HomeMy WebLinkAbout2022-08-16 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 TIN G
Agenda
Grand View, Lionshead Parking Structure
9:00 AM, August 16, 2022
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will
consider an item.
Public comment on any agenda item may be solicited by the Town Council.
1.Presentation/Discussion
1.1.2023 Budget Preview 180 min.
Presenter(s): Carlie Smith, Finance Director
Action Requested of Council: Provide feedback to staff in preparation for
the 2023 Budget process.
Background: The budget preview meeting kicks off the annual budget
process, which after multiple Council meetings on various budget topics
culminates in two readings of a budget ordinance later in the year.
Staff Recommendation: Provide feedback to staff on preliminary revenue
assumptions and long term capital planning.
2.The Regular Afternoon Town Council Meeting will reconvene at 1:00 pm in
the Town Council Chambers
3.Executive Session
3.1.1. C.R.S. §24-6-402(4)(e) to determine positions relative to matters that
may be subject to negotiations, develop a strategy for negotiations,
and/or instruct negotiators on the topic of Town of Vail Town Manager
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2. C.R.S. §24-6-402(4)(a) to consider the purchase, acquisition, lease,
transfer or sale of real, personal or other property and C.R.S. §24-6-
402(4)(e) to determine positions relative to matters that may be
subject to negotiations, develop a strategy for negotiations, and/or
instruct negotiators on the topic of potential real property acquisition
by the Town;
3. C.R.S. §24-6-402(4)(b) - to have a conference with the Town
Attorney to receive legal advice on specific legal questions, C.R.S.
§24-6-402(4)(e) to determine positions relative to matters that may be
subject to negotiations, develop a strategy for negotiations, and/or
instruct negotiators, and C.R.S. §24-6-402(4)(a) to consider the
purchase, acquisition, lease, transfer or sale of real, personal or
other property on the topic of the acquisition of property described as
East Vail Workforce Housing Subdivision, Lot 1; East Vail Workforce
Housing Subdivision, Tract A, and generally referred to as the Booth
Heights Land Site; and
4. C.R.S. §24-6-402(4)(b) - to have a conference with the Town
Attorney to receive legal advice on specific legal questions; and
C.R.S. §24-6-402(4)(e) to determine positions relative to matters that
may be subject to negotiations, develop a strategy for negotiations,
60 min.
August 16, 2022 - Page 1 of 357
and/or instruct negotiators on the topic of case number 2014-C V-
030259 - Staufer Commercial LLC v. Village I nn Plaza Phase V
Condominium Association et al.
4.Presentation / Discussion
4.1.Outdoor Dinning Enclosures Recap and Overview 20 min.
Presenter(s): J onathan Spence, Planning Manager and Greg Roy, Senior
Planner
Background: This in an update to the Vail Town Council on the status of the
ongoing discussions and development review applications concerning the
modification of outdoor dining operations in Vail and Lionshead Villages.
Staff continues to work with restaurant establishments to improve and
expand their outdoor dining options that enhance the experience and bring
increased vitality and interest to the Villages.
Staff Recommendation: I nformation update only, no action is requested at
this time.
4.2.Special Event Funding Model Research 30 min.
Presenter(s): Mia Vlaar, Economic Development Director, J eremy Gross,
Special Event Coordinator, Bruce Erley, Creative Strategies Group
Background: Updates to the special event funding model and review
structure were presented to Town Council in February with initial feedback
gathered from Town Council. A final report and recommendation has been
created with the support of the Commission on Special Events and a
consultant from Creative Strategies Group.
Staff Recommendation: Town Council is asked to provide input and
direction on the formation of the Event Funding Committee and the Event
Advisory Committee, the proposed changes to the event funding model, and
the C S E section of the Town Code.
4.3.Steward Vail Destination Stewardship Plan Mid-Year Update 30 min.
Presenter(s): Mia Vlaar, Economic Development Director and Cathy Ritter,
Better Destinations LLC
Background: The Town of Vail (TOV) has engaged Better Destinations,
MMGY NextFactor, and The Travel Foundation to develop a comprehensive
destination stewardshp plan, Steward Vail, to gather community feedback
and explore how how tourism can generate greater value to the Vail
community. The plan, which is being developed during 2022, has included
extensive community engagement, the results of which are included in the
materials provided. Vail is seeking a best-in-class strategy, guided by
principles of sustainability, to create a shared vision for a thriving tourism
economy that supports quality of life and quality of experience for all those
who care about Vail.
Staff Recommendation: I nformation update. Listen to presentation and
provide feedback.
4.4.Vail Pass Rest Area Project Update 15 min.
Presenter(s): Hope W right Building Rest Area Asset Manager Colorado
Department of Transportation and Greg Hall Director of Public Works
Action Requested of Council: Listen to presentation and ask questions
Background: The Vail Pass Rest Area is undergoing a complete
reconstruction. This presentation from Colorado Department of
Transportation (C D OT) is an overview of the project.
August 16, 2022 - Page 2 of 357
4.5.Draft Ballot Language Discussion for the Regional Transit Authority 20 min.
Presenter(s): Greg Hall, Director of Public W orks and Transportation and
Stan Zemler, I nterim Town Manager
Background: Draft ballot language discussion regarding the formation and
subsequent funding of the Eagle Valley Regional Transportation Authority.
Staff Recommendation: Provide feedback to staff for a resolution setting
the ballot language on September 6,2022.
5.D R B / P E C Update (5 min.)
5.1.D RB / P E C Update
Presenter(s): J onathan Spence, Planning Manager
6.Information Update
6.1.Highline Vail Update
6.2.Construction Project Timeline Update
6.3.A I P P J une 27, 2022 Minutes
6.4.V LHA J uly 12, 2022 Minutes
6.5.V LHA J uly 26, 2022 Minutes
7.Matters from Mayor, Council and Committee Reports (10 min.)
8.Recess
8.1.Recess 4:10 pm (estimate)
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vailgov.com. All town c ounc il meetings will be streamed live by High Five Acc ess Media and available for
public viewing as the meeting is happening. The meeting videos are also posted to High Five A cc ess Media
website the week following meeting day, www.highfivemedia.org.
Please c all 970-479-2136 for additional information. S ign language interpretation is available upon request with 48
hour notification dial 711.
August 16, 2022 - Page 3 of 357
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: 2023 B udget Preview
P RE S E NT E R(S ): Carlie Smith, Finance Director
AC T IO N RE Q UE S T E D O F C O UNC I L: Provide feedback to staff in preparation for the 2023
B udget process.
B AC K G RO UND: The budget preview meeting kicks off the annual budget process, which after
multiple Council meetings on various budget topics culminates in two readings of a budget
ordinance later in the year.
S TAF F RE C O M M E ND AT IO N: Provide feedback to staff on preliminary revenue assumptions
and long term capital planning.
AT TAC H ME N TS:
Description
2023 Budget Preview Memo
2023 Budget Preview Slides
August 16, 2022 - Page 4 of 357
TO: Vail Town Council
FROM: Town Manager / Department Heads
DATE: August 16, 2022
SUBJECT: 2023 Budget Preview
I. SUMMARY
The purpose of this meeting is to provide a high-level preview of the town’s 2023 budget
process and gather feedback from Council on preliminary budget assumptions and priority
projects and programs. This feedback will be used to create the 2023 draft proposed budget to
be presented to Council on November 1st. The final budget ordinance reading is scheduled for
December 6th.
II. BACKGROUND
During the 2022 budget development, departments are working to propose a budget that will
include the most prioritized goals and initiatives stated as outlined in the Council Action Plan:
GROW A BALANCED COMMUNITY: Engage our community on honoring our social,
recreational, cultural, educational, and environmental values that will guide sustainable
strategies throughout our neighborhoods as the foundation of our town’s continued
success.
August 16, 2022 - Page 5 of 357
Town of Vail Page 2
ELEVATE THE EXPERIENCE: Deliver on the promise, “VAIL, Like nothing on earth,”
that also supports “preserving our earth,” in everything we do.
ENHANCE THE LOCAL ECONOMY: Preserve our vibrant and diverse economy that
keeps Vail at the forefront of our resort competitors.
PRESERVE OUR NATURAL ENVIRONMENT: Excellent stewardship of our natural
environment
In addition to the key initiatives in the Council Action Plan, there are standard budget
philosophies and practices developed over time and agreed to or revised by Council to develop
the budget.
• Budget will reflect the town’s vision and support the Council Action Plan
• Revenues are projected conservatively using analytical and trending processes such as
forecasting
• Town develops a multi-year financial projection for all major funds, including a long-term
capital improvement plan
• Importance of reserve fund balances is to enable the town to withstand unforeseen
events and economic downturns; however in recent years General Fund reserves
beyond minimum limits have been appropriated for one-time contributions, both master
planning projects, special events, and capital investments
• The annual budget process is thorough and comprehensive, allowing for informed
appropriations in accordance with fiscal policies and objectives
• Keeping 35% as minimum reserves (based on annual revenue); Approx. $16M
• Sales tax split between the General Fund and Capital Projects Fund is recommended to
stay at the current division of 62% to the General Fund and 38% to the Capital Projects
Fund
• The town will operate within annual revenue streams with the exception of years when
the town’s recession plan is implemented.
III. BUILDING THE BUDGET
The base information to begin the budget process consists of revenue projections and
reserve levels. Reserves have been adjusted to reflect budget appropriations that
occurred mid-year. Council goals and initiatives are then used as a guide throughout the
budget process to build a strategic plan for the upcoming year.
Revenue Projections:
Revenue projections lay the foundation for the upcoming budget year and are the first step in
determining annual operating expenditures given to the internal departments. In line with the
town’s budget philosophies and given the uncertainty of the economy, staff is proposing a
conservative approach to revenue projections. Following closures caused by the COVID-19
pandemic, the town experienced a remarkable economic recovery beginning in June 2020 with
record-setting collections across all primary revenue sources, including sales tax, lift tax, real
estate transfer tax, and parking sales. These trends have continued into 2021 and 2022.
Contributing to the unprecedented revenue growth have been increased guest visitation, low
borrowing rates, inflation, and record high daily rates within accommodation services.
August 16, 2022 - Page 6 of 357
Town of Vail Page 3
The Town is, however beginning to see a “leveling off” of revenue collections from what was
experienced over the past year. Looking to 2023, other economic considerations may also affect
local and national economies, such as international travel, labor shortages, supply chain
disruptions, 40-year high inflation, and increasing interest rates. Staff will continue to reassess
the 2023 projected revenues throughout the budget process.
The town’s 2023 revenue is preliminarily projected at $86.8 million. Excluding one-time
revenues such as federal transit operating and capital grants, American Rescue Plan
funds, and the Vail Reinvestment Authority transfer, the 2023 proposed revenue
reflects a decrease of 4.9% from the 2022 amended budget and a 5.0% increase
compared to 2021.
Sales tax is the town’s largest generator of revenues. Over the past 14 months (April 2021
through June 2022), sales tax collections have continually exceeded expectations, with
collections increasing between 21% and 58% compared to the same months in 2019 (pre-
pandemic). The chart below reflects sales tax growth by season. Compared to 2021, the 2022
early winter season (January through March) sales tax collections increased a combined $5.7M
or 43%. This is partially because winter 2021 was still experiencing impacts from the pandemic;
however, compared to 2019, the 2022 early winter season was still up a combined $4.9M or
38%. The spring season started strong, with April and May up 25% and 13% from the prior year
and up 52% and 57% from 2019. While still strong, June sales tax collections were up 5% from
the prior year but may indicate a slowing of growth. June was the first month that did not reflect
a double-digit percentage increase compared to the prior year since April 2021.
Through June, collections for the town’s 4% general sales tax total $22.3M, up 36.7%
from 2021 and up 38.14% from 2019. The forecast for the remainder of 2022 is projected flat
with 2021 for July through October, with November and December down 5%. 2023 sales tax is
projected at $38.4M, down 4% from the 2022 forecast but up 11% from 2021 actuals and
up 31% from 2019. This projection is conservative; however, it does not assume a recession.
Instead, it reflects a leveling off current visitation and revenue growth and does not assume that
the current climate is Vail’s “new normal”.
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4
6
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12
14
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18
20
Jan- April Summer Nov/DecMillionsSales Tax Collections by Season
2019 2020 2021 Actual 2022 Forecast 2023 Proposed
August 16, 2022 - Page 7 of 357
Town of Vail Page 4
In the November 2021 election, voters approved a new 0.5% sales tax to be used
towards housing initiatives, programs, and projects. The 2022 amended budget for the
Housing Sales Tax is $4.5M as restricted by TABOR. Should voters approve the town to
collect over the $4.5M set in the ballot language, the 2022 housing sales tax is forecasted
to be $5.0M for 2022. The 2023 housing sales tax budget is projected at $4.8M up 6%
from the 2021 amended budget of $4.5M.
RETT Tax is proposed at $7.2 million, down 4% from the 2022 amended budget and
down 46% from 2021, a record year for RETT with $13.4 million in collections. Starting in
July of 2020, the town began to see dramatic increases in real estate sales, which
continued through 2022. While RETT collections have remained strong real estate sales
are starting to slow as interest rates have increased. 2022 Real Estate Transfer Tax
collections are pacing 17% below 2021.
Parking sales revenues are proposed at $7.1 million, down 8.0% from the 2022 amended
budget and up 1.0% from 2021 actual collections. 2022 winter daily parking sales surpassed
2021 and 2019 by 20% and 32%. The early winter season was still experiencing the effects of
the pandemic as more people opted to park in the town’s parking structure than to use public
transportation. The 2023 budget projects parking sales to level off. The town has installed a new
parking system allowing for a more dynamic pricing structure for both daily and pass sales.
Council will be presented with new parking structure rates at a later date. At that time,
projections will be refined and updated.
Property tax collections are estimated at $5.7 million, flat with 2022. 2023 is reflective of a non-
assessment year. A more accurate estimate will be available in late August when the County
Assessor releases initial projections.
Construction Use Tax is proposed at $2.8 million for 2023, flat with the 2022 amended
budget. This projection is based on a three-year average of construction use tax
collections. This projection may increase as staff is reviewing other upcoming major
redevelopment projects. Construction fees such as building permits, plan check fees, and
design review fees are proposed at $2.3M for 2022, down 5% from the 2022 amended
budget.
Operating Budget:
Nationally, labor shortages and supply chain issues have contributed towards 40-year high
inflation rates. As a result, staff recognizes that operating budgets will need to be re-evaluated.
Staff is proposing that each department reevaluate its needs and priorities to maintain a high
level of municipal services. Departments will be asked to be strategic and surgical when
developing annual operating requests and align requests with programs, projects, and initiatives
that have been identified and prioritized by Council. In addition, departments will be asked to
create a “recession level budget” as part of their budget process to react quickly in the case of
an economic downturn.
Staff and Compensation discussion is scheduled for October 4th. The town is currently
engaged in a staffing and compensation study which is evaluating the town’s market
competitiveness. Staff expects to have results from the study later this year. Adopting a
premium compensation package in addition to employee retention will remain a priority within
the 2023 budget discussions. Aside from the study, staff has been gathering projected merit and
performance-based wage increases for 2023 from other regional employers. Preliminary, staff is
expecting higher than historical average performance-based wage increases for 2023.
August 16, 2022 - Page 8 of 357
Town of Vail Page 5
Reserves & Capital Plan
Within the Town’s four main funds, reserves are projected to be $95.7M at the end of
2022. With better than expected revenues and the town’s recession plan still in place the town
was able to build up reserves during 2020 and 2021. During 2022, the town has several large
capital projects planned to utilize these funds, including Residences at Main Vail (above the
bonds proceeds), fire truck replacements, electric bus replacements, a new parking entry
system, water quality infrastructure, and new town employee rental units. Of the $95.7M,
$76.5M is available above the reserve minimum (35% of General Fund Revenues) to use
towards new programs, initiatives, and capital projects. Looking forward projected reserves
levels reflect an increase however many high dollar and significant priority projects identified by
Council are not currently funded within the 5 year plan. Additionally, staff expects capital costs
to increase as the 5 year plan is updated through the budget process. A list of unfunded projects
is included below.
The Vail Reinvestment Authority is another source of available funds but can only be used for
projects within the district. There will not be significant funds available until 2023 due to the
Frontage Road roundabout project however, the VRA will have an estimated $43.0M of
available funds between now and 2030. All VRA funds MUST BE used by June 30, 2030.
With increasing interest rates and a 8-year expiration of the district, bonding has become less
feasible. Should a large project be identified to be funded with TIF funds, staff would
recommend borrowing from the town’s General Fund or Capital projects fund. Possible future
projects that have been identified to utilize VRA funds include a new oversized vehicle parking
39.6
24.8
28.3
33.9
43.0
53.0
28.1
16.8 15.2 15.9 15.8 15.5
4.6
9.2
13.8
18.4
23.0
44.4
49.5 49.1 48.8 48.8 48.2
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10.0
20.0
30.0
40.0
50.0
60.0
2021 Actual 2022 2023 2024 2025 2026
Capital
Projects Fund
RETT Fund
Housing Fund
General Fund
Available Reserves
August 16, 2022 - Page 9 of 357
Town of Vail Page 6
location as well as projects identified within the Civic Area Master Plan such as the renovation
of Dobson arena and sustainability updates to the town’s library.
The current 5-year capital plan is attached for informational purposes. Please see Attachment
A. This document has only been updated to reflect 2022 supplemental adjustments. Staff will
return on October 4th with the updated five-year capital plan. To date, notable projects
proposed for 2023 include:
Capital Projects Fund
• Smart Transportation Roundabout Lighting ($2.5M)
• Village/ Lionshead streetscape/snowmelt replacement ($3.0M)
• Neighborhood bridge repair ($1.5M)
Real Estate Transfer Tax Fund
• Placeholder for Lionshead Gore Valley Trail ($2.3M)
Housing Fund
With the passing of a 0.5% sales tax approved by Vail voters, the Housing Fund will be able to
build up restricted funds more quickly for housing projects, programs, and initiatives. Several
projects identified on the Unfunded list and prioritized by Council could utilize these funds. The
Housing Fund is also funded by an annual $2.5M transfer from the Capital Fund to support the
InDeed program. Unspent funds from the transfer remain with the Housing Fund and are then
reappropriated to be used towards the InDeed program or other capital housing projects. Would
Council like to continue the annual transfer of $2.5M from the Capital Fund to Fund this program
or instead fund this program with a 0.5% Housing Tax?
Unfunded
Several large capital projects are not currently included in the 5-year plan but have been
identified by Council as a priority. Unfunded projects include:
• Booth Height Open Space Parcel Acquisition
• Timber Ridge Redevelopment
• Civic Center/Dobson Redevelopment
• Other Future Housing Opportunities
• Children’s Garden of Learning Long-term Permanent Location
• Nature Center
• Outcomes from the Ford Park Master Plan update
• West Vail Master Plan Implementation
• West Middle Creek
• Development and purchase of East CDOT Parcel
The town’s reserves alone will not be able to fund all of the above projects. The Council will
need to prioritize projects in addition to looking for public-private partnership, grant
opportunities, utilizing a save and pay approach, and analyzing additional debt capacity
(limited).
ACTION REQUESTED
The feedback given during this work session will help establish a foundation from which to build
the 2023 budget and is not considered an “approval” of any particular item within the budget.
Upcoming budget presentations will provide more opportunities for adjustments. However, in
order to give direction to departments in beginning to build their budgets, staff is requesting
feedback on the following:
August 16, 2022 - Page 10 of 357
Town of Vail Page 7
1.Does Council agree with the standard budget philosophies and practices?
2.Does Council have comments on staff’s preliminary revenue assumptions?
3.Does Council support an evaluation of department operating
expenditures?
4.Staff will bring the capital plan and a compensation study on October 8th.
Are there any items we’ve missed or other considerations for these items?
5.Does Council want to fund the InDeed program with an annual transfer
from the Capital Project Fund or utilize the new housing sales tax?
6.Is there anything else you would like staff to be aware of as we build the
budget?
August 16, 2022 - Page 11 of 357
2022Amended 2023 2024 2025 2026Total Sales Tax Revenue: 39,950,000$ 38,400,000$ 39,551,160$ 40,737,145$ 41,551,468$ 2022: Adjusted for 2022 YTD through April, May through November flat with 2021 Actuals; December down 5%; 2024/2025: 3% Increase, 2026: 2% increaseSales Tax Split between General Fund & Capital Fund62/38 62/38 62/38 62/38 62/38Sales Tax - Capital Projects Fund 15,179,000$ 14,592,000$ 15,029,441$ 15,480,115$ 15,789,434$ Sales tax split 62/38Use Tax 2,800,000 2,856,500 2,914,130 2,972,913 3,032,871 2022: Based on 5-year average with Park Meadows ProjectConstruction Fees 1,500,000 - - - - 2022:$1.5M traffic impact fee for Frontage Rd projectFranchise Fee204,000 208,080 212,242 216,486 220,816 1% Holy Cross Franchise Fee approved in 2019; 2022-2026 based on 2% annual increaseFederal Grant Revenue1,650,000 - - - - 2022: $1.65M Allocation from Hickenlooper/Bennet federal grant award for two additional electric busesOther State Revenue2,364,149 - - - - 2022: $2.1M CDOT grant for four electric buses; $255.7K CDOT grant for four electric bus chargers; $6K ARP library grant for additional book drop; $36K grant for electric car charging infrastructure Lease Revenue164,067 164,067 172,270 172,270 172,270 Per Vail Commons commercial (incr. every 5 years); adjusted to remove residential lease revenue ($38K)Employee Rental Housing Sales295,000 - - Sale of Vail Heights #7 (purchased in 2015)Project Reimbursement366,000 - - - - 2022: $15K reimbursement from Vail Health for new bus stop included in Frontage Rd project, and $351K ERWSD reimbursement for Frontage Rd. projectTimber Ridge Loan repayment463,043 462,999 462,955 462,909 496,022 2022: Payoff of TR Loan (originally budgeted to be paid off in 2028)Earnings on Investments and Other112,865 173,859 197,819 237,317 299,357 2022: 0.7% returns assumed on available fund balanceTotal Revenue25,098,124 18,457,505 18,988,857 19,542,010 20,010,770 FacilitiesFacilities Capital Maintenance495,500 615,000 469,500 265,000 360,000 2022: Fire Station interior paint ($35K), Fire Stations Radiant tube replacement ($25K); Library Skylight maintenance ($150K), Library book drop-off at Safeway ($6K) (Reimbursement above), PW roof repairs ($50K), Phase 3 of transit center skylight replacement ($50K); 2023: Fire Station II exhaust extraction system ($75K), Fire Station III Stucco patching/painting ($40K); library air handling replacement ($125), Bus barn gradient tube replacement ($50K); 2024: PW 30% roof replacement ($75K), Buzzard Park repairs ($75K), Buzzard Park roof repairs ($50K), transit office windows and doors ($25K), PW overhead garage door ($50K), PW carpet replacement ($50K); 2025: Fire Station II Overhead garage doors ($25K), Library Boiler Replacement ($25K); 2026: Lionshead Transit Center Repairs ($50K), Buzzard Park washer/dryer replacement ($15K); Transit Office carpet replacement ($15K)Municipal Complex Maintenance1,549,407 205,000 260,000 267,800 275,834 2022: Municipal and Comm Dev Building Remodel; Replace HR heat system ($100K); 2020: PD locker room and restroom repairs ($50K), Comm Dev window replacement ($100K), Comm Dev interior wall and ceiling maintenance ($30K); 2023: Comm Dev boiler replacement ($100K), Comm Dev air handler replacement ($75K); 2024: PD roof replacement ($150K), PD boiler tube repairs ($50K); 3% annual increase 2025-2035Public Works Building Maintenance300,000 80,000 - - 100,000 2022: $300K to replace two HVAC units at Public Works; 2023: Window Replacement ($80K); 2026: Roof Replacement ($100K)Welcome Center/Grandview Capital Maintenance125,000 25,000 50,000 25,000 25,750 2022: $100K Furniture replacement in Vail Village Welcome Center; 2024: furniture upgrades ($50K); 3% annual increase 2025-2026Employee Rental Units3,088,649 2022 Employee Rental Units purchases to Capital FundEmployee Rental Capital Maint25,000 25,000 25,000 25,000 25,000 2022 Capital Main budget for town owned rental units to Capital FundSnowmelt Boilers Replacement1,367,129 500,000 - - - 2022: $1.4M accumulated funds for the replacement of TRC 8 electric boilers (2 per year); 2023: TRC electric boiler replacements (2)Arabelle Snowmelt Boilers- 190,000 - - - 2023: Shared expense with Arrabelle for streetscape heat; Boiler replacementDonovan Pavilion Remodel5,000 - 50,000 - 25,000 2022:Final Donovan Pavilion upgrades; 2024/2026: Maint placeholdersPublic Works Shops Expansion1,827,316 - - - - Expansion and remodel of the Public Works shop complex as outlined in an updated public works master plan (previously completed in 1994) financed by leasebackTotal Facilities8,783,001 1,640,000 854,500 582,800 811,584 TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUND 1 ATTACHMENT AAugust 16, 2022 - Page 12 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDParkingParking Structures 1,161,429 940,000 1,040,000 1,287,000 1,177,500 2022-2026: Various repairs including deck topping replacement, expansion joint repairs, ventilation, HVAC, plumbing and other structural repairsOversized Parking Area 2,100,000 - - - - 2022: $100K for Design and survey costs for new oversized parking area; $2.0M placeholder for Construction of surface parking lotParking Entry System / Equipment 1,510,410 - - - - 2022: $1.2M for a new parking system; $312K for 5 year up front cost of subscription softwareRed Sandstone Parking Structure (VRA) 23,855 - 70,000 - 50,000 2022: $23.8K to build fence at parking structure; 2024: $70K structure resealing, 2026: $50K Concrete patch replacementLionshead Parking Structure Landscape Renovations (VRA) 30,291 - - - - 2022: complete landscaping at the Lionshead parking structure ($30.3K); resealing and concrete replacementTotal Parking4,825,985 940,000 1,110,000 1,287,000 1,227,500 TransportationBus Shelters 30,000 30,000 30,000 30,000 30,000 Bus shelter annual maintenance; 2020 includes Lionshead transit center Westbound Bus shelterReplace Buses 7,650,000 - 2,200,000 - - 2022: $1.65M for 2 electric buses funded with Hickenlooper Federal grant dollars; Move forward $6M from 2023 budget to purchase 6 electric buses; 2024: $2.2M for 2 electric busesBus Was Equipment - - - - 100,000 Replace Bus Wash EquipmentTraffic Impact Fee and Transportation Master Plan Updates 381,785 - - - - 2022: $75k for big data analysis and public outreach on Transp. Master Plan update project. $300K to update Vail transportation master plan pending the outcome of the West Vail Master PlanHybrid Bus Battery Replacement 165,000 - - - 360,000 2022: Scheduled replacement placeholder; Estimated life of 6 years; While batteries are passed their lifecycle replacement has not been needed as of yet; 2026: Scheduled replacement placeholder; Estimated life of 6 years; While batteries are passed their lifecycle replacement has not been needed as of yet; Electric bus chargers and electrical service rebuild 432,675 - 400,000 - - 2022: Supplement $30K to include W Vail Fire Station charging station and 5 year subscription. Re-appropriate $147K for electric bus infrastructure; $255K additional funding from CDOT grant; 2021:$1.3M to continue to construct electric bus charging station and electrical service infrastructure at Lionshead and Vail Village Transit centers; $1.1M in grant revenue will offset cost of this project; 2024: $400K New charging station placeholders for additional electric buses added to fleetTotal Transportation8,659,460 30,000 2,630,000 30,000 490,000 Road and BridgesCapital Street Maintenance 1,380,000 1,350,000 1,475,000 1,330,000 1,460,000 On-going maintenance to roads and bridges including asphalt overlays, patching and repairs; culverts; 2022/2023 includes asphalt and mill overlay ($575K); 2024 includes surface seal ($190K); asphalt mill overlay ($565K); Street Light Improvements 294,369 75,000 75,000 75,000 80,000 Town-wide street light replacementSlifer Plaza/ Fountain/Storm Sewer 71,417 - - - - 2022: $71.4K for water quality vault ongoing repairsVail Health / TOV Frontage Road improvements 3,387,820 - - - - 2022: $3.4M to complete VH plans for expansion; Improvements span from LH Parking structure to Municipal building (Total cost $7.5M) funded by VRA in 2021, Traffic impact fee ($1.5M)South Frontage Rd Lionshead Medians (VRA) - - - - 6,000,000 2026: Improvements to the South Frontage Rd Medians in Liosnhead (VRA reimbursement)Neighborhood Bridge Repair 125,000 1,400,000 - - 400,000 2022: $25K from Street Mtce to cover bridge repairs; $100K from 2023 budget to begin design of Bighorn Rd Bridge rails and culvert replacement; 2023: Replace Bighorn Rd bridge rails and culvert headwalls ($800K); Repairs to Nugget Plan bridge rails to meet current safety standards ($350K); Replace Lupine Drive Bridge guardrail to meet current safety standards ($350K); 2026: Placeholder for Gore Valley Trail Bridge Replacement (Pedestrian Bridge near ERWSD)Seibert Fountain Improvements 27,888 - - - 100,000 2022: Final payments for Fountain software system and valve upgrades at Seibert Fountain; 2026: Placeholder for pump replacementRoundabout Lighting Project 50,000 2,450,000 - - - 2022: $50K to design roundabout lighting project. The 2023 budget includes $2.45M and proposes to install new lighting at the West Vail and Vail Town Center roundabouts. Current light poles will be replaced with 30' LED light poles and would incorporate smart transportation equipment such as traffic camerasNeighborhood Road Reconstruction 1,463,175 - - - - 2022: $1.5M for East Vail road Major Drainage Improvements constructionVail Village Streetscape/Snowmelt Replacement 1,250,000 1,500,000 1,500,000 - - Replacement of 18 yr. old streetscape and snowmelt infrastructure in Vail Village Vail Road Sidewalk Construction - - - 650,000 - 2025: Sidewalk construction on Vail Rd. between Beaver Damn and Forest Rd. East Mill Creek Culvert Replacement - - - 650,000 - 2025: Replace the metal pipe culvert from Vail Valley drive from Gold Peak to Manor Vail 2 August 16, 2022 - Page 13 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDSandstone Creek Culvert Replacement at Vail View - - - 650,000 - 2025: Replace the metal pipe culvert at Sandstone Creek and Vail View DriveLionshead Streetscape/Snowmelt Replacement (VRA) - 1,500,000 1,500,000 - - 2023/2024: Replacement of 18 yr. old streetscape and snowmelt infrastructure in LionsheadTotal Road and Bridge8,049,669 8,275,000 4,550,000 3,355,000 8,040,000 TechnologyTown-wide camera system 60,000 30,000 30,000 100,000 30,000 $30K Annual maintenanceAudio-Visual capital maintenance 96,750 18,000 18,000 18,000 18,000 2022: Reduce audio visual budget for annual operating cost for security camera software support; Re-assessment and update of A/V and videoconferencing solutions town-wide ($132K); '$18K annual maintenance / replacement of audio-visual equipment in town buildings such as Donovan, Municipal building, Grand View, LH Welcome CenterDocument Imaging 50,000 50,000 50,000 50,000 100,000 Annual maintenance, software licensing, and replacement schedule for scanners and servers includes $2.5K for LaserficheSoftware Licensing 700,000 714,000 728,280 742,846 757,703 Annual software licensing and support for town wide systemsHardware Purchases 75,000 75,000 75,000 75,000 75,000 2021-2026: $75K for workstation replacements (20-25 per year)Website and e-commerce 70,000 60,000 60,000 60,000 60,000 2022-2026: Annual website maintenance ($60K); $10K TO continue website migration to GranicusFiber Optics / Cabling Systems in Buildings 625,000 50,000 50,000 50,000 500,000 2022: $575K re-appropriation to add additional fiber infrastructure to connect critical IT equipment locations including the Village parking structure; the Muni Building; LH Parking Structure; and the West Vail Fire Station 2022-2025: Repair, maintain & upgrade cabling/network Infrastructure $50K; 2026: Placeholder for additional fiber infrastructure growthNetwork upgrades 55,000 30,000 30,000 100,000 30,000 Computer network systems - replacement cycle every 3-5 years; Data Center (Computer Rooms) 155,000 30,000 30,000 30,000 30,000 2022: Includes $125K for Data Center equipment annual maint agreement (2 year agreement); $30K annual maintenanceBroadband (THOR) 94,800 94,800 94,800 94,800 150,000 2021-2024: $94.8K annual broadband expenses, potential future revenues; 2026: $150K for potential infrastructure growthBus Camera System - 15,000 - - - 2023: $15K for Installation of software and cameras in busesBusiness Systems Replacement 55,000 30,000 - - 100,000 2022: HR Performance mgmt. system ($55K); 2023: $30K every other year for parking system upgrades; 2026: Placeholder for Business System Replacements Total Technology2,036,550 1,196,800 1,166,080 1,320,646 1,850,703 Public SafetyPublic Safety System / Records Mgmt. System (RMS) 36,000 25,000 25,000 25,000 25,000 $25K Annual capital maintenance of "County-wide "Computer Aided Dispatch/Records Mgmt. System"; 2022: Includes $12.8K for PD Brazos systemPublic Safety IT Equipment 25,000 25,000 25,000 25,000 25,000 Annual Maint/Replacement of PD IT Equipment including patrol car and fire truck laptops and software used to push information to TOV and other agencies; TOV portion of annual Intergraph software maintenance; Public Safety Equipment 96,128 101,548 101,548 101,548 - 2022: Police Equipment for patrol cars ($16.8K), $5k increased cost of barriers, Gas masks ($14.5K), Livescan systems ($16.5K); PD truck sign ($13K), 2 additional event barriers ($30.7K)Fire Safety Equipment 25,000 - - 345,000 60,000 2022: Re-appropriate Wildland personnel protection equipment ($25K) 2025: $300K to replace 10-15 year old radios; $45K knox box system replacement/upgrade; 2026: $9K Forcible entry training prop; $16K drone expansion; $35K Extrication EquipmentThermal Imaging Cameras 12,000 - - - 14,000 For the purchase of 3 cameras (2019,2020,2022) which will allow firefighters to see through areas of smoke, darkness, or heat barriers; 2026: Placeholders for thermal camera replacement ($14K)Fire Station Alert System 230,000 - - - - 2022: Fire Station Alerting System to improve response times. This system will work with the Dispatch system and the timing is being coordinated with Eagle River Fire. Deferred $198K from 2020Radio Equipment replacement/expansion - - 720,000 - - Replacements of radios for PW, PD and Fire (approximately every 5 years)Fire Truck Replacement 2,746,300 400,000 - - - 2022: Move $166.3K from 2023 to order Type 6 Brush truck to be delivered in 2023; $880K for replacement of Engine I purchased in 2011 (Truck was ordered in 2021 but unable to be delivered); Replacement of Ladder truck (aerial apparatus) purchased in 2000 ($1.7M); 2023: Type 3 Truck (heavy wildland engine)Total Public Safety3,170,428 551,548 871,548 496,548 124,000 3 August 16, 2022 - Page 14 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCECAPITAL PROJECTS FUNDCommunity and Guest Service Timber Ridge Redevelopment 50,000 2022: $50K for TR feasibility study Children's Garden of Learning Temporary Facility Relocation 325,545 - - - - 2022: $70K increase budget for final clean-up and east side improvements of lot. Re-appropriate $255K for final costsEnergy Enhancements 97,294 - - - - 2022: $61.3K for Electric car charges and infrastructure at various town locations; $36K new grant for electric infrastructurePedestrian Safety Enhancements 25,000 - - - - $25K for planning and design for lighting replacement projectCivic Area Redevelopment 100,000 - - - - 2022: $100K to explore outcomes of the Civic Center Master Plan such as feasibility studies / design (includes $50K for Dobson structural engineering study and $50K for preliminary Lot 10 park design)Underground Utility improvements 15,459 - - - - 2022:$15.5K to finalize Big Horn underground utility projectGuest Services Enhancements/Wayfinding 24,307 - - - - 2022: Begin design process for new wayfinding signage budgeted in 2024 ($24.3K)Vehicle Expansion 494,500 296,500 125,600 - - 2022: 5 (of 12) vehicles for PD take-home program, detective take-home vehicle; fire inspector vehicle, wildland crew vehicle; 2023; 5 PD take-home vehicles; 2024: 2 PD take-home vehicles (final stage of program implementation)Total Community and Guest Service1,132,105 296,500 125,600 - - Total Expenditures 36,657,198 12,929,848 11,307,728 7,071,994 12,543,787 Other Financing Sources (Uses)Debt Service Payment (1,155,712) (1,154,784) (1,158,592) (1,157,048) (1,155,240) Debt Payment for PW ShopsTransfer from Vail Reinvestment Authority 2,302,146 1,550,000 1,620,000 50,000 6,100,000 2022: $70K for CGL boulder wall; $30.3K LH parking structure landscaping; $1.5M reimbursement for Frontage Rd roundabout; $256K to complete new CGL building; $23K for Red Sandstone parking structure safety fence; $350K LH electric snowmelt boiler; $50K LH parking capital maint; 2023-2024: Lionshead streetscape/snowmelt replacement; 2026: Improvements to S. Frontage Rd MediansTransfer to Residences at Main Vail (6,144,204) - - - - Transfer to Residences at Main Vail Fund to phase one expendituresTransfer to Housing Fund (8,032,704) (2,500,000) (2,500,000) (2,500,000) (2,500,000) 2022: Transfer to Housing Fund; 2.5M per year; $1.5M Debt Service for Residence at Main Vail; 2022-2026: $2.5M Transfer to Housing Fund Transfer from General Fund 20,000 - - - - Transfer from Police Seizure Funds to cover K-9 vehicle ($20K)Total Other Financing Sources and Uses(13,010,474) (2,104,784) (2,038,592) (3,607,048) 2,444,760 Revenue Over (Under) Expenditures(24,569,548) 3,422,873 5,642,537 8,862,968 9,911,744 Beginning Fund Balance 49,406,514 24,836,966 28,259,839 33,902,375 42,765,344Ending Fund Balance 24,836,966 28,259,839 33,902,375 42,765,344 52,677,088 4 August 16, 2022 - Page 15 of 357
