life in Vail and
increases the shortage of available employees to staff our community’s restaurants, shops,
bars, and small businesses. Furthermore, the housing crisis is driving Vail’s highly trained,
experienced, and valued employees and their families out of our community.
Voter approval of a dedicated funding source for housing initiatives, developments, and
programs will help address this crisis. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 59%
Total More Likely to Vote No, Reject ...................... 35%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 35%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 21%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 235 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
4
T7. Over the past several years, the Vail Town Council and the Vail Local Housing Authority
have successfully provided long-term rental and homeownership housing opportunities for
Vail residents. These successes include Chamonix Neighborhood in West Vail, the Vail
InDeed program, 6 West Apartments in Edwards, Residences at Main Vail, and future
housing plans at the Town’s Public Works Shops. A dedicated funding source will help the
Town achieve more housing successes like these. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 56%
Total More Likely to Vote No, Reject ...................... 35%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 21%
Somewhat More Likely to Vote No, Reject .............. 14%
T8. For the past several years, the Town of Vail has allocated approximately $5 million
annually to fund housing initiatives, developments, and programs. The money for these
housing initiatives has come from the Town’s general funds. Although the financial need to
solve the housing crisis is astronomical, a dedicated funding source will help address the
problem. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 55%
Total More Likely to Vote No, Reject ...................... 37%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 30%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 236 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
5
T9. If the housing crisis is not addressed, Vail’s community, businesses, schools, and quality
of life will suffer. Great people make a great community, and our teachers, firefighters,
police, and health professionals need a place to live. So does top talent in the retail,
hospitality, and restaurant industry. A dedicated funding source for housing will help ensure
Vail’s community, schools, and quality of life are sustained. Knowing this information are
you:
Total More Likely to Vote Yes, Approve .................. 59%
Total More Likely to Vote No, Reject ...................... 34%
No Opinion .............................................................. 7%
Much More Likely to Vote Yes, Approve ................. 37%
Somewhat More Likely to Vote Yes, Approve .......... 22%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 12%
T10. The 2018 Eagle County Housing Needs Assessment identifies a regional shortfall of
more than 5,000 homes for year-round residents by 2025. For its part, in 2018, the Vail
Town Council adopted a housing goal which would result in the Town acquiring a total of
1,700 resident housing unit deed restrictions by 2027.
To date, the Town has a total of 930 deed-restricted homes, leaving a remaining balance
of 770 deed restrictions to be acquired by 2027. Therefore, establishing a dedicated
funding source is a crucial strategy to realizing Vail’s adopted housing goal. Knowing this
information are you:
Total More Likely to Vote Yes, Approve .................. 54%
Total More Likely to Vote No, Reject ...................... 38%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 23%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 15%
August 3, 2021 - Page 237 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
6
T11. About 36% of Vail’s 5,600 total year-round residents, about 2,000 people, live in the
town’s 930 deed-restricted homes. The 930 deed-restricted homes represent 12.7% of the
total number of homes in Vail. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 50%
Total More Likely to Vote No, Reject ...................... 37%
No Opinion ............................................................ 13%
Much More Likely to Vote Yes, Approve ................. 29%
Somewhat More Likely to Vote Yes, Approve .......... 21%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 15%
T12. The Town of Vail’s sales tax has not been raised since 1974 and is the lowest compared
with other mountain resorts. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 58%
Total More Likely to Vote No, Reject ...................... 36%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 37%
Somewhat More Likely to Vote Yes, Approve .......... 21%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 238 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
7
T13. Now that you have read some information about why the Town is considering a 0.5%
sales tax increase to fund housing initiatives, developments and programs, we ask you again
if you would support or oppose this ballot measure.
As a reminder, the sales tax would raise an estimated $3.5 million annually and cost
consumers 50 cents on a $100 purchase of taxable items. Food and grocery purchases
would be exempt from the tax.
If an election were being held today, would you vote yes and approve a 0.5% sales tax
increase to fund housing initiatives or would you vote no and reject it?
Total Yes, Approve .................................................. 57%
Total No, Reject ...................................................... 38%
Undecided ................................................................ 5%
Definitely Yes, Approve .......................................... 37%
Probably Yes, Approve ............................................ 20%
Definitely No, Reject ............................................... 24%
Probably No, Reject ................................................ 14%
T14. Please describe the reasons why you would vote yes and approve a 0.5% sales tax
increase to fund housing initiatives.
*Verbatim responses in separate document.
T15. Please describe the reasons why you would vote no and reject a 0.5% sales tax
increase to fund housing initiatives.
*Verbatim responses in separate document.
T16. If you had to choose, do you lean more towards voting yes and approving the sales
tax increase, or do you lean more towards voting no and rejecting it? (Asked only to the 34
respondents that were “Undecided” on T13)
Lean Towards Yes, Approve .................................... 34%
Lean Towards No, Reject ........................................ 12%
Still Undecided ....................................................... 54%
August 3, 2021 - Page 239 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
8
T17. Changing topics now. The Town is also considering a ballot measure that would
increase the lodging tax from 1.4% to 3.6% to expand from a six-month, non-winter
marketing effort to a year-round marketing effort. The 2.2% lodging tax increase is
estimated to raise $5 million annually.
The lodging tax is charged on hotel rooms or other properties that are rented for less than
30 days.
The $5 million in revenues would be shared between a year-round marketing effort and
sponsoring special events such as the GoPro Mountain Games, the Bravo! Music Festival,
Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2% increase to
the lodging tax to fund year-round marketing and special events or would you vote no and
reject it?
Total Yes, Approve .................................................. 54%
Total No, Reject ...................................................... 40%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 33%
Probably Yes, Approve ............................................ 21%
Definitely No, Reject ............................................... 24%
Probably No, Reject ................................................ 16%
August 3, 2021 - Page 240 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
9
We now will share information on why the Town of Vail is considering a 2.2% increase to
fund year-round marketing and special events. After reading the information, please
indicate if you are more likely to vote yes and approve a 2.2% lodging tax increase or if
you are more likely to vote no and reject it. Let’s get started:
T18. The Town of Vail faces intense competition for tourism dollars from other mountain
resort communities during the winter season, not only during the summer season.
Therefore, the Town’s plan for a year-round marketing effort is needed to keep our local
economy and job market strong. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 50%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion .............................................................. 7%
Much More Likely to Vote Yes, Approve ................. 24%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 26%
Somewhat More Likely to Vote No, Reject .............. 17%
T19. The Vail Local Marketing District’s (VLMD) mission and purpose are to support local
businesses through the organization, promotion, and marketing of non-winter public
activities and special events. The VLMD coordinates and manages Vail’s tourism promotion
and is funded by a 1.4% lodging tax. If voters approve an increase in the lodging tax, the
VLMD’s marketing efforts would be year-round rather than only the non-winter season.
Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 47%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion ............................................................ 10%
Much More Likely to Vote Yes, Approve ................. 23%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 25%
Somewhat More Likely to Vote No, Reject .............. 18%
August 3, 2021 - Page 241 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
10
T20. The VLMD’s promotion of tourism and events is vital to local businesses and the Vail
job market. However, the VLMD’s tourism marketing budget is low compared to the
marketing budgets of other mountain resort communities. With a smaller budget, Vail is
losing tourism dollars to other communities. The following chart shows the lodging and
sales tax of other communities. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 54%
Total More Likely to Vote No, Reject ...................... 40%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 27%
Somewhat More Likely to Vote Yes, Approve .......... 27%
Much More Likely to Vote No, Reject ..................... 25%
Somewhat More Likely to Vote No, Reject .............. 15%
August 3, 2021 - Page 242 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
11
T21. If voters approve an increase in the lodging tax, Vail will be better equipped to
effectively manage tourism promotion on a year-round basis with a destination
management plan. This plan will help protect our natural attractions from overcrowding
and support sustainability goals while balancing visitation on a year-round basis. Knowing
this information are you:
Total More Likely to Vote Yes, Approve .................. 53%
Total More Likely to Vote No, Reject ...................... 39%
No Opinion .............................................................. 8%
Much More Likely to Vote Yes, Approve ................. 28%
Somewhat More Likely to Vote Yes, Approve .......... 25%
Much More Likely to Vote No, Reject ..................... 26%
Somewhat More Likely to Vote No, Reject .............. 13%
T22. The following chart shows Vail hotel occupancy rates, which have been flat for the
past ten years and declined significantly in the two seasons before the coronavirus. An
increase in the lodging tax will help the Town improve these numbers and support more
local businesses. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 48%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 25%
Somewhat More Likely to Vote Yes, Approve .......... 23%
Much More Likely to Vote No, Reject ..................... 27%
Somewhat More Likely to Vote No, Reject .............. 16%
August 3, 2021 - Page 243 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
12
T23. The following chart shows the flattening and decline of Vail’s hotel occupancy rates
for the summer season. If voters approve an increase in the lodging tax, more marketing
dollars will be available to better manage visitation, thereby boosting Vail’s local businesses
and the job market. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 47%
Total More Likely to Vote No, Reject ...................... 43%
No Opinion ............................................................ 10%
Much More Likely to Vote Yes, Approve ................. 23%
Somewhat More Likely to Vote Yes, Approve .......... 24%
Much More Likely to Vote No, Reject ..................... 27%
Somewhat More Likely to Vote No, Reject .............. 16%
T24. A lodging tax increase that funds special events, which currently cost the town $2
million annually, would alleviate the burden on the town’s general operating expenses and
improve core services such as fire and police protection, public works and streets, planning
and building, transit and parking, and library services. Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 58%
Total More Likely to Vote No, Reject ...................... 36%
No Opinion .............................................................. 6%
Much More Likely to Vote Yes, Approve ................. 32%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 22%
Somewhat More Likely to Vote No, Reject .............. 14%
August 3, 2021 - Page 244 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
13
T25. The Town of Vail’s lodging tax has not been raised since it was created in 1999.
Knowing this information are you:
Total More Likely to Vote Yes, Approve .................. 57%
Total More Likely to Vote No, Reject ...................... 34%
No Opinion .............................................................. 9%
Much More Likely to Vote Yes, Approve ................. 31%
Somewhat More Likely to Vote Yes, Approve .......... 26%
Much More Likely to Vote No, Reject ..................... 23%
Somewhat More Likely to Vote No, Reject .............. 11%
T26. Now that you have read some information about why the Town is considering a 2.2%
increase in the lodging tax to fund year-round marketing and special events, we ask you
again if you would support or oppose this ballot measure.
As a reminder, the 2.2% lodging tax increase is estimated to raise $5 million annually and
the lodging tax is charged on hotel rooms or other properties that are rented for less than
30 days.
The $5 million in revenues would be shared between a year-round marketing effort and
sponsoring special events such as the GoPro Mountain Games, the Bravo! Music Festival,
Snow Days, Hot Summer Nights, and Vail Rec Races.
If an election were being held today, would you vote yes and approve a 2.2% increase to
the lodging tax to fund year-round marketing and special events or would you vote no and
reject it?
Total Yes, Approve .................................................. 54%
Total No, Reject ...................................................... 39%
Undecided ................................................................ 7%
Definitely Yes, Approve .......................................... 28%
Probably Yes, Approve ............................................ 26%
Definitely No, Reject ............................................... 26%
Probably No, Reject ................................................ 13%
T27. Please describe the reasons why you would vote yes and approve a 2.2% increase in
the lodging tax to fund year-round marketing and special events.
*Verbatim responses in separate document.
August 3, 2021 - Page 245 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
14
T28. Please describe the reasons why you would vote no and reject a 2.2% increase in the
lodging tax to fund year-round marketing and special events.
*Verbatim responses in separate document.
T29. If you had to choose, do you lean more towards voting yes and approving a 2.2%
increase in the lodging tax to fund year-round marketing and special events, or do you lean
more towards voting no and rejecting it? (Asked only to the 44 respondents that were
“Undecided” on T28)
Lean Towards Yes, Approve .................................... 18%
Lean Towards No, Reject ........................................ 25%
Still Undecided ....................................................... 57%
T30. Finally, would you support or oppose a 5.0% tax or fee on short-term rental property
revenues, such as Airbnb and VRBO, to help fund a portion of Vail’s housing initiatives,
developments, and programs?
Total Yes, Approve .................................................. 69%
Total No, Reject ...................................................... 25%
Undecided ................................................................ 6%
Definitely Yes, Approve .......................................... 53%
Probably Yes, Approve ............................................ 16%
Definitely No, Reject ............................................... 16%
Probably No, Reject .................................................. 9%
And now I have a few questions for statistical purposes only.
T31. Are you:
Male ....................................................................... 53%
Female .................................................................... 46%
Identify Differently .................................................... 1%
August 3, 2021 - Page 246 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
15
T32. Are you between the ages of:
18 to 24 .................................................................... 6%
25 to 34 .................................................................. 10%
35 to 44 .................................................................. 14%
45 to 54 .................................................................. 16%
55 to 64 .................................................................. 19%
65 or older .............................................................. 35%
T33. For statistical and weighting purposes only, are you registered to vote as:
Unaffiliated ............................................................. 44%
Democrat ................................................................ 32%
Republican .............................................................. 23%
Other party ............................................................... 1%
Not registered to vote ................................................ 0%
T34. Are you married or single?
Married ................................................................... 59%
Single ...................................................................... 41%
T35. Where do you live?
East Vail .................................................................. 20%
West Vail (North of I-70) ......................................... 16%
Sandstone, Potato Patch .......................................... 10%
Vail Intermountain .................................................... 9%
Buffehr, Lionsridge, The Valley ................................. 8%
Matterhorn, Glan Lyon .............................................. 7%
Booth Falls, Bald Mountain Road .............................. 5%
Vail Village ............................................................... 5%
Lionshead Village ...................................................... 4%
Safeway, Vail Commons ........................................... 3%
Golf Course ............................................................... 2%
Aspen Lane, Booth Creek .......................................... 1%
Other ........................................................................ 6%
Prefer not to say ........................................................ 4%
August 3, 2021 - Page 247 of 431
Magellan ID#: COVAIL-061521 Town of Vail 2021 Ballot Measure Survey Topline Results
Field Dates: 7/16/21 – 7/26/21, 665n, +/- 3.47% MoE
Magellan Strategies | 1685 Boxelder St. Suite 300 | Louisville, CO 80027
www.MagellanStrategies.com | (303) 861-8585
16
Survey Methodology
This survey was conducted by sending an MMS text message to registered voters in the
Town of Vail, Colorado as well as having a link to the online survey on the Town’s website
and social media platforms. The survey response data was weighted to reflect the voter
turnout demographics for an odd-year election in Vail. The interviews were conducted
from July 16th to 26th, 2021. This survey has a margin of error of +/- 3.47% at the 95 percent
confidence interval.
August 3, 2021 - Page 248 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 1
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 18-24
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.Y Its a minimal increase and would have a large impact.
M 45-54
Lionshd
Village No Prob Def.N Def.Y We need it.
M 65+
Sndstn/Pot.
Ptch Big Prob Def.N Def.Y
We desperately in need of more EMPLOYEE housing We're #14 in the Ski Mag
readers poll How embarrassing.
F 18-24 W. Vail Big Prob Def.Y Def.Y
The housing crisis is making it impossible to live in the valley. The community cannot
function if the only people who can afford to live here are rich people.
F 18-24 Vail Intermtn Big Prob Def.Y Def.Y No one can live here!
F 25-34 E. Vail Big Prob Def.Y Def.Y
Sales tax increase means tourists are contributing, arguably, the most since they spend
money on luxury items in Vail.
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
This is a huge issue. As someone who has lived in the Valley for 10 years and is
wanting to buy a home aswell. Over 400+ people involved in the Miller Ranch market,
there is a HUGE need. That right there shows that 400 people need a home to live. It’s
terrible the valley cannot support that. The newest “affordable” rental built in Vail is
lionsridge apartment, it is min $2200+ for a 2 bedroom. So expensive. We need to do
something about it.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
As a local resident, I can attest to the fact that finding available and affordable housing
has gotten harder and harder in the 5 years I have lived in Eagle County. Our
mountain community depends on its people and needs more workers. This just isn't
possible without providing homes these workers can live in and make a life in. Having
a dedicated fund to support local housing is critical to the future of our community,
and will only cost residents a few cents per year. I don't see any reason why someone
wouldn't support this. It will contribute to our quality of life and economy.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y Because we need housing, plain and simple.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
If we do not address the housing crisis in our community, our community will cease to
exist and the vast majority of our local population will be driven out.
F 25-34 W. Vail Big Prob Def.Y Def.Y
I am a long time Vail local that has been unable to purchase a home due to the real
estate market conditions.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y I’m a long term resident who is struggling to find adorable housing.
August 3, 2021 - Page 249 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 2
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 25-34 Other/Refuse Big Prob Def.Y Def.Y We need money in order to construct more housing.
F 25-34 Vail Village Big Prob Def.Y Def.Y
I am a hiring manager in Vail. I have had an extremely difficult time finding employees
this year. It takes a toll on the other employees mental health being overworked and
under appreciated. We take care of millionaires every day and see multimillion dollar
homes being sold every week. The fact that we have no housing for the work force is
unacceptable. We need employees.
F 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
Because I am a teacher with a masters degree and make $50,000 a year. The Vail
Valley needs to start speaking with their actions, not their words.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
I will vote yes because housing is a major issue. Unfortunately, there are little to no
housing options for working-class community members. Past housing options are
essentially unobtainable due to high demand for appropriately priced homes or
"affordable housing" listed at $500,000. Half a million dollars is not affordable for
people who are essential workers.
F 25-34
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y I have felt the effects as a hiring manager of the lack of affordable housing.
F 25-34 W. Vail Big Prob Def.Y Def.Y It’s a small amount of money to help solve a larger problem for our community.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y The town Vail is a safe and excellent place to live and work.unfortunately
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y Lower in comparison to other mountain towns and we need the money for housing!
F 25-34 E. Vail Big Prob Def.Y Def.Y
For money to go to housing so people who work in the community can live in the
community
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
I am an individual that currently struggles with this issue, so I know how many others
also deal with the same thing and Vail is losing great talented workers because they
cannot afford to live in the area.
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y It’s needed and not that big of an increase.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
I am a valley local and I know first hand how difficult it is to put roots down here. I
have lived here for 8 years and was renting in Vail for 2 of those years until rent
became too high and we needed to find other options. I hate seeing great people being
pushed out of this valley due to rising housing costs and lack of housing. We NEED to
do something, otherwise there won’t be much of a Vail left.
F 25-34 W. Vail Big Prob Def.Y Def.Y More opportunities for affordable housing.
August 3, 2021 - Page 250 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 3
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y
My partner and I have lived in Vail for over 9 years and are trying to purchase a home.
We are in our mid 30s and currently live in a 1 bedroom basement lock off that we are
overpaying for. We would love to put our money towards a home that’s actually ours
and to continue living in this beautiful community that we have grown so fond off. We
are considering moving out of eagle country because we want to “start the next stages
of our life” and cannot do this in a rental apartment that is not equipped for those
stages. Recently it has become increasingly harder to purchase an affordable home.
For example- my neighbor just sold their extremely tiny town home (2 bed/2 bath) for
$825k which is great for them but if you weren’t here 20 years ago and didn’t buy a
place then you’re pretty much screwed unless you have a trust fund. Unfortunately, we
do not have trust funds and are 2 extremely hard working people who care very much
about this community and want to raise our family here. It’s been discouraging and I
appreciate that the town is trying to take initiative to offer new opportunities for people
like us. Thank you.
F 25-34 E. Vail Big Prob Def.Y Def.Y
I need a house because I live and work in Vail year round. It is not fair for second
home owners and Airbnb’s to take over a town they don’t pay taxes in.
F 25-34 E. Vail Big Prob Def.Y Def.Y
Sounds like a good idea. I’d like to buy a home in Vail and my options are incredibly
limited now.
F 25-34 E. Vail Big Prob Def.Y Def.Y More affordable housing for the people who are most important to our community.
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
I believe this is more crucial now more than ever with the long-term impact that
COVID has had on nation-wide migration from city dwellers.
M 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
The lack of affordable housing is a major issue for the Town of Vail. Having a
dedicated revenue stream to address this will enable more initiatives to happen as well
as allow for better long term planning.
M 25-34 E. Vail Big Prob Def.Y Def.Y To bring in quality staff for our hospitality workforce.
M 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Locals help create the draw that brings people here. The town will suffer if they suffer.
August 3, 2021 - Page 251 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 4
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
Any tax that will bring “affordable” housing to the valley. Keeping in mind that housing
above the west Vail firehouse is not affordable to the average employee like this tax is
saying it’s for. The price for those homes needs to come down in order for average
people to afford them.
M 25-34 W. Vail Big Prob Def.Y Def.Y So I can have a chance to own a house in vail.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y I am experiencing the housing crisis first hand.
M 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
A major problem requires an aggressive solution and if this is the next step the town is
willing to take (hoping for many more steps). Then I support it.
M 25-34
Sfwy/Vail
Cmns Smwt Prob Def.Y Def.Y It doesn’t seem to overly burden residents, and it allows us to raise funds from tourists
M 25-34 Vail Intermtn Big Prob Def.Y Def.Y Reasons listed previously.
M 25-34 W. Vail Big Prob Def.Y Def.Y
We need housing more than anything else in this valley. You need to STOP approval
of multi million dollar homes to non-locals and only approve building and new
construction on workforce housing. We cannot hire nurses or doctors or techs in the
hospital where I work (VH) because there is NO AFFORDABLE HOUSING IN EAGLE
COUNTY.
M 25-34 Vail Village Big Prob Def.Y Def.Y The community needs more affordable housing for the local residents.
M 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
We need more housing here in Vail to support the growing economic demands
brought by increased year round visitors.
M 25-34 E. Vail Big Prob Def.Y Def.Y I need more employees to work for my restaurants.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y Quality teachers and workers are being replaced by vacation homes / rentals.
M 25-34
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y
As someone who has lived in eagle county for seven years and is actively trying to
become a homeowner, this directly applies to me. Housing is a crisis in this area and I
would really like to be able to put down roots and raise a family here. I love our valley
and I know this would help to make our community much stronger in the long run
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
High property value.. low property tax. More money should go to first responders
serving the people in the area.
August 3, 2021 - Page 252 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 5
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
The housing issue needs to be resolved before the town begins to fail do to lack of
workforce
M 25-34 E. Vail Big Prob Def.Y Def.Y I support the movement
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
I would certainly vote yes for the fact that literally no one can afford to live here and
work let alone find a place to live and work without paying some 2nd-3rd,etc home
owners place insane amounts of money per month (usually the cost of the loan
monthly rate) just to be able to be in the area to work and live. I think the only people
going to have an issue with the tax hike are those who don't live here year round and
don't want to spend more for things they've owned before this has been brought up.
The valley is ran by rich folks with lots of money, the issue is you're kind of screwing
the local workers and seasonal staff with a tax hike but if that's the only option you
guys can think of to get a small amount of additional money per year compared to the
amount of money that comes in I guess it's a better attempt than doing nothing like you
all have done up until now.
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
Need more housing. Should also ban short term rentals in west vail, east vail,
intermountain, Matterhorn.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y We need affordable long term rentals and homes available for purchase.
M 25-34 Vail Intermtn Big Prob Def.Y Def.Y I want to buy a home in Vail as a 34 year old local of West Vail.
M 25-34 Vail Intermtn Big Prob Def.Y Def.Y
Because the tourists would be the majority paying the tax..I don’t go to restaurants in
town or bars anymore..and I’m 30. My only shopping in the town of Vail is city market.
This shows a systemic problem of little to zero community.
August 3, 2021 - Page 253 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 6
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
Current free market messaging: "As soon as you leave work, your presence in this
community is inconvenient - you occupy a space that could cater to a nonresident
with more purchasing power. The aesthetic of the type of housing you require is 'off
brand', your household density is offensive to your neighbors, and your career choice
has made you undeserving of pets or children. Development of affordable housing for
you is not profitable and environmentally harmful. It's in Vail's best interest that you
work, shop, and dine here, but don't live here or drive here." Significant investment is
required to change the narrative. .5% sales tax increase is an important step forward,
but not enough. Housing is the most important issue Vail faces as a community.
Attracting and retaining top talent is essential to providing a world class
experience. Resort professionals have many other options available to them where
they can make similar salaries but also find housing. Down valley isn't a viable option
anymore. You have to befriend, date, or marry someone with outside income,
inheritance, or property to live here long term. Until you own a home you are unable
to plan your life more than 12 months in advance. Communities, businesses,
landlords, families, and individuals all suffer from the economic, social, and
physiological impacts of transience.
F 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y Because we all need to do something about the housing issue.
F 35-44 W. Vail Big Prob Def.Y Def.Y
We need talented people to be able to live and work in Vail because it improves the
quality of life of the whole community. I don't visit restaurants because I'm aware of
how short staffed they are and I know the service surfers tremendously.
F 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y I live in deed restriction housing and would not be able to live in Vail otherwise.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
Best example: vendettas has to close on Wednesdays because they are short staffed.
This means they lose money.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
Housing is a HUGE issue. Even for someone with a great down payment prices are
higher than ever. Vail indeed is a great program we are hoping to utilize, but it is hard
to find something in a doable prices range for a family with 2 kids. We love living here
and want to raise our kids here that go to Red Sandstone and CGL!
August 3, 2021 - Page 254 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 7
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 35-44 Other/Refuse Big Prob Def.Y Def.Y
Current situation: We have been Valley residents for 10 years. Our landlord has
decided to sell his home and move into our rental. We are now seeking housing, with
a moving deadline at the end of our lease, 3 weeks from today. Currently listed in The
Daily: ONE property in Vail renting for $9,750 per month!
F 35-44 Other/Refuse Big Prob Def.Y Def.Y
I am one of the people looking for housing. Been in the valley 15 years. Have a family
and are temporarily renting above our means.
F 35-44 W. Vail Big Prob Def.Y Def.Y
Keep our town real and allow people to actually live in town. I want Vail to become an
attractive town to live in again!
F 35-44
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
I’m one of the employeed locals who is struggling to buy a house in which to raise my
family. We are long time locals who are on the verge of leaving due to the lack of
available housing. This is an emergency situation for ourselves and others like us. We
have applied multiple times for deed restricted housing without ever wining the lottery
even though my husband has lived and worked in Vail for 20+ years. There is no
inventory to buy something through the In Deed program. We don’t have until 2027
to do something about this. It has to happen immediately or my family as well as many
others will be leaving the valley permanently.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
There is absolutely a housing and therefore, employment crisis. Increasing sales tax is
a way to get tourism to boost the funds needed. But a restriction on short term rentals
EVEN FOR ESTABLISHED PROPERTIES is DIRE. It is not right that second homeowners
have squeezed locals out of housing completely!!!!!! And that is a valley wide issue.
F 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
I’m a nurse and probably going to have to move because I’m a single income
household and can’t find a decent affordable apartment or home to buy when my
lease is up this October.
F 35-44 W. Vail Big Prob Def.Y Def.Y Needed
F 35-44 Other/Refuse Big Prob Def.Y Def.Y
I have family members who may be driven out of living in the Vail valley due to lack of
affordable and available housing. In addition, my job profession as a nurse.
F 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
We need more housing & more locals living in Vail - as a 21 year local, I hate we
haven’t addressed it sooner & am hopeful this will bring back the workforce we much
need and rely on.
August 3, 2021 - Page 255 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 8
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 35-44 W. Vail Big Prob Def.Y Def.Y
I am currently in deed restricted long term rental. However If I am to stay in Vail, I'll
need help purchasing a home... or continue to have good quality long term rentals....
so this tax increase will directly help me in the future.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y Because renters are being over charged and deserve a chance at home ownership.
F 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
I am fortunate enough to live in deed-restricted housing and I know many people who
would love that opportunity in Vail. I also think TOV should recommend a tax on
visitors who RENT STR units, similar to what is done in Telluride. Check out the
tell.ur.neighbor initiative.
F 35-44 Other/Refuse Big Prob Def.Y Def.Y
Because I live and work in the Vail area and I can only afford to rent. I have been in the
market to purchase a home for the past 3years and there are no affordable options.
Also most of my neighbors are second home owners who do not live and contribute
to the economy in this valley; which is frustrating.
F 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y More housing is needed. More affordable housing is needed.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y We need more housing for local people.
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
We love being part of this community and need everyone to have an opportunity to
live and work here. As a resident, I feel a duty to support housing for all income
brackets.
M 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y
I live in one of the deed restricted properties and appreciate the work that has gone
into creating more.
M 35-44 W. Vail Big Prob Def.Y Def.Y Uses tourism dollars to support local community.
M 35-44 E. Vail Big Prob Def.Y Def.Y
The effort needs to be multi-faceted. This is only one source that we should be
seeking to create additional funding to address the housing crisis. I would approve
this as long as we seek to treat VRBO/short-term rentals in residential as commercial
enterprise and increase the property taxes on non-primary residences.
M 35-44 W. Vail Big Prob Def.Y Def.Y Housing is in critical need.
August 3, 2021 - Page 256 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 9
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 35-44 Other/Refuse Big Prob Def.Y Def.Y
Locals are being driven out because of lack of housing and opportunities to purchase
a home and start a family. Driving out talent based on living situations is detrimental to
Vail’s quality of life. Creating a sustainable workforce will allow the valley and its
people to thrive. A strong middle class is the sign of a working economy. The
definition of third world is no middle class.
M 35-44 E. Vail Big Prob Def.Y Def.Y I’ve been renting in Vail for 18 years and it’s very hard to buy.
M 35-44 W. Vail Big Prob Def.Y Def.Y
Clear and obvious need. Town wants to grow economy, economy = tourism, tourism=
needed workers who can afford to live in the community they work to create an
experience for.
M 35-44 Other/Refuse Big Prob Def.Y Def.Y Because normal working class people can’t afford to live here.
M 35-44 Vail Intermtn Big Prob Def.Y Def.Y Obvious. We need housing for Normal people.
M 35-44
Lionshd
Village Big Prob Def.Y Def.Y
No staff available to work in our community and we have lost several good long term
employees.
M 35-44 E. Vail Big Prob Def.Y Def.Y
I have to work as a traveling welder to make a living my fiancé run a dog walking
business successfully in Vail and luckily she can stay with a client but even making a
combined income of over 100,00 dollars a year it is impossible to find affordable
housing.
M 35-44 Vail Intermtn Big Prob Def.Y Def.Y Make it affordable for good people to live in vail.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Vail has lost it's sense of community and there is not enough housing for employees.
M 35-44 E. Vail Big Prob Def.Y Def.Y
I would support an opportunity to allow more of our family friends to live in the place
where they work and play.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Eat the rich.
M 35-44
Lionshd
Village Big Prob Def.Y Def.Y
WE NEED HOUSING>>>I'm an example of someone forced out of Eagle-Vail by
second homeowners and will never be able to afford TOV if more opportunities are
not presented.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y We need way better housing options.
August 3, 2021 - Page 257 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 10
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 35-44
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y We need places to live.
M 35-44 W. Vail Big Prob Def.Y Def.Y
I have to leave the town I have lived in full time since 2005 against my will because
there is no available housing.
M 35-44 Other/Refuse Big Prob Def.Y Def.Y
Cause we need more housing. But what you should really do is impose a huge tax on
people who AirBnB/VRBO their homes forcing them to rent them long term to people
who actually live here or sell them back into the community.
M 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y .50 is nothing.
F 45-54 W. Vail Big Prob Def.Y Def.Y
We need dedicated funding. The amount is insignificant to a single purchase, but
aggregates into a significant fund. The cost is spread among all taxpayers (residents,
guests, businesses, etc). Makes sense to me, I must confess.
F 45-54 W. Vail Big Prob Def.Y Def.Y
We need to help locals, but I am concerned that the In-Deed program is hurting locals
in that if they ever want to retire in their own home, they are no longer able to live in
the homes that they intended to live in many years ago. To that effect, I think more
information and long-term planning needs to go into the In-Deed program. We have
considered the In-Deed program for our own home, but we are wary that it hurts the
homeowner in the future.
F 45-54 Golf Course Smwt Prob Def.Y Def.Y I want to have year round neighbors who care as much about my town as I do.
F 45-54 W. Vail Big Prob Def.Y Def.Y
We need housing! I will vote yes because I am in the category of full-time, working
Vail residents who are pinched by rising housing costs and lack of inventory. Another
factor I hope you consider= please cap rent on apartments required to maintain a
percentage of workers to keep their deed-restricted status. We are in Lion's Ridge
Apartments. Our rent goes up every year, but we both work full-time in Vail. Shouldn't
the deed-restriction benefit us somehow (preferably in showing preference to us as full-
time workers in Vail, so that our rent should not keep going up in this complex that
TOV helped to finance to build "for" us??
F 45-54
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y We need housing to support people who contribute to Vail - plain and simple.
August 3, 2021 - Page 258 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 11
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Not enough employee housing.
F 45-54 W. Vail Big Prob Def.Y Def.Y
I’ll vote yes but not to build more overpriced deed restricted housing. We need
housing for our seasonal workers and lower income workers which should be TOP
PRIORITY. These people will NEVER qualify for a $450K mortgage got a deed restricted
home.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
We desperately need more affordable housing in Vail proper for employees and
families to live.
F 45-54 E. Vail Big Prob Def.Y Def.Y
Because I know of several wonderful families that were a great addition to Vail, had to
move because they can’t afford it here anymore… Even had to quit there VailHealth
jobs.
F 45-54 W. Vail Big Prob Def.Y Def.Y You have built a Mecca for wealthy people but you have no employees.
F 45-54 Vail Village Big Prob Def.Y Def.Y
We have a housing crisis. We can’t continue to be a vacation destination for the rich if
we have no staff.
F 45-54 W. Vail Big Prob Def.Y Def.Y
Vail’s housing problems for workers are chronic, which is why I’ll always support
housing initiatives. I am a longtime homeowner in the TOV (24 years) and was let go
from my full-time position by one of the big Vail non-profits last August. It was a shock
because I own my own home in Vail and was a longtime local and very hard working,
dedicated employee. I have since moved away part-time and no longer work in Eagle
County. Because of this, I now short-term rent my home during the time I’m not in Vail,
which obviously has a negative effect on the town’s housing. For what it’s worth, the
town should not support or extend grants (monetary or otherwise) to Vail employers
who do not nurture local staff, and those who replace local employees with contract
work or with employees who live outside the valley.
F 45-54 W. Vail Big Prob Def.Y Def.Y We need housing.
F 45-54 W. Vail Big Prob Def.Y Def.Y
Something has to be done or I will be forced to move because I will not be able to
afford to buy a place and rents are outrageous!
F 45-54 W. Vail Big Prob Def.Y Def.Y Vail tax is cheaper than other mountains communities.
F 45-54 E. Vail Big Prob Def.Y Def.Y
I want to protect our retail establishments, restaurants, Healthcare workers...the town
cannot run without workers & they need a place to live!
August 3, 2021 - Page 259 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 12
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 45-54
Bth Fls/Bald
Mt Rd Big Prob Def.Y Def.Y
I have lived here for 30 years and I’m afraid in the future I’ll have to move. I’m priced
out of the housing market. No chance to get ahead.
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
I an a small business owner in Edward's and the lack of employees is hurting all of us.
I strongly feel that the lack of affordable housing has greatly impacted our ability to hire
decent people to help run our businesses.
M 45-54 Vail Village Big Prob Def.Y Def.Y
We have to build a sustainable community - our workforce can't live here if we don't
work to solve this problem.
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y We need people to live here. Not stay for 8-12 weeks and leave.
M 45-54 W. Vail Big Prob Def.Y Def.Y We need housing, rentals/affordable housing to keep the TOV open.
M 45-54 W. Vail Big Prob Def.Y Def.Y
What are the options in such a crisis we need this community to keep its good citizens
and not recruit half ass as a side effect of good people leaving.
M 45-54 Other/Refuse Big Prob Def.Y Def.Y We have no help.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
In-town housing is our only long-term answer to having the number of workers we
need to sustain the experience we’re striving to deliver to our tourists who are the
lifeblood of our economy.
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y No housing means fewer employees in an awful time.
M 45-54 Golf Course Smwt Prob Def.Y Def.Y
We need more affordable housing. Offering incentives to owners of short term rentals
could help immensely.
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y I want to be able to afford to live in Vail and raise a family.
M 45-54 E. Vail Big Prob Def.Y Def.Y
This tax is only a small step in addressing the crisis. Empty second homes (mostly
mansions) make up the bulk of the bed base/real estate in Vail. When it the town going
to address this elephant in the room?
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y More affordable housing will help grow a stronger long term community.
August 3, 2021 - Page 260 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 13
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
I am a 20 year town local and barely have a place to live. I have been kicked out of
homes because people sell them for huge profit. I work in Vail in construction and on
the mountain. This is my home and I am being marginalized and cast aside by real
estate value and profiteering outsiders.
M 45-54 W. Vail Big Prob Def.Y Def.Y Vail needs retain working class families.
M 45-54
Sndstn/Pot.
Ptch Smwt Prob Def.Y Def.Y
I've been a manager in the local lodging industry for over 25 years, and have always
had issues finding employees. Now that I observe the employee shortage also hitting
restaurants (Pepi's wouldn't serve us dinner on their patio last week because they
didn't have enough kitchen staff to service all of their tables), I realize much more
needs to be done. I particularly like the deed restriction program.
M 45-54 W. Vail Big Prob Def.Y Def.Y We need housing
M 45-54 E. Vail Big Prob Def.Y Def.Y
As stated, the housing crisis is real and growing. People have to be able to afford to live
here. I don't think that over half a million dollars for one bedroom should be
considered affordable. Hopefully this money can do something to address that
M 45-54 W. Vail Big Prob Def.Y Def.Y
If people want all these services, you need to have affordable housing for those that
provide these services.
M 45-54 Other/Refuse Big Prob Def.Y Def.Y It’s a good idea.
F 55-64 W. Vail Big Prob Def.Y Def.Y
I think that it is a good idea to fund housing with a sales tax. The people who buy
things get to fund the housing without even thinking about it. Can I also suggest a tax
on building/big renovations. Not just materials bought here, but a tax on the cost of
the building/renovation itself. I’m seeing so much building in the ridiculously
expensive neighborhoods, yet I know working people are living in their cars. If we
could tap into that resource somehow to help with our housing crisis, it would also
help.
F 55-64 W. Vail Big Prob Def.Y Def.Y We are in a crisis and need to solve the problem ASAP.
F 55-64 Vail Village Big Prob Def.Y Def.Y
I see the need for more locals living the town if vail. I di not see the need for more
development but more allocations for employees and less short term rentals.
F 55-64 Other/Refuse Big Prob Def.Y Def.Y Everything you said. Housing also needs to be more affordable...not just available.
F 55-64 W. Vail Big Prob Def.Y Def.Y Housing shortage.
F 55-64 E. Vail Big Prob Def.Y Def.Y It’s pretty obvious that this community needs to support its workers living here.
August 3, 2021 - Page 261 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 14
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 55-64 W. Vail Big Prob Def.Y Def.Y Quality of life and retaining employees.
F 55-64
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
Any type of tax increase is long overdue. Sales tax is fine. I would also support a mill
levy increase.
F 55-64 W. Vail Big Prob Def.Y Def.Y Housing options for critical service jobs is necessary.
F 55-64
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y For the reasons aforementioned.
F 55-64 Other/Refuse Big Prob Def.Y Def.Y Our valley will implode if we don't do something!!!
F 55-64
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
We need housing. Period. And a 0.5% sales tax increase is nominal and would benefit
the housing fund.
F 55-64
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
I think it is important for people who work in town and are critical to the community to
have access to affordable housing. It makes for a more vibrant and welcoming town
when residents are vested in the day to day living in town.
F 55-64
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
In order to reach the 770 (?) desired bed spaces by 2027 (?), but in a place-based
economically feasible way through tax dollars rather than relying on outside
developers to build properties that are profit based instead of trying to meet employee
housing shortage needs.
M 55-64 W. Vail Big Prob Def.Y Def.Y
We need to continue to move the needle. This is a good continuation of the process to
continue to make Vail the leader in the industry.
M 55-64 Vail Intermtn Big Prob Def.Y Def.Y
Need housing- do NOT need to destroy sheep habitats to do this. I FIRMLY oppose
building on Booth Heights for ANY reason.
M 55-64 Other/Refuse Big Prob Def.Y Def.Y
I think, Vail should also consider increasing lodging taxes as overnight guests are
directly responsible for the need for incremental employee housing!
