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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 August 3, 2021 - Page 2 of 431 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 August 3, 2021 - Page 8 of 431 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 August 3, 2021 - Page 9 of 431 VAILDESTINATION STEWARDSHIP PLAN August 3, 2021 - Page 10 of 431 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? August 3, 2021 - Page 15 of 431 THANK YOU August 3, 2021 - Page 16 of 431 BRECKENRIDGE DESTINATION MANAGEMENT PLAN 91 August 3, 2021 - Page 17 of 431 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 92 August 3, 2021 - Page 18 of 431 3Breckenridge Destination Management Plan 93 August 3, 2021 - Page 19 of 431 Breckenridge Destination Management Plan4 94 August 3, 2021 - Page 20 of 431 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 95 August 3, 2021 - Page 21 of 431 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 August 3, 2021 - Page 22 of 431 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." 97 August 3, 2021 - Page 23 of 431 Breckenridge Destination Management Plan8 Harmony of Quality of Life for Residents and Quality of Place for Visitors VISION 98 August 3, 2021 - Page 24 of 431 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. 99 August 3, 2021 - Page 25 of 431 Breckenridge Destination Management Plan10 100 August 3, 2021 - Page 26 of 431 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 101 August 3, 2021 - Page 27 of 431 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. 102 August 3, 2021 - Page 28 of 431 13Breckenridge Destination Management Plan "Protecting the authentic character of Breckenridge is of paramount importance to everyone who participated in this project." 103 August 3, 2021 - Page 29 of 431 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 August 3, 2021 - Page 30 of 431 15Breckenridge Destination Management Plan 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 August 3, 2021 - Page 31 of 431 Breckenridge Destination Management Plan16 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 August 3, 2021 - Page 32 of 431 17Breckenridge Destination Management Plan 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. 107 August 3, 2021 - Page 33 of 431 Breckenridge Destination Management Plan18 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. 108 August 3, 2021 - Page 34 of 431 19Breckenridge Destination Management Plan 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 109 August 3, 2021 - Page 35 of 431 Breckenridge Destination Management Plan20 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 110 August 3, 2021 - Page 36 of 431 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 111 August 3, 2021 - Page 37 of 431 Breckenridge Destination Management Plan22 112 August 3, 2021 - Page 38 of 431 23Breckenridge Destination Management Plan 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. 113 August 3, 2021 - Page 39 of 431 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 114 August 3, 2021 - Page 40 of 431 25Breckenridge Destination Management Plan 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 115 August 3, 2021 - Page 41 of 431 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 116 August 3, 2021 - Page 42 of 431 27Breckenridge Destination Management Plan 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 117 August 3, 2021 - Page 43 of 431 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. 118 August 3, 2021 - Page 44 of 431 29Breckenridge Destination Management Plan 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. 119 August 3, 2021 - Page 45 of 431 Breckenridge Destination Management Plan30 APPENDIX A Review of Focus Group Consultations 120 August 3, 2021 - Page 46 of 431 31Breckenridge Destination Management Plan add focus group data 121 August 3, 2021 - Page 47 of 431 Breckenridge Destination Management Plan32 APPENDIX B Community Suggestions for Strategic Initiatives 122 August 3, 2021 - Page 48 of 431 33Breckenridge Destination Management Plan 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 August 3, 2021 - Page 49 of 431 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 124 August 3, 2021 - Page 50 of 431 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 125 August 3, 2021 - Page 51 of 431 Sedona Sustainable Tourism Plan Connecting Sedona visitors to long-term destination sustainability August 3, 2021 - Page 52 of 431 August 3, 2021 - Page 53 of 431 Executive Summary 3 Introduction and Purpose 11 State of the Industry 15 Sustainability Strategy Implementation 41 Concluding Thoughts 85 Appendix 89 August 3, 2021 - Page 54 of 431 August 3, 2021 - Page 55 of 431 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. 3 August 3, 2021 - Page 56 of 431 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. 4 August 3, 2021 - Page 57 of 431 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. 5 August 3, 2021 - Page 58 of 431 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. 6 August 3, 2021 - Page 59 of 431 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 7 August 3, 2021 - Page 60 of 431 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 8 August 3, 2021 - Page 61 of 431 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. 