2022Amended 2023 2024 2025 2026RevenueReal Estate Transfer Tax 7,500,000$ 7,200,000$ 7,416,000$ 7,638,480$ 7,867,634$ 2022; Based on 5 year average; 2024-2026: 3% annual increaseGolf Course Lease 171,700 173,417 175,151 176,903 178,672 Annual lease payment from Vail Recreation District; annual increase will be based on CPI; New rate effective 2020 with lease signed in 2019; Rent income funds the "Recreation Enhancement Account" belowIntergovernmental Revenue 410,000 20,000 20,000 20,000 20,000 2022: $40K from Eagle County for wildfire mitigation; $20K lottery proceeds; $50K reimbursement from VLMD for Welcome Center displays; $300K re-appropriation from ERWSD for Dowd Junction retaining wall; 2023-2026: $20K lottery proceedsProject Reimbursements 101,200 - - - - 2022: VRD reimbursement for annual Synexis, $90K reimbursement from the VLMD for DSMP Welcome Center displays (see project below);Donations 42,433 - - - - 2022 1st Supplemental: $10K donation from Doe Browning for Winterfest; $32.4K unused East West donation for Ford Park art spaceRecreation Amenity Fees 10,000 10,000 10,000 10,000 10,000 $10K annuallyEarnings on Investments and Other 157,460 67,176 106,379 110,336 108,867 2022: $25K use of bag fees for waster intern and programming. Corresponding expense below; 2023 0.4% interest rate assumed, 2024-2026: 0.7% interest rate assumedTotal Revenue 8,392,793 7,470,593 7,727,530 7,955,718 8,185,173 ExpendituresManagement Fee to General Fund (5%) 375,000 382,499 390,149 397,952 405,910 5% of RETT Collections - fee remitted to the General Fund for administrationWildlandForest Health Management 590,465 567,500 578,900 590,500 602,300 Transfer from GF for wages/benefits; Operating budget for Wildland Fire crew; 2022 includes additional 2.3FTEWildfire Mitigation 90,000 25,000 25,000 25,000 25,000 2022: $25K increase to participate in wildfire camera pilot program and $40K mitigation paid for by Eagle County. Implementation of Fuels Reductions projects and potential geological hazard study to update CWPP. NEPA for East Vail Hazardous Fuels Reduction 99,000 - - - - Complete the NEPA analysis for the East Vail Hazardous Fuels Reduction Project. This is a project which council has already voted to support, it consists of hazardous fuels reduction on USFS lands from East Vail to Red Sandstone Road; $49K increase in estimated NEPA costs as approved by Council Wildland Fire Shelter - - 17,500 - 17,000 2024: $17.5K To purchase a wildland shelter safety device; 2026: $17K Placeholder for wildland shelter safetyFire Free Five - Rebate Program 150,000 - - - - Cost share program for Vail citizens implementing Fire Free Five Fire Free Five - TOV Implementation 200,000 - - - - 2022: Move forward $100K from 5 year plan to mitigate all TOV facilities; Fire Free Five- TOV facilitiesTotal Wildland1,129,465 592,500 621,400 615,500 644,300 ParksAnnual Park and Landscape Maintenance 2,192,354 2,178,251 2,221,816 2,266,252 2,311,577 Ongoing path, park and open space maintenance, project mgmt.; Town Trail Host volunteer program ($16,000); $5K for propane for winter outdoor heating; 2022: Includes $51.8K Transfer from GF for salaries/benefitsVillage Holiday Lighting Design 185,000 - - - - 2022: This includes the costs of a consultant to assist the town in identifying alternative holiday decorations from traditional trees decoration; purchase two pre-lit trees for Vail Village and Lionshead as an alternative to decoration live treesPark / Playground Capital Maintenance 210,000 125,000 127,500 127,500 130,050 2022: $50K to replace playground equipment at 4 parks. $35K sidewalk repair to Ellefson Park sidewalks to coincide with turf project; Annual maintenance items include projects such as playground surface refurbishing, replacing bear-proof trash cans, painting/staining of play structures, picnic shelter additions/repairs, and fence maintenanceMayors Park Capital Maintenance 50,000 - - - - 2022: $50K Replace flagstone at Mayors ParkTree Maintenance 75,000 75,000 75,000 75,000 85,000 On going pest control, tree removal and replacements in stream tract, open space, and park areasStreet Furniture Replacement 85,000 85,000 85,000 85,000 86,700 Annual street furniture replacementVillage Landscape Enhancements 50,000 Landscaping Enhancements of areas identified in Vail Village for potential future sculptural placementStephens Park Safety Improvements 35,821 - - - - 2022: $35.8K for interpretive signage, playground equipment, and landscapingFord Park Master Plan 200,799 - - - - 2022: Master Plan Revisions/Updates to address several proposed modifications including the Vail Nature Center, an indoor tennis/pickleball facility, BFAG expansion, conversion of fields to turfFord Park- Betty Ford Way Pavers 1,200,000 - - - - 2022: Construction of new concrete unit paver roadway, new steel guardrail, stream walk intersection improvement, and landscaping improvements. This project would be coordinated with BFAGFord Park Enhancement: Priority 3 Landscape area 5,946 - - - - 2022: $5.9K for landscaping at the Nature Center bridgeFord Park Lower Bench Turf/Irrigation - - 300,000 - - 2024: $300K Replacement of worn turf grass area and inefficient irrigation systemTOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX 5 August 16, 2022 - Page 16 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX Ford Park Playground Improvements 200,000 - - - 300,000 2022: Safety Improvements to the Ford Park play area including wooden bridge to boulder area, expansion to toddler area, ADA upgrades, and replacement of a safety net ($200K); 2026: Renovation of Western half wooden structure from mid 1980's ($300K)Ford Park Picnic Shelter - - - 350,000 - 2025: Replace Ford Park picnic shelterFord Park Lighting Control System 180,000 - - - - 2022: Replacement of Ford Park lighting control system (discontinued by the manufacturer). Current system is over 10 yrs. OldSunbird Park Fountain Repairs 3,430 - - - - 2022: Re-appropriate $3.4K for final billsVail Transit Center Landscape 32,817 - - - - 2022: $32.8K for completion of landscaping at Vail transit centerSynthetic Turf Replacement - 410,000 - - - 2023: Scheduled replacement of synthetic turf based on 7 year life expectancyTurf Grass Reduction 199,862 - - - - 2022: $199.9K Continuation of turf reduction at Ellefson park, turf replacement at TM residences and Red Sandstone UnderpassPlayground Restroom Replacements - - - - 300,000 Replace the three remaining modular restroom buildings at Bighorn Park (2026), Red Sandstone (2028), and Stephens Park (2030)Kindel Park/Mill Creek 149,862 100,000 - - - 2022: $150K Improvements to heavily worn stream tract between Hanson Ranch Rd and Pirateship park; 2023: riparian planting and improved pedestrian circulation along Mill Creek corridorDonovan Park Improvements 35,000 115,000 - - - 2022: Relandscaping on Donovan Park parking lot islands; 2023: Replacement of decks Willow Park Drainage Improvements - - - 125,000 - 2025: Improvements to drainage and inefficient irrigation systemRed Sandstone Park Picnic Shelter - - 75,000 - - 2024: Modest 12'x12' shelter near volleyball court deferred from 2022-2024Pirateship Park Improvements - 50,000 - - - 2023: Replace wood siding and add climberGore Creek Promenade Rehabilitation 370,000 - - - - 2022: Planning, design, and rehabilitation of the Gore Creek Promenade caused by excessive guest visitation. Project would include expansion of heated paver walkways, ground-level wood picnic deck, artificial lawn area, landscape enhancements, and a stream walk connection to the Covered Bridge Pocket ParkBuffehr Creek Park Safety Improvements - - - 350,000 - 2025: Replacement 20-yr old "catalog" playground equipment with custom build deferred from 2022 to 2025 ($350K)Buffehr Creek Park picnic shelter - - - 75,000 - 2025: 15'x 25' shelter at existing picnic area deferred from 2022 to 2025 ($75K)Ellefson Park Safety Improvements - - 300,000 - - 2024: Replacement 15-yr old "catalog" playground equipment with custom build ($300K)Total Parks5,460,891 3,138,251 3,184,316 3,453,752 3,213,327 Rec Paths and TrailsRec. Path Capital Maint 159,717 85,000 85,000 85,000 86,700 2022: $74K for amphitheater bridge railings and decking; $85K for annual Capital maintenance of the town's recreation path systemBike Safety 15,000 15,000 15,000 15,000 15,000 $15K annual cost for bike safety programsBike Path Signage 35,000 75,000 - - - 2022/2023: Bike Path Signage: Enhancement of existing trail signage to improve etiquette, safety and wayfindingPedestrian Bridge Projects 400,000 - - 400,000 - 2022-2026: Systematic rehabilitation or replacement of 5 pedestrian bridges. 2022: Donovan Park, Pedestrian Overpass; 2025: ERWSD BridgePedestrian Connectivity Projects - - 600,000 600,000 2024: SFR to Dobson, 2026: Donovan to Cascade on SFRGore Valley Trail Bridge Replacement (ERWSD) 40,000 - - - - 2022: Design and planning for Gore Valley Trail Bridge replacement (ERWSD)Gore Valley Trail Realignment - 2,300,000 - - - 2022: $2.3M Placeholder for construction to realign Gore Valley Trail- cost share with Vail ResortsGore Valley Trail Fence Replacement at Dowd Junction 50,000 - - - - 2022: Replace wood fence along Gore Valley Trail in Dowd Junction in conjunction with CDOT wildlife fence projectGore Valley Trail Reconstruction - 80,000 - 80,000 - 2023: Placeholders for Gore Valley Trail MaintGore/Deluge Lake Trailhead Parking/Restroom - - - 400,000 - 2025: Improvements to the Gore Creek/Deluge Lake trailhead to improve parking, safety, traffic flow and addition of a restroom facilityEast Vail Interchange Improvements 209,443 - - - - 2022: $209K to continue East Vail interchange projectDowd Junction repairs and improvements 799,155 - - - - 2022: Continue Re-stabilization of Dowd Junction retaining wall ($799.2k); Repairs to culverts, drainage, and preventative improvements; project in cooperation with Eagle River Water and Sanitation; offset with reimbursement of $300K reimbursement from ERWSD (See project reimbursement above)East Vail Interchange Trailhead parking lot expansion 200,000 - - - 2023: Expanded parking lot at East Vail Interchange trailheadBooth Lake Trailhead Parking Restroom 438,950 - - - - 2022: Installation of permanent restroom at Booth Lake trailhead for hikersTotal Rec Paths and Trails2,147,265 2,755,000 700,000 980,000 701,700 Recreational FacilitiesNature Center Operations 106,187 109,373 112,654 116,033 119,514 Nature Center operating costs(Contract with Walking Mountains)6 August 16, 2022 - Page 17 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX Nature Center Capital Maintenance 93,855 - 8,064 - - 2022: $55K placeholder for nature center maint and repairs; Wood siding and trim repairs ($11.4K), open rail fencing replacement ($13.4K); 2024: path and walkway repairs ($8.1K)Nature Center Redevelopment 383,522 - - - - 2022: $383.5K for further planning and design for a nature center remodelLibrary Landscape and reading area 100,000 - - - - 2022: Exterior landscaping and site work enhancements for an outdoor reading areaTotal Recreational Facilities683,564 109,373 120,718 116,033 119,514 EnvironmentalEnvironmental Sustainability 694,471 664,535 664,535 677,826 677,826 Annual operating expenditures for Environmental department (4.25 FTEs); includes $40K for Clean up day, professional dues to organizations such as CC4CA, Climate Action Collaborative, etc.; $12k sustainability intern, $10K Waste Education intern paid for with bag fees; $20.9K transfer from GF for salary/benefitsRecycling and Waste Reduction Programs 275,320 122,500 122,500 122,500 128,625 2022: Use $15K bag fee collections for waste intern, reusable bags and market compost program. Re-appropriate $20.3K for pilot compost program through April 2022; Green($40K), Ball Cup Program ($30K), Bus Recycling Challenge ($13K), C&D Pilot ($5K), Green Team ($2.5M), Love Vail website ($20K), Recycling hauls($25K), Compost Program Phase 2 ($45K), Farmers Market Zero Hero ($42K); Recycling Education ($17.5K)Ecosystem Health 538,200 321,500 327,930 327,930 334,489 2022: $175K placeholder for Dowd Junction wildlife crossing (partnership with CDOT); $14.7K for CO Communities for Climate Action retreat and $27K for partnership with Zinc Media for Sustainable Travel, CC4a ($3K), Biodiversity Study ($150K), Strategic Plan ($10K), SD Contract ($18K), Trees for Vail ($5K), USFS Front Ranger Program ($33K), Wildlife Habitat Improvements ($102.5K)Energy & Transportation 89,049 55,000 56,100 56,100 57,222 2022-2024 Annual expenditures: Energy Smart Partnership contract ($40K), Solar Feasibility Study ($25K), EV Planning and analysis ($8K), Sole Power ($7.5K); 2022: Energy Smarts ($40K), Sole Power ($7.5K), Energy Outreach Programs ($7.5K)E-Bike Programs 193,000 193,000 198,000 198,000 208,000 Town of Vail E-bike share program ($175K); E-Bike Ownership Model Program ($18K)Streamtract Education/Mitigation 50,000 51,000 51,000 52,020 52,020 2022: $50K annual streamtract education programming such as "Lunch with Locals" landscape workshops, City Nature Challenge and storm drain art;Water Quality Infrastructure 2,016,541 - - - - 2022: Re-appropriate for water quality infrastructure; $300K for snow dump cleanout and West Vail drainage grate replacement; 2021: Continue water quality improvement to Gore Creek; Stormwater site specific water and water quality construction projects as part of "Restore the Gore" Streambank Mitigation 125,000 100,000 100,000 100,000 100,000 2022-2026 Continuation of Riparian Site specific construction projects for Water Quality Strategic Action Plan ($648.3K) includes 2018 grant awards continued in 2020 for GoCo grant ($39K) and Fishing is Fun grant ($30K)- See carryforward of grant revenue above.Private Streambank Mitigation Program 150,000 - - - - Private streambank mitigation program funding placeholderGore Creek Interpretive Signage 225,000 - - - - 2022: $225K for watershed map and installation at the Gore Creek PromenadeWelcome Center Educational Displays 200,000 - - - 150,000 Steward Vail educational displays in the Lionshead and Vail Village Welcome Centers; $50K reimbursement from the VLMD; 2026: Placeholder to update Welcome Center displaysFord Park Amphitheater Solar Panels 100,000 - - - - 2022: 50/50 cost share with the VVF for roof solar panelsTotal Environmental4,656,581 1,507,535 1,520,065 1,534,376 1,708,182 ArtPublic Art - Operating 139,280 107,762 109,917 112,115 115,479 $2.7K transfer from GF for salary/benefits; Art in Public Places programming and operationsPublic Art - General program / art 428,960 60,000 60,000 60,000 60,000 To purchase sculptures, artwork, art programs and events; remainder is re-appropriated each year to accumulate enough funds. $618K Re-appropriation less $250K AIPP fund used towards Ford Park Art StudioPublic Art - Winterfest 64,746 30,000 30,000 30,000 30,000 2022: $64.7K for annual Winterfest programmingSeibert Memorial Statue 12,692 - - - - 2022: $12.7K for Pete Seibert memorial statue maintenance Art Space 882,259 - - - - 2022: Design phase for Ford Park art space- see corresponding donation from East West above; 2022: $850K Rebuilding of designated Art Space Studio in Ford Park using $250K of existing AIPP fundsTotal Art1,527,937 197,762 199,917 202,115 205,479 CommunityCouncil Contribution: Betty Ford Alpine Garden Support 74,649 74,649 74,649 76,142 76,142 Annual operating support of the Betty Ford Alpine Gardens; annual increase to follow town's general operating annual increaseCouncil Contribution: Eagle River Watershed Support 42,000 42,000 42,000 42,840 42,840 Annual support of the Eagle River Watershed Council programs Council Contribution: Adopt A Trail 17,500 - - - - Adopt A Trail Council Contribution for trails in or bordering the TownCouncil Contribution: Eagle Valley Land Trust 5,000 - - - - Eagle Valley Land Trust Council ContributionTotal Contributions139,149 116,649 116,649 118,982 118,982 7 August 16, 2022 - Page 18 of 357
2022Amended 2023 2024 2025 2026TOWN OF VAIL FIVE YEAR BUDGETSUMMARY OF REVENUE, EXPENDITURES, AND CHANGES IN FUND BALANCEREAL ESTATE TRANSFER TAX VRD-Managed Facilities & MaintenanceRecreation Enhancement Account 883,365 173,417 175,151 176,903 178,672 Annual rent paid by Vail Recreation District; to be re-invested in asset maintenanceRecreation Facility Maintenance 22,000 22,000 22,000 22,000 22,000 2022: Annual $22K for general RETT facility maintenance; $11.2K Synexis MaintGolf Clubhouse 79,496 - 12,751 86,306 48,681 2022: Exterior paint & stain ($24K), Sewage and roof forensic study ($8K), placeholder for repairs and maint as result of the study ($47.5K)Athletic Field Restroom/Storage Building 1,000,000 - - - 2022: Placeholder for the replacement of existing restroom/concession with new 2000 sq. ft. restroom/storage buildingGolf Course - Other 369,751 31,295 2,484 - - 2022: VRD Shared cost for 1st hole Timber Path planking ($38.0K), asphalt repairs ($3.3K);$216K for golf course green project; Re-appropriate golf course maintenance scheduled in 2020 but not completed; course streambank restoration ($73.8K), maintenance building, HVAC unit ($17.7K), maintenance building heater ($8.9K), Maint. Building furnace ($9.8k)Dobson Ice Arena 614,756 41,085 16,127 92,105 85,260 2022:Re-appropriate $110.7K for paver and roof repairs; Changing Rooms ($78.8K), windows replacement ($74.3K), heat pumps ($6.3K), rebuild of electrical system ($144.2K), boiler room upgrades ($55K), steel gate ($14.3K), exterior lighting ($22.9K), exterior wood trim ($9.3K); Repairs to exterior doors ($80.0K); 2022: Rockwall Repairs ($12.8K), concrete walkways ($17.7K); 2023: exhaust stack repairs- pushed to 2023 ($2.9K); grading and drainage repairs ($9.3K), brick paver repairs ($16.9K), central air upgrades ($12.5K); 2024: Wood trim repairs ($10.4), chemical feed system repairs ($5.6K); 2025: Boiler and circulation system ($59.3K), Water filtration issues ($21.2K); Hot water storage tank ($29.5K); 2026: Hot water storage tank ($29.6K), Concrete walkways ($22.2K); HVAC ($33.4k)Ford Park / Tennis Center Improvements 175,510 - - 41,581 1,090,053 2022: Wood Siding ($3.9K); Concession/Restroom siding ($12.9K); Drainage-previously budgeted in 2023 ($13.3K); Exterior Doors- previously budgeted in 2023 ($4.6K); Repair exterior doors ($9.6K); replace furnace, hot water tank, baseboards ($47.8K), replace windows ($24K); Pickleball Feasibility Study ($10K); 2025: Wood siding and windows ($41.6K); 2026 includes a rebuild of tennis courts, retaining walls, and court fencingAthletic Fields 239,226 - 8,708 76,991 - 2022: Grading and drainage repairs ($136.9K), paint wood trim ($4.5K), paint wood structure ($6.8K);Coat exterior gypsum board ($3.7K), Repaved parking lot ($8K), Irrigation System ($100K); 2024: Asphalt parking lot repairs ($8.7K); 2025: asphalt parking lot ($77K)Gymnastics Center 282,789 - - 109,928 - 2022: Restroom remodel ($42.6K); Cooling System ($144K); 2025: Furnace ($20.9K), Elevator ($20.9K); waterproof roof ($62.4K); signage and rd. access ($27.1K); concrete stairs and walkways (3.0K)Total VRD-Managed Facilities & Maintenance3,666,893 267,797 237,222 605,814 1,424,666 Total Expenditures 19,786,745 9,067,365 7,090,436 8,024,524 8,542,060 Other Financing Sources (Uses)Transfer from General Fund 109,546 - - - - Transfer from GF for RETT department salary and benefitsRevenue Over (Under) Expenditures(11,284,406) (1,596,772) 637,094 (68,806) (356,887) Beginning Fund Balance 28,078,476 16,794,070 15,197,298 15,834,392 15,765,587Ending Fund Balance16,794,070$ 15,197,298$ 15,834,392$ 15,765,587$ 15,408,699$ 8 August 16, 2022 - Page 19 of 357
2022
Amended 2023 2024 2025 2026
Revenue
Housing Sales Tax 4,500,000$ 4,800,000$ 4,800,000$ 4,800,000$ 4,800,000$
Transfer in from Capital Projects Fund 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000
Workforce Housing Sales 1,270,000 - - - -
Total Revenue 8,270,000 7,300,000 7,300,000 7,300,000 7,300,000
Expenditures
Housing Programs
InDeed Program 3,194,334 2,500,000 2,500,000 2,500,000 2,500,000
Buy Down Housing 25,609 - - - -
Future Purchases 4,600,000 - - - -
Pitkin Creek 12-L unit 976,288 - - - -
Chamonix unit B 634,940 - - - -
Construction Housing Projects
Residences at Main Vail Opportunity Fee 2,000,000 - - - -
Land Purchases for future Housing
East Vail CDOT Parcel 2,000,000 - - - -
Total Expenditures 13,431,171 2,500,000 2,500,000 2,500,000 2,500,000
Operating Income (5,161,171) 4,800,000 4,800,000 4,800,000 4,800,000
Beginning Fund Balance (Transfer from CPF) 5,352,702 191,531 4,991,531 9,791,531 14,591,531
Ending Fund Balance 191,531$ 4,991,531$ 9,791,531$ 14,591,531$ 19,391,531$
TOWN OF VAIL FIVE YEAR BUDGET
SUMMARY OF REVENUE, EXPENDITURES AND CHANGES IN FUND BALANCE
HOUSING FUND
9
August 16, 2022 - Page 20 of 357
2023 BUDGET PREVIEWFINANCE | August 16, 2022August 16, 2022 - Page 21 of 357
2BUDGET PREVIEW | AgendaTown of Vail | Finance | 8/16/2022• Budget Philosophies• Revenue Assumptions• Reserves• Operating Expenditures• Council Focus Areas• Capital Plan• Vail Reinvestment Authority August 16, 2022 - Page 22 of 357
3BUDGET PREVIEW | Budget PhilosophiesTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 23 of 357
4BUDGET PREVIEW | Budget PhilosophiesTown of Vail | Finance | 8/16/2022•Budget will reflect the town’s vision and support the Council Action Plan•Revenues are projected conservatively using analytical and trending processes such as forecasting•Town develops a five‐year financial projection for all major funds, including a long‐term capital improvement plan•Importance of reserve fund balances is to enable the town to withstand unforeseen events and economic downturns; however in recent years General Fund reserves beyond minimum limits have been appropriated for both master planning projects, special events, contributions and capital investments•The annual budget process is thorough and comprehensive, allowing for informed appropriations in accordance with fiscal policies and objectivesAugust 16, 2022 - Page 24 of 357
5BUDGET PREVIEW | Budget PhilosophiesTown of Vail | Finance | 8/16/2022•Keeping 35% as minimum reserves (based on a “normal” year’s revenue); Approx. $16M•Sales tax split between the General Fund and Capital Projects Fund is recommended to stay at the current split of 62% to the General Fund and 38% to the Capital Projects Fund•The town will operate within annual revenue streams with exception for years when the town’s recession plan is implemented.August 16, 2022 - Page 25 of 357
6BUDGET PREVIEW | Revenue Projections Town of Vail | Finance | 8/16/2022August 16, 2022 - Page 26 of 357
7BUDGET PREVIEW | Revenue ProjectionsTown of Vail | Finance | 8/16/20222023 Budget: $38.4M, down 4% from 2022 Forecast and up 11% from 2021 Actuals ‐ 2 4 6 8 10 12 14 16 18 20Jan‐ April Summer Nov/DecMillionsSales Tax Collections by Season201920202021 Actual2022 Forecast2023 Proposed+43%‐4%Flat‐3%‐6%‐4%August 16, 2022 - Page 27 of 357
8BUDGET PREVIEW | Revenue ProjectionsTown of Vail | Finance | 8/16/20222019 2020 2021 2022 Forecast 2023Total Sales Tax $29.3M $24.9M $34.5M $39.9M $38.4MCPI % Increase 1.8% 1.2% 4.7% 8.6% NA02M4M6M8M10M12M14M16M18MAccommodation Services F&B Retail OtherSales Tax Collections By Category2019202020212022 Forecast2023 Proposed+26%‐10%+17%Flat+6%Flat+10% FlatAugust 16, 2022 - Page 28 of 357
9BUDGET PREVIEW | Revenue ProjectionsTown of Vail | Finance | 8/16/20222019 Actual2021 Actual2022 Forecast2023 Proposed% Var to 2021% Varto 2022Sales Tax $29.3M $34.5M $39.9M $38.4M 11% (4)%Property Tax $5.1M $5.7M $5.7M $5.7M Flat FlatLift Tax $5.3M $5.5M $6.2M $6.0M 9% (4)%Parking Revenues $6.7M $7.1M $7.7M $7.4M 4% (4)%August 16, 2022 - Page 29 of 357
10BUDGET PREVIEW | Revenue ProjectionsTown of Vail | Finance | 8/16/20222019 Actual2021 Actual2022 Forecast2023 Proposed% Var to 2021% Varto 2022Construction Use Tax $2.5M $3.7M $2.8M $2.8M (24)% FlatConstruction Revenues $2.0M $2.7M $2.0M $2.3M (14)% 15%Real Estate Transfer Tax $7.2M $13.4M $7.5M $7.2M (46)% (4%)Total Revenues (All Funds)* $72.9M $82.4M $91.3M $86.8M 5.0% (4.9)%•Total Revenues exclude one‐time large transfers and grants.Staff will continue to monitor closely and adjust revenue projections through the budget processAugust 16, 2022 - Page 30 of 357
BUDGET PREVIEW | ReservesTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 31 of 357
12BUDGET PREVIEW | Available ReservesTown of Vail | Finance | 8/16/2022Total $127.3M $95.7M $101.7M $111.9M $125.0M $138.5MAbove 35% $110.1M $76.5M $83.0M $92.4M $105.1M $118.0M39.6 24.8 28.3 33.9 43.0 53.0 28.1 16.8 15.2 15.9 15.8 15.5 4.6 9.2 13.8 18.4 23.0 44.449.549.148.8 48.848.2 ‐ 10.0 20.0 30.0 40.0 50.0 60.02021 Actual 2022 2023 2024 2025 2026Capital ProjectsFundRETT FundHousing FundGeneral Fund35% Reserve MinimumAugust 16, 2022 - Page 32 of 357
13BUDGET PREVIEW | Available ReservesTown of Vail | Finance | 8/16/2022• At the end of 2022 reserves are projected to be $95.7M with$76.5M of that available to spend• During 2022 Capital and RETT Funds are cash funding the following large projects:• TOV Employee Housing Units ($3.6M)•Electric Buses ($5.4M net)•Residences at Main Vail ($6.1M)•Fire Truck Replacements ($880K engine replacement, $1.7M ladder truck )•Snowmelt Replacements ($2.8M)•Parking Entry System ($2.5M)•Reserves increase in 2023 and beyond however many large projects identified at Council priorities are not yet included in the 5-year planAugust 16, 2022 - Page 33 of 357
BUDGET PREVIEW | Operating ExpendituresTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 34 of 357
BUDGET PREVIEW | Operating Expenditures2023 Proposal will include:• Continued focus on employee recruitment, retention, and competitive pay• Price Escalations to department operating costs due to inflation• Outcomes from the Destination Stewardship Plan• Loading and Delivery Program• Housing Programs• Global Friendship/Peer Resort Programs• Cultural & Heritage Preservation Programming• E-Bike Programs• Vail Visioning Plan• SAFR Grant Program• Economic Development Strategic PlanTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 35 of 357
BUDGET PREVIEW | Operating Expenditures• Operating expenditures will be presented to Council at the November 1stmeeting with a first draft of the Town Manager Budget• Evaluate and propose that Council priorities are supported by department resources (staffing and operating expenditures)• Adjust for inflation where needed• Prepare secondary recession plan budgetTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 36 of 357
BUDGET PREVIEW | Operating ExpendituresCompensation and Benefits Planning • Currently engaged in staffing and compensation study to evaluate market competitiveness• Continue to implement premium employer compensation philosophy• Staff is expecting higher than historical average performance-based wage increase trends for 2023. • Staffing and compensation discussion scheduled for October 4thTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 37 of 357
BUDGET PREVIEW | Council Action PlanTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 38 of 357
19BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 39 of 357
20BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022The following slides identify projects, programs, and services that promote Town Council’s Focus Areas within the Council Action Plan• List includes some (not all) current items that will continue into 2023• Important core services of the town have been identified as “Excellent Municipal Services” within the Experience focus area and encompass a wide variety of services• New items have been added to reflect more recent initiatives• Impact of new items has not been reflected in 2023 projected reservesAugust 16, 2022 - Page 40 of 357
21BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022COMMUNITYOngoing New FundChildcare Partners‐CGL Long‐term Permanent Location ‐Regional childcare parentships/facilities‐Funding Process supported by tobacco taxXXXCPFGF/CPFGFVail Vision Plan X X GFFord Park Betty Ford Alpine Gardens‐Paver Path X RETTNature Center Redevelopment X RETTWest Vail Master Plan Outcomes X CPFRegional Transportation Authority‐Mobility Services/Data collectionXGF/CPFCommunity Planning‐Civic Center/Dobson and Library‐West Vail Master PlanXXXXGF/CPFGF/CPFAugust 16, 2022 - Page 41 of 357
22BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022COMMUNITY ( HOUSING)Ongoing New FundHousing Strategic PlanXGFHousing Data and Trend AnalysisXGFVail InDeedXHF/CPFExplore local and regional partnership opportunitiesX X HF/GFTimber Ridge RedevelopmentX X GF/CPFResidences at Main Vail Operations PlanX RMVPublic/Private Future Housing Opportunities XXHF/CPFExplore Housing Loan ProgramsX HFLong‐term rental incentivesX HFTown of Vail Employee Housing‐Housing at PW‐Internal Strategic Housing PlanXXCPFGF/CPF‐West Middle CreekX CPF/HF‐CDOT East Vail Parcel Purchase and DevelopmentXCPF/HFAugust 16, 2022 - Page 42 of 357
23BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022EXPERIENCEOngoing New FundVillage Loading and Delivery Initiative X X GF/CPFGuest Experience Initiatives X GFExcellent municipal services ‐SAFER GrantXXGFGFParking and Pedestrian Enhancements Plan‐Lighting ProjectX CPFUSFS Trail/Trailhead ManagementXRETTVail 60thanniversary celebration XGF/MFManaged Summer ParkingXGFAugust 16, 2022 - Page 43 of 357
24BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022ECONOMYOngoing New FundSteward Vail X X GFSummer Marketing/ Event Funding X VLMDUpdated Event Funding Model X GF/MF/VLMDPlan for next TIF projects X VRAStrategic Event Planning X GFUse of ARP Funds ($1.17M) Dec 31, 2024 XPeer Resort Visits X GFAugust 16, 2022 - Page 44 of 357
25BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022ENVIROMENTALOngoing New FundNature Center Redevelopment X RETTWater Quality Infrastructure Improvements X RETTEnergy Programs‐Outcomes from solar studyXXRETTFuel Reduction Programs‐Fire Free FiveXXRETTRETTWildfire Mitigation X RETTProject Rewild X RETTGore Creek/Water Quality Strategic Plan Implementation X RETTBooth Heights Open Space Acquisition X RETT/GFComprehensive Open Land and Trails Plan X RETTElectrification of Town Fleet X X HEF/CPFExplore electric snowmelt alternatives X RETT/CPFAugust 16, 2022 - Page 45 of 357
26BUDGET PREVIEW | Council Focus AreasTown of Vail | Finance | 8/16/2022• Does Council support pursuing newly identified initiatives for 2023?August 16, 2022 - Page 46 of 357
BUDGET PREVIEW | Capital PlanTown of Vail | Finance | 8/16/2022August 16, 2022 - Page 47 of 357
BUDGET PREVIEW | Capital PlanTown of Vail | Finance | 8/16/2022• Revenues within the Capital Fund are used for capital projects as identified through the Capital Improvement Plan (CIP). • A well written CIP ensures that the physical assets of the Town are maintained or improved at a level adequate to (1) protect the Town’s capital investment; (2) minimize future maintenance and replacement costs; and (3) meet the growing needs of the Vail community. • The priorities the departments, boards & commissions and Town Council are collectively considered in the Plan. • Only the current year is appropriated by Council, projects in later years represent a capital plan, not a budget.August 16, 2022 - Page 48 of 357
BUDGET PREVIEW | Capital PlanTown of Vail | Finance | 8/16/2022A look at average annual capital spending over the next 5 years:Capital Projects FundRETT FundVRA TotalAnnual Maintenance $ 4.7M $ 1.8M N/A $ 6.0MOperations N/A $ 5.3M N/A $ 3.0MCapital Projects $9.9M $ 3.8M $2.3M $16.0MDebt Service $1.2MN/A$677K$1.9MTotal $15.8M $ 10.9 M $3.0M $24.5MNote: Expect to see cost increases as 5‐year capital plan in updatedAugust 16, 2022 - Page 49 of 357
BUDGET PREVIEW | Capital PlanTown of Vail | Finance | 8/16/2022* This chart only includes capital expenditures and does not include any operating or program expenses Public Facilities9.64%Parking & Transportation15.57%Community Housing30.03%Town of Vail Housing2.28%Roads and Bridges23.68%Software, Equipment, Machinery9.98%Other0.18%Environmental Infrastructure2.10%Parks2.26%Rec Path and Trails1.58%VRD Facility Maint2.69%5 YEAR CAPITAL PLAN INVESTMENT: $136.3M August 16, 2022 - Page 50 of 357
BUDGET PREVIEW | 5 Year Capital PlanTown of Vail | Finance | 8/16/2022Notable projects over the past few years:• Residences at Main Vail (2022/2023) $24.5M Bond/ $6.2M CPF• Public Work Streets Building (2021) $18.2M• Lionshead Frontage Rd roundabout (2021/2022) $7.5M VRA • Sandstone Underpass (2017) $8.2M VRA / $21.3M CDOT• Red Sandstone Parking Garage (2018-2019) $9.1M VRA / $4.5M Vail Resorts / $1.5M Eagle County School District• Slifer Plaza Reconstruction (2018-2019) $4.3M• East Vail Fire Station (2016) $3.6M• Chamonix Housing (2016-2017) $4.0M subsidy• Vail Golf and Nordic Center (2016) $11.2M / $1.15M VRDAugust 16, 2022 - Page 51 of 357
BUDGET PREVIEW | 5 Year Capital PlanTown of Vail | Finance | 7/20/2021Notable projects proposed for 2023:Capital Projects Fund• Roundabout Lighting ($2.5M)• Village/Lionshead streetscape/snowmelt replacement ($3.0M); partially funded by VRAReal Estate Transfer Tax Fund• $2.3M Placeholder for Lionshead Gore Valley Trail Unfunded Projects • Timber Ridge Redevelopment• West Middle Creek• Civic Center Plan (Dobson/Library)• West Vail Master Plan Outcomes• Development and purchase of the East Vail CDOT Parcel• Other Future Housing Opportunities • CGL Long-term Permanent Location• Nature Center Redevelopment• Booth Heights Open Space Acquisition• Outcomes from the Ford Park Master Plan updateAugust 16, 2022 - Page 52 of 357
BUDGET PREVIEW | 5 Year Capital PlanTown of Vail | Finance | 8/16/2022Vail Reinvestment Authority• Fund balance projected at $2.3M at the end of 2022• Annual property tax collections $6M+• Only significant project on horizon is Lionshead streetscape/snowmelt ($3M)• Fund balance (with no additional projects) is estimated at $43.0M by 2030• Plan for funds recommended by end of 2025 •All monies must be spent by June 30, 2030• Possible future projects for VRA funding: • Oversize parking at VR maintenance lot• Civic Area Plan• Use of Lionshead oversize lot beyond CGL temp facility August 16, 2022 - Page 53 of 357
BUDGET PREVIEW | Recap1. Does Council agree with the standard budget philosophies and practices?2. Does Council have comments on staff’s preliminary revenue assumptions?3. Does Council support an evaluation of department operating expenditures?4. Staff will bring the capital plan and a compensation study on October 8th. Are there any items we’ve missed or other considerations for these items?5. Does Council want to fund the InDeed program with an annual transfer from the Capital Project Fund or utilize the new housing sales tax? 6. Is there anything else you would like staff to be aware of as we build the budget?Town of Vail | Finance | 8/16/2022August 16, 2022 - Page 54 of 357
BUDGET PREVIEW | TimelineBudget Item Council Meeting DateCapital Plan October 4Compensation & Benefits October 4First Draft Town Manager BudgetNovember 1First reading Budget Ordinance November 15Second reading Budget OrdinanceDecember 6Town of Vail | Finance | 8/16/2022August 16, 2022 - Page 55 of 357
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:
1. C.R.S . §24-6-402(4)(e) to determine positions relative to matters that may be subject to
negotiations, develop a strategy for negotiations, and/or instruct negotiators on the topic of
Town of Vail Town Manager search
2. C.R.S . §24-6-402(4)(a) to consider the purchase, acquisition, lease, transfer or sale of real,
personal or other property and C.R.S . §24-6-402(4)(e) to determine positions relative to
matters that may be subject to negotiations, develop a strategy for negotiations, and/or
instruct negotiators on the topic of potential real property acquisition by the Town;
3. C.R.S . §24-6-402(4)(b) - to have a conf erence with the Town Attorney to receive legal advice
on specific legal questions, C.R.S . §24-6-402(4)(e) to determine positions relative to matters
that may be subject to negotiations, develop a strategy f or negotiations, and/or instruct
negotiators, and C.R.S. §24-6-402(4)(a) to consider the purchase, acquisition, lease, transfer
or sale of real, personal or other property on the topic of the acquisition of property described
as E ast Vail Workf orce Housing Subdivision, L ot 1; E ast Vail Workf orce Housing
S ubdivision, Tract A, and generally referred to as the B ooth Heights L and S ite; and
4. C.R.S . §24-6-402(4)(b) - to have a conf erence with the Town Attorney to receive legal advice
on specif ic legal questions; and C.R.S . §24-6-402(4)(e) to determine positions relative to
matters that may be subject to negotiations, develop a strategy for negotiations, and/or
instruct negotiators on the topic of case number 2014-C V-030259 - Stauf er Commercial
L L C v. Village I nn P laza P hase V Condominium Association et al.