M 55-64 E. Vail Big Prob Def.Y Def.Y
Too often people think of housing in terms of "Vail resort lift ops" or easily replaced
entry level positions. In reality it is all of our professional sector and with the recent rise
in prices even our well paid medical staff. WIthout a housing solution our town's
services, the guest experience, and are community will all suffer. It is crucial we build a
range of product that is also energy efficient and doesn't contribute to our climate
problem which also poses a very real threat to a ski town that survives on snowfall.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y We need workforce housing in Vail Our service quality depends on it.
August 3, 2021 - Page 262 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 15
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
We need to provide affordable housing options to everyone who works and lives in
the community.
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.Y Def.Y
The community needs to take action, however, it should be on a broader county-wide
scale.
M 55-64
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y We need the housing.
M 55-64 E. Vail Big Prob Def.Y Def.Y If we don’t take action on housing now we will be screwed.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
The need is undeniable and the most equitable form of taxation is achieved through a
sales tax so everyone contributes to the solution.
M 55-64 W. Vail Big Prob Def.Y Def.Y We need AFFORDABLE housing in Vail for employees.
M 55-64
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Housing has been a long-term problem in this valley.
M 55-64
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
The TOV needs to finally get serious about employee housing. Many members of the
Town council talk about employee housing, few are really doing ANYTHING but
trying to sabotage efforts to get housing. For the life of me I do not understand why the
council cares more about multi millionaire homeowners instead of the workers of this
town. The rich are fine it's the workers who need a break.
M 55-64
Bth Fls/Bald
Mt Rd Big Prob Def.Y Def.Y Vail needs affordable housing!!
M 55-64 Other/Refuse Big Prob Def.Y Def.Y
Because if we continue to ignore the housing issue the pool of people we draw from to
work locally will dwindle and also will not bring the best of the best here.
M 55-64 W. Vail Big Prob Def.Y Def.Y
Housing has become an enormous detriment to this valley. I have lived here since
1989 and have been crushed by it to the point of leaving. I can’t do it anymore! You
have totally ruined a great place to live by not doing something years ago!!! Shame on
you for being too complacent!
M 55-64 Other/Refuse Big Prob Def.Y Def.Y
Should be .75% cause things won’t get better till you toss some serious $$ at this
problem.
M 55-64
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
Majority of sales tax will be paid by short-term visitors plus it's a relatively small tax for
a good cause.
M 55-64 E. Vail Big Prob Def.Y Def.Y Local housing is needed for locals to live and work in Vail.
August 3, 2021 - Page 263 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 16
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 55-64 Vail Intermtn Big Prob Def.Y Def.Y
I am a town of Vail employee. I live in town housing. If I lose my housing I will leave
the town of Vail. I cannot afford to live here and pay the rental cost that are asked
around the area. Therefore it would not make sense to continue working for the town
of Vail. Even though I love it here. In addition I currently live on the edge, wondering
when I'll be evicted from my home. This is not the way people should have to live
there lives.
M 55-64 E. Vail Big Prob Def.Y Def.Y It would help the town with thousand.
F 65+Vail Village Big Prob Def.Y Def.Y It is a small step forward but inadequate to meet the needs.
F 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y It would tax people who can afford to visit Vail.
F 65+W. Vail Big Prob Def.Y Def.Y
Housing for Vail employees is critical to keep our citizens living and working in Vail
without having to commute.
F 65+E. Vail Big Prob Def.Y Def.Y
I have lived in Vail since 1978. The housing problem has never been completely
solved. I do not want east Vail sheep winter grounds developed by Vail Association
(Katz).
F 65+Golf Course Big Prob Def.Y Def.Y
We are retired and live here full time. We want our residential communities to include
retired and working people who participate in maintaining the functions of the town in
addition to catering to tourists.
F 65+E. Vail Big Prob Def.Y Def.Y
I have never in the years I have lived in Vail (50) seen such a crisis in housing! In
addition to the sales tax there should be a much higher lodging tax and increased fees
for the STR!! The STR market has decimated the long term rentals in Vail & down
valley, the STR increased taxes & fees should go to the fund for housing as well as the
sales tax.
F 65+W. Vail Big Prob Def.Y Def.Y
Workers need a place to live, too. We need to address the issue, but also address the
wage gap. Emplyers need to do their part and pay more, in particular large companies.
F 65+Vail Village Big Prob Def.Y Def.Y So totally needed!!!!
F 65+W. Vail Big Prob Def.Y Def.Y We need to get this housing period.
F 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
We desperately need employee housing. We also need to tax VRBO owners at a
commercial rate.
August 3, 2021 - Page 264 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 17
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 65+Vail Village Big Prob Def.Y Def.Y
It’s obvious why. What’s not obvious, is why Vail Resorts isn’t required to match the
amount that resident/visitors contribute. It’s primarily their employees who need to live
in proximity to town.
F 65+E. Vail Big Prob Def.Y Def.Y
Affordable housing is critical to a sense of community & provides a vibrant staff pool
for restaurants & businesses.
F 65+Vail Intermtn Big Prob Def.Y Def.Y
We have lost employees and shops/restaurants are closing days. It is a small price to
pay!
F 65+W. Vail Big Prob Def.Y Def.Y
Valley is in the worst housing crisis since I moved here. With providing reasonable
housing costs and especially rentals some people might be able to stay. The valley has
been totally irresponsible for making any positive changes. Very sad situation when
some of the Vail Medical persons hired are unable to find housing of any sort. I never
have seen the greed in theses situations.
F 65+Vail Intermtn Big Prob Def.Y Def.Y
I remember in the 70’s when we moved here. We rented & our condo always Sold!
Housing was a big problem! It is much worse now with the growth in VAIL. We all
need to help the workers!
M 65+Vail Village Big Prob Def.Y Def.Y We need it. We should look at all possibilities, such as East Vail.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y WE NEED THE MONEY.
M 65+W. Vail Big Prob Def.Y Def.Y
In the last five years I have ended up living in my car part of two winners I am a
disabled vet and I am in debt because of medical care that I had to pay thousands of
dollars to go to a VA Hospital in California to get care.
M 65+Golf Course Big Prob Def.Y Def.Y Meets need. Main beneficiary Vail resorts. They should pay a levy.
M 65+Vail Intermtn Big Prob Def.Y Def.Y
Without incremental WF housing units added the current exodus of workers will
continue!
M 65+W. Vail Not Much Def.Y Def.Y To maintain a regular normal community.
M 65+E. Vail Big Prob Def.Y Def.Y Employee shortage
M 65+W. Vail Big Prob Def.Y Def.Y
it is the government's responsibility to tax the general public to provide for the general
welfare of the community and should not rely on a small population (the wealthy) to
provide assistance.
August 3, 2021 - Page 265 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 18
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y HOUSING IS BADLY NEEDED.
M 65+W. Vail Big Prob Def.Y Def.Y
I appreciate the need to provide affordable housing if we’re to remain vibrant and
diverse.
M 65+
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y
This is push survey. It is a thinly veiled effort to support the possible ballot issue and
tax increase. I support a tax increase to address the housing problem, but I think sales
tax is not the way to do it. Raise property taxes, which are artificially low. Sales tax
revenue is too variable to be the revenue source for everything.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y Funds will be available.
M 65+Vail Village Big Prob Def.Y Def.Y More housing is a necessicity.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y Makes sense and helps to solve a major problem.
F 35-44 E. Vail Smwt Prob Prob.N Def.Y It makes sense.
M 18-24 Other/Refuse Big Prob Prob.Y Def.Y To create a better quality of life in the valley and to help business have employees
F 25-34 W. Vail Big Prob Prob.Y Def.Y We need secure, affordable housing to raise our families.
F 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Def.Y
Because it has a clear correlation with the amount of money that will go toward the
housing crisis we have going on in Eagle county.
F 25-34
Sfwy/Vail
Cmns Big Prob Prob.Y Def.Y More nurses.
F 25-34 Other/Refuse Big Prob Prob.Y Def.Y
The shortage of affordable housing for year-round residents is driving the workforce
out of the valley and is negatively effecting the quality of life for the employees of the
area. The people who make this valley special will be forced to leave if a solution is not
provided to them
F 25-34 Other/Refuse Big Prob Prob.Y Def.Y
I have lived in the valley for years and feel like I’m getting pushed out. My rent at 6
west apartments went up 10% this year and if that continues to happen every year I
will no longer be able to afford it.
August 3, 2021 - Page 266 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 19
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 25-34 W. Vail Big Prob Prob.Y Def.Y
It is extremely hard to live here if you’re not extremely wealthy. I should not have to
work multiple jobs just to make ends meet, and work so many hours that I don’t even
have the time to enjoy what this town has to offer. At both my jobs we are extremely
short-staffed and this makes it even more mentally and emotionally taxing. There
needs to be a solution
F 25-34 E. Vail Big Prob Prob.Y Def.Y
Housing is so limited. As a teacher I cannot afford to be living in such an expensive
place, but teachers need to be here too.
F 25-34 Other/Refuse Big Prob Prob.Y Def.Y
Affordable housing is needed to support this community's workforce. Without
accessible housing restaurants, education, retail, and recreation industries will suffer.
Can we tax second home owners and investment property owners instead?
F 25-34 W. Vail Big Prob Prob.Y Def.Y
I would chose this because I currently do live in Vail year round and would like to see
more dedicated housing for the local middle class.
M 25-34 E. Vail Big Prob Prob.Y Def.Y Housing prices are are too high.
M 25-34
Matthrn/Gln.
Lyon Big Prob Prob.Y Def.Y
If it means having more year round residents down the line, I’m for it. It’s a bummer
having to make and lose friends with every passing season.
M 25-34 Vail Intermtn Big Prob Prob.Y Def.Y
I am one of the individuals trying to find long term home and make a living in this
community.
M 25-34 Vail Intermtn Big Prob Prob.Y Def.Y
It’s seems like a great way for the town to make money from its visitors and help locals
like us.
F 35-44
Sfwy/Vail
Cmns Big Prob Prob.Y Def.Y For housing, but I prefer the employee owns the place vs. seasonal rentals.
F 35-44 E. Vail Big Prob Prob.Y Def.Y The housing crisis directly affects me.
F 35-44 W. Vail Big Prob Prob.Y Def.Y It's a small price to pay for a big big change. We NEED housing for locals period.
F 35-44 E. Vail Smwt Prob Prob.Y Def.Y Because I want those that work in town to have access to a good quality of life.
F 35-44 Other/Refuse Big Prob Prob.Y Def.Y
I manage a small retail business and finding employees is almost impossible, mostly
due to housing. I also have a hard time making a profit because I have to pay my staff
such a high rate to afford to live here. Ill support just about any measure to improve the
housing situation.
M 35-44 Vail Intermtn Big Prob Prob.Y Def.Y
Something has to be done for the housing issue. If funds are created by tax increase
why not try?
August 3, 2021 - Page 267 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 20
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 35-44 E. Vail Big Prob Prob.Y Def.Y
Affordable housing is the number one issue in not only Vail, but our greater
community.
M 35-44 Other/Refuse Smwt Prob Prob.Y Def.Y Small price to pay to help a big problem.
F 45-54 W. Vail Big Prob Prob.Y Def.Y Because we need to do something to address this crisis.
F 45-54
Lionshd
Village Big Prob Prob.Y Def.Y
Because it would be amazing to have more houses available to us full-time residents to
purchase here in the valley before we do end up being forced out and moving to
another state where housing prices are below a half $1 million for a two-bedroom
apartment.
F 45-54 W. Vail Big Prob Prob.Y Def.Y I support it.
F 45-54
Sfwy/Vail
Cmns Big Prob Prob.Y Def.Y
My husband and I have benefited from TOV deed restricted housing. If not for
purchasing a deed restricted condo below market value, we would likely not still be
living in Vail (38 & 24 yrs in the Valley respectively). I also wonder if there isn’t a way
to tax property owners based on the time their units stay empty to entice them to use
them and bring business to the valley or offer them up for long term rentals. Can we
look at how much property tax is charged for second/third homes? If these “residents”
are not here often and/or their residences stay empty this means less people paying the
all-important sales tax. Year round locals like my husband and I pay far more in sales
tax year round than these folks who are only here for a few weeks a year. Just another
thought.
F 45-54 W. Vail Big Prob Prob.Y Def.Y
Bottom line we need more housing, it’s a huge problem. Also believe we need to tax
the short term rentals or create some sort of limit to the community.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Def.Y
We need more housing, but I would prefer to see the TOV also work with private
capital to meets the housing needs. Lions Ridge is an example of a public-private
partnership that worked. We should follow that model.
M 45-54 W. Vail Smwt Prob Prob.Y Def.Y It is a reasonable tax increase.
M 45-54 Vail Intermtn Big Prob Prob.Y Def.Y
Lack of local employees due to housing shortages diminishes our competitiveness
against outher resort communities.
M 45-54
Sndstn/Pot.
Ptch Big Prob Prob.Y Def.Y Need for more workers living in vail
M 45-54 W. Vail Big Prob Prob.Y Def.Y I can’t get a table at Mountain Standard.
August 3, 2021 - Page 268 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 21
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 55-64 Other/Refuse Big Prob Prob.Y Def.Y Locals need housing.
F 55-64 Vail Village Big Prob Prob.Y Def.Y
Businesses already close their shops/restaurants now because lack of staffing. General
fund can't continue to provide 5M annually, the Town is hemorrhaging money there
needs to be another source.
F 55-64 E. Vail Big Prob Prob.Y Def.Y
Great need for the people who would live in affordable housing, and knowing it is not
an excessive amount in tax.
M 55-64
Bfhr/Lionsrdg/
Vlly Smwt Prob Prob.Y Def.Y See the need
M 55-64 E. Vail Smwt Prob Prob.Y Def.Y For most of the reasons outlined in the prior questions.
F 65+Golf Course Big Prob Prob.Y Def.Y
To be specified: The sales tax will not increase past 0.5% in subsequent years. To be
agreed at the onset.
F 65+E. Vail Smwt Prob Prob.Y Def.Y Need to keep the community thriving.
F 65+
Matthrn/Gln.
Lyon Big Prob Prob.Y Def.Y I am a local of 46 years and I am a renter. Locals need more flexible housing.
F 65+
Sndstn/Pot.
Ptch Big Prob Prob.Y Def.Y Housing for teachers, firefighters, and other workers who live here is necessary.
M 65+Golf Course Smwt Prob Prob.Y Def.Y
Town needs housing for quality professional staff to sustain our quality of life. In
addition the tax increase is in line with market at other resort towns (you said this hope
it’s true).
M 65+W. Vail Smwt Prob Prob.Y Def.Y Good people need a decent place to live!
M 25-34
Matthrn/Gln.
Lyon Big Prob Undec.Def.Y
I’m conflicted. A major problem from what I see is second home owners spending
more time and even purchasing more homes. Part time “residents” are purchasing
properties and knocking them down and forcing the working force out of this town. I
don’t think I should have to pay taxes because people with money are being selfish. I
will make the sacrifice if I have to but I feel that the problem is with these second home
owners. Rent is rising every single year and most rentals and the money we make in
town is not reflected. VR employees Barry make enough to pay for food. I work 5 12
hour shifts a week to pay for rent, food, and groceries and it’s exhausting. I know
multiple people who have to leave town because of this.
August 3, 2021 - Page 269 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 22
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 35-44 W. Vail Big Prob Undec.Def.Y
To increase the chances of affordable housing options. To ensure our line level
employees have a place to live to better serve our community.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Undec.Def.Y
As a previous Vail business owner/operator I realize the critical aspect of affordable
housing in our valley
M 35-44
Lionshd
Village Big Prob Def.N Prob.Y
I don't like the idea of raising the sales tax to raise these funds. This will add an
additional financial cost to the normal people who are already struggling. Why not tax
the second home owners and real estate? These are the people driving up housing
costs and they are also all uber-wealthy so they can afford it.
M 55-64
Sndstn/Pot.
Ptch Big Prob Def.N Prob.Y
While I am against government competing with private enterprise this is a serious issue
that needs to be addressed.
M 65+
Lionshd
Village Smwt Prob Def.N Prob.Y To maintain the quality of life in Vail.
F 25-34 Other/Refuse Big Prob Def.Y Prob.Y Anything to help with the current housing crisis.
M 25-34 Vail Intermtn Big Prob Def.Y Prob.Y No places to rent or own for a common Vail native.
F 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Prob.Y
We need housing for Vail's employees. If you want to attract and retain employees -
give us affordable housing that's decent to live in where we don't have to live with 6
other people.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Prob.Y Helpful.
F 45-54 Other/Refuse Big Prob Def.Y Prob.Y We need to do something!
M 45-54 E. Vail Smwt Prob Def.Y Prob.Y
Building deed restricted units would be helpful, but only if the price is in reach - not
like the last batch on Chamonix.
M 45-54 E. Vail Smwt Prob Def.Y Prob.Y Because it would be funded by tourism
F 55-64 Golf Course Not Much Def.Y Prob.Y I have not affirmed to vote yes. Would the revenue raised go strictly to housing?
F 65+
Lionshd
Village Big Prob Def.Y Prob.Y
Housing is needed for year round employees that would like to stay in Vail without
paying these outrageous rental prices.
M 65+W. Vail Smwt Prob Def.Y Prob.Y Housing is needed for residents to be able to hold a job, duh
August 3, 2021 - Page 270 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 23
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 25-34
Matthrn/Gln.
Lyon Big Prob Prob.N Prob.Y
Affordable housing initiatives should have been addressed many years ago in a much
greater and robust capacity than they were. This valley runs on locals and they have
been pushed out by unaffordable housing for over 20 years. Deveopment of
infrastructure for affordable housing should have been in place already. This tax
increase will be a bandaid on a wound that has been infected for decades.
M 25-34 W. Vail Big Prob Prob.N Prob.Y
The tax rate might be low when compared to other mountain communities but are
guests don't live in mountain town. They are used to significantly lower sales taxes
where they are from. There is definitely sticker shock when I tell customers our tax is
8.4%. Sometimes this causes them to avoid purchasing larger items like skis, bikes, etc
Let's be honest, the town isn't strapped for cash. I think there are other areas they can
look to find the funds. I think the Chamonix project had good intentions but
billionaires sons and Steadman doctors don't deserve ~$200K subsidies from the tax
payers. I think STR's should be the source of the funds. If the STRs are taxed enough
it might incentives landlords to offer long term leases instead of making their units an
STR. It might also prevent people from buying properties with the sole purpose of
turning them into STRs. You could even use the money to subsides landlords who
offer long term leases at reasonable (established) prices. The town needs to do
something to address high rental rates. The work on ownership has been great with
programs like indeed but for those who aren't looking to buy (majority of our
workforce) there is little to no help.
M 25-34 W. Vail Big Prob Prob.N Prob.Y I consider this a step in the right direction, but it is not a sustainable solution.
O 25-34
Matthrn/Gln.
Lyon Big Prob Prob.N Prob.Y
The housing crises needs a lot more effort to solve and all though I don’t think this is
the best solution it is at least a step in the right direction. Increasing the sales tax seams
a little like putting it on the locals who are already struggling to solve the problem as
opposed to addressing the root of the problem.
M 35-44 W. Vail Big Prob Prob.N Prob.Y To give seasonal workers a place to rent.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.N Prob.Y
Plenty of wealthy visitors buying up everything. I work here full time and hardly can
afford anything but groceries and my rent.
F 45-54
Bfhr/Lionsrdg/
Vlly Not Much Prob.N Prob.Y To acquire better workers in the area.
August 3, 2021 - Page 271 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 24
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 45-54 E. Vail Smwt Prob Prob.N Prob.Y
Affordable housing is needed in every community and it appears that there is an
historic failure to address the issue. I would need a better understanding of how the
money was to be spent to determine my final vote.
F 45-54 E. Vail Smwt Prob Prob.N Prob.Y Tax the tourists
F 55-64
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Prob.Y It is needed.
F 55-64 Vail Intermtn Smwt Prob Prob.N Prob.Y For all the above mentioned reasons.
M 55-64 E. Vail Big Prob Prob.N Prob.Y
This is a public crisis and everyone working and living here deserves to be able to put
a quality roof over their head.
F 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.Y My family could afford to pay this tax.
F 65+E. Vail Big Prob Prob.N Prob.Y Good goal, but do not know how you spend money.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Prob.N Prob.Y If there is no other option.
M 65+W. Vail Not Much Prob.N Prob.Y
My hesitant yes is based on a county wide effort to improve housing and not just in
Vail. Vail is full and many units are now rented to vacationers which causes a loss in
the county of about 5000 housing units. Work with the Mintturn Forest office to buy
land. Work with Avon (?) on the development of the - huge - parcel of land North of I-
70 opposite the box stores.
F 18-24
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
Being a local I think there should be a tax that can be distributed amongst tourists
coming to visit since they use and abuse our delicate ecosystem in Vail.
F 18-24 Other/Refuse Smwt Prob Prob.Y Prob.Y We need more affordable/accessible housing in Vail.
F 25-34 Vail Village Not Much Prob.Y Prob.Y
Equitable distribution of housing is essential for a resilient community. I have not seen
many of the deed restricted housing solutions awarded to the demographics deserving
of some assistance. Anecdotes aside, I also worry about land use decisions and a
population carrying capacity.
M 25-34 Vail Village Big Prob Prob.Y Prob.Y More/better housing options will bring more qualified applicants.
August 3, 2021 - Page 272 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 25
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
O 25-34 W. Vail Big Prob Prob.Y Prob.Y
Finding affordable housing has been a major problem for me and so many others I
know since living here. It makes it really difficult to live here. My hesitation for this
proposal is that it’s still asking money from the people already struggling to get by here.
I would more likely support taxing the rich on their properties like second homes,
rather than making it more difficult for those already having a hard time financially.
F 35-44
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
Please consider doing something about short term rentals - THAT will fix the issue;
tearing down CGL - our best local preschool (even relocating it) is not the answer.
F 35-44
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y
I recognize this is a problem. I would like to see short term rentals addressed. A lot of
the more affordable rental options are not longer available for long term rentals
because owners are choosing to rent them short term. I live in a townhouse complex
and the short term rentals degrade the neighborhood and erode the sense of
community.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y
Because I am a resident that has lived 9 years in the town of Vail and I would really like
to be able to afford to buy a home. I do think there are too many people using their
properties for short term rentals (ie. AirBnB & VRBO) and that should be limited as
opposed to just raising taxes and open up more long term rentals or potential to buy
those existing properties.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y
As a full time resident of Vail and a public school teacher, I see, hear, and feel the
housing crisis in Vail. However, many of the deed restricted properties are still
financially out of reach for me and my family. I hope the Town of Vail seriously
considered increases the property tax on second home owners and restricting short-
term vacation rentals instead of or in addition to further taxing locals trying to support
local establishments.
F 35-44 W. Vail Smwt Prob Prob.Y Prob.Y
It would hopefully benefit me and my family. Also keep good people in vail, perhaps
we could keep up with the customer service expected of a world class resort so that we
can attract and retain good employees.
August 3, 2021 - Page 273 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 26
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 35-44
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
We are in a housing crisis and it is negatively effecting our ability to retain individuals
to work in our local businesses. Quality of service is being reduced by lack of staff and
it is effecting our reputation as a world class resort town.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y As you said, affordable housing is a public crisis.
F 35-44 Vail Intermtn Smwt Prob Prob.Y Prob.Y To help get more housing
F 35-44 Other/Refuse Big Prob Prob.Y Prob.Y I agree there is a housing crisis!
F 35-44 W. Vail Big Prob Prob.Y Prob.Y
I would vote yes if they are able to build more affordable housing, that is actually
affordable. Current pricing is not inclusive or possible for a majority of the Vail
workforce.
F 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y
I am one of the health professionals who is unable to find affordable housing. We have
been here 13 years and may move out of state to find affordable housing. It has
affected our childcare as well since the daycare has been unable to keep teachers.
They have now plans to only be open 4 days a week.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y I live in deed restricted housing and it’s the only way we were able to stay in Vail.
M 35-44
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y To get the money needed for new affordable housing.
M 35-44 Golf Course Big Prob Prob.Y Prob.Y Because we need more housing.
M 35-44 W. Vail Smwt Prob Prob.Y Prob.Y I do feel the need to help address affordable housing as a resident of the town of Vail.
M 35-44 Other/Refuse Big Prob Prob.Y Prob.Y
We need better housing options for long term residents. I would prefer a property tax
to fund housing over sales tax. this way second homes owners and big businesses
that buy up all the housing pay to support local resident housing options.
M 35-44
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y
Housing is an obvious problem the I see the effects of every day. Every year I watch
good employees struggle to find affordable housing and end up leaving. It’s to the
point that a person has to work a minimum of 2 jobs and doesn’t end up having time
to enjoy where they live.
M 35-44 W. Vail Big Prob Prob.Y Prob.Y Vail needs dedicated funds to fix the problem.
M 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y Hopefully it goes towards housing.
M 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y
It's a big problem in the valley in general. The more data and specifics you provide, the
stronger it makes your argument. What are some potential future uses for that funding?
August 3, 2021 - Page 274 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 27
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 45-54 E. Vail Big Prob Prob.Y Prob.Y
Vail is an exceptional place and a big part of that is the community. The town cannot
survive as a resort destination only, the local community is what makes Vail so special,
we could have bought anywhere for our skiing and outdoor life but we chose Vail
because of the community. If the town turns into a Disneyland of rich patrons who
don’t care about anything other than the week or so they spend there each year and
hourly workers who hate their jobs, that would be the end of Vail as we know it. We
should value our locals enough that everyone knows it and being able to provide
decent housing for them will go a long way to show that.
F 45-54 Vail Intermtn Big Prob Prob.Y Prob.Y
We need affordable housing, but need more affordable rental. The people who buy
the not so affordable houses on Chamonix use tax payers handout for a half million
dollar ‘unaffordable home, at that price they can afford to buy on the free market rather
than take advantage of tax payer charity. Plus the indeed program allows people to
buy 2nd and 3rd investment properties rather than just locals, so units are still rented
at high prices to eagle county residents. There is no capping of rental or resell of these
units.
F 45-54 W. Vail Big Prob Prob.Y Prob.Y Because it is sales tax and not residential property tax, I am fine with the increase!
F 45-54
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y Tax the Vail Resorts visitors.
F 45-54 W. Vail Big Prob Prob.Y Prob.Y
Housing in the valley IS a huge issue! As long as this 0.5% sales tax was on non-
grocery items and would not affect real estate tax for locals in anyway. The last thing
we need to do is put an additional burden on the full-time residence that are trying to
make a living in the valley.
F 45-54
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
I am a strong believer in the need for dedicated housing. I am surprised to know that
36% are in supported housing.
M 45-54
Lionshd
Village Smwt Prob Prob.Y Prob.Y Because it is better than a property tax increase.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y Because the private business owners are too cheap to do it themselves.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y
I am for local affordable housing, however, I am not a pro-tax person. I believe that
this tax is potentially justified...
August 3, 2021 - Page 275 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 28
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 45-54 E. Vail Big Prob Prob.Y Prob.Y
We have been talking about it forever and need to act. Hesitation is that the issue of
affordibility is much more than housing cost and so proposed housing must be
integrated into master plans along with proximity to transit, to services such as day care
and groceries, and must be designed to the highest energy efficiency and durability
standards so ongoing cost are low. Town needs to expand the idea and discussion of
affordability.
M 45-54 E. Vail Smwt Prob Prob.Y Prob.Y To help retain the quality of our community.
M 45-54 E. Vail Smwt Prob Prob.Y Prob.Y 0.50 is not much and would not really affect me.
M 45-54
Lionshd
Village Big Prob Prob.Y Prob.Y
The lack of affordable housing is a problem. I don’t want to see the services of Vail
suffer due to the inability of employees to find affordable housing.
M 45-54 E. Vail Big Prob Prob.Y Prob.Y Housing is our most important need.
M 45-54
Sfwy/Vail
Cmns Smwt Prob Prob.Y Prob.Y To keep the quality of services and local workers in town.
O 45-54 Other/Refuse Big Prob Prob.Y Prob.Y
Employees and workers need a place to live. Do they need to live in Vail proper? Not
necessarily. Deed restricted housing is affordable but doesn’t help these long term
families build equity. Eagle County needs to think bigger and provide express public
transportation. That’s how other expensive cost of living cities do it.
F 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y Small amount and not on groceries.
F 55-64 Vail Intermtn Big Prob Prob.Y Prob.Y
The quality and lack of employees has diminished and I feel this is due to lack of
housing and the cost of housing.
F 55-64
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y Because it’s clear we need affordable housing.
F 55-64 Vail Intermtn Big Prob Prob.Y Prob.Y
I believe employers, especially Vail Resorts should play a bigger role in providing
housing and better wages. But, there is a need, not sure of my vote yet, but without this
tax we’ve already acquired over 50% of the desired units. Do we really need the tax?
F 55-64 E. Vail Big Prob Prob.Y Prob.Y It is needed
August 3, 2021 - Page 276 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 29
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 55-64 E. Vail Big Prob Prob.Y Prob.Y
While this source is funding is fine, why is the TOV not addressing the elephant in the
room? The STR is causing a majority of the problem along with the “Zoom Boom”!
Why are these STR allowed in RESIDENTIAL neighborhoods to begin with? It is a
BUSINESS and a commercial tax & higher fees should be imposed and proceeds put
into a housing fund. How about some sort of an incentive to get some of these rentals
back into long term? The council had the opportunity to implement stricter measures
several years ago but instead they opted to let the horse out of the barn, well good luck
trying to get that horse back in the barn!!
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y
It's great. I have been successful in renting a room annually to a new employee. Yes,
this benefits me, but also benefits the community (I hope). Why isn't an out reach
program to current individual owners of housing units to consider a "roommate" being
considered?
F 55-64 E. Vail Big Prob Prob.Y Prob.Y I would like to see younger people move back to Vail.
M 55-64 E. Vail Big Prob Prob.Y Prob.Y
20 years ago, housing was a problem in the Vail Valley. 10 years ago it became a
crisis. In my opinion, it is currently a matter of economic survival.
M 55-64
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y People cant afford to live in vail.
M 55-64 Vail Village Big Prob Prob.Y Prob.Y We need more housing.
M 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y
Housing for employees is a critical issue for the town. Why has the town council
allowed all of these mega structures (e.g. Arabelle/Solaris) without them paying for
employee housing. From what I hear they would just rather pay a fine for not
providing housing as that is cheaper for them.
M 55-64
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y To many second home owners buying up everything.
M 55-64 Other/Refuse Big Prob Prob.Y Prob.Y
The town needs employees. The bigger issue in my opinion though is the short term
rentals. Since letting people not only in Vail but Eagle County Short term rent by
means of VRBO, Airbnb and the sorts, the housing shortage for qualified employees to
support the high quality of service expected in such a resort town to suffer drastically.
August 3, 2021 - Page 277 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 30
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 55-64
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
We need to maintain community. I DO NOT support paying for housing opportunities
outside the town of Vail.
M 55-64 Vail Intermtn Smwt Prob Prob.Y Prob.Y Seems to make sense but the devil is in the details.
F 65+E. Vail Big Prob Prob.Y Prob.Y Critical need for affordable housing.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.Y Prob.Y
I probably will but feel business owners need to reevaluate their pay scales and
possible look into providing housing.
F 65+
Lionshd
Village Big Prob Prob.Y Prob.Y
Something needs to be done, but I would like to see more pressure put on developers
to provide employee housing, with no options other than they have to provide based
on a formula of what they are building. No exceptions!
F 65+E. Vail Big Prob Prob.Y Prob.Y
Most of the tax would be paid my tourists since locals rarely shop in Vail. When you
say that food wouldn't be taxes, do you mean restaurant meals?
F 65+E. Vail Smwt Prob Prob.Y Prob.Y We need local’s to live here.
F 65+
Matthrn/Gln.
Lyon Smwt Prob Prob.Y Prob.Y Vail is my home - and quality is important…
F 65+E. Vail Smwt Prob Prob.Y Prob.Y
The housing crisis affects everyone. I think workers wages need to increase and
housing initiatives need to be funded.
F 65+E. Vail Big Prob Prob.Y Prob.Y Necessary.
F 65+E. Vail Not Much Prob.Y Prob.Y I don't buy much in Vail except for groceries and utilities.
F 65+E. Vail No Prob Prob.Y Prob.Y
I believe it is important to help the working poor. I am STRONGLY against the
methodologies being currently used, thus I voted for only PROBABLY likely to vote
yes. I prefer having Vail employees submit applications for checks from the town to
help pay for rent. Giving a deed-restricted home to someone who is recently out of
college, which they can keep if they become successful businessmen and women over
time, or who work down valley yet want to walk to a Vail lift on the weekend, makes
less sense than giving a check to those who are VERY needy at that moment and who
work in town. The checks could be guaranteed for 3 years, then another application
would be needed. That will winnow out those who work down valley and those who
are less in need of support. It would also thwart those who game the system by
keeping their deed restricted home and renting it out to others while they live and work
elsewhere.
August 3, 2021 - Page 278 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 31
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
F 65+
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y
I believe the town can never be a real community unless professional people and
families can find a reasonable way to live in town. I'm far less concerned with housing
seasonal, transient employees - let VRI pay for their housing!
F 65+
Lionshd
Village Smwt Prob Prob.Y Prob.Y Indeed there is a housing need.
F 65+
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y Believe in more housing
M 65+
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y We need more housing, but it can't be turned into short term rentals.
M 65+E. Vail Big Prob Prob.Y Prob.Y Best for the town overall and long term.
M 65+E. Vail Big Prob Prob.Y Prob.Y
I have lived here in Vail for over 30 years. Have 2 sons born and raised here (32 & 35).
They are Mtn. boys but find it extremely difficult to choose the area because of cost.
Owned retail operations for over 10 years and my wife has worked at the Hospital for
25 years. The situation is only getting worse. The largest employer, VR, pays unlivable
wages and there business plan actually encourages seasonal and foreign labor.
M 65+E. Vail Big Prob Prob.Y Prob.Y
Employee Housing is the number one issue facing the TOV, however Vail Resorts
needs to step up to the table with $$$.
M 65+Golf Course Smwt Prob Prob.Y Prob.Y
If the council, zoning, and building departments are committed to approve plans
rather than block them I would be supportive of the tax. This approval must be
guaranteed.
M 65+W. Vail Smwt Prob Prob.Y Prob.Y
Will support only if the tax increase to fund housing removes the current funding from
the general fund. Tax should replace the 5 million the town contributes from the
general fund.
M 65+
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
Sales tax excluding food/grocery is funded more by visitors/tourists than residents.
what I really like to know is how this tax revenue will be used to achieve the goal.
M 65+Vail Intermtn Big Prob Prob.Y Prob.Y Still waiting.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.Y Prob.Y Reasonable amount
August 3, 2021 - Page 279 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote yes and approve a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 32
Sex
Age
Range Neighborhood Housing
Uninf
Sales
Inf
Sales Response
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y We can afford it & sales tax increase.
M 65+E. Vail Smwt Prob Prob.Y Prob.Y
Vail Resorts not paying a living wage forever and not footing the bill enough for
employee housing is the biggest reason for the problem this poll is addressing.
M 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Prob.Y Prob.Y Critical services support (I.e., police, fire, education, etc.).
F 35-44 W. Vail Big Prob Undec.Prob.Y
It is needed and would come from sales tax and not property tax. Please consider
addressing some of the other issues though - child care access and affordability is an
even bigger driver of people leaving the valley than affordable housing is.
M 35-44 W. Vail Big Prob Undec.Prob.Y I’m part of the workforce that it is targeting.
M 55-64 W. Vail Big Prob Undec.Prob.Y We need the housing.
F 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Undec.Prob.Y Undecided. People can easily commute from Eagle and Gypsum.
F 65+
Sndstn/Pot.
Ptch Big Prob Undec.Prob.Y
I love living here and felt badly as more people have had to move further down valley.
With available housing lacking everywhere, more housing is needed everywhere.
F 65+W. Vail Big Prob Undec.Prob.Y One simple reason. The Vail INdeed Program for existing homeowners.
F 65+E. Vail Big Prob Undec.Prob.Y Rental housing is better than deed restrictions which will cause a big problem later on.
F 65+E. Vail Big Prob Undec.Prob.Y
I think the housing need is important but do NOT want money applied to marketing
and events!!! That would be a deciding factor.
August 3, 2021 - Page 280 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 1
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 25-34 W. Vail Smwt Prob Def.N Def.N NO more taxes!
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
I'm opposed to tax increase and opposed to government taking my money. Town of
Vail showed I the last year a huge manipulation of people in this community.
M 25-34 E. Vail Big Prob Def.N Def.N
Housing is a major issue for the area, but so is income disparity. No one in the
working class can afford to stay afloat as it is, let alone with tax increases! Housing
prices need to come down and wage rates need to go up! This is not a public issue,
but a private sector one.
M 25-34 W. Vail Big Prob Def.N Def.N
Because you’re proposing taxing the WRONG people. A sales tax disproportionately
impacts the working class people you claim you’re trying to support. Rich people in
this town won’t even blink at a sales tax. Raise taxes on the rich, NOT the struggling
working class. Tax the rich and second home owners and make them pay for
workforce housing.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.N Def.N
Sales tax means we as locals help pay for this program. Make the second home
owners pay for this program, the ones who are causing the problem. They come to
town for three weeks and spend very little, contributing very little to the program. We
as locals shouldn’t pay for this program, they should.
O 25-34
Bth Fls/Bald
Mt Rd No Prob Def.N Def.N
Taxes are already too high in Vail. You should be lowering taxes Spend the existing
money more wisely. People can work in Vail and live elsewhere.
F 35-44
Sndstn/Pot.
Ptch No Prob Def.N Def.N
I cannot trust that the monies raised will not be watered down and spent flippantly on
bureaucratic waste.
F 35-44 E. Vail Smwt Prob Def.N Def.N
I don't beleive that the current situation is being managed properly and oppose
adding more taxpayer money.
F 35-44 E. Vail No Prob Def.N Def.N
I do not agree the town needs more housing. The town and citizens will not suffer if
more housing isn’t built. I do not support a tax increase. Vail already has a major tax
income from tourism.
August 3, 2021 - Page 281 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 2
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 35-44 W. Vail Big Prob Def.N Def.N
That is great to be taxing our visitors but you are also then taxing the low income
residents who can not afford housing due to rising costs and lack of available
housing. Why not raise taxes for second home owners, or people using second
homes for short term rentals? Why not pass legislation to limit second homes for
short term housing like other states with high tourism? Being a small town, many do
not believe the deed restricted housing is a lottery based on who is actually being
chosen in these so called lotteries. Why would we want to fund more housing when
the process for who receives these deed restricted homes seems based in nepotism.
F 35-44 Other/Refuse Smwt Prob Def.N Def.N
The town of Vail built “affordable” housing with the lotto system and no middle class
income home could afford it. We already pay a lot in taxes and you want to increase
it to build homes that may not be affordable for the middle income home.
F 35-44 Other/Refuse Big Prob Def.N Def.N
Because you assholes are charging the people who already struggle to buy a house!
You are fucking idiots.
M 35-44 Vail Intermtn Not Much Def.N Def.N Don’t think we need a tax increase.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Sales tax is already astronomical vs most areas in this country. I would rather see the
revenue come from property taxes or a short-term rental tax. These taxes would more
directly target the people at the heart of the problem.
M 35-44 Vail Village Big Prob Def.N Def.N
Housing isn’t the issue. The short sighted “growth only” focus of this town is the
problem. This town has shifted to quantity over quality, the farmer’s market is a
perfect example. That doesn’t benefit any residents of the town, but since it brings in
a ton of money, it’s important. When this town actually gives a shit about the
quality of life in town, then I’ll care about the ancillary issues.
M 35-44 Other/Refuse Big Prob Def.N Def.N This is not an issue solved by taxation.
M 35-44
Bfhr/Lionsrdg/
Vlly No Prob Def.N Def.N
TOV has no business being in the business of housing. The housing market must
remain outside of government.
M 35-44
Matthrn/Gln.
Lyon Big Prob Def.N Def.N I'm not the one who should be paying.
August 3, 2021 - Page 282 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 3
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 35-44 E. Vail No Prob Def.N Def.N
Housing is not town governments responsibility. Business owners should pay
employees more if they can’t afford to live locally (not in town of vail). They can pass
this cost along to customers just like anywhere else in the world.
M 35-44 W. Vail Big Prob Def.N Def.N
The town needs to outlaw short term rentals. Allowing people to speculate on
property to run private hotels without paying lodging taxes is the root cause of the
housing crisis. This is the way to actually address the housing crisis, not raising taxes.
M 35-44 Other/Refuse Big Prob Def.N Def.N
I'm already squeezed for my monthly budget. Increasing the cost of groceries,
clothing and other essentials will just hurt me more.