9 August 3, 2021 - Page 62 of 431 August 3, 2021 - Page 63 of 431 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. 11 August 3, 2021 - Page 64 of 431 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 12 August 3, 2021 - Page 65 of 431 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 13 August 3, 2021 - Page 66 of 431 August 3, 2021 - Page 67 of 431 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%. 15 August 3, 2021 - Page 68 of 431 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 16 August 3, 2021 - Page 69 of 431 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 17 August 3, 2021 - Page 70 of 431 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 18 August 3, 2021 - Page 71 of 431 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 19 August 3, 2021 - Page 72 of 431 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 20 August 3, 2021 - Page 73 of 431 SCC&TB VISITOR MANAGEMENT FLOW PROGRAMS WalkSedona Mobile ProgramParking Signage Wayfinding Plan Bike Share Feasibility Study 21 August 3, 2021 - Page 74 of 431 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. 22 August 3, 2021 - Page 75 of 431 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 23 August 3, 2021 - Page 76 of 431 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 24 August 3, 2021 - Page 77 of 431 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 25 August 3, 2021 - Page 78 of 431 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 26 August 3, 2021 - Page 79 of 431 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 27 August 3, 2021 - Page 80 of 431 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 28 August 3, 2021 - Page 81 of 431 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 29 August 3, 2021 - Page 82 of 431 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 30 August 3, 2021 - Page 83 of 431 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 31 August 3, 2021 - Page 84 of 431 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? 32 August 3, 2021 - Page 85 of 431 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 33 August 3, 2021 - Page 86 of 431 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 34 August 3, 2021 - Page 87 of 431 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. 35 August 3, 2021 - Page 88 of 431 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 36 August 3, 2021 - Page 89 of 431 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. 37 August 3, 2021 - Page 90 of 431 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. 38 August 3, 2021 - Page 91 of 431 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. 39 August 3, 2021 - Page 92 of 431 August 3, 2021 - Page 93 of 431 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 41 August 3, 2021 - Page 94 of 431 Environment Goal Statement: Lead the tourism industry in implementing sustainability principles, positioning Sedona as a national and international leader in destination stewardship. 42 August 3, 2021 - Page 95 of 431 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 43 August 3, 2021 - Page 96 of 431 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 44 August 3, 2021 - Page 97 of 431 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 45 August 3, 2021 - Page 98 of 431 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 46 August 3, 2021 - Page 99 of 431 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 47 August 3, 2021 - Page 100 of 431 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. 48 August 3, 2021 - Page 101 of 431 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 49 August 3, 2021 - Page 102 of 431 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. 50 August 3, 2021 - Page 103 of 431 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 51 August 3, 2021 - Page 104 of 431 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 52 August 3, 2021 - Page 105 of 431 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 53 August 3, 2021 - Page 106 of 431 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 54 August 3, 2021 - Page 107 of 431 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 55 August 3, 2021 - Page 108 of 431 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 56 August 3, 2021 - Page 109 of 431 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. 57 August 3, 2021 - Page 110 of 431 Quality of Life Goal Statement: Protect and enhance the quality of life by mitigating impacts of tourism. 58 August 3, 2021 - Page 111 of 431 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 59 August 3, 2021 - Page 112 of 431 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. 60 August 3, 2021 - Page 113 of 431 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. 61 August 3, 2021 - Page 114 of 431 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. 62 August 3, 2021 - Page 115 of 431 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 63 August 3, 2021 - Page 116 of 431 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 64 August 3, 2021 - Page 117 of 431 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 65 August 3, 2021 - Page 118 of 431 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 66 August 3, 2021 - Page 119 of 431 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 67 August 3, 2021 - Page 120 of 431 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% 68 August 3, 2021 - Page 121 of 431 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 69 August 3, 2021 - Page 122 of 431 Quality of Economy Goal Statement: Shape the Sedona economy in ways that balance its long-term sustainability and vibrancy. 