August 16, 2022 - Page 56 of 357
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: Outdoor Dinning Enclosures Recap and Overview
P RE S E NT E R(S ): J onathan S pence, Planning Manager and Greg Roy, Senior P lanner
B AC K G RO UND: This in an update to the Vail Town Council on the status of the ongoing
discussions and development review applications concerning the modification of outdoor dining
operations in Vail and L ionshead Villages. Staff continues to work with restaurant establishments to
improve and expand their outdoor dining options that enhance the experience and bring increased
vitality and interest to the Villages.
S TAF F RE C O M M E ND AT IO N: I nformation update only, no action is requested at this time.
AT TAC H ME N TS:
Description
Memo
Presentation
August 16, 2022 - Page 57 of 357
TO: Vail Town Council
FROM: Community Development Department
DATE: August 16, 2022
SUBJECT: Outdoor Dining Modifications 2022
I. INTRODUCTION
This memo shall serve as an update to the Vail Town Council on the status of the
ongoing discussions and development review applications concerning the
modification of outdoor dining operations in Vail and Lionshead Villages. Staff
continues to work with restaurant establishments to improve and expand their outdoor
dining options that enhance the experience and bring increased vitality and interest to
the Villages.
II. BACKGROUND (2020-2021)
On March 17th, 2020, the Vail Town Council passed Resolution No. 12, Series of
2020 declaring a local disaster emergency in response to the Covid-19 pandemic. On
March 25th, 2020 Governor Jared Polis signed Executive Order 2020 017 (Stay at
Home Order) directing all Coloradans to stay at home except for necessary activities,
or critical government functions. During this phase of the pandemic most businesses
were closed, including restaurants. In response to these closures the Vail Town
Council passed Resolution No. 13, Series of 2020 to establish the Vail Relief Fund to
distribute funds to nonprofit organizations that provided assistance to individuals and
businesses in the Town who were experiencing hardship.
This was followed by Executive Order D 2020 044 “Safer at Home” issued on April
26th, 2020, which allowed some loosening of restrictions from the “Stay at Home”
order. Locally in Eagle County, this began the green “Beginner” phase to allow
restaurants to open for takeout and delivery only. The County then moved to the blue
“Intermediate” phase on May 25th and amended restrictions on June 23rd, 2020 to
allow for restaurants and bars to open with additional guidance.
During this phase of reopening, outdoor dining became a safe way for restaurants to
increase seating capacity while maintaining safe social distancing between tables.
August 16, 2022 - Page 58 of 357
Town of Vail Page 2
As winter was nearing, the outdoor dining that had assisted business and restaurants
to maintain enough seating for customers to stay open was soon going to be
challenged by winter conditions. In response, on October 6th, 2020 Resolution No. 45,
Series of 2020 was approved and set up funding for outdoor tenting and authorizing
the Town Manager to provide for the proper administration of the funds. This was
done to provide common tent enclosure program that businesses could participate in
and receive a tent outside their business for use during the winter season. This
coincided with multiple Design Review Board applications for temporary private tent
enclosures at businesses in town.
As part of the effort to provide these temporary outdoor dining enclosures around
town during the winter, a working group of multiple Town departments met to find a
solution. Part of the challenge to allowing temporary structures is that Town Code
does not have language concerning their design, location, or construction. The
Building and Fire codes adopted by the Town came with similar challenges. Staff
worked diligently to come up with basic regulations and safety measures to allow
these temporary structures for the winter.
III. POST-COVID PERMANENT MODIFICATIONS (2021)
In order to capture the vitality and activation that resulted from the temporary measures,
staff worked extensively with existing restaurants including the Red Lion, Root and
Flower, Gorsuch Café, and others to increase outdoor dining options while maintaining
compliance with all related regulations concerning liquor, life/safety, street maintenance,
and aesthetics.
IV. CURRENT APPLICATIONS
The Community Development Department is currently working closely with three
restaurants who are currently in the development review process. These proposals
include:
• Mountain Standard/Sweet Basil
The Design Review Board has provided direction concerning an application to
allow summer-only seasonal enclosures for both restaurants along the
promenade. A revised submittal for additional review is anticipated shortly.
• Concert Hall Plaza
The Design Review Board and staff continue working with applicant’s design
team on the evolution of a design that will allow year-round activation of the
area while maintaining adequate life/safety measures. Staff is encouraged by
August 16, 2022 - Page 59 of 357
Town of Vail Page 3
the direction the project is moving and is confident that a design approach that
enhances the area can be achieved.
• The Sonnenalp
The Design Review Board has provided initial comments to the applicant
teams regarding an exciting proposal to incorporate a glass enclosure on the
existing dining patio along Vail Road, with components that can be retracted
during appropriate weather. The Board and staff found the proposal intriguing,
especially the use of materials (glass, stone, wood and metal) and the
retractable nature of portions of the walls and roof.
V. ACTION REQUESTED
None at this time.
August 16, 2022 - Page 60 of 357
PRESENTATION BY
Jonathan Spence
Planning Manager
And
Greg Roy
Senior Planner
Outdoor Dining and
Outdoor Spaces
August 16, 2022 - Page 61 of 357
Pedestrian Experience in Vail Village
Town of Vail | PEC22-0012| vailgov.com
As the physical development of the original village began to take place in the
early 1960's, so too did its unique character. The free form layout of the
streets and the human scale expressed by many of its earliest buildings
began to establish a pleasant pedestrian environment. As the Town grew, the
development of numerous outdoor dining decks and public plazas served to
strengthen the pedestrian experience. More than anything else, it was the
emphasis on the pedestrian that contributed to the unique character and
charm of Vail Village. (VVMP)
August 16, 2022 - Page 62 of 357
Outdoor Dining/Sidewalk Cafes
Town of Vail | PEC22-0012| vailgov.com
Semi-public areas such as outdoor dining and sidewalk cafes offer the opportunity to
engage pedestrians with dining activities and serve to animate the public spaces with
the presence of people.As “outdoor rooms”themselves,these types of spaces create a
high level of transparency between public and semi-public domains.Minor grade
changes can actually be very effective in these areas,and planter walls,guardrails,
and the like can act to define the spaces and add another level of detail to the public
ways.However,the subtle awareness and interaction of people from the public
spaces with people inside the dining areas or cafes is important,and therefore
severe physical or visual barriers should be minimized whenever possible.(LRMP)
August 16, 2022 - Page 63 of 357
Outdoor Dining in Vail and Lionshead Villages
Town of Vail | PEC22-0012| vailgov.com
August 16, 2022 - Page 64 of 357
Outdoor Dining in Vail and Lionshead Villages
Town of Vail | PEC22-0012| vailgov.com
August 16, 2022 - Page 65 of 357
Thank you
August 16, 2022 - Page 66 of 357
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: Special E vent Funding Model Research
P RE S E NT E R(S ): Mia Vlaar, E conomic Development Director, J eremy Gross, Special E vent
Coordinator, Bruce Erley, Creative S trategies Group
B AC K G RO UND: Updates to the special event funding model and review structure were
presented to Town Council in February with initial feedback gathered from Town Council. A final
report and recommendation has been created with the support of the Commission on S pecial
E vents and a consultant from Creative Strategies Group.
S TAF F RE C O M M E ND AT IO N: Town Council is asked to provide input and direction on the
formation of the Event F unding Committee and the Event A dvisory Committee, the proposed
changes to the event funding model, and the C S E section of the Town Code.
AT TAC H ME N TS:
Description
Council Memo - Special Events Funding Model
Presentation
public input
August 16, 2022 - Page 67 of 357
To: Mayor and Town Council
From: Town Managers Office and Economic Development Department
Date: 8/16/2022
Subject: Review of Special Event Sponsorship Evaluation Model and Decision-
Making Structure
I. BACKGROUND
The current special events funding model is in need of updating and improvement. The current
funding model and code sections that created the Commission on Special Events are outdated,
the model includes two concurrent funding cycles and processes, and the scorecard needs
updating to provide better measurements of benefit to the town. While the 2003 model has
served the town well, an update to the event funding process will provide a lens to adapt to
current conditions and to ensure efficient and safe operations using today’s best practices.
In February 2022, the Town Manager’s Office and the Economic Development team presented
an initial proposal suggesting changes to the special event funding decision making structure.
Since that initial report and with the support of the CSE, a sponsorship consultant was engaged
to develop a revised approach to the review and funding of special events. The updated
decision-making structure was reviewed with CSE at the July and August meetings. Feedback
from CSE has been incorporated into the final recommendation for changes to the funding
model, which is attached here as Town of Vail Sponsorship Consultation Summary Report.
The proposed revisions to the structure are designed to create a more efficient process based
on a funding model that is informed by metrics vs. qualitative measures, with key objectives as
follow:
Key Objectives:
1. Streamline and improve decision-making structure:
The current members of the Commission on Special Events would continue their roles as
members of the Event Advisory Committee. The Event Funding Committee would be formed
and would include staff members from the Town Managers Office, Economic Development,
and Finance. The new model provides opportunity for staff input to ensure each event is
safe and meets the goals of the town.
2. Increase Frequency of Event Application Process:
Application process would include two annual cycles to better align the event timing and
sponsorship decision making. The Event Funding Committee will determine the timing of
these cycles. The new RFP process would include a concurrent review by the Event
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Town of Vail Page 2
Funding Committee and the Event Advisory Committee, with the EFC focusing on
evaluating the tangible value of the marketing plan and event economic impact. Each group
would score the event and recommend funding amounts, that would then be negotiated and
confirmed with the event producer and the EFC.
3. Improve Audit of Event Requirements and Event Scorecard
The revised model for funding events includes scoring and evaluation on many of the
original metrics used, but now includes a scorecard with an evaluation of the actual tangible
value of assets provided to the town using industry standards. This new tool will better
ensure that the town will receive a value commensurate with the sponsorship amount
allocated to an event.
II. PROPOSAL FOR NEW DECISION-MAKING STRUCTURE:
The attached document: Town of Vail Sponsorship Consultation Summary Report outlines the
learnings from the research conducted by Creative Strategies Group and makes
recommendations on improving the process and tools for our event sponsorship program.
Two flow charts that depict the current and proposed decision-making structure have been
included with this memo.
The intent of the new structure is to consolidate the decision-making process for special events
in Vail based on strategic, objective, and quantifiable criteria and measurements. The proposal
combines elements from both the council contributions and CSE processes and adds staff level
checks and balances around safety, operations, and financial accountability.
• This proposal adds a layer of financial oversight and responsibility for event funding to town
staff whose role is to ensure accountability for town monies spent. Currently the funding
recommendations sit with a volunteer board and does not include any staff recommendation
or input; this proposal aligns the fiscal responsibility to that seen with council contributions.
• CSE members would be invited to continue to serve on the Event Advisory Committee.
• The Town would provide the oversight for all event venues and the proposal aligns that
decision making process with operational teams and upper management. The accountability
from event producers would be better managed with these proposed changes.
• The old model emphasizes driving demand and visitation. The post COVID environment
requires a different focus on creating a positive guest experience, minimizing friction,
enhancing the experience of being in Vail for everyone.
• The current model does not provide adequate accountability and relies on subjective
measures to prove performance so an event producer can secure their full funding following
the conclusion of the event. The improved structure better addresses quantitative
assessment and measurement of goal attainment for events.
III. ACTION REQUESTED OF COUNCIL
Town Council is asked to provide input and direction on the following two structure proposals:
• Approve forming the Event Funding Committee with representation from the Town
Manager’s Office, Economic Development, and Finance staff.
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Town of Vail Page 3
• Direct staff to prepare an ordinance to abolish the Town Code title 3, chapter 6, Commission
on Special Events and create the Event Advisory Committee administratively with the
current members of the Commission on Special Events serving on the Event Advisory
Committee.
• Approve the changes to the event funding model as presented by Bruce Erley, including
updating the score cards, event categories, and utilizing the tangible valuation matrix.
August 16, 2022 - Page 70 of 357
Town of Vail Page 4
Town of Vail Sponsorship Consultation
8/1/22 Summary Report
from Creative Strategies Group
Overview
CSG has been conducting an extensive review and analysis of the Town of Vail’s
current funding program for special events and festivals. Our focus is on the following
principal objectives:
1. Better align public funding to the ROI received by the Town of Vail
2. Correlate TOV sponsorship rights and benefits to the level of funding provided
3. Where appropriate, replace subjective/qualitative measurements with quantitative
industry standards for scoring opportunities
4. Establish updated valuation/scoring metrics
5. Provide a single review process for evaluating event funding
Observations
Vail is a highly desirable and accommodating location to host public events.
Event producers are supported with the provision on municipal facilities,
marketing support and potential financial assistance.
Generally, it appears that the funding granted is based less upon the value
proposition to the TOV, but rather as a percentage of the ask.
Several of the scoring criteria are perfunctory, a “given” or required of all TOV
events, and therefore not useful in weighing and comparing applications.
Examples include:
o Environmental Practices (These are expected of all TOV events)
o Brand Fit (This can be easily “spun” to make any event seem to fit.)
o Sense of Community (Again, this can easily be spun)
o Event Timing (As 90% of events considered, fall in the prescribed time
window for TOV’s funding objectives.
Other scoring criteria require subjective responses and review, thus making an
empirical review of the opportunity limited.
o Potential to increase room nights and revenue (How is this forecast?)
o Demographic fit (How do you effectively gauge the event’s historic, or
target audience as compared to TOV’s desired tourist profile?)
o Event growth (Total speculation)
o Anticipated decrease in town funding (I have seen no evidence of this)
Events have become very adept and predictable in filling out Event Applications
to provide what you want to hear. Good deal of “rinse and repeat” in completing
application.
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Town of Vail Page 5
o Marketing plans accompanying the applications are not useful in
determining value to TOV as they lack specificity of DV brand placement,
quantity, and value of ad placement.
It is difficult for TOV to assure audience data and economic impact
data provided by event producers is accurate.
Is this specific to the event or a general expectation?
Who is measuring?
What criteria are being used?
Can tabulations be provided?
The purpose of events needs to be better defined to inform the level of funding
an event producer receives. Presently, scoring is based upon the type of event,
(Signature, CRC, E&E.) We believe that the role of the event as related to TOV’s
objectives (e.g. economic impact vs. programming) is more relevant to providing
funding.
Proposed Revised Evaluation Process
CSG is proposing a new process to reviewing event funding that relies on the newly
formed Event Advisory Committee to provide input and scoring of the opportunity from a
35,000-foot level and places greater responsibility on town staff to assure Vail is looking
at event funding wholistically while maximizing the value proposition of the investment,
using industry standards and metrics. Our proposed selection criteria process in
illustrated below. The Event Advisory Committee would be comprised of current CSE
members plus town staff, including the town managers office, economic development,
finance, and public safety.
Selection Criteria Filter
Step 1: Event Classification
(Staff & Submitter Process)
Step 2: Requirements for Consideration
(Vetted by Staff)
Step 3: Event Scoring
(Submitted by Event)
(Scored by Event Advisory Committee
with funding recommendation)
Step 4: Event Benefits ROI Valuation
(Conducted by Staff)
Step 5: Final Funding Review & Approvals
(Event Funding Committee)
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Town of Vail Page 6
Step 1: Better Define and Designate Event Classification:
To best determine the needs and expectations of TOV funded events, it is important to
properly classify the type of event and the role in plays in achieving TOV objectives.
TOV Visitor Draw Events
Events that create a compelling attraction and draw for out-of-town guests to travel to
Vail for the purpose of attending the event. These events will engender one or more of
the following elements:
History of drawing out-of-town visitors to Vail
Drive overnight stays
Provide an experience not easily found elsewhere
Garner regional or national media interest (Paid and/or earned)
Examples include:
Signature Events
o Vail Jazz
o Mountain Games
o Bravo!
Recreational, Cultural & Community Events
o Oktoberfest
o Vail Wine Classic
Amateur Participator Sports Events (League events which draw specific
participants and their families to Vail for multiday tournament requiring little more
than venues for event…and lodging)
o Vail Gymnastics
o Vail Lacrosse
o Vail Mountaineers Tournament
TOV Programming Partner
Events that provide interesting or entertaining attractions and activities for residents and
Vail visitors alike. In and of themselves, these events are not likely to be a draw for
tourists, but they provide engaging programming, add to the character of Vail, and
appeal to the residents adding to their quality of life.
Education & Enrichment Events
o Farmers Market
o Vail Arts Festival
o Alpine Arts Center
o Vail Symposium
o TEDxVail
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Town of Vail Page 7
Step 2: Base TOV Alignment Requirements for Funding Consideration:
To be considered for funding by the Town of Vail, events must align and comply with
Town of Vail’s base requirements and compatibilities.
These criteria should be provided in a cover submission approved by staff as meeting
consideration criteria but will not be scored by the Event Advisory Committee as they
are an expectation of doing business in Vail.
Brand: Event is compatible with and supports Vail’s brand, mission and
objectives as set forth by the Town Council.
1. Positioning: To discerning individuals who desire premium experiences, Vail
is the premier mountain resort mountain destination, that inspires awe and
wonder at every turn, so you can create and share exhilarating and luxurious
experiences with family and friends, because only Vail delivers the best of
mountain recreation and village sophistication in a unique cultural
atmosphere.
2. Brand Essence “Life is but a Dream. Where will it take you?”
3. Vail as a leader in environmental and sustainability practices.
Alignment with Community Values: Event is compatible with and supports Vail’s
community values and interests.
Timing: Event ideally takes place during a lower demand time period in which
programming or tourism draws are most needed.
1. April – November with a focus on midweek.
2. Various “dark” weekends or other periods
3. Compatible or symbiotic with other events at the same time
Sustainable Practices: Event producer agrees to plan for and abide by
environmental and sustainability practices as required by the Town of Vail.
Producer Qualifications: Event producer must have a proven track record of
successful event production and execution
1. Years in business
2. Prior events track record
3. Recommendations/references
4. Sponsorship sales and fulfillment success
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Town of Vail Page 8
Step 3: New Event Scoring Criteria: (See Attachment A)
Once an event producer is “accepted” to submit a proposal for funding from the Town of
Vail, they must provide detailed information on the items listed below. Their responses
to these criteria will then be reviewed and scores by the Commission on Special Events.
Audience Fit (Source required)
o Anticipated number of total participants/spectators
% Destination guests staying overnight
% Eagle County residents
Demographic profile (does it align with VLMD guidance)
o Community interest
Economic Impact (Source required)
o Anticipated time guests will spend in Vail
(Event schedule supports direct and ancillary activities in Vail)
o Potential to increase lodging and sales tax revenues
Room nights
Restaurants
Shopping
Marketing Power (Marketing Plan & budget required)
o Details as to how event will be promoted
(Including budget, promotional values & impressions)
Traditional media advertising
• Promotional media partners?
Digital advertising
• Website with analytics
Social media campaign
o Earned Media (PR) Potential
Local
Regional
National
Sponsorship Rights & Assets
o Level of sponsorship provided to TOV/DiscoverVail at proposed funding
level
Level (e.g. Title, Presenting, other)
Assigned Asset (e.g. named stage)
Advertising Recognition (How will Vail be recognized/included)
Promotional Recognition
Onsite Rights (How will Vail be recognized/included)
Data acquisition opportunities
Hospitality & Entertainment Benefits
Research & Data
After scoring each event, the Event Advisory Committee provides recommendation for
amount of funding based upon ask.
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Town of Vail Page 9
Step 4: Event ROI Valuation:
To assure that the TOV is receiving a commensurate return on investment, as
compared to the benefits value provided in their sponsorship package, each event will
be scored by staff using the valuation matrix created by CSG. We estimate that the
collection of information and compilation in the spreadsheet will require at least one to
two hour per review. (See Attachment B for Valuation Spreadsheet)
Note: This step can be conducted by staff concurrently with the Event Advisory
Committee’s work on Step 3
Tangible Value: Tangible valuations use industry standards against multipliers of
attendance, media values, impressions, face ticket values, etc. (See Addendum 1 for
tangible value industry metrics.)
Key tangible valuation elements include:
Marketing recognition
Collateral materials
Web & Digital benefits
Social Media inclusion and content development
Onsite rights
Hospitality benefits
Intangible Value: For evaluating an event’s sponsorship intangibles, CSG created a
qualitative weighing system that places a value between 0 – 10, (of which 10 is the
highest), on each of eleven different categories. The sum of those values will later be
multiplied by a factor of .10 to determine the percentage of the “magnifying effect” on
the property value. This percentage is applied to the tangible value to help determine a
range for the sponsorship fee at that level. (See Addendum 2 for intangible value
criteria.)
Prestige of Property
Recognition & Awareness
Level of Audience Interest/Loyalty
Ability to Activate
Degree of Sponsor Clutter
Susceptibility to Guerilla Marketing
B2B Networking Opportunities
Earned Media Coverage Potential
Demonstration of Community Engagement
Established Track Record
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Town of Vail Page 10
Step 5: Final Funding Review & Approvals: (Event Funding Committee)
Based upon Event Advisory Committee recommendation, the valuation of benefits and
other criteria such as estimated room nights and opportunity costs, TOV will determine
the funding to the provided to the event producer.
Final funding considerations should include:
Type/purpose of event
o Programming
o Visitor Draw
Event Advisory Committee score
Benefits ROI valuation
Estimated lodging and sales tax revenue
Opportunity to negotiate with event producer to adjust benefits to better fit TOV
needs
Other extenuating economic impact factors
o Room nights (anticipated incremental tax revenue)
Prior year P&L
o Percentage of event revenue provided by TOV
Number of years supported by TOV
Type of producer
o Large nonprofit
o Charitable organization
o Private, for-profit producer
Opportunity: Is this a new event for which TOV seed funding is needed to support
a desirable new event?
Council Input/alignment with Council Action Plan
Based upon these factors, final funding approvals can be made with the confidence
that the Town of Vail is receiving appropriate return on their investment of public
funds into private and nonprofits events.
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Town of Vail Page 11
Attachment A: Opportunity Scoring Worksheet
Principal Objective: Visitor Draw
Event Type: Signature Events
Legacy events with a strong alignment to Vail’s brand and that create a compelling
attraction and draw for out-of-town guests to Vail for the purpose of attending the event.
Event: ________________________________
Asset Criteria Comments Score
Audience Fit
(Data Source &
Reliability)
Anticipated number of total
participants/spectators
% from out of town
% from Eagle County
Demographic profile (does it align
with VLMD guidance)
Potential community interest
1-20
Economic Impact
(Date Source &
Reliability)
Anticipated time guests will spend
in Vail
Event schedule supports direct
and ancillary activities in Vail)
Potential to increase tax revenues
Room nights
Restaurants
Shopping
1-30
Marketing Power
(Marketing plan &
budget required)
Specifically, how event will be
promoted?
Budget & impressions
Traditional media advertising
Promotional media partners?
Digital advertising
Social media campaign
Earned Media (PR) Potential
Local
Regional
National
1-30
Sponsorship Benefits
(Perceived value and
aid to TOV)
Benefits Provided to TOV
Recognition Level (Title, Presenting)
Assigned Asset
Advertising Branding
Promotional Recognition
Onsite Rights (Booth, Signage)
Hospitality & Amenities
Research & Data Cooperation
1-20
Total Score (Max 100 points)
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Town of Vail Page 12
Attachment A: Opportunity Scoring Worksheet
Principal Objective: Visitor Draw
Event Type: Cultural & Community Events
Annual events compatible with Vail’s brand and that provide engaging programming and
create a compelling attraction and draw for out-of-town guests to Vail as well as
residents.
Event: ________________________________
Asset Criteria Comments Score
Audience Fit
(Date Source &
Reliability)
Anticipated number of total
participants/spectators
% from out of town
% from Eagle County
Demographic profile (does it align
with VLMD guidance)
Potential local resident interest
1-10
Economic Impact
(Date Source &
Reliability)
Anticipated time guests will spend
in Vail
Event schedule supports direct
and ancillary activities in Vail)
Potential to increase tax revenues
Room nights
Restaurants
Shopping
1-40
Marketing Power
(Marketing plan &
budget required)
Specifically, how event will be
promoted?
Budget & impressions
Traditional media advertising
Promotional media partners?
Digital advertising
Social media campaign
Earned Media (PR) Potential
Local
Regional
1-25
Sponsorship Benefits
(Perceived value and
aid to TOV)
Benefits Provided to TOV
Recognition Level (Title, Presenting)
Assigned Asset
Advertising Branding
Promotional Recognition
Onsite Rights (Booth, Signage)
Hospitality & Amenities
Research & Data Cooperation
1-25
Total Score (Max 100 points)
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Town of Vail Page 13
Attachment A: Opportunity Scoring Worksheet
Principal Objective: Visitor Draw
Event Type: Recreational Events (e.g. Tournaments)
These will typically be amateur participation sporting events, such as league
tournaments and competitions which draw specific participants and their families to Vail
for multiday events requiring little more from TOV than venues for the event and
anticipated lodging.
Event: ________________________________
Asset Criteria Comments Score
Audience Fit
(Date Source &
Reliability)
Anticipated number of total
participants/spectators
% from out of town
% from Eagle County
Demographic profile (does it align
with VLMD guidance)
Potential local resident interest
1-20
Economic Impact
(Date Source &
Reliability)
Anticipated time guests will spend
in Vail
Event schedule supports direct
and ancillary activities in Vail)
Potential to increase tax revenues
Room nights
Restaurants
Shopping
1-70
Sponsorship Benefits
(Perceived value and
aid to TOV)
Benefits Provided to TOV
Recognition Level (Title, Presenting)
Advertising Branding
Promotional Recognition
Research & Data Cooperation
1-10
Total Score (Max 100 points)
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Town of Vail Page 14
Attachment A: Opportunity Scoring Worksheet
Principal Objectives: Programming Partner
Event Type: Education & Enrichment Events
These events provide interesting or entertaining attractions and activities for Vail
residents and visitors alike. In and of themselves, these events are not likely to be a
draw for tourists, but they provide engaging programming, add to the character of Vail,
and appeal to residents adding to their quality of life.
Event: ________________________________
Asset Criteria Comments Score
Audience Fit
(Date Source &
Reliability)
Anticipated number of total
participants/spectators
% from out of town
% from Eagle County
Demographic profile
1-10
Audience Interest &
Engagement
(Perceived appeal of
theme and activities)
Gauge the compelling theme and
nature of the event in providing
entertaining and interesting
content for attendees.
Vail experience “value-add”
Surprise & delight aspects
Compelling audience
engagement
Add to Vail quality of life
1-50
Marketing Power
(Marketing plan &
budget required)
Specifically, how event will be
promoted in the county?
Budget & impressions
Traditional media advertising
Promotional media partners?
Digital advertising
Social media campaign
Earned Media (PR) Potential
1-20
Sponsorship Benefits
(Perceived value and
aid to TOV)
Benefits Provided to TOV
Recognition Level (Title, Presenting)
Advertising Branding
Promotional Recognition
Onsite Rights (Booth, Signage)
Hospitality & Amenities
Research & Data Cooperation
1-20
Total Score (Max 100 points)
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Town of Vail Page 15
Addendum 1
Standard Tangible Valuation Measurements
Traditional Media Advertising
Logo in media advertising: 10% (Primary) - 5% (Secondary) of total rate card value
Co-branded media 25% - 50% (e.g., special section)
Promotional Materials
ID on Brochure/Flyer: $.0075 - $.01/impression (based upon size & placement)
ID on Poster: $.01 -.025/impression (based upon size & placement)
Brand on Invitation: $.03 -.0425/impression (based upon size & placement)
ID on Tickets/Wristband: $.025/impression; $.05 - if includes bounce back coupon
Logo on Merchandise: $.0075-.035/impression
Official Programs/Publications
ID in Program Cover $.0325/impression (front cover)
ID within Program $.025/impression (e.g. sponsor marquee)
Program ad: Retail placement rate (Based upon comparable circ.)
Website
Logo and/or link: $.005 -.015/unique visit
Banner ad: $.025/unique visit
Co-Branded content: $.035/unique visit
Other prominent exposure: $.05 -.12 (integration into video, podcast, webcam)
Branded video player: $.07/impression
Web Ads: $.05/impression
E-Communications
E-newsletter logo ID: $.015/delivered address (based upon average open rate)
E-newsletter content/offer: $.035/delivered address (based upon average open rate)
Exclusive email offer: $.05/delivered address (based upon average open rate)
Social Media
Recognition in post: $.015/impression
Storytelling opportunity: $.025/impressions
Promotion or ad : $.025/impression
Tagged video: $.015/impression
Onsite Signage/Recognition
Title/Presenting Banners: $.03/impression (main entrance, stage banner, start/finish)
Prominent Banners $.015 - .03/impression (Asset signage, high visibility location)
Secondary Banners: $.005/impression (based upon size, location)
LED/Video Logo Slide: $.0075/impression (includes PowerPoint Screens)
LED/Video Message/Ad: $.025 - $.012/impression (impacted by length and frequency)
PR/Verbal Announcements: $.075/impression (Acknowledgement); $.2 (Endorsement)
Opportunity to speak/intro. $.0375 (based on attention/desirability of audience)
SMS (Text) Message/Offer $.25 - $.5/mobile number delivered
Onsite Audience Engagement
Direct Sampling: $.15 - .25/sample
Static Display: $.05 - .10/impression
Exhibit Space: $.15-.25/attendee or at premium exhibition rate
Hospitality
Hospitality: Face value of tickets/admission
VIP Hospitality Value based upon quality/exclusivity/unsuitability of experience
Source: ESP/IEG, SponsorFeePro and other industry sources – Updated 2021
August 16, 2022 - Page 82 of 357
Town of Vail Page 16
Addendum 2
Intangible Valuation Criteria
The true value of the property does not begin to become apparent until the intangible
assets are weighed. Intangible assets are those which cannot be easily quantified but
still have a great impact on the value of the sponsorship.
For evaluating a property’s sponsorship intangibles, CSG utilizes a qualitative weighing
system that places a value between 0 – 10, (of which 10 is the highest), on each of
eleven different categories. The sum of those values will later be multiplied by a factor
of .10 to determine the percentage of the “magnifying effect” on the property value. This
percentage is applied to the tangible value to help determine a range for the
sponsorship fee at that level.
Below you will find the intangible category followed by a brief explanation of the applied
criteria and CSG’s comments and ranking.
Prestige of Property
Criteria: Value is created through property's brand equity. The brand - along with
audience delivered, is the product a property offers. It is the image and philosophy a
sponsor is buying. Key factors include heritage, authenticity, trust, uniqueness, and
tradition.
Score:
Recognition and Awareness
Criteria: Value is created through promotion of the property's brand. Focus on
increasing the likelihood that placement of property's marks and logos on packaging or
in sponsor promotions will move more product.
Score:
Level of Audience Interest/Loyalty
Criteria: Value is created through the audience's affinity for the property. If it is high, or
at least higher than affinity for sponsor's brand, it will rub off to sponsor's product.
Score:
Ability to Activate
Criteria: Value is created through organizer’s turn-key promotions that allow sponsors
to engage the audience as well as their openness to sponsor’s promotional ideas.
Score:
August 16, 2022 - Page 83 of 357
Town of Vail Page 17
Degree of Sponsor Clutter
Criteria: Value is created when property is kept as clean as possible so that each
sponsor gets noticed. Look for proprietary programs and asset presentation
opportunities.
Score:
Property’s Susceptibility to Ambush/Gorilla Marketing
Criteria: Value is created in the degree to which the organizer excludes a competitor
from buying into property benefits (e.g., accepts advertising in program or telecasts,
purchasing exhibit space) and works to restrict or “police” competitors from ambushing
or street marketing the property.
Score:
B2B Networking Opportunities
Criteria: Value is created in properties that have a high degree of interest and appeal to
sponsors for hospitality and entertainment and provide opportunities for business-to-
business, face-to-face interaction.
Score:
Media Coverage Potential
Criteria: Value is created when media interest is driven to event and can best be
evaluated by past media interest.
Score:
Demonstration of Community Involvement/Cause Interest
Criteria: Value is created when involvement or association with the property has an
altruistic end or is a demonstration of corporate citizenship and is therefore regarded as
positive and important by community or impacted constituents, thereby reflecting
positively on and building affinity for the sponsor.
Score:
Established Track Record
Criteria: Value is created by properties that fulfill their agreements, delivering
everything that was promised. Value is increased when properties over deliver.
August 16, 2022 - Page 84 of 357
CSE RFP Published
Initial Staff Review
Economic Development
Town Council Approves
60 day Call Up
Commission on Special Events
Town Council Approves
Council Funding RFP Published
Initial Staff Review: Finance /
Town Manager / Economic
Development
Event Producer Presentations
Staff Recommendation
CSE FUNDED EVENTS COUNCIL FUNDED EVENTS
TOWN OF VAIL EVENT FUNDING MODEL
CURRENT
DECISION
MAKING
STRUCTURE
*presented to Town Council February 2022
August 16, 2022 - Page 85 of 357
Town Council
Event Funding Committee
RFP Published: Bi-annual call for proposals and/or specific
event RFP.
Initial staff review of application reviewed for completeness
and accuracy.
Approves or Denies Event Funding Committee Recommendations
Event Advisory Committee
Event Review Committee (ERC)Safety and Operations
Staff/ Econ Dev
Initial operational review by safety departments of event concept.
Reviews event proposals and completes scorecards to provide
recommendations using objective quantitative data.
Makes funding allocations based on scoring from Event Advisory
Committee and staff benefits valuation. EFC may negotiate event sponsorships.
PROPOSED EVENT FUNDING DECISION MAKING STRUCTURE
= NEW TO STRUCTURE August 16, 2022 - Page 86 of 357
Provides final
approval of event
budget.
Town Council Event Funding
Committee
Event Advisory
Committee
Event Review
Committee (Safety
and Operations)
Staff/ Econ Dev
Completes Event
Benefits Valuation
Matrix
Makes funding
recommendations
based on scoring from
Event Advisory
Committee
May negotiate sponso
rship deliverables.
EFC would Include
Town Manager, Econ
Dev., and Finance.
VLMDAC provides
strategic direction on
calendar, audience,
data collection and
other goals.
Review event
proposals based on
new evaluation metrics
including Audience Fit,
Economic Impact,
Marketing Power and
Sponsorship Rights
and Assets.
Complete scorecards
and provide funding
recommendations.
Subgroup of the larger
Event Review
Committee.
Focused on Public
Safety and Operations.
Provides proof of
concept review prior to
funding decisions.
Economic
Development
department includes
the Director, Special
Events Coordinator
and Marketing
Specialist.
Publishes RFP.
Initial vetting of
applicants and event
proposals.
Scoring of event
benefits matrix.
Resource to event
advisory committee.
Negotiate adjustments
in sponsorship
deliverables.
Oversight of recap
reports and event
reviews.
ROLES
August 16, 2022 - Page 87 of 357
Special Event Funding Model
Update
8/16/2022
Economic Development Department
August 16, 2022 - Page 88 of 357
Key Objectives For Event Funding Model
1.Streamline and unify decision-making structure
2.Increase Frequency of Event Application Process
3.Improve Audit of Event Requirements and Event Scorecard
August 16, 2022 - Page 89 of 357
Funding Model Highlights
New categories proposed
•Visitor Draw
•Programming
•Recreation
New decision-making structure ensures events meet town goals prior to review of proposals
New tangible value measurement tool for events
•Based on industry standards, determines real tangible value of a sponsorship request
•Increases focus on marketing benefits received and proof of performance by event producers
Single funding process for events: Two cycles per year (spring, fall)
•All events held to the same standards for evaluation
•Multiple cycles allow for proposals to align with current needs, and allow for evaluation to
occur after the current years event and recap have occurred
August 16, 2022 - Page 90 of 357
ACTION REQUESTED OF COUNCIL
•Town Council is asked to provide input and direction on the following two structure proposals:
•Approve forming the Event Funding Committee with representation from the Town Manager’s
Office, Economic Development, and Finance staff.