M 35-44 Other/Refuse Big Prob Def.N Def.N
Taxes on the working locals in the valley are high enough. What about a transfer tax
on properties over $1 million or figuring out a way to tax the 2nd home owners that
are driving up the cost for locals to live here.
M 35-44 Other/Refuse Big Prob Def.N Def.N
The Town of Vail's inability to see the housing and wage crisis is a direct result of
their confusing, incestous, harmful relationship with Vail Resorts and 2nd
homeowners. The fact there are 5000 homes and no housing is their fault. Instead of
increasing taxes on me, increase wages, and then take the money from the people
you sold out to.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Taxes suck. If you want to increase the availability of housing, just ban AirBnB from
operating in town. Hundreds of housing units suddenly open up.
O 35-44 W. Vail Smwt Prob Def.N Def.N
Government should not be providing housing for private employers. Empolyers
either need to raise wages or the employer needs to provide housing. It is a cost of
business if they want to continue to keep wages down.
O 35-44 E. Vail No Prob Def.N Def.N
Years and years of time and opportunity to fix yet now when we have a pandemic
and so many issues and I’ve got no work and could loose my own home you want to
make me fork out money to help others??? WTF
August 3, 2021 - Page 283 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 4
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 45-54 E. Vail Big Prob Def.N Def.N
The crisis is 95% because Vail has allowed the vrbo type rentals in our area. If the
town were to finally fight the real battle and just allow the HOTEL style rentals, and
condo associations that pay the lodging taxes to continue to house resort guests we
would have NO HOUSING ISSUES! Stop letting the crazy wealthy buy more and
more of our once affordable homes as their personal retirement income! It's not that
hard to see what is really happening! And it's all overcrowding our once small
community! You are responsible for the ruin of our area!
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
The cost of living in the Town of Vail is the root cause of people's inability to live
within the town limits. Proposing additional housing options is not the root cause
when people simply cannot afford to live here while holding a normal jobs (teacher,
Vail Resorts employees, grocery or retail store employees etc.)- Vail caters to a very
affluent crowd and the cost to reside within the town limits has forced families like
mine to "live" outside the town limits. Eating and shopping alone in town are simply
too expensive which is a problem compounding employee's inabilities to even
consider finding housing here.
F 45-54 W. Vail Not Much Def.N Def.N
The housing issue is important, but so is the building to early childhood education
and one issue should not take precedence over another. What about raising taxes
for schools? There are housing projects going up, but are those people not bringing
children? Where do you anticipate they are going to school when the waitlists are
exponential?
F 45-54
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
There are other ways to raise the funds that won't hurt locals including a dedicated
tax on hotels and restaurant bills and raising the lodging tax.
F 45-54 W. Vail Smwt Prob Def.N Def.N I’m not paying for someone else to live in. Sorry not sorry.
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Because WE should require Vail resorts to build employee housing. They need the
employees and they make ALL the revenue. Why should residents pay more tax.
Vail Resorts need to be responsible regarding housing, parking and transportation.
Let them pay for what is needed to sustain the mountain as they make all the
revenue!
August 3, 2021 - Page 284 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 5
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 45-54 Vail Intermtn Big Prob Def.N Def.N
Get the vacation rentals out of our neighborhoods and then we can discuss if
affordable housing is actually still needed.
F 45-54 E. Vail Smwt Prob Def.N Def.N
Town should create private public partnerships and raise business taxes to address
the problem and not raise taxes on full time residents who are also struggling to live
in Vail.
F 45-54 E. Vail Big Prob Def.N Def.N
Because there are other options available like addressing short-term rental
regulations which may provide more units more readily. Other jurisdictions only
allow short- term rental of homes occupied by owners. Thus you do not have
properties solely used as short-term rental investment properties. Limiting short-term
rentals to owner occupied may also address the problem of S-T rentals in residential
neighborhoods and all the associated headaches.
F 45-54 Vail Intermtn Not Much Def.N Def.N Water- we are running out. Traffic- I don’t want more infrastructure.
F 45-54
Matthrn/Gln.
Lyon Big Prob Def.N Def.N
Raising more money via taxes will not fix the lack of housing for residents or local
workers. There is a limited amount of land available to build, limited properties to
aquire. It would be better to spend efforts on limiting short term housing to the village
and lionshead. Neighborhoods are for neighbors!
M 45-54 Vail Intermtn Smwt Prob Def.N Def.N
current town spending on housing initiatives have yielded minimal results. Vail
inDeed has not improved the rental situation in Town.
M 45-54 Other/Refuse Smwt Prob Def.N Def.N
Because no matter how much money is spent on "housing" - it will NEVER EVER be
"affordable" in Vail proper. Service industry professionals will never be able to live
and work in Vail on the salaries they are being paid because housing will never be
AFFORDABLE. Chamonix was a joke - those townhomes were never affordable and
never meant for service industry personnel. Vail is like Disneyland - and Disneyland
employees do not live in Disneyland.
M 45-54 E. Vail Not Much Def.N Def.N Not in favor of more taxes.
M 45-54 E. Vail Smwt Prob Def.N Def.N
No tax increase on citizens that live here. Tax increase on hotels and short term
rentals.
August 3, 2021 - Page 285 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 6
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Raising taxes raises rents and just makes the cost of living more expensive. Maybe
adjust your budgets accordingly or increase the fees for events and permits or maybe
cut some of those off. Asking current residents to pay more is not the answer
especially those that renting long term who will just see those rents go up and push
us out even quicker.
M 45-54 Other/Refuse Big Prob Def.N Def.N
There is already plenty of housing in the Valley. It is the way it is used that is the
problem. Ban VRBO and Airbnb. If you are a zoom boomer and work from home
on your computer and take up valuable rental space you should pay double or triple
the rent and the extra should go towards infrastructure and road expansion. The real
locals should not be on the hook for this. Get the Zoom Boomers and Denverites the
hell out of here.
M 45-54 W. Vail No Prob Def.N Def.N
I paid $13 for a $5 burrito yesterday. Vail is already too expensive and I do not want
to see an increase in tax. I think a lot of this can be solved by a program that allows
residents from Avon, Edwards, Eagle and Gypsum to ride the bus for free. Also, Vail
is continuously building structures that are killing the view and beauty of Vail. The
Wren, the helicopter pad, the West Vail hotel on Frontage and Buffehr Creek Rd., etc.
etc. This is an extremely sharp Valley and our precious views are diminishing.
Plenty of housing down Valley and please no more construction.
M 45-54
Bfhr/Lionsrdg/
Vlly No Prob Def.N Def.N Build all the housing you want in Avon, Edwards and Eagle!!!!
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Deed restriction is a financial trap that only hurts already struggling people. If you
want a tax increase, tax the vacation home and short term rental owners, not the
general public. Tax the exploiters, not the exploited.
M 45-54 E. Vail Not Much Def.N Def.N
The town mis-managed efforts to maintain affordable living in Vail. It should not be
taxpayer responsibility to remedy this problem. If you need an example of what
better looks like, just look at Breck. As a 26 year homeowner and a 40 year visitor to
vail, I can say Vail has catered to the rich that travel into Colorado and not the locals
that helped make the town what it is. You own the responsibility to fix the problem
you purposefully created.
August 3, 2021 - Page 286 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 7
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 45-54 E. Vail No Prob Def.N Def.N
The proposal would disrupt the market. The Vail Indeed program is excellent. It
should continue.
M 45-54 E. Vail Big Prob Def.N Def.N
The current Town Council and the housing Director, George, have on more than
one occasion overridden town guidelines, laws & the needs of the town with
backdoor dealings and votes that go against what the people here want. They have
even left out the word "affordable" when speaking of housing, because let's be
honest. We full time residents of Vail don't want those people who "serve" us and do
all the work to actually live here. Council ignores the design review boards concerns,
and let's the big money developers and top 1% residents/commercial property
owners get away with things, none of us as private citizens ever could. It's a disgrace.
You claim you want a community. No you don't. You want a theme park
atmosphere with more taxes from people to fund this crap. I have a newsflash for
you. The workers don't live here. They live in Gypsum, Dotsero, even Glenwood
and Council likes it that way. Taxing people more, who love Vail all in the name of
"housing," that still won't be affordable for the working class just shows exactly what
Council is. Elitist politicians who withhold the raises of Vail Town workers during a
pandemic, only to fund a quarter of a million dollars for Christmas lights in our town.
Disgusting. Now you want more from us. No.
M 45-54 W. Vail Smwt Prob Def.N Def.N Increase the tax on the businesses that need employees. Not the residents.
O 45-54
Matthrn/Gln.
Lyon No Prob Def.N Def.N
Vail Resorts along with other merchants need to provide housing for their employees.
Where that housing is located most likely will be down valley. Not at the expense of
Vail property owners and TOV “open space”. We’ve reached a “carrying capacity”
in this valley and maybe we don’t need to grow anymore. Available real estate from
east Vail to west Vail is priced too high for those that live from paycheck to paycheck.
Last I checked, we still live in a capitalist system and asking residents to pay for
employee housing is unfair. The pockets you should be focused on is the valleys
number one employer, Vail Resorts. They, along with other large corps. need to fund
housing down valley for their employees. If it’s unavailable, then we should rethink
our growth levels in this mountain town.
August 3, 2021 - Page 287 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 8
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
O 45-54 Other/Refuse Smwt Prob Def.N Def.N
You were told decades ago to address this problem. And the town Council
continually overrode the suggestions of PEC and many many residents. No one is
helping out those who worked three and four jobs to get a place to live and make
ends meet when they came to town. Now you provide $100,000 supplements for
housing and other programs for people. And now you want to tax those who worked
SO hard and didn’t get this type of benefit. Why don’t you reduce the property tax of
those who have worked all these years and are still working?? You never seem to
help out those who built this community.
F 55-64 E. Vail Not Much Def.N Def.N Keep government out of the private housing sector.
F 55-64 E. Vail Smwt Prob Def.N Def.N
These measures don’t address that short term rentals are squeezing the rental market.
Land in Vail is scarce. Maybe transportation issues should be addressed instead.
F 55-64 Vail Intermtn Smwt Prob Def.N Def.N
I believe there are other and better ways to raise money for this...allowing local land
to be used at a reasonable rate is 1.
F 55-64 Other/Refuse Big Prob Def.N Def.N
TOV spends money poorly and their last affordable housing project was not
affordable for the locals
F 55-64
Lionshd
Village Big Prob Def.N Def.N
Getting rid of VRBO and AirBnb would reopen affordable opportunities and improve
quality of life in many neighborhoods.
F 55-64 W. Vail Big Prob Def.N Def.N
The funding should come through lodging tax with short term rentals. The tourists
who use our area should pay more taxes if you want to fund employee housing. It
should not come from permanent residents who live in the area.
F 55-64
Lionshd
Village Not Much Def.N Def.N
Land is a premium here. I own in Lionshead and am directly impacted by the
employee housing next door. I have found the employees less likely to keep the
standards which help keep Vail a desirable destination space. There are many nice
communities outside the Town of Vail that are more affordable and a short bus, bike
or drive away.
F 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N
We have grown too much. The housing shortage is a symptom of that. We have
known that for years. Will we continue to grow and ruin very thing we all came here
for? If employers need employees, they should be footing the bill.
August 3, 2021 - Page 288 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 9
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 55-64 Vail Intermtn No Prob Def.N Def.N
There's no "right to affordable housing" in an expensive area. Workers will have to
travel from other areas.
F 55-64 W. Vail Not Much Def.N Def.N
Get rid of the Airbnb. And short term rentals in our local neighborhoods and you’ll
have plenty of rentals available for long term!!!
F 55-64 E. Vail No Prob Def.N Def.N This is a Vail Resorts issue and should be paid for by Vail Resorts.
M 55-64
Sndstn/Pot.
Ptch Not Much Def.N Def.N
The town’s approach is completely wrong. Focus on making it possible for the free
market to respond to market conditions instead.
M 55-64 E. Vail Big Prob Def.N Def.N TOV has the resources to fund this with out increasing taxes.
M 55-64 Other/Refuse Big Prob Def.N Def.N
This is the most ridiculous proposal I have ever seen. Government and too much
taxation are part of the problem. Vail has a restrictive development environment and
challenging building landscape. Government and short term rentals caused the
problem.
M 55-64
Sndstn/Pot.
Ptch Not Much Def.N Def.N
Government should not be involved in housing. The free market should decide
housing supply, demand and pricing.
M 55-64
Sfwy/Vail
Cmns Smwt Prob Def.N Def.N There are too much tax already.
M 55-64
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
The people who live full time in Vail are not the reason for the housing shortfall and
should not subsidize the vacation, STR and 2nd homeowners in the valley.
M 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N
The town has fallen to the merchants and V.R.. If you had the nerve you would also
survey the non-voting members of the town who carry the heaviest tax burden.
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N Don’t think the customer is responsible! Why not tax food and grocery?
M 55-64 Vail Village Smwt Prob Def.N Def.N
Feel housing should not be subject to public funding. If there is a need private
enterprise should handle it with a profit.
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N
I believe there is a way for private industry to solve the problem. We dont need the
city of Vail in the housing business and we dont need tax increases.
M 55-64 E. Vail No Prob Def.N Def.N
I am opposed to the town of Vail spending money on housing, except in very special
cases, such as for first responders. The survey appears to be designed to change
my opinion. Please put out a unbiased survey to get people's real opinions on the
matter.
August 3, 2021 - Page 289 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 10
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 55-64 Vail Intermtn Not Much Def.N Def.N
You don’t need money to solve this problem. You need good management. Proper
government and private partnership can solve this problem.
M 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N Let the private/public sector pay for their employee's housing.
M 55-64 E. Vail Not Much Def.N Def.N
This is a private sector problem. The last thing I want is the public sector, at any
level, involved in the real estate market. Businesses, large and small, need to raise
wages. You can't just endlessly spend your way out of this problem
M 55-64 E. Vail No Prob Def.N Def.N
Let the rich businesses and business owners raise their pay. Don’t stick the taxpayers
with subsidizing their workforce. I pay my employees high wages they should too.
M 55-64 E. Vail Smwt Prob Def.N Def.N
We are wasting money funding music festivals and other events that could easily self
fund.
M 55-64 Other/Refuse Not Much Def.N Def.N My taxes are already significant and I receive very little in return for it.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
The locals would then be funding their own housing. It needs to come from tourists
and those who do not live here full time.
O 55-64
Sfwy/Vail
Cmns Big Prob Def.N Def.N Taxes are already too high. You have a spending problem, not a revenue problem.
F 65+E. Vail Big Prob Def.N Def.N
sales tax is not where you need to go I am in retail and we send a lot of sales out of
state and you get nothing... our customers think it is very high already fine
somewhere else to get the money.
F 65+E. Vail Not Much Def.N Def.N
The average American commutes to work and does not live in town they are
employed.
F 65+E. Vail Big Prob Def.N Def.N
Selection process is questionable. Employee housing, merchant housing rentals are
hidden from the general public. Many volunteers serving the town Re expected to
find their own housing.
F 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
Short term rentals are ruining our neighborhoods and opportunities to live in Vail.
Raise the taxes and license fees on them one unit in my building eliminated housing
for 5 people to go Airbnb, and to me, the permitting process is flawed.
F 65+W. Vail Not Much Def.N Def.N Taxes are already high enough in Vail.
August 3, 2021 - Page 290 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 11
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 65+
Lionshd
Village Big Prob Def.N Def.N
it should be funded by Vail Resorts, and by the businesses who benefit from the
workers using this housing.
F 65+E. Vail No Prob Def.N Def.N
I believe there are other alternatives to continued building in the Vail valley. Lower
cost Areas such as Avon and Eagle Vail can be utilized with transportation to and
from Vail paid for by all the merchants and restaurant owners that utilize their
services.
F 65+
Bfhr/Lionsrdg/
Vlly No Prob Def.N Def.N
I would support a tax to upgrade our transportation systems. Look at Aspen, NYC,
Chicago. It’s called working in the city and living in the suburbs.
F 65+Golf Course Not Much Def.N Def.N
Look at other means for increasing availability for employees of regain access to long
term housing by addressing the Air B& B short term rentals.
F 65+Vail Village Smwt Prob Def.N Def.N
1. Sales taxes are regressive. 2. Housing employees should be the responsibility of
employers. 3. Paying employees a living wage (so that they can afford to live in Vail)
is important. If TOV chooses to tax short term rentals "out of existence" I would
support that.
F 65+
Matthrn/Gln.
Lyon No Prob Def.N Def.N
We do not need more employee housing, build it down Valley where most of the
employees live. Screw them if they cant afford to live in the Town of Vail.
F 65+Vail Intermtn Not Much Def.N Def.N I do not think housing is a government issue.
F 65+Other/Refuse Smwt Prob Def.N Def.N No increase in taxes does nothing for locals.
F 65+Vail Village No Prob Def.N Def.N Have business owners pay higher wages. Tax payers should not be the ones paying.
F 65+
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
By allowing short term rentals, hundreds of long term rentals were taken off the
market, ruining communities in the process. Now the Council has turned down a
moratorium on short term rentals because of the real estate developers and sales
agents touting short term rentals as a selling tool.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.N Def.N
Housing needs to look at the Valley as a whole. Using Vail, with the most expensive
real estate seems ridiculous. Plus what employees can afford to live in Vail? Most
housing should be Down Valley, where cost of living in most reasonable, except to
Medical, Emergency and other Essential employees.
F 65+E. Vail No Prob Def.N Def.N
Because that tax is hurting the people who live here in their pocketbook. Put a tax on
lodging and have the visitors fund the tax.
August 3, 2021 - Page 291 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 12
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 65+Vail Village No Prob Def.N Def.N Let employers attract needed talent with higher wages.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
This would increase density in my neighborhood, Chamonix Lane. We already have
Vail Commons & Chamonix project. Proposals for more employee housing
surround our house. Long & short term units should be limited in all Vail
neighborhoods. All you want is more housing & you don't care about keeping
locals in their neighborhoods.
M 65+
Matthrn/Gln.
Lyon Not Much Def.N Def.N
Vail is resort community. It’s not a right to live in the town you work at . If you work
retail on Wall St it doesn’t mean you should be able to live on Wall St. It’s called
commuting and most of the country does it everyday . People expecting the
government to take care of them are not the residents that we need.
M 65+E. Vail No Prob Def.N Def.N The employers need to pay and not residents.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Def.N Def.N
Vail has many non-resident home owners paying taxes and not using services. Quit
spending money on silly things, reduce staff and become penurious with OUR
money. Reduce unnecessary staff!
M 65+Vail Intermtn Not Much Def.N Def.N No new taxes.
M 65+Vail Village No Prob Def.N Def.N
Employers should be the ones to figure out how to house their employees; NOT the
town.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
Funding should be responsibility of those who need employee housing- restaurants,
hotels, Vail resorts.
M 65+E. Vail Smwt Prob Def.N Def.N
It is not the responsibility of the town to provide housing. You haven’t respected
open space at Booth Falls or other places. Town revenue is increasing with inflation.
The Town needs more efficiency.
M 65+E. Vail No Prob Def.N Def.N
I believe new lower income housing should be in West Eagle County where land is
cheaper.
M 65+E. Vail Not Much Def.N Def.N VR should fund.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N Taxes are high enough.
M 65+Vail Village No Prob Def.N Def.N
I have *never* seen a more biased set of questions in a survey. Obviously this is a
government-funded effort, using my tax dollars, to get answers the planners want.
Good luck.
August 3, 2021 - Page 292 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 13
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 65+E. Vail Smwt Prob Def.N Def.N Housing should be private sector.
M 65+W. Vail Big Prob Def.N Def.N Taxes are too high already.
M 65+Vail Intermtn No Prob Def.N Def.N
Vail's focus on low cost housing is ill advised, not cost effective and does not
consider the needs of long-time residents. Housing should be addressed at the Eagle
County level, not at the Town level.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
Make it easier for private investors rather than getting involved ed. Relax the zoning
rules.
M 65+Vail Intermtn Not Much Def.N Def.N
More housing encourages more people to live here. There are too many people here
already. Nobody helped pay for my house.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.N Def.N A dedicated funding source would not sunset.
M 65+E. Vail Big Prob Def.N Def.N
Housing needs could be funded from the General Fund if the priority is high enough,
which I think it is. Further, the private sector should take more responsibility to
provide housing for its' employees.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.N Def.N
The town lets developers off the hook for required housing like Soloris and the new
project west of the post office These big projects need to include enough housing for
the retail needs in the project.
M 65+
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Because we the people are already taxed to death. (ie: federal tax, state income tax,
vehicle tax, state sales tax, resort tax, etc.) find another way!
M 65+E. Vail Smwt Prob Def.N Def.N
I earned my money. I'm not giving it away to persons who waste theirs, can't afford a
place and expect a handout.
M 65+
Sndstn/Pot.
Ptch Not Much Def.N Def.N
Much of the shortage has been caused by the inability to contain the spread of short
term rentals.
M 65+Vail Intermtn Smwt Prob Def.N Def.N
Many opportunities in the past have been rejected by the town Council. For 40 years
I and others have been making suggestions through various Town Of Vail
committees and there has been no follow through by town officials. The individual
businesses and their association should have a larger responsibility for this. Several
restaurants addressed this many decades ago. The private sector should handle this
through government incentives.
August 3, 2021 - Page 293 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 14
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
O 65+Other/Refuse Not Much Def.N Def.N
The housing problems are there because of the need for employees of the local
businesses and Vail Resorts and not the tax payers. Start with a reasonable cost to
them from their income and then come to the taxpayers for support!!!!
O 65+
Sndstn/Pot.
Ptch Not Much Def.N Def.N You really want 1700+ homes for 2000 people? Your stats make NO SENSE.
O 65+
Sfwy/Vail
Cmns No Prob Def.N Def.N
You are fools - higher taxes raises the cost of housing. The subsidized housing
creates a permanent underclass
M 45-54 E. Vail Not Much Def.Y Def.N
Won’t solve the problem make Vail fucking resorts pay for their fucking employees.
And how long till the mountain is mostly automated?
F 25-34 Other/Refuse Big Prob Prob.N Def.N
Why are you asking the displaced and struggling residents to pay more money on an
already expensive sales tax to provide funding for their own well-being and housing?
Reallocate and re-examine your own budgets to provide a solution to the problem.
Money that goes towards the expensive art installations around the village can be
temporarily halted or modified. Or consider what Telluride is doing and examine
diverting money from the tourism marketing sector whose publication is merely
causing continued strain on an already untenable living and service situation. It is
insulting and underhanded to ask residents who are already dealing with the
consequences of Vail’s lack of foresight and planning to pay for the town’s mistakes
on more levels than one. If you truly want to fix this problem, show a commitment,
take action, and invest in your community. Don’t guilt the residents and local
workforce using this distasteful survey to try and understand the best way to
manipulate the local population into coughing up more money for the town’s
“urgent housing need” that the town itself isn’t willing to invest in.
F 25-34
Matthrn/Gln.
Lyon Not Much Prob.N Def.N Badly placed constructon.
August 3, 2021 - Page 294 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 15
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 35-44
Sndstn/Pot.
Ptch Smwt Prob Prob.N Def.N
The TOV short term residential rental policy acceptance, the lack of good paying
year round jobs no recreation jobs, the lack of participation of such a large employer
such as Vail Resorts and willingness to step up and create year round good paying
jobs and provide good funding for housing projects are a few reasons. Housing for
part time and low paying seasonal jobs needs to be discouraged and directing funds
for necessary service workers needs to be redirected
F 45-54
Matthrn/Gln.
Lyon Not Much Prob.N Def.N
Because we still Have the other half of Timber Ridge to tear down and redo, more
apartments could be added. We need seasonal and long term rentals for employees
that work in the village and on the mountain. Selling these employees affordable
housing does not solve staffing our Mtn and town every winter.
M 45-54
Sfwy/Vail
Cmns Big Prob Prob.N Def.N
Taxes are through the roof already. Tax second home owners and bend tourists and
big corporation Vail resorts over a barrel, not locals.
M 45-54 W. Vail Big Prob Prob.N Def.N
The issue is reclaiming existing housing from the short term rental market, not
building more housing on limited land and at great cost. This “survey” is thinly
disguised propaganda to create new bureaucracy in town government that will only
put a good face on an effort that is doomed to fail from the start. My god, am I only
36% of the way through this thing and already this disgusted? Time to pull on the
waders and click “next”.
F 55-64
Matthrn/Gln.
Lyon Not Much Prob.N Def.N
Taxes in Town are already too high and developers/ business owners and Vail
Resorts should pay for housing
M 55-64 Other/Refuse Not Much Prob.N Def.N Overuse of the word "crisis" is offensive in this poll.
F 65+Other/Refuse Smwt Prob Prob.N Def.N
No information as to HOW the money would be spent. How would this affect open
space and re-zoning? How long would the tax stay in place or would there be a
sunset?
F 65+W. Vail Smwt Prob Prob.N Def.N
There are alternatives. All those who are employed in the town of Vail do not need to
be housed in Vail. Also what ever happened to sponsorship? Find affordable
housing in Minturn or Eagle Vail or Von or Edwards
F 65+W. Vail Big Prob Prob.N Def.N It still is an added cost to us locals, that are already struggling to survive here.
F 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.N Def.N
Parking is more of a problem and designated affordable housing is not affordable.
Chamomix is a bad joke.
August 3, 2021 - Page 295 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 16
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 65+
Matthrn/Gln.
Lyon Big Prob Prob.N Def.N
Against raising taxes. Use tax $$ already being raised for housing instead of things
that are not a necessity.
M 65+E. Vail Big Prob Prob.N Def.N I pay enough tax!
M 65+
Bfhr/Lionsrdg/
Vlly No Prob Prob.Y Def.N
Businesses must pay employees much higher wages so they can live in unsubsidized
housing in the valley. The towns actions only enables employers to under pay
wages. We should not be a socialist town, capitalism works.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Undec.Def.N
I participated in the Vail in deed program. I then sold my home to a qualified person.
The Town puts a first right of refusal on the deed and maintains a cash coffer but had
zero interest in purchasing the unit . They sor on rona of dollars that could help the
housing crisis , but instead want to tax the people who do live here full time? Use the
money you have for the program instead of taxing those that do love here full time.
M 55-64 W. Vail Smwt Prob Undec.Def.N
The town has demonstrated that it has a complete inability to live within its means.
Let Vail Resorts, the hotels and Peter Knobel pay for their own housing. I do not care
how much time he has put in, fire Steve Lindstrom.
M 18-24
Lionshd
Village Smwt Prob Def.N Prob.N
Making the cost of doing business in town more expensive is not my answer. Why
not incentivize local land owners to build more affordable housing?
F 25-34 Vail Intermtn Big Prob Def.N Prob.N
The sales tax effects local residents that already pay enough for their cost of living in
this valley. I would rather see a tax go on short term vacation rentals or unoccupied
houses that are the main cause for our housing shortages. I’m sick of walking around
my neighborhood and seeing over half the street unoccupied for the majority of the
year except for two weeks or on weekends when they rent them out.
F 25-34 W. Vail Big Prob Def.N Prob.N
This increase will hurt very the people you are trying to secure affordable housing for
- the people who are not currently benefiting from the low income housing you
provide. We can barely afford to buy or pay rent as it is. There has to be another way
to get these funds. Tax more heavily on second home owners and short term rentals
etc. Those two things will be the end of Vail. Be like Berlin, end short term rentals.
August 3, 2021 - Page 296 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 17
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 35-44
Matthrn/Gln.
Lyon Big Prob Def.N Prob.N
Just making housing available DOES NOT mean it’s affordable. A 6 West apartment is
over 1500 a month for one bedroom!! You need to dedicate this plan to affordability
because the “workers” you are talking about cannot afford live in such expensive
places. The deed restricted homes are a joke; the last time you had the lottery for
them there was no preference given to first time home buyers and 500,000 is not
affordable for the people you are trying to bring to this town. It’s more like you need
“low income housing” because the averages in this town are not fair for restaurant
workers etc.
F 35-44
Bfhr/Lionsrdg/
Vlly Not Much Def.N Prob.N
Not clear where the money would go. sales tax hurts locals or prevents them from
buying retail in town. Need to look outside the town boundaries too, and better
utilize existing home stock. Need to stop building cheap housing in open space.
M 35-44 Vail Intermtn Smwt Prob Def.N Prob.N I’m against raising taxes.
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Prob.N
Focus on utilizing the taxes you do collect today in a more effective and efficient
manner.
F 45-54
Sndstn/Pot.
Ptch Not Much Def.N Prob.N Already pay too much in taxes.
M 45-54 Vail Village Not Much Def.N Prob.N
Surely Vail resort's mountain and development sections could cough up some of
their profits. Or a low cost housing developer may have an interest.
F 55-64 W. Vail Big Prob Def.N Prob.N It is already difficult to afford to live here so raising taxes doesn't help.
F 55-64
Sndstn/Pot.
Ptch Big Prob Def.N Prob.N
I would 100% support the tax if it was directed to 2nd home owners (who have
created the crisis) or directed to those using their homes for short term rentals. I don't
think it should be imposed on locals who are already struggling to own their homes.
F 55-64 Vail Village Big Prob Def.N Prob.N Not confident of use of funds for stated purpose
F 55-64 W. Vail Big Prob Def.N Prob.N I can't afford a tax increase, my salary is too low.
M 55-64 E. Vail Not Much Def.N Prob.N
Because there is no info about where the additional housing would be located and
I'd want short term rentals excluded from the sales tax increase
August 3, 2021 - Page 297 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 18
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 55-64 Golf Course Big Prob Def.N Prob.N
Sales at is already too high, and disproportionately impacts working locals. Property
tax will put the burden where it belongs, on big employers, especially VR. If a annual
sales tax rebate for locals was part of the initiative I would vote for it in a minute.
M 55-64 Other/Refuse Smwt Prob Def.N Prob.N
Not enough information regarding how long tax would be in place and more
importantly not enough information on specifically how $$ would be spent. Also,
what limitations on spending are there? No spending to re-zone open space/lands
for housing? No $$ spent to up zone parcels with critical environmental impacts?
Lots of other questions too. No limits on housing spending is a non-starter for me.
M 55-64 Vail Village No Prob Def.N Prob.N Let Vail corporation fund the housing.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.N Prob.N
We pay enough taxes already They just keep going up and spending does too.
Maybe it’s time to rethink how all tax money is currently being spent.
F 65+
Sndstn/Pot.
Ptch Smwt Prob Def.N Prob.N Too many taxes as is.
M 65+E. Vail Smwt Prob Def.N Prob.N Increased sales tax is not the proper vehicle to raise money for housing.
M 65+E. Vail Smwt Prob Def.N Prob.N Taxes are already too much of a financial strain.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Def.N Prob.N
Vail “wastes money on other issue. Reallocate to focus on housing. Spending money
on art in an underpass is not the right priority
M 65+
Sndstn/Pot.
Ptch Big Prob Def.N Prob.N By allowing rent by owner the Town has eliminated hundreds of local housing units.
M 65+
Lionshd
Village No Prob Def.Y Prob.N Vail Resorts should be financially responsible for this initiative, not us taxpayers.
August 3, 2021 - Page 298 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 19
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 18-24 Other/Refuse Big Prob Prob.N Prob.N
It seems unfair to make everyone pay increased taxes for housing that mainly helps
Vail seasonal employees, but doesn't address the local residents who can't afford to
live here. Also, I fully support a tax increase that funds housing, but the tax should be
based on individual income/wealth, because it is insane for someone who owns a
multi-million dollar mansion here, who also has other owned housing elsewhere, to
be paying the same amount of taxes as someone who lives here yearround and is
barely able to afford to live in a trailer park community. 1. tax increase should be
proportional to wealth/income, to be more equitable 2. housing initiatives should
include everyone in the community, not just seasonal ski bum Vail employees.
F 25-34 W. Vail Big Prob Prob.N Prob.N
I don’t think increasing sales tax is a good way to increase affordable housing. I feel
it’s taking away one problem and causing another. Instead, Vail government should
look into their already large budget and move money, from an area not needed as
much and put it towards affordable housing.
F 35-44 W. Vail Smwt Prob Prob.N Prob.N
I think that a more targeted tax increase aimed at those who visit Vail would be ideal,
having a blanketed .5% sales tax increase would impact local residents, would like to
somehow avoid that.
F 35-44 E. Vail Big Prob Prob.N Prob.N There are better solutions than tax increases.
F 35-44
Bth Fls/Bald
Mt Rd Not Much Prob.N Prob.N
I am so perturbed by the juvenile behavior of my current neighbors to my east, I
cannot imagine wanting more shenanigans in my personal neighborhood. I am a
liberally minded person but the trash, noisy parties and other lewd behaviors want
me to sell my newly renovated home, which is a shame. I grew up on my street and
moved back to be close to my family on this street because they are getting older.
M 35-44 E. Vail Big Prob Prob.N Prob.N
You can't solve this problem by taxing the same people you are trying to help. These
issues I believe to be much more systemic than "taxes".
M 35-44 E. Vail Smwt Prob Prob.N Prob.N
I strongly disagree with the town’s approach to the housing shortage, especially the
purchasing of deed restricted property. The town should not be in the housing
business. Addressing this problem by providing more funds for the town to manage it
is raising taxes for non essential services and only further providing an incentive for
the town to be in the housing business.
August 3, 2021 - Page 299 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 20
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 45-54 Vail Village Smwt Prob Prob.N Prob.N
As a person I am fiscally conservative and just not great about government adding
taxes. I don't have the confidence that the funds will be used well. I am also socially
liberal but prefer to help others via private donating. Granted I have not donated in
the area of housing because I focus my philanthropy on children in the areas of
literacy and food insecurity. I hear in the Vail Daily that there is a huge problem but I
don't know what the solution is - not sure its taxes though.
F 45-54 Other/Refuse Big Prob Prob.N Prob.N There are other options.
F 45-54 Vail Intermtn Big Prob Prob.N Prob.N
Tax the homeowners who are not residents. Tax the Airbnb. Stop building multi-
million dollars units and build smaller units for residents only.
F 45-54 E. Vail Big Prob Prob.N Prob.N The town needs to provide affordable housing, not just housing!
M 45-54 Vail Intermtn Big Prob Prob.N Prob.N
The wording of your answer choices is terrible. Businesses need to invest more to get
housing for their employees. Your idea of not taxing additional food items is great,
but locals will look outside of Vail to purchase everything else. That is bad for those
businesses for lost income. In the long run that means less overall tax income. the
town stinks at this. Build bigger in everything that you own. The Timber Ridge
redevelopment should be gigantic. Build in East Vail, build everywhere the town
owns proper useable land. We have green space everywhere already. Building Vail
displaced animals already. Stop kidding yourselves. Build and build big. And maybe
having other companies beside one (Triumph) do everything would be a good idea
too. Too much collusion between the town and that business. Get your shit together.
M 45-54 Vail Intermtn Big Prob Prob.N Prob.N
There are a couple reasons. 1) Vail total Sales Tax is the same as Avon at 8.4%, we
don't need to raise it to 9% 2) The main reason for housing shortfall is the boom in
private home short term rental. If that is the group profiting, then they should also be
the group that provides funding for local housing.
O 45-54
Lionshd
Village Smwt Prob Prob.N Prob.N
If the tax rate remains the same, the total funding that the TOV has received over
these decades has still gone up massively. Work within the budget you have. Name
another town this size that has THREE full-time and staffed fire departments.
August 3, 2021 - Page 300 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 21
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N
I do not object to a tax increase per se, but I do not support deed restrictions as a
method to increase local housing. Short term rental percentage restrictions and
requiring lock-offs in new construction over a 1500sqft are all initiatives I would
support, and building wholly-employee residence communities, such as Telluride
has by the bluegrass venue, are better uses of housing initiative money. Deed
restrictions punish the neighbors of those properties and do not create a community
by isolating year-round residents within a second hone owner neighborhood.
F 55-64 Vail Village Not Much Prob.N Prob.N
Vail’s property taxes are entirely to high. Some residents also pay a metro tax. Also,
the Lodging tax passed on to guest is to high. I am against any new taxes.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N Tax is already high in Vail.
F 55-64 Other/Refuse Not Much Prob.N Prob.N
CEO Katz just donated millions of his stock options from Vail Resorts to charity. Tax
Vail Resorts and the large hotels for this money, NOT the citizens!
F 55-64 E. Vail Smwt Prob Prob.N Prob.N
The Town and County have not addressed other, existing housing issues that would
help mitigate the housing problems. I don't support throwing new money at housing
initiatives before solving those issues.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N Taxes are already high enough.
M 55-64
Sfwy/Vail
Cmns Big Prob Prob.N Prob.N
Because there is no mention of a decrease to offset the increase? If you are going to
decrease another tax of .5% then I would vote yes!
M 55-64 E. Vail Smwt Prob Prob.N Prob.N Already too high. Lodging tax ok.
August 3, 2021 - Page 301 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 22
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 55-64 Other/Refuse Smwt Prob Prob.N Prob.N
1) Rich people will still buy homes. Raising taxes doesn't fix that issue. Vail Resorts
needs to stop putting their efforts into female leadership and put it instead into fair
cost housing for their workers and let them live there for up to 8 years, if needed. 2)
I have no confidence that the Town of Vail will use the sales tax increase to fund
housing initiatives. 3) Infrastructure (sewer, power, bus routes) needs have not
been considered nor addressed. More houses means more power and more $hit
down the drain. This ballot isn't even addressing that issue. Each of us consumes 64
oz of fluid a day to live; that's more waste. 4) We're already taxed to death and have
little to show for it. Businesses need to raise their wages, offer healthcare and they
will attract quality workers. The Town of Vail can play a role for small businesses by
forming a "coop" if you will, where small businesses can pool healthcare to create a
bigger system of workers that can negotiate more favorable rates. Or, pay into the
states reinvigorated Obamacare plan. Get some new thinking, please. Raising taxes
is not a refreshing idea. You need to have the Eagle Co workforce board form a
subcommittee to help be a part of the solution. Get business people involved.
M 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N
The town of Vail or any small local government should not be in the housing
business. The town should partner with private Enterprise including foundations for
Grants to support the employee housing problem. I am in favor of the town owing
the land and then partnering with private Enterprise to build and manage the rental
units. Deed restricted units should also be done in a public / private partnership. The
colossal failure of the local housing adjacent to City Market is but one glaring
example of the failure of the town's housing efforts. Some of these residents have
been in these units/locations since inception, run home based businesses from these
units and rent out extra rooms to short term and seasonal employees.
M 55-64 W. Vail Smwt Prob Prob.N Prob.N
All the assorted taxes and fees are already high for residents and others. Be more
efficient with what you have. How about reduce taxes and fees?
August 3, 2021 - Page 302 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 23
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Prob.N Prob.N
Housing should not be funded through increased taxes. Employers should pay
employees more and pass increased costs to the consumer if they choose to use that
service or product. For example, a lodging tax, and or a short term rental tax may
make sense. Don't tax everyone in an already expensive place for a problem we did
not create.
M 55-64 W. Vail Smwt Prob Prob.N Prob.N I prefer business to solve privately rather than gov't programs.
M 55-64 E. Vail Big Prob Prob.N Prob.N
Because the crisis is caused by Airbnb rentals and VR’s greed, they should foot the
bill. Vail Resorts, who require the most short term housing should supplement this
lack of housing. Airbnb owners should pay a high fee to do business in the town 5 -
10% would easily pay for more affordable housing programs. It would also make
more long term housing available. 2nd home owners should pay a luxury tax, as the
value of their properties will decrease in a town without stores and restaurants due to
a lack of workers. Local workers have high enough expenses and shouldn’t pay the
bill for the GREED that has put the town in this situation! The “SKI” (REAL ESTATE)
company continues to earn RECORD PROFITS and does NOTHING to help the
housing shortage. The town council needs to “grow a set of balls” and stop giving VR
Card Blanche to build hotels and ski villages with no regard for housing needs ie: the
Arrabelle. The ruination of Lionshead! They strong armed the town into giving them
a C of O, before they built the 120 beds of employee housing they agreed to have
available BEFORE they opened. Even after that scam, the town was ready to allow VR
to build “Ever Vail”. They said that they called it that “ because of their ever lasting
commitment to the Vail Valley… More like their commitment to RAPING the Vail
Valley!
M 55-64 E. Vail Not Much Prob.N Prob.N Vail sales tax is too high to begin with; find another source of funding.
M 55-64 E. Vail Smwt Prob Prob.N Prob.N
other revenue generated through real estate transactions, namely transfer fees, town
sales taxes, permit fees, etc. should have increased and added considerable to town
revenue.
M 55-64
Lionshd
Village Big Prob Prob.N Prob.N Raising taxes is not the solution.
M 55-64 Vail Village Not Much Prob.N Prob.N Taxes already too high.