70 August 3, 2021 - Page 123 of 431 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 71 August 3, 2021 - Page 124 of 431 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. 72 August 3, 2021 - Page 125 of 431 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 73 August 3, 2021 - Page 126 of 431 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 74 August 3, 2021 - Page 127 of 431 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. 75 August 3, 2021 - Page 128 of 431 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. 76 August 3, 2021 - Page 129 of 431 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. 77 August 3, 2021 - Page 130 of 431 Visitor Experience Goal Statement: Continue to provide an excellent visitor experience that highlights Sedona’s sustainability values and keeps visitors coming back. 78 August 3, 2021 - Page 131 of 431 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 79 August 3, 2021 - Page 132 of 431 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. 80 August 3, 2021 - Page 133 of 431 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. 81 August 3, 2021 - Page 134 of 431 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 82 August 3, 2021 - Page 135 of 431 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 83 August 3, 2021 - Page 136 of 431 August 3, 2021 - Page 137 of 431 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 85 August 3, 2021 - Page 138 of 431 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 86 August 3, 2021 - Page 139 of 431 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 87 August 3, 2021 - Page 140 of 431 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 88 August 3, 2021 - Page 141 of 431 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 89 August 3, 2021 - Page 142 of 431 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 90 August 3, 2021 - Page 143 of 431 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 91 August 3, 2021 - Page 144 of 431 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 92 August 3, 2021 - Page 145 of 431 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 93 August 3, 2021 - Page 146 of 431 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 August 3, 2021 - Page 147 of 431 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 95 August 3, 2021 - Page 148 of 431 Sedona Sustainable Tourism Plan Connecting Sedona visitors to long-term destination sustainability August 3, 2021 - Page 149 of 431 August 3, 2021 - Page 150 of 431 August 3, 2021 - Page 151 of 431 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 August 3, 2021 - Page 152 of 431 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, August 3, 2021 - Page 154 of 431 • 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. §¨¦70 Town of Vail !C N FRONTAGE RD E ASPENLN BIGHORNRD B O O T H C R E E K D RBOOTHF ALLSRDM A N NSRANCHRDBALDMOUNTAINRD BOOTH F A L L S CTKATSOSRANCHRD I 0 550 1,100275Feet B o o t h L a k e T r a i l h e a d P a r k i n g Z o n eBooth L a k e T r a i l h e a d P a r k i n g Z o n e E n f o r c e m e n t Z o n e : B o o t h F a l l s C t ; B o o t h F a l l s R d ; M a n n ’s R a n c h R d ;E n f o r c e m e n t Z o n e : B o o t h F a l l s C t ; B o o t h F a l l s R d ; M a n n ’s R a n c h R d ;a n d t h e 2 8 0 0 - 3 7 0 0 b l o c k o f t h e N o r t h F r o n t a g e R d .a n d t h e 2 8 0 0 - 3 7 0 0 b l o c k o f t h e N o r t h F r o n t a g e R d . This map was crea te d b y th e Town of Va il GIS Tea m. Use of this map should be for g ene ral purposes on ly.The Town o f Vail do es not warran t the accuracy o f the in fo rmation co ntained he rein.(whe re shown, parcel lin e w ork is ap pro ximate) 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 August 3, 2021 - Page 419 of 431 • 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. August 3, 2021 - Page 420 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 MD A C J une Approved Minutes AT TAC H ME N TS : Description V L MD AC June Approved Minutes August 3, 2021 - Page 421 of 431 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 August 3, 2021 - Page 423 of 431 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 August 3, 2021 - Page 424 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 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 August 3, 2021 - Page 425 of 431 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 August 3, 2021 - Page 427 of 431 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 August 3, 2021 - Page 428 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 dentif y discussion topics f or meeting with E agle County C ommissioners (August 17) August 3, 2021 - Page 429 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 : 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 August 3, 2021 - Page 430 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 : Recess 5:00 pm (estimate) August 3, 2021 - Page 431 of 431