•Direct staff to prepare an ordinance to abolish the Town Code title 3, chapter 6, Commission
on Special Events and create the Event Advisory Committee administratively with the current
members of the Commission on Special Events serving on the Event Advisory Committee.
•Approve the changes to the event funding model as presented by Bruce Erley, including
updating the score cards, event categories, and utilizing the tangible valuation matrix.
August 16, 2022 - Page 91 of 357
CSE RFP Published
Initial Staff Review
Economic Development
Town Council Approves
60 day Call Up
Commission on Special Events
Town Council Approves
Council Funding RFP Published
Initial Staff Review: Finance /
Town Manager / Economic
Development
Event Producer Presentations
Staff Recommendation
CSE FUNDED EVENTS COUNCIL FUNDED EVENTS
TOWN OF VAIL EVENT FUNDING MODEL
CURRENT
DECISION-MAKING
STRUCTURE
* initially presented to Town Council February 2022
August 16, 2022 - Page 92 of 357
Town Council
Event Funding Committee
RFP Published: Bi-annual call for proposals and/or specific event RFP.
Initial staff review of application reviewed for completeness
and accuracy.
Approves or Denies Event Funding Committee Recommendations
Event Advisory Committee
Event Review Committee (ERC)Safety and Operations
Staff/ Econ Dev
Initial operational review by safety departments of event concept.
Reviews event proposals and completes scorecards to provide recommendations
using objective quantitative data.
Makes funding allocations based on scoring from Event Advisory Committee and
staff benefits valuation. EFC may negotiate event sponsorships.
PROPOSED EVENT FUNDING DECISION MAKING STRUCTURE
= NEW TO STRUCTURE August 16, 2022 - Page 93 of 357
Provides final approval
of event budget.
Town Council Event Funding Committee Event Advisory
Committee
Event Review Committee
(Safety and Operations)Staff/ Econ Dev
Completes Event Benefits
Valuation Matrix
Makes funding
recommendations based on
scoring from Event Advisory
Committee
May negotiate sponsorship
deliverables.
EFC would Include Town
Manager, Econ Dev., and
Finance.
VLMDAC provides
strategic direction on
calendar, audience, data
collection and other goals.
Review event proposals
based on new evaluation
metrics including Audience
Fit, Economic Impact,
Marketing Power and
Sponsorship Rights and
Assets.
Complete scorecards and
provide funding
recommendations.
Subgroup of the larger Event
Review Committee.
Focused on Public Safety
and Operations.
Provides proof of concept
review prior to funding
decisions.
Economic Development
department includes the
Director, Special Events
Coordinator and Marketing
Specialist.
Publishes RFP.
Initial vetting of applicants
and event proposals.
Scoring of event benefits
matrix.
Resource to event advisory
committee.
Negotiate adjustments in
sponsorship deliverables.
Oversight of recap reports
and event reviews.
ROLES
August 16, 2022 - Page 94 of 357
THANK YOU
August 16, 2022 - Page 95 of 357
From:Douglas Smith
To:klangmaid@vail.gov; tcoggin@vail.gov; bdavis@vail.gov; kfoley@vail.gov; Jen Mason; pseibert@vail.gov;
jstaufer@vail.gov
Cc:Council Dist List
Subject:Future of Commission on Special Events (CSE)
Date:Tuesday, August 16, 2022 9:51:15 AM
Madame Mayor and fellow Council members,
I had hoped to attend this afternoon's session and to be there for the important discussion on
the "Special Events Funding Model", but unfortunately I was called out of town at the last
minute. I apologize for not being able to attend in person.
First, let me say thank you for supporting this effort. As you know from my public comments
on this, both during CSE meetings and before the Council, I am a passionate believer in using
research and facts to drive smart decisions, particularly when taxpayer dollars are involved.
Since the Council first gave me the honor of serving on the CSE, I have always striven to
uphold my responsibilities to ensure we were acting in the best interest of the town and the
community we represent. It is why I pushed for us to have a full review of how the town
evaluates and funds special events. I believe that the statutory authority and
responsibility given to the CSE is vital in helping to protect the towns interests and drive
maximum value and oversight on how dollars are allocated and spent towards underwriting
and supporting events.
It is for these reasons that I am concerned that there is a desire by town staff to dismantle this
very important commission. I hope as the council looks to strengthen the metrics by which
decisions are made to allocate public dollars in support of events, they will also continue to
support the role and authority that the CSE currently has. Given the massive amount of issues
before the Council, from employee housing to long term planning around exciting
initiatives like the West Vail redevelopment efforts, I believe the CSE needs to be supported
and strengthened to maximize its ability to support and protect the larger efforts of the
Council.
When it is all said it done, we are a destination "town" and the quality of the programming we
present is critical for supporting the vibrant and wonderful place we call home. I hope I will
continue to have the honor to serve on this important Commission and to support the
important work of the Council and this amazing community. Thank you for your
consideration of this important matter.
V/R
Douglas A. Smith, Commision on Special Events
West Vail
August 16, 2022 - Page 96 of 357
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: Steward Vail Destination Stewardship Plan Mid-Year Update
P RE S E NT E R(S ): Mia Vlaar, E conomic Development Director and Cathy Ritter, B etter
Destinations L L C
B AC K G RO UND: The Town of Vail (TO V ) has engaged B etter Destinations, MMG Y NextFactor,
and The Travel Foundation to develop a comprehensive destination stewardshp plan, Steward Vail,
to gather community feedback and explore how how tourism can generate greater value to the Vail
community. The plan, which is being developed during 2022, has included extensive community
engagement, the results of which are included in the materials provided. Vail is seeking a best-in-
class strategy, guided by principles of sustainability, to create a shared vision for a thriving tourism
economy that supports quality of life and quality of experience for all those who care about Vail.
S TAF F RE C O M M E ND AT IO N: I nformation update. L isten to presentation and provide
feedback.
AT TAC H ME N TS:
Description
Council Memo - Steward Vail Mid Year Update
Steward Vail Council Update Presentation
Appendix A - Vail Resident Survey
Appendix B - Down Valley Resident Survey
Appendix C - Community Survey Comparison
Appendix D - Key Takeaways from Engagement Sessions
Appendix E - Vail Sustainability Analysis D R AFT
Appendix F - S MAR I Image Research
Steward Vail Situational Analysis
August 16, 2022 - Page 97 of 357
To: Mayor and Town Council
From: Economic Development Department
Date: August 16, 2022
Subject: Steward Vail Destination Stewardship Plan Mid-Year Update
I. Background
The Town of Vail (TOV) has embarked on an innovative path to guide how it manages
an economy founded 60 years ago almost entirely on tourism. With town revenues
reaching new highs following the depths of pandemic containment, TOV is re-examining
how tourism can generate value in the community. As a result, Vail now is among the
first places in the U.S. to frame tourism planning around a destination stewardship
approach.
Vail's choice signals a forward-thinking commitment to a holistic planning approach that
engages the entire community in addressing challenges and finding new opportunities
for their globally known and treasured destination. Vail is seeking a best-in-class
strategy, guided by principles of sustainability, to create a shared vision for a thriving
tourism economy that supports quality of life and quality of experience for all those who
care about Vail. Its stated goals, shared widely within the community, are as follows:
II. Goals of the Plan
• Managing the growth of Vail’s tourism economy,
• Protecting Vail’s way of life and the natural environment that is beloved by the
community
• Maintaining a world-class experience for our visitors and residents
Another desired outcome for Vail is to fulfill one of its last requirements for achieving
certification to the Mountain IDEAL standard. This standard, recognized by the Global
Sustainable Tourism Council, requires approval for a destination management plan
within the five-year certification cycle. By achieving Town Council approval of its plan by
Dec. 31, 2022, Vail will become just the second destination in the world to achieve the
standard.
TOV engaged a first-time partnership among three leading tourism organizations --
MMGY NextFactor, Better Destinations, and the Travel Foundation to develop the plan.
Collectively and individually, these partners are focused on reshaping tourism to meet
August 16, 2022 - Page 98 of 357
Town of Vail Page 2
global challenges. Their aim is to re-frame the definition of tourism success to generate
new community benefits through regenerative tourism strategies and methodically
identify tourism impacts and ways of mitigating them.
III. Work Completed
A. Public Engagement
To ensure that the voices of Vail and other Eagle County residents were heard
and honored, the process provided a rich array of ways for locals to weigh in.
(Key Takeaways from Public Engagement Attached as Appendix D).
• A total of 986 Vail residents took part in a resident sentiment survey fielded
from late May to early August 2022. A large majority (72 percent) identified as
year-round residents, while the remainder was seasonal.
• Another 131 Eagle County residents filled out the same survey between mid-
July and early August. This version was made available at the request of
Down Valley residents who wished to be heard as well. (Findings attached as
Appendix B.)
• Most of the 1,465 respondents who participated in the Town's semiannual
Community Survey weighed in on three tourism-related questions (which TOV
allowed the consulting team to share).
• About 200 Vail and other Eagle County residents took part in two sets of
public engagement sessions -- a total of four in-person and two virtual
sessions. (Findings attached as Appendix C.) A third set of public
engagement sessions set for October will give Vail and other Eagle County
residents a chance to share perspectives on the draft Destination
Stewardship Plan.
• About 180 Vail and other Eagle County residents were invited to join in 12
focus groups centering on a wide range of tourism-related topics. These
included a focus group seeking perspectives of Vail's Spanish-speaking
residents and workers.
• About 30 Vail and other Eagle County residents participated in 1:1 interviews.
These included current elected officials, past mayors, and long-time residents
as well as representatives of leading community nonprofits and the town's
MOU Partners.
• Throughout the process, Vail and other Eagle County residents were invited
to visit an information hub, EngageVail.com/Stewardship, to register for public
engagement events and stay abreast of findings.
B. Brand Perception and Consumer Segmentation Study
The Vail Local Marketing District Advisory Council commissioned a national
study from Strategic Marketing & Research Insights (SMARInsights) (Findings
attached as Appendix F). The survey was designed to deliver insight into Vail's
competitive position and whether sustainability fits with Vail's image and appeal.
August 16, 2022 - Page 99 of 357
Town of Vail Page 3
C. Sustainability Impact Analysis
A key deliverable for the planning process was to document, review and analyze
Vail’s existing sustainable tourism and destination management initiatives
against current global trends (Attached as Appendix E). This analysis assessed
Vail’s progress in addressing Global Sustainable Tourism Council (GSTC) criteria
and the Mountain IDEAL standard, while diving deeper into such areas as impact
management, optimizing tourism’s value, and climate action. As a final step, the
analysis used the Future of Tourism Coalition’s 13 Guiding Principles as a
framework to identify gaps and opportunities in current policies and practices.
D. Resident Survey Outcomes Align with Other Engagement Findings (Attached as
Appendix A and B)
• The undisputed top concern in the Vail Valley is resident housing. For
Vail to achieve alignment among its stakeholders, it will be critically
important to address a housing crisis that threatens the health of its tourism
economy. The cost and short supply of housing impacts every aspect of life
in the Vail Valley. It constrains the supply of workers for Vail's services-
dependent economy. It threatens employers' ability to operate fully. It
discourages many from staying to build lives and careers in the Vail Valley.
Virtually every conversation -- whether in focus groups, 1:1s or public
engagement sessions -- led to the risks of Vail's profound imbalance in
housing attainability.
• Residents of Vail and other parts of Eagle County share highly similar
concerns. Resident surveys fielded to both groups delivered similar
outcomes, despite very different demographics. Housing was the far-and-
away top concern for both groups, though Down Valley respondents'
response was even more intense (9.42/10.0) than Vail residents'
(8.60/10.0). Both identified Parking Pressures as their second-most
concerning issue, followed by Crowding and Damage to Trails. Vail
residents felt Crowding more keenly, while Parking Pressures were more
concerning for Down Valley residents. Both rated their fifth-ranked concern
-- "Loss of a Sense of Community" -- at nearly the identical level of
intensity. This commonality of interests points to the potential for regional
collaboration to address concerns that are at the top of the list for everyone
in Eagle County.
• Not just long-time Vail residents yearn for the days when Vail was
more fun and everyone was in it together. A persistent theme in all
stakeholder touchpoints was a longing for a Vail where people feel more
connected -- both to the community and with each other. All recognize how
challenging this is for a town built as a resort and whose permanent
population of less than 5,000 is far outnumbered by its 2.5 million yearly
visitors. Though a recent short-term rental study showed 60 percent of
August 16, 2022 - Page 100 of 357
Town of Vail Page 4
Vail's housing units are put to "seasonal, recreational or occasional use,"
many see the town's seasonal residents as a benefit rather than as part of
the problem. Most appreciate their seasonal neighbors and warmly credit
their generous support for the town's arts and culture scene. New
community-focused facilities are seen as possibilities for bringing people
together. Others believe community can happen in simple ways -- through
neighborhood potlucks or by reviving some of the wacky traditions of early
Vail like St. Patrick's Day softball on skis.
• Seasonal residents feel more satisfied than others in Vail, and their
top priorities differ. Vail’s biennial Community Survey found seasonal
residents were more satisfied than full-time residents on many fronts. More
than half (53 percent) of seasonal residents felt the town was going in the
right direction, compared with just 40 percent of full-timers. Full-time
residents were far more likely to say the town was on the wrong track, with
43 percent expressing that view, compared with just 26 percent of seasonal
residents. Half of seasonal residents “strongly support” the town’s events
strategy, compared with just 32 percent of full-time residents. Year-round
residents were far more likely to express unhappiness with tourism, with 27
percent saying it at least somewhat detracts from their quality of life,
compared with just 15 percent of seasonal residents feeling that way. All
agreed that winter was the most stressful season.
IV. Next Steps
With the completion of extensive public engagement including surveys and the
sustainability analysis, the partner group is embarking on the final phase of plan
development. This phase begins with the Visioning Session on August 18, where a
group of community stakeholders will embark on a journey to share feedback on the
Planning pillars and objectives, help prioritize action steps, and identify key elements
for the Plan’s vision and mission.
1. Situation Analysis – August 11 (Attached as Situation Analysis)
2. Visioning Session – August 18
3. Presentation Planning & Environmental Commission – August 22
4. Draft Destination Stewardship Plan
5. Validation
Project Team October 4
Final Public Engagement Sessions October 19-20
Final Planning and Environmental Commission Presentation
6. Town Council Consideration – December 6, 2022
V. Action Requested of Council
Provide feedback and input on Steward Vail Plan and findings
August 16, 2022 - Page 101 of 357
August 16, 2022Steward Vail
Town Council Update
August 16, 2022 - Page 102 of 357
DESTINATION STEWARDSHIP
An approach that balances community priorities and the
environment, while supporting a thriving visitor economy
August 16, 2022 - Page 103 of 357
The Goals
•Managing the growth of Vail’s tourism
economy
•Protecting your way of life and the natural
environment that you love
•Maintaining a world-class experience for
your visitors --and for you
Secure Town Council approval by Dec. 31
August 16, 2022 - Page 104 of 357
Completed
Two Rounds of Public Engagement Sessions
Visitor & Resident Studies
1:1 Interviews & 10 Focus Groups
Sustainability Analysis
August 16, 2022 - Page 105 of 357
What’s Next
•Aug 18: Visioning Session
•Aug 22: Planning & Environmental Commission
•Aug-Sept: Draft Steward Vail Plan
•Oct-Nov: Validation
•Oct 4: Project Team Review
•Oct 19/20: Final public engagement sessions
•TBD: PEC Review
•Dec. 6: Town Council consideration
August 16, 2022 - Page 106 of 357
Thursday’s Visioning Session
•Expected outcomes
•Insight for Vision & Mission statements
•Planning Pillars
•Objectives & Action Steps
•High-level agenda
•Overview of findings
•Review & validate proposed Pillars
•Breakouts for Objectives/Action Steps for each Pillar
•Mission & Vision exercises
August 16, 2022 - Page 107 of 357
Findings & Insights
August 16, 2022 - Page 108 of 357
Community Survey RespondentsCOMPARISON BETWEEN FULL-TIME, SEASONAL RESIDENTS
Source: RRC Associates, June 2022August 16, 2022 - Page 109 of 357
Seasonal residents are more satisfied
August 16, 2022 - Page 110 of 357
Seasonal residents happier with events strategy
NON-RESIDENT WORKFORCE IS, TOO
August 16, 2022 - Page 111 of 357
Year-round residents’ top priority is housing
HIGHEST PRIORITY FOR SEASONAL IS GORE CREEK
Source: RRC Associates, June 2022
August 16, 2022 - Page 112 of 357
Year-round more negative toward tourism
27% SAY IT DETRACTS FROM THEIR QUALITY OF LIFE, COMPARED WITH 15% OF SEASONAL
Source: RRC Associates, June 2022
August 16, 2022 - Page 113 of 357
Year-
round
more likely
to report
impacts on
quality of
life
ESPECIALLY IN WINTER
Source: RRC Associates
Source: RRC Associates, June 2022August 16, 2022 - Page 114 of 357
Source: RRC Associates, June 2022August 16, 2022 - Page 115 of 357
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Steward Vail
Resident Sentiment Surveys
Results as of Monday, August 8, 2022
Survey Participation
Vail Survey: 986 Participants
(72% Full-time/28% Seasonal)
Down Valley Survey: 132 Participants
August 16, 2022 - Page 116 of 357
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Q2: How long have you been a full-time resident of Vail?
FULL-TIME
8.93%
19.39%
22.18%
19.67%
25.94%
3.91%
0%5%10%15%20%25%30%35%40%45%50%
Less than 2 years
2 to 5 years
6 to 10 years
11 to 20 years
More than 20 years
All my life
August 16, 2022 - Page 117 of 357
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Q3: How long have you been a part-time resident of Vail?
SEASONAL RESIDENTS
7.92%
12.45%
13.96%
20.38%
42.26%
3.02%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Less than 2 years 2 to 5 years 6 to 10 years 11 to 20 years More than 20 years All my life
August 16, 2022 - Page 118 of 357
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Q4: How much time do you generally spend in your Vail home?
32.70%
46.39%
20.91%
0%5%10%15%20%25%30%35%40%45%50%
Less than 3 months
3-6 months
More than 6 months
SEASONAL RESIDENTS
August 16, 2022 - Page 119 of 357
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Q5: How would you rate the quality of your Vail lifestyle compared with other
places in Colorado?
Vail Residents Down Valley Residents
August 16, 2022 - Page 120 of 357
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Q6: How would you rate the quality of your lifestyle compared with other places
in the U.S.?
Vail Residents Down Valley Residents
August 16, 2022 - Page 121 of 357
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Q9: To what extent do you agree or disagree with each of these statements?
Tourism to Vail …
8.06
7.86
7.56
6.78
5.96
7.12
5.67
7.39
5.95
6.81
6.22
6.18
5.05
6.98
6.97
5.78
0 1 2 3 4 5 6 7 8 9 10
Generates substantial tax revenues for my community.
Supports jobs for locals.
Means I have access to great in-town transportation services.
Means I have access to high-quality recreational facilities.
Means my county and town governments can keep taxes lower for residents.
Means I have access to high-quality medical services.
Creates a positive ambience /vibe in the Vail community.
Creates opportunity to attract world-class events.
Creates opportunity to build Vail as a sustainable destination.
Is a good way to help pay for a countywide transportation system.
Is an important factor in making our community a great place to live.
Creates restaurants that I can enjoy
Supports stores where I like to shop.
Means our community has great options for live entertainment.
Creates outstanding outdoor recreation opportunities.
Creates opportunities for developing new businesses.
1
3
2
1
2
3
August 16, 2022 - Page 122 of 357
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DQ9: To what extent do you agree or disagree with each of these statements?
Tourism to Vail …
8.33
7.93
7.22
7.15
5.34
7.32
6.14
7.68
6.18
7.56
6.48
5.99
5.00
7.66
7.55
5.88
0 1 2 3 4 5 6 7 8 9 10
Generates substantial tax revenues for my community.
Supports jobs for locals.
Means I have access to great in-town transportation services.
Means I have access to high-quality recreational facilities.
Means my county and town governments can keep taxes lower for residents.
Means I have access to high-quality medical services.
Creates a positive ambience /vibe in the Vail community.
Creates opportunity to attract world-class events.
Creates opportunity to build Vail as a sustainable destination.
Is a good way to help pay for a countywide transportation system.
Is an important factor in making our community a great place to live.
Creates restaurants that I can enjoy
Supports stores where I like to shop.
Means our community has great options for live entertainment.
Creates outstanding outdoor recreation opportunities.
Creates opportunities for developing new businesses.
1
2
3
1
2
3
August 16, 2022 - Page 123 of 357
Key Findings
Vail Residents Down Valley Residents
VIEWS OF TOURISM IMPACTS
•Substantial tax revenues 8.06
•Supports jobs 7.86
•In-town transportation 7.56
•World-class events 7.39
Level of Agreement: 10-pt scale
HIGH AGREEMENT WITH STATEMENTS
•Substantial tax revenues 8.33
•Supports jobs 7.93
•World-class events 7.68
•Great live entertainment 7.66
August 16, 2022 - Page 124 of 357
Key Findings
Vail Residents Down Valley Residents
VIEWS OF TOURISM IMPACTS
•Stores where I like to shop 5.05
•Creates positive ambience 5.67
•Opportunity for new business 5.78
Level of Agreement: 10-pt scale
LOW AGREEMENT WITH STATEMENTS
•Stores where I like to shop 5.00
•Makes my taxes lower 5.34
•Opportunity for new business 5.88
August 16, 2022 - Page 125 of 357
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Q10: To support Vail's tourism economy, the Vail Local Marketing District
Advisory Council should focus on attracting …..
Answered: 684 Skipped: 469
6.07
6.59
6.22
8.67
8.18
8.02
8.89
4.65
6.96
0 1 2 3 4 5 6 7 8 9 10
High-spending visitors who contribute most to the local economy.
Visitors who come at less busy times.
Visitors who are interested in less-busy trails and places.
Visitors who care about protecting our natural resources.
Visitors of all races, ethnicity, age, gender, religion, sexual orientation, ability and
economic status.
Visitors who wish to leave a light carbon impact when they travel.
Visitors who share respect for our local way of life.
Remote workers.
Visitors from other parts of Colorado.
1
2
3
4
August 16, 2022 - Page 126 of 357
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DQ10: To support Vail's tourism economy, the Vail Local Marketing District
Advisory Council should focus on attracting …..
5.74
7.32
5.97
8.79
8.93
8.08
9.10
4.06
7.67
0 1 2 3 4 5 6 7 8 9 10
High-spending visitors who contribute most to the local economy.
Visitors who come at less busy times.
Visitors who are interested in less-busy trails and places.
Visitors who care about protecting our natural resources.
Visitors of all races, ethnicity, age, gender, religion, sexual orientation, ability and
economic status.
Visitors who wish to leave a light carbon impact when they travel.
Visitors who share respect for our local way of life.
Remote workers.
Visitors from other parts of Colorado.
2
1
3
4
August 16, 2022 - Page 127 of 357
Key Findings
Vail Residents Down Valley Residents
•Respect way of life 8.89
•Protect natural resources 8.67
•Visitors of all kinds 8.18
•Light carbon trail 8.02
•Respect way of life 9.10
•Visitors of all kinds 8.93
•Protect natural resources 8.79
•Light carbon trail 8.08
Level of Agreement: 10-pt scale
KINDS OF VISITORS TO ATTRACT
August 16, 2022 - Page 128 of 357
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Q11: Please indicate your level of agreement with the following statements.
6.98
6.25
7.72
8.51
8.84
6.95
6.11
5.87
5.97
8.55
8.91
7.50
0 1 2 3 4 5 6 7 8 9 10
Tourism should be actively encouraged in Vail.
In general, the positive benefits of tourism to Vail outweigh negative impacts.
A countywide transit system would benefit both locals and visitors.
The Town of Vail needs to support creation of more workforce housing in Vail and
downvalley.
Greater cooperation between Vail Resorts and the Town of Vail would go a long way
toward addressing tourism-related pressures.
Creating a stewardship awareness campaign would reduce resident and visitor
impacts on our community.
Paid parking should be used as a way to alleviate pressure and encourage use of
transit.
A Vail community center would create closer connections among and benefit both Vail
residents and guests.
A timed-entry or permit system for heavily-trafficked trails would be a good way to
prevent overuse and allow for regeneration.
Supporting Vail’s workforce through housing, childcare and transit is important.
Vail should strive to provide a high level of customer service.
Tourism serves to support the vision of Vail as the premier international mountain
resort community.
1
2
3
4
August 16, 2022 - Page 129 of 357
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DQ11: Please indicate your level of agreement with the following statements.
7.35
6.99
8.74
9.21
8.97
7.60
6.11
5.38
5.99
9.22
8.94
8.04
0 1 2 3 4 5 6 7 8 9 10
Tourism should be actively encouraged in Vail.
In general, the positive benefits of tourism to Vail outweigh negative impacts.
A countywide transit system would benefit both locals and visitors.
The Town of Vail needs to support creation of more workforce housing in Vail and
downvalley.
Greater cooperation between Vail Resorts and the Town of Vail would go a long way
toward addressing tourism-related pressures.
Creating a stewardship awareness campaign would reduce resident and visitor
impacts on our community.
Paid parking should be used as a way to alleviate pressure and encourage use of
transit.
A Vail community center would create closer connections among and benefit both Vail
residents and guests.
A timed-entry or permit system for heavily-trafficked trails would be a good way to
prevent overuse and allow for regeneration.
Supporting Vail’s workforce through housing, childcare and transit is important.
Vail should strive to provide a high level of customer service.
Tourism serves to support the vision of Vail as the premier international mountain
resort community.
2
3
4
1
August 16, 2022 - Page 130 of 357
Key Findings
Vail Residents Down Valley Residents
ALIGNMENT ON TOP NEEDED ACTIONS
•High level of customer service 8.91
•Cooperation between VR & TOV 8.84
•Support Vail’s workforce 8.55
•More workforce housing 8.51
Level of Agreement: 10-pt scale
•Support Vail’s workforce 9.22
•More workforce housing 9.21
•Cooperation between VR & TOV 8.97
•High level of customer service 8.94
August 16, 2022 - Page 131 of 357
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Q12: Concerns have been expressed about impacts of tourism on Vail's quality
of life. Please share your level of concern with each of the following:
7.20
8.05
6.84
7.77
7.55
7.64
8.60
7.46
8.02
6.47
5.77
0 1 2 3 4 5 6 7 8 9 10
Traffic congestion
Parking pressures
Trash
Damage to trails
Threat to wildlife
Loss of sense of community
Lack of workforce housing
Disrespect for the local way of life
Crowding
Safety
Diversity of residents
1
2
3
4
5
August 16, 2022 - Page 132 of 357
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DQ12: Concerns have been expressed about impacts of tourism on Vail's quality
of life. Please share your level of concern with each of the following:
7.32
8.31
7.14
7.72
7.18
7.46
9.40
7.29
7.65
5.78
6.46
0 1 2 3 4 5 6 7 8 9 10
Traffic congestion
Parking pressures
Trash
Damage to trails
Threat to wildlife
Loss of sense of community
Lack of workforce housing
Disrespect for the local way of life
Crowding
Safety
Diversity of residents
1
2
3
5
4
August 16, 2022 - Page 133 of 357
Key Findings
Vail Residents Down Valley Residents
ALL SHARE THE SAME TOP CONCERNS
•Lack of workforce housing 8.60
•Parking pressures 8.05
•Crowding 8.02
•Damage to trails 7.77
•Loss/sense of community 7.64
•Lack of workforce housing 9.40
•Parking pressures 8.31
•Damage to trails 7.72
•Crowding 7.65
•Loss of sense of community 7.46
Level of Concern: 10-pt scale
August 16, 2022 - Page 134 of 357
Key Findings
Vail Residents –June 27 Vail Residents –Aug 8
TOP CONCERNS SHIFTED SINCE JUNE
•Loss/sense of community 8.4
•Traffic congrestion 8.1
•Crowding 7.9
•Trash 7.7
•Damage to trails 7.6
•Threat to wildlife 7.4
•Lack of workforce housing 7.3
Level of Concern: 10-pt scale
•Lack of workforce housing 8.60
•Parking pressures 8.05
•Crowding 8.02
•Damage to trails 7.77
•Loss/sense of community 7.64
•Threat to wildlife 7.55
•Disrespect for way of life 7.46
August 16, 2022 - Page 135 of 357
Key Findings
DEMOGRAPHICS SHIFTED
Age
Vail
Residents
6/27
Vail
Residents
8/8
18-34 9.43%18.5%
35-49 19.1%24.6%
50-64 39%30.9%
65+33%25.8%
Vail Survey As of 6/27 As of 8/8
Income of 200K+ 42% 35%
Do Work in Tourism 45% 53%
AGE Vail
Residents
Down
Valley
Residents
18-34 18.5%18.2%
35-49 24.6%52.7%
50-64 30.9%23.6%
65+25.8%5.5%
Final age distribution
of both surveys
As of August 8, 2022
August 16, 2022 - Page 136 of 357
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Q18: What is your annual household income?
Vail Residents Down Valley Residents
August 16, 2022 - Page 137 of 357
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Q19: Do you have children under 18?
Vail Residents Down Valley Residents
August 16, 2022 - Page 138 of 357
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Q20: Do you or a close family member work in tourism, hospitality or a related
field?
Vail Residents Down Valley Residents
August 16, 2022 - Page 139 of 357
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Q21: Please describe your working status.
Vail Residents Down Valley Residents
August 16, 2022 - Page 140 of 357
Thank you
Questions?
August 16, 2022 - Page 141 of 357
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Steward Vail Resident Sentiment
Survey
Monday, August 08, 2022
Situation Analysis Appendix A
August 16, 2022 - Page 142 of 357
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Q1: Are you a resident of Vail?
Answered: 1153 ,: 0
62.36%
23.16%
14.48%
0%10%20%30%40%50%60%70%80%90%100%
Year-round Resident (11+ months a year)
Part-Time Resident
No
August 16, 2022 - Page 143 of 357
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Q1: Are you a resident of Vail?
Answered: 1153 ,: 0
ANSWER CHOICES RESPONSES
Year -round Resident (11+ months
a year)
62.36%719
Part-Time Resident 23.16%267
No 14.48%167
TOTAL 1153
August 16, 2022 - Page 144 of 357
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Q2: How long have you been a full-time resident of Vail?
Answered: 717 Skipped: 436
8.93%
19.39%
22.18%
19.67%
25.94%
3.91%
0%5%10%15%20%25%30%35%40%45%50%
Less than 2 years
2 to 5 years
6 to 10 years
11 to 20 years
More than 20 years
All my life
August 16, 2022 - Page 145 of 357
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Q3: How long have you been a part-time resident of Vail?
Answered: 265 Skipped: 888
7.92%
12.45%13.96%
20.38%
42.26%
3.02%
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Less than 2 years 2 to 5 years 6 to 10 years 11 to 20 years More than 20 years All my life
August 16, 2022 - Page 146 of 357
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Q4: How much time do you generally spend in your Vail home?
Answered: 263 Skipped: 890
32.70%
46.39%
20.91%
0%5%10%15%20%25%30%35%40%45%50%
Less than 3 months
3-6 months
More than 6 months
August 16, 2022 - Page 147 of 357
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Q5: How would you rate the quality of your Vail lifestyle compared with other
places in Colorado?
August 16, 2022 - Page 148 of 357
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Q6: How would you rate the quality of your lifestyle compared with other places in
the U.S.?
August 16, 2022 - Page 149 of 357
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Q9: The rest of this survey is intended to secure your opinions about tourism in
Vail. To what extent do you agree or disagree with each of these statements?
Tourism to Vail …
Answered: 690 Skipped: 463
8.06
7.86
7.56
6.78
5.96
7.12
5.67
7.39
5.95
6.81
6.22
6.18
5.05
6.98
6.97
5.78
0 1 2 3 4 5 6 7 8 9 10
Generates substantial tax revenues for my community.
Supports jobs for locals.
Means I have access to great in-town transportation services.
Means I have access to high-quality recreational facilities.
Means my county and town governments can keep taxes…
Means I have access to high-quality medical services.
Creates a positive ambience /vibe in the Vail community.
Creates opportunity to attract world-class events.
Creates opportunity to build Vail as a sustainable destination.
Is a good way to help pay for a countywide transportation…
Is an important factor in making our community a great place…
Creates restaurants that I can enjoy
Supports stores where I like to shop.
Means our community has great options for live entertainment.
Creates outstanding outdoor recreation opportunities.
Creates opportunities for developing new businesses.
August 16, 2022 - Page 150 of 357
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Q10: To support Vail's tourism economy, the Vail Local Marketing District Advisory
Council should focus on attracting …..
Answered: 684 Skipped: 469
6.07
6.59
6.22
8.67
8.18
8.02
8.89
4.65
6.96
0 1 2 3 4 5 6 7 8 9 10
High-spending visitors who contribute most to the local
economy.
Visitors who come at less busy times.
Visitors who are interested in less-busy trails and places.
Visitors who care about protecting our natural resources.
Visitors of all races, ethnicity, age, gender, religion, sexual
orientation, ability and economic status.
Visitors who wish to leave a light carbon impact when they
travel.
Visitors who share respect for our local way of life.
Remote workers.
Visitors from other parts of Colorado.
August 16, 2022 - Page 151 of 357
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Q11: Please indicate your level of agreement with the following statements.
Answered: 685 Skipped: 468
6.98
6.25
7.72
8.51
8.84
6.95
6.11
5.87
5.97
8.55
8.91
7.50
0 1 2 3 4 5 6 7 8 9 10
Tourism should be actively encouraged in Vail.
In general, the positive benefits of tourism to Vail outweigh …
A countywide transit system would benefit both locals and…
The Town of Vail needs to support creation of more workforce…
Greater cooperation between Vail Resorts and the Town of…
Creating a stewardship awareness campaign would reduce…
Paid parking should be used as a way to alleviate pressure and…
A Vail community center would create closer connections…
A timed-entry or permit system for heavily-trafficked trails…
Supporting Vail’s workforce through housing, childcare and …
Vail should strive to provide a high level of customer service.
Tourism serves to support the vision of Vail as the premier…
August 16, 2022 - Page 152 of 357
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Q12: Concerns have been expressed about various impacts of tourism on Vail's
quality of life. Please share your level of concern with each of the following:
Answered: 680 Skipped: 473
7.20
8.05
6.84
7.77
7.55
7.64
8.60
7.46
8.02
6.47
5.77
0 1 2 3 4 5 6 7 8 9 10
Traffic congestion
Parking pressures
Trash
Damage to trails
Threat to wildlife
Loss of sense of community
Lack of workforce housing
Disrespect for the local way of life
Crowding
Safety
Diversity of residents
August 16, 2022 - Page 153 of 357
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Q13: For tourism to achieve the greatest benefits for any community, potential
impacts need to be prioritized and managed..How important is each of the
following to you?
Answered: 683 Skipped: 470
3.03 2.87 2.75
3.42 3.12
3.45 3.51 3.72 3.52 3.27 3.28
2.91
3.42
3.77
0
1
2
3
4
Income & local entrepreneurship…Diverse employment opportunitiesConservation and celebration of cultural…Preservation and regeneration of…Carbon reduction & climate action by…Adequate public infrastructure…Efficient use of natural resources…High-quality drinking water and streamsRespectful visitor behaviorsSocial connection & sense of communityMental health and wellbeingAccessibility, diversity & inclusion for…Equity and access (fair wages, housing…Quality of lifeAugust 16, 2022 - Page 154 of 357
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Q15: What is your age?
Answered: 684 Skipped: 469
0.15%
19.01%
24.42%
30.85%
25.58%
0%5%10%15%20%25%30%35%40%45%50%
Under 18
18-34
35-49
50-64
65 and over
August 16, 2022 - Page 155 of 357
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Q16: How would you describe your gender?
Answered: 685 Skipped: 468
46.86%
49.34%
3.80%
0%10%20%30%40%50%60%70%80%90%100%
Male
Female
Prefer not to respond
August 16, 2022 - Page 156 of 357
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Q17: How would you describe yourself? (Check all that apply)
Answered: 681 Skipped: 472
11.16%
1.76%
1.76%
1.17%
84.73%
4.70%
0.88%
0%10%20%30%40%50%60%70%80%90%100%
Prefer not to answer
American Indian/Alaska Native
Asian
Black
Caucasian
Hispanic/Latinx
Native Hawaiian/Other Pacific Islander
August 16, 2022 - Page 157 of 357
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Q18: What is your annual household income?
Answered: 646 Skipped: 507
1.70%
9.44%
10.99%
12.54%
18.27%
12.85%
34.21%
0%5%10%15%20%25%30%35%40%45%50%
<$25k
$25K–$54,999
$55K–$74,999
$75K–$99,999
$100K-$149,999
$150,000-$199,999
$200,000 or more
August 16, 2022 - Page 158 of 357
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Q19: Do you have children under 18?