August 3, 2021 - Page 303 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 24
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 55-64 W. Vail Smwt Prob Prob.N Prob.N
I'm not in favor of a sale tax increase. I would prefer you increase the lodging tax.
Also, Vail Resorts is the largest employer in Eagle County and they need to figure out
their own housing for their employees and not rely on the TOV to do it for them.
F 65+Vail Intermtn Smwt Prob Prob.N Prob.N
We need other options like a sales tax just on hospitality or industries here that need
workers than just a generic increase in the sales tax.
F 65+E. Vail No Prob Prob.N Prob.N
I DO NOT THINK TOWN GOVERNMENT SHOULD BE INVOLVED IN HOUSING
OR REAL ESTATE.
F 65+
Lionshd
Village Big Prob Prob.N Prob.N
I don't think sales tax is the answer. Revenue stream should come from sources of
growth that continue to create more need for employees - increase in lodging tax,
increase in fees on new construction, increase in pay-in-lieu fees, increase in short-
term rental license fees. Housing stream should come from commercial linkage
requirements and residential linkage NOT satisfied by buying up existing housing in
East and West Vail, increase in short-term rental license fees that are reducing
available housing. Stop allowing homes built with additional GRFA for employee
housing to absorb that space. DO NOT allow double density in West Vail if only
25% of total units would be deed restricted ("double density if 50% of incremental
units deed restricted" should be 100%,
M 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Prob.N Prob.N
Vail needs revenue but would be better to raise the hotel tax and tax businesses - the
beneficiaries of employee housing, rather than the residents of Vail.
M 65+Other/Refuse Smwt Prob Prob.N Prob.N Needs to be privately funded.
M 65+E. Vail No Prob Prob.N Prob.N
Taxes are high already. Affordable housing can be an Eagle County initiative but
should not be funded by Vail taxpayers alone.
M 65+E. Vail No Prob Prob.N Prob.N
There is no good reason why employees must live in the town. I always commuted
to work and they can too. The shortage of housing in the resort towns is caused by
federal ownership of land. Get the feds to provide land for employee housing
somewhere besides "Walk to lift" that is what the employees want.
August 3, 2021 - Page 304 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 25
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
M 65+E. Vail Not Much Prob.N Prob.N
The town has become overcrowded and we do not need to provide every
conceivable service to more and more visitors. There is room down valley if
businesses really want more folks. Improving transportation from there would be less
expensive. The sales tax increase would not help draw in more business and
probably only hurt retail sales.
M 65+
Sndstn/Pot.
Ptch Not Much Prob.N Prob.N I do not trust the tax will be spent as intended.
M 65+Other/Refuse Smwt Prob Prob.N Prob.N
Need additional information. Such as a history of past efforts and results. A profile of
the housing units and owners/ occupants.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N
Have concerns on how restricted deed housing is being managed and whether this is
best long term solution.
M 65+W. Vail Big Prob Prob.N Prob.N
The town needs to increase the lodging tax by double or more to fund all marketing
and special events. This would immediately free up over $2.5 million dollars in
general fund dollars to use for housing.
M 65+Other/Refuse Smwt Prob Prob.N Prob.N
I would vote yes if in the initiative it is stated that no open space would be used for
employee housing except by a vote by the people.
F 65+E. Vail Big Prob Prob.Y Prob.N
I believe in the 42 years I have been here that we have not come up with a good
solution to housing… as council approves ALL the new development and do not
require enough in house housing for these projects …the town is WAY to easy on
developers of the big hotels and building that require all the extra employees… so
Raising taxes will not do a thing.
M 35-44 W. Vail Smwt Prob Undec.Prob.N
You have done a great job, with existing means of funding, to provide housing. It is
already expensive trying to raise a family in Vail. Not looking to make it more
expensive.
F 45-54 E. Vail Smwt Prob Undec.Prob.N
Businesses should provide their own housing or not start business here. Essential
workers for the town can use taxpayer funding NOT private business who then want
the town to provide for their employees i.e Vail resorts.
August 3, 2021 - Page 305 of 431
Town of Vail Ballot Measure Survey - Informed Sales Tax
"Please describe the reasons why you would vote no and reject a 0.5% sales tax increase to fund housing initiatives."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 26
Sex Age
Neighborhoo
d Housing
Uninf
Sales
Inf
Sales Response
F 45-54
Matthrn/Gln.
Lyon Big Prob Undec.Prob.N
I feel like there should be a way to incentivize local home owners that have rentals to
long term rent to local workers instead of short term rent. Also I think with our
growing population and how busy it is on a regular basis that the money allocated
towards extra events could be better spent towards housing
M 55-64
Bth Fls/Bald
Mt Rd Smwt Prob Undec.Prob.N
TOV needs to look at affordable housing for the entire valley, not just Vail. Taxing
people is not the way to go. The burden should be on developers and business
owners too. People don't want to work now due to gov't hand outs. A lodging tax
makes more sense to me.
F 65+Vail Village Big Prob Undec.Prob.N Sales tax is already high in Vail.
M 65+
Matthrn/Gln.
Lyon Smwt Prob Undec.Prob.N
I want to look at more options to raise money, including property taxes, more real
state transfer taxes, or others.
M 65+
Lionshd
Village Not Much Undec.Prob.N
I do not trust the town to pick appropriate locations for employee housing. To many
feed restricted properties mixed with market price properties create a number of
problems, including but not limited too opposite views on capital improvements to a
building. Deed restricted properties usually vote against doing improvements if they
require capital assessments as they do not have the necessary cash flow.
August 3, 2021 - Page 306 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 1
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 25-34 Other/Refuse Big Prob Def.N Def.Y Tax the tourists.
F 18-24
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y Brings in more revenue for the town and our services.
F 18-24 Vail Intermtn Big Prob Def.Y Def.Y Sure.
M 18-24 Other/Refuse Big Prob Def.Y Def.Y Our lodging tax right now is way to low. I am definitely voting yes to increase the tax.
F 25-34 E. Vail Big Prob Def.Y Def.Y
The tax does not directly affect my purchasing decisions since I do not stay at hotels
or rent for less than 30 days.
F 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y It would help with marketing year round.
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Special events in Vail are a part of this community.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
Again, anything to help the current housing crisis. As an employee in health care at
VH, and seeing how we cannot get people hired because they have nowhere to live,
we have got to find a solution.
F 25-34 W. Vail Big Prob Def.Y Def.Y Tourists should pay more taxes.
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y
I would vote yea because this does not affect the locals. I wonder if Vail’s hotel
occupancy has gone down because it’s cheaper to rent an Air BnB (or similar vacation
rental).
F 25-34 Other/Refuse Big Prob Def.Y Def.Y Seems like a simple way to bring more money into the community.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y Potential to bring guests / business into town in the off-season.
F 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
More people here means more money. Just stop letting all those tourists purchase all
the available space for housing to build multi-million dollar houses that sit empty for
46/52 weeks of the year.
F 25-34
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y To keep workers employed.
F 25-34
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y It's needed snd necessary.
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
Tourist typically don’t have any issues paying that and wouldn’t even notice if it was
raised.
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y Needed.
August 3, 2021 - Page 307 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 2
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 25-34 Other/Refuse Big Prob Def.Y Def.Y
I would vote yes if the lodging tax revenue was used to support the local community
as well as to fund marketing to tourists.
F 25-34 W. Vail Big Prob Def.Y Def.Y Charge the people that do not live here year round.
F 25-34 Vail Intermtn Big Prob Def.Y Def.Y
Because most of the hotels that are operating are associated with bigger companies
and can afford to pay the town more money for their revenue. It’s also ridiculous that
it hasn’t been raised since 1999. Also, if the marketing efforts work it will just drive
more traffic to these operations so it’s not a bad idea.
M 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y I think having year round marketing efforts would be a good investment for the Town.
M 25-34 E. Vail Big Prob Def.Y Def.Y Increase tourism and investment in the town and community.
M 25-34
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y The town could use more funds.
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
The more marketing and events that come to Vail the more people will come. Keeping
in mind to not keep raising ticket prices and get greedy. The more affordable you can
make the TOV the more people you will see, plain and simple.
M 25-34 W. Vail Big Prob Def.Y Def.Y Make more houses.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
Hotel and short -term rentals need to be taxed higher. Vail gets busier every summer.
What is the correlation between the rise of short-term rentals (air bnb) and the decline
of hotel occupancy? There are more people visiting Vail in the summer than ever
before. They are staying somewhere.
M 25-34 W. Vail Big Prob Def.Y Def.Y
Because we need revenue from out of town era to keep the town going, but we also
need housing for our professional people who live in the valley.
M 25-34 Vail Village Big Prob Def.Y Def.Y The community needs more affordable housing.
M 25-34
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
Higher marketing funds will provide the community with more destination visitors
who will likely spend more in our community.
M 25-34 E. Vail Big Prob Def.Y Def.Y We need more funds to do more things to draw more people into town.
M 25-34 W. Vail Big Prob Def.Y Def.Y
This is the right thing/people to tax. Don’t place the tax burden on Vail’s working
class—place it on the rich tourists and rich residents who can afford to pay. Win win,
and we increase tourism.
August 3, 2021 - Page 308 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 3
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 25-34
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y This would greatly benefit the town and its locals.
M 25-34 Other/Refuse Big Prob Def.Y Def.Y More funding for public service first responders.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
Marketing Vail is critical to the base of our sales tax revenue which will need to grow
to provide affordable housing.
M 25-34 Other/Refuse Big Prob Def.Y Def.Y
I don't see why you wouldn't charge a little more for folks visiting especially if nothing
has changed since 1999 which is really most things in the valley in terms of laws and
rates with the exception of the obviously inflation of home owner costs and the
basically impossible cost for a single person to afford their own home let alone a
couple. I don't mind the lodge tax increase but the focus still needs ot be on the
housing issue since you're going to have issues not having the staff to run the events if
people continue to not afford or find places to stay.
M 25-34 Other/Refuse Big Prob Def.Y Def.Y Town needs more $. Hotel guests will barely notice this increase.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
Increase tax on airbnb and leave tax the same for hotels to encourage more people to
long term rent instead of Airbnb.
M 25-34 Vail Intermtn Big Prob Def.Y Def.Y
Town is already overcrowded and summer is becoming extremely crowded with
tourist. We need to make money from these people as it seems they have plenty of it
and are willing to spend it.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
The people visiting Vail are already spending an absurd amount of money. 2.2% is
essentially nothing. Tourists are spending $2,000-$50,000 at Kemo Sabe for fun. A
small tax could benefit the entire community. It’s that simple. The working force of this
town should not have to suffer any more than we are. I see people crying at work,
ruining relationships, all for their jobs that pay nothing. We’re in a downward spiral
and need resolutions. A good start would be to tax the million and billionaires who
visit constantly (who by the way are unbelievable rude for the most part).
F 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y We all need to play our part in funding these things.
F 35-44 W. Vail Big Prob Def.Y Def.Y It's good for the sustainability of the town.
August 3, 2021 - Page 309 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 4
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y
As a property manager, I feel like this slight increase will not greatly effect our
reservation numbers, but provide for more efforts to market our wonderful Valley and
create an improved place for guest to spend their vacation funds!
F 35-44
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y It’s needed.
F 35-44 W. Vail Big Prob Def.Y Def.Y
I don't think money should be taken away from building SAFE biking paths and side
walks for Vail residents, as was mentioned since this money is currently allocated
elsewhere such as events. If this 2.2% lodging tax would help support pedestrian
safety, I would support it.
F 35-44 W. Vail Big Prob Def.Y Def.Y Small price to pay for a big change.
F 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
To put money into our town from the visitors so we can maintain this town at all times
of the year.
F 35-44 W. Vail Big Prob Def.Y Def.Y
I would vote for this BUT this is the money that should be going to housing!
Absolutely absurd you want to increase tourism when the already existing work force
has no where to live. More tourism does not equal more pay for us
F 35-44 W. Vail Big Prob Def.Y Def.Y Lodgers to help pay for the workforce.
F 35-44 Other/Refuse Big Prob Def.Y Def.Y To fund marketing and special events.
F 35-44 W. Vail Big Prob Def.Y Def.Y Just makes sense. Will help us compete with other like mountain towns
F 35-44 W. Vail Big Prob Def.Y Def.Y
I would like to increase the short-term lodging tax and encourage these units to be
rented out to locals.
F 35-44 Vail Intermtn Smwt Prob Def.Y Def.Y To gain more visitors in Vail.
F 35-44 Other/Refuse Big Prob Def.Y Def.Y Bec the events in the area are what make this valley a great place to live.
F 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y Job security for service professionals
F 35-44 Vail Intermtn Big Prob Def.Y Def.Y It’s the right decision based on the research provided.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y It is an out of town revenue source for special events.
M 35-44 Vail Intermtn Big Prob Def.Y Def.Y Because we need to.
M 35-44 Other/Refuse Big Prob Def.Y Def.Y Need more housing options.
August 3, 2021 - Page 310 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 5
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 35-44 E. Vail Big Prob Def.Y Def.Y
Focus on the fact that it hasn't been adjusted since 1999 and that we are well below
our comparable mountain towns.
M 35-44 W. Vail Big Prob Def.Y Def.Y Special events are important for town character/brand.
M 35-44 Other/Refuse Big Prob Def.Y Def.Y It’s just needed.
M 35-44 E. Vail Big Prob Def.Y Def.Y
People love Vail and all it has to offer. Those people are already spending their money
and will continue to do so and pay the extra money and not notice it. That extra
money is pennies in the jar when you consider them spending hundreds of dollars on
fancy clothes and expensive wine.
M 35-44 Vail Intermtn Big Prob Def.Y Def.Y More money for local budget.
M 35-44
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y I'm not the one paying. I'm a local.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Special events drive the local economy.
M 35-44
Sfwy/Vail
Cmns Big Prob Def.Y Def.Y Other than funding GoPro I’m all for it.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Screw the marketing people already know Vail exists. I do agree with taxing lodging.
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Keep business steady.
M 35-44
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y If people can afford $1000 hotel rooms, they can afford a tax increase
M 35-44 W. Vail Big Prob Def.Y Def.Y
It should be on folks who can afford to visit to pay into the town - not locals earning
basically minimum wage
M 35-44 Other/Refuse Big Prob Def.Y Def.Y Cause that taxes tourists not residents.
M 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
Tax all vacation rentals higher. Everyone coming in and buying property and
swooping up homes from locals just to stay in them two weeks in winter and summer
in fudged. Go after them harder than the hotels.
F 45-54 Vail Intermtn Big Prob Def.Y Def.Y Regardless of VLMD/TOW efforts the tourism is down due to lift ticket price.
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Vail needs to be a year round town.
August 3, 2021 - Page 311 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 6
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 45-54
Bfhr/Lionsrdg/
Vlly Not Much Def.Y Def.Y For all the reasons stated.
F 45-54 E. Vail Big Prob Def.Y Def.Y
Visitors to our wonderful area need to pay up so that those workers can afford to live
here in all the lodging and restaurant establishments.
F 45-54 E. Vail Smwt Prob Def.Y Def.Y I believe part of that tax should be going to address housing issues.
F 45-54 Vail Village Big Prob Def.Y Def.Y
We must continue to successfully compete for targeted tourism dollars on a regular
basis.
F 45-54 W. Vail Big Prob Def.Y Def.Y I believe in taxing short term rentals. Especially Airbnb, VRBO...
F 45-54 W. Vail Big Prob Def.Y Def.Y We need more than 2.2% increases. I can say 10% is ok.
F 45-54 E. Vail Big Prob Def.Y Def.Y
I think it's time to make this change, so that we can keep all of these amazing events
that make Vail special.
F 45-54 W. Vail Big Prob Def.Y Def.Y Would this tax also apply to short term rentals? Then yes definitely vote yes.
F 45-54 W. Vail Big Prob Def.Y Def.Y Vail lodging tax increase would support our community goals.
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Vail needs to be competitive.
M 45-54 E. Vail Smwt Prob Def.Y Def.Y Tax our visitors not our citizens.
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
Pass the cost on to tourists and visitors now residents, good idea! However, I think this
tax should also be allocated to the housing issue not just marketing and events.
M 45-54
Bfhr/Lionsrdg/
Vlly No Prob Def.Y Def.Y Move all new housing down valley!!!!!
M 45-54 W. Vail Big Prob Def.Y Def.Y Git those turons.
M 45-54 Other/Refuse Big Prob Def.Y Def.Y Keep the people coming so we aren't losing the employee that we have.
M 45-54
Lionshd
Village No Prob Def.Y Def.Y We need it.
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y Bigger events draw more revenue for the town.
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y To fund the community.
M 45-54
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y
Coming out of Covid it is more critical then ever that Vail can compete for every
possible tourism dollar.
August 3, 2021 - Page 312 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 7
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 E. Vail Smwt Prob Def.Y Def.Y Just sounds reasonable.
M 45-54
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
We dont need more tourists we need to manage what we have and fund fire
departments.
M 45-54 Vail Intermtn Big Prob Def.Y Def.Y Support of local businesses.
M 45-54 W. Vail Big Prob Def.Y Def.Y My job relies on tourists. More tourists, more income for me.
F 55-64 Other/Refuse Big Prob Def.Y Def.Y All that you explained.
F 55-64 W. Vail Big Prob Def.Y Def.Y Quality of life.
F 55-64 W. Vail Big Prob Def.Y Def.Y
Tourism needs to pay for the employee housing as they are using the services and
enjoying our area so there is a cost associated with that. Also, based on the other
mountain town lodging tax rates, Vail was way overdue for a lodging tax increase.
F 55-64 E. Vail Big Prob Def.Y Def.Y
The visitors who come. Make up the vast majority of the stress on an infrastructure.
That is inadequate and already unable to service current let alone future demands.
F 55-64 Other/Refuse Big Prob Def.Y Def.Y Something needs to be done.
F 55-64 W. Vail Not Much Def.Y Def.Y
Ill vote yes if I don’t have to pay any more taxes …my property taxes are already very
high!! Let the hotels pay. But get rid of short term/Airbnb rentals in our
neighborhoods. West Vail is terrible….
M 55-64 W. Vail Big Prob Def.Y Def.Y It is our lively hood.
M 55-64 Other/Refuse Big Prob Def.Y Def.Y Competitive rate vs other Colorado Mountain Resorts.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y To support local events.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y
Some of the greatest benificiaries of the large number of tourists who visit the valley
are related to the lodging industry. They will benefit from this type of marketing.
M 55-64 E. Vail Big Prob Def.Y Def.Y Lodging tax has no personal impact on me and only helps the town.
M 55-64
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y We need a dedicated funding source.
August 3, 2021 - Page 313 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 8
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64 Other/Refuse Big Prob Def.Y Def.Y
I'm all for the short term tourists helping keep our community thriving but it will also
need participation from Vail Resorts. They may have to lower their prices to offset this
new tax to keep Vail competitive.
M 55-64 W. Vail Big Prob Def.Y Def.Y Cause it should have happened a long time ago!!!!
M 55-64
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Paid by short term visitors for long term local benefit.
M 55-64 E. Vail Smwt Prob Def.Y Def.Y We need to be closer to parity with other resort towns.
M 55-64 Vail Intermtn Big Prob Def.Y Def.Y
We need these events so that we continue to stand out as a premier vacation
destination. I would add that it was a huge mistake hosting the lacrosse tournament
during 4th of July weekend. The tournament goers were unruly and disrespectful. I
believe that anyone that was here to enjoy there 4th of July weekend, probably left
with a bad taste. In six years of working for the town I've never witnessed more
nonsense from young adults. If we continue to host these tournaments. The town
needs to crack down on the blatant abuse and disrespectful behavior that took place.
Our employees and legitimate visitors of Vail deserve better than what occurred.
M 55-64 W. Vail Big Prob Def.Y Def.Y We should be a year round destination.
M 55-64 E. Vail Big Prob Def.Y Def.Y The tax is applied to those who benefit and utilize service.
F 65+E. Vail Big Prob Def.Y Def.Y Lodging tax does not affect the Vail local's purse strings.
F 65+E. Vail Not Much Def.Y Def.Y
The hotel tax is too low compared to other resort places across America. You want to
attract a better class of people and increasing the tax will not affect them coming.
F 65+Vail Village Big Prob Def.Y Def.Y
Vail needs year round marketing funds and guaranteed funds for the iconic special
events that attract visitors and delight locals.
F 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y Very good source of income.
F 65+W. Vail Big Prob Def.Y Def.Y To help with promotion of activities within Vail year round.
F 65+
Lionshd
Village Big Prob Def.Y Def.Y
it makes sense to have the people who benefit from the tax [tourists] pay for the
benefit.
F 65+W. Vail Big Prob Def.Y Def.Y Increased Support for venues and facilities that house special events is needed as well.
F 65+Vail Village Big Prob Def.Y Def.Y So totally meesed.
August 3, 2021 - Page 314 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 9
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+E. Vail Smwt Prob Def.Y Def.Y Tourists can pay.
F 65+Vail Village Big Prob Def.Y Def.Y All of the reasons that you gave.
F 65+W. Vail Big Prob Def.Y Def.Y To help fund housing.
F 65+E. Vail No Prob Def.Y Def.Y
Vail hosts wonderful events. It has suffered from CDOT's actions. I would hope part of
the effort would be to encourage CDOT to complete their work faster. They should
work around the clock and hire multiple crews if necessary to complete the work
faster. And they should stop closing I-70 when the pavement is barely wet.
F 65+E. Vail Big Prob Def.Y Def.Y Agree with reasons stated.
F 65+
Matthrn/Gln.
Lyon Big Prob Def.Y Def.Y We need to stay competitive.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.Y Def.Y
Additional revenue needed, however, hard to believe with all the tourists in town, that
we are not doing better. Also decrease Short Term Rentals to get Long Term/Employee
options in Vail
F 65+W. Vail Big Prob Def.Y Def.Y
Vail needs to improve summer activities so people will chose to stay here rather than I
other Mountains.
F 65+Vail Intermtn Big Prob Def.Y Def.Y
We need the revenue!! Bottom line-we need to raise the money! I’ve visited Crested
Butte, Telluride, Aspen, Snowmass. We go for the experience! We expect to pay. It’s
called: “Colorado Is Heaven!”
F 65+E. Vail No Prob Def.Y Def.Y
Let the visitors be taxed by their holiday lodging. its a privilege to visit here and they
should pay for that privilege.
M 65+
Lionshd
Village No Prob Def.Y Def.Y The onus should be on visitors, not on residents. We residents already are taxed high.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Def.Y Def.Y I would like to see more destination marketing, less on front range tourists!!
M 65+Vail Village Big Prob Def.Y Def.Y
The tax would apply primarily to our visitors, and not the Vail and Eagle County
residences.
M 65+E. Vail No Prob Def.Y Def.Y Let the tourists pay not the residents.
M 65+W. Vail Big Prob Def.Y Def.Y It is necessary for Vail to remain competitive with the rest of the world.
M 65+E. Vail No Prob Def.Y Def.Y Assists with activities.
August 3, 2021 - Page 315 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 10
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 65+Vail Intermtn Big Prob Def.Y Def.Y
TOV's lodging tax is below other mountain resorts and this would contribute to a
dedicated housing fund, our #1 priority!!!
M 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y
The tourist should pay for it And charge AIRBnB people LOTS more for their license
!!$!!!! That program Sucks Cheap Denver Boulder people We don't need them
or want them !!
M 65+
Lionshd
Village Smwt Prob Def.Y Def.Y Vail needs to be competitive.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Def.Y Def.Y Keep the events coming.
M 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Def.Y PROMOTION IS NEEDED.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Def.Y Summer and special events are important for guests-reasons to come to Vail.
M 65+Vail Village Big Prob Def.Y Def.Y The money would fund marketing.
M 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Def.Y Def.Y Stay competitive.
M 65+E. Vail Big Prob Prob.N Def.Y Best for all concerned.
F 25-34 Vail Intermtn Big Prob Prob.Y Def.Y
Again way lower than other mountain towns and a year round effort is needed. I
would like some of the money diverted to whatever promotion incentivized people to
not choose Airbnb’s..
F 25-34 E. Vail Big Prob Prob.Y Def.Y
Increase our marketing budget to bring in tourism more consistently throughout the
year.
M 25-34 W. Vail Big Prob Prob.Y Def.Y This tax does not actually charge more to the people actually trying to live in this town.
F 35-44
Sfwy/Vail
Cmns Big Prob Prob.Y Def.Y I would like to see Vail develop good lasting special events.
M 35-44 Other/Refuse Smwt Prob Prob.Y Def.Y It’s needed.
F 45-54 E. Vail Big Prob Prob.Y Def.Y
I can’t believe we are the lowest and that we haven’t had an increase since 1999. I
would definitely support that and actually think it’s long overdue.
F 45-54 W. Vail Big Prob Prob.Y Def.Y It makes sense.
August 3, 2021 - Page 316 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 11
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54
Lionshd
Village Smwt Prob Prob.Y Def.Y It is better than a property tax or sales tax increase.
M 45-54 W. Vail Big Prob Prob.Y Def.Y
I am eager to approve the increase as long as funds are directed toward events and
programs directed towards a working class demographic and if this increase in funds
DOES NOT flow to organizations like Bravo! which have deep donor resources.
F 55-64
Matthrn/Gln.
Lyon Big Prob Prob.Y Def.Y Makes sense.
F 55-64 E. Vail Big Prob Prob.Y Def.Y It makes sense to have year round marketing…
M 55-64
Sndstn/Pot.
Ptch Big Prob Prob.Y Def.Y We use to be the number ski destination, not any more.
M 55-64 E. Vail Big Prob Prob.Y Def.Y
I think it should be higher tax for Airbnb lodging because it removes properties from
the long term housing market. I also think that properties that are “flipped” for profit
should pay a higher RETT than regular sales. Rental property owners should be
encouraged by the town to use their properties for long-term rentals rather than short
term rentals by giving tax advantages.
M 55-64 Vail Village No Prob Prob.Y Def.Y Let visitors pay.
M 55-64 Vail Intermtn Smwt Prob Prob.Y Def.Y It makes sense and hits those that stay In short term lodding.
F 65+E. Vail Smwt Prob Prob.Y Def.Y We need to improve and support core services such as fire and police protection.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Def.Y Why not?
F 35-44
Sndstn/Pot.
Ptch Big Prob Undec.Def.Y
I agree with your statements- this needs to be done. An interesting fact that should be
brought up is - has the increase in VRBO such rentals, attributed to any of these
declines in occupancy & dollar value?
F 45-54 W. Vail Big Prob Undec.Def.Y Tax $ should be used to help fund the marketing, not the TOV General Fund.
M 35-44
Lionshd
Village Big Prob Def.Y Prob.N If the events were changed from sporting to more high en.
August 3, 2021 - Page 317 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 12
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 35-44 W. Vail Smwt Prob Def.N Prob.Y
While I believe the Vail suffers from over crowding, in part due to events, I appreciate
that our economy is dependent upon attracting tourists in a competitive market.
M 45-54 W. Vail No Prob Def.N Prob.Y
We need Vail to be the place people choose to go over other resorts. I am adamant
on not increasing Airbnb taxes and separating any increase to hotels. Airbnb is the
one thing a lot of low-income residents, like myself, depend on for just 3 cumulative
months a year. It's all we have, some of us. Furthermore, an increase in tax to JUST
Airbnb and VRBO would get strong opposition from these residents...that support the
town year-round, mind you.
M 45-54 E. Vail Smwt Prob Def.N Prob.Y The leaders want to draw in more business - but we are still under staffed right?
F 55-64 Vail Village Big Prob Def.N Prob.Y Improve summer occupancy bring more cultural and sports events.
F 65+Golf Course Big Prob Def.N Prob.Y
Make sure that average lodging quality does not discourage clients from coming back,
if the total cost is too high. MUST DO a competitive questionnaire at "check out" to
insure good service.
F 25-34 W. Vail Big Prob Def.Y Prob.Y People who visit can afford it.
F 25-34 W. Vail Big Prob Def.Y Prob.Y
I like the idea of increasing a lodging tax however I don’t think we need to spend that
money on marketing. Look around. There’s plenty of people here. We need to focus
on creating a community that is less transient and can provide better service to
maintain occupancy of hotels. People decide to go other places because Vail
continues to lose its authentic ski town culture.
F 25-34 W. Vail Big Prob Def.Y Prob.Y
The housing crisis/employee shortage needs to be solved before we introduce more
marketing for tourism. Take care of the locals first before all the wealthy tourists who
will be able to afford this tax increase. We are suffering, and this lifestyle is hardly
sustainable when the average cost of buying a home is 1.2 million.
M 25-34 E. Vail Big Prob Def.Y Prob.Y Anthing to get better housing.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Prob.Y
There should be more money coming in from those that only spend short amounts of
time here during peak seasons. Specifically summer time as this crowd is more
impactful on the environment and generally spend less money than those in winter.
August 3, 2021 - Page 318 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 13
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Prob.Y
With the limited data available It’s hard to say why hotel occupancy flatlined. One
could wonder if it was the uncertainty of snow that gave us the dip in occupancy?
Pre Corona, I’m sure most lodging around the states saw a flatline over the last decade
with the rise of home hosting business models like Air BnB and VRB. I love the great
events Vail puts on as a whole, but I question if that’s the core competency of this
Valley. If you want lodging occupancy to go up long term, I think this town would
benefit greatly by building world class sporting facilities outside of the expected snow
sports. Indoor; rock climbing, tennis, pickleball, futsal etc. Warmer temperatures
are cutting into Vails annual snowfall. I think it’d be wise for the valley to diversify for
the shorter winters to come.
M 25-34 Vail Intermtn Big Prob Def.Y Prob.Y I enjoy these events.
O 25-34
Matthrn/Gln.
Lyon Big Prob Def.Y Prob.Y
I would vote yes because hopefully raising the lodging tax could help put a curb on
the excessive short term rental in town that are contributing to the housing issue. Also
the fact that it would be taxing the visitors and not the locals but has the potential to
benefit the locals is a plus. Hopefully this would lead to more business actually paying
a living wage.
F 35-44 Vail Intermtn Big Prob Def.Y Prob.Y
I’m in the line. There are a ton of people here this summer so it’s hard for me to
believe lodging is flat.
F 35-44 W. Vail Big Prob Def.Y Prob.Y If it is taxing short term rentals, I will vote yes.
F 35-44 E. Vail Smwt Prob Def.Y Prob.Y Because it effects tourist not residents.
F 35-44 W. Vail Big Prob Def.Y Prob.Y Special Events are important for tourism and the community.
F 35-44 W. Vail Big Prob Def.Y Prob.Y
I’d probably vote yes because I believe we should tax tourists and not the local
population. However, the drop in local lodging numbers AND the lack of local
housing is directly related to short term rentals. Get rid of those and you’ve killed two
birds with one stone.
F 35-44 W. Vail Big Prob Def.Y Prob.Y
Special events bring a much needed boost to local economy during slower periods of
the season.
M 35-44 Golf Course Big Prob Def.Y Prob.Y I like special events.
M 35-44 E. Vail Big Prob Def.Y Prob.Y It would help fund vail.
M 35-44 W. Vail Big Prob Def.Y Prob.Y To tax short term rentals and give long term renters an advantage.
August 3, 2021 - Page 319 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 14
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 45-54 Other/Refuse Big Prob Def.Y Prob.Y It makes sense to tax the hotels to increase tourism and marketing for more tourists.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Prob.Y Visitors need to help pay for services available to them.
F 45-54 W. Vail Big Prob Def.Y Prob.Y
I need to know more about how this money would be used first. I would vote yes
only if I knew that it would be used in a sustainable way to help increase lodging in
the valley. I'm not sure how much of our beautiful environment will continue to exist
if we are over-run to full capacity all year around.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Prob.Y No increase for years.
F 45-54
Bth Fls/Bald
Mt Rd Big Prob Def.Y Prob.Y
I don’t believe we need any more special events. I think that our small town is already
over run with people here for the special events already in place. Our town cannot
handle the people, the parking the trash and waste created from these events. But if
the special events that are already established need more funding then I’m for
it…including police, security; in general more hands on to control the sheer number
of people here for these established events.
M 45-54
Sfwy/Vail
Cmns Smwt Prob Def.Y Prob.Y To keep or improve the quality of events in town.
F 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.Y Prob.Y Brings in more revenue.
F 55-64 Vail Intermtn Big Prob Def.Y Prob.Y
If the lodging tax hasn’t changed in 20 yrs. it must be time and if we have more funds
to manage visitation the town might get some of its charm back.
F 55-64 Other/Refuse Big Prob Def.Y Prob.Y Control the overcrowding.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Def.Y Prob.Y Sounds like a good idea.
M 55-64
Sfwy/Vail
Cmns Big Prob Def.Y Prob.Y To help.
August 3, 2021 - Page 320 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 15
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+E. Vail No Prob Def.Y Prob.Y
I like the idea of tourists paying their fair share since they benefit from all these funds. I
would like to see some money go toward housing for workers taking care of the
tourists rather than locals tax dollars. I don’t believe the gopro races or bravo Vail
need additional monies as they are well attended by the public.
F 65+
Lionshd
Village Big Prob Def.Y Prob.Y No reason.
F 65+Other/Refuse Big Prob Def.Y Prob.Y Marketing and special events I significant for resort services.
M 65+E. Vail Smwt Prob Def.Y Prob.Y
An increase in the lodging tax is how you should pay for housing. Hard to see how
increased marketing will do anything more than exacerbate the worker shortage.
M 65+E. Vail No Prob Def.Y Prob.Y
Bringing customers to Vail matters. Providing walk-to-lift housing for employees
doesn't matter.
M 65+W. Vail Smwt Prob Def.Y Prob.Y Bravo Vail and Hot Summer Night’s.
M 65+W. Vail Not Much Def.Y Prob.Y To keep up with the times.
F 25-34 Other/Refuse Big Prob Prob.N Prob.Y Helps our local business.
F 25-34 W. Vail Big Prob Prob.N Prob.Y
So I would consider it. I am just very surprised that the hotel occupancy rates have
been declining, I feel like in summer there are so many vacationers. I wonder if more
people stay AirBnB nowadays ?
M 25-34
Matthrn/Gln.
Lyon Big Prob Prob.N Prob.Y
Ensure our town stays busy and business stay open. I would prefer this tax be
approved and used for local housing instead of marketing though.
F 35-44 Other/Refuse Big Prob Prob.N Prob.Y
I'm all for events and economic growth, but bothered by the fact that Vail Mountain
seems to be busier than ever. In just the 10 years that I have been here, the issue with
EPIC lines, skier collisions and overall crowdedness kind of makes me want to vote no.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.N Prob.Y Helps the town.
F 45-54
Sndstn/Pot.
Ptch Big Prob Prob.N Prob.Y
I think that the short term rental market is failng to support the costs that it is imposing
on the town. Lodging tax feels like a fair way to balance that.
M 45-54 E. Vail Not Much Prob.N Prob.Y Possibly would. At the moment my vote is no.
F 55-64 E. Vail Big Prob Prob.N Prob.Y I appreciate the information presented here.
August 3, 2021 - Page 321 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 16
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 55-64
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Prob.Y The graphs are alarming.
F 65+E. Vail Big Prob Prob.N Prob.Y I have mixed feeling about this tax.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Prob.Y As a resident I am not paying this but as a guest they might not like the add on expense
F 65+E. Vail Not Much Prob.N Prob.Y
Not a good answer but aren't lodging costs outrageous already? How long before
people are turned off by incredibly high expenses in Vail.
F 65+E. Vail Big Prob Prob.N Prob.Y Hesitant to vote yes, but would like occupancy to go up. Covid is such a distortion.
M 65+Golf Course Smwt Prob Prob.N Prob.Y
In line with market. Would prefer some of these funds go to housing or direct value
payment not marketing.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Prob.N Prob.Y
The current tax is lower than other resorts. I think the lodging tax increase should go
partially to housing.
M 65+W. Vail Smwt Prob Prob.N Prob.Y
New marketing money should free up the general fund contribution currently by the
town. Also we REALLY DON'T need any more visitors. Overcrowded now and closing
trail heads. STOP.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Prob.Y Reasonable amount.
M 65+E. Vail Big Prob Prob.N Prob.Y Events.
F 18-24 Other/Refuse Smwt Prob Prob.Y Prob.Y The money that is spent now on marketing events could be put to better use.
F 18-24 Other/Refuse Big Prob Prob.Y Prob.Y The tax increases affects tourists and benefits the local communities/economy.
F 25-34
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y So local small businesses can survive.
F 25-34 W. Vail Big Prob Prob.Y Prob.Y
Occupancy and marketing on the downfall means more places soon to be out of
business and more jobs lost forcing more community members out of town.
F 25-34 Other/Refuse Big Prob Prob.Y Prob.Y
This seems like it would free up funds for essential services (fire, safety, etc.) Knowing
that some of the money would go toward a destination management plan makes me
more likely to vote yes. Our resorts and recreational areas have overcrowding issues.
If this money would support addressing that problem and protecting our environment,
I am for it.
August 3, 2021 - Page 322 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 17
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 25-34 W. Vail Big Prob Prob.Y Prob.Y
I would vote yes because the lodge if tax increase does not affect the people trying to
find low income housing as much and would be a better option to raising money for
low income housing.
F 25-34 Other/Refuse Big Prob Prob.Y Prob.Y
I would probably vote yes to continue supporting local events. I also this could
discourage rentals that are less than 30 days.
F 25-34 Other/Refuse Big Prob Prob.Y Prob.Y We need to support our local community here and whatever that takes, I am for.
M 25-34 Vail Village Big Prob Prob.Y Prob.Y
The more revenue the Town generates, the more its employees will be able to be paid,
which will attract more qualified applicants and a better living situation for Town
employees so they can continue to afford to live in the Valley.
M 25-34
Sfwy/Vail
Cmns Smwt Prob Prob.Y Prob.Y
I’m for the increase, but you might be overstating the affect marketing will have on
occupancy etc.
O 25-34 W. Vail Big Prob Prob.Y Prob.Y
Seems like we are behind compared to other resort towns and it would help local
businesses. I worry about the influx of more tourist coming here, but hopefully an
increase in lodging tax would help better mitigate this.
August 3, 2021 - Page 323 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 18
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y
As a citizen the lodging tax would be borne by visitors and not me which is the only
reason I would vote for it. The falling hotel occupancy rates don't mean anything
without being provided the context of total visitation overall. Without that context I
have to rely on my anecdotal experience in the past two years in which it feels like
Vail is absolutely packed -- and therefore conclude that the falling hotel occupancy
rates is a result of the unchecked rise of Airbnb's, COVID, and a hotel inventory that
fails to meet market demand on price or experience. The messaging on this is
proposal is tone deaf when it appears on the same ballot as the 0.5% sales tax
increase. This survey is missing a huge opportunity to educate respondents who are
likely to be voters. Tax increases are suppose to solve problems. The problem
presented here is a lack of visitation. I don't feel as though that is an actual problem.
In fact MORE visitation seems like it would exacerbate the housing problem I was just
reminded of. A portion of the lodging tax increase should be allocated to housing.
The issues are related. Increasing tourism and jobs is wholly dependent on Vail's
ability to house the people that do those jobs. Marketing efforts to draw more people
to Vail incentivizes STR's as well as hotels - driving up housing prices and decreasing
availability. Many of our local hotels don't have the staff to cater to the events we
have right now.
F 35-44 W. Vail Smwt Prob Prob.Y Prob.Y
This tax would contribute to the events that make Vail unique and attract more
visitors, which would hopefully correlate to increasing revenue for local businesses.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y Continuously ensure Vail is an attractive events option.
F 35-44 E. Vail Big Prob Prob.Y Prob.Y Appropriate to tax lodging to support events in town.
F 35-44 E. Vail Big Prob Prob.Y Prob.Y I dislike vacation rentals around my home.
F 35-44
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
The town needs to pay its employees more. More money in taxes can help them do
that.
F 35-44 E. Vail No Prob Prob.Y Prob.Y I support lodging tax.
F 35-44 E. Vail Smwt Prob Prob.Y Prob.Y
To support the destination management plan and also spread visitation out
throughout the year.
F 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y For better fire and police availability.
August 3, 2021 - Page 324 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 19
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 35-44 Other/Refuse Big Prob Prob.Y Prob.Y
Based on the facts provided it seems like more funding is needed to maintain tourism
levels. Although, based on my personal experience we seem plenty busy so I have a
hard time believing hotel bookings have dropped off as steeply as the graphs
provided suggest.
F 35-44
Bth Fls/Bald
Mt Rd Not Much Prob.Y Prob.Y
I would like to see a stronger police force here cracking down on noisy parties, wild
fire mitigation/prevention/mitigation and residences to my east tidying up their messy
back yards… I also want to support local businesses.