Answered: 678 Skipped: 475
15.63%
84.37%
0%10%20%30%40%50%60%70%80%90%100%
Yes
No
August 16, 2022 - Page 159 of 357
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Q20: Do you or a close family member work in tourism, hospitality or a related
field?
Answered: 682 Skipped: 471
54.40%
45.60%
0%10%20%30%40%50%60%70%80%90%100%
Yes
No
August 16, 2022 - Page 160 of 357
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Q21: Please describe your working status.
Answered: 681 Skipped: 472
55.95%
9.40%
13.22%
19.38%
2.06%
0%10%20%30%40%50%60%70%80%90%100%
Work full-time
Work part-time
Self-employed
Retired
Not currently working
August 16, 2022 - Page 161 of 357
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Down Valley Resident
Sentiment Survey
132 Participants
Monday, August 08, 2022
Situation Analysis Appendix B
August 16, 2022 - Page 162 of 357
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Q5: How would you rate the quality of your Vail lifestyle compared with other
places in Colorado?
Answered: 51 Skipped: 66
August 16, 2022 - Page 163 of 357
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Q6: How would you rate the quality of your lifestyle compared with other places in
the U.S.?
Answered: 52 Skipped: 65
August 16, 2022 - Page 164 of 357
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Q9: The rest of this survey is intended to secure your opinions about tourism in
Vail. To what extent do you agree or disagree with each of these statements?
Tourism to Vail …
Answered: 73 Skipped: 113
8.33
7.93
7.22
7.15
5.34
7.32
6.14
7.68
6.18
7.56
6.48
5.99
5.00
7.66
7.55
5.88
0 1 2 3 4 5 6 7 8 9 10
Generates substantial tax revenues for my community.
Supports jobs for locals.
Means I have access to great in-town transportation services.
Means I have access to high-quality recreational facilities.
Means my county and town governments can keep taxes…
Means I have access to high-quality medical services.
Creates a positive ambience /vibe in the Vail community.
Creates opportunity to attract world-class events.
Creates opportunity to build Vail as a sustainable destination.
Is a good way to help pay for a countywide transportation…
Is an important factor in making our community a great place…
Creates restaurants that I can enjoy
Supports stores where I like to shop.
Means our community has great options for live entertainment.
Creates outstanding outdoor recreation opportunities.
Creates opportunities for developing new businesses.
August 16, 2022 - Page 165 of 357
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Q10: To support Vail's tourism economy, the Vail Local Marketing District Advisory
Council should focus on attracting …..
Answered: 73 Skipped: 113
5.74
7.32
5.97
8.79
8.93
8.08
9.10
4.06
7.67
0 1 2 3 4 5 6 7 8 9 10
High-spending visitors who contribute most to the local
economy.
Visitors who come at less busy times.
Visitors who are interested in less-busy trails and places.
Visitors who care about protecting our natural resources.
Visitors of all races, ethnicity, age, gender, religion, sexual
orientation, ability and economic status.
Visitors who wish to leave a light carbon impact when they
travel.
Visitors who share respect for our local way of life.
Remote workers.
Visitors from other parts of Colorado.
August 16, 2022 - Page 166 of 357
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Q11: Please indicate your level of agreement with the following statements.
Answered: 72 Skipped: 114
7.35
6.99
8.74
9.21
8.97
7.60
6.11
5.38
5.99
9.22
8.94
8.04
0 1 2 3 4 5 6 7 8 9 10
Tourism should be actively encouraged in Vail.
In general, the positive benefits of tourism to Vail outweigh …
A countywide transit system would benefit both locals and…
The Town of Vail needs to support creation of more workforce…
Greater cooperation between Vail Resorts and the Town of…
Creating a stewardship awareness campaign would reduce…
Paid parking should be used as a way to alleviate pressure and…
A Vail community center would create closer connections…
A timed-entry or permit system for heavily-trafficked trails…
Supporting Vail’s workforce through housing, childcare and …
Vail should strive to provide a high level of customer service.
Tourism serves to support the vision of Vail as the premier…
August 16, 2022 - Page 167 of 357
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Q12: Concerns have been expressed about various impacts of tourism on Vail's
quality of life. Please share your level of concern with each of the following:
Answered: 72 Skipped: 114
7.32
8.31
7.14
7.72
7.18
7.46
9.40
7.29
7.65
5.78
6.46
0 1 2 3 4 5 6 7 8 9 10
Traffic congestion
Parking pressures
Trash
Damage to trails
Threat to wildlife
Loss of sense of community
Lack of workforce housing
Disrespect for the local way of life
Crowding
Safety
Diversity of residents
August 16, 2022 - Page 168 of 357
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Q13: For tourism to achieve the greatest benefits for any community, potential
impacts need to be prioritized and managed..How important is each of the
following to you?
Answered: 72 Skipped: 114
3.04 3.11
2.65
3.42 3.18
3.62 3.62 3.68
3.30 3.25 3.47
3.13
3.68 3.68
0
1
2
3
4
Income & local entrepreneurship…Diverse employment opportunitiesConservation and celebration of cultural…Preservation and regeneration of…Carbon reduction & climate action by…Adequate public infrastructure…Efficient use of natural resources…High-quality drinking water and streamsRespectful visitor behaviorsSocial connection & sense of communityMental health and wellbeingAccessibility, diversity & inclusion for…Equity and access (fair wages, housing…Quality of lifeAugust 16, 2022 - Page 169 of 357
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Q15: What is your age?
Answered: 72 Skipped: 114
0.00%
16.67%
55.56%
22.22%
5.56%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under 18 18-34 35-49 50-64 65 and over
August 16, 2022 - Page 170 of 357
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Q16: How would you describe your gender?
Answered: 72 Skipped: 114
50.00%
47.22%
2.78%
0%10%20%30%40%50%60%70%80%90%100%
Male
Female
Prefer not to respond
August 16, 2022 - Page 171 of 357
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Q17: How would you describe yourself? (Check all that apply)
Answered: 72 Skipped: 114
August 16, 2022 - Page 172 of 357
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Q18: What is your annual household income?
Answered: 69 Skipped: 117
4.35%
8.70%
7.25%
14.49%
26.09%
20.29%
18.84%
0%10%20%30%40%50%60%70%80%90%100%
<$25k
$25K–$54,999
$55K–$74,999
$75K–$99,999
$100K-$149,999
$150,000-$199,999
$200,000 or more
August 16, 2022 - Page 173 of 357
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Q19: Do you have children under 18?
Answered: 72 Skipped: 114
38.89%
61.11%
0%10%20%30%40%50%60%70%80%90%100%
Yes
No
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Q20: Do you or a close family member work in tourism, hospitality or a related
field?
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76.39%
23.61%
0%10%20%30%40%50%60%70%80%90%100%
Yes
No
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Q21: Please describe your working status.
Answered: 72 Skipped: 114
80.56%
1.39%
11.11%
4.17%
2.78%
0%10%20%30%40%50%60%70%80%90%100%
Work full-time
Work part-time
Self-employed
Retired
Not currently working
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SITUATION ANALYSIS APPENDIX C:
COMPARING YEAR-ROUND TO SEASONAL
RESPONSES FOR COMMUNITY SURVEY
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Community Survey Respondents
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Seasonal residents are more satisfied
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Seasonal residents much happier with events strategy
The non-resident workforce is, too
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Year-round 2x more likely to support housing
Seasonal share stronger support for Gore Creek
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Year-round more negative toward tourism
27% say it detracts from their quality of life, just 15% of seasonal say that
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Year-
round
more likely
to report
impacts on
quality of
life
ESPECIALLY IN WINTER
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Situation Analysis Appendix D
Key Takeaways from Public Input Sessions
Shared and validated in June Public Feedback Sessions
Workforce & Housing
o There is a wide range of opinions about the value of local workers living in Town
versus down valley.
o The cost of housing has crossed a tipping point where local businesses can’t
operate at full capacity.
o There is a long waiting list for childcare providers, and many parents are using
unregulated help.
o Local public transit is excellent but there’s significant need for longer hours and
extended routes.
o More can be done to support non-English speaking workers.
The Vail Economy
o More comprehensive data management capabilities will better inform and align
decision making in the public, private and civic sectors.
o Local entrepreneurs and remote workers could potentially help diversify the
economy with support from the Town of Vail, in sectors such as technology and
health.
o The seasonal nature of Vail’s economy hampers investment, although many locals
seem to appreciate slower times. Regional collaboration within Eagle County offers
opportunities.
o Events with global thought leadership will enhance the Vail brand.
o There is a lack of professional development opportunities locally.
Environment & Sustainability
o There is widespread sentiment that visitor volumes often exceed the capacity of
Vail, and there isn’t the data to identify overall social and environmental impacts.
o Specifically, local trails, wildlife and water quality are under threat.
o Greater education about sustainability for both locals and residents could
significantly improve the local environment and social fabric.
o It is critical to develop workable solutions for parking and accessibility.
o Residents believe destination marketing should share local values relating to the
region’s environment and way of life.
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Quality of Life & Experience
o Prioritize placemaking. Many residents are craving a stronger sense of community
where people interact with their neighbors more easily.
o There is considerable demand for a multi-purpose community center.
o There is widespread concern about the decreasing percentage of young people
living in Vail.
o Residents are aware that tourism represents the bulk of the economy, but there
should be a greater focus on attracting quality over quantity.
o There is a common feeling that many people must work so hard to live in Town
today that they can’t enjoy the reasons why they moved to Vail.
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APPENDIX E: Vail Sustainability Analysis [DR AFT]
Delivered To: Town of Vail
Delivered By: The Travel Foundation
Date: August 11, 2022
Contents
Introduction 1
Methodology & Analysis Framework 1
Summary of Findings 4
Over view 4
Economic Impacts & Tourism Product 7
Environmental Impacts: Natural Resources, Habitats & Biodiversity 9
Environmental Impacts: Climate Change & Industry Practice 11
Societal & Cultural Impacts 13
Governance & Funding 15
Appendix A: Summary Table by Impact Area with Destination Examples (delivered to TOV)16
Appendix B: Full Detailed Analysis (delivered to TOV)16
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Introduction
The sustainability analysis provides an overview of Vail’s initiatives to date in the areas of sustainable development, highlighting key
persistent challenges and areas of opportunity for potential future action. The purpose of this exercise was to build on Vail’s progress in
addressing the requirements of the Global Sustainable Tourism Council destination criteria and the Mountain IDEAL, exploring elements
of sustainable development in more depth including impact management, optimizing tourism’s value, climate action, and destination
stewardship.
This component of work was conducted by the Travel Foundation. Founded in 2003, the Travel Foundation works globally to understand
and improve the impacts of tourism on communities, environment, and resources. The organization’s deep experience and understanding
of how tourism works - in companies, in communities, and in policy – allows it to identify issues and root causes and offer practical
solutions towards solving them. The Travel Foundation offers a unique and global perspective, having worked in more than 40 countries,
and with more than 100 years combined tourism experience, it has built a vast international network, through which it can draw and share
expertise and know-how. The Travel Foundation has worked with many destination authorities, supporting them to develop inclusive,
equitable and low-impact tourism development and innovative management strategies, with a particular focus on understanding and
addressing the impacts of tourism to generate a net-positive for communities.
The process included documenting Vail’s existing initiatives relating to sustainable tourism and destination management, as well as
benchmarked against current global trends in these areas, identifying recent case studies and good practices that can serve as relevant
inspiration. The Travel Foundation also utilized the Future of Tourism Coalition’s 13 Guiding Principles to identify gaps and opportunities
in current policies and practices and identify ways to address them consistent with Town policies and plans. The results provide an
in-depth foundation for the Situation Analysis and the Optimal Value Framework of the Destination Stewardship Plan.
Methodology & Analysis Framework
The Travel Foundation used the following methodology to conduct the sustainability analysis for Vail:
1.The Travel Foundation adapted its proprietary "Materiality Framework" that contains a broad range of impact areas in
sustainability and destination management including Economic, Social, Environmental, Cultural and Societal Impacts. See
detailed elements of the Impact Framework below.
1
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2.Mapped Impact Areas to the Future of Tourism Guiding Principles which provide further opportunity for identifying gaps.
3.Collated all data from Mountain IDEAL certification audit according to impact areas. This work was done in partnership with Green
Destinations who conducted the audit for the certification which thereby sped up the process of identifying all evidence for each
category.
4.Reviewed data from annual Community Sur veys (2020-2022) to inform analysis of particular impact areas.
5.Interviewed 9 members of Vail’s Destination Stewardship Committee to complement information and gather ideas. (Including
representatives of Holy Cross Energy, Eagle River Water & Sanitation, Colorado Parks & Wildlife, Vail Chamber, Vail Valley
Partnership, Housing Authority, TOV Environment and Economics departments, Vail Resorts)
6.Conducted review to identify gaps and opportunities as well as destination benchmark examples - by members of the Travel
Foundation team including four sustainable tourism experts, one with a climate action specialty.
7.Reviewed analysis with Sustainability Working Group (members of Vai’s Destination Stewardship Committee) for feedback
8.Obtained further perspectives from the Future of Tourism Coalition leadership including Tourism Cares, Destination Stewardship
Center, Green Destinations, Sustainable Travel International and the Center for Responsible Travel, to ensure a broad range of
thinking is included in analysis.
The Impact Framework used includes 24 impact areas mapped to the Future of Tourism Guiding Principles. The impact areas fall under
the categories of Economic Impacts, Environmental & Climate Change Impacts, Societal Impacts, Cultural Impacts, Tourism Product and
Governance. Each was reviewed according to significant challenges being faced, the efforts to address challenges to date, the priority
level for future action based on risk and stakeholder consultations, gaps and opportunities for future action, and global destination best
practice examples. The Future of Tourism Guiding Principles encapsulate these impact areas and encourage us to view impacts beyond
one category, but in terms of the whole destination. They distill broader and sometimes insular categories of assessment into overall
outcomes of well-balanced tourism. See framework visualization on the following page.
2
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Analysis Framework
3
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Summar y of Findings
Over view
The review indicates Tourism’s impact and extent to achieving the optimal scenario in these areas. It is not a reflection per se on what
particular functions or organizations are doing in these areas. There are many progressive and effective programs in place. For example,
the fact that water e ciency achieved that has resulted in a similar usage level as 20 years ago despite growth, proves that Vail (including
the Town and entities that work together within the town) has worked towards significantly reducing the human impact on resources
4
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across several impact categories. The reason many are labeled “red” here is due to high risk, and high priority to act, because tourism is
having an outsized impact and there are external risks such as climate change exacerbating the pressures on these areas and despite
some great results achieved there are still threats in these areas. Items that are in amber are deemed to be posing less risk but there are
significant areas for improvement. For items that are in green, the impact area appears to be well managed and does not pose major
risks in its current state, but needs continued management to remain that way.
What is our analysis telling us overall about key challenges and opportunities?
Key Challenges
●Natural resource overshoots and climate impacts are outsized and pose risk for the economy and quality of life
●Socio-cultural issues including high cost of living leading to reduced livability and labor shortages pose risks for the tourism
economy and quality of life of residents and workers
●Visitor management in regards to volumes at peak times and resultant impacts to trails as well as congestion and parking
pressures affect both the visitor experience and the environment, including wildlife, habitats, protected areas, and facility access
for residents and workers
●Insu cient capacity to monitor and enforce rules in place to prevent impacts and low participation rates in incentive programs,
rebates, and certification schemes on the part of both residents and businesses, indicate a need for funding allocations toward
these areas to increase progress and effectiveness.
Key Opportunities
●Consider a destination stewardship role/team at TOV to coordinate with environmental sustainability o ce, destination
stewardship council, and Vail local marketing district advisory council as well as special events group to implement cross-sector
initiatives
●Public-private partnership on regional large-scale housing initiative with transit and childcare
●Employee experience improvement program that includes initiatives such as locals discounts, targeted events, improved transit
access, perhaps led by an employee/worker task force and subsidized by a public/private collaboration
●New incentives, subsidies or resource supports for businesses to participate in sustainability/energy/waste reduction programs
5
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●Data on visitors and workers’ movement into and activities within Vail for better understanding of different segments needs and
impacts including trail usage, parking, transportation and carbon emissions
●Continued diversification to non climate-reliant products & experiences
●Program to charge tiered fees per surface area heated (within snowmelt program), to incentivize reduction and raise funds for
restoration and/or investments in renewables
●Resource allocation towards promoting uptake in rebates, e ciency programs (for water and energy), waste diversion programs,
etc. and/or review potential for mandator y and enforceable requirements in each of these areas for both residents and businesses
●Resource allocation towards monitoring and enforcement efforts to prevent impacts in wildlife habitats and protected areas.
●Install a permit and/or reservation system for significant at-risk areas (limitations on volume also improve user experience)
●Sign the Glasgow Declaration to join global destinations and companies on climate action planning and to receive peer to peer
learning and support via tools and guidance.
●Charge for parking in summer to bring in revenues (consider a congestion or emissions fee associated with parking); provide
parking passes for residents & workers and evaluate potential for park & ride/shuttle system for high use areas
●Shift towards value-based marketing. Increase the effectiveness of messaging about how to visit Vail responsibly and all Vail is
doing toward sustainability as well as how to arrive to Vail with less carbon impact (using new CDOT shuttles for example)
●Provide funding support (including private sector collaboration) to non profit orgs with focus on youth and diversity to enhance
participation in recreation activities within Vail
●Work with Vail Resorts on coordinating marketing efforts and responsible recreation education initiatives with aim to reduce
parking pressures and responsible recreation behaviors including for winter guests
●Review priorities for funding and whether some reallocations are possible to help with urgent needs for implementation
particularly in high stress/high risk impact areas for example those that preser ve and restore nature, trails, lead to carbon
reduction and enable monitoring and enforcement.
●Explore eco-fee or carbon tax opportunities on other single-use plastics and/or potential for recreation fee (like a fishing license,
on mountain biking or other activities) to fund initiatives
●Continue implementation of Restore the Gore watershed restoration program (strategic action plan). Enact mandator y
requirements for items listed in strategic plan as to be considered for legal ramifications such as restricting pesticide use/any
toxic substances, lawn replacements, no-mow zones, creek-friendly landscaping, etc.
The next sections are grouped by theme for quicker review, and the appendices include Appendix A)a summar y table of each impact area
with destination best practice examples, and Appendix B)the full detailed analysis with reference to all data reviewed.
6
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Economic Impacts & Tourism Product
Impact Areas
Key Challenges & Risks Key Initiatives to Date
●Inadequacy of labor market to meet needs
●Dependence on mountain climate
●High cost of living
●Decline in perception of value for money
●Lack of visitor behavior improvement
●Housing, training, compensation increases
●Diversification of experiences
●Quality standards & training
●Campaigns & programs including Actively Green, LoveVail,
Restore the Gore, etc.
Opportunities & Potential Future Actions
●Public-private partnership on regional large-scale housing initiative with transit and childcare [to be addressed more in detail in
plan]
●Review potential of a centralized Vail employment system (perhaps for smaller businesses or similar type businesses like hotels or
restaurants) whereby employees are shared by different companies based on needs and thereby companies contribute to pay and
benefits
7
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●Shuttle system for employees (whether regional transport program gets passed or not) + more regular in-town bus ser vice in
summer for employees and late night service
●Review of Prima Vail training via a skills gap analysis to understand (current and likely future) needs of tourism sector vs skills
available / courses offered
●Locals discount card - participation among restaurants; events targeted for employees incl Spanish-speakers (open to residents,
visitors, as well)
●Establish employee quality of life, wellbeing and mental health task force (with bilingual Spanish-speaking participants included)
●Procure visitor and worker movement and spend data within and across the valley to support valley-wide initiatives such as
transport, housing, as well as targeted marketing & education programs; Understanding visitor segments’ actions (from activities
to spend to transport to trail use) will help for targeted messaging and reduction of impacts including from transportation.
●Review target market locations and length of stay promoted. The further away they are, the greater the climate impact. Attracting
people for longer visits reduces overall transport impacts.
●Continued diversification in terms of product development that is less vulnerable to climate change. Work already underway in
this regard. What are radical product diversification ideas that do not rely on "typical" climate?
●Shift towards value-based marketing. Repurpose/repositioning/rebrand Vail as a place to live, work and stay; Highlight low
impact and high benefit activities in collaboration with environmentalists and wildlife specialists
●Add questions on tourist satisfaction with conser vation efforts and with the quality of the environment in visitor sur veys. Ask
visitors for ideas and examples of good practice seen in their travels.
●Coordinate with Vail Resorts on marketing and education efforts with aim to reduce parking pressures from additional cars and to
encourage other responsible behaviors
●Determine costs and benefits of attracting other sectors to Vail (i.e. reduced reliance on tourism/service sector but potential
increased impacts from growth in other areas)
8
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Environmental Impacts: Natural Resources, Habitats & Biodiversity
Impact Areas
Key Challenges & Risks Key Initiatives to Date
●Water scarcity increasing due to climate change
●Ine cient use of outdoor water (15% ret to watershed)
●Inputs from highway runoff, pesticides , algaecides, etc.
●Human wildlife conflicts impacting species
●Peak visitor volume & disrespectful behaviors
●ERWSD e ciency & incentive programs
●95% Indoor water recover y by ERWSD
●Restore the Gore Action Plan + Project Re-Wild
●Efforts to monitor and enforce by CPW, TOV, VVMTA, etc.
●Campaigns to promote responsible behaviors
Opportunities & Potential Future Actions
●Determine whether a review of snowmelt capture for outdoor use during dr y periods would be an effective or useful and feasible
measure
●VR Snowmaking improvements require 83% less energy for 19% expansion. Review water use and snowmaking requirements and
future projections of needs for understanding of e ciency of “water banking” and level return to watershed.
●TOV resource for promoting uptake in residential and commercial incentive programs to reduce outdoor water use
●Continue implementation of Restore the Gore watershed restoration program (strategic action plan). Enact mandator y
requirements for items listed in strategic plan as to be considered for legal ramifications such as restricting pesticide use/any
toxic substances, lawn replacements, no-mow zones, creek-friendly landscaping, etc.
●Prioritize installation of stormwater controls in Gore Creek Action Plan to treat highway runoff
●Enhance reporting requirements for the use and/or spills of any substances toxic to watershed/ecosystems
9
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●Evaluate capacity and resource needs, including for increased education and awareness about water quality and conservation
related to individuals' actions.
●More resource allocation. Non profit organizations fill the gaps currently with volunteer ambassadors; There is not enough
capacity to monitor compliance. Resourcing staff to complement volunteers at non profits could improve human/wildlife
conflicts and trail and ecosystem degradation due to human/recreation uses
●Explore a permit system for significant at-risk areas (limitations on volume also improve user experience)
●Well enforced seasonal closures and code of conduct for individuals and operators related to wildlife protection
●Recreation activity license/fee akin to hunting/fishing licenses to fund monitoring and enforcement?
●Additional infrastructure to close off certain areas for protection
●Prioritize low impact activities (silent, slow travel)
●Consider a user entry fee for trails to raise funds for protection and enforcement
●Large scale habitat improvement that requires advocacy by TOV and collaboration by VR and other agencies to work across region
and on federal lands
●Implementation of priorities in 2018 Open Lands Plan Update including: Establish Open Space Board/Committee to prioritize and
oversee implementation of actions; enforce seasonal closures through collaboration with CPW to provide enforcement and
installation of gates; conduct wildlife & biodiversity analysis as part of a comprehensive trails plan and include identification of
trail-free zones. Note the importance of coordinating county-wide and with federal and state agencies for effective
implementation.
●Review Ski Area Conservation Fund allocations in collaboration with wildlife and ecology specialists to ensure funding of
mitigation of human impacts and habitat improvement projects
●Review and improve the educational programs and marketing messages around responsible behavior. Note, if behavioral change
is not an option (or not fruitful), unsustainable options need to be removed as and where possible through restrictions and
regulations.
10
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Environmental Impacts: Climate Change & Industr y Practice
Impact Areas
Key Challenges & Risks Key Initiatives to Date
●Snowmelt system high energy use (fossil fuel)
●Lack of participation in energy e ciency & renewables
programs
●Peak time load burden due to tourism
●High relative share of GhG pp from tourism, car
dependency
●Risk of drought, flooding, wildfire, reduced snowpack &
unstable climate
●High contribution of waste from tourism & low rates of
participation in recycling
●Conversion to electricity
●Actively Green
●WMSC Sustainable Trail Map
●HCE renewables target + e ciency programs
●Electrification of bus fleet, ebike share
●Sign on to Eagle County CAP
●VR Epic Promise commitment to net zero
●Pay as you throw program, Plastic bag fee, VR zero waste
goal
Opportunities & Potential Future Actions
●Review areas under snowmelt system to determine where reductions may be possible. Is EV snow removal a feasible alternative?
Consider program to charge tiered fees per surface area heated, to incentivize reduction and raise funds for restoration or
investments in renewables
11
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●Consider TOV resource allocation in collaboration with Holy Cross Energy (HCE) for promoting uptake in rebate and other
e ciency programs
●Measure this increase in e ciency against the potentially increased use. How does the amount of snowmaking compare year on
year? Are we making more, more e ciently? And if so how do the annual emissions compare?
●Analyze lack of participation, review incentives, and consider mandator y targets/minimum standards
●Resource allocation for promoting and enforcing mandatory recycling and the potential following waste prevention measures
●Implement a circular approach to adopt source reduction measures to prevent waste such as menu planning/chef training for
food waste, banning single-use items etc.
●Review other single-use plastics that may be eliminated by hotels, restaurants, stores, etc. along with expansion of eco-fee to be
applied to other products to raise more funds. (10 cent fee could fund this initiative)
●Consider stricter enforcement & penalties along with more education and outreach for PAYT program needed.
●Subsidies to businesses to get certified OR to make certain retrofits to improve energy e ciency and waste management; review
incentives for Actively Green and determine supports needed to improve practices (whether via certification or via specific
priority measures such as waste, water, energy reduction)
●Climate Action Collaborative provides opportunity for identifying urgent actions and collaborating on implementation.
Recommend identifying barriers to urgent actions to making strides in climate action (for example onerous approval processes)
and seeking approval for process changes
●Green Destinations START Toolkit offers a tool to make climate forecasting maps that identify potential impacts of climate change
in a defined area to help plan for tourism resilience which may be useful for Vail to undertake.
●Incorporate restoration of vegetation buffers along Gore Creek (as in action plan) into tourism activities both for business and
visitor participants
●Advocate for prescribed burns outside of town boundaries (to address wildfire risk, improve wildlife habitat, etc.)
●Sign the Glasgow Declaration to join global destinations and companies on climate action planning and to receive peer to peer
learning and support via tools and guidance.
●As part of TOV's implementation of the Eagle County Climate Action Plan; review GhG calculation and benchmark to better
understand tourism' contribution to emissions.
●Accelerate bus transit system EV conversion
●Improve walking and biking safety infrastructure to improve transit by foot, cycle, e-bike (as identified in Vail 20/20 Strategic
Action Plan
12
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●Opportunity to market low-carbon impact travel utilizing private and new public CDOT shuttles into Vail + transit and bike share
programs within Vail
Societal & Cultural Impacts
Impact Areas
Key Challenges & Risks Key Initiatives to Date
●High cost of living reducing access & enjoyment, livability
●Lack of childcare & housing affecting ability to live/work in
Vail
●Tra c and parking issues related to transit needs
●Eroding sense of place; perception of STR reducing
population of young people
●Rights issues with vulnerable workers
●Accessibility and inclusion for diverse populations is
limited
●Increase of min wage; Tax reinvestment into high quality
amenities;
●Housing Plan, InDeed+, Local Housing Authority
●In-town transit and regional initiative
●Civic Area Plan, community events
●TOV & VR ethics policies
●Multiple efforts by nonprofits to provide youth and diverse
populations with access to recreation
Opportunities & Potential Future Actions
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●Likewise under employment above: funding to increase liveability for things such as childcare; transport into Vail and improved
access for employees; a regional approach to housing
●Continue to implement Housing Plan Actions and related strategies in Vail 20/20 Strategic Action PLan. Additional opportunities
to be addressed elsewhere in the plan.
●Charge for parking in summer to bring in revenues (consider a congestion or emissions fee associated with parking); provide
parking passes for residents & workers
●Evaluate potential for park & ride/shuttle system for high use areas
●Review workforce shortage and map to housing shortage
●Regulation of STR (cost-benefit analysis of STR regulation or other measures to fill housing gap until more housing built)
●Review capacities of trails and other recreation activities to determine whether a permit/reservation system that locals can
either bypass or get a certain number of spaces allocated could alleviate some issues with access during peak times
●Expand support and promotion of employee education program to protect the rights of workers (Vail Police provide education
sessions directly at hotels currently, but only one or two companies have participated to date)
●Provide funding support to non profit orgs with focus on youth and diversity to enhance participation in recreation activities
within Vail
●Opportunities already identified by the cultural heritage committee to highlight pre-resort history including Indigenous UTE roots
- Could be an opportunity here to highlight Indigenous Ute historic and current relationship with land and bring that into the
messaging to locals and visitors to create more connection to the land and the impact of individual's actions
14
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Governance & Funding
Impact Areas
Key Challenges & Risks Key Initiatives to Date
●Lack of resources for monitoring, enforcement of
requirements and rules already in place
●Funding gaps limiting capacity to implement programs,
increase participation
●Destination management plan and implementation
structure (in development)
●Levels of dissatisfaction indicate some issues with
participation
●Sales Tax, RETT, Lodging Tax, to general fund
●Ski lift tax (transit), 10 cent bag fee (waste diversion
events)
●DSP being developed; Destination Stewardship Committee
and Council
●Community survey, open meetings, consultations,
engageVail platform, etc.
Opportunities & Potential Future Actions
●Review priorities for funding and whether some reallocations are possible to help with urgent needs for implementation
particularly in high stress/high risk impact areas. This can also improve the perception of tourism if it is communicated well how
tourism (via taxes) are contributing to solving specific issues.
●I.e Weight more investment toward programs that preser ve and restore nature and watershed ecosystems, trails, carbon
reduction and monitoring and enforcement - as well as - transportation and housing and solutions
15
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●Explore eco-fee or carbon tax opportunities; recreation fee (like a fishing license, on mountain biking or other activities)
●Environmental Sustainability Action Plan update - aligned with Destination Stewardship Plan and including activities to align with
Eagle County Climate Action Plan (more in climate section)
●Update of Economic Development plan in line with DSP
●Update 1998 carr ying capacity study to understand thresholds - upper and lower limits for visitor numbers, recreation activities,
development, parking, facilities, etc.
●Consider a destination stewardship role/team at TOV to coordinate with environmental sustainability o ce, destination
stewardship council, and marketing council well as special events group to implement cross-sector initiatives
●Use resident sentiment survey developed for DSP annually to measure progress on tourism-specific impacts and expand to
include or target residents across the region who work in/ are key stakeholders in Vail [or integrate main important questions to
measure annually into community sur vey]
●Suggestions in the Community Sur vey 2020 to increase participation in decision-making: more meetings after work hours, more
opportunities for online participation in meetings and discussions
●Online resource open to all with DSP action plan progress
●Review participation techniques such as stakeholder consultation engagement ladder to ensure deep and wide and meaningful
participation
Appendix A: Summar y Table by Impact Area with Destination Examples
(delivered to TOV)
Link to Google Doc Table
Appendix B: Full Detailed Analysis (delivered to TOV)
Includes Summary Analysis, Detailed Analysis with Destination Examples, and Inter vention Evaluation (Mountain IDEAL)
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2022 Sustainability Image Research
June 2022
Situation Analysis -Appendix F
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Background & Methodology
2
•Data was gathered via an online survey designed by SMARInsights and the Town of Vail.
•The surveys were conducted from April 29th to May 5th, 2022.
•National sample providers with demographically representative respondents were used so that the
research results can be projected to the population.
•Respondents were qualified as adult leisure traveler decision-makers with household income of at
least $75,000.
•A total of 1,204 surveys were completed in the U.S.
SMARInsights
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Competitive Situation Insights
•Key challenges for Vail are the diversity of its image and the competitive situation. Because Vail
offers a variety of types of experiences, it is harder to create a cohesive image.
•People are interested in visiting Vail for different types of trips, but that actually increases the
competitive pressure. The strongest top-of-mind mentions for Vail relate to winter mountain/outdoor
adventure trips and luxury resort experiences.
•The weakest associations are for summer trips.
•But across trip-types there are other destinations that have both stronger top-of-mind image and
where consumers are more likely to visit.
•The competitive set varies by trip type –although Tahoe (Lake Tahoe) is a strong competitor across
the various trip types and has established both strong top-of-mind presence, as well as high levels
of likelihood to visit.
4SMARInsights
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The Competitive Landscape
5SMARInsights
Aspen & Vail Tahoe, Park City,
Whistler, Telluride,
Jackson Hole
Yellowstone, Zion,
Yosemite, Costa Rica
Hawaii
•Outdoor Winter
Activities
•Upscale
•Luxurious resorts
•Good value for the
money
•Small town charm
•Is a good place for
families
•Interesting cultural
experiences
•Unique experiences
•Good for families
•Good value for the
money
•Interesting cultural
experiences
•Unique history
•Luxurious resort
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Travel Motivators Overall
•A key question for this process
is to understand the importance
of sustainability when
consumers are choosing a
destination –as well as what
sustainability means to
consumers.
•To begin to address this issue,
consumers were asked to
indicate the motivational appeal
of a number of factors.
•Only 23% said that a
destination’s commitment to
sustainability was not motivating
–but only 32% said it was “very
much motivating.” There are
many other factors that are
more motivating.
6
15%
17%
31%
32%
37%
37%
38%
40%
40%
40%
40%
41%
45%
56%
59%
62%
68%
82%
Availability of cannabis
World-class golf
Fun nightlife
A destination’s commitment to sustainability
Intimate inns and romantic experiences
Health/wellness and rejuvenation
Outdoor adventure opportunities like biking, ziplining etc.
World-class resorts
Romantic settings
Availability of package travel options
Shopping
Hiking
Attractions for kids and the family
A lot of culture and history
National parks and other outdoor options
Amazing food and wine options
Destination that is welcoming to everyone
Beautiful scenery
Very much motivating
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August 16, 2022 - Page 210 of 357
Destination Sustainability Image
•The rating for doing a good job of
protecting its natural resources
indicates that Vail is below the
average of the destinations rated.
•In fact, while the rating itself (3.99) is
fairly strong compared to destination
ratings benchmarks, other
destinations get much higher ratings
as shown in the indices on the prior
slides.
•The only destinations to get lower
ratings for protecting natural
resources were Costa Rica and
Aspen.
8SMARInsights
3.89
3.95
3.99
4.02
4.05
4.07
4.19
4.20
4.21
4.21
4.23
4.26
4.41
2.5 2.6 2.7 2.8 2.9 3.0 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 4.0 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 5.0
Aspen
Costa Rica
Vail
Jackson Hole/Yellowstone
Breckenridge
Lake Tahoe
Telluride
Park City
Whistler
St. George/Zion National Park
Jackson Hole
Hawaii
Yosemite
Is doing a good job protecting its natural resources (5-point scale)
Average Good
(top 25%)
Excellent
(top 10%)
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Vail & Sustainability
•A positive finding is that the rating
for how Vail is doing at protecting
its natural resources is increasing
over time.
•Looking at people based on past
visitation and when it occurred,
there is a clear upward trend in
the rating for protecting natural
resources.
•This suggests that visitors are
noticing what Vail is doing, and
that this is being reflected in the
image of the destination.
10SMARInsights
4.52
4.33
4.27
4.11
3.86
Visited
in 2022
Visited
in 2021
Visited
in 2020
Visited
Prior to 2020
Never visited
Rating for Protecting Natural Resources
August 16, 2022 - Page 213 of 357
Motivating Visitation
11SMARInsights
•Among sustainable travelers is a different set of messages that are linked to increased interest in
visiting –although there is significant overlap. Protecting natural resources is important to this
segment –although being inclusive and welcoming are stronger motivators:
—Is an inclusive place
—Is a good place for families
—Is welcoming to all people
—Has high quality attractions
—Has appealing events
—Is a unique vacation experience you can’t get in other places
—Is doing a good job protecting its natural resources
•By promoting the image of a charming, upscale destination that is also welcoming and inclusive –
and focused on sustainability, Vail has the opportunity to improve its competitive position, while still
maintaining differentiation from key competitors.
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Recommended Next Steps
•Complete the Community Input sessions and assess
community input and its impact on marketing/targeting
•Review recommended messaging/targeting strategy and
identify benefits and challenges to pursuing this strategy
•Assess current marketing and how well it communicates key
messages identified in this research
•Develop recommendations on refinements to marketing efforts
and materials based on this research, and community input
12SMARInsights
August 16, 2022 - Page 215 of 357
Steward Vail Situation Analysis
Submitted August 11, 2022
A Focus on Destination Stewardship
The Town of Vail (TOV) has embarked on an innovative path to guide how it manages an
economy founded 60 years ago almost entirely on tourism. With town revenues reaching
new highs following the depths of pandemic containment, TOV is choosing to re -examine
how tourism can generate value in the community. As a result, Vail now is among the first
places in the U.S. to frame tourism planning around a destination stewardship approach.
Vail's choice signals a forward-thinking commitment to a holistic planning approach that
engages the entire community in addressing challenges and finding new opportunities for
their globally known and treasured destination. Vail is seeking a best-in-class strategy,
guided by principles of sustainability, to create a shared vision for a thriving tourism
economy that supports quality of life and quality of experience for all those who care about
Vail. The stated purpose of this planning process is as follows:
o Managing the growth of our tourism economy,
o Protecting our way of life and the natural environment that we all love, and
o Maintaining a world-class experience for our visitors and residents.