F 35-44
Bfhr/Lionsrdg/
Vlly Not Much Prob.Y Prob.Y Important to stay relevant, attract world renowned festivals and talent.
F 35-44 W. Vail Big Prob Prob.Y Prob.Y Forward thinking is needed and the timing seems right.
F 35-44
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y
I am more interested in the funds going to funding public works and providing free
public events than knowing it’s going to marketing.
F 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y
Honestly, I think this could happen without tourists really knowing it was there and I
support all of our winter and summer programming and love to attend myself.
M 35-44 Vail Intermtn Not Much Prob.Y Prob.Y Think it will help.
M 35-44
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y To get money for affordable housing.
M 35-44 Other/Refuse Big Prob Prob.Y Prob.Y I would want to hear more specifics on where the extra tax money would actually go.
M 35-44 E. Vail Big Prob Prob.Y Prob.Y
It is obvious you understand the labor class is leaving. I'm happy you are trying to do
something about it. I have an Engineering degree I am still paying for. I have lived
here 14 years. I still do not find it feasible to buy here and I have bought elsewhere
and will also be moving in the next few years. Too little, too late.
M 35-44 Other/Refuse Big Prob Prob.Y Prob.Y It is a better idea than increasing the sales tax.
M 35-44 E. Vail Big Prob Prob.Y Prob.Y free up funds for other TOV needs.
M 35-44 Vail Intermtn Big Prob Prob.Y Prob.Y Get rid of a Airbnb and lodge would go up.
O 35-44 W. Vail Smwt Prob Prob.Y Prob.Y
Government spending should be for government operations. Government should not
be in private business or promote private business.
August 3, 2021 - Page 325 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 20
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 45-54 Vail Intermtn Big Prob Prob.Y Prob.Y
We rely on tourism to make a living, but I am suspicious of the need for extended
marketing and the efficiency of government use of funds for this purpose when the
funds could go to affordable rental units fir employees.
F 45-54
Sndstn/Pot.
Ptch Not Much Prob.Y Prob.Y Vails rate should be like other resort communities.
F 45-54 W. Vail Big Prob Prob.Y Prob.Y It is ok. It would be nice to also have an off season again.
F 45-54 E. Vail Smwt Prob Prob.Y Prob.Y
I think promoting Vail year round and creating events that draw people are important.
I would need to know the specifics of how the money would be spent to determine
my final vote.
F 45-54 E. Vail Big Prob Prob.Y Prob.Y
Additional events could be good if they are the right events for Vail. People are
moving away from hotels. Tax other short-term rental units.
F 45-54 E. Vail Smwt Prob Prob.Y Prob.Y
Need affordable housing and better preparedness of our infrastructure for the tourism.
The town budget needs to be shifted in addition to the tax.
M 45-54 Other/Refuse Big Prob Prob.Y Prob.Y
I am not sure if this is the only place to comment so let me share some thoughts. 1)
We already dont have enough people to support the volumes of visitors we have yet
you want to spend more money to get more people here. I think we first need to solve
the housing issues before we spend more money on marketing. I am not sure why
locals should bear the burden of the housing cost via a sales tax increase. While I
strongly support the housing initiiatives I remain unconvinced that a sales tax increase
which increases the cost of living for locals who are already underpaid relative to the
cost of living here is the right way to go. What alternatives have you considered. How
about a non resident tax on property where the owner is not listing their property as a
principle residence.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.Y
Vail is a destination resort and "WE" as a people are Vail. It is imperative that we
represent the "Vail" brand as the best in the business. Let's be the best, is there any
other way?
August 3, 2021 - Page 326 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 21
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 E. Vail Big Prob Prob.Y Prob.Y
Again, devil is in the details. Our percentage of lodging tax compared to other
mountain communities is only relavant if you also show the total revenue compared
to daily lodging rates, which are higher here and in Aspen. So being way under their
percentages isn't necessarily a problem. I would like to know how the funds would
be used in a cohesive way rather than just delivering blank checks. More needs to be
discussed about the specific needs and solutions. These questions are too generic.
M 45-54 Vail Village Not Much Prob.Y Prob.Y I am skeptical. Digital and social marketing should be less expensive than past efforts.
M 45-54 E. Vail Smwt Prob Prob.Y Prob.Y Tourists should bear the cost of living for the benefit of our community.
M 45-54 W. Vail Big Prob Prob.Y Prob.Y Lower than other resorts.
M 45-54 E. Vail Smwt Prob Prob.Y Prob.Y Paid for by tourists.
M 45-54 W. Vail Smwt Prob Prob.Y Prob.Y Sounds good.
M 45-54 W. Vail Big Prob Prob.Y Prob.Y
I understand that lodging is suffering but every second home was occupied last
season and the ski mountain/ town was and is still crowded. It’s time to reassess
whether taxing lodging is still the best way to fund town services. It’s clear that the
town has a financial interest in filling beds because it collects more tax revenue. But
without workers who will come if they can’t get service up to their standards? Will a
bigger marketing budget fix this? Time to find new solutions to new post-covid
problems. This survey sounds like so much begging the voters to let the town tax
guests so it can continue the same old tired approaches.
O 45-54 Other/Refuse Big Prob Prob.Y Prob.Y
Why had occupancy rates gone down before covid? What is the real reason behind
the downtrend? Is it because lodging rates outpaced other options? Increasing lodging
tax won’t help your goal. My general impression is that Vail winter rates have grown
dramatically over the past eight years that I have lived here full time. I am not sure
what the pricing trend has been in the summer.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y Because you have a lot of tourism and they can pay taxes.
F 55-64 Vail Intermtn Smwt Prob Prob.Y Prob.Y Makes sense.
August 3, 2021 - Page 327 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 22
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 55-64
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
Even though Vail feels crowded, I understand that marketing needs to keep up ... or
else in a few years we find ourselves without folks here. How can we maximize
promotion of the existing hotels/lodging units (to increase the occupancy rate) and
maybe free up VRBO/Air BnB units that are competing with hotels, etc. and removing
potential long term rental units for locals. If we're going to promote more, we need
staff to handle the visitors, and they need a suitable, nearby place to live.
F 55-64
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
I live here and I dont know if I really want more people here every day. Town feels too
crowded and hectic like a city. A break from tourists would be nice.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y
There appears to be multiple properties that are performing "short-term" rental
operations and may not be registered with TOV as a business. Collecting the 2.2%
increase from these enterprises will be challenging unless a plan to address this is
developed and implemented.
F 55-64 E. Vail No Prob Prob.Y Prob.Y A good way to produce funding.
M 55-64 Vail Intermtn Big Prob Prob.Y Prob.Y It is important to keep us in mind for out of state markets.
M 55-64 E. Vail Big Prob Prob.Y Prob.Y
I would be more inclined to vote yes if it creates events that are not targeted to the
front range drive up market and more targeted to destination visitors that spend more
and impact the town less (i.e. frontage road parking) looking to attract higher spending
guests versus large crowds of lower spending day visitors.
M 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y
Year round marketing is critical as a direct result of the expansion of Vail Resorts
expanding it's property portfolio. Vail must stand up for itself and ensure it controls
it's progress and not depend on Vail Resorts. Vail Resorts vast resort portfolio affords
them them the opportunity to look across all properties and guest revenue and not
focusing on Vail as the best of the best across the demographics of their guests any
longer.
M 55-64 E. Vail No Prob Prob.Y Prob.Y Town is Already too crowded.
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Prob.Y Prob.Y
This tax should be used for affordable housing. Vail is already overcrowded to the
point where there is not enough staff to cover everything, backcountry is being
impacted to point of increased regulation. Do we want to make it worse?
August 3, 2021 - Page 328 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 23
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64 E. Vail Big Prob Prob.Y Prob.Y
I have serious concerns regarding the wisdom of spending marketing dollars to attract
tourists when our local businesses cannot attract the employees to provide a good
customer experience.
M 55-64 W. Vail Big Prob Prob.Y Prob.Y Vail hotels are already very expensive and the tax increase could reduce visits.
M 55-64
Bth Fls/Bald
Mt Rd Smwt Prob Prob.Y Prob.Y As previously mentioned the burden should be on the vistors who would benefit.
M 55-64
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y
It would bring more people to town, however, do we need to bring more people to
town??
M 55-64 Vail Village Big Prob Prob.Y Prob.Y We need more housing.
M 55-64 E. Vail Not Much Prob.Y Prob.Y The “Resort Tax” was added to clients invoices without too much pushback.
M 55-64
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y Jobs.
M 55-64 Other/Refuse Big Prob Prob.Y Prob.Y We need $$ to make it happen.
M 55-64 Other/Refuse Not Much Prob.Y Prob.Y This tax puts the burden on tourists and not residents for efforts to market to tourists.
M 55-64 E. Vail Big Prob Prob.Y Prob.Y Special events and recreation activities in Vail will bring more tourism.
M 55-64 Other/Refuse Big Prob Prob.Y Prob.Y
While I don't fully agree with this line of reasoning, I do think that tourism dollars
focused on a younger target market would be beneficial. More concerts and events
geared towards this sector of the population.
M 55-64
Matthrn/Gln.
Lyon Big Prob Prob.Y Prob.Y
I would NOT support the marketing funds for events being spent by the town council.
They micro manage event spending and waste so much. Leave it to the CSE to control
the funds. Town Council are not event experts. The shake down concerts are a
terrible waste of money and are Way Too loud and terrible.
F 65+Vail Intermtn Smwt Prob Prob.Y Prob.Y Use some of the lodging tax to deal with the housing issue too.
F 65+
Matthrn/Gln.
Lyon Smwt Prob Prob.Y Prob.Y Vail needs to continue to be a International top notch Resort.
F 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.Y Vail could use the extra money to increase the tourist’s visiting.
F 65+E. Vail Big Prob Prob.Y Prob.Y
I will probably vote for the tax however we still need employees to stay & work in
town. What's the point of marketing when you don't have enough employees to run
the events or work in the shops?
August 3, 2021 - Page 329 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 24
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+E. Vail Big Prob Prob.Y Prob.Y Necessary.
F 65+
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
To bring up to the levels of other resort communities. However, at times I think we
are maxed out!!! Hiking trails and the town is crowded! Crowds may not bring
people back.
M 65+
Bth Fls/Bald
Mt Rd Big Prob Prob.Y Prob.Y Tourist responsibility.
M 65+W. Vail Big Prob Prob.Y Prob.Y We can’t sit idle while occupancy rates decline.
M 65+W. Vail Big Prob Prob.Y Prob.Y
My vote for the tax will be contingent on removing special events TOTALLY from the
general fund and placing them under this newly increased tax. The town need a to
rethink its marketing strategy taking into account the effects of the COVID era and its
impact on tourism and the eroding quality of live in the valley.
M 65+
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.Y
It is apparent that the funds are needed to keep pace with other resort communities in
Colorado.
M 65+
Sfwy/Vail
Cmns Big Prob Prob.Y Prob.Y Lodging tax does not effect me directly.
M 65+Other/Refuse Smwt Prob Prob.Y Prob.Y I seems to be a good idea and most other resorts are doing the same thing.
F 18-24 W. Vail Big Prob Undec.Prob.Y I’m generally in favor of more taxes to support our community.
M 25-34 Vail Intermtn Big Prob Undec.Prob.Y An increase in funding for public events.
F 35-44
Sndstn/Pot.
Ptch Big Prob Undec.Prob.Y Taxes should keep up with the times.
F 35-44 Other/Refuse Big Prob Undec.Prob.Y Sounds helpful to the industry.
F 45-54 W. Vail Not Much Undec.Prob.Y GoPro and other events bring funds which benefit the community.
F 45-54 W. Vail Big Prob Undec.Prob.Y
It makes sense to increase to stay competitive and improve the local infrastructure for
the town residents.
F 45-54 W. Vail Big Prob Undec.Prob.Y
Why is lodging tax not applied to locals housing issues as well? It shouldn't matter if
taxes haven't been raised since 1999, the costs have been raised so the percentage
should be increased as well. However since I live here I don't have to pay the 2.2%
more tax I don't really care.
August 3, 2021 - Page 330 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote yes and approve a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 25
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 45-54
Sfwy/Vail
Cmns Big Prob Undec.Prob.Y
Mostly, in order to keep up with other similar mountain towns. But I also wonder how
much of the recent decline of hotel occupancy is related to the STR market. There
certainly doesn’t seem to be less people in town or on the trails. And is the lodging tax
being enforced on STR?
M 45-54
Lionshd
Village Big Prob Undec.Prob.Y
I believe in the programs this additional tax could help, but it’s extremely imperative
that this tax be collected on vrbo and Airbnb rental properties too. Hotels and short
term condos should not be responsible for this tax alone.
F 55-64
Sndstn/Pot.
Ptch Big Prob Undec.Prob.Y
I may vote yes..currently there are enough special events. Town seems to be over full
especially in the summer and we still have not addressed inadequate parking overall
and adequate and safe parking for these events.
F 55-64 E. Vail Big Prob Undec.Prob.Y Remove this from the town budget, to be able to use TOV tax money for town services.
F 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Undec.Prob.Y Increase tourism to support the Vail valley.
F 65+W. Vail Big Prob Undec.Prob.Y Not directly out of my pocket, coming from visitors here enjoying the area.
M 65+E. Vail Big Prob Undec.Prob.Y
It does not seem to make sense to further fund a year round marketing program when
currently there is an employee housing crisis leading to poor guest service levels.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Undec.Prob.Y The data is scary.
M 65+W. Vail Smwt Prob Undec.Prob.Y Additional funds may be necessary for Vail to remain competitive.
August 3, 2021 - Page 331 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 1
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 18-24
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N I work in lodging.
F 25-34 Other/Refuse Big Prob Def.N Def.N
Vail is busting at the seems with tourists, and currently we do not have the workforce
available to service these large crowds. Businesses are adjusting hours, closing
multiple days of the week, etc. because they simply cannot find the staff. This is
directly tied to the lack of affordable housing and the pay offered in this valley. These
issues need to be addressed FIRST AND FOREMOST before we try to bring even
more visitors to our valley.
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.N Def.N I'm opposed to taxes and opposed to government taking more of my money.
F 25-34 Other/Refuse Big Prob Def.N Def.N
The more I take this survey, the more I am disgusted by the tactics being employed
here and the lack of governmental accountability in being a solution to the problems
outside of reverse robin hooding the already desperate local workforce.
M 25-34 E. Vail Big Prob Def.N Def.N
The local government should do a better job of appropriating their current budget,
not increasing taxes. If anything, the local government should be downsized and the
funds reallocated to solving the housing crisis.
M 25-34
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
We do not need to fund marketing for special events in the summer. people are
already coming.
M 25-34
Matthrn/Gln.
Lyon Big Prob Def.N Def.N Vail is expensive enough. My family cannot afford to visit.
M 25-34 Vail Intermtn Big Prob Def.N Def.N
No places to rent or own for a Vail native due to too much marketing for outside
visitors.
O 25-34
Bth Fls/Bald
Mt Rd No Prob Def.N Def.N
Terrible idea. Don't add more STR hurdles. Don't raise taxes. This entire exercise
feels like a way to find the best way to market a tax increase.
F 35-44
Sndstn/Pot.
Ptch No Prob Def.N Def.N
Vail is already busy enough. The parking infrastructure can barely handle the current
traffic. We do not need to waste money on additional marketing. Vail Assoc. can bear
this burden if it is that important.
F 35-44
Matthrn/Gln.
Lyon Big Prob Def.N Def.N
Please don't ignore short term rentals and the impact - I'd like to see this studied more
and what we can do to get our community back (think Wildridge).
August 3, 2021 - Page 332 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 2
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 35-44
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
Vail is overrun most of the time anyway. Attracting yet more people is not a good
solution.
F 35-44 E. Vail Smwt Prob Def.N Def.N
If events cannot create enough revenue to market and hold themselves then they
should not be held.
M 35-44 Vail Village Big Prob Def.N Def.N We don’t need more people in town!!!
M 35-44
Bfhr/Lionsrdg/
Vlly No Prob Def.N Def.N
TOV needs to focus on the quality of life of residents and visitors. More visitors is not
the solution.
M 35-44 E. Vail No Prob Def.N Def.N
The town should focus on the “core responsibilities” like fire, police, etc and let
businesses handle the marketing of Vail. Vail resorts does a great job of it at no cost to
the town. The town is already too busy and more people only means that the
“neighborhoods” of east and west Vail become over run and commercialized. It’s
hard to ask for tax revenue to “build community” and turn around in the next
question and try to bring more tourists to overrun said community.
M 35-44 W. Vail Big Prob Def.N Def.N
The town should outlaw short term rentals. This would increase hotel occupancy
and help solve the housing crisis. The town should spend tax money on improving
the community for residents by improving pedestrian and cyclist safety, assisting with
affordable childcare or there will continue to be a shortage of workers. No one wants
to visit a hollow community with no amenities because business can’t find any
employees. Spending on marketing is a waste of money.
M 35-44
Sndstn/Pot.
Ptch Smwt Prob Def.N Def.N
Fix the multiple short term rental residential issues and get the lodging tax back into
hotels and not residence rentals. Get Vail Resorts to understand they are not
participating or paying employees adequately or offering year round jobs . VR
continues to squeeze the TOV, the residents, employees and guests and is destroying
the Vail brand and pushing an unacceptable amount on to TOV.
M 35-44
Lionshd
Village Big Prob Def.N Def.N
We need money for other things right now...data points to an incredibly strong
Summer 21 and fastest sales pace and higher demand for 21/22. I think this money if
raised by a higher tax is better used elsewhere than marketing. I.E, HOUSING
HOUSING HOUSING HOUSING HOUSING!
M 35-44
Sndstn/Pot.
Ptch Big Prob Def.N Def.N Taxes suck.
August 3, 2021 - Page 333 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 3
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
O 35-44 E. Vail No Prob Def.N Def.N WTF STOP!!!
F 45-54 E. Vail Big Prob Def.N Def.N
Again, the hotels are hurting already, why hurt them more? This issue is ALSO a
product of the town allowing vrbo and such in our community. Address the real
issue of short term rentals and this too will correct itself.
F 45-54 Vail Intermtn Big Prob Def.N Def.N Being on I-70 we already too many people overwhelming the natural resources.
F 45-54 Vail Intermtn Big Prob Def.N Def.N
The same argument applies here get the VRBO’s out of our neighborhoods and let
the Hotel’s house these people and accumulate the lodging taxes as it’s intended to
do. Maybe then you can reevaluate if additional funds are actually needed.
F 45-54 W. Vail Big Prob Def.N Def.N
Our town is already OVERRUN with tourists. More marketing?!? You’ve got to be
kidding me. No way.
F 45-54
Matthrn/Gln.
Lyon Not Much Def.N Def.N
Sticking it to our customers is not a good idea. We want and need them to return year
after year. Taxing them more is not helpful and they notice!
F 45-54 Other/Refuse Big Prob Def.N Def.N We have enough events, it’s ridiculous!
F 45-54
Lionshd
Village Not Much Def.N Def.N
Raising the lodging tax would make staying in Vail less affordable thus negating the
purpose of marketing.
F 45-54
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
The town of Vail needs to be more efficient and effective with the taxes they collect
today. There is no need to increase taxes to get there.
F 45-54 E. Vail Smwt Prob Def.N Def.N
Nature and the environment speaks for itself. We don’t need more commercialized
gimmicks to promote lodging. Try more camping and lower prices.
F 45-54 Vail Intermtn Not Much Def.N Def.N
We need to meet the needs of people who live here. We’re too focused on growth.
What about barriers for highway noise, berms at kid parks & dog parks. Keeping
open spaces for wildlife...trees.
F 45-54
Matthrn/Gln.
Lyon Big Prob Def.N Def.N
If the town can't solve the housing issue, there will be no one to work for restaurants,
shops, and other businesses. It seems foolish to increase tourism and before securing
long term housing.
F 45-54
Matthrn/Gln.
Lyon No Prob Def.N Def.N
Current marketing efforts are already focusing on non-winter seasons. We don't need
to encourage more people to come here when we can't staff/service them. Possibly
we have allowed too many hotels, to be built. I certainly hope that all airb&b type
rentals are currently contributing to this fund. That's a contributing part of the
problem regarding lower hotel occupancy.
August 3, 2021 - Page 334 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 4
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 Other/Refuse Smwt Prob Def.N Def.N
If lodging and occupancy rates are down, how can anyone believe that raising taxes
on lodging will offset the lack of occupancy? If anything, making it more expensive to
stay in Vail will only result in a further decrease of occupancy rates. Plus, Vail
already spends too much money on marketing and special events, why raise more
money to spend more?
M 45-54 W. Vail Big Prob Def.N Def.N
We currently have capacity issues with guests and a lack of staff to service the guests
we have. Not against a lodging tax but $$ for housing is more important than VLMD.
Funny how on other Surveys VLMD shows how their $$ increases Occ. and ADR for
Summer and Off-seasons.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N Lodging tax is already 9.8%
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
I do not believe we need more tourists in town. It's already full and impossible to get
a restaurant reservation for locals.
M 45-54 W. Vail Big Prob Def.N Def.N
No employees plus reservations are up30% this year are we going to start lining up
hikers on bridge street to hike booth falls or will it be a reservation system? Seems
plenty busy to me.
M 45-54 W. Vail Smwt Prob Def.N Def.N
Vail doesn't need more marketing. The place is packed to the gills almost every
weekend all year round. Taxpayers should not be responsible for helping drive
business for private enterprise. If private enterprise wants to spend money marketing
themselves, have at it.
M 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
Because additional lodging tax could be used for something better than more funding
for the VLMD & CSE. These organizations already have plenty of money for
marketing the shoulder seasons which are the only times we need marketing &
events funding. Leave the peak seasons to VR. They do this better than these
organizations anyway.
M 45-54 Golf Course Smwt Prob Def.N Def.N
I feel like if we keep raising tax/ prices for short term rentals people will find other less
expensive areas to travel to. I think the funds should come from multiple sources.
August 3, 2021 - Page 335 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 5
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 E. Vail Big Prob Def.N Def.N
Who created this survey? It's tone deaf when it comes to the well-documented over-
visitation and associated issues for Colorado's mountain communities thanks to
Covid. Without more employee housing - and employees - it's a fools errand to
embark on marketing anything. We are unable to provide a high level of services to
existing guests due to lack of employees and you (Vail) want to increase marketing
budgets to draw even more people to town? Fix housing first.
M 45-54
Sndstn/Pot.
Ptch Smwt Prob Def.N Def.N
The businesses I manage have experienced over 85% occupancy since the
pandemic started, and the rate has not changed this summer. Our off seasons have
vanished to the extent that, whereas in past years we'd have two months in the fall
and spring to work on improvements to our properties, now we're having to
intentionally put blocks on our reservations calendars for certain rooms just so we'll
be guaranteed to have time to repaint, refurnish, and repair broken items. If we don't,
the zoom boom people will move here for the entire months of October, November,
April, and May when we normally get a little bit of down time. We clearly don't need
to spend money to fill off seasons right now. We're already filling them! Our local
staffing shortage is so bad that tourists are already receiving below-par service. The
last thing the town's brand needs right now is an increase in tourists when we can't
service the supposed "few" we have. It's time to manage our reputation as a world
class resort, not to overwhelm the town with even more visitors.
M 45-54 E. Vail No Prob Def.N Def.N Costs in Vail are already very high. An anomaly 2.2% would just add to that.
M 45-54 E. Vail Big Prob Def.N Def.N
You want us to vote for another tax to fund year round marketing to bring more
tourists to our town and more money-through said taxes, all the while, services can't
staff at the levels we are at now because it's too expensive for people to live in Vail.
Once again you have created this adult theme park type atmosphere, and then want
year round residents to pay higher taxes yet not be able to afford to ride the rides at
the park. It's ludicrous.
August 3, 2021 - Page 336 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 6
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 W. Vail Big Prob Def.N Def.N
You can’t get people to work here and you want more people coming is nuts. The
town is crowded enough let the hotels do there own marketing and let’s cut down the
vrbo in town.
M 45-54 E. Vail Big Prob Def.N Def.N
The problem is short term rentals, do not put the burden on hotels and legitimate
properties. Tax short term rentals or abandon them completely. They are ruining our
town.
M 45-54 E. Vail Not Much Def.N Def.N
Your year round marketing and special events all suck and all you’re doing is bring
more douch bags into town for a short time.
M 45-54 Other/Refuse Big Prob Def.N Def.N
Bridge Street is packed with people everyday. Trails are overrun impacting wildlife.
There’s a lack of parking and housing. We have plenty of visitors. While we don’t
want to discourage anyone from coming, we certainly don’t need to spend money to
ask more people to come. We should end all funding for special events and summer
marketing. Let Vail Resorts pay for those things if they want.
O 45-54
Lionshd
Village Smwt Prob Def.N Def.N
Thank you for the biased graphs. Did everyone at TOV forget that there was a slight
pandemic season 2019-20 and 20-21? What clowns. The town is essentially being
overrun with tourism and we can't service the people that are here. Why draw even
more people? Lift lines during a pandemic going up ski slopes for a 1/4 of a mile?
Maybe Crested Butte should have the same tax rate as Vail vs. the other way around.
O 45-54
Matthrn/Gln.
Lyon No Prob Def.N Def.N
Vail doesn’t need to increase marketing itself . In fact, Vail needs to reduce its
marketing. The volume of tourists in this valley, weather winter or summer, has
become overwhelming. Vail will continue to draw tourists just from its reputation
alone. It doesn’t need additional marketing. Special events will continue to happen
with our current budget which this survey seems to downplay. We don’t want an
increase in lodging tax that may or may not be used for its purpose.
August 3, 2021 - Page 337 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 7
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
O 45-54 Other/Refuse Smwt Prob Def.N Def.N
We don’t need to market anymore. You have already brought in too many people
into town. The water usage alone is horrible. There is so much drain on our natural
resources and the resources of the whole town. We need to make bring here pleasant
for locals as well as guests. stop cramming so many events in. It has increased traffic,
drain on natural resources, drain on the workforce and all you continue to do is tax,
tax, tax ti support something that is not necessary. Why don’t you look at other resort
areas that have put a stop to marketing and bringing in people that just make it an
unpleasant experience because it’s too crowded.
F 55-64 E. Vail Not Much Def.N Def.N
What we do not need is more money thrown at marketing. We do not need year
round increases, while you imply it will be beneficial for out natural resources. That
is a bold statement and way out of line.
F 55-64 Vail Village Not Much Def.N Def.N
In my opinion Vail Resorts benefits from high volume guest. Guest would rather that
fee eliminated and Vail Associates fund the go pro bravo etc. sooner or later you
have out priced a family of 4. Take a portion of lift tickets to fund the extras.
F 55-64 E. Vail Smwt Prob Def.N Def.N
2.2% is too much. My guess is Lodging prices are already higher than the
communities (except Aspen) that you cited. Raising them would drive away more
tourists. Based on my experience most of the Vail firefighters come from the front
range and other communities. Focus on providing jobs for people in Eagle county.
Use the funds from the ridiculous transfer tax.
F 55-64 Other/Refuse Not Much Def.N Def.N
The Eisenhower tunnel needs to be addressed and the traffic on I-70. This is why
people don't come to Vail. Not the marketing budget. Also, hotel stays are flat
because so many hotels have been built and the entire valley is overcrowded.
F 55-64 Vail Intermtn Smwt Prob Def.N Def.N Better ways to raise money.
F 55-64 Other/Refuse Big Prob Def.N Def.N Vail spends money foolishly.
F 55-64
Bfhr/Lionsrdg/
Vlly Smwt Prob Def.N Def.N
TOV does not need any additional events or marketing considering how busy town
has become.
F 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N
We have grown too much and are at a tipping point. We do not need more
promotion of events.
F 55-64
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
Because Vail is too crowded as it is. There is plenty to do in the valley without paying
for crowds.
August 3, 2021 - Page 338 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 8
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 55-64 Vail Intermtn No Prob Def.N Def.N
Year-round marketing is not needed. Increased lodging taxes will drive visitors to
other locations. Increasing money for more promotions year-round does NOT
protect our natural resources from overcrowding.
F 55-64 E. Vail Smwt Prob Def.N Def.N
I would need to see what the TOV intends to do to change the marketing direction.
Let VR pay for winter marketing; they don't pay their share for housing or parking.
The mountain is overcrowded as is Town in summer; the guest and resident
experience has considerably declined in recent years. Adding more dollars and
marketing doesn't address core problems.
M 55-64 E. Vail Not Much Def.N Def.N
Vail is incredibly wealthy as a municipality and has an enormous corporate tax basis.
Focus on better managing the tax revenues already received and don't burden us
small business owners that property owners that do short term rentals.
M 55-64
Sndstn/Pot.
Ptch Not Much Def.N Def.N
Vail is already an expensive option for tourist. Making it more expensive will result in
the opposite of the desired goals
M 55-64 E. Vail Big Prob Def.N Def.N
TOV has become overcrowded and constantly busy. We do not need more events
and marketing.
M 55-64 Other/Refuse Big Prob Def.N Def.N
This is out of control. You want to somehow promote tourism by making it more
expensive to come here?
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N
The statement that the lodging tax has not been raised is false. Lodging rates have
escalated and thus so have collections.
M 55-64
Sfwy/Vail
Cmns Smwt Prob Def.N Def.N Too much tax already.
M 55-64
Bth Fls/Bald
Mt Rd Big Prob Def.N Def.N
Vail has a housing crisis. An increase in the lodging tax is an appropriate way to
handle that issue. Using the funds to subsidize Vail Resorts advertising budget is
inappropriate. The idea that hotel occupancy has dropped because we don't
advertise enough is erroneous. It is much more likely that hotel occupancy has
decreased due to the explosion of STR that are taking away hotel visitors. Add on to
that the expense of skiing at Vail for a normal family and no amount of advertising
will increase visitors.
M 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N
Just look at the village now. Tourists are coming out of the building walls. These are
things that the non elected decision making employees are pushing.
August 3, 2021 - Page 339 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 9
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64 Other/Refuse Big Prob Def.N Def.N
Town marketing admin structure is inefficient. Great peeps but you don't win races
with committees. No more dough until this is addressed.
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N
Does not need to be put back on the customers! They notices Taxes don’t kid
yourselves!!!!
M 55-64
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N
I believe that if you wish to do this then cut your budget and find the money there.
Perhaps if everything was not so expensive then more people would come. Maybe
Vail inc. Can support this effort. Stop looking at raising taxes to solve issues.
M 55-64
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
We have to stop expecting the tourists to pay more money to come to our Expensive
resort and start to be proactive with all communities in the Vail Valley to create more
productive events and employee housing. This is not just a TOV issue it is county
wide and there needs to be more cooperation in Eagle County.
M 55-64 E. Vail No Prob Def.N Def.N
This is a persuasion piece, not a survey. You give all the reasons why you think the
tax should be increased. I disagree with those reasons. Perhaps you should consider
some reasons why the tax should not be increased. Occupancy rates are down, so
Vail wants to raise the lodging tax rate. That makes no sense at all to me.
M 55-64 E. Vail Big Prob Def.N Def.N
Stop raising taxes. Why can 't you be innovative. Pouring more money 💰 on the
fire doesn't always put it out. Or fix it in this case .
M 55-64 Vail Village Not Much Def.N Def.N Taxes already too high.
M 55-64 Vail Intermtn Not Much Def.N Def.N If you make it more expensive less people will come.
M 55-64
Bfhr/Lionsrdg/
Vlly Smwt Prob Def.N Def.N Already too many tourists.
M 55-64
Matthrn/Gln.
Lyon Not Much Def.N Def.N
Room rates have increased significantly over time where is that accounted for in your
information.
M 55-64 E. Vail Not Much Def.N Def.N
There are already way too many special events and tourism. There needs to be a
balance. Time to dial back the marketing effort, not increase, as we don't have the
infrastructure to handle what we have already, much less adding to it. I don't believe
that economic development is a public sector role.
M 55-64 E. Vail No Prob Def.N Def.N It’s too crowded now. The last thing we need is more people.
M 55-64 Vail Intermtn Smwt Prob Def.N Def.N
Seems as if the town is well marketed enough at 1.4 percent. How many more
people do you want to cram in here. Quality of life is already degraded.
August 3, 2021 - Page 340 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 10
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
This tax is passed on to tourists to support tourists. Maybe this tax should be for
housing.
O 55-64
Sfwy/Vail
Cmns Big Prob Def.N Def.N
This "poll" is more of a "push poll." I feel like you are a smarmy salesman trying to
sell me a used Mazda. Clean up your act and it will help your credibility. Believe
me, you need the help in this area.
F 65+Other/Refuse Smwt Prob Def.N Def.N
The Town is in a state of degradation due to increased tourism. Overcrowding is
impacting our infrastructure, natural environment and overall quality of life.
Suggesting year round marketing will result in less crowding during peak times is
naive. The busy months will remain packed and the quieter months will also become
more popular resulting in a net loss for quality of life. The guest experience will sour
and the migration of locals will continue. Event fatigue is at an alarming high. Locals
are tired and frustrated by rude behavior of many guests. Human waste on the trails,
garbage tossed in the parks and careless bikers and drivers is taking its toll. Breck has
launched a campaign to educate the visitors on how to be a better guest ….maybe
we should be looking at that model.
F 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
Our occupancy rate is down because our service is sub par in many cases. Also,
Airbnb priced are much more attractive. Tax them.
F 65+
Bfhr/Lionsrdg/
Vlly No Prob Def.N Def.N
Bad idea. Just keep raising prices so that only the richest of the rich will be able to
afford lodging in Vail. It’s already an elitist town. TOV solution is employee housing.
Raising lodging tax so very little, no one will even notice. So sneaky.
F 65+Golf Course Not Much Def.N Def.N
Tourism has increased and they are A changed base. Event driven. Over crowded.
We are sadly chasing the affluent fir the mob. Promote destination tourism, a client
base that buys real estate and utilized the services/restaurants/shops.
F 65+Vail Village Smwt Prob Def.N Def.N
Vail and other mountain towns are being overrun with tourists post-COVID. More
promotion is the last thing we need.
F 65+
Matthrn/Gln.
Lyon No Prob Def.N Def.N Because it is high enough as is.
F 65+Vail Intermtn Not Much Def.N Def.N
I suspect the accuracy of your numbers. Vail's streets, restaurants and events are
jammed with people and have been increasingly so for the past three years. We
don't need more visitors here.
August 3, 2021 - Page 341 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 11
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+W. Vail Big Prob Def.N Def.N We cannot tax our way to prosperity. If we want less of something...tax it.
F 65+Vail Village No Prob Def.N Def.N We don't need the govt. funding marketing and events.
F 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Def.N Def.N
Vail has too many special events. The town’s character and accessibility is being
destroyed by the merchants desire to keep the town busy.
F 65+E. Vail Big Prob Def.N Def.N We need to solve the housing crisis before we try to bring more visitors here.
F 65+
Sndstn/Pot.
Ptch Big Prob Def.N Def.N
The over-crowding of the past few weeks has negatively affected the experience of
being in Vail ,Of course, lodging bookings have been affected by the VRBO short
term rentals as well.
M 65+Other/Refuse Smwt Prob Def.N Def.N
Too large of an increase. Given the reason why visitors and subsequent flatening of
room sales I would vote for a 1% increase.
M 65+Vail Village No Prob Def.N Def.N Taxes too high at present.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N Vail is too crowded already. We are becoming Walmart
M 65+
Matthrn/Gln.
Lyon Not Much Def.N Def.N
This town is using crazy logic. You say you don’t have housing etc for employees but
then you try to encourage more growth this is insanity. Let the market take care of
itself. Your creating the problem you are trying to solve.
M 65+
Matthrn/Gln.
Lyon Big Prob Def.N Def.N Vail is already pricing itself out of the middle class.
M 65+Vail Intermtn Not Much Def.N Def.N No new taxes.
M 65+E. Vail Smwt Prob Def.N Def.N Taxes are already high, and a strain on people who pay it.
M 65+Vail Village No Prob Def.N Def.N
We do not need more tourism; it is already way too much. We do not need
businesses to be more profitable. We do not need more events. Catering to the needs
and peacefulness of existing residents should be the town's top priority.
M 65+
Bfhr/Lionsrdg/
Vlly Big Prob Def.N Def.N
The town is obsessed with increasing business without sufficient regard for our
declining quality of life.
M 65+E. Vail Smwt Prob Def.N Def.N
Taxes reduce incentives. Your questions are written to direct answers you want rather
than get honest answers.
August 3, 2021 - Page 342 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 12
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 65+
Matthrn/Gln.
Lyon Smwt Prob Def.N Def.N
The existing tax has allowed the town o grow at reasonable rate. Raising the tax by
over 150% gives marketing too much money. Vail Resorts is able to market the
winters and climate change will increase the summer, without additional money
being spent. How buy and overcrowded do you want to get?
M 65+E. Vail Not Much Def.N Def.N Town govt is not competent.
M 65+Golf Course Big Prob Def.N Def.N Not job town.
M 65+E. Vail Not Much Def.N Def.N
For gods sake, you just told us you don’t have enough workers to support all the
present tourism and services and now you want to advertise to bring in even more!!
Previously I have supported every tax and mill levy increase I can remember, but not
this. This is insanity! And employees need a break spring and fall, not more work in
the “mud season” And marketing to get more visitors when the weather is
traditionally crappy is counter productive and lead to dissatisfied guests.
M 65+Golf Course Smwt Prob Def.N Def.N
Noise, over-crowding, trash, impact on the environment are just some of the
NEGATIVE impacts this kind of effort creates.
M 65+Vail Village No Prob Def.N Def.N This is absurd.
M 65+
Sndstn/Pot.
Ptch Not Much Def.N Def.N
Vail never required marketing to increase its appeal. We all know why tourists are
attracted to this place. Certainly don’t need to be told.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Def.N Def.N
Lodging is down because VR is ripping people off for use of mountain. Marketing will
just increase their dominance of everything that happens in Vail. Use this $5m for
housing.
M 65+E. Vail Smwt Prob Def.N Def.N Marketing should be done by private sector.
M 65+W. Vail Big Prob Def.N Def.N Raising taxes will only drive more tourists away.
M 65+Vail Intermtn No Prob Def.N Def.N
Rather than burdening Vail businesses with yet more taxes, the Town needs to
reallocate existing revenue to support tourism. Let's become much more efficient.
M 65+W. Vail Not Much Def.N Def.N
Let's first reestablish the economy with business revenue and employees. There ia
bout a 50 % labor shortage. A tax increase of 63 % is not going to solve that.
M 65+Vail Intermtn Not Much Def.N Def.N
No more taxes. Use the existing tax money more efficiently. I do not encourage more
people to come here. Too crowded already.
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Def.N Def.N The current trend is to cut back on marketing efforts.
August 3, 2021 - Page 343 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 13
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 65+E. Vail Big Prob Def.N Def.N
Vail is at capacity until the housing and employee problems are corrected. We don't
need more tourists at this time. Other private sector marketing actions are adequate.
M 65+
Sndstn/Pot.
Ptch Not Much Def.N Def.N
The reason hotel are flattening is because because of short term rental are being
taxed at a lower rate.
M 65+Vail Intermtn Smwt Prob Def.N Def.N
The first half of this survey discussed lack of housing for employees. The second half
of the survey discussed increased taxes for more marketing to bring more people into
town that you already don’t have enough employees to service. Do not do any more
marketing until you solve your first problem of lack of employees. You certainly do
not want to have a poor experience for our guests. You are graphs show decreasing
lodging nights. You also discuss not enough housing for employees. The solution
seems rather simple. You have empty hotel rooms you have no place for employees.
Take a portion of those unused hotel rooms and turn them into employee Housing
units.
O 65+
Sndstn/Pot.
Ptch Not Much Def.N Def.N
We have too many people in Vail now. Crowded slopes, crowded trails and parks.
STOP THE INFLUX. Plus Vail has priced itself out of the market. LOWER RETAIL
PRICES. MORE PEOPLE WILL COME.
O 65+
Sfwy/Vail
Cmns No Prob Def.N Def.N No more new taxes or increased taxes.
F 25-34 E. Vail Big Prob Def.Y Def.N
We do not need to spend more money on marketing. This tax should go directly to
protecting the people who live in the community year round.
F 35-44 E. Vail Smwt Prob Def.Y Def.N
It might deter tourists as it may become way to expensive for them to come. Also. We
don’t want people here all year round. Actually. Yes raise it. That way less people
come :) and we get the slopes to ourselves.
M 45-54 Other/Refuse Big Prob Def.Y Def.N
We do not need more marketing. Our roads and ski areas are at full capacity and we
do not have enough locals left to serve people on destination vacations. We need to
get the zoom boomers and denverites out to make room for the destination
vacationers and give them a non-overcrowded vacation experience. We don't have
room for more people right now. If you want hotel bookings to go up then eliminate
VRBO and AirBNB.
August 3, 2021 - Page 344 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 14
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 55-64
Lionshd
Village Big Prob Def.Y Def.N Too many events as it is and attendees aren’t necessarily lodging in Vail.
F 65+E. Vail Big Prob Def.Y Def.N
Where is state funding money shown. Events are not directed for older Vail residents.
How about doing something to attract that age group??
M 65+E. Vail Big Prob Def.Y Def.N Lodging tax is good , it makes the visitors pay for their services.
M 35-44 W. Vail Big Prob Prob.N Def.N
Eliminate short term rentals. Hotel occupancy will surge back and revenues will be
fine.
M 35-44 E. Vail Big Prob Prob.N Def.N
Like other mountain towns, Vail is "full" and tourism's impacts on our community
and natural resources needs to be rethought and managed by professionals outside
of the marketing/tourism realm. A marketing professional(s) should not be making
decisions on how to manage impacts on our natural resources just like a natural
resources professional should not be creating marketing materials to attract tourists.
Tourism is important but the impacts it is having must be addressed now before it's
too late. This increased lodging tax should only be increased if there is a specific
percentage allocated to an "Open Space/Natural Resource/Recreation Fund". This
fund should be managed by a separate citizen committee appointed by the Council
and not by the VLMD. The VLMD is very successful and is made up of a group of
very smart and successful marketing/tourism professionals. However, they should
not manage funds that impact our open space, wildlife, and recreation amenities and
how the impact needs to be mitigated.
M 35-44 Other/Refuse Big Prob Prob.N Def.N
While I support an increase on vacation rental taxes, the TOV has proven they are
horrible at spending tax money. The marketing is and always has been subtly racist,
the special events are geared towards Caucasians exclusively, and the police budget
should be decreased anyways. Furthermore, hotel occupancy is a function of inept
corporate hotel operators, who are also horrible at marketing. Another symptom of
the Great Vail Sellout perpetrated by the ones who came before us.
August 3, 2021 - Page 345 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 15
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 45-54 W. Vail Big Prob Prob.N Def.N
Housing is at crisis levels, yet the plan is to collect more for marketing and events
than for housing? We do not have the employee bandwidth at this time to support
more visitation. I would also like to know how much of the increase is for marketing
specifically and how much for actual events. Will any of the increase be used to build
or modify an existing facility to allow for bigger/better indoor events (such as a
renovation/redevelopment of Dobson Ice Arena)? Planning to use the funds for "year
round special events" doesn't help if there isn't a good indoor venue.
F 45-54
Sndstn/Pot.
Ptch Big Prob Prob.N Def.N
Too many big summer events. Locals cannot even enjoy our own town. Stop creating
more events, but coordinate with other communities, Avon and Eagle, we are all part
of the same county!
M 45-54 W. Vail Smwt Prob Prob.N Def.N
Taxes collection increase with more lodging and higher rates. Raising tax might create
an incentive to reduce hot beds.
M 45-54 E. Vail Big Prob Prob.N Def.N
We do not need more tourists coming to town at this point. We need people to be
able to afford to live here and not have to move away due to housing issues.
F 55-64 W. Vail Big Prob Prob.N Def.N Vail has lost $ due to its own poor decisions.
M 55-64 Golf Course Big Prob Prob.N Def.N
VR should be THE major funder of ski season marketing. This ax burdens the wrong
businesses. Moreover, the Town doesn’t adequately describe how it will spend a $2
million/yr windfall.
M 55-64
Bfhr/Lionsrdg/
Vlly Big Prob Prob.N Def.N
The benefits of having more marketing and special event funding are shared by all
businesses and the community. The tax burden should be carried by all businesses,
not just the lodges.
M 55-64 Vail Village Smwt Prob Prob.N Def.N
Summer business has already seen a substantial increase compared to 10 years ago.
Filling the shoulder seasons is almost impossible.
M 55-64 Other/Refuse Smwt Prob Prob.N Def.N
the town doesn't need more year round marketing or more "events". what is our
carrying capacity? when is "more" of everything enough? destination "management"
is more critical at this point.
M 55-64 W. Vail Smwt Prob Prob.N Def.N
We already have too many people coming here. The quality of life is going downhill
because of this.
M 55-64 E. Vail Smwt Prob Prob.N Def.N
I do not believe funding the gopro and other events will improve the Fire, police and
other services.
August 3, 2021 - Page 346 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 16
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64 Other/Refuse Not Much Prob.N Def.N
Vail is already overcrowded in all seasons and it seems ludicrous to have the
government involved with marketing that is for the private sector.
M 55-64 E. Vail Big Prob Prob.N Def.N
Don’t care we do too much marketing there’s too many people coming Atown can’t
handle it
F 65+E. Vail Smwt Prob Prob.N Def.N Because I run an Airbnb in my home that I also occupy.
F 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Def.N Again There are too many taxes on everything We have enough events as is
F 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.N Def.N
Not current information and is misleading. You have a real estate transfer tax in place.
Where is that money going in this boom?
M 65+E. Vail No Prob Prob.N Def.N
If hotels and businesses want to improve marketing, they should pay for the added
cost with some of the profit dollars they will generate from added volume and sales.
M 65+
Sndstn/Pot.
Ptch Big Prob Prob.N Def.N
Look around on any given week end can we handle more people without harming
the experience ?
M 65+
Bth Fls/Bald
Mt Rd Smwt Prob Prob.N Def.N
Town has become too crowded, especially on weekends and holidays. We do not
need additional people in town. Your graphs forget to say Covid. Being in the
village is no longer comfortable.
M 65+
Matthrn/Gln.
Lyon Big Prob Prob.Y Def.N No more taxes.
F 45-54
Sndstn/Pot.
Ptch Big Prob Undec.Def.N
Historic charts cannot begin to tell the story about how crowded Vail has become,
especially over the past year. Grocery stores, restaurants, bike paths, roads, etc hiking
trails, rivers are so crowded and being abused by guests making Vail a less-than-
friendly place to live for locals. Enough already with bringing more people here when
those who reside here and are working hard to live here cannot eat at our restaurant,
hike our trails without hordes of other people (not to mention the "trace" they leave
behind!), disrupt our wildlife, overrun our grocery stores, etc- the town cannot keep
up with the amount of people visiting.
M 65+E. Vail Smwt Prob Undec.Def.N
Almost all the special events cater to young people. I don't need beer fests with lots
of drunk hooligans and blaring rock music. Maybe if you had some stuff fro a mature
crowd to enjoy, I might endorse what you're asking for.
F 25-34 E. Vail Big Prob Def.N Prob.N I don’t want more tourism.
August 3, 2021 - Page 347 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 17
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 25-34
Sndstn/Pot.
Ptch Big Prob Def.N Prob.N
I struggle with allocating these funds to marketing, when the local economy is
struggling just to keep up with the extreme uptick in demand. I would be in favor of
this increase if these dollars were being allocated to funding housing, or solutions to
the issues we are seeing day-to-day from local businesses. If this passes, I see these
dollars contributing to the current problem.
F 25-34 Vail Village Not Much Def.N Prob.N
Year round tourism disproportionately affects “unskilled” laborers. VR already treats
many employees as expendable. The brief “off-season” is the only reprieve for the
overworked hospitality labor force.The seasons with less tourism protect the metal
and physical health of Vail residents and protects the natural ecosystems when they
are at their most vulnerable.
M 35-44 Vail Intermtn Smwt Prob Def.N Prob.N I own a STR and don’t want to pay more taxes.
F 45-54 Vail Village Big Prob Def.N Prob.N
I think lodging is expensive and the town should concentrate on short term rentals for
more revenue. The hurt the town with less locals being able to afford to live and
work in close proximity to work. We should tax second home owners that are here
only weeks out of the year and own huge multi million dollar homes that sit empty.
F 55-64
Sndstn/Pot.
Ptch Big Prob Def.N Prob.N
I would 100% support this tax if it was split. Tax on Commercial hotels/lodges could
go to special event. Tax on private residences rented less than 30 days (airbnb &
vrbo, etc.) should go to housing. These private owners who short-term rent have
caused the housing shortage. This 2.2% tax is GREAT - but should be split. I prefer
to this option to an increase in property taxes. Tax those who have created the
problem and use it to help housing.
August 3, 2021 - Page 348 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 18
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 55-64 Other/Refuse Smwt Prob Def.N Prob.N
Vail is, in itself, its own marketing tool. Hotel rates are too high. They all charge
"resort fees" (even during the pandemic, when they weren't offering services) as a
profit center. That's coming back to bite them. I talked at length to the Doubletree
about this last year but they were short-sited about this topic. If you put this in,
VRBO usage will grow. And, off the radar rentals will increase. This means Vail still
won't get reimbursed. Thinking about it, I can't remember one ad for Vail, that
wasn't tied to Vail Resorts, over the past 5 years. Not one. Not in CO, or in FL or in
TX. Not in an airline magazine. Not on TV nor Radio nor iHeart. Could it be that what
marketing you're using today is out of date and isn't working (connecting)? I know
this: if I didn't own a home here, I wouldn't come stay here simply because of the
pesky hotel resort charge fees, for which NOTHING is derived.
M 55-64 W. Vail Smwt Prob Def.N Prob.N
I support an increase in the lodging tax primarily to support local housing needs. I
strongly believe that the TOV leadership has lost its way focusing too much on
attracting tourists (and their $$) and not focusing on making the TOV a great place to
live.
F 65+E. Vail Big Prob Def.N Prob.N I don't think more large events are needed at this time in Vail.
M 65+
Bfhr/Lionsrdg/
Vlly Smwt Prob Def.N Prob.N
I am in favor of increasing the lodging tax but want to see the revenues used to fund
employee housing. Why increase special events if we don’t have enough employees
to staff everything!
M 65+
Bth Fls/Bald
Mt Rd Big Prob Def.N Prob.N Vail is busy enough already.
M 65+
Lionshd
Village Smwt Prob Def.N Prob.N
No reason to pick on lodging rather than general sales tax, plus promoting business
is not really a municipal function.
M 65+
Matthrn/Gln.
Lyon Not Much Def.N Prob.N
The TOV was a better place to live before all the marketing. We need less resort, not
more.
O 65+Other/Refuse Not Much Def.N Prob.N
How big do you want this town to get? There is not enough parking currently. Deal
with the actual problem 1st, Vail is a great community as it is.
August 3, 2021 - Page 349 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 19
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 25-34 E. Vail Big Prob Def.Y Prob.N
As someone in the sales and hotel industry, I do not feel a lodging tax to support
special events is needed. A lodging tax to help fund all the displaced workers who
cannot afford to live here would be supported. Additionally, our events are always
packed full. We simply cannot handle mass crowds because of the layout of Vail and
advertising to more people would only decrease the quality of the events, especially
since visitors and locals will not want to be crowded.
M 35-44
Lionshd
Village Big Prob Def.Y Prob.N
After reviewing the points, occupancy is down due to the exponential increase in
inventory, not because less people are here. Marketing is not the problem, it is the
short term rentals outside of Vail village and Lionsead.
F 55-64
Sndstn/Pot.
Ptch Smwt Prob Def.Y Prob.N
If hotel occupancy is declining significantly, raising the price to stay in a hotel in Vail
will not boost occupancy, but further deteriorate occupancy. Clearly we have too
much hotel stock, yet TOV continues to approve hotel development plans, ie
Doubletree and Marriott (The Roost), when what we need is housing. SMDH!
F 65+
Sndstn/Pot.
Ptch Big Prob Def.Y Prob.N
I feel employee housing is a much bigger issue than marketing efforts. Vail is busy
year around. I agree with Telluride as they are eliminating their marketing budget and
using the funds for employee housing. We are too crowded with tourists as it is.
F 65+E. Vail Big Prob Def.Y Prob.N
We do not need to Promote more events the town is already to its limit and the
natural beauty is getting ruined
M 18-24
Lionshd
Village Smwt Prob Prob.N Prob.N
Higher taxes seem to be the answer to all your problems. You don't give us any other
option; raise taxes or else in all the questions so far
M 25-34 Vail Intermtn Big Prob Prob.N Prob.N The town is already busy and has a reputation of big events. Focus on housing!
F 35-44
Sfwy/Vail
Cmns Big Prob Prob.N Prob.N
Increase lodging tax....increase pay for hospitality employees or maybe offer
incentives through the town for hospitality workers. Increasing tax is fine - which
generates more revenue - all the while we in hospitality still struggle.
F 35-44
Sfwy/Vail
Cmns Big Prob Prob.N Prob.N
Vail is very busy and people are coming with or without this advertising campaign all
year round.
F 35-44 W. Vail Smwt Prob Prob.N Prob.N
In my opinion Vail is trying to attract everyone, not the cream of the crop. We need to
uphold our reputation of a world class resorts with world class customer service. not
crowd our streets. Vail should put some money into year round public bathrooms.
August 3, 2021 - Page 350 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 20
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 35-44
Lionshd
Village Big Prob Prob.N Prob.N There are already too many tourists. They annoy the sh*t out of me.
M 35-44 W. Vail Big Prob Prob.N Prob.N
Makes hotel product more expensive and don't think Vail needs marketing dollars to
compete against other locations. There is a reason other towns need to spend to get
visitors and there is a reason Vail doesn't. Could we be busier, of course, would that
slowly change the experience in Vail, definitely, I would rather see Vail promote the
quality experience and be less crowded than other resort towns and preserve the off
season slow down which most appreciate and need.
M 35-44 W. Vail Big Prob Prob.N Prob.N
Industrial tourism has destroyed Vail. It needs no marketing dollars. The rich get
richer and the land and workers suffer. Fewer visitors, especially in winter, would be
fine. Special events create traffic and crowding issues that we can’t manage. Ease up
already. Enough is enough.
M 35-44 E. Vail Smwt Prob Prob.N Prob.N
Am I to understand that the plan to INCREASE hotel occupancy is to make it more
expensive through taxation? While I appreciate the effect marketing can have, I am
not sure I see the correlation.
F 45-54
Sfwy/Vail
Cmns Big Prob Prob.N Prob.N We have too many events already- no more events.
F 45-54
Bfhr/Lionsrdg/
Vlly Big Prob Prob.N Prob.N
I feel we have enough special events and the town is overcrowded as it is, bringing
more people up from Denver, which is what happens with most special events, is not
helping anything just adding a stress to the system.
F 45-54 W. Vail Big Prob Prob.N Prob.N
I don’t support town money given to high-profile events that are already over-funded
by donations from Vail’s wealthy second homeowners. The town should only
support events that are geared toward young, less affluent crowds such as those held
by VVF and VRD. This will help Vail lose its reputation as a place only wealthy white
retired people can afford.
F 45-54 W. Vail Big Prob Prob.N Prob.N Events don't need to be free.
F 45-54
Sndstn/Pot.
Ptch Not Much Prob.N Prob.N Higher taxes for lodging will keep tourists away and they will go elsewhere
August 3, 2021 - Page 351 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 21
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 45-54 Vail Intermtn Big Prob Prob.N Prob.N
The information you presented is not accurate. Start working WITH Vail Resorts to
market. Stop trying to tax everyone.Start hiring younger, hungrier, smarter employees
that require less pay. Too many people currently getting paid too much to do too little.
M 45-54 Vail Intermtn Big Prob Prob.N Prob.N
If the marketing efforts are showing diminishing returns then the methodology should
be adjusted not the budget.
M 45-54
Sndstn/Pot.
Ptch Big Prob Prob.N Prob.N
We( the work force) don’t need an additional season to labor through. We already
give up most of our free time to just survive. Removing all of our breaks will only
drive away more people. A work/life balance is already nearly impossible.
M 45-54 E. Vail Not Much Prob.N Prob.N
I agree with taxing the tourists that come to Vail but not to use that money to bring in
more tourists. Channel that money to improving the housing situation, maintaining
trails, sustainability, affordable rents for local business owners, and the like. Your
proposal takes your problem and makes it bigger. More advertising to bring the rich
to Vail gets the rich to fall in love with Vail, and housing prices increase again and
again. Even though I benefit as a property owner, I'm smart enough to know you are
slow destroying the great Vail we all fell in love with decades ago. It's not a price of
progress, it's a price of greed.
F 55-64 W. Vail Big Prob Prob.N Prob.N
Pre pandemic, there was always something going on in town. I have not worked in
hotels, but the streets seemed full of people every weekend…isn’t it up to the hotels
to market to those people?
F 55-64 W. Vail Big Prob Prob.N Prob.N It may help a little - I am just not convinced yet.
F 55-64
Matthrn/Gln.
Lyon Big Prob Prob.N Prob.N
Honestly, it feels like there are already too many visitors in the valley and the thought
of the town being even more crowded and congested isn’t too desirable. Why not
first address parking, enhanced bus service and housing. Since parking has been
allowed on the north frontage road the westVail busses (on winter afternoons after
the mountain closes) are jammed. Most of the people who park there and ride the
bus don’t live in Vail and thus pay no taxes here. Why not figure out how people
who work here can actually live here before trying to attract more visitors?
August 3, 2021 - Page 352 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 22
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 55-64 Vail Intermtn Big Prob Prob.N Prob.N
I feel that the intimacy of Vail is at a high risk. I know we need business but it is no
longer viable to even go into town on most weekends. It is over crowded and there is
very little break from the stream of visitors. I think there may be a better solution. I
would like more details and how this tax would help lesson crowding.
F 55-64
Matthrn/Gln.
Lyon Not Much Prob.N Prob.N Summer tourism is huge and we do not need more tourists in the Summer.
F 55-64
Lionshd
Village Not Much Prob.N Prob.N
Vail has a strong name recognition, and is thronging with tourists this Summer. I
would say that our advertising is sufficient.
M 55-64
Sfwy/Vail
Cmns Big Prob Prob.N Prob.N
The job market you mention is very strong now, just throwing money at it isn't a fix.
Reallocate your or better allocate you $$ you currently have, like any business you
need to adjust not just ask for more money like every other government does.
M 55-64
Sndstn/Pot.
Ptch Not Much Prob.N Prob.N
Your premise is complete bullshit. The town has never been busier in the streets than
it has for the past 3 summers. The events are getting so crowded to the point it is not
fun to attend anymore. Try user fees instead.
M 55-64 W. Vail Smwt Prob Prob.N Prob.N
All the assorted taxes, "registrations", fees, etc. are already high; and not being used
efficiently. How about lowering taxes, registrations and fees?
M 55-64 E. Vail Smwt Prob Prob.N Prob.N
higher prices for lodging in Vail somewhat equalize tax revenue compared to other
resorts with lower basis.
M 55-64
Lionshd
Village Big Prob Prob.N Prob.N Making Vail more expensive to visitors is not the right answer.
M 55-64
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N Where does the increase in taxes end?
M 55-64 E. Vail Big Prob Prob.N Prob.N
We live in the digital age where individual businesses and the town of Vail need to
learn how to produce and distribute content that is relatively inexpensive. You are
asking for a lot of money here in my opinion...
F 65+E. Vail Big Prob Prob.N Prob.N I think the tax increase is too high I would favor a smaller increase.
F 65+
Lionshd
Village Big Prob Prob.N Prob.N Sticking it to the tourists is not necessarily the solution!
August 3, 2021 - Page 353 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 23
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+E. Vail Big Prob Prob.N Prob.N
We do NOT need more money spent on marketing!!! If the lodging tax were
dedicated to LODGING FOR LOCALS, I would definitely vote for it. Any new taxes
need to be directed at alleviating the housing issue. Furthermore, Vail Resorts needs
to provide their own employee housing.
F 65+
Lionshd
Village Big Prob Prob.N Prob.N
Too big an increase. Need to manage events to infrastructure. Too many events
bring in day-trippers, not occupancy. Upgrading a lot of the short-term housing
would help increase occupancy - similar to . Lodging Quality initiative in the
'80's/'90's.
F 65+
Bfhr/Lionsrdg/
Vlly Big Prob Prob.N Prob.N
I feel the town is already overrun with visitors, and especially with noisy, crowded
special events that attract mostly a young crowd. Combine that with VRI's unfettered
marketing efforts to load the ski slopes, and all the town's infrastructure is
overwhelmed. I'm not opposed to increasing the lodging tax, but use it for problems
we need to resolve, like HOUSING! Please don't pack the schedule, summer or
winter, with yet more events that most residents over 40 whom I know have utterly no
interest in. JazzFest, Bravo, and Vail Dance are exceptions, and they raise their own
funds.
F 65+Vail Village Big Prob Prob.N Prob.N
TOV is not managing the full impact, and tenor of its existing events. Crowds, noise
pollution, trash, unmanaged mix of pedestrians, bikes, boards, motorized toys, buses,
cars, bears, moose, and disregard for private property have raised risk of accident
and/or injury to extraordinary! You would like business to benefit, but at what cost
to our town, the value of our homes and the burden to the environment?
F 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.N Prob.N Too many taxes already.
M 65+
Lionshd
Village Not Much Prob.N Prob.N
Vail room rates are already high. By taxing you will make them higher and drive
people away rather than drawing them to Vail. Maybe you should discuss with Vail
Resorts on them paying for these projects as they will benefit greatly from the money
raised.
M 65+Vail Intermtn Big Prob Prob.N Prob.N To large of increase.
M 65+Other/Refuse Smwt Prob Prob.N Prob.N
Give me some historical data and background on the lodging tax. A breakdown of
dollar amounts that was dedicated to GoPro, Bravo etc.
August 3, 2021 - Page 354 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 24
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
M 65+
Bfhr/Lionsrdg/
Vlly No Prob Prob.N Prob.N
Funding source for this expanded programs should be supported by higher property
taxes for retail and housing properties. Get source funds from those that will benefit.
M 65+W. Vail Big Prob Prob.N Prob.N
Say what it really is a more than 100% increase. I would vote yes to a smaller
increase. You can't count Crested Butte and telluride as competition to Vail, only
aspen. I would support a total of 2% same a Aspen.
M 65+E. Vail Smwt Prob Prob.N Prob.N
Tax is high enough. Flattening of numbers is normal. Town has enough money and
surlplus funds now. Examples of waste by Town is great.
F 35-44 Other/Refuse Smwt Prob Prob.Y Prob.N
For a local it is frustrating having so many people when I-70 is always torn to shred
every winter, which always need repairs and closing one lane. The tourism coming
up the pass in the winter has led to a very long commute. There is always accidents
on I-79 due to people not knowing how to drive in mountain conditions. People also
do not know how to drive in the roundabouts. You increase the people coming up
but you are also increasing commute times for the locals with Ilan increase in a
chance of accident.
M 35-44 Other/Refuse Big Prob Prob.Y Prob.N
Put a lodging tax on the hotels but don’t increase it for the locals on Airbnb and other
sites like that. For way too long, the hotels have been driving up lodging prices; it’s
not fair for the little guys.
M 45-54
Sndstn/Pot.
Ptch Big Prob Prob.Y Prob.N More people here does not bring me more money.
F 55-64 W. Vail Big Prob Prob.Y Prob.N I don't make enough money.
F 55-64 E. Vail Big Prob Prob.Y Prob.N
I’m not sure a lodging tax is appropriate at this time. We need to address the housing
situation first before we again promote Vail. How can we give first class service with
the lack of employees for the businesses & events? Other resort communities are
cutting back on their marketing budget due to the employee shortage & housing.
M 55-64 E. Vail Smwt Prob Prob.Y Prob.N Make Vail resorts pay
F 65+E. Vail No Prob Prob.Y Prob.N
I AGREE WITH A LODGING TAX, JUST NOT FOR YEAR ROUND MARKETING AND
EVENTS. Vail IS BUSY ENOUGH! USE THE MONEY FOR EMPLOYEE HOUSING.
August 3, 2021 - Page 355 of 431
Town of Vail Survey - Lodging Tax
"Please describe why you would vote no and reject a 2.2% increase in the lodging tax to fund year-round marketing and special events."
Town of Vail 2021 Ballot Measure Survey
7/16/21-7/26/21
665n, +/- 3.47% MoE 25
Sex Age Neighborhood Housing
Uninf
Lodge
Inf
Lodge Response
F 65+W. Vail Not Much Prob.Y Prob.N Already taxed enough.
F 65+Vail Intermtn Big Prob Prob.Y Prob.N
We already have too many events. It is not the job of the town council to assure that
every business succeeds.
F 65+
Bfhr/Lionsrdg/
Vlly Big Prob Prob.Y Prob.N
Need more information on how the $’s are being spent. 0ccupancy #’s down
because more lodging rooms available? Are tourism #’s down because Vail Ass.
hasn’t made the mountain experience top notch as it was years ago? Is the town
gathering info from all residents on Bravo programing or just the people running
Bravo? Do we need marketing for the ski season? Unless the experience is going to
be greatly improved.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.N
Government wastes to much of OUR money. Become more like a business! This
survey is poorly written to elicit the responses y'all want.
M 65+
Sndstn/Pot.
Ptch Smwt Prob Prob.Y Prob.N
Wonder how much of low occupancy rates is associated with relative high cost of the
destination. Any increase needs today be justified by higher effectiveness of the
intended marketing efforts. What is being done to ensure effective use of the monies
raised?
F 35-44 Other/Refuse Big Prob Undec.Prob.N
We do not need any more tourism if we already do not have the workforce to handle
the current tourism.
F 35-44
Sndstn/Pot.
Ptch Big Prob Undec.Prob.N
If we want to increase lodging occupancy in hotels, limit STRs. Where is the data on
correlation of decreased lodging occupancy in hotels and proliferation of STRs?
F 35-44 W. Vail Big Prob Undec.Prob.N
The town needs a real marketing department - having a committee of sales people
and town figureheads, who meet once a month, deciding how to spend millions of
marketing dollars is not an effective way to do quality marketing and set Vail apart
from competitors.
August 3, 2021 - Page 356 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : E ast Vail Tails Update
P RE S E NT E R(S ): R yan K enney, Vail P olice C ommander
AC T IO N RE Q UE S T E D O F C O UNC IL : Town C ouncil is asked to evaluate the pilot East Vail
Trails program, which has included closure of the Booth L ake trailhead parking, and determine next
steps.
B AC K G RO UND: T he B ooth L ake trailhead parking lot has been closed since J une 2, 2021, as
a pilot program to address neighborhood saf ety concerns and overcrowding of the East Vail trails
leading to the E agles Nest W ilderness. I n authorizing the pilot program, Town C ouncil directed
staff to return on A ugust 3, 2021 to evaluate the program to determine future actions.
S TAF F RE C O M M E ND AT I O N: S taff recommends continuing the trailhead parking closure until
October 10, 2021.
AT TAC H ME N TS :
Description
Memo
Data Report
Parking Zone
public input
August 3, 2021 - Page 357 of 431
To: Vail Town Council
From: Police Commander Ryan Kenney, Operations
Date: August 3, 2021
Subject: East Vail Trails Update
I. PURPOSE
The purpose of this session is to provide a summary of the East Vail Trails pilot program and to seek
direction from Town Council regarding continuation of the program and/or modification.
II. BACKGROUND
At the direction of the Vail Town Council, the Booth Lake Trailhead parking lot (18 spaces) was closed
on June 2, 2021, as a pilot program to address neighborhood safety concerns and overcrowding of the
East Vail trails leading to the Eagles Nest Wilderness. The initiative was developed through a
partnership facilitated by the U.S. Department of Transportation Volpe Center involving Town of Vail,
U.S. Forest Service, Vail Valley Mountain Trails Alliance, Walking Mountains Science Center, Eagle
Summit Wilderness Alliance, Vail Mountain School and Vail Resorts.
The trailhead parking closure has been a key component in addressing the following goals:
• Reduce parking issues
• Reduce traffic and congestion
• Reduce speeds
• Reduce / disperse trail use
• Enhance pedestrian safety
To supplement the trailhead parking closure, the Vail Town Council gave final approval to an
ordinance on May 18, 2021, that increased penalties for parking violations by establishing a Booth
Lake Trailhead Parking Zone. Penalties are $100 for the first offense, $200 for the second offense
within one year; and $300 for subsequent similar offenses within one year. Penalties within the
remainder of the town remain at $50, $75 and $150 in the respective categories. Regulatory signs
have been posted in the neighborhood to identify the no parking areas. In addition to changes at the
Booth Lake trailhead, improvements were initiated by USFS at the Gore-Deluge trailhead in which
designated parking spaces and delineated no parking areas were created to address conflicts
between vehicles and bicyclists on Vail Pass. Lastly, efforts were made to actively promote
stewardship and Leave No Trace principles through in-person contacts by volunteer Trail Hosts. In
authorizing the East Vail Trails pilot program, Town Council directed staff to return on August 3, 2021,
to evaluate the program and determine next steps.
III. SUMMARY OF TRAIL USE, MITIGATION IMPACTS
Trail Count Comparisons
August 3, 2021 - Page 358 of 431
Town of Vail Page 2
East Vail Trail Counts, May-July 2019-2021
* As of July 29, 2021
** Based on extrapolation of other trails to account for missing data from June 1-15, 2021
• June 2021 vs. June 2019
Booth trail count is up ~10%
Other trail counts are up ~30-45%
• June 2021 vs. June 2020
Booth trail count is down ~25%
Other trail counts are down ~5-30%
• July 2021 vs. July 2019
Booth trail count is down ~15%
Pitkin is the same, Gore is up ~40%
• July 2021 vs. July 2020
Booth trail count is down ~25%
Pitkin and Gore are down ~15%
Front Country Ranger Program/Trail Stewardship
As of 7/10, 124 contacts have been made along the East Vail trails, 31 of which were
educational. 44 wagbags were handed out and about 100 pounds of trash has been
collected from the East Vail trails. Front Country Ranger mid-season report is attached.
Vail Trail Hosts
As of 7/21, 116 host hours over 12 days have been logged at the trailheads with hosts
working shifts from 9 a.m. to 1 p.m. Friday through Sunday. The program began June 25
and is utilizing 12 volunteers; the last day will be Sept. 5.
Vail Valley Mountain Trails Alliance Adopt A Trail
Pitkin – 28 hours donated by 9 volunteers from the BG Buildingworks Team
Gore Creek – 46 hours donated by 12 volunteers from the Eagle River Water &
Sanitation District Team
Booth Falls – 73 hours donated by 19 volunteers from the Gravity Haus Team
Deluge – Adopt A Trail team hasn’t been able to volunteer yet this summer.
Bighorn – 53 hours donated 8 volunteers from the Howard Head Sports Medicine Team
Trail Ambassadors
Ellen Miller, along with assistance from the Vail Valley Mountain Trails Alliance, has
begun to host Wilderness Trail Clean Up on Vail Trails. New in 2021, three events have
August 3, 2021 - Page 359 of 431
Town of Vail Page 3
happened and clean up has occurred on Gore Creek Trail, Gore Creek to Deluge Trail
and Pitkin Trail. A fourth event is planned for August on Bighorn Trail.
Bus it to Hike It Ridership*
2019 East Vail Booth Lake Trail
June 15,898 705
July 18,157 1,423
2020 East Vail Booth Lake Trail
June 4,252 21
July 7,731 1,128
2021 East Vail Booth Lake Trail
June 9,935 2,375
July 13,428 2,657
*Total number of passengers on/off at Booth Falls stop
Neighborhood Parking Violations
As of 7/27, 3 vehicles have been towed and 40 parking tickets issued with no complaints
or follow-ups from those cited, presumably given extensive signage in the area. This is a
statistical decrease in enforcement as compared to previous years.
Vail Mountain School Parking*
Availability: Between 6/3 and 7/31, the VMS lot was open approximately 48 days for public use.
The lot officially closes for public use, August 23, 2021, the first day of school. The lot will
remain available to hikers on weekends when sports games are not occurring, which typically
are scheduled on Saturdays.
Traffic Count: Between 6-17 to 7-28, Vail Mountain School had 13,995 cars park in the main
lot. Although some of the cars counted are associated with VMS, the vast majority are cars from
hikers. VMS asked summer staff to park in the cabin and faculty housing to try to get as
close as possible to an accurate count. VMS estimates that about 50 cars on working, non-
weekend days are associated with school-related activities.
*See additional comments in observations
Communications
Concierge Awareness Campaign
Use of HikeVail.com, DiscoverVail.com, Vail.com, Vailgov.com, USFS
Social media posts and monitoring
Bus ads
Vail Hiking Guide Map
Bus it to Hike it brochure
IV. GENERAL OBSERVATIONS
• There were some earlier complaints regarding the 3-hour max parking signs at
the trailhead. The signs have since been modified to state that the 3-hour max
parking is only applicable during winter months.
• Trail Hosts are observing that, unlike prior years, East Vail trail use is more
spread out and there have been few problems associated with the trailhead
parking closure. The hosts have said that the residents of the Booth Falls
August 3, 2021 - Page 360 of 431
Town of Vail Page 4
neighborhood have been very appreciative of their presence and have made it a
point to thank them for their service.
• The most congested in terms of cars, etc., is at the Gore Creek/Deluge trail area.
Hosts that have been stationed there have noted that cars are parked down
Bighorn Road and have expressed concern for the safety of pedestrians/hikers
due to the speed in which the bikes are coming down from Vail Pass bike tours,
especially inexperienced bike riders.
• Town of Vail, CDOT and USFS have installed temporary parking signage/barriers
at Gore/Deluge trailhead. Permanent signage is ready to be installed; signage
and barriers are being modified to address concerns. USFS observes parking is
manageable, although some people are not adhering to the signs.
• Welcome Center observations are that many hikers are taking the bus to Booth.
The Vail Hiking Guide Map and Bus it to Hike brochure are popular and helpful
resources.
• Residents of the Booth Falls neighborhood have been appreciative of the hosts’
presence and have made it a point to thank them for their service.
• The town has received one complaint from a resident who wanted to know how
to hike the Booth Lake Trail with his dog, since parking is not available there and
dogs cannot enter town buses.
• Anecdotally, USFS is seeing less of an issue with off leash dogs on the trails;
rangers on patrol, hosts and ambassadors have made a point to emphasize
keeping dogs leashed.
• There have been challenges with parties wishing to find a close-in drop off
location.
• The need for additional wayfinding has been identified at the parking structures
to help direct hikers to the East Vail bus.
• Vail Mountain School has requested additional signage to direct hikers to the
trailhead and restrooms.
• Vail Mountain School is pleased to learn of the apparent progress of dispersing hikers to
other trails. However, the past two summers have had a great effect on VMS resources
and on space from the numerous interactions that take place with hikers. Regardless of
signage, hikers continue to come to the school's doors, walk across the field, and
continue to request bathroom and water facilities. When the lot was closed, it was
challenging to keep the public from using the lot even with cones blocking the entrance.
Hikers would move the cones and ignore any signage. When VMS employees interacted
with hikers, explaining to them the lot was closed and recommend they ride the bus from
the Vail parking structure, some hikers became annoyed. Evidenced by the fact that
nearly 14,000 cars have utilized the VMS lot, there is a great strain on the school and
even access to the school from the public. VMS hopes these circumstances are
recognized as a community service to the town.
• The portable toilets have been getting a lot of use, so much so, that the town’s
streets division has stepped in and are restocking toilet paper. Booth and
Gore/Deluge have needed the most replenishing.
• From a public response perspective, online feedback is actively being tracked on
Facebook and other social media sites, the Town of Vail website, and its
accounts, tripadvisor.com and at alltrails.com, among others. Here, the feedback
has been mostly positive. Most posts simply advise other hikers that the trailhead
is closed and that you need to park in the structure and ride the bus over to hike
Booth Lake Trail.
August 3, 2021 - Page 361 of 431
Town of Vail Page 5
• USFS has installed new education signs on Booth and Gore trails. Positive
feedback has been received from the hiking public.
V. FUTURE STRATEGES
• Improve bus turnaround at VMS to better accommodate for hotel shuttles.
• VMS might be willing to install a gate at their parking lot in the future.
• Budget for a permanent restroom in 2022 budget.
• Install bus turnaround at Main Gore Drive / Bighorn Road – for future “Trail Bus.”
• Limit the number of parking spots available at VMS (perhaps paired with a
reservation system) during the summer when school is not in session.
• USFS understands the desire to initiate a longer-term planning effort to address
overall capacity and transportation planning efforts for these high use trailheads
and Eagle Nest Wilderness Area. The planning effort will be included on the
USFS overall program of work for forest leadership’s review and approval.
VI. CONSIDERATION OF NEXT STEPS
Town Council is asked to evaluate the following options and to provide staff with
direction:
Option 1 – Continue Booth Lake trailhead parking closure until 10/10/21.
• Pros – Creates consistency in messaging for the remainder of the hiking season.
• Cons – Vail Mountain School parking will not be available for hiker parking once
faculty return to school on 8/10 and school is in session beginning 8/23.
Option 2 – Discontinue Booth Lake trailhead parking closure when faculty return to VMS
on 8/10.
• Pros – Provides another trailhead access option for hikers.
• Cons – Parking, crowding, traffic, etc., conditions will likely revert to previous
years and results in mixed messages about neighborhood safety concerns and
trail overuse.
VII. ACTION REQUESTED OF TOWN COUNCIL
Town Council is asked to determine when to extend or discontinue the pilot program
given the considerations outlined above. Town Council is also asked to discuss
implementing this program again next year.
VIII. STAFF RECOMMENDATION
Staff recommends implementation of Option 1 to continue parking closure until
10/10/21.
IX. ATTACHMENTS
2021 Front Country Ranger mid-season report, 2021
Booth Lake Trailhead Parking Zone Map
Staff Memo 3/16/21
August 3, 2021 - Page 362 of 431
Front Country Ranger Program
Mid-Season Report 2021 As of July 10, 2021
(comparisons to 2020)
Total Contacts: 545
Signs Installed: 46
Fire rings Dismantled: 44
Fire Patrols and Stage 1 and 2 Fire Restrictions
-Over 45 signs put up and maintained for both Stage 1 and Stage 2 restrictions
-Contacts made at dispersed sites to ensure no rebuilding of destroyed fire rings throughout restrictions
Dispersed Site Management
-214 (1291 total in 2020) Sites visited; earlier
fire restrictions
-434 (2228 total in 2020) Visitor contacts in
dispersed sites.
-201 Visitors contacted in Homestake
area
-124 Visitors in the East Vail trails
-173 Visitors in Yeoman/Fulford area
-Law Enforcement
-64 Educational contacts
-3 Warnings given
-4 Suspected Residential Camps
Waste Management
-6 user made toilets were removed from dispersed camping areas
-67 WAG bags handed out while on patrol
-35 Dog waste bags removed
-Around 37 Bags (1,850 lbs) of garbage removed
East Vail Trails
-124 Contacts made along the trails
-31 of the contacts were educational
-44 Wagbags were handed out
-2 Bags (about 100lbs) worth of trash was collected from the trails
Two Elk Shooting Range Fire Closure
Installing Fire Restriction signage at high use trailhead
Trash site at Berry Creek trail
August 3, 2021 - Page 363 of 431
Homestake Area
-201 Contacts were made
-32 of them were educational contacts
-21 bags (1,050 lbs) worth of trash removed
-35 Rock rings removed from the area
Projects
Klettergarden-
-Added Carsonites
-New Patrol area to help mitigate use and trash
Gore TH Parking-
-Added posts and parking signs to help alleviate parking issues along road and congestion of area
Tigiwon
-Kiosk installation at front of road
for added signage
Bighorn TH/Trail
0%
Booth
TH/Trail
7%
Camp
Hale/Resolution
7%
Coffee Pot Rd
9%
Gore TH/Trail
18%
Grouse Creek
TH/Trail
1%
Homestake
33%
Klettergarden(Red
cliff)
0%
Minturn
Shooting
Range
1%
Missouri/Fancy
Road
7%
Muddy Pass
3%
Pitkin TH/Trail
1%
Red Sandstone
Road
9%
Shrine
Pass/Lime Ck
RD
1%
Squaw Creek
TH/Trail
1%Tigiwon Road
2%
Yeoman/Hat
Creek dipersed
1%
Location of Contacts
Bighorn TH/Trail Booth TH/Trail
Camp Hale/Resolution Coffee Pot Rd
Gore TH/Trail Grouse Creek TH/Trail
Homestake Klettergarden(Redcliff)
Minturn Shooting Range Missouri/Fancy Road
Muddy Pass Pitkin TH/Trail
Red Sandstone Road Shrine Pass/Lime Ck RD
Squaw Creek TH/Trail Tigiwon Road
Yeoman/Hat Creek dipersed
Klettergarden travel management
Bighorn Road parking
signage initial
installation
August 3, 2021 - Page 364 of 431
Berry Creek to
June Creek
1%Bighorn TH/Trail
2%
Booth TH/Trail
3%Camp
Hale/Resolution
2%
Coffee Pot Rd
16%
Gore TH/Trail
4%
Grouse Creek
TH/Trail
0%
Homestake
36%
Klettergarden(
Redcliff)
1%
Minturn
Shooting Range
5%
Missouri/Fancy
Road
1%
Muddy Pass
5%
Pitkin TH/Trail
2%
Red Sandstone
Road
3%
Shrine Pass/Lime
Ck RD
5%
Tigiwon Road
4%
Yeoman/Hat
Creek dipersed
10%
Sites visited
Berry Creek to June Creek Bighorn TH/Trail
Booth TH/Trail Camp Hale/Resolution
Coffee Pot Rd Gore TH/Trail
Grouse Creek TH/Trail Homestake
Klettergarden(Redcliff)Minturn Shooting Range
Missouri/Fancy Road Muddy Pass
Pitkin TH/Trail Red Sandstone Road
Shrine Pass/Lime Ck RD Tigiwon Road
Yeoman/Hat Creek dipersed
Camp
Hale/Resolution, 8
Coffee Pot
Rd, 3
Homestake,
14
Missouri/Fan
cy Road, 8Red
Sandstone
Road, 5
Shrine
Pass/Lime Ck
RD, 0
Yeoman/Hat
Creek/Fulford
dipersed, 24
Number of Developed Fire Rings
Cleaned
Camp Hale/Resolution
Coffee Pot Rd
Homestake
Missouri/Fancy Road
Red Sandstone Road
Shrine Pass/Lime Ck RD
Yeoman/Hat Creek/Fulford dipersed
New kiosk at Tigiwon Road
August 3, 2021 - Page 365 of 431
Booth Lake Trailhead- Parking Lot ClosedTo All Vehicles -
U.S.F.S.