Another desired outcome for Vail is to check off one of its last requirements for achieving
certification to the Mountain IDEAL standard. This standard, recognized by the Global
Sustainable Tourism Council, requires approval for a destination management plan within
the five-year certification cycle. By achieving Town Council approval of the Steward Vail
plan by Dec. 31, 2022, Vail will become just the second destination in the world to achieve
the Mountain IDEAL standard that it innovated.
To accomplish this work, TOV engaged a first -time partnership among three leading
tourism organizations -- Better Destinations, MMGY NextFactor, and the Travel
Foundation. Collectively and individually, these partners are focused on reshaping tourism
to meet global challenges. With Vail’s plan, their aim is to re -frame the definition of
tourism success to generate new community benefits through regenerative tourism
strategies and methodically identify tourism impacts and ways of mitigating them.
The Planning Landscape
Vail is a town of less than 5,000 year -round residents that attracts 2.5 million visitors a
year. Occupying just 3,360 acres, it stretches 10 miles along Interstate 70, and is no more
August 16, 2022 - Page 216 of 357
2
than a mile wide at any point. It shares a border with Vail Resorts, whi ch manages one of
the most well-known and largest ski resorts in North America on land managed by the U.S.
Forest Service.
Founded as a ski resort in 1962 and as a town in 1966, Vail is positioned as North America's
Premier International Mountain Resort Community. Tourism is the lifeblood of its economy
and has been its reason for being since its inception. Vail Ski Resort is one of North
America's largest with 5,317 acres of terrain. It consistently ranks among the continent's
most visited and favored ski resorts.
When visitors streamed into outdoor spaces last year, Vail's visitor economy boomed
bigger than ever. The average occupancy rate for Winter 2021/22 was 57.3 percent, a
height not seen since Winter 2016/17. The average daily rate hit an historic high of $681, far
exceeding pre-pandemic rate averages. Summer 2021's occupancy rate of 45.1% was on a
par with pre-pandemic levels, but the average room rate of $308 crushed previous highs.
These conditions generated even more funding for the Vail Local Marketing District to
market Vail's natural attractions, businesses, and special events. Formed in 1999, the
VLMD is funded by a 1.4% lodging tax that typically generates about $4 million annually.
While summer 2022 occupancy and rate information is not yet available, it appears that a
softening travel economy may deliver somewhat lower numbers than for 2021,
underscoring the cyclical nature of Vail's top economic driver.
Unprecedented visitor pressures
Since its earliest days, the town has strived to deliver warm, exceptional customer
service. But its hospitable nature was strained last year by masses of visitors who
trampled trails, left trash and waste, and ignored local courtesies and practices. Rapidly
rising housing costs stoked a
growing gap between typical
local salaries and the cost of
mortgages or rents. With many
workers challenged to find a
place to sleep much less build a
life, businesses are challenged
to operate at full capacity and
deliver the brand of customer
service that has been a hallmark
of a Vail vacation. Response to Vail Resident Sentiment Survey, May-August 2022
Despite these challenges, Vail residents give their community excellent ratings for quality
of life compared with other p laces in the U.S. (Down valley residents rate their quality of
life even higher at 8.4 on a 10.0 scale.)
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3
The Meaning of Destination Stewardship
In framing a destination stewardship planning approach, it is important to establish how
the people of Vail relate to that concept. An exercise during the first round of public
engagement sessions invited participants to use a digital facilitation tool called
Mentimeter to share their own definition of destination stewardship. Many responses
focused on creating a better balance among tourism, community needs, and the natural
environment. Others advocated for both visitors and locals to share more responsibility for
safeguarding the special nature of the Vail experience.
The heartfelt nature of these responses points to possibilities for incorporating residents'
thinking about destination stewardship into a Vision Statement for the plan.
Partial list of responses shared via Mentimeter at a public engagement session, April 28, 2022
Potential New Community Benefits
Another core consideration for a destination stewardship plan is to examine all impacts of
tourism, whether positive or negative. The intention is to identify ways of reducing or
mitigating negative impacts while amplifying positive impacts to e nsure that tourism is
delivering net benefits for its host community.
Vail's destination stewardship planning process incorporates a sustainability analysis that
methodically reviewed a broad range of impact areas, including Economic, Social,
Environmental, Cultural, and Societal (Tourism Product and Governance). This analysis
was conducted by the Travel Foundation with support from Green Destinations. It
identified risks, prioritized impact areas, and provided deep lists of opportunities and
potential future actions for addressing and improving impacts. (See pages 7-8 for more
detail.)
Ways to address impacts and create new benefits from tourism also were explored in all
engagement tactics. During the first set of engagement sessions, the concept of
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4
community benefit was shared. Then, participants were asked to consider ways Vail
tourism could be reshaped to create even more benefits. Many pointed to opportunities
for using tourism-generated revenues to solve community problems. Others saw potential
for tourism to generate better quality of life, including amping up the fun of living in Vail.
The actionable nature of these responses points to possibilities for incorporating
residents' thinking about community benefits into a Mission Statement for the pla n.
Partial list of responses shared via Mentimeter at a public engagement session, April 28, 2022
Our Planning Approach
Public Engagement
By its nature, destination stewardship requires active community engagement. Gaining
deep insight into the desires of stakeholders is a sure path to aligning the plan with top
community priorities. To ensure that the voices of Vail and Down Valley resident s were
heard and honored, the process provided a rich array of ways for locals to weigh in. And
they did.
o A total of 986 Vail residents took part in a resident sentiment survey fielded from
late May to early August 2022. A large majority (72 percent) ident ified as year-round
residents, while the remainder was seasonal. (Findings attached as Appendix A.)
o Another 132 Down Valley residents filled out the same survey between mid -July and
early August. This version was made available at the request of Down Valle y
residents who wished to be heard as well. (Findings attached as Appendix B.)
o Most of the 1,465 respondents who participated in the Town's semiannual
Community Survey weighed in on three tourism -related questions developed by the
consulting team. (Findings shared in Appendix C.)
o About 200 Vail and Down Valley residents took part in two sets of public
engagement sessions -- a total of four in-person and two virtual sessions. (Findings
attached as Appendix D.) A third set of public engagement sessions set for October
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5
will give Vail and Down Valley residents a chance to share perspectives on the draft
Destination Stewardship Plan.
o About 180 Vail and Down Valley residents were invited to join in 12 focus groups
centering on a wide range of tourism -related topics. These included a focus group
seeking perspectives of Vail's Spanish-speaking residents and workers.
o About 30 Vail and Down Valley residents participated in 1:1 interviews. These
included current elected officials, past mayors, and long -time residents as well as
representatives of leading community nonprofits and the town's MOU Partners.
o Throughout the process, Vail and other Eagle County residents were invited to visit
an information hub, EngageVail.com/Stewardship, to register for public
engagement events and stay abreast of findings.
Project Oversight
The Steward Vail plan is funded and led by the Town of Vail (TOV). An expectation set from
the start is to bring the plan to the Town Council for review -- and, ideally, adoption -- no
later than Dec. 31, 2022. This is a necessary step for TOV to meet one of its last
requirements for achieving certification to the Mountain IDEAL standard.
The planning initiative is led by the Stewardship Core Team, which includes several key
town leaders, wit h Economic Development Director Mia Vlaar as point. Other participants
include the Assistant Town Manager and the directors of Environmental Sustainability and
Communications.
How various interests and decision-makers interrelate in creating the plan.
August 16, 2022 - Page 220 of 357
6
TOV also wished to create a planning role for its Memorandum of Understanding (MOU)
partners -- the U.S. Forest Service, Vail Resorts, Eagle River Water and Sanitation District,
Vail Recreation District, Holy Cross Energy, and Walking Mountains Science Center.
Representatives of these six organizations, along with Vail Mayor Kim Langmaid, form the
Stewardship Project Team. This group is charged with general oversight of the planning
process, especially relating to environmental sustainability and natural resources. TOV is
seeking their active participation in an upcoming visioning session for the plan and in
reviewing an early draft of the plan.
Also providing ongoing input are several Vail advisory groups and their members. These
include the Sustainable Development Council, the Vail Local Marketing District Advisory
Council, the Commission on Special Events, The Vail Economic Advisory Council, and the
Vail Local Housing Authority. The Vail Planning and Environmental Commission also will be
contributing insights and reviewing the draft plan before it goes to the Town Council.
Collectively, the input of these entities was organized into three "Working Groups"
supporting TOV's interest in leveraging recently identified Transformational Opportunities
for destination organizations - Destination Alignment, Values-Based Marketing, and
Sustainable Development.
This holistic planning approach also recognizes the interests of thre e primary stakeholder
groups: Tourism Stakeholders, the Vail Community, and Visitors.
Vail Sustainability Analysis
A key deliverable for the planning process was to document, review and analyze Vail’s
existing sustainable tourism and destination manageme nt initiatives against current
global trends. (Full report is provided as Appendix E.)
This analysis assessed Vail’s progress in addressing Global Sustainable Tourism Council
(GSTC) criteria and the Mountain IDEAL standard, while diving deeper into such a reas as
impact management, optimizing tourism’s value, and climate action. As a final step, the
analysis used the Future of Tourism Coalition’s 13 Guiding Principles as a framework to
identify gaps and opportunities in current policies and practices.
This work was done in partnership with GSTC certifying body Green Destinations, which
had conducted the TOV's prior certification audit. This collaboration sped up the work of
identifying all evidence for the analysis.
The analysis included interviews with nine members of the TOV Destination Stewardship
Committee, including three MOU Partners (Holy Cross Energy, Eagle River Water &
Sanitation, and Vail Resorts) as well as Colorado Parks & Wildlife, the Vail Chamber &
Business Association, the Vail Valley Partnership, the Vail Local Housing Authority, and the
TOV Environmental Sustainability and Economic Development departments.
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7
Gaps and opportunities were identified by four members of the Travel Foundation team,
including one specializing in climate action. Additional perspectives were shared by
leaders of the other five Future of Tourism Coalition founding organizations, including
Green Destinations, the Destination Stewardship Center, Tourism Cares, Sustainable
Travel International, and the Center for Responsible Travel.
From the 24 impact areas mapped in the Travel Foundation's proprietary "Materiality
Framework," the analysis has identified:
* 9 high-priority areas for future action, currently posing high risk.
* 10 medium-priority areas, with medium risk.
* 5 lower-priority areas, with lower risk.
The report provides a detailed list of recommendations to address each impact area. It is
important to note that the high -risk designation indicates the critical importance of taking
action and is not intended to suggest that TOV has not been diligent in its past efforts.
Brand Perception and Consumer Segmentation Study
The Vail Local Marketing District Advisory Council supported the Steward Vail planning
process by commissioning a national study from Strategic Marketing & Research Insights
(SMARInsights). The survey was designed to deliver insight into Vail's competitive position
and whether sustainability fits with Vail's image and appeal. (An abridged version of the
study is provided as Appendix F.)
A total of 1,204 surveys were completed between April 29 - May 5, 2022. SMARInsights
used demographically representative national survey panels so that research findings can
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8
be extrapolated to the U.S. population. Respondents were qualified as adult leisure
traveler decision-makers with household income of at least $75,000.
Additional insights
The TOV historically has taken a thoughtful approach to its governance. The consulting
team has drawn many insights from TOV marketing research, the 202 2 study of short-term
rentals, the Vail Comprehensive Open Lands Plan, and the Vail Housing Plan 2027.
What We Heard from Residents
"I hope to see our mountain community protected, less people moving away because they
can't find housing, less crowding on the hiking and ski trails, more sustainable measures,
more mental health resources, funding, help for those who need it and can't aff ord it."
"Vail staying Vail. Where the employees, employers, and tourists, all exist in a place where
they love where they are and want to continue giving back. More housing to make it
sustainable for people to live out most of their lives here (for those that make less than $120k
a year).
"Vail Resorts being cool again aka making the mountain fun again, resorting to encouraging
people to have FUN. Investment in the people of Vail and the county so that Vail and the
surrounding areas can see how much love is here."
"This has always been a visitor economy. Why change something that has worked so well?"
"Vail needs incentives for people to start and operate diverse businesses within the town:
office space, adequate and perhaps discounted parking, coffee an d lunch spots that don't
cost a fortune. There needs to be a more diverse economy here - not so much economic
disparity and more jobs that pay more than just minimum wage."
"It might be necessary to envision "Vail" as a larger valley-wide entity that includes at least
Eagle-Vail and possibly Avon in its planning and in its community life."
"More housing for employees so we can attract more employees and continue to deliver the
level of service that visitors have come to expect and alleviate stress for pe ople who live and
work here."
"Market Vail as a sustainable and environmentally progressive place to live and visit."
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9
"Ever growing tourism is not sustainable. There needs to be constraints that will protect the
community quality of life. They should include on-mountain limits and impact limits for the
surrounding environment."
Key Insights
o The undisputed top concern in the Vail Valley is resident housing. For Vail to
achieve alignment among its stakeholders, it will be critically important to address
a housing crisis that threatens to strangle the health of its tourism economy. The
cost and short supply of housing impacts every aspect of life in the Vail Valley. It
constrains the supply of workers for Vail's services -dependent economy. It
threatens employers' ability to operate fully. It discourages many from staying to
build lives and careers in the Vail Valley. Even beloved Bravo! Vail is challenged to
find lodging for visiting artists at prices a nonprofit can afford. The innovative,
nationally lauded Vail InDEED program allows hundreds of Eagle County employees
to buy or rent homes below market rates. But the need is in the thousands. Since
Vail's inception, residents have worked long, hard hours to make it, but never has
the chance to have a home been so out of reach for so many. Virtually every
conversation -- whether in focus groups, 1:1s, or public engagement sessions -- led
to threats posed by Vail's profound imbalance in housing attainability.
o Residents of Vail and Down Valley share highly similar concerns. Resident surveys
fielded to both groups delivered similar outcomes, despite very different
demographics. Housing was the far-and-away top concern for both groups, though
Down Valley respondents' response was even more intense (9.42/10.0) than Vail
residents' (8.60/10.0). Both identified Parking Pressures as their second -most
concerning issue, followed by Crowding and Damage to Trails. Vail residents felt
Crowding more keenly, while Parking Pressures were more concerning for Down
Valley residents. Both rated their fifth -ranked concern -- "Loss of a Sense of
Community" -- at nearly the identical level of intensity. This commonality of
interests points to the potential for regional collaboration to address concerns that
are at the top of the list for everyone in Eagle County.
o Down Valley residents' view of parking pressures appears to be different from
Vail residents.' Many Vail residents were critical of a decision to relax the limit on
days skiers could park along the Frontage Road this past winter season. Apart from
their safety concerns, these residents believe the practice accommodates skiers
who aren't contributing much to the local economy and contributes to
overcrowding on the Vail Mountain. Down Valley residents' concerns seem to focus
more on access to parking. Their shared concerns point to a need to re -envision
Vail's parking strategy, especially given the potential for a new regional transit
system. Key questions for Vail to address: Whether it wishes to use parking access
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10
as a means of controlling Vail's capacity for visitors and whether a parking
reservation system is viable.
o Not only long-time Vail residents yearn for the days when Vail was more fun and
everyone was in it together. A persistent theme in all stakeholder touchpoints was
a longing for a Vail where people feel more connected -- both to the community and
with each other. All recognize how challenging this is for a town built as a resort and
whose permanent population of less than 5,000 is far outnumbered by its 2.5
million yearly visitors. Though a recent short -term rental study showed 60 percent
of Vail's housing units are put to "seasonal, recreational or occasional use," many
see the town's seasonal residents as a benefit rather than as part of the problem.
Many full-time residents appreciate their seasonal neighbors and warmly credit
their generous support for the town's arts and culture scene. New community -
focused facilities are seen as possibilities for bringing people together. Others
believe community can happen in simple ways -- through neighborhood potlucks or
by reviving some of the wacky traditions of early Vail like St. Patrick's Day softball
on skis.
o Seasonal residents feel more satisfied than others, and their top priorities differ.
Vail’s biennial Community Survey found higher satisfaction levels among the town’s
seasonal residents on many fronts. More than half (53 percent) of seasonal
residents felt the town was going in the right direction, compared with just 40
percent of full-timers. Full-time residents were far more likely to say the town was
on the wrong track, with 43 percent expressing that view, compared with just 26
percent of seasonal residents. Half of seasonal residents “strongly support” the
town’s events strategy, compared with just 32 percent of full-time residents. Year-
round residents were far more likely to express unhappiness with tourism, with 27
percent saying it at least somewhat detracts from their quality of life. Just 15
percent of seasonal residents feel tha t way. All agreed that winter was the most
stressful season. About 47 percent of full-time residents said summer visitation
had a large impact on their quality of life, compared with 32 percent of seasonal
residents. Full-time residents were far more like ly to identify housing as a priority
for the town, with 42 percent naming it among their two highest priorities. Seasonal
residents’ top priority was protecting Gore Creek (38 percent), while both groups
rallied around actions to protect wildlife habitat as their second-biggest priority.
o Opportunity abounds for young entrepreneurs in Vail, but it's hard for a new
business owner to get a foothold. Younger locals say business opportunities are
"unlimited," but the cost of rent plus TOV approval processes are barriers to
success. Many also point to a lack of professional development opportunities.
Making it easier for fledgling entrepreneurs to break into Vail's business ecosphere
could be a path to building the town's next generation of leaders. It also could be a
way to introduce more diversity into the town's food and retail offerings, direct
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11
more tourist spending into local pockets, and provide locals with places they enjoy
spending their money, too.
o Residents firmly believe that greater cooperation between Vail Resorts and the
Town of Vail would go a long way toward easing tourism -related pressures. Both
Vail and Down Valley residents shared extremely high agreement with that
statement. In multiple stakeholder touchpoints, many advocated for a collaborati ve
approach to resident housing and managing capacity on Vail Mountain.
o Vail and Down Valley residents see eye to eye on the kinds of visitors they wish
Vail would attract. Support abounds for attracting visitors who share respect for
the local way of life and natural resources. Down Valley residents share even
stronger support than Vail residents for diversifying the array of visitors, including
those of all economic status. Both groups of residents also are extremely
supportive of visitors who wish to leave a light carbon footprint when they travel.
Down Valley residents have a stronger preference for visitors who come at less
busy times, but all residents are somewhat supportive of higher -spending visitors
and those interested in less-busy trails and places. They share less enthusiasm for
attracting remote workers. These preferences may seem at odds with Vail's current
efforts to attract luxury travelers. However, Vail's marketers could find ways to
attract higher-spending travelers inclined to share care for the local lifestyle and
resources to support a more values-based marketing approach for Vail.
From the Vail Resident Sentiment Survey, August 2022
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12
o By promoting Vail as a charming, upscale destination that also is welcoming,
inclusive and focused on sustainability, Vail could improve its competitive
standing, carve out a unique position for travelers, and satisfy locals. Vail
marketers were not surprised to learn that consumers see little differentiation
between Vail and other desirable mountain destinations such as Lake Tahoe,
Whistler, Jackson Hole, Breckenridge and Aspen. However, the SMARInsights study
showed that Vail could create a differentiating strategy to drive future visitation --
and attract more sustainable travelers -- by focusing its messaging on several
current strengths. These include high-quality attractions, appealing events, a
unique vacation experience travelers can't get anywhere else, and Vail’s good job of
protecting its natural resources. This approach could be shared in a way that
doesn't detract from Vail's image as an upscale/exclusive destination.
o Vail is uniquely positioned to appeal to visitors who wish to leave a light carbon
trail. Not only is this traveler segment a hit with locals, but a growing body of
research shows this category is growing fast. The SMARInsights study found that
32 percent of U.S. travelers are highly motivated to choose a destination based on
its sustainability practices. The percentage is dramatically higher among those who
have visited Vail since 2020. Of those, 61 pe rcent say they are highly motivated by a
destination's sustainability practices, compared with just 29 percent of other
travelers. This points to Vail's ability to attract a highly desirable traveler whose
interests many destinations simply are not current ly equipped to serve.
o A traveler interested in traveling sustainably is not necessarily a well -behaved
traveler. SMARInsights identified three categories of travelers: Responsible,
Normal and Carefree. All three categories -- including those Carefree travelers who
say they like to cut loose and indulge themselves on vacation -- are about equally
likely to be motivated by a destination's sustainability practices. This suggests that
Vail may need a two-pronged approach to address distressing visitor behavior s.
The best results could come from both attracting sustainable travelers and
educating all about how to honor local courtesies and care for natural resources.
o Although Vail is recognized as one of the most sustainable destinations in the
world, consumers don't seem to know that. The SMARInsights study found that
consumers rank Vail's efforts to care for its natural resources well below many
other destinations, including Jackson Hole, Whistler, Park City, Telluride, and Lake
Tahoe. Vail has an opportunity to be more public about its considerable
accomplishments to build a stronger reputation among the growing numbers of
visitors who make traveling sustainably a priority.
o Vail and Down Valley residents are united in a strong belief that Vail should strive
to provide a high level of customer service. Many believe that Vail's commitment
to delivering a world-class experience begins with customer experience. Some
business owners and top hoteliers express concern that workforce shortages
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13
threaten to erode Vail's image for first -class service. The Prima Vail initiative is
seen as a help, but the larger issues -- housing, transit and children -- demand
attention. Vail's most recent winter trip survey reported that 16 percent of visitors
believed service levels had declined, with 5 percent calling it "much worse."
o Vail bears an outsized risk from climate impacts and other stressors on its
natural environment. Vail's appeal is founded on its extraordinary natural
resources, especially its premier ski mount ain. Climate change, overuse of trails,
threats to water quality, and stress on wildlife habitat all threaten the Vail
experience. (The full Vail Sustainability Analysis is provided as Appendix E.)
o Vail has insufficient capacity to enforce or drive participation in its
environmental protection measures. Slow adoption of innovative incentive
programs, rebates, and certification schemes in some cases can be traced to a lack
of funding or staffing. Additional funding or staffing could support faster progress
and higher participation.
o The Town of Vail lacks access to geolocation data that could yield valuable
insights. A growing number of providers are tapping into geolocation data to
deliver insights into a wide range of visitor behaviors. This kind of data could
provide Vail with hard data for managing trail usage, parking, transportation,
carbon emissions, and other visitor impacts. More comprehensive data
management capabilities can better inform and align decision-making in the public,
private and civic sectors.
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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 P ass Rest A rea P roject Update
P RE S E NT E R(S ): Hope Wright B uilding Rest A rea Asset Manager Colorado Department of
Transportation and Greg Hall Director of Public Works
AC T IO N RE Q UE S T E D O F C O UNC I L: L isten to presentation and ask questions
B AC K G RO UND: The Vail P ass Rest A rea is undergoing a complete reconstruction. T his
presentation from Colorado Department of Transportation (C D O T) is an overview of the project.
AT TAC H ME N TS:
Description
Presentation
August 16, 2022 - Page 229 of 357
Vail Pass Rest Area Replacement
August 16, 2022
August 16, 2022 - Page 230 of 357
Vail Pass Rest Area
Today’s Discussion
1.Project Background
2.Project Approach
3.Exterior Priorities and Improvements
4.Interior Highlights
5.Environmental Challenges
CatEx
Mitigation: Wetlands, Archeo, History
6.Interpretive Elements
7.Communication Schedule
8.Project Schedule
August 10, 2022 2August 16, 2022 - Page 231 of 357
Vail Pass Rest Area
Project Background
Vail Pass Rest Area
Current building completed in
1980, included;
Warm Air Collector
Water Treatment Facility
Wastewater Treatment Facility
Almost 500,000 Visitors Annually
CDOT’s Busiest Rest Area
August 10, 2022 3
2016 Rest Area Study identified this rest area necessary to meet AASHTO guidance for spacing
January 2019 Assessment determined that the building and treatment facilities must be replaced
Water and Wastewater Treatment Systems were failing forcing frequent closures
December 2019, TC provided funding for replacement
August 16, 2022 - Page 232 of 357
Vail Pass Rest Area
Project Approach: PLT and Core Values
PLT Membership
Jeff Bellen, FHWA
Sam Massman, Forest Service
Anna Bengtson, Forest Service
Greg Hall, Town of Vail & I70 Coalition
Ben Gerdes, Eagle County Engineer & I70 Coalition
Tamara Burke, CDOT Environmental Manager
Karen Berdoulay, CDOT Eagle County Engineer
John Kronholm, CDOT Eagle County Engineer
Jeff Beck, CDOT Eagle County RE
Tracy Sakaguchi, Colorado Motor Carriers
Jessica Potter (replaced Tom Gosiorowski), Summit County
Hope Wright, CDOT Project Manager
David Fox, CDOT Project Manager
August 10, 2022 4
CORE VALUES (project goals)
WHAT IS IMPORTANT?
SAFETY
Manage user interactions to prevent accidents
CHARACTER
Preserve and enhance the natural,cultural and scenic environment as well as community
values.
ENVIRONMENT
Enhance the natural environment
CONNECTIVITY
Optimize the movements of users and maintenance equipment through the site
MOBILITY and CAPACITY
Address parking and restroom capacity to decrease congestion and improve circulation
COLLABORATION
Allow for the ability for collaborative decision making.
CONSTRUCTABILITY
Develop a financially feasible project that minimizes environmental, historic and user impacts
during construction
SUSTAINABILITY
Design a project that addresses future needs, can be easily and cost-effectively maintained
and supports economic vitality
Project Approach
I-70 Mountain Corridor Context Sensitive Solution (CSS) Process
Six Step Decision Making Process that engages stakeholders
throughout the project
Formed a Project Leadership Team (PLT)
Established Core Values (project goals) and actions needed
to satisfy those values
August 16, 2022 - Page 233 of 357
Vail Pass Rest Area
Project Approach
Programming Meetings with Issue Task Force Teams
Subject Matter Experts assure local context is integrated into the project
Assist in developing criteria, alternatives, and options for each Core Value
August 10, 2022 5
ITF #2 Traffic, Engineering and Maintenance ITF
Name Representing
Jamie Pomeroy CDOT/Geotech
Betsy Jacobsen CDOT/Bike Ped
Emmalee Blender CDOT/Traffic
John Kronholm CDOT/Eng
Patrice Campbell CDOT/ROW
Allan Clubb CDOT/Permits
Fred Cummings CDOT/Maintenance
Tracy Sakaguchi Colorado Motor Carriers
TJ Blake CDOT/Maintenance
ITF #3 Utilities and Infrastructure ITF
Name Representing
Jill Scott CDOT/ITS
Stuart Gardner CDOT/Hydraulics
Chris Williams CDOT/Utilities
Joe Carter CDOT/Construction Utilities
Michael Wurzel Summit County /Sustainability Coordinator
Britt Mace Xcel/Designer
ITF #4 Recreation, Communication and Safety ITF
Name Representing
Brian Lorch Summit County
Betsy Jacobsen CDOT/Bike/Ped
Elise Thatcher CDOT/PIO
MSG Ryan Parker CSP-Eagle
Scott Jones Colo. Snowmobile Assoc.
Alison Wadey Vail Chamber of Commerce
Brian Binge Summit County Rescue
Mark Watson Summit County Sheriff
Sam Massman USFS
John Wilkerson Chief Summit Fire and EMS
Ben Bartosz Vail Powder Guides
Ben Dodge 10th Mountain Hut Division
Mike Browning Eagle Summit Wilderness Alliance
Kate DeMorest USFS/Vail Operations Lead for Vail Pass Rec
Chuck Ogilby Owner, Shrine Mountain Inn & Vail Task Force
Kay Hopkins USFS/White River Rec Planner
ITF #1 Environmental, Cultural and Historic ITF
Name Representing
Brian Lorch Summit County/Open Space and Trails Director
Catherine Ventling CDOT/Environmental
Brian Fauver CDOT/Non-historic Section 4(f) & 6(f)
Theresa Santangelo CDOT/ Haz Waste
Cinnamon Levi
Flynn CDOT/ Wildlife and T&E Species
Paula Durkin CDOT/Wetlands
Jennifer Klaetsch CDOT/WQ, Visuals & Landscaping
Greg Wolff CDOT/Archeo
Dan Jepson CDOT/Tribal
Nicole Peavey CDOT/Paleo
Lisa Schoch CDOT/ historic & 4(f)
Pete Wadden Vail Watershed Coordinator
Stephanie Gibson FHWA/Environmental
Maureen Mulcahy Eagle County/Environmental Policy Planner
Mitchell Schaefer SHPO Env Compliance
Matthew Marques SHPO Archeo
Elissa Slezak Colorado Parks & Wildlife
Michael Wurzel Summit County /Sustainability Coordinator
Paige Singer Rocky Mountain Wild
August 16, 2022 - Page 234 of 357
Vail Pass Rest Area
PLT Identified Deficiencies to Correct
6
Current Rest Area Site and Building
★INCREASE RECREATION PARKING: Limited
recreation parking led to illegal on road
parking which blocked access to the rest area
★INCREASE COMMERCIAL PARKING
★INCREASE PASSENGER VEHICLE PARKING
★SEPARATE PARKING: Commercial and passenger
vehicle interaction was unsafe for all users
★DEDICATED REC PATH: Recreation path users
shared access road with commercial and
passenger vehicles
★IMPROVE CIRCULATION:
Recreationists waiting to turn on Black Lakes
Road created a bottle neck, causing traffic
to back up onto off ramps
Rest area building not visible from I70 –
confused motorists stop at Forest Service
building, causing traffic to back up onto off
ramps
Long, narrow and steep access road was
shared by all motorists and recreationists ★HONOR HISTORY AND CHARACTER: Rest Area
building is a contributing feature in the I70
Historic District
★IMPROVE ACCESS: Move rest area building and
parking closer to the highway and recreation
access points
August 16, 2022 - Page 235 of 357
INCREASE RECREATION PARKING: from 35 to
67. Separated for safety.
SAFE CONTINUATION OF REC PATH: crosses
behind locked gate to dedicated path. Shared
with permitted drop offs in the summer
IMPROVE ACCESS:
Move rest area building closer to highway and
recreation access points
Attached maintenance garage for better site
maintenance
IMPROVE CIRCULATION:
New Forest Service building to the south.
Eliminate bottlenecks and improve safety
One way in and one way out circulation
All traffic
Freight traffic flow
Passenger traffic flow
Recreation parking flow
Snowmobiler/permitted drop off flow
CLOSE BLACK LAKES ROAD:
Move first traffic decision point farther from
on ramp
Provide new dedicated gated lot for
snowmobilers in the winter and permitted
drop offs in the summer to improve mobility
and expand capacity.
INCREASE FREIGHT PARKING: from 6 to 20.
Separated for safety
INCREASE PASSENGER VEHICLE PARKING:
from 32 to 65. Separated for safety
Vail Pass Rest Area
Corrected Deficiencies
★HONORED HISTORY AND CHARACTER: nature
paths to a lower viewing deck in location and
shape of historic rest area building to preserve
and enhance the character and natural
environment.
August 16, 2022 - Page 236 of 357
Rest Area Building Highlights
and Project Successes
8
Rest Area Building Highlights
Increased restroom capacity from 10 facilities to
22
Two women, men, and family restrooms
Allows one to remain open during cleaning
LEED Certified Building
Meets Governor’s Greening Initiatives
All water treatment equipment moved to
basement
Spring Box reconstructed
Crawl space water storage triples previous
capacity
Attached maintenance garage for better
management
Decorative fence shields maintenance
operations
August 16, 2022 - Page 237 of 357
Vail Pass Rest Area
Environmental Challenges
CatEx
Jurisdictional Wetlands
I-70 Historic District Adverse Effects
Existing Rest Area Building is a contributing feature
Archeological Site on northern knoll is also a contributing feature
Mitigation
Jurisdictional Wetlands
Forest Service In Lieu Fee (ILF) program
•Permanently impacting .49 acres
•Fee will restore Soda Lakes, same watershed
Historic Rest Area Building
Viewing deck in location and shape of old rest area building
Interpretive elements
Archeological Resources
Data Recovery
Interpretive elements
August 10, 2022 9
Jurisdictional Wetlands
August 16, 2022 - Page 238 of 357
Interpretive Elements
Wayfinding
August 10, 2022 10WayfindingSite Orientation
Co-Branded Entrance Signage
August 16, 2022 - Page 239 of 357
Interpretive Elements
Exterior
August 10, 2022 11
Life-Size Animal Forms
Interpretive Panels at Railings
External Viewing Deck
(Historic Mitigation)
August 16, 2022 - Page 240 of 357
Interpretive Elements
Interior
August 10, 2022 12
Metal Inlayed and Back lit Rhythmic Groupings
Main Hall Suspended Feature
(Archeo Mitigation)
August 16, 2022 - Page 241 of 357
Interpretive Elements
Interior
August 10, 2022 13
Topographic Map and Murals Depicting the
Construction of Interstate 70 through Vail Pass
(Historic Mitigation for CDOT’s adjacent
I70 West Passing lanes project)
August 16, 2022 - Page 242 of 357
Interpretive Elements
Interior
August 10, 2022 14
Interpretive Lynx Display
WPA Style Murals above windows
at internal viewing deck
Floor Graphics in Main hall -TBD
(Archeo or Historic Mitigation)
August 16, 2022 - Page 243 of 357
Interpretive Elements
Viewing Deck
August 10, 2022 15Topographic Railing External Viewing Deck
Interpretive Panels at Railings
August 16, 2022 - Page 244 of 357
Vail Pass Rest Area
Communication Plan
August 10, 2022 16
Project Website
https://www.codot.gov/projects/vailpass
restareastudy
Media contact, R3 Communications Team
Occasional updates by Project Team
Co-Trip
Closure accurately entered in Lane Aware
Signage
Closure signs on Rest Area Highway
signage
Press Releases
4/5/2022: Closure notification to public
Rest Area closed beginning 5/2/2022 through October 2023
Recreation Trail Open
•Parking on Black Lakes Road will be limited to recreationists only
Restrooms at Edwards and Georgetown for rest area users
Winter 2023: Rest Area Still Closed
Black Lakes Road open to recreationist
Summer 2023: Rest Area Still Closed
Recreation Trail Open
•Parking on Black Lakes Road will be limited to recreationists only
Restrooms at Edwards and Georgetown for rest area users
October 2023: Re-opening
As needed throughout if major impacts expected (not likely)
August 16, 2022 - Page 245 of 357
Vail Pass Rest Area
Schedule
Overall Schedule
Rest Area Closure –5/02/2022
Rest Area Demolition Complete –07/01/2022
Archeological Recovery Complete –07/01/2022
Construction Start –08/15/2022
Grand Opening –Late Fall 2023
Landscape work and exterior interpretive work expected into summer of 2024, however, will
not impact rest area users or recreationists.
August 10, 2022 17August 16, 2022 - Page 246 of 357
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: Draft B allot L anguage Discussion for the Regional Transit Authority
P RE S E NT E R(S ): Greg Hall, Director of P ublic Works and Transportation and S tan Zemler,
I nterim Town Manager
B AC K G RO UND: Draft ballot language discussion regarding the formation and subsequent
funding of the E agle Valley Regional Transportation A uthority.
S TAF F RE C O M M E ND AT IO N: Provide feedback to staff for a resolution setting the ballot
language on S eptember 6,2022.
AT TAC H ME N TS:
Description
Staff Memo
updated IG A with Draft Ballot Language
August 16, 2022 - Page 247 of 357
To: Town Council
From: Greg Hall, Department of Public Works, Stan Zemler Interim Town Manager
Date: August 16, 2022
Subject: Regional Transportation Authority Draft Ballot Language Review
I. PURPOSE
The purpose of this item is to review the draft ballot language to form a Regional
Transportation Authority.
The actions of the council agenda include:
Provide Town Council input on the Draft Ballot Language
II. BACKGROUND
On 5/17/21, the Vail Town Council approved Resolution Number 25 of 2022 authorizing
execution of an Intergovernmental Agreement, authorizing the eight jurisdictions to
determine and then place on the ballot a question to each jurisdiction elector requesting
approval to establish and fund the Eagle River Transportation Authority as a Regional
Transportation Authority
.
The RTA Formation Committee is composed of one representative of Eagle County and
each municipality in Eagle County (not including Basalt) as well as the addition of Beaver
Creek Metro District. Barry Davis has been the Town of Vail’s representative on the
formation committee.
The government entities involved as well as the business community and nonprofit
partners have joined together to agree to the formation of a Regional Transportation
Authority to enhance and expand transit and transportation services for our residents,
businesses and visitors. An RTA is a public entity that allows local governments—
including counties, cities, towns and metro districts—to work together to address regional
transportation issues. RTAs are governed by a board of appointed elected officials
representing the partner governments and must follow open meeting and fiscal
accountability and transparency laws. RTAs must seek voter approval to collect tax
revenue to provide transportation services, which may include transit, air, roadway and
other services.
August 16, 2022 - Page 248 of 357
Town of Vail Page 2
Meetings have taken place to review information, identify details and answer questions
on various costs and revenues, provide input and seek community stakeholder input, and
ultimately provide direction on an RTA to be referred to voters.
As part of the formal process of setting up an RTA as defined by state statues, the local
governments involved in establishing the RTA must work together to create an IGA. The
IGA is a legal document that sets forth the governance, service goals, and other key
operating provisions of the RTA. The IGA must be agreed upon by the elected Councils
and Boards in each community, which each has done. Ultimately, voters must agree to
the formation of the RTA and any taxing or bonding requests made to provide funding for
the RTA’s services and operations.