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Last Modified: April 29, 2021August 3, 2021 - Page 366 of 431
For the best experience, open this PDF portfolio in
Acrobat X or Adobe Reader X, or later.
Get Adobe Reader Now!
August 3, 2021 - Page 367 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : I nterviews for Building and F ire Code of A ppeals B oard (B &FA C )
P RE S E NT E R(S ): Tammy Nagel, Town C lerk
AC T IO N RE Q UE S T E D O F C O UNC IL : C onduct interviews for B &FA C B oard
B AC K G RO UND: One partial vacancy exists on the Building & Fire Code A ppeals B oard. T he
Town Council will interview applicants; and the appointment will include one person who will serve
as an alternate board member (a partial two year term). Duties of the B &F C A include hearing
appeals of aggrieved parties, reviewing equivalency of alternate building materials and methods of
construction, as well as interpretations of the town building and fire codes, among other issues.
T he B&F C A meets as required.
AT TAC H ME N TS :
Description
Building and Fir e Appeals B oards Letters of Interests
August 3, 2021 - Page 368 of 431
August 3, 2021 - Page 369 of 431
August 3, 2021 - Page 370 of 431
August 3, 2021 - Page 371 of 431
August 3, 2021 - Page 372 of 431
1
Tammy Nagel
From:Dan J. Koelliker <djkoelliker@bgbuildingworks.com>
Sent:Friday, July 9, 2021 6:57 PM
To:CJ Jarecki
Cc:Kyle Webb
Subject:RE: BFCAB Meeting Tomorrow, 7/8/2021
Attachments:Town of Vail Board of Appeals LOI.pdf
CJ,
It was nice speaking with you today to learn more about the scope of the Board’s role. I would enjoy working with you
and the group to weigh in on appeals and otherwise help move the agenda forward.
Attached is my letter of interest, including a very basic bio. Let me know if additional information or a more formal
format is needed.
I hope you have a great weekend.
Dan J. Koelliker, PE*, LEED AP
President
*Licensed PE in CO, HI, MT, NY
BG Buildingworks, Inc.
222 Chapel Place, Suite AC-201, Avon, CO 81620
Mailing Address | P.O. Box 9650, Avon, CO 81620
C 970.376.6721 (primary)
P 970.949.6108 x2237 (secondary)
www.bgbuildingworks.com | Check out WHAT’S NEW at BG
From: CJ Jarecki <CJarecki@vailgov.com>
Sent: Friday, July 09, 2021 9:37 AM
To: Kyle Webb <kyle@khwebb.com>
Cc: Dan J. Koelliker <djkoelliker@bgbuildingworks.com>
Subject: RE: BFCAB Meeting Tomorrow, 7/8/2021
Thanks, Kyle.
And good morning, Dan.
Feel free to reach out to me any time today or early next week (phone number below) and we can discuss the Board
position in detail.
Regards,
You don't often get email from cjarecki@vailgov.com. Learn why this is important
August 3, 2021 - Page 373 of 431
2
C.J. Jarecki, CBO
Chief Building Official
970.479.2142 | cjarecki@vailgov.com | 75 S. Frontage Road W., Vail, CO 81657
Read-Only Free Access To The ICC Codes: https://codes.iccsafe.org/public/collections/I-Codes
Town of Vail Municipal Code: https://codelibrary.amlegal.com/codes/vailco/latest/overview
The Community Development Offices are now open to the public, M-F, 8:00am-5:00pm.
From: Kyle Webb <kyle@khwebb.com>
Sent: Friday, July 9, 2021 9:34 AM
To: CJ Jarecki <CJarecki@vailgov.com>
Cc: Dan J. Koelliker <djkoelliker@bgbuildingworks.com>
Subject: FW: BFCAB Meeting Tomorrow, 7/8/2021
CJ,
I wanted to introduce you to Dan Koelliker, Principal of BG Buildingworks who is a Mechanical Engineer interested in
joining the Board.
He would love to learn more about the Board, can you set up a call with him?
Thanks!
Kyle
Kyle H Webb
AIA I NCARB I Principal
Celebrating 22 years at www.khwebb.com
Colorado Homes and Lifestyles Magazine’s 2020 Home of the Year!
https://www.coloradohomesmag.com/2020‐home‐of‐the‐year‐elevated‐magic/
Instagram:
https://www.instagram.com/khwebbarchitects/
From: "Dan J. Koelliker" <djkoelliker@bgbuildingworks.com>
Date: Friday, July 9, 2021 at 8:36 AM
August 3, 2021 - Page 374 of 431
3
To: Kyle Webb <kyle@khwebb.com>
Subject: RE: BFCAB Meeting Tomorrow, 7/8/2021
Kyle,
I am interested in joining, if the Board will have me.
Is there more administrative info I could review? Any governance docs, scope of Board’s responsibility, etc?
Dan J. Koelliker, PE*, LEED AP
President
*Licensed PE in CO, HI, MT, NY
BG Buildingworks, Inc.
222 Chapel Place, Suite AC-201, Avon, CO 81620
Mailing Address | P.O. Box 9650, Avon, CO 81620
C 970.376.6721 (primary)
P 970.949.6108 x2237 (secondary)
www.bgbuildingworks.com | Check out WHAT’S NEW at BG
>
August 3, 2021 - Page 375 of 431
A LBUQUERQUE AVON DENVER FORT COLLINS
www.bgbuildingworks.com
July 9, 2021
Town of Vail Town Council
c/o
CJ Jarecki, CBO
CJarecki@vailgov.com
RE: Letter of Interest in joining the Town of Vail Building and Fire Code Appeals Board
CJ,
As a follow up to our conversation today, this letter is to confirm my interest in joining the Town
of Vail Building and Fire Code Appeals Board. Based on the current Board make-up and my
understanding of the basic duties of the Board, I hope I might help further diversify the Board’s
breadth of perspective, experience, and knowledge with my mechanical engineering viewpoint.
To help evaluate my potential contribution to the Board, here is my basic professional bio as it
relates to this position:
• BS in Architectural Engineering from Kansas State University in 1996.
• Employed at BG Buildingworks (formerly Beaudin Ganze Consulting Engineers) from 1996
to present, serving in essentially every operational role from entry level engineer to
company president (current). BG provides MEP and Systems Commissioning services across
all building sectors with an emphasis on mountain resort projects.
• Currently hold Professional Engineer licensure as a Mechanical Engineer in Colorado,
Hawaii, Montana and New York.
• Actively involved in engineering design for dozens of projects in Vail over the years.
• Actively involved in engineering design for projects in other mountain resort towns with
similar climate and altitude influences – Aspen, Steamboat, Summit County, Jackson, Big
Sky, etc.
I look forward to responding to any questions you or Town Council may have about my
experience.
Thank you for your consideration.
Sincerely,
Dan Koelliker, P.E.
August 3, 2021 - Page 376 of 431
Beth Levine Architect, Inc.
P.O. Box 1825
Avon, CO 81620
(970) 926-4993 (P)
(970) 376-4736 (C)
beth@bethlevinearchitect.com
July 10, 2021
C.J. Jarecki, CBO
Chief Building Official
Town of Vail
75 S. Frontage Road West
Vail, CO 81657
Dear C.J.,
Thank you for our conversation regarding the Alternate Member position for the Building and
Fire CODE Appeals Board on June 29th. I have been a resident of Eagle County since 1983. I
have served and volunteered on many boards and organization since I have been a resident. I
appreciate the opportunity to serve on the Building and Fire CODE Appeals Board because I
understand that the main function of the board is the review and adoption of the Building
CODES for the town. I served on the 2009 TOV CODE change committee and have attended
most of the TOV CODE seminars that have been put on by the town. Additionally, I have done
the majority of my continuing education credits for my state license on CODES. I understand
that the committee meets the second Thursday of the month at 3:00pm. I have attached my
resume. Please contact me for any additional information.
Thank you for my consideration for this board.
Sincerely,
Beth Levine
August 3, 2021 - Page 377 of 431
Beth Levine Architect, Inc.
P.O. Box 1825
Avon, CO 81620
Phone: 970-926-4993
Cell: 970-376-4736
beth@bethlevinearchitect.com
Education:
1985 Masters of Architecture
University of Colorado; Denver, Colorado
1981 Bachelor of Environmental Design
Minor in Mechanical Engineering
University of Minnesota; Minneapolis, Minnesota
Licenses:
1987 State of Colorado Architectural License
Work History:
1997 to Present Owner; Beth Levine Architect, Inc.
1987 to 1997 Project Architect; Pierce, Segerberg, Architects
1986 to 1992 Instructor; Colorado Mountain College
1986 to 1987 Intern Architect; Robert L. Arnold, Architect
1985 to 1986 Intern Architect; Intratect, Bill Pierce, Architect
1983 to 1985 Teaching Assistant; University of Colorado at Denver
1981 to 1983 Mechanical Designer; Toltz, King, Duvall, & Anderson, Inc.
Publications:
2021 Beth Levine: Professional Architect…Passionate Artist; Inside
Singletree, February
2017 Vail Valley Drive Residence; Vail Beaver Creek Magazine,
Summer/Fall
2017 Bunkhouse, Minturn; Vail Beaver Creek Magazine, Winter
2016 Vail Valley Drive Residence; Vail Home Magazine, December
2016 Marx Residence; 5280 Home Magazine, Spring
2015 Gore Creek Residence; Kitchen + Bath Ideas, Spring
2013 Gore Creek Residence; Vail Beaver Creek Magazine, Summer/Fall
2013 Gore Creek Residence; Colorado Homes & Lifestyles,
January/February
2008 Golden Eagle Restaurant; Vail Home Magazine, Spring
August 3, 2021 - Page 378 of 431
2002 Vail Valley Drive Residence; Mountain Horizons, Winter
1997 Golden Peak Penthouse sales record, published in the Vail Daily
Newspaper
1997 Chicago Condominium published in the “Showcase of Interior
Design: Pacific Edition II”
1989 Vail Village Inn Residence; Cover of “Colorado Homes and
Lifestyles”
Volunteer Experience
2020-Present AIA CO, Local Advisory Board Member
2015-Present Vail Valley Art Guild; Board Member
2011-2017 Eagle Valley Religious Foundation; Treasurer
2011 Town of Vail; Sustainability Committee
2009 Town of Vail; CODE Committee for the 2009 code change
2006-2009 Battle Mountain High School: Accountability Committee,
Chairperson for two years
August 3, 2021 - Page 379 of 431
1
Tammy Nagel
From:Gerald at Miramonti Architect <gerald@miramontiarchitect.com>
Sent:Friday, July 2, 2021 11:28 AM
To:CJ Jarecki
Subject:letter of intent for position on the building & fire code board of appeals
Follow Up Flag:Follow up
Flag Status:Completed
C.J. Jarecki, CBO
As per our phone conversation I am writing this letter of intent for the opening to be a member of the
Town of Vail's building & fire code appeals board.
This position was brought to my attention by Mark Mueller, present chair of the board.
Mark & I have known each other since the mid 80's.
I have been a licensed practicing architect in Colorado since 1989.
Mark, being a structural engineer & I, an architect, have worked on a variety of projects together during this time
& are still involved on new projects today.
I have lived in the Vail Valley since August of 1979.
I began my career as an union journeyman carpenter as a member of the Leadville Local 1351.
I started operating my own practice in 1987 & still working as a licensed architect today.
I maintain a small office out of my residence in Avon.
The majority of my projects are new & remodeled residential.
However, some of these clients have engaged me in small commercial designs.
Today my career has taken me out of state. With new projects in North Carolina & California presently.
While I do not sell myself as a code "expert", I do feel I can bring to the table the same common sense approach
I use to solved detail/building issues during the design & construction process.
Gerald K Meremonte
Miramonti Architect PC
970 376 1183
gerald@miramontiarchitect.com
miramontiarchitect.com
August 3, 2021 - Page 380 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : D R B / P E C Update
P RE S E NT E R(S ): Matt Gennett, Community Development Director
AT TAC H ME N TS :
Description
July 21, 2021 D R B Meeting Results
July 26, 2021 P E C Meeting Results
August 3, 2021 - Page 381 of 431
D E S IG N R E V IE W B O AR D
July 21, 2021, 3:00 PM
Town Council C hambers
75 S. Frontage Road - Vail, Colorado, 81657
1.Call to Order
1.1.Register in advance for this webinar:
https://us02web.zoom.us/webinar/register/W N_xA P RvX H9S7qy9hu8Xr-Zjw
After registering, you will receive a confirmation email containing information
about joining the webinar.
1.2.Attendance
Present: J ohn Rediker, Kit Austin, Doug Cahill, Peter Cope, Kathryn
Middleton
Absent: None
1.3.Swearing in New Member - Kathryn Middleton
2.Packet Q and A
2.1.1:30 P M
3.Site Visits
3.1.5025 Main Gore Place Unit 5A - D RB21-0255 - Main Gore Rental L L C
3.2.4575 Streamside Circle East Unit B - D RB21-0250 - Sisk Residence
3.3.1012 Eagles Nest Circle - D RB21-0136 - J P S S E Eagles Nest LLC
3.4.1031 Eagles Nest Circle - D RB21-0278 - 1031 Eagles Nest LLC
3.5.141 East Meadow Drive Unit 206 - D RB21-0244 - Matsuhisa at Solaris
3.6.2447 Garmisch Drive - D RB21-0266 - Sheridan Residence
4.Main Agenda
4.1.D R B21-0235 - Skaal Hus
Final review of an exterior alteration (repaint)
Address/Legal Description: 141 W est Meadow Drive/Lot D2, Vail Village
Filing 2
August 3, 2021 - Page 382 of 431
Applicant: Skaal Hus, represented by Morgan's Painting Services
Planner: J onathan Spence
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(5-0).
4.2.D R B21-0182 - Elevation
Final review of new construction
Address/Legal Description: 534 East Lionshead Circle/Lot 2 & 3, Block 1,
Vail Lionshead Filing 1
Applicant: Battle Mountain L L C Launch Development I nc., represented by
Humphreys & Partners Architects LP and Pierce Austin Architects
Planner: J onathan Spence
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(4-0).
Abstain:(1)Austin
4.3.D R B21-0244 - Solaris Commercial
Final review of an exterior alteration (storefront)
Address/Legal Description: 141 East Meadow Drive/Lot P & Tract C, Block
5D, Vail Village Filing 1
Applicant: Solaris Commercial Owner L L C, represented by Solaris
Redevelopment Co.
Planner: J onathan Spence
Kit Austin moved to approve. Kathryn Middleton seconded the motion and it
passed (3-2).
Ayes:(3)Austin, Cahill, Middleton
Nays:(2)Rediker, Cope
4.4.D R B21-0249 - Mexamer Manns Ranch LL C
Final review of new construction
Address/Legal Description: 2965 Manns Ranch Road/Lot 5, Block 1, Vail
Village Filing 13
Applicant: Mexamer Manns Ranch LLC, represented by K H Webb
Architects
Planner: J onathan Spence
1. Prior to submitting for a building permit, the applicant shall provide to
staff, for review and approval, design details for material transitions as
discussed.
J ohn Rediker moved to approve with conditions. Peter Cope seconded the
motion and it passed (5-0).
4.5.D R B21-0136 - JP S S E Eagles Nest LL C
Final review of an exterior alteration (patio/hot tub/fire pit)
Address/Legal Description: 1012 Eagles Nest Circle/Lot 2A, Block 6, Vail
Village Filing 7
August 3, 2021 - Page 383 of 431
Applicant: J P S S E Eagles Nest L L C, represented by Fieldscape
Planner: J onathan Spence
Kit Austin moved to approve. Peter Cope seconded the motion and it passed
(4-1).
Ayes:(4)Austin, Cahill, Cope, Middleton
Nays:(1)Rediker
4.6.D R B19-0574.001 - L S C 27 L LC
Reconsideration of previous condition of approval (water feature)
Address/Legal Description: 696 Forest Road/Lot 8, Block 1, Vail Village
Filing 6
Applicant: L S C 27 LLC, represented by Suman Architects
Planner: J onathan Spence
J ohn Rediker moved to approve. Peter Cope seconded the motion and it
passed (5-0).
4.7.D R B21-0250 - Sisk Residence
Final review of an exterior alteration (deck/stair/veneer)
Address/Legal Description: 4575 Streamside Circle East Unit B/Lot 19,
Bighorn Subdivision 4th Addition
Applicant: Thomas & Nina Sisk, represented by Burke Harrington
Construction
Planner: Erik Gates
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(5-0).
4.8.D R B21-0255 - Main Gore Rental LL C
Final review of an exterior alteration (reroof)
Address/Legal Description: 5025 Main Gore Place Unit 5A/Parcel 5, Sundial
Phase 1
Applicant: Main Gore Rental L L C, represented by Rocky Valley Contractors
Planner: Erik Gates
1. Prior to submitting for a building permit, the applicant shall update this
D RB application to include the repainting of the home, subject to staff
approval.
J ohn Rediker moved to approve with conditions. Peter Cope seconded the
motion and it passed (5-0).
4.9.D R B21-0266 - Sheridan Residence
Final review of new construction
Address/Legal Description: 2447 Garmisch Drive/Lot 10, Vail Das Schone
Filing 2
Applicant: Stephen Sheridan, represented by Martin Manley Architects
Planner: Erik Gates
August 3, 2021 - Page 384 of 431
1. Prior to submitting for a building permit, the applicant shall obtain
approvals from all applicable town departments.
J ohn Rediker moved to approve with conditions. Peter Cope seconded the
motion and it passed (5-0).
4.10.D R B21-0278 - 1031 Eagles Nest LL C
Final review of new construction
Address/Legal Description: 1031 Eagles Nest Circle/Lot 1, Block 1, Vail
Village Filing 8
Applicant: 1031 Eagles Nest L L C, represented by Suman Architects
Planner: Erik Gates
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(5-0).
4.11.D R B20-0571.001 - Gore Creek Meadows
Final review of a change to approved plans (landscape/materials)
Address/Legal Description: 5020 Main Gore Place/Vail East Townhomes
Applicant: Gore Creek Meadows, represented by Pierce Austin Architects
Planner: Greg Roy
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(5-0).
4.12.D R B21-0201 - MC O A/MC O B Holdings L LC
Applicant requests this item be tabled to August 18, 2021
Final review of new construction
Address/Legal Description: 1330 Greenhill Court/Lot 15, Glen Lyon
Subdivision
Applicant: MC OA Holdings L L C and MC OB Holdings LLC, represented by
Scott Turnipseed Architecture
Planner: Greg Roy
J ohn Rediker moved to table. Peter Cope seconded the motion and it passed
(5-0).
5.Staff Approvals
5.1.B21-0295 - Druthers L LC
Final review of an exterior alteration (reroof)
Address/Legal Description: 5037 Prima Court Unit 1/Parcel 1, Sundial
Phase 1
Applicant: Druthers LLC, represented by Beacon Restoration
Planner: J onathan Spence
5.2.B21-0339 - Leslie Residence
Final review of an exterior alteration (reroof)
Address/Legal Description: 4819 Meadow Drive Unit A/Lot 18, Block 5,
Bighorn Subdivision 5th Addition
August 3, 2021 - Page 385 of 431
Applicant: Nancy & Richard Leslie, represented by Master Sealers I nc.
Planner: J onathan Spence
5.3.D R B21-0160 - Cochran Residence
Final review of an exterior alteration (windows)
Address/Legal Description: 5020 Main Gore Place Unit F1/Vail East
Townhomes
Applicant: Amy Cochran, represented by Goodfellas Construction LLC
Planner: Greg Roy
5.4.D R B21-0211 - Mengin Residence
Final review of an exterior alteration (windows & deck)
Address/Legal Description: 4081 Bighorn Road Unit 14J /Pitkin Creek Park
Phase I I I
Applicant: Olga Maria Telgarska Mengin, represented by Petros
Construction, I nc.
Planner: Greg Roy
5.5.D R B21-0254 - City Market
Final review of a business monument sign
Address/Legal Description: 2109 North Frontage Road West/Vail Commons
Condominiums
Applicant: Town of Vail/Dillon Real Estate Company, represented by
Freeman Signs
Planner: Erik Gates
5.6.D R B21-0257 - Gomca LL C
Final review of an addition
Address/Legal Description: 610 W est Lionshead Circle Unit 607/Lot 1, Block
1, Vail Lionshead Filing 3
Applicant: Gomca L L C, represented by Piera Construction Services L L C
Planner: Erik Gates
5.7.D R B21-0261 - Erickson Residence
Final review of an exterior alteration (windows/door)
Address/Legal Description: 3971 Bighorn Road Unit 7M/Pitkin Creek Park
Phase I I I
Applicant: Gina Erickson, represented by Renewal by Andersen
Planner: Greg Roy
5.8.D R B21-0263 - Solm Residence
Final review of an exterior alteration (windows & doors)
Address/Legal Description: 4511 Meadow Drive Unit 703/Timber Falls
Condominiums
Applicant: Erika Solm & Bradley Schrier, represented by Renewal By
Andersen
Planner: Erik Gates
5.9.D R B21-0264 - Kerr Residence
August 3, 2021 - Page 386 of 431
Final review of an exterior alteration (windows)
Address/Legal Description: 1815 West Gore Creek Drive Unit W /Lot 18, Vail
Village W est Filing 2
Applicant: Kason Kerr, represented by Renewal by Andersen
Planner: Greg Roy
5.10.D R B21-0265 - Abramson Residence
Final review of an exterior alteration (door)
Address/Legal Description: 5135 Main Gore Drive South/Lot 27, Vail
Meadows Filing 1
Applicant: Abramson 2008 Family Trust, represented by Renewal by
Andersen
Planner: Erik Gates
5.11.D R B21-0267 - Fitch Residence
Final review of an exterior alteration (windows)
Address/Legal Description: 1815 West Gore Creek Drive Unit A/Lot 18, Vail
Village W est Filing 2
Applicant: Clinton & Cynthia Fitch, represented by Renewal by Andersen
Planner: Greg Roy
5.12.D R B21-0268 - Thoma Properties LL C
Final review of an exterior alteration (windows/doors)
Address/Legal Description: 3850 Fall Line Drive Unit 21/Lot 21, Pitkin Creek
Townhouses
Applicant: Thoma Properties L L C, represented by Renewal by Andersen
Planner: Greg Roy
5.13.D R B21-0271 - Gruson Residence
Final review of an exterior alteration (hot tub/window/door)
Address/Legal Description: 814 Potato Patch Drive/Lot 3, Block 1, Vail
Potato Patch Filing 1
Applicant: Andreas & Negrete Gruson, represented by Pierce Austin
Architects
Planner: J onathan Spence
5.14.D R B21-0274 - McKenna Revocable Trust
Final review of an exterior alteration (windows/doors)
Address/Legal Description: 595 Vail Valley Drive Unit F434/Lot A-C, Block1,
Vail Village Filing 7
Applicant: Suzanne C.M. MeKenna Revocable Trust, represented by Gies
Architects
Planner: Erik Gates
5.15.D R B21-0275 - Jensen Residence
Final review of an exterior alteration (reroof/driveway/tree removal)
Address/Legal Description: 1718 Buffehr Creek Road/Lot 4, Lia Zneimer
Subdivision
August 3, 2021 - Page 387 of 431
Applicant: W illiam & Cheryl J ensen, represented by Goulding Development
Advisors
Planner: Greg Roy
5.16.D R B21-0279 - Sonnenalp
Final review of an exterior alteration (vents)
Address/Legal Description: 20 Vail Road/Lot 1, Sonnenalp Subdivision
Applicant: Sonnenalp Properties L L C, represented by OZ Architecture
Planner: Erik Gates
5.17.D R B21-0280 - W illkull Partners LL C
Final review of an exterior alteration (windows/doors)
Address/Legal Description: 508 East Lionshead Circle Unit 216/Lot 2, Block
1, Vail Lionshead Filing 1
Applicant: W illkull Partners L L C, represented by K C B Construction I nc.
Planner: J onathan Spence
5.18.D R B21-0282 - Sungelo Family Trust
Final review of an exterior alteration (windows)
Address/Legal Description: 2636 Davos Trail/Lot 2, Block C, Vail Ridge
Subdivision
Applicant: Sungelo Family Trust, represented by Floyd Custom Builders L L C
Planner: J onathan Spence
5.19.D R B21-0283 - 820 Management Trust
Final review of a tree removal
Address/Legal Description: 345 Mill Creek Circle/Lot 14, Block 1, Vail Village
Filing 1
Applicant: 820 Management Trust, represented by Old Growth Tree Service
L L C
Planner: J onathan Spence
5.20.D R B21-0284 - Hovey Residence
Final review of a tree removal
Address/Legal Description: 1339 Westhaven Circle/Lot 23, Glen Lyon
Subdivision
Applicant: Nancy Hovey, represented by Old Growth Tree Service LLC
Planner: J onathan Spence
5.21.D R B21-0285 - Vail Mortgage Trust
Final review of a tree removal
Address/Legal Description: 1191 Hornsilver Circle/Lot 3, Block 2, Vail Valley
Filing 1
Applicant: Vail Mortgage Trust, represented by Old Growth Tree Service L L C
Planner: J onathan Spence
5.22.D R B21-0286 - Cottonwood Park Townhouses
Final review of a tree removal
August 3, 2021 - Page 388 of 431
Address/Legal Description: 935 Red Sandstone Road/Cottonwood Park
Townhouses at Vail
Applicant: Cottonwood Park Townhouses Association, represented by Alpine
Tree Services LLC
Planner: J onathan Spence
5.23.D R B21-0289 - Meister Residence
Final review of a tree removal
Address/Legal Description: 1359 Greenhill Court Unit E/Lot 18, Glen Lyon
Subdivision
Applicant: Richard & J ulie Meister, represented by Ceres Design &
Arborscapes
Planner: J onathan Spence
5.24.D R B21-0290 - Hornsilver Properties LL C
Final review of an exterior alteration (windows)
Address/Legal Description: 360 East Lionshead Circle unit 10/Lot 6, Block
1, Vail Lionshead Filing 2
Applicant: Hornsilver Properties LLC, represented by K H Webb Architects
Planner: Erik Gates
5.25.D R B21-0294 - Dobrin Residence
Final review of a tree removal
Address/Legal Description: 1359 Greenhill Court Unit W /Lot 18, Glen Lyon
Subdivision
Applicant: Amy Lopatin Dobrin Trust - J onathan M. Dobrin Trust,
represented by Ceres Design & Arborscapes
Planner: J onathan Spence
5.26.D R B21-0295 - Stone Residence
Final review of a tree removal
Address/Legal Description: 4542 Streamside Circle East Unit B/Lot 16,
Bighorn Subdivision 4th Addition
Applicant: Michael & Elizabeth Stone, represented by Ceres Design &
Arborscapes
Planner: Greg Roy
5.27.D R B21-0296 - Roach Residence
Final review of an exterior alteration (windows)
Address/Legal Description: 1450 Lions Ridge Loop/Lot 23, Dauphinais-
Moseley Subdivision Filing 1
Applicant: J ustin & Kerry Roach, represented by Renewal by Anderson
Planner: Erik Gates
5.28.D R B21-0298 - Steimle Residence
Final review of exterior alteration (windows)
Address/Legal Description: 3220 Katsos Ranch Road/Lot 1, Block 1, Vail
Village Filing 12
Applicant: Michael & Cynthia Steimle - J ohn & Ruth Kohl, represented by
August 3, 2021 - Page 389 of 431
Renewal by Andersen
Planner: J onathan Spence
5.29.D R B21-0302 - Ness Residence
Final review of an exterior alteration (landscaping)
Address/Legal Description: 99 Vail Road/Lot 35, Block 7, Vail Village Filing 1
Applicant: Kevin & Stephanie Ness Revocable Trust, represented by K H
Webb Architects
Planner: J onathan Spence
5.30.D R B21-0303 - Vail Sports
Final review of a business sign
Address/Legal Description: 714 Lionshead Place/Lot 4 & 7, Vail Lionshead
Filing 3
Applicant: Diamondrock Vail Owner LLC, represented by Todd Architecture
Planner: J onathan Spence
5.31.D R B19-0239.002 - Out of Bounds L LC
Final review of a change to approved plans (time extension)
Address/Legal Description: 1139 Sandstone Drive Unit 4/Lot A1 & A2, Block
A, Lion's Ridge Subdivision Filing 1
Applicant: Out of Bounds LLC, represented by K H Webb Architects
Planner: J onathan Spence
5.32.D R B20-0327.001 - City Market
Final review of a change to approved plans (stair/landscaping)
Address/Legal Description: 2109 North Frontage Road West/Vail Commons
Condominiums
Applicant: Town of Vail/Dillon Real Estate Co., represented by Zehren and
Associates
Planner: Erik Gates
5.33.D R B20-0332.001 - Mountain Haus
Final review of a change to approved plans (time extension)
Address/Legal Description: 292 East Meadow Drive/Tract B, Vail Village
Filing 1
Applicant: Mountain Haus, represented by K H Webb Architects
Planner: Erik Gates
5.34.D R B21-0007.001 - Johnson Residence
Final review of a change to approved plans (chimney)
Address/Legal Description: 1788 Alpine Drive / Lot 12, Vail Village West
Filing 1
Applicant: Douglas T. & Lana B. J ohnson, represented by Martin Manley
Architects
Planner: Greg Roy
5.35.D R B21-0021.001 - Sun Vail Garage
Final review of a change to approved plans (garage conversion)
August 3, 2021 - Page 390 of 431
Address/Legal Description: 635 North Frontage Road W est/Lot 9, Block 2,
Vail Potato Patch Filing 1
Applicant: Sun Vail Condominiums, represented by Resolution Designs
Planner: J onathan Spence
The applic ations and information about the proposals are available for public inspection during
regular office hours at the Town of Vail Community Development Department, 75 South
Frontage Road. The public is invited to attend the project orientation and the site visits that
precede the public hearing in the Town of Vail Town C ounc il Chambers. Times and order of
items are approximate, subject to c hange, and cannot be relied upon to determine at what time
the Design Review Board will c onsider an item. Please call 970-479-2138 for additional
information. Sign language interpretation available upon request with 24-hour notification, dial
711.
August 3, 2021 - Page 391 of 431
P L ANNI NG AND E NV I RO NM E NTAL C O M M I S S I O N
J uly 26, 2021, 1:00 P M
Town Council C hambers
75 S. F rontage Road - Vail, Colorado, 81657
1.Call to Order
1.1.Register in advance for this webinar:
https://us02web.zoom.us/webinar/register/W N_QJ ybkNzgQ2eMGMYxH6F E0g
After registering, you will receive a confirmation email containing
information about joining the webinar.
1.2.Attendance
Present: Ludwig Kurz, Karen Perez, Brian Gillette, Rollie Kjesbo, Pete
Seibert, Henry Pratt
Absent: Reid Phillips
2.Main Agenda
2.1.A request for review of a Minor Subdivision, pursuant to Title 13, Chapter 4,
Minor Subdivisions, Vail Town Code, to allow for resubdivision of the existing
Tract C, Lot 1, Lot 2, and Lot 3 Vail Das Schone Filing No. 1 and Lot 1, Vail
Das Schone Filing 3, into the Highline Subdivision made up of two parcels,
Lot 1 (approximately 3.635 acres) and Lot 2 (approximately 0.313 acres),
located at 2211 North Frontage Road W est and 2213 Chamonix Ln,
respectively, and setting forth details in regard thereto. (P E C21-0030)
20 min.
Applicant:TNRE F I I I Bravo Vail L L C, represented by Mauriello Planning
Group
Planner:Greg Roy
1. This approval is contingent upon the applicant recording the plat prior
to the issuance of a building permit for the development of lot 2 of the
proposed Highline Subdivision.
Planner Roy introduced the lot and project. He stated that there was a minor
subdivision application earlier this year, but it was discovered that a lot line
adjustment was needed. Staff is recommending approval.
Dominic Mauriello stated that the reason behind the property line shift was in
order to account for building requirements for openings and glazing based
on setback from the lot line.
No public comment
Commissioner Gillette asked if this would affect the development of Lot 1.
Mauriello stated that there would be no physical changes but would add an
easement for Lot 1 to access the underground parking lot.
Rollie Kjesbo moved to approve with conditions. Brian Gillette seconded the
August 3, 2021 - Page 392 of 431
motion and it passed (6-0).
Absent:(1)Phillips
2.2.A request for review of a Conditional Use Permit pursuant to Section 12-7J -
3, Conditional Uses, Vail Town Code, in accordance with Title 12, Chapter
16, Conditional Use Permits, Vail Town Code, to allow for accessory eating,
drinking, or retail establishments occupying between ten percent and fifteen
percent of the total GRFA at the Highline Hotel located at 2211 North
Frontage Road W est which is composed of Tract C, Lot 1, Lot 2, and Lot 3
Vail Das Schone Filing No. 1 and Lot 1, Vail Das Schone Filing 3, and
setting forth details in regard thereto. (P E C21-0019)
20 min.
Applicant:TNRE F I I I Bravo Vail L L C, represented by Mauriello Planning
Group
Planner:Greg Roy
1. The floor plan included as part of the permit application review by the
Planning and Environmental Commission is illustrative only. The
precise location of the commercial uses within the building may be
modified, however the size of the commercial areas may not increase
without a modification to this permit.
Planner Roy introduced the reasoning the behind this C UP is to account
for the change in zoning to PA-2 which limits commercial square footage.
There is no new commercial uses being added, the C UP is needed to bring
the current uses in conformance with the new district. Roy also introduced
three recommended conditions of approval. Staff is recommending a two
year approval if construction is not commenced within that time.
Commissioner Perez asked why the two year period is not lower.
Roy responds that it coincided with the S D D timeline.
Commissioner Gillette asked if the site was rezoned and an S D D was
created.
Roy indicated that this was correct.
Gillette asked a question about uses.
Roy stated that the rezoning was needed to account for a new proposed
plans, but an S D D cannot add new allowed uses to the underlying zone
district. Because of this, the limit on commercial square footage could not
be changed with an S D D.
Dominic Mauriello described the space that is in need of this C UP in detail.
The current space is simply storage but will become a dormitory for
employee housing. Plans to keep the storage space as storage until
redevelopment and asked that the first condition be removed since no use
commercial use is proposed in the meantime. He would also would ask that
the second condition not apply as it is redundant. Also recommends that in
the future the conditional use for commercial percentage be removed for
the PA-2 zone district.
Gillette asked how staff how they felt about the removal of conditions.
Roy stated that staff is hesitant to remove the first condition but could be ok
August 3, 2021 - Page 393 of 431
with it with an inspection to ensure the storage space is not used for
commercial in the meantime. Staff is ok with the removal of the second
condition.
Gillette stated that he also would like Staff to look into removing this limit on
commercial in the PA -2 district in order to encourage more commercial.
Commissioner Pratt was in agreement with the removal of the first two
conditions.
Perez stated that she preferred to keep the conditions as a way to
encourage the development of an employee housing unit sooner.
No public comment.
Rollie Kjesbo moved to approve with conditions. Brian Gillette seconded the
motion and it passed (5-1).
Ayes:(5)Gillette, Kjesbo, Kurz, Pratt, Seibert
Nays:(1)Perez
Absent:(1)Phillips
2.3.A request for a recommendation to the Vail Town Council for a major
amendment to Special Development District (S D D) No. 43, Highline
Doubletree, pursuant to Section 12-9A-10, Amendment Procedures, Vail
Town Code, to create a phasing plan, clarify conditions, and request an
extension to the approval period, located at 2211 North Frontage Road W est
which is composed of Tract C, Lot 1, Lot 2, and Lot 3 Vail Das Schone
Filing No. 1 and Lot 1, Vail Das Schone Filing 3, and setting forth details in
regard thereto. (P E C21-0018)
45 min.
Applicant:TNRE F I I I Bravo Vail L L C, represented by Mauriello Planning
Group
Planner:Greg Roy
1. The applicant shall obtain the certificate of occupancy for the E HU
building before requesting a certificate of occupancy for the hotel
addition.
2. Approval is contingent upon the applicant obtaining Town of Vail
approval of an associated design review application.
3. Applicant shall obtain approval from Holy Cross to vacate the
easement under the proposed hotel addition before a building permit
is issued for the hotel addition.
4. Applicant shall set aside two (2) three-bedroom units and two (2) one-
bedroom units in the E HU building not to be included in the mitigation
bank.
5. Prior to the issuance of a certificate of occupancy, the applicant shall
record deed restrictions with the Eagle County Clerk and Recorder,
in a format approved by the Town Attorney, for the Type I I I Employee
Housing Units.
6. Applicant shall provide public art onsite with a value or at least
$32,500 and the installation of the public art shall be completed before
a certificate of occupancy for the hotel addition is granted.
7. The Applicant shall correct plans to meet the comments from the Fire
Department for phase one and phase two prior to the submittal for a
building permit for each respective phase of development.
8. Applicant shall update all plan pages to match the latest submission
prior to the submittal for the Design Review Board application for
August 3, 2021 - Page 394 of 431
each phase of development.
9. This application is contingent upon the approval of the conditional use
permit (P E C21-0019) and minor subdivision (P E C21-0030) being
approved.
10. The initial phase of construction shall begin within three (3) years
from the time of the approval of this S D D Major Amendment, P E C21-
0018, with the construction of the second phase to begin prior to
August 17, 2026.
Planner Roy stated that the S D D number was altered due to a clerical error
where S D D No. 42 had already been used. There are three portions of the
amendment. The first would create a phasing plan for the two buildings. The
second would remove some original conditions of approval that are either no
longer relevant or already achieved. The third would establish a timeframe
for the phasing. Greg next discussed, with maps, the phasing plan for the
development.
Gillette asked if the hotel would stay open in Phase 2.
Mauriello stated that it would.
Gillette asked if there would also still be parking for the hotel in this phase.
Mauriello stated that there would always be parking during construction.
Perez asked if there would be any loss of E HUs during the phasing plan and
also asked if the surrounding neighbors had been notified of this change. I t
was an important condition of approval at the time that everything be
developed at once to reduce the overall time of construction for surrounding
neighbors.
Mauriello stated that there would be no loss of E HUs. He also stated that the
neighbors had been notified about the changes being proposed as part of
this meeting. They did not feel that additional public outreach was needed.
The phasing does not provide any risk for the town even if the expansion of
the hotel is abandoned.
Pratt asked what the procedure was for the extension of an S D D approval
period.
Roy stated that there is not establish procedure for an extension, but it would
be handled through this amendment process.
Mauriello gave a few examples of other projects that had been granted an
extension. He also doesn’t believe that an extension would run afoul of the
upcoming West Vail Master Plan.
Roy stated that currently the construction of and S D D normally must start
within three years. The applicant is proposing a six year approval period.