Based on the due diligence of the RTA formation and technical committee as well as
work provided by various consultants and outreach efforts. The RTA Formation
Committee has recommended at its August 11 meeting that each entity place the
question on the ballot to ask voters approval to form and fund a regional transportation
authority. Each jurisdiction will approve a resolution of the ballot language for their
respective jurisdictions voters’ approval.
As was stated in May, the IGA approved then has been slightly modified as additional
detail became available, but more specifically will include the ballot language as
proposed.
Due to timing, the Vail Town Council will be one of the last entities to approve a
resolution regarding approval of the ballot language and subsequently allow the Vail
voters to vote on the RTA as part of the November election. This is an input session to
allow the council time to discuss the ballot language prior the September 6, 2022, regular
Town Council meeting, where the ballot language resolution will be voted on.
The current ballot is requesting Vail voters to agree to have Vail become a member of the
RTA and provide a 0.5% sales tax to fund the RTA.
III. ACTION REQUESTED BY COUNCIL
Provide Town Council input on the draft ballot language
IV. STAFF RECOMMENDATION
Provide Town Council input on the draft ballot language
V. ATTACHMENTS
a. Draft Ballot Language regarding the Eagle Valley Regional Transportation Authority
b. Intergovernmental Agreement previously approved to form a Regional
Transportation Authority as updated
August 16, 2022 - Page 249 of 357
Approval Draft of August 15, 2022
EAGLE VALLEY TRANSPORTATION AUTHORITY
INTERGOVERNMENTAL AGREEMENT
by and among
BEAVER CREEK METROPOLITAN DISTRICT
TOWN OF AVON, COLORADO
EAGLE COUNTY, COLORADO
TOWN OF EAGLE, COLORADO
TOWN OF GYPSUM, COLORADO
TOWN OF MINTURN, COLORADO
TOWN OF RED CLIFF, COLORADO
and
TOWN OF VAIL, COLORADO
Dated as of [ , 2022]
Providing for the establishment of the “Eagle Valley Transportation Authority” as a
Colorado Regional Transportation Authority pursuant to the Regional Transportation Law,
Title 43, Article 4, Part 6, Colorado Revised Statutes, as amended.
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i
TABLE OF CONTENTS
Page
ARTICLE 1 DEFINITIONS ............................................................................................................2
ARTICLE 2 ESTABLISHMENT OF THE AUTHORITY AND INITIAL MEMBERS ...............4
ARTICLE 3 BOARD OF DIRECTORS .........................................................................................7
ARTICLE 4 ADVISORY COMMITTEES ...................................................................................10
ARTICLE 5 OFFICERS ................................................................................................................11
ARTICLE 6 POWERS OF THE AUTHORITY ...........................................................................12
ARTICLE 7 FUNDING THE AUTHORITY................................................................................15
ARTICLE 8 REORGANIZATION ..............................................................................................17
ARTICLE 9 MEMBERS ...............................................................................................................18
ARTICLE 10 TERM AND DISTRIBUTION OF ASSETS UPON TERMINATION .................19
ARTICLE 11 DEFENSE OF DIRECTORS, OFFICERS, MEMBERS OF ADVISORY
COMMITTEES AND EMPLOYEES .....................................................................................20
ARTICLE 12 AMENDMENTS ....................................................................................................20
ARTICLE 13 MISCELLANEOUS ...............................................................................................21
August 16, 2022 - Page 251 of 357
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1
EAGLE VALLEY TRANSPORTATION AUTHORITY
INTERGOVERNMENTAL AGREEMENT
THIS EAGLE VALLEY TRANSPORTATION AUTHORITY
INTERGOVERNMENTAL AGREEMENT (this “Agreement”) is entered into as of [ , 2022]
by and among the BEAVER CREEK METROPOLITAN DISTRICT, the TOWN OF AVON,
COLORADO; EAGLE COUNTY, COLORADO; the TOWN OF EAGLE, COLORADO;
the TOWN OF GYPSUM, COLORADO; the TOWN OF MINTURN, COLORADO; the
TOWN OF RED CLIFF, COLORADO; and the TOWN OF VAIL, COLORADO (together
the “Initial Signatories”).
RECITALS
WHEREAS, pursuant to Title 43, Article 4, Part 6 of the Colorado Revised Statutes, as
amended (the “Act”), Colorado counties, municipalities, and special districts with street
improvement, safety protection, or transportation powers, are authorized to establish, by contract,
regional transportation authorities, which, upon the satisfaction of the conditions set forth therein,
are authorized to finance, construct, operate and maintain regional transportation systems;
WHEREAS, pursuant to Title 29, Article 1, Part 2 of the Colorado Revised Statutes, as
amended (the “Intergovernmental Relations Statute”), and Article XIV, Section 18 of the Colorado
Constitution, governments may contract with one another to provide any function, service or
facility lawfully authorized to each of the contracting units and any such contract may provide for
the joint exercise of the function, service or facility, including the establishment of a separate legal
entity to do so;
WHEREAS, the Initial Signatories are a Colorado county, a Colorado special district, and
certain Colorado municipalities located within the boundaries of Eagle County that desire to form
a regional transportation authority to serve the greater Eagle River Valley community pursuant to
the Act and the Intergovernmental Relations Statute for the purpose of financing, constructing,
operating, and maintaining regional transportation systems;
WHEREAS, enhancing regional transportation services for Eagle County residents,
businesses and visitors is a crucial step in meeting the communities’ workforce, economic and
climate goals, and regional transportation services support Eagle County socially and
economically, helping employees get to work safely and visitors to enjoy their Eagle County
experience;
WHEREAS, the signatories of this Agreement wish to work toward collaborative solutions
that will increase transportation and transit options throughout the greater Eagle River Valley, as
well as increase air connections to the Eagle River Valley;
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2
WHEREAS, extensive input from local businesses, employees, nonprofits and community
members have made clear that the creation of a Regional Transportation Authority (“RTA”) is a
desirable way to plan, finance, implement and operate a more comprehensive regional
transportation system that better meets the needs of communities;
WHEREAS, an RTA serving the greater Eagle River Valley is poised to improve transit
service, increase ridership and efficiency across the valley’s existing transit agencies, provide
affordable or free transit to the valley’s visitors and employee base, strengthen the connection
between the valley’s different communities, and advance local climate action goals by reducing
car trips and increasing the use of low or zero emission public transportation; and
WHEREAS, transit services promote independent living for the elderly and the disabled
by providing essential links to medical, social and other services, and the region recognizes the
need to improve mobility options for all segments of the population;
AGREEMENT
NOW, THEREFORE, for and in consideration of the mutual covenants set forth below, the
Initial Signatories hereby agree as follows:
DEFINITIONS
Definitions from the Act. The following terms shall, when capitalized, have the
meanings assigned to them in Section 602 of the Act: “Bond,” “Construct,” “Construction,”
“County,” “Municipality,” “Person,” “Regional Transportation Activity Enterprise,” “Regional
Transportation System,” and “State”.
Other Definitions. The following terms shall, when capitalized, have the following
meanings:
“Act” is defined in the Recitals.
“Advisory Committee” means two or more persons appointed by the Board pursuant to
Article 4 of this Agreement for the purpose of providing advice to the Board.
“Agreement” means this Eagle Valley Transportation Authority Intergovernmental
Agreement, as amended from time to time in accordance with the terms contained herein.
“Alternate Director” means any person appointed as an Alternate Director pursuant to
Section 3.03 of this Agreement.
“Authority” means the Eagle Valley Transportation Authority, a separate political
subdivision of and body corporate of the State established pursuant to this Agreement as a regional
August 16, 2022 - Page 253 of 357
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3
transportation authority under the Act and as a separate legal entity under the Intergovernmental
Relations Statute.
“Authority Sales Tax” means a sales tax levied by the Authority in all or any designated
portion of the Members in accordance with Section 605(1)(j)(1) of the Act.
“Authorized Transportation Projects” refers to the Regional Transportation Systems
projects described in Appendix C of this Agreement, as such projects may be amended from time
to time in accordance with Article 6 of this Agreement.
“Ballot Question” refers to any of the questions listed in Section 2.04(a)(i)-(viii) of this
Agreement, and shall mean a “Ballot Issue,” as defined in Title 1, Article 1, Part 104(2.3),
Colorado Revised Statutes, as amended. The Ballot Question for each of the Initial Signatories are
collectively referred to as the “Ballot Questions.”
“Board” means the Board of Directors of the Authority.
“Boundaries” means the boundaries of the Authority illustrated in Appendix A-1 and
described in Appendix A-2 of this Agreement, as such Appendices may be amended from time-
to-time in accordance with Article 12 of this Agreement.
“CDOT” means the Colorado Department of Transportation.
“Director” means any person appointed as a Director pursuant to Section 3.02 of this
Agreement Whenever the person appointed as a Member’s Director is absent from a Board
meeting, the term “Director” shall mean the Alternate Director, if any, appointed by such Member
pursuant to Section 3.03 of this Agreement.
“Division of Local Government” means the Division of Local Government in the State
Department of Local Affairs.
“ECRTA” means the Eagle County Regional Transit Authority (Fund 1151) which operates
Eagle County’s current ECO Transit public transportation service, and which is also referred to in
this Agreement as “ECO Transit.”
“Election” means the November 8, 2022, general election, at which the Ballot Questions
seeking the voter approvals described in Section 2.04(a) of this Agreement are to be submitted by
the Initial Signatories.
“Governing Body” means, when used with respect to a Member, the town council, board
of trustees, board of commissioners, board of directors, or other legislative body, as appropriate,
of such Member.
“Initial Boundaries” means the Boundaries of the Authority on the date the Authority is
originally established pursuant to Article 10.01 of this Agreement, as such Initial Boundaries are
illustrated in Appendix A-1 and described in Appendix A-2 of this Agreement.
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4
“Initial Members” means the Initial Signatories who become Members on the date on
which the Authority is originally established pursuant to Section 2.05 of this Agreement.
“Initial Signatories” means the county, special district, and municipalities that are
signatories to this Agreement in its original form.
“Intergovernmental Relations Statute” is defined in the Recitals.
“Member” means (a) the Initial Members and (b) the State or any Municipality or County
or special district that becomes a member of the Authority pursuant to Section 9.03 of this
Agreement.
“MOU” means the Memorandum of Understanding Establishing a Regional Transit
Authority Formation Committee entered into by and among the Initial Signatories for the purpose
of researching and proposing the structure of an RTA to serve the greater Eagle River Valley
community.
“Officer” means the Chair, Vice Chair, Secretary, Treasurer or Executive Director of the
Authority, and any subordinate officer or agent appointed and designated as an officer of the
Authority by the Board.
“Regional Transportation Systems” shall have the meaning given to it in Section 602(16)
of the Act.
“Transition Plan” shall have the meaning given to it in Section 8.03(a) of this Agreement.
ESTABLISHMENT OF THE AUTHORITY AND INITIAL MEMBERS
Establishment. A regional transportation authority to be known as the “Eagle
Valley Transportation Authority” shall be established as a separate political subdivision and body
corporate of the State pursuant to the Act and as a separate legal entity created by this Agreement
among the Initial Members pursuant to the Intergovernmental Relations Statute, effective upon
satisfaction of the following conditions:
(a)each Initial Member (i) has held at least two public hearings on the subject of this
Agreement in accordance with Section 603(3) of the Act; and (ii) has executed this Agreement,
which execution shall constitute a representation by such Initial Member to the other Initial
Members that the executing Initial Member has held the public hearings required by Section 603(3)
of the Act and that the Governing Body of such Initial Member has duly authorized its execution,
delivery and performance of this Agreement;
(b)this Agreement has been submitted for approval, and has been approved by, a
majority of the registered electors residing within the boundaries of the Initial Members at the time
of the Election who voted in the Election, which, for purposes of the Election, shall be determined
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5
based on the votes cast on the Ballot Questions approved by the registered electors voting on the
Ballot Questions that approve the participation in the Authority; and
(c)the Director of the Division of Local Government has issued a certificate pursuant
to Section 603(1) of the Act stating that the Authority has been duly organized according to the
laws of the State.
Purpose. The purpose of the Authority is to plan, finance, implement, and operate
an efficient, sustainable, and regional public multimodal transportation system at any location or
locations within or without the Boundaries of the Authority, and exercise any or all other powers
authorized by, and subject to compliance with, the Act.
Boundaries. Subject to Section 2.05 and any amendment to reflect to outcome of
the Ballot Questions, the Initial Boundaries of the Authority shall be as illustrated in Appendix A-
1 and described in Appendix A-2 of this Agreement. For any territory included or annexed in the
boundaries of a Member, the Boundaries shall automatically be amended to include such territory
that has been included or annexed into the boundaries of the Member (for taxation purposes, as if
such territory was included in the Boundaries of the Authority because the territory is included in
the boundaries of such Member).
Voter Approval.
(a)The Initial Signatories agree to submit Ballot Questions seeking voter approval of
the establishment of the Authority; the baseline funding of the Authority in accordance with Article
7 and the exemption of certain Authority revenues from the revenue limitations of Article X,
Section 20 of the Colorado Constitution (“TABOR”) at the Election. Eight separate questions,
which are hereafter referred to by the names indicated below and drafts of which are attached of
this Agreement as Appendixes B-1 through B-8, shall be submitted to the registered electors
residing within the following described areas within the boundaries of the Initial Signatories:
(i)the “Avon Question,” a draft of which is attached hereto as Appendix B-1,
shall be submitted to the electors of the Town of Avon;
(ii)the “Beaver Creek Question,” a draft of which is attached hereto as
Appendix B-2, shall be submitted to the electors of the Beaver Creek Metropolitan District;
(iii)the “Eagle Question,” a draft of which is attached hereto as Appendix B-3,
shall be submitted to the electors of the Town of Eagle;
(iv)the “Gypsum Question,” a draft of which is attached hereto as Appendix B-
4, shall be submitted to the electors of the Town of Gypsum;
(v)the “Minturn Question,” a draft of which is attached hereto as Appendix B-
5, shall be submitted to the electors of the Town of Minturn;
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6
(vi)the “Red Cliff Question,” a draft of which is attached hereto as Appendix
B-6, shall be submitted to the electors of the Town of Red Cliff;
(vii)the “Vail Question,” a draft of which is attached hereto as Appendix B-7,
shall be submitted to the electors of the Town of Vail; and
(viii)the “Unincorporated Eagle County Question,” a draft of which is attached
hereto as Appendix B-8, shall be submitted to the electors of the unincorporated area of
Eagle County within the boundaries described in Appendix A-2, exclusive of electors
residing in the municipalities and special district that are Initial Signatories of this
Agreement.
(b)With the intent to put forth these measures as a coordinated election under the
administration of the Eagle County Clerk and Recorder, the Governing Body of the Initial
Signatory named in the title of each Ballot Question shall take all actions necessary to submit such
Ballot Question to the appropriate registered electors at the Election. Each Ballot Question
submitted to the registered election shall be consistent with the terms of this Agreement and the
corresponding draft Ballot Question attached in Appendices B-1 through B-8. The designated
election official for a coordinated election shall be the Eagle County Clerk and Recorder.
(c)The costs of conducting the Election shall be payable by each Initial Signatory in
the following proportions:
(i)10.76% by the Town of Avon;
(ii)0.87% by the Beaver Creek Metropolitan District;
(iii)16.12% by the Town of Eagle;
(iv)15.56% by the Town of Gypsum;
(v)2.66% by the Town of Minturn;
(vi)0.84% by the Town of Red Cliff;
(vii)13.66% by the Town of Vail; and
(viii)and 39.53% by Eagle County.
Initial Members.
(a)Subject to Section 2.05(b) of this Agreement, the Initial Signatories whose
participation in the Authority is authorized by a majority of the registered electors voting on the
Ballot Questions indicated below shall be the Initial Members of the Authority on the date the
Authority is originally established pursuant to this Agreement:
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(i)the Town of Avon will be an Initial Member if the Town of Avon electors
approve the Avon Question;
(ii)the Beaver Creek Metropolitan District will be an Initial Member if the
Beaver Creek Metropolitan District electors approve the Beaver Creek Question;
(iii)the Town of Eagle will be an Initial Member if the Town of Eagle electors
approve the Eagle Question;
(iv)the Town of Gypsum will be an Initial Member if the Town of Gypsum
electors approve the Gypsum Question;
(v)the Town of Minturn will be an Initial Member if the Town of Minturn
electors approve the Minturn Question;
(vi)the Town of Red Cliff will be an Initial Member if the Town of Red Cliff
electors approve the Red Cliff Question;
(vii)the Town of Vail will be an Initial Member if the Town of Vail electors
approve the Vail Question; and
(viii)Eagle County will be an Initial Member if the electors within the
unincorporated area of Eagle County described in Section 2.04(a)(viii) approve the
Unincorporated Eagle County Question.
(b)The Initial Signatories agree that in order for the Regional Transportation Systems
to be efficiently and effectively provided within the Authority’s service area, participation of each
of the Town of Avon, the Beaver Creek Metropolitan District, Eagle County, and the Town of Vail,
is essential. This Agreement will terminate automatically and be of no further force and effect if
the registered electors voting on each of the Avon Question, the Beaver Creek Question, the Vail
Question, and the Unincorporated Eagle County Question do not each approve their respective
ballot questions at the Election.
BOARD OF DIRECTORS
Establishment and Powers. The Authority shall be governed by a Board of
Directors as described in this Article 3. The Board shall exercise and perform all powers, privileges
and duties vested in or imposed on the Authority. Subject to the provisions of this Agreement, the
Board may delegate or prescribe the performance of any of its powers to any Director, Officer,
employee or agent of the Authority with sufficient direction to comply with the non-delegation
doctrine.
Directors. The Board shall be composed of one Director appointed by each
Member.
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Alternate Directors. In addition to the Director appointed by it, each Member shall
appoint an Alternate Director who shall be deemed to be such Member’s Director for all purposes,
including, but not limited to, voting on resolutions whenever the person appointed as such
Member’s Director is absent from a Board meeting, or in the event such Director has resigned or
been removed and no replacement Director has been appointed.
Appointment of Directors and Alternate Directors. As required by Section
603(2)(b)(1) of the Act, the Director and the Alternate Director appointed by a Member shall both
be members of the Governing Body of such Member, and shall be appointed as a Director or
Alternate Director by the Governing Body of such Member.
Terms of Office. The term of office of each Director and Alternate Director shall
commence with the first meeting of the Board following his or her appointment and shall continue
until (a) the date on which a successor is duly appointed or (b) the date on which he or she ceases
to be a member of the Governing Body of the appointing Member.
Resignation and Removal. Any Director or Alternate Director (a) may resign at
any time, effective upon receipt by the Secretary or the Chair of written notice signed by the person
who is resigning; and (b) may be removed at any time by the Governing Body of the Member that
appointed him or her, effective upon receipt by the Secretary or the Chair of written notice signed
by the Governing Body of the appointing Member.
Vacancies. Vacancies in the office of any Director or Alternate Director shall be
filled in the same manner in which the vacant office was originally filled pursuant to Sections 3.02
through 3.04 of this Agreement.
Compensation. Directors and Alternate Directors shall serve without
compensation, but may be reimbursed for expenses incurred in serving in such capacities upon
such terms and pursuant to such procedures as may be established by the Board.
Meetings, Notice.The Board shall annually establish times for regular meetings of
the Board, which shall meet no less than quarterly. The Board may additionally call special
meetings as it deems necessary or desirable. Meetings will be held at the location as may from
time to time be designated by the Board. Public notice of meetings shall be posted in the locations
established by the Board, in accordance with the Colorado Open Meetings Law, Section 24-6-401
et seq., Colorado Revised Statutes, as amended. Except in the case of special or emergency
meetings where such advance notice is not practicable, the Authority shall provide at least 48
hours’ advance notice of meetings to each Director and Alternate Director and to the Governing
Body of each Member.
Resolutions, Quorum. All actions of the Board shall be by resolution, which may
be written or oral, approved at a meeting that is open to the public according to the voting
requirements set forth in Section 3.11. At least a quorum shall be necessary to take any Board
action and at least two-thirds of all Directors then in office who are eligible to vote thereon will be
required for action pursuant to Section 3.11(a). A quorum shall mean a number of Directors greater
than half the total number of Directors then in office (which, if all Initial Signatories become Initial
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Members, will be six of the eight initial Directors). The Board may establish bylaws setting forth
specific requirements for electronic participation by a Director in a meeting, including
requirements for a Director participating electronically to be considered “present” for purposes of
establishing a quorum and voting on agenda items, among other topics.
Voting Requirements.
(a)Except as otherwise provided in subsection (b) of this Section and Article 12 of this
Agreement, resolutions of the Board shall be adopted upon the affirmative vote of at least two-
thirds of the Directors then in office who are eligible to vote thereon (which, if all Initial
Signatories become Initial Members and no Director is ineligible to vote, will be six of the eight
initial Directors).
(b)Provided a quorum is present, the following actions shall be approved upon the
affirmative vote of a majority of the Directors of the Board then present who are eligible to vote
thereon:
(i)administrative approvals such as setting meeting locations and times and
ministerial actions required for the Authority’s compliance with applicable law;
(ii)approvals authorized by bylaws or rules previously approved by the Board;
(iii)approval of contracts for expenditures included in an annual budget
previously approved by the Board;
(iv)approval of contracts for transportation services included in an annual
budget previously approved by the Board;
(v)approval of contracts for the assumptions of existing facilities and
transportation infrastructure, or the development of new facilities and transportation
infrastructure, included in an annual budget previously approved by the Board; and
(vi)other actions that are reasonably incidental to prior Board approvals made
under subsection (a) of this Section.
Special Rules Regarding Adoption of the Authority’s Annual Budget.
Notwithstanding Section 3.10 of this Agreement, if the Board fails to approve the Authority’s
annual budget by resolution adopted in accordance with Section 3.10 of this Agreement by the end
of the immediately preceding fiscal year of the Authority or any earlier date required by State law,
until an annual budget is so adopted, the Authority’s budget for such year shall be the prior year’s
budget, with no new capital expenditures or adjustments to services to be provided until such time
that a new annual budget is approved by the Board. The procedures set forth in this Section may
be modified by bylaws or rules adopted in accordance with Section 3.15 of this Agreement.
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Director Conflicts of Interest. Notwithstanding any other provision of this
Agreement, a Director shall disqualify himself or herself from voting on any issue with respect to
which he or she has a conflict of interest, unless he or she has disclosed such conflict of interest in
compliance with Sections 18-8-308 and 24-18-101 et seq., Colorado Revised Statutes, as amended.
Powers of the Board. The Board shall, subject to the limitations set forth of this
Agreement, have (a) all powers that may be exercised by the board of directors of a regional
transportation authority pursuant to the Act, including, but not limited to, the powers conferred by
Sections 604(1) and (3) of the Act, and (b) all powers that may be exercised by the governing
board of a separate legal entity that has been lawfully created by a contract among the Members
pursuant to the Intergovernmental Relations Statute.
Bylaws and Rules. The Board, acting by resolution adopted as provided for in
Section 3.10 and Section 3.11 of this Agreement, may adopt bylaws or rules governing the
activities of the Authority and the Board, including, but not limited to, bylaws or rules governing
the conduct of Board meetings, voting procedures, the type of resolutions that must be in writing,
and procedures for the resolution of issues on which a two-thirds majority cannot be obtained in
accordance with Section 3.11(a) of this Agreement.
Additional Directors. If at any time there are four or fewer Members, then,
notwithstanding any other provision of this Agreement, in order to comply with the provisions of
Section 603(2)(b)(1) of the Act requiring at least five Directors, the Directors representing the
remaining Members shall, by unanimous consent, appoint such additional Directors and Alternate
Directors as are necessary for there to be five Directors, and may likewise remove such Directors
and Alternative Directors by consensus of the Directors appointed directly by the Members. If
such remaining Directors are unable to reach unanimous consent, each Member shall appoint a
second Director, until the total number of Members exceeds five at which time each Member shall
revert to appointing a sole Director.
References. All references of this Agreement to the Director and Alternate Director
of a Member shall be deemed to refer to the initial and the additional Director and Alternate
Director, as appropriate, appointed by such Member.
ADVISORY COMMITTEES
The Board may appoint, maintain, and/or disband one or more Advisory Committees at
any time in order to advise the Board with respect to policy and service matters. Advisory
Committees shall not be authorized to exercise any power of the Board.
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OFFICERS
Generally. The Board shall appoint a Chair, a Vice Chair, a Secretary, a Treasurer
and an Executive Director. The Board also may appoint one or more subordinate officers and
agents, each of whom shall hold his or her office or agency for such term and shall have such
authority, powers and duties as shall be determined from time to time by the Board. The Chair and
the Vice Chair shall be Directors. Other Officers may, but need not, be Directors. Any two or more
of such offices may be held by the same person, except that the offices of Chair and Secretary may
not be held by the same person and the person serving as Executive Director may not hold any
other of such offices. All Officers of the Authority shall be persons of the age of 18 years or older
and shall meet the other qualifications, if any, stated for his or her office elsewhere in this Article
5.
Chair. The Chair shall have the power to call meetings of the Board; the power to
execute, deliver, acknowledge, file and record on behalf of the Authority such documents as may
be required by this Agreement, the Act or other applicable law; and such other powers as may be
prescribed from time to time by the Board. The Chair may execute and deliver contracts, deeds
and other instruments and agreements on behalf of the Authority as are necessary or appropriate
in the ordinary course of its activities or as are duly authorized or approved by the Board. The
Chair shall have such additional authority, powers and duties as are appropriate and customary for
the office of the chair of the board of directors of entities such as the Authority, and as the Board
may otherwise prescribe.
Vice Chair. The Vice Chair shall be the Officer next in seniority after the Chair
and, upon the death, absence or disability of the Chair, shall have the authority, powers and duties
of the Chair. The Vice Chair shall have such additional authority, powers and duties as are
prescribed by the Board.
Secretary. The Secretary shall give, or cause to be given, notice of all meetings
(including special meetings) of the Board, keep written minutes of such meetings, have charge of
the Authority’s seal (if any), be responsible for the maintenance of all records and files and the
preparation and filing of reports to governmental agencies (other than tax returns), have authority
to impress or affix the Authority’s seal to any instrument requiring it (and, when so impressed or
affixed, it may be attested by his or her signature), and have such other authority, powers and
duties as arc appropriate and customary for the office of Secretary of entities such as the Authority,
and as the Board may otherwise prescribe. If a Treasurer has not been appointed, the Secretary
shall also serve as Treasurer and may use the title of Treasurer in performing the functions of
Treasurer.
Treasurer. The Treasurer shall, subject to rules and procedures established by the
Board, be responsible for the custody of the funds and all stocks, bonds and other securities owned
by the Authority and shall be responsible for ensuring the timely preparation and filing of all tax
returns, if any, required to be filed by the Authority. The Treasurer shall receive all moneys paid to
the Authority and, subject to any limits imposed by the Board or the Chair, shall have authority to
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give or authorize receipts and vouchers, to sign and endorse checks and warrants in the Authority’s
name and on the Authority’s behalf, and to give full discharge for the same. The Treasurer shall
also have charge of disbursement of the funds of the Authority, shall ensure that full and accurate
records of the receipts and disbursements are maintained, and shall ensure that all moneys and
other valuables are deposited in such depositories as shall be designated by the Board. The
Treasurer shall ensure deposit and investment of all funds of the Authority in accordance with this
Agreement and laws of the State applying to the deposit and investment of funds of regional
transportation authorities formed under the Act. The Treasurer shall have such additional authority,
powers and duties as are appropriate and customary for the office of Treasurer of entities such as
the Authority, and as the Board may otherwise prescribe. If a Treasurer has not been appointed, the
Secretary shall also serve as Treasurer and may use the title of Treasurer in performing the
functions of Treasurer.
Executive Director. The Executive Director shall be the chief executive officer of
the Authority, shall supervise the activities of the Authority, shall see that all policies, directions
and orders of the Board are carried out and shall, under the supervision of the Board, have such
other authority, powers or duties as may be prescribed by the Board.
Resignation and Removal. Any Officer may resign at any time effective upon
receipt by the Secretary or the Chair of written notice signed by the person who is resigning, and
may be removed at any time by the Board.
Changes to Authority, Powers and Duties. Notwithstanding any other provision
of this Article 5, the Board at any time may expand, limit or modify the authority, powers and
duties of any Officer or employee.
Vacancies. Vacancies in the office of any Officer or employee shall be filled in the
same manner in which such office was originally filled.
Compensation. The Authority shall determine and may compensate Officers and
employees who are not Directors or Alternate Directors for services performed, and may reimburse
them for expenses incurred, in serving in such capacities upon such terms and pursuant to such
procedures as may be established by the Board.
POWERS OF THE AUTHORITY
General Grant of Powers. The Authority shall, subject to the limitations set forth
in this Agreement, have (i) all of the powers granted to regional transportation authorities by the
Act and (ii) all powers that may be exercised by a separate legal entity created by a contract among
the Members pursuant to the Intergovernmental Relations Statute.
Specific Responsibilities. In addition to the general powers described in Section
6.01 of this Agreement, the Authority shall have the responsibilities described in this Section and
shall have all powers necessary or convenient to carry out such responsibilities, subject to the
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availability of funds and, to the extent required by law, annual appropriation of funds by the Board.
The description of specific responsibilities and powers in this Section shall not, however, limit the
general powers of the Authority described in Section 6.01 of this Agreement.
(a)Regional Transportation Systems. The Authority shall coordinate and may operate
and fund Regional Transportation Systems and provide such related services as are necessary in
order to effect the Authorized Transportation Projects described in Appendix C, as may be
amended from time to time in accordance with Article 12 of this Agreement.
(b)Regional Transportation Planning. The Authority shall engage in annual regional
transportation planning to direct the implementation of Regional Transportation Systems, pursue
local, state, or federal funding, and coordinate overall transportation policy within the area in
which it provides transit services. Regional transportation planning shall, as determined by the
Board, include short range service and infrastructure planning as well as long range planning,
corridor investment studies and related impact analyses.
(c)Regional Transportation Demand Management. The Authority shall develop plans,
programs, and materials to support individuals and employers in their efforts to reduce single-
occupancy vehicle trips and mitigate climate impacts in Eagle County, in coordination with local
jurisdictions, CDOT, the Northwest Colorado Council of Governments, the I-70 Coalition, and
other relevant organizations.
(d)Enhance Local, State, and Federal Coordination.
(i)The Authority shall represent the Eagle Valley region with regard to state
and federal legislation affecting available funding to support regional transit operations and
with regard to legislation affecting operations.
(ii)The Authority shall coordinate with CDOT and federal governing agencies
to enhance regional transit, including but not limited to, improvements to connections to
the Authority area via Bustang and other statewide bus programs and increased air service
to the Eagle County Regional airport.
(e)First-Last Mile Solutions. The Authority may study, design, financially support, and
implement, with partnerships as appropriate, first and last mile improvements to enhance transit
ridership, including but not limited to park and rides, pedestrian crossings, and regional innovative
mobility programs such as regional e-bike sharing, on-demand microtransit, and community
vanpools.
(f)Contract Transit Services.
(i)The Authority may enter into contracts with any Member or other person or
entity for the provision of transit services in the manner and subject to the terms of such
contracts.
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(ii)The Authority will initially enter into contracts with Eagle County for the
continuation of ECO Transit service during the ECRTA Transition Period (as set out more
specifically in Article 8 below) and shall reasonably cooperate with Eagle County to
provide for the continuation of employment for personnel currently employed by Eagle
County in the provision of transit services within the Boundaries of the Authority during
the ECRTA Transition Period, and on eventual transition to employment by the Authority,
as further described in the Transition Plan (defined in Section 8.03).
(g)Local Service. The Authority may fund services that operate solely within the
boundaries of a single Member (as distinguished from regional services) but, except as otherwise
specifically provided in this Agreement, only pursuant to an agreement to which such Member
pays the Authority for the services provided on the same fully allocated cost basis used to
determine costs of Authority services throughout the Authority’s service area.
(h)Transportation Related Infrastructure. The Authority may assume the maintenance
of existing facilities and may develop new facilities, including but not limited to park-and-rides,
transit stops, vehicle maintenance garages, other transit and rail infrastructure, trails, or other
necessary infrastructure related to operations under the purview of the Authority.
(i)Planning, Construction, and Maintenance of Regional Trails and Pedestrian
Infrastructure.
(i)The Authority shall provide planning and funding support for regional
public trail maintenance, improvement, and construction, in cooperation with Members,
advisory groups and other agencies, including but not limited to the U.S. Forest Service,
the Bureau of Land Management, and CDOT. The Authority will place emphasis on multi-
modal transportation-oriented trails that provide improved accessibility and connections
between transit nodes, population centers, and communities.
(ii)The Authority may plan for transitioning the operations, maintenance,
capital improvements, and funding required for Eagle County’s ECO Trails partnership,
including the Eagle Valley Trail, after completion of all currently planned sections and no
sooner than December 31, 2024, all in accordance with the Transition Plan.
(j)Contract Air Services. The Authority may enter into contracts with commercial air
service carriers for the provision of air services in the manner and subject to the terms of such
contracts.
(k)Roadway Improvements. In recognition of the proposed EGE Airport Interchange’s
benefit to countywide transportation and its location as a potential future statewide multimodal
transportation hub, the Authority shall provide financial support for the construction of an EGE
Airport interchange, including the commitment of at least $12 million in funds, subject to
appropriation and/or voter approval of other funding mechanisms therefor in the discretion of the
Board of the Authority. Such funds are to be combined with local matching funds in support of the
pursuit of state and federal grant funds. The Authority’s contribution of such funds shall be
conditioned upon the interchange sponsors first securing all other required funds for construction
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of the EGE Airport Interchange from available federal, state, and local funding sources, and the
Gypsum Question first being approved by the electors of the Town of Gypsum. The Authority’s
role with regard to the EGE Airport Interchange would be limited to providing funds for
construction as described in this Section.
Limitations on Powers of the Authority. Notwithstanding Sections 6.01 and 6.02
of this Agreement, the powers of the Authority shall be limited as follows:
(a)no action to establish or increase a tax or to create a multiple fiscal year debt or
other financial obligation that is subject to Section 20(4)(h) of Article X of the State Constitution
shall take effect unless first submitted to a vote in accordance with Section 612 of the Act;
(b)the Board shall deliver notice of any proposal to establish, increase or decrease any
tax to any County, Municipality or special district Member where the proposed tax or fee would
be imposed in accordance with Section 613 of the Act; and
(c)a notice of the imposition of or any increase in any fee or tax or the issuance of
Bonds shall be sent to the Division of Local Government and shall be filed with the State Auditor
and the State Transportation Commission in accordance with Section 614 of the Act.
Limitations. If any portion of the Regional Transportation System alters the
physical structure of or negatively impacts the safe operation of any state or local transportation
improvement, the Authority shall, upon the request of the Governing Body of the jurisdiction
impacted by the transportation improvement, in order to ensure coordinated transportation
planning, efficient allocation of resources, and the equitable sharing of costs, enter into an
intergovernmental agreement between the Authority and such jurisdiction concerning the
applicable portion of the Regional Transportation System before commencing physical
construction of that particular improvement.
FUNDING THE AUTHORITY
Baseline Funding. The baseline funding of the Authority shall be provided from
the following sources:
(a)Initial Authority Sales Tax. Subject to Section 2.05(b) of this Agreement, in the
event of and upon approval by the registered electors of the Ballot Question for such Member, a
sales tax of one-half percent (0.5%) shall be imposed in all areas within the boundaries of such
Member.
(b)Existing Eagle County 0.5% Transportation Sales Tax. Section 611(b) of the Act
authorizes any county, municipality, or special district that is a Member to pledge any legally
available funds to the Authority to assist in the financing, construction, operation, or maintenance
of a regional transportation system by the Authority. Pursuant to this authorization, Eagle County
shall pay to the Authority a proportion of the proceeds of the existing Eagle County 0.5%
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Transportation Sales Tax (the “Existing ECO Transit Tax”), previously authorized by the voters to
finance, construct, operate or maintain a mass transportation system within Eagle County and
currently allocated to ECRTA operations, that is accrued on and after January 1 of the year
following the Effective Date of this Agreement, exclusive of all amounts collected in the areas of
Eagle County that are within the boundaries of the Roaring Fork Transportation Authority. The
proportion of the Existing ECO Transit Tax that is to be paid to the Authority shall be no less than
85% and no more than 90% of the total sum collected in Eagle County, in order to allow Eagle
County to continue to meet its obligations to the ECO Trails program. To the extent required by
law, the obligation of Eagle County to make such payments may be subject to annual appropriation
by the Board of County Commissioners of Eagle County. The Authority shall apply revenues that
it receives pursuant to this pledge solely for the financing, construction, operation, or maintenance
of mass transportation systems within Eagle County, and such revenues shall not be used for air-
service related purposes. The pledge of such revenues by Eagle County shall be a contribution of
funds in support of services provided by the Authority and shall not be deemed to be a contract for
the provision of mass transportation services.
Discretionary Member Contributions. A Member may, at its sole discretion,
offer to make cash contributions to the Authority, provide in-kind services to the Authority, or pay
costs that otherwise would have been paid by the Authority (referred to as a “Discretionary
Member Contribution”). If a Member offers to make a Discretionary Member Contribution, the
Authority may, subject to Board approval on a case-by-case basis in its discretion, provide
additional transportation services within the boundaries of such Member with a value, or grant
such Member a credit against other contributions or contract service payments to the Authority by
or on behalf of such Member, in an amount equivalent to the Discretionary Member Contribution.