Staff would suggest that the three year approval period simply reset with this
approval, should this amendment be approved. Staff has concerns about a
code change that may happen within six years. There is no specific change
anticipated, but over the course of six years code changes are likely to
happen throughout the code. The applicant is also proposing that the one
year grace period to start the second phase of the project be removed.
Gillette asked the applicant to provide more argument for the elimination of
August 3, 2021 - Page 395 of 431
the one year grace period.
Mauriello stated that once the E HU building is started they would have one
year to start the expansion of the hotel. This is a tight time period to meet.
Gillette asked if this would give them unlimited time to pursue the hotel
expansion then.
Roy clarified that the hotel would be required to start construction within the
overall S D D approval period.
Commissioner Kjesbo stated that he was comfortable with the proposal due
to the fact that the E HUs would be built up-front.
Kurz was concerned that the larger approval period would result in a site that
is under a construction state for upwards of a ten year period.
Mauriello argued that the development starting from the W est Vail Master
Plan might also take 10+ years.
Gillette clarified this ten year construction statement. The construction would
not take ten years, it may simply take almost six years to start and then a few
more years to finish.
Commissioner Seibert stated that he wasn’t sure that the first phase should
be allowed to be extended to six years to start. I s ok with the hotel taking
more then a year after the E HU building to start. Stated that he would rather
hear a reason why the E HU building can’t start in three years if it cannot in
that time period.
Mauriello stated that he is ok with the E HU building being required to start
within three years as long as the hotel component still has a six year
approval.
Kjesbo stated that he likes that proposal. He also mentioned that ultimately
the P E C would be highly likely to approve an extension for the E HU
construction anyway.
Pratt stated that he is in favor of removing the one year phasing requirement
and only resetting the project to a three year approval starting on this
approval.
Mauriello stated that developers can generally save more money and time
when they do not need to be put through this approval process so frequently.
Gillette stated that he likes the three year for E HUs and three more years for
the hotel proposal the best.
Roy continued to discuss the proposed changes to the previous conditions
of approval in detail. Of note, Staff recommends that Fire department
approval be addressed prior to the approval of a building permit for each
stage. Staff is recommending approval with some changes to proposed
conditions.
Mauriello stated that the applicant is ok with the updated conditions.
No public comment.
August 3, 2021 - Page 396 of 431
Pratt is still in favor of maintaining the three year approval period for the
overall approval.
Rollie Kjesbo moved to approve with conditions. Brian Gillette seconded the
motion and it passed (4-2).
Ayes:(4)Gillette, Kjesbo, Kurz, Seibert
Nays:(2)Perez, Pratt
Absent:(1)Phillips
2.4.A request for a recommendation to the Vail Town Council for a zone district
boundary amendment, pursuant to Section 12-3-7, Amendment, Vail Town
Code, to allow for the rezoning of 303 Gore Creek Drive which is composed
of Vail Village Filing 1 Block 5 Lots 1-6, from the High Density Multiple-
Family (HD MF) District to the Vail Village Townhouse (V V T) District and
setting forth details in regard thereto. (P E C21-0031)
45 min.
Applicant:Vail Townhouse Condominium Association, represented by
Mauriello Planning Group
Planner:Greg Roy
Planner Roy began by discussing the site location itself and introducing the
proposal to rezone to the Vail Village Townhouse District. W hen this zone
district was created, properties such as this as well as the Texas
Townhomes were intended to be rezoned to this zone district. This
development does comply with the requirements of the V V T district. Staff is
recommending approval of this rezoning.
Chairman Kurz asked a question about the if the buildings to east are any
different from these units under consideration.
Roy stated that those units to the east were also compliant with the V V T
district.
Dominic Mauriello began by discussing more of the history of this site and
the anticipated V V T rezoning. He anticipates that owners will come forward
in the future with proposals to redevelop in accordance to this district’s
standards.
Public Comment
Ericson Shirley stated that he was an owner of a unit and was in support of
the rezoning. Thinks that these townhomes should not be held to the
standard to look the same. Wants to see more creativity in their design.
Kurz stated that he agreed with the public comment and that the existing
townhomes in this district being unique in character has been positive.
Brian Gillette moved to approve. Pete Seibert seconded the motion and it
passed (4-0).
Abstain:(2)Kjesbo, Pratt
Absent:(1)Phillips
3.Approval of Minutes
3.1.J uly 12, 2021 P E C Results
August 3, 2021 - Page 397 of 431
Rollie Kjesbo moved to approve. Brian Gillette seconded the motion and it
passed (6-0).
Absent:(1)Phillips
4.Adjournment
Rollie Kjesbo moved to adjourn. Brian Gillette seconded the motion and it
passed (6-0).
Absent:(1)Phillips
The applications and information about the proposals are available for public inspec tion during regular offic e hours at the
Town of Vail Community Development Department, 75 South Frontage Road. The public is invited to attend the project
orientation and the site vis its that prec ede the public hearing in the Tow n of Vail Community Development Department.
Times and order of items are approximate, subject to c hange, and c annot be relied upon to determine at w hat time the
Planning and Environmental Commission w ill c onsider an item. Please c all (970) 479-2138 for additional information. Please
call 711 for sign language interpretation 48 hour prior to meeting time.
Community Development Department
August 3, 2021 - Page 398 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : 6 West Housing Update
AT TAC H ME N TS :
Description
6 W est Apartments Memorandum
August 3, 2021 - Page 399 of 431
To: Vail Town Council
From: George Ruther, Housing Director
Date: August 3, 2021
Subject: 6 West Apartments – Informational Memorandum
1. SUMMARY
The purpose of this memorandum is to share information with the Vail Town Council regarding
the utilization of the 23 homes deed-restricted by the Town of Vail at the 6 West Apartments in
Edwards, Colorado. In sum, is the Town of Vail realizing the benefits for which it bargained at the
6 West Apartment?
2. BACKGROUND
The Town of Vail acquired through purchase 23 deed-restrictions on homes located with the 6
West Apartments in Edwards, Colorado. In doing so, to ensure the value of the purchase to the
taxpayers in the Town of Vail, a priority preferencing procedure was put into place whereby
Town of Vail employees and persons employed in the Town of Vail or a business licensed in the
Town of Vail were granted preference when seeking to lease at the 6 West Apartments. If there
are no prospective tenants to take advantage of the priority preference, then the next tier of
preference falls to employees and businesses within Eagle County. This process has been
ongoing for three years.
3. SUMMARY OF UTILIZATION
The terms of 6 West Apartments deed restriction requires the property owner to submit an
affidavit to the Town of Vail annually verifying compliance with terms of the deed restriction.
The property owner has complied with this obligation as required.
The Town of Vail is realizing the benefits for which it bargained at the 6 West Apartments.
According to leasing information provided the property management company at the 6 West
Apartments, 12, or 52% of the 23 homes deed-restricted by the Town of Vail are leased to
persons employed by businesses in the Town. Persons residing in the homes are employed by
Vail businesses such as The Steadman Clinic, Vail Recreation District, Vail Valley Chapel,
Alpine Bank, and the Lodge at Vail. Each time an existing lease comes up for renewal, Vail
employees and employers are afforded an opportunity to “skip to the front” of the leasing line.
All 23 lease terms expire in September of 2021. No employees of the Town of Vail organization
reside in the Town’s deed restricted homes at 6 West.
August 3, 2021 - Page 400 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : V L HA J uly 13, 2021 Minutes
AT TAC H ME N TS :
Description
2021-07-13 V LH A Minutes
August 3, 2021 - Page 401 of 431
Vail Local Housing Authority Minutes
July 13, 2021
3:00 P.M.
Virtual Meeting
75 S. Frontage Road - Vail, Colorado, 81657
PRESENT ABSENT
Steve Lindstrom
Mary McDougall
James Wilkins
Molly Morales
Greg Moffet
STAFF
George Ruther, Housing Director
Lynne Campbell, Housing Coordinator
1. Call to Order
1.1. Zoom Meeting 1 (call to order pre-executive session)
1.2. Zoom Meeting 2 (post executive session)
1.3. Call to Order
All members are present, Lindstrom called the meeting to order at 3:04 p.m.
2. Citizen Participation
2.1. Citizen Participation
No comments
3. Approval of Minutes
3.1. VLHA June 22, 2021 Minutes
MOTION: MOFFET SECOND: WILKINS VOTE: 4-0-1 APPROVED
(MORALES ABSTAINED)
4. Main Agenda
4.1. Resolution No. 10, Series of 2021, A Resolution Approving the Purchase of a Deed
Restriction Interest in Property (Type III Deed Restriction) in the Town of Vail Legally
Described as Unit B, Building 1, Sandstone 70, Eagle County, Colorado with a Physical
August 3, 2021 - Page 402 of 431
Address of 905 Red Sandstone Road, Unit 1B, Vail Colorado; and Setting Forth Details in
Regard Thereto.
Presenter: Lynne Campbell, Housing Coordinator
MOTION: MOFFET SECOND: MORALES VOTE: 5-0 APPROVED
4.2. Proposed 2022 Town of Vail Draft Budget Recommendations
Presenter: George Ruther, Housing Director
Ruther informed the Authority the Town has begun budget review for 2022. He asked if they
had input. Items discussed:
• CDOT parcel in East Vail. Separate funding source needed for the entitlement
process to build a for-sale development, possibly similar to Chamonix Vail.
• Cascade Tennis Courts. Funds for development review process with potential public-
private partnership, similar to Solar Vail. Amount to be determined.
• Increase their Vail InDEED approval amount from $200K. $2.5M is listed for 2022
budget year.
• Housing data, funding available in 2021 roll to 2022 and possibly increase funding for
outside consultants.
Other housing opportunities discussed:
• 2027 Housing plan update. There is agreement to provide an update to include where
we started, approvals, denials and missed opportunities.
• Increase involvement home purchases (buy downs) and resales. Opportunity to
create buyer assistance program thereby helping a buyer to buy a specific property.
• Provide rental subsidies, approved by the Authority for critical jobs, for instance
teachers, childcare, etc.
• Housing incentives to owners to rent full time versus short term.
• Rent assistance to stay in Town of Vail limits
• Partnerships with other entities: ERWSD, Eagle County School District and the Town
• Housing Asset Management System
Next high level budget meeting with Council will be on July 20th.
Discussion ensued how the Town intended to use state allocated funds. Ruther
recommended to Council to use funds for prioritizing shovel ready developments. Funding
from the state may be used for rent deltas, development and purchasing housing.
5. Matters from the Chairman and Authority Members
5.1. Matters from the Chairman and Authority Members
Presenter: Steve Lindstrom, Chairman
August 3, 2021 - Page 403 of 431
Residences at Mail Vail (RMV) was denied 3-1 at the July 7th DRB meeting. Triumph will file
appeal to Council for the August 3rd meeting.
West Vail Master Plan has a webinar tonight at 5:30 p.m. recapping where draft is. Zoning in
neighborhoods is listed in the plan. Lindstrom suggested the Authority follow and comment.
6. Executive Session
6.1. Executive Session per C.R.S. §24-6-402(4)(a)(e) - to discuss the purchase, acquisition,
lease, transfer or sale of real, personal or other property interests and to determine positions
relative to matters that may be subject to negotiations regarding: Vail InDEED applications
and deed restrictions.
Presenter: Lynne Campbell, Housing Coordinator
There were no items for executive session review.
7. Any Action as a Result of Executive Session
7.1. Action As Results of Executive Session
No action taken.
8. Adjournment
8.1. Adjournment 5:00 p.m. (estimated time)
Meeting adjourned at 4:05 p.m.
MOTION: MOFFET SECOND: MC DOUGALL VOTE: 5-0 APPROVED
9. Future Agenda Items
9.1.
• Deed Restriction Compliance and Enforcement Policies Recommendation
• Public Health Housing Incentive, Eagle County Health Land Banking (sale of GRFA)
• Joint VLHA, Town Council, Planning & Environmental Commission Meeting Regarding
Commercial Linkage/Inclusionary Zoning and Adopted Housing Policy Review
• Investment Banker Discussion - Long Term Housing Funding
10. Next Meeting Date
10.1. Next Meeting Date July 27, 2021
August 3, 2021 - Page 404 of 431
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail
website www.vailgov.com. All housing authority meetings are open to the public. Times and
order of agenda are approximate, subject to change, and cannot be relied upon to determine
at what time the Vail Local Housing Authority will discuss an item. Please call (970) 479-2150
for additional information. Please call 711 for sign language interpretation 48 hours prior to
meeting time.
Housing Department
August 3, 2021 - Page 405 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : J uly R evenue Update
AT TAC H ME N TS :
Description
July Revenue Update
August 3, 2021 - Page 406 of 431
TOWN OF VAIL
REVENUE UPDATE
August 3, 2021
Sales Tax
Upon receipt of all sales tax returns, June collections are estimated to be
$2,138,092 up 108.9% from last year and up 113.8% compared to amended
budget. June collections were the highest total June collections on record and
exceeded 2019 collections by 33.1% and 2018 collections by 29.7%. Year to date
collections of $16,378,179 are up 30.4% from 2020 and up 0.7% from 2019.
Compared to amended budget, year to date collections are up 8.7%. Inflation as
measured by the consumer price index was up 5.4% for June. The annual
amended budget totals $27.5 million.
Real Estate Transfer Tax (RETT)
RETT collections through July 27 total $6,384,740 up 101.4% from this time last
year and up 96.6% from this time in 2019. The 2021 amended RETT budget totals
$8,000,000, down 23.4% from 2020 actual collections. 2020 collections of $10.4
million were an all time high compared to a previous five year average of $7.0
million.
Construction Use Tax
Use Tax collections through July 27 total $2,626,929 compared to $839,478 from
this time last year. The 2021 amended budget totals $3,250,000. Construction use
tax is higher due to several large residential projects and construction of the new
Marriott Residence Inn.
Summary
Across all funds, year-to-date total revenue of $53.5 million is up 10.7% from
amended budget and up 35.5% from prior year. 2021 revenue is up 12.8% from
2019 due to increased Real Estate Transfer Tax collections, daily parking sales
during January through April, and construction activities.
August 3, 2021 - Page 407 of 431
2021 Budget % change % change 20162017201820192020Amended BudgetVariance from 2020from BudgetJanuary 3,738,824$ 3,725,212$ 3,597,610$ 4,079,994$ 4,076,145$ 3,400,000 3,415,647$ 15,647$ -16.20% 0.46%February 3,746,055 3,692,592 3,818,356 4,137,087 4,285,633 3,680,000 3,685,577 5,577$ -14.00% 0.15%March 4,225,921 3,642,407 4,167,880 4,237,933 2,243,518 4,370,000 4,358,172 (11,828) 94.26% -0.27%April 1,089,749 1,386,780 1,233,474 1,445,071 427,518 1,650,000 1,737,192 87,192 306.34% 5.28%May 654,462 659,475 830,193 763,756 503,828 965,000 1,043,500 78,500 107.11% 8.13%June 1,318,092 1,389,982 1,648,443 1,606,748 1,023,517 1,000,000 2,138,092 1,138,092 108.90% 113.81%YTD Total14,773,103$ 14,496,448$ 15,295,956$ 16,270,588$ 12,560,159$ 15,065,000$ 16,378,179$ 1,313,179$ 30.40% 8.72%July 2,053,773 2,215,649 2,412,425 2,480,292 2,084,644 2,100,000 August 1,849,815 1,863,949 2,195,175 2,237,050 2,138,838 2,100,000 September 1,349,929 1,385,462 1,540,490 1,600,100 1,767,393 1,770,000 October 906,385 936,954 1,106,596 1,165,176 1,371,727 1,370,000 November 989,320 997,716 1,264,600 1,260,314 1,425,461 1,425,000 December 3,840,919 3,695,305 4,070,870 4,237,178 3,625,189 3,670,000 Total25,763,244$ 25,591,483$ 27,886,112$ 29,250,698$ 24,973,411$ 27,500,000$ 16,378,179$ Actual CollectionsCollected Sales Tax August 3, 2021Town of Vail Revenue UpdateSALES TAX2021 Budget ComparisonAugust 3, 2021 - Page 408 of 431
Through June 30
June Sales Tax Collections by Year
Through June 30
Town of Vail Revenue Update
August 3, 2021
YTD Sales Tax Collections by Year
$14,496,448
$15,295,956
$16,270,588
$12,560,159
$16,378,179
$0 $5,000,000 $10,000,000 $15,000,000
2017
2018
2019
2020
2021
• YTD collections of $16,378,179 are up 30.4% from prior year and up 8.7% from amended budget.
• Inflation as measured by the consumer price index was up 5.4% in June.
• The 2021 amended sales tax budget totals $27.5M.
$1,389,982
$1,648,443
$1,606,748
$1,023,517
$2,138,092
$0 $500,000 $1,000,000 $1,500,000 $2,000,000
2017
2018
2019
2020
2021
• June collections of $2,138,092 are up 108.9% from prior year and up 113.8% from amended
budget.
• Collections for the month set the record for the single highest June collections.
August 3, 2021 - Page 409 of 431
Construction Use Tax by Year
YTD Through July
YTD Through July
Town of Vail Revenue Update
August 3, 2021
Real Estate Transfer Tax by Year
$1,013,336
$1,263,237
$1,855,600
$839,478
$2,626,929
$0
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
$1,750,000
$2,000,000
$2,250,000
$2,500,000
$2,750,000
2017 2018 2019 2020 2021
• This chart shows YTD collections of 1% RETT, segmented by individual home sale value.
• 2021 RETT collections through July 27 total $6,384,740 up 101.4% from the prior year.
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2017 2018 2019 2020 2021
Sales Less Than $2.5 Million Sales $2.5 to $5.0 Million Sales $5 to $10 Million Sales Over $10 Million
$3,540,813
$4,352,746
$3,247,376 $3,170,265
$6,384,740
• Use Tax collections through July total $2,626,929 compared to $839,478 from this time last year.
This is an increase of 212.9%
August 3, 2021 - Page 410 of 431
Vail Business Review
May 2021
August 3, 2021
The Vail Business Review breaks down the four percent sales tax collected for the
month of May.
Overall, May sales tax increased 107.6% with retail increasing 49.9%, lodging increased
730.8%, food and beverage increased 327.5%, and utilities/other increased by 22.9%.
Excluding the out of town category; sales tax for the month of May was up 134.5%.
Town of Vail sales tax forms, the Vail Business Review and sales tax worksheets are
available on the internet at www.vailgov.com. You can subscribe to have the Vail
Business Review and the sales tax worksheet e-mailed to you automatically from
www.vailgov.com.
Please remember when reading the Vail Business Review that it is produced from sales
tax collections, as opposed to actual gross sales.
If you have any questions or comments, please feel free to call me at (970) 479-2125 or
Carlie Smith at (970) 479-2119.
Sincerely,
Alex Jakubiec
Town of Vail
Revenue Manager
August 3, 2021 - Page 411 of 431
Town of Vail Business Review
May Tax Collections By Year
May 2021 Sales Tax
May 2020May 2021
Sales Tax Collections by Business Type
Retail
$483,550
Lodging
$222,201
Food &
Beverage
$209,369 Utilities &
Other
$128,380
$0
$150,000
$300,000
$450,000
$600,000
49.9%
327.5%
22.9%
RLFU
-$8,000,000
$12,000,000
$661,266
$831,060
$762,935
$502,781
$1,043,500
$0 $250,000 $500,000 $750,000 $1,000,000
2017
2018
2019
2020
2021
730.8%
• This report represents collections of Town of Vail 4% sales tax, as opposed to actual gross sales
• Overall, 2021 May sales tax collections were up 107.6% from the prior year.
• May 2021 retail sales increased 49.9%, lodging increased 730.8%, food and beverage increased
327.5% and utilities and other increased 22.9%.
Retail
$322,615
Lodging
$26,747
Food &
Beverage
$48,972
Utilities &
Other
$104,447
$0
$150,000
$300,000
$450,000
$600,000
August 3, 2021 - Page 412 of 431
Town of Vail Business Review
May 2021 Sales Tax
May 2020May 2021
Geographic Area Trends by Year
May Sales Tax
Sales Tax by Location
Other
Areas
18%
Lionshead
7%
Out of
Town
44%
Vail Village
31%
Other
Are…
Lionshead
3%Out of
Town
50%
Vail Village
18%
• Vail Village sales tax increased 249.1%, Lionshead increased 481.5%, Other Areas increased
29.5%, and Out of Town increased 81.2%. Excluding Out of Town collections, all areas were up
134.5%.
• Effective October 1st, 2020, the town of Vail enacted new regulations which shifted collections of
some sales tax from local vendors to their marketplace facilitators who file under the out-of-town
category.
$136,124
$179,989 $166,705
$143,920 $186,437
$70,363 $93,631 $83,234 $13,227 $76,917
$220,931 $278,668
$265,328 $253,953
$460,051
$233,848
$278,771
$247,667
$91,682
$320,094
$0
$100,000
$200,000
$300,000
$400,000
$500,000
2017 2018 2019 2020 2021
Other Areas Lionshead Out of Town Vail Village
• This chart shows May sales tax collections, by geographic area over time.
August 3, 2021 - Page 413 of 431
Retail Business Sales Tax Detail
May 2021 Sales Tax
Town of Vail Business Review
May Sales Tax
Accommodation Services Sales Tax by Year
Apparel
$66,720
Grocery
$86,214
Gallery
$8,539
Gifts
$1,238
Jewelry
$20,733
Retail Liquor
$23,610
Retail Other
$201,784
Sporting Goods
$31,732
Online Retailers
$42,857
Retail Home
Occupation
$122
• Overall, May 2021 accommodations services were up 730.8%, short-term rentals were up 834.5% and
hotels and lodges were up 680.0%.
$108,232
$32,753
$17,957
$8,789
$140,064
$82,137
$0 $25,000 $50,000 $75,000 $100,000 $125,000 $150,000
Hotels/Lodges
Short-Term Rentals 2021 2020 2019
August 3, 2021 - Page 414 of 431
Retail 107,231.99 112,340.48 ‐4.55%
Lodging 32,400.60 12,165.13 166.34%
F & B 40,863.37 17,025.59 140.01%
Other 5,940.74 2,388.79 148.69%
Total 186,436.70 143,919.99 29.54%
Retail 20,401.26 5,743.40 255.21%
Lodging 32,383.05 1,719.50 1783.29%
F & B 23,903.13 5,763.82 314.71%
Other 229.89 ‐ 0.00%
Total 76,917.33 13,226.72 481.53%
Retail 234,469.53 152,153.31 54.10%
Lodging 103,594.11 600.93 17138.87%
F & B 1,070.70 238.64 348.67%
Other 120,917.10 100,959.82 19.77%
Total 460,051.45 253,952.70 81.16%
Retail 121,447.24 52,377.73 131.87%
Lodging 53,823.38 12,261.07 338.98%
F & B 143,531.63 25,944.23 453.23%
Other 1,292.05 1,098.80 17.59%
Total 320,094.30 91,681.84 249.14%
Retail 483,550.02 322,614.92 49.88%
Lodging 222,201.13 26,746.64 730.76%
F & B 209,368.83 48,972.28 327.53%
Other 128,379.78 104,447.41 22.91%
Total 1,043,499.77 502,781.25 107.55%
Retail Apparel 66,720.21 18,643.85 257.87%
Retail Food 86,214.42 85,391.97 0.96%
Retail Gallery 8,539.33 1,131.72 654.55%
Retail Gift 1,237.53 209.87 489.67%
Retail Home Occupation 122.35 186.90 ‐34.54%
Retail Jewelry 20,732.91 7,399.50 180.19%
Retail Liquor 23,609.98 27,718.54 ‐14.82%
Retail Other 201,784.34 151,590.27 33.11%
Retail Sport 31,731.68 17,164.87 84.86%
Retail Online Retailer 42,857.26 13,177.43 225.23%
Total 483,550.02 322,614.92 49.88%
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
May Sales Tax
2021 Collections 2020 Collections YoY % Change
Total ‐ All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
August 3, 2021 - Page 415 of 431
VA I L TO W N C O UNC I L A G E ND A ME MO
I T E M /T O P I C : C S E Minutes from J une 14, 2021 and J uly 7, 2021
AT TAC H ME N TS :
Description
C S E Minutes from June 14, 2021 Special Meeting
C S E Minutes from July 7, 2021
August 3, 2021 - Page 416 of 431
COMMISSION ON SPECIAL EVENTS MEETING
Virtual Meeting
(Info at the bottom of the page)
Monday June 14, 2021 @ 9:00 a.m. – 10:00 a.m.
AGENDA:
Meeting materials can be accessed at the following link
https://vailgovrecords.com/WebLink/Browse.aspx?id=666899&dbid=0&repo=TownofVail
Laserfiche
CSE: All Present
• Budget Update (5 minutes)
• $22,879 remaining to allocate
• Presentation of updated funding requests (20 Minutes)
a. Vail Skating Festival
i. Request for $12,000
ii. Request includes one comp/in-kind day of Dobson use (subject to town
approval)
iii. Thursday, December 23
b. Legacy Fighting Alliance
i. $14,000
ii. Request includes one comp/in-kind day of Dobson use (subject to town
approval)
iii. Friday. October 8 or 22
• Discussion and Funding Allocation Vote (25 Minutes)
a. Valenti: Legacy event better date (October)
b. Bean pointed out marketing benefits: 3,000 captive audience for show at First
Bank Center Broomfield prior to Vail event.
c. Smith: Marketing and reach is the most beneficial aspects of the 2 events.
d. Conover and Lau: Can we come to a middle ground to fund both events.
• Motion to fund the Legacy Fighting Alliance for $12,000 and the Vail Skating
Festival for $10,879.
a. Biszantz/Valenti/Rediker opposed. Passed 6 – 1.
• Adjourn
The CSE meeting will be held virtually via Zoom. If you would like to attend
virtually please register ahead of time via the link here -
https://us02web.zoom.us/webinar/register/WN_MSXA5k05QfSOyCZmBUOHWA. During
the webinar, you can use the Q&A feature to ask questions to the CSE or you can
use the Raise Hand button to request to be un-muted.
August 3, 2021 - Page 417 of 431
COMMISSION ON SPECIAL EVENTS MEETING
In Person Meeting at Town Council Chambers
Wednesday, July 7, 2021 @ 8:30a.m.-10:05a.m.
Minutes:
Meeting materials can be accessed at the following link
https://vailgovrecords.com/WebLink/Browse.aspx?id=703693&dbid=0&repo=TownofVailLaserfic
he
CSE: All Present - - Alison Wadey, Marco Valenti, Douglas Smith, Jill Lau, Kim Newbury
Rediker, Nick Conover, Samantha Biszantz
Staff: Mia Vlaar, Jeremy Gross, Liz Gladitsch, Abby Oliveira
Attendees: Brian Hall, Mark Bergman, Katie Tille, Nicole Marsh, Ryan Durnan, Mike
McCormack
1. 8:30 a.m.: Staff Update (5 minutes)
a. Budget Update
2. 8:35 a.m.: Event Recap (15 Minutes)
a. Vail Astronomy Nights – Brian Hall
• Small NPS dip, likely due to some lines with the event being so popular.
Looking into adding more lenses to the telescope so more people can
participate.
• Also looking into offering a “VIP” early start to the event for those who are
return attendees and some locals
• More down valley crowd this year
• New bus stop location make the event much easier to find
• Their flexible schedule allows for quick change in days if the
weather/clouds don’t allow for viewing, always working to change it to a
day in that same week so guests in town can still attend.
• Rediker: If we do this again next year can you add telescopes? Hall: yes,
we can add a scope and change the setup to improve flow.
• Motion to release final funding.
• Biszantz/Valenti/unanimous
3. 8:50 a.m.: 60 Day Event Previews (25 Minutes)
a. Gourmet On Gore – Highline/Imprint Group - Katie Tille, Nicole Marsh, Ryan
Durnan
• New partnership between Imprint and Highline
• Food trucks al fresco – elevated culinary offerings like sushi etc.
• Sat/Sun open air tasting
• Touchless payment – internet not keeping up last year so be sure it’s
working well and have a back up
• Going back to Gourmet dollars
• Motion to release initial funding.
• Rediker/Conover/Unanimous
b. Vail Oktoberfest - Highline/Imprint Group - Katie Tille, Nicole Marsh, Ryan
Durnan
• Fri/Sat evening entertainment until 10 and 6pm on Sunday.
August 3, 2021 - Page 418 of 431
• Partnered with Vail Vets program, falling on Sept 11. Have more of a
presence in Lionshead
• Marketing starting end of July – Same plan as in past, local grass roots
through valley, incorporating radio and Denver.
• Will be sure to work with staff and other event producers on taste of vail
conflicts.
• Motion to release initial funding.
• Conover/Lau/unanimous
c. Vail Automotive Classic – Mark Bergman
• Volunteer organization with 95% of proceeds going back to charitable
organizations in Vail Valley
• $8.5M worth of cars – representing a good net worth of the type of people
who come to show their car
• Mentioned as top 10 event in car magazines
• Sticking with Lionshead location based on 2020 success.
• Motion to release initial funding.
d. Vail Outlier – Mike McCormack
• Bike demo vendors are light due to bike production issues, world wide.
• Gravel components added in
• Replacing demo components with programing elements, getting people
out on their own bikes
• Vail Vertical Challenge is a bit like enduro but more approachable
• Strider races for kid friendly elements
• Motion to release initial funding
• Rediker/Lau/Unanimous
e. North American Van Show – Mike McCormack
• Due to construction, the van show has moved down to the village and will
be a nice merge with Vail Outlier
• Motion to release initial funding.
• Valenti/Rediker/unanimous
4. 9:15 a.m.: Meeting Reports (15 Minutes)
a. Council Update
• Phone/text surveys going out starting next week to get community input
on:
1. Housing – Council liked additional sales tax of .5% with exception
of food for home consumption
a. Consideration to increase fees for short term rental
b. Councilman Langmaid suggested a moratorium on
allowance for more short-term rentals
2. Marketing
a. Increase in lodging tax to 3.6% to expand from non-winter
to year-round marketing, including working with/on
Destination Management Plan and Special Events funding
• 7/20 agenda item:
1. Powabunga additional funding request
2. Snow Days early season event funding request
b. VEAC Update
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• 4th of July Parade vs. static - Looking to get sales tax funding between a
parade year and non-parade year to see what the business impact was
• Will be reviewing and discussing the Mountain Migration Report
c. Upcoming Events - See discovervail.com/events
5. 9:30 a.m.: New Business (10 minutes)
a. Strategic Planning Work session – Doug Smith
• Doug Smith is proposing to bring in an outside facilitator to work with CSE
and Town staff on a strategic planning session for future events.
• Who would we want to invite to this session? Have a session before and
after the vote. If tax passes there will be a lot more collaboration between
VLMD and CSE.
b. Biszantz: Do we need to do the 60 day event review still with COVID being over?
• Wadey: Could change that in the contract or have them submit an update
but think we should keep consistent
• Rediker: We’ve gone from 0-60 on events and think it’s worthwhile to be
sure they are well staffed to put on the full event.
Adjournment @ 10 a.m.
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I T E M /T O P I C : V L MD A C J une Approved Minutes
AT TAC H ME N TS :
Description
V L MD AC June Approved Minutes
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Vail Local Marketing District Advisory Council
Monthly Meeting
June 16, 2021, 8:30 am
Meeting held in-person & Zoom
VLMDAC member attendees:
Esmarie Faessler (Sonnenalp), Laurie Mullen (Member at Large), Erica Cannava (Manor Vail
Lodge), Jana Morgan (Sweet Basil), Michael Holton (Vail Health), Kam Bozich (Slifer, Smith &
Frampton), Liana Moore (Antlers), Jenn Bruno (TOV council), Scott Gubrud (Four Seasons)
Additional attendees:
Kristin Yantis (MYPR), Meggen Kirkham (SITE Marketing), Ainslie Fortune (Cactus),
Mia Vlaar (Town of Vail), Jeremy Gross (Town of Vail), Kim Brussow (Vail Valley Partnership),
Kay Schneider (Vail Valley Partnership), Liz Gladitsch (Town of Vail), Carlie Smith (Town of
Vail), Mark Herron (lodging Liaison), John Plack (Vail Resorts), Lauren Scutt (Cactus), Colin
Johnson (Christiania), Jeff Strahl (Cactus), Katie Harker (Cactus), Brad Ficek (Cactus), Kylie
Forcinito (Cactus), Mike Lee (Cactus), Chad Milam (Cactus), Jazmin Whitlock (Cactus), Jenny
Viditz-Ward (Vail Resorts)
Call to Order
Esmarie called meeting to order at 8:37am
Monthly Financial Report-
April $182,400 up 8.7% from 2020 up 49.2% ($60,000) from 2019
Year to Date $1.7million up 8.7% from 2020 down 12.5% from 2019
Compared to budget YTD are up 60.8% $652,000
Expenses as of May 31st $ 625,000 total annual budget of $3.7million
Approval of May 19, 2021 Minutes
Motion to approve by Scott / second by Laurie / unanimous
2022 Campaign Cactus
Cactus presented their new Campaign concepts
The goal of this Campaign is to “break out” and get people to pay attention
Jeff presented 3 different creative campaign platforms:
Concept one - Born a Destination
Concept two - Welcome to World Class
Concept three - Life is but a dream
Discussion ensued as to which concept the board members liked and why
The board moved to approve Concept 3-
Concept 3 motion to approve by Jenn/second by Laurie /unanimous
August 3, 2021 - Page 422 of 431
Mexico Update Kristin Yantis
$10,000 we need to “flip the switch”
We are still in a holding pattern until June 21st, did it change today?
Travel from Mexico is essentially open!
Who is already marketing in Mexico? Arizona, Florida, Houston
What we need- more direction of timing when we want to start marketing in Mexico
Option A- Monitor and hold until travel ban is lifted
Option B- Proceed with campaign even if there technically is a ban on travel to US from Mexico
Option C- Continue with PR effort but discard paid campaign for summer 2021-redirect $20,000
media buy
Board decided on Option B
EGE Flight Marketing: Liz, Kristin
Influencer Program Extension-
Marketing Inclusion to AA frequent flyers
Request for $10,000 from Contingency (leaving $11,532 in Contingency and with a match from
EGE of $10k) for Atlanta and a little more for Chicago
Motion to approve $10,000 for Air by Scott /second by Jenn /unanimous
Cactus
Website update-
Adara- For every $1 we spend in digital paid media, we generate an estimated $28.85 in lodging
revenue.
Adara can pull lodging revenue as well as flight info, really important tool we use.
DiscoverVail.com refreshed goals presented
Content: be the go-to source for visitors coming to Vail
UX: provide an engaging & elegant user experience
Data: collect visitor info for subsequent marketing
Revenue: drive revenue through lodging bookings
Lodging Update Mark
Liz updated for Mark-
Lodging summer roundtable June 9 - 58 lodging professionals attended
6 Presenters and a dozen topics
Sending out a survey next week to ALL lodging
Other Business-
Community Outreach – meeting this afternoon, to finalize the survey to send out to the voting
public
New website for Vailgov.com
Events-
GoPro was great
King of the Mountain, Vail Arts festival, Farmers Market, Vail Lacrosse, Bravo, Craft Beer
Festival, Vail Symposium, 4th of July (stationary parade)-Lionshead
Common Consumption areas- in VV are no longer, LH can have because they don’t have a
public right of way through the village
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Motion to adjourn by Jenn/ second by Laurie/ unanimous 11:19am
Upcoming Meetings:
VLMDAC Monthly Meeting Wednesday, July 21, 2021
Grand View Room/Virtual Zoom Meeting
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I T E M /T O P I C : V L MD A C J uly Minutes - F or S upplemental Request R eference - Not A pproved
by V L MD A C
AT TAC H ME N TS :
Description
V L MD AC July Minutes - Not Yet Approved by V L MD AC
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Vail Local Marketing District Advisory Council
Monthly Meeting
July 21, 2021, 8:30 am
Meeting held in-person & Zoom
NOT YET APPROVED BY VLMDAC
VLMDAC member attendees:
Esmarie Faessler (Sonnenalp), Laurie Mullen (Member at Large), Erica Cannava (Manor Vail
Lodge), Jana Morgan (Sweet Basil), Michael Holton (Vail Health), Liana Moore (Antlers), Jenn
Bruno (TOV council), Scott Gubrud (Four Seasons)
Additional attendees:
Kristin Yantis (MYPR), Meggen Kirkham (SITE Marketing), Ainslie Fortune (Cactus),
Mia Vlaar (Town of Vail), Jeremy Gross (Town of Vail), Kim Brussow (Vail Valley Partnership),
Chris Romer (Vail Valley Partnership), Kay Schneider (Vail Valley Partnership), Liz Gladitsch
(Town of Vail), Carlie Smith (Town of Vail), Mark Herron (lodging Liaison), Jeff Strahl (Cactus),
Kylie Forcinito (Cactus), Jazmin Whitlock (Cactus), Katie Kukar (VCBA), Jon Walters, Jodi
Doney (EGE), Jeremy Coleman (BAAG), Christopher Mathews (Vail Daily), Bob Brown (BAAG),
Andrew Pilecki, Abby Oliveira (Town of Vail)
Call to Order
Esmarie called meeting to order at 8:39am
Monthly Financial Report
Year to date sales tax: $1.8million up 9.6% or $190,000 from 2020 down 9.4% from 2019
2021 Third Supplemental Request
Adjusted revenue forecast of $3.3 million adds $800,000 to the VLMD fund balance
The projected Fund balance at the end of 2021 is $1.7million, 46% of annual “normal” revenues
Additional fund balance from adjusted forecast - $800,000
Total 2021 Third Supplemental Request - $250,000
Additional Asset Capture - $100,000
Destination Management Plan - $150,000
Motion to approve by Erica/ second by Jenn/ unanimous
Approval of June 16, 2021 Minutes
Motion to approve by Jenn/second by Scott/ unanimous
2022 Campaign Production Updates Cactus
Life is but a dream - Director Recommendation
Story Board
Final Two Directors- Brent Bonacorso & Karina Taira, will move forward with Brent
August 3, 2021 - Page 426 of 431
Campaign Guidelines - Tier one, two and three
Director recommendation approval and approval of Supplemental request – 7/21
Award and begin pre-production – 7/22- mid-August
Present Supplemental request to VLMD - 8/3
Schedule shoot for Tier 1 and Tier 2- mid/late August/September
Post Production- TBD
Editing- TBD
2022 Asset Acquisition Cactus & SITE
2022 Strategic Planning Updates:
2022 Proposed Marketing Goals
Build the relationship: Capturing Data and Engagement & Loyalty
Brand Stewardship
Optimizing Visitation
Destination Management Leadership
Partner Operations
Discussion ensued on how these would be “measurable”
2022 Planning Timeline
August 5th Partner meeting
August 18th VLMDAC Board Meeting – present draft budget to board for review
September 15th VLMDAC Board Meeting– present final budget to board for review/approval
October 19th Town Council VLMD Meeting
2021 Digital Media & Website Updates Cactus
RODAS- For every $1 we spend in digital media we generate $22.94 which is down slightly from
last month
June Booking Trends- June trip planning is 48 days from search to arrival, Families made up
59%
2021 Database & CRM Updates Bob Brown, BAAG
Discussed current data capture, quality and engagement
Growth of email database
Acquired Emails - about 62,000, Valid 55,000, Deliverable 48,000, Opened 10,500, Clicked
2,200
Group Sales Update Kim Brussow, VVP
Year over year 2019/2020/2021
Total lead and new lead generation is up from 2019
Groups on the books 2021- Colorado is has always been the highest but we are seeing more
from the West
Groups booked for 2022- Colorado is still the strongest then the Midwest
Trends- smaller groups, travel is coming back faster than expected, Hotel-gas-airfare and car
rentals are escalating
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Town of Vail Updates Mia
Survey regarding lodging tax and housing is out in the public, we have 550 responses.
Transit meeting- improving transit on a county wide basis
Town council approved Powabunga (Dec 9-12) monies and Snow Days monies
September- Gourmet on Gore, Vail Jazz Fest, Duck race, Octoberfest, Vail Automotive Classic,
Taste of Vail, Outlier and Van Show
Other Business-
Bravo invited VLMDAC to Sunday’s concert, you can ask for two tickets
Motion to adjourn by Erica / second by Jana / unanimous 11:10am
Upcoming Meetings:
VLMDAC Monthly Meeting Wednesday, August 18, 2021
Grand View Room/Virtual Zoom Meeting
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I T E M /T O P I C :
I dentif y discussion topics f or meeting with E agle County C ommissioners (August 17)
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I T E M /T O P I C : Recognition of Boards, Commissions and Authorities Night during Hot S ummer
Nights Andy T horn S uper J am, Tuesday, A ugust 31 f rom 6-8
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I T E M /T O P I C : Recess 5:00 pm (estimate)
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