Pursuit of Grants. The Authority shall actively pursue grants to support its
activities, including grants for offsetting operating and capital costs, long range planning and
environmental review, and major capital improvements. The Authority shall also cooperate and
assist Members in their pursuit of grants for transportation projects.
Capital Projects and Bonds. The Authority may fund capital projects by the
issuance of Authority Bonds pursuant to Section 609 of the Act if voter approval is obtained for
the issuance of such Bonds as required by Section 612(2) of the Act; through lease-purchase
agreements or other arrangements permitted by, and subject to compliance with the applicable
provisions of, State and federal law; or through one or more agreements with one or more
Members. Bond issuances by any Regional Transportation Enterprise formed by the Board
pursuant to Section 606 of the Act do not require voter approval.
No Implied Limits on Powers. Except as otherwise specifically provided, no
provision of this Article 7 shall limit the Authority’s powers under the Act.
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REORGANIZATION
Reorganization Plan. The Authority and Eagle County will undertake best efforts
to transfer all assets and liabilities of ECRTA that are to be transferred to the Authority in
accordance with this Article 8 and the Transition Plan within a 24-month period from the date of
the Election authorizing establishment of the Authority (the “ECRTA Transition Period.”).
ECRTA Transition Period.During the ECRTA Transition Period, the Authority
will undertake the following:
(a)The Authority will assume responsibility for the services provided by ECRTA and
will begin receipt of transfers of the operating revenues of ECRTA (as distinguished from the
contributions to the Roaring Fork Transportation Authority by its members) from Eagle County no
later than January 1 of the year following formation of the Authority in accordance with Section
7.01(b) of this Agreement and the Transition Plan; provided, however, that the Authority may not
allocate such revenues to any purpose other than funding of services provided by ECRTA,
including payments under any contract with Eagle County referred to herein for services of
employees or other assets of ECTRA, in order to ensure continuity of ECO Transit services during
the ECRTA Transition Period as the provision of such services, and the transfer of assets and
liabilities, transition from Eagle County to the Authority over such period.
(b)For the purpose of continuity, the existing ECRTA Advisory Board shall be
constituted as an Advisory Committee pursuant to Article 4 of this Agreement for the purpose of
advising the Authority’s initial Board with respect to the transition of ECRTA services throughout
the ECRTA Transition Period. The Authority Board may add or remove members of the ECRTA
Advisory Board as provided for in this Agreement.
(c)Either directly or by contract with Eagle County or others, the Authority shall use
best efforts to:
(i)maintain continuity of the existing ECO Transit regional transit services
provided by ECRTA within the Authority Boundaries and to neighboring jurisdictions,
without any significant changes in routes, schedules, or equipment, during the ECRTA
Transition Period, except as provided for in the Transition Plan;
(ii)continue ongoing transportation planning efforts;
(iii)enter into or assume contracts for transit services ECRTA currently provides
to other Eagle County departments or entities no later than the end of the ECRTA Transition
Period; and
(iv)accommodate Member requests for additional or new local services on the
same fully allocated cost basis used to determine the cost of Authority services throughout
the Authority service area;
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(d)The Authority will assist Eagle County to cause all relevant Eagle County assets,
liabilities, personnel, contracts, and operations to be formally transferred and assigned to the
Authority, and to enter into any required intergovernmental agreement, leases, or other contractual
arrangements to enable such transfers or assignments, prior to the conclusion of the ECRTA
Transition Period; and
(e)The ECRTA Transition Period will be deemed concluded when all issues set forth
in the Transition Plan (defined in Section 8.03) have been addressed to the satisfaction of the Board
and Eagle County.
Transition Plan.
(a)The Authority and Eagle County shall use their best efforts to implement a
“Transition Plan,” substantially consistent with the framework set forth in the Transition Plan
Framework attached hereto and incorporated herein as Appendix D, in order to implement the
provisions of this Article 8. The Transition Plan will specify how merger issues, including those
related to human resources, employee benefits, insurance, transfer of ECRTA assets, contractual
relationships (e.g. with the Town of Vail and the Town of Avon), and matters concerning the
allocation of operating and capital costs and resources will be resolved. The Transition Plan will
be approved, and may be subsequently amended, by mutual agreement of the Authority and Eagle
County, which approval and modifications shall not constitute an amendment to this Agreement
and may be approved by the Authority Board as provided for under Section 3.11(a).
Maintenance of Effort.It is the intent of Eagle County that the Authority continue
to maintain countywide transit services following the completion of the Transition Period using
the revenues generated by the Existing ECO Transit Tax. Any significant reduction to the
geographic coverage of service or service standards, as compared to the services provided by ECO
Transit during the Transition Period, shall require the prior consent of Eagle County.
MEMBERS
Initial Members. The Initial Members shall be the Initial Signatories whose
participation in the Authority is approved at the November 8, 2022, election as described in Section
2.05 of this Agreement.
Withdrawal of Initial Members.
(a)Following establishment of the Authority, a Member may withdraw from the
Authority only if the Member’s withdrawal is approved at an election by a majority of the electors
voting thereon.
(b)If a Member withdraws from the Authority pursuant to subsection (a) of this
Section:
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19
(i)the territory within the boundaries of such Member will be excluded from
the Boundaries of the Authority;
(ii)subject to Section 9.02(c), the taxes relevant to that Member shall not be
levied after the effective date of such withdrawal; and
(iii)the obligations of such Member set forth in this Agreement shall terminate.
(c)If a Member withdraws from the Authority while the Authority has any Bonds
outstanding, it shall continue to levy taxes within its boundaries after the effective date of such
withdrawal for the period such Bond obligations remain outstanding, or as provided for in the
applicable financing documents.
(d)Members may only withdraw from the Authority in the manner, and subject to the
conditions, set forth in this Section.
Additional Members. Any county, municipality, or special district with street
improvement, safety protection, or transportation powers, or a portion thereof, which is not an
Initial Member of the Authority, may become a Member (for purposes of this Section, a “new
Member”) effective upon:
(a)the adoption of a resolution of the Board in accordance with Section 3.11(a) of this
Agreement, the effectiveness of which may be conditioned upon compliance by such new Member
with any conditions which the Board, in its sole discretion, sees fit to impose;
(b)unless the new Member is the State, approval of such new Member’s participation
in the Authority by the electors residing within the territory of the new Member that is to be
included in the Boundaries of the Authority; and
(c)compliance with any other conditions to the admission of such new Member as a
Member or its execution of the amended Agreement imposed under the Act, the Intergovernmental
Relations Statue or any other applicable law.
TERM AND DISTRIBUTION OF ASSETS UPON TERMINATION
Effective Date. The term of this Agreement shall begin when all the conditions to
the establishment of the Authority set forth in Section 2.01 of this Agreement have been satisfied.
Termination.
(a)The term of this Agreement shall end when all the then-current Members agree in
writing to terminate this Agreement.
(b)This Agreement may not be terminated so long as the Authority has any Bonds
outstanding.
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Distribution of Assets Upon Termination.Upon termination of this Agreement
pursuant to Section 10.02 of this Agreement, after payment of all Bonds and other obligations of
the Authority, the net assets of the Authority shall be distributed to the parties who are Members
at such time in proportion to the sum of:
(a)the amount of cash and the value of property and services contributed by each such
Member to the Authority pursuant to Article 7 and 8 of this Agreement minus the amount of cash
and the value of property previously distributed to them by the Authority; and
(b)the total amount of Authority taxes or other charges (other than fares) paid by such
Member’s residents, during the period of time such party was a Member, to the Authority pursuant
to the Authority’s exercise of the powers granted to it pursuant to the Act, with taxes or other
charges paid by residents of areas of counties that are also located within a municipality or special
district allocated 100% to the municipality or special district for such purposes.
DEFENSE OF DIRECTORS, OFFICERS, MEMBERS OF
ADVISORY COMMITTEES AND EMPLOYEES
Authority Obligations. The Authority shall insure and defend each Director,
Officer, member of an Advisory Committee and employee of the Authority in connection with any
claim or actual or threatened suit, action or proceeding (civil, criminal or other, including appeals),
in which he or she may be involved in his or her official capacity by reason of his or her being or
having been a Director, Officer, member of a Committee or employee of the Authority, or by reason
of any action or omission by him or her in such capacity. The Authority shall insure and defend
each Director, Officer, member of a Committee and employee of the Authority against all liability,
costs and expenses arising from any such claim, suit or action, except any liability arising from
criminal offenses or willful misconduct or gross negligence. The Authority’s obligations pursuant
to this Article 11 shall be limited to funds of the Authority available for such purpose, including
but not necessarily limited to insurance proceeds. The Board may establish specific rules and
procedures for the implementation of this Article 11 in the bylaws of the Authority.
AMENDMENTS
Amendments Generally. This Agreement, except as may be limited in this Article
12, may be amended only by resolution of the Board and upon unanimous consent of all Members
minus one. Such consent shall first be manifested by a majority affirmative vote of the Governing
Bodies of each Member.
Amendments to Boundaries.Except as provided in Section 2.03 of this
Agreement, the Initial Boundaries illustrated in Appendix A-1 and described in Appendix A-2, may
be amended in accordance with Section 12.01 of this Agreement and with the required approval of
the registered voters of any county, municipality or unincorporated portion of a county proposed
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21
to be added to the territory of the Authority. For purposes of this Section, the boundaries may not
include territory within the boundaries of a municipality that is not a Member without the consent
of the governing body of such municipality, and may not include territory within the
unincorporated boundaries of a county that is not a Member without the consent of the governing
body of such county.
Modification of Appendices B-1 through B-8.Notwithstanding any other
provision of this Agreement, the Ballot Questions attached hereto as Appendix B-1 through B-8
may not be modified by the Governing Body of the Initial Signatory responsible for submitting
such Ballot Question to the electors as provided in Section 2.04 of this Agreement.
MISCELLANEOUS
Adoption and Execution of Agreement in Accordance with Law. Each Initial
Signatory hereby represents to each other Initial Signatory that it has adopted and executed this
Agreement in accordance with applicable law.
Parties in Interest. Nothing expressed or implied in this Agreement is intended or
shall be construed to confer upon any Person other than the Initial Signatories and the Members
any right, remedy, or claim under or by reason of this Agreement, this Agreement being intended
to be for the sole and exclusive benefit of the Initial Signatories and the Members.
No Personal Liability. No covenant or agreement contained in this Agreement or
any resolution or bylaw issued by the Board shall be deemed to be the covenant or agreement of
an elected or appointed official, officer, agent, servant, or employee of any Member in his or her
individual capacity.
Notices. Except as otherwise provided in this Agreement, all notices, certificates,
requests, requisitions, or other communications by the Authority, any Member, any Director, any
Alternate Director, any Officer, or any member of a Committee to any other such person pursuant
to this Agreement shall be in writing; shall be sufficiently given and shall be deemed given when
actually received, in the case of the Authority and officers of the Authority, at the last address
designated by the Authority for such purpose and, in the case of such other persons, at the last
address specified by them in writing to the Secretary of the Authority; and, unless a certain number
of days is specified, shall be given within a reasonable period of time.
Assignment. None of the rights or benefits of any Member may be assigned, nor
may any of the duties or obligations of any Member be delegated, without the express written
consent of all the Members.
Severability. If any clause, provision, subsection, Section, or Article of this
Agreement shall be held to be invalid, illegal or unenforceable for any reason, the invalidity,
illegality or enforceability of such clause, provision, subsection, Section, or Article shall not affect
any of the remaining provisions of this Agreement.
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22
Interpretation. Subject only to the express limitations set forth in this Agreement,
this Agreement shall be liberally construed to permit:
(a)the Authority and the Members to exercise all powers that may be exercised by a
regional transportation authority pursuant to the Act and by a separate legal entity created by a
contract among the Members pursuant to the Intergovernmental Relations Statute;
(b)the Members to exercise all powers that may be exercised by them with respect to
the subject matter of this Agreement pursuant to the Act, the Intergovernmental Relations Statute
and other applicable law; and
(c)the Board to exercise all powers that may be exercised by the board of directors of
a regional transportation authority pursuant to the Act and by the governing body of a separate
legal entity created by a contract among the Members pursuant to the Intergovernmental Relations
Statute. In the event of any conflict between the Act, the Intergovernmental Relations Statute or
any other law with respect to the exercise of any such power, the provision that permits the broadest
exercise of the power consistent with the limitations set forth in this Agreement shall control.
Governing Law. The laws of the State shall govern the construction and
enforcement of this Agreement. Venue for purposes of any litigation arising under this Agreement
shall only be proper in the Eagle County District Court.
Counterparts. This Agreement may be executed in any number of counterparts,
each of which, when so executed and delivered, shall be an original; but such counterparts shall
together constitute but one and the same Agreement. Counterparts may be executed either in
original, facsimile, or electronic mail form, and each such facsimile or electronic mail signature
shall have the efficacy of a signed original and may be used in lieu of the original for any purpose.
[Remainder of page left intentionally blank. Signature pages follow.]
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23
SIGNATURE PAGE
to
EAGLE VALLEY TRANSPORTATION AUTHORITY
INTERGOVERNMENTAL AGREEMENT
Dated as of [ , 2022]
: [INSERT], COLORADO
By
Name
Title
ATTEST
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APPENDIX A-1
Authority Boundary Map
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APPENDIX A-2
Authority Boundary Description
The Initial Boundaries of the Authority shall consist of:
1.In accordance with Section 2.05(b) of the Agreement, if the registered electors voting on
each of the Avon Question, the Beaver Creek Question, the Vail Question, and the
Unincorporated Eagle County Question each approve their respective ballot questions:
a.all territory within the Town of Avon and all territory subsequently annexed to the
Town of Avon;
b.all territory within the Beaver Creek Metropolitan District and all territory
subsequently included into the boundaries of the Beaver Creek Metropolitan
District;
c.all territory within the Town of Vail and all territory subsequently annexed to the
Town of Vail; and
d.all territory within Eagle County, excluding:
i.territory within the Town of Avon, the Beaver Creek Metropolitan District,
the Town of Eagle, the Town of Gypsum, the Town of Minturn, the Town
of Red Cliff, the Town of Vail; and
ii.territory within the boundaries of the Roaring Fork Transportation
Authority; and
2.Additionally, subject to Section 2.05(b) of the Agreement:
a.if the Town of Eagle electors approve the Eagle Question, all territory within the
Town of Eagle and all territory subsequently annexed to the Town of Eagle;
b.if the Town of Gypsum electors approve the Gypsum Question, all territory within the
Town of Gypsum and all territory subsequently annexed to the Town of Gypsum;
c.if the Town of Minturn electors approve the Minturn Question, all territory within the
Town of Minturn and all territory subsequently annexed to the Town of Minturn; and
d.if the Town of Red Cliff electors approve the Red Cliff Question, all territory within
the Town of Red Cliff and all territory subsequently annexed to the Town of Red
Cliff.
August 16, 2022 - Page 277 of 357
APPENDIX B-1
BALLOT ISSUE [2A] – TOWN OF AVON
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-2
BALLOT ISSUE [6A] – BEAVER CREEK METROPOLITAN DISTRICT
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-3
BALLOT ISSUE [2B] – TOWN OF EAGLE
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-4
BALLOT ISSUE [2C] – TOWN OF GYPSUM
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-5
BALLOT ISSUE [2D] – TOWN OF MINTURN
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-6
BALLOT ISSUE [2E] – TOWN OF RED CLIFF
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX B-7
BALLOT ISSUE [2F] – TOWN OF VAIL
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
August 16, 2022 - Page 284 of 357
APPENDIX B-8
BALLOT ISSUE [1B] – EAGLE COUNTY
FORMATION OF EAGLE VALLEY TRANSPORTATION AUTHORITY
SHALL EAGLE VALLEY TRANSPORTATION AUTHORITY (“EVTA”) TAXES BE
INCREASED $15,563,303 IN 2023 (FIRST FULL FISCAL YEAR) AND BY WHATEVER
AMOUNTS ARE RAISED ANNUALLY THEREAFTER FROM THE LEVY OF AN
ADDITIONAL 0.50% SALES TAX (ONE CENT ON EACH TWO DOLLARS OF TAXABLE
SALES) ON EVERY TRANSACTION OR INCIDENT WITH RESPECT TO WHICH A SALES
TAX IS LEVIED BY THE STATE OF COLORADO; PROVIDED THAT SUCH TAX INCREASE
SHALL COMMENCE ON JANUARY 1, 2023;
AND SHALL THE EVTA BE ESTABLISHED IN ACCORDANCE WITH THE PROVISIONS
OF THE EAGLE VALLEY TRANSPORTATION AUTHORITY INTERGOVERNMENTAL
AGREEMENT (THE “EVTA IGA”) AS MAY BE AMENDED FROM TIME TO TIME
BETWEEN EAGLE COUNTY, THE TOWNS OF AVON, EAGLE, GYPSUM, MINTURN, RED
CLIFF, AND VAIL, AND BEAVER CREEK METROPOLITAN DISTRICT, FOR THE
PURPOSES OF PROVIDING ENHANCED REGIONAL TRANSPORTATION SERVICES IN
ACCORDANCE WITH THE EVTA IGA, INCLUDING, BUT NOT LIMITED TO:
•EXPANDING TRANSIT SERVICE, EXPRESS ROUTES, AND TRANSPORTATION
OPTIONS ACROSS THE EAGLE VALLEY;
•ENHANCING CONNECTIONS BETWEEN GYPSUM AND EAGLE AND OTHER
COMMUNITIES;
•ENHANCING AIR SERVICE AND IMPROVING ACCESS AT EAGLE COUNTY AIRPORT;
•PROVIDING A FARE-FREE TRANSIT ZONE FROM EDWARDS TO VAIL, INCLUDING
AVON, BEAVER CREEK, MINTURN, AND EAGLE-VAIL;
•REDUCING ENVIRONMENTAL IMPACTS FROM TRANSPORTATION; AND
SHALL ALL AMOUNTS RECEIVED BY EVTA FROM SUCH TAX INCREASES,
CONTRIBUTIONS, AND OTHERWISE PURSUANT TO THE EVTA IGA AND EARNINGS
THEREON BE COLLECTED AND SPENT WITHOUT LIMITATION OR CONDITION AS A
VOTER-APPROVED REVENUE CHANGE UNDER ARTICLE X, SECTION 20 OF THE
COLORADO CONSTITUTION?
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APPENDIX C
Initial Service Goals
August 16, 2022 - Page 286 of 357
C-1
Eagle Valley Transportation Authority
Regional Transportation Service Goals
The newly established Eagle Valley Transportation Authority, (“Authority”), shall use reasonable
efforts to achieve the following:
1. Assume Responsibility for Existing ECO Transit Service
The Authority shall assume responsibility for existing transit service as currently provided
by the Eagle County Regional Transportation Authority, (“ECO Transit”), as of January 1
of the year following RTA formation, as further detailed in the Transition Plan.
Within 12 months of RTA formation, the Authority shall develop and implement a fare-
free transit zone with expanded service, to include portions of Avon, Vail, Minturn and
Beaver Creek, as a replacement for ECO’s existing Vail/Beaver Creek Express service.
2. Increase Service on Current ECO Routes
The Authority shall begin planning for one or more of the following enhancements, to be
introduced as soon as equipment, staffing, and facilities allow:
● Increased capacity and/or service frequency on Highway 6.
● Increased all-day service frequency on Valley Route, including additional daily
connections to Doster.
● Increased service to/from Leadville.
3. Develop and Implement New Transit Routes
Develop and implement new transit service no later than December 31, 2024, to meet
needs identified during the Authority formation process, including but not limited to:
1) Eagle-Gypsum Circulator
Regular transit service connecting the Towns of Eagle and Gypsum that promotes
increased circulation in/between these communities and provides efficient connection
to other regional routes.
2) Limited Stop Express Service
Additional rush hour express service targeting peak workforce commute hours.
3) Airport Express Service
Additional service connecting Eagle County Airport to Avon, Beaver Creek, and Vail
In addition, the Authority may explore the feasibility of offering additional regional transit
services as needs are identified in future Transit Development plans.
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4. Accelerate Conversion of Fleet and Facilities to Zero-Emission Operations
The Authority shall take the following steps toward zero-emission operations:
1) Conversion of ECO’s existing Highway 6 bus service to a zero-emission platform, on
a timeframe that evaluates available grant funds, anticipated increases in range and
performance capacity of zero-emission buses, and allocation of available Authority
funds to other expenditures which may increase ridership.
2) Development of zero-emission plans, timelines, and budgets for additional routes
and facilities as outlined in an initial RTA Transit Development Plan, to be created
following RTA formation.
5. Invest in Transit-Related Facilities and Infrastructure
The Authority shall allocate a portion of available revenues to upgrade existing facilities
to support planned service expansion. In addition, funds will be set aside in a capital
improvement fund to support fleet replacement and future construction of essential
transit-related and transit-supportive facilities. Uses of these funds may include:
1) Expansion of the existing Swift Gulch or MSC facilities to support additional
operations and/or dedicated staff housing.
2) Construction and/or expansion of additional facilities as identified in the initial Transit
Development Plan (TDP).
6. Support Local Air Service
The Authority will pledge funding to support expanded year round air service for
residents and visitors of Eagle County.
7. Regional Transportation System Planning
The Authority shall embark on a 5-year Transit Development Plan (TDP) as one of its
first tasks upon formation. This plan should be completed within 12-18 months of the
appointment of the initial Authority Executive Director.
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APPENDIX D
Transition Plan Framework
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Eagle Valley Transportation Authority Transition Plan Framework
Eagle County’s pledge of a portion of the Countywide .5% Mass Transportation sales tax
and transfer of associated assets is contingent upon the interim RTA Board and Eagle
County mutually agreeing to a Transition Plan following voter approval of the RTA.
Transfer of funding will require completion of specific required elements as outlined in
that Transition Plan. This document outlines Eagle County’s expectations regarding the
minimum administrative, legal, accounting, and financial procedures that must be
established by the RTA in order to transfer responsibility for the operation of current ECO
Transit services.
Continuity of Service:
The RTA is expected to take on the responsibility for providing current ECO Transit service
while simultaneously pursuing additional improvements and economies of scale with new
funding generated by the RTA sales tax. A portion of Eagle County’s existing 0.5% sales
tax is expected to fund current ECO Transit service or its functional equivalent in terms of
hours, frequency, and geographic coverage. This equates to target ECO Transit seasonal
service levels during the Transition Period and beyond equivalent to at least 85% of the
Winter 2021/2022 and Summer 2022 scheduled service hours below:
Route Daily Service Hours - Winter
Season
Daily Service Hours -
Summer Season
Valley 75.4 69.79
Highway 6 132.12 107.33
Leadville 11.15 9.38
Minturn 13.5 10.5
Vail-BC Express 13.33 0
Total 245.5 197
Any significant reduction to the geographic coverage of service or service standards must
be recommended by the RTA Board and approved by the Board of County
Commissioners, unless a different arrangement is agreed to by both parties. This
requirement applies to service that has traditionally been provided by ECO Transit only.
Expansion, enhancement, or reduction of services initiated by the RTA remain the sole
responsibility of the RTA Board. This service equivalency requirement does not preclude
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the reasonable restructuring or realignment of these routes in the future by the RTA,
provided geographic coverage equivalent to the above routes is maintained and the
impetus for specific route changes is to create operational efficiencies and leverage new
economies of scale.
Phased Transition of Current Operations:
The RTA will assume responsibility for ECO Transit operations in several phases as the
relevant administrative and management capacity can be developed. Transition of
various aspects of ECO Transit operations to the RTA will not occur until specific
administrative, financial, and legal requirements have been met. Full transition will require
the transfer of revenue, assets, personnel, and existing contractual agreements, as well
as the creation of new agreements and/or other mechanisms for providing legal,
administrative, IT, financial, and other services that are currently provided by other County
Departments. The cost of these services is partially reflected by the $600k/year
administrative fee included in ECO Transit’s annual budget, but actual costs for these
services may differ depending on how the RTA chooses to staff or contract for these
elements. A minimum of $750,000/year should be included in the initial RTA budget to
compensate the County for administrative services that may continue to be performed on
behalf of the RTA during the transition period.
Management of the transition process and ongoing RTA liaison activities will require one
Eagle County FTE. This position will be expected to manage the revenue transfer
process, any future contracts between the County and RTA, and coordinate ECG’s
ongoing County-specific involvement in transit/transportation issues County-wide.
Proposed transition phases include:
Phase 1: Administrative Establishment
As a new legal entity, the RTA will need to establish a minimum administrative structure
before hiring permanent staff and assuming responsibility for current or future operations.
Administrative establishment procedures will begin as soon as reasonably possible upon
approval of the ballot measures.
Administrative establishment procedures will include:
Establishing the RTA Board;
Establishing a regular RTA Board meeting schedule and Board procedures;
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Identifying and contracting an Interim Executive Director (ED) to facilitate the
administrative start-up process;
Contracting for Interim Legal Services;
Identifying and staffing subcommittees, if desired, to assist with administrative
tasks;
Developing a proposed RTA start up budget; and
Developing and issuing consultant/vendor RFPs to support the RTA during the
Transition Period.
Phase 1 elements are expected to take up to 12 months.
Phase 2a: Further Development of Administrative Policies and
Procedures
Once Board processes have been established and legal counsel is on board the interim
ED will work with the board to establish additional administrative policies and procedures
to allow for the hiring of permanent personnel, including a permanent Executive Director,
and executing appropriate additional contracts and agreements for service.
Phase 2b: Transition of Revenues and Financial Operations
Transition of revenues and financial operations may begin once Phase 1 Administrative
establishment procedures have been completed, but are expected to begin by January
1, 2024. Specific activities in this area should include:
Establishment of an administrative mechanism for recurring transfers of the
relevant portion of the County’s existing 0.5% mass transportation sales tax to the
RTA;
Full transfer of all responsibilities related to on-board and advanced pass sale
revenue collection, including accounting and auditing procedures;
Full transfer of Accounts Payable and Accounts Receivable functions to RTA
staff or contractors; and
Establishment of appropriate permanent financial accounting and audit
procedures.
Revenue Transfer:
Current ECO Transit operations are funded by a Countywide sales tax for mass
transportation of 0.5%, along with fare sales and advertising revenues. A minimum of
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10% of this mass transportation tax is used to fund ECO Trails. Portions of this tax
collected in the Roaring Fork Valley are used to pay Eagle County’s RFTA transit/trails
contributions.
Recurring Sales Tax Collections
Eagle County will retain a minimum of 10% to a maximum of 15% of the county mass transit
tax annually to cover salaries, construction, maintenance and debt service payments
related to the Eagle Valley Trail.
The current expectation is for Eagle County to operate and maintain the Eagle Valley Trail
through completion of all remaining trail segments as identified in the Eagle Valley Trails
Plan. Eagle County may transfer trail ownership and maintenance to the RTA, along with
revenues that exceed the debt service payment obligations of Eagle County, after
December 31, 2024, subject to with BoCC and RTA Board approval. Planning activities
for this transition, if agreed, may occur during the Transition Period.
Eagle County will also continue to retain the portions of this tax currently allocated to
RFTA for transit and trail activities in the Roaring Fork Valley portion of Eagle County.
These funds will continue to be transferred to RFTA as has been done in the past.
During the transition period, funds transferred will be net of all transit-related costs
including any costs related to administrative, maintenance, or operations activities the
County continues to perform on behalf of the RTA, including salaries and benefits of ECO
Transit personnel who are providing RTA services. At the conclusion of the transition
period, funds transferred will continue to be net of any payments for leases or services
Eagle County provides to the RTA under IGAs, leases, or other relevant agreements
between the two entities.
Farebox and Pass Sales
The RTA will establish a separate contract for Financial and Accounting services as soon
as possible, with the expectation this contract will be in place by December 31, 2023.
Eagle County will continue to collect and process farebox revenues according to
established procedures pending the completion of the Phase 1 Administrative
Establishment procedures. The RTA will assume responsibilities as soon as possible but
no later than December 31, 2024.
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Advertising Revenue
Any outstanding contracts for advertising that generate revenue will be terminated by
Eagle County in accordance with the prevailing contract terms and renegotiated and
reprocured by the RTA unless otherwise agreed between Eagle County and the RTA.
Current Account Balances and Other Accruals
ECO Transit Fund Balance
ECO Transit’s existing fund balance will remain with Eagle County to be used for
transportation purposes consistent with the provisions of the existing sales tax. Portions
of this fund balance may be transferred to the RTA on a case-by-case basis to support
capital investments by request of the RTA Board and with the approval of the Board of
County Commissioners.
Accrued Interest
Any interest accrued on the ECO Transit Fund Balance will remain with the County and
not be included in regular revenue transfers.
Interdepartmental Transfer Revenue
ECO Transit operates service on behalf of other County Departments (Healthy Aging,
MIRA). These contracts and operations will be transferred to the RTA no later than
December 31, 2024. All other annual service contracts will be renegotiated by the RTA at
its discretion, with the expectation that the RTA will be fully responsible for all of these
services by December 31, 2024.
Phase 3: Transfer of Rolling Stock and Facilities
Rolling Stock:
All vehicles titled to ECG will be transferred to the new entity and titled/insured by
December 31, 2024. A list of current ECO Transit vehicles is included as Attachment A.
This includes transfer of any grant liabilities or CDOT liens, which are also identified in
Attachment A.
Vehicle ownership will be transferred on a rolling basis to allow for continuity of operations
while required administrative processing takes place, beginning in April 2024, following
the conclusion of the Winter season. A maximum of 10 vehicles will be pulled out of
service at any given time to undergo administrative processing. As a vehicle is registered
and returned to service, another vehicle will enter the transfer process. Vehicles will be
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transferred to the RTA as expeditiously as possible, with the expectation that all vehicles
will be registered to the RTA and enter RTA service by the start of the Winter 2024 season
in late November. The RTA and Eagle County will enter into appropriate agreements to
allow for continued operations by the other party, as applicable, following the transfer of
ownership, until the full transition of operations to the RTA is complete. It is expected that
the operating party will responsible for all legal liabilities, provision of insurance, and
similar requirements associated with vehicle operations.
Three Avon Transit vehicles will be transferred to the RTA on a no-cost basis, to serve
routes previously operated by Avon Transit that are being incorporated into the RTA. If
necessary, this transfer will include the transfer of all grant liabilities or CDOT liens. These
vehicles will be transferred together at the conclusion of Avon’s Winter 2023-2024
season.
No vehicles owned by Vail Transit or Beaver Creek Transit are currently expected to
transfer to the RTA.
Any future vehicle transfers will be governed by terms set by the RTA and the relevant
jurisdiction.
Transit Facilities:
ECO Transit currently operates out of multiple facilities. These include County-owned
facilities such as the Maintenance Service Center (MSC) in Gypsum, the Leadville Bus
Barn, bus shelters, and park and rides; Avon’s Swift Gulch facility; and the Vail
Transportation Center (VTC). Some of these facilities will be transferred to the RTA while
others will continue to host operations and/or maintenance under new IGAs with mutually
negotiated provisions.
County-owned Facilities
Gypsum MSC
ECO Transit occupies a portion of this County owned facility. Accommodations will be
made over the short term for the RTA to continue operating out of this facility via an IGA
or other appropriate lease/agreement. It is Eagle County’s expectation that the terms of
this facility use agreement will be equivalent to terms offered by Avon, Vail, or any other
member jurisdiction that may house RTA facilities in the future.
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At the outset, the IGA will include all areas currently included in ECO Transit’s existing
space allocation, i.e. the bus barn/storage area, and ECO Transit staff offices in buildings
A and B.
Note that this facility is on Airport owned land and is subject to FAA lease/operating terms.
Lease rates will be calculated based on fair market value rates in the area. Lease terms
will not exceed the maximum years allowed by FAA regulations.
Leadville Bus Barn
The County owns a bus barn in Leadville. ECO Transit currently bases two vehicles at
this facility and rents remaining space to Summit Stage. The County will continue to own
and maintain this facility, renting the currently occupied space to the RTA at cost. The
County will continue to rent space to Summit Stage at its discretion.
Bus Shelters and Park and Rides
The RTA will assume responsibility for planning, construction, and maintenance of
shelters and Park and Rides by December 31, 2024. Eagle County will retain ownership
of all land and right of way, unless and until transferred to the RTA. All necessary
easements shall be in place by December 31, 2024, and include appropriate liability
insurance policies. A list of these assets is included in Attachment A.
Avon-owned Facilities
Avon Regional Transit Facility (Swift Gulch)
The Avon Regional Transit Facility was built just over 10 years ago with assistance of
Federal TIGER grant funding. The facility was always envisioned to serve as the up-valley
hub to support regional transit in addition to serving Avon’s transit. Swift Gulch serves as
a secondary base for vehicles storage and maintenance. It is anticipated that this facility
will increase in importance as a mid-Valley operating base for the RTA.
Operations out of this facility are currently governed by an IGA. Under current terms, ECO
Transit pays a per-bay fee plus a proportional share of Capital, Operations and
Maintenance ("O&M"), and Asset Management costs. Capital and Asset Management
charges are fixed for the term of the Agreement. O&M Costs are audited each year and
subject to change upon written notice by the Town of Avon no later than June 1 of any
given year, with any changes effective by January 1 of the succeeding year. Maintenance
and fueling activities performed by Avon/Swift Gulch staff are charged an hourly rate plus
materials at a 15% markup. ECO Transit currently rents 9 spaces under this agreement.
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Avon and the RTA will conclude a new IGA to take effect no later than January 1, 2024.
The terms of the new IGA will, at a minimum, be similar to the terms of the existing IGA
between Eagle County and the Town of Avon, included as Attachment B.
Going forward, Avon has begun a design process to construct a new Public Works facility
with the intent to move all Operations, Engineering and Building and Facilities personnel
and operations out of the Avon Regional Transit Facility. The target date for this move is
2025, after which the Avon Regional Transit Facility footprint could be expanded to
support the RTA’s regional transit operations. Avon has already begun seeking potential
design and construction grants to expand the Avon Regional Transit Facility in
anticipation of this future need.
Vail-owned Facilities
Vail Transportation Center
ECO Transit has an IGA with the Town of Vail for use of the Customer Service Booth and
to operate out of the facility, included as Attachment C. This IGA will be renegotiated
between the RTA and Town of Vail, with a new IGA to take effect no later than January
1, 2024. The terms of the new IGA will, at a minimum, be similar to the terms of the
existing IGA between Eagle County and the Town of Avon.
The Town of Vail is currently developing plans to expand and upgrade its public works
facilities. This new facility will provide additional overnight vehicle storage and charging
capacity. In the event an RTA is formed, Vail anticipates allocating some of this additional
space to RTA vehicles.
The Town of Vail is currently developing plans to expand and upgrade the Vail
Transportation Center facility into a full-scale mobility hub. This work includes the
expansion of the capacity of the facility to handle the increased use for all transit providers
including ECO/RTA as they expand, and to provide charging capabilities for electric
transit vehicles as the fleets transition. This is the busiest stop in the entire ECO Transit
system. This project is currently in the CDOT 10-year plan at a value of $15.0M and was
the number one transit project in the Intermountain planning region. The town recently
applied for a $1.5M Multimodal Options Fund (MMOF) expenditure which the town is
providing half as a match and the MMOF Grant the other half to begin design work for
this facility.
ECO Transit current operations benefit from operating out of this facility which provides
heated waiting areas, bathrooms, as well as transit bays, and the Town of Vail has paid
for all operations, maintenance and capital investments over the years. It is expected the
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RTA will continue to operate out of the facility on the same terms as ECO Transit’s current
use of the facility.
Lionshead Transit Center
ECO Transit’s current operations benefit from operating out of this facility which provides
heated waiting areas, bathrooms, as well as transit bays and the town has paid for all
operations, maintenance and capital investments over the years. It is expected the RTA
would continue to operate out of the facility on the same terms as ECO Transit’s current
use of the facility.
Other Facilities
Lake Creek Village
ECO Transit operations at this facility are currently authorized under an encroachment
license with the property owner. This encroachment license will be transferred to the RTA
as soon as possible, but no later than December 31, 2024.
Phase 4: Transfer of Administrative Responsibilities and Personnel
During the transition period, the RTA will make specific decisions regarding the number
of direct-hire staff needed and what, if any, administrative and technical functions may
be contracted out. ECO Transit is only partially staffed with respect to these
organizational functions and as a result pays an annual “administrative service fee” to
the County for providing these services. This fee is based on a percentage of ECO’s
budget and varies from year to year, but it is generally around $600k. Contracts for
functions that must be stood up independently such as Legal, Finance, and HR are
expected to be executed during Phase 1 of the transition prior to any transfer of revenues
or other responsibilities.
As staffing decisions are made, existing ECO Transit personnel with satisfactory
performance records and relevant qualifications may be transitioned from the County to
the RTA. Notwithstanding anything herein to the contrary, the County will retain sufficient
revenue pledged to the RTA to offset the costs of all of its personnel until they transition
to the RTA, or other arrangements are made. All decisions regarding the transition of
administrative personnel shall be made by January 1, 2024. The RTA and County will use
best efforts to minimize disruptions to retained personnel during the transfer period.
Administrative personnel will be eligible to be transitioned once Eagle County confirms
adequate administrative and financial procedures are in place. Staff positions that may
be impacted during an initial round of transitions are:
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Position Associated FTE
ECO Transit Director 1
ECO Administrative
and Customer
Service Staff
4
ECO Transit
Technology Staff
2
ECO Transit Planning
Staff
1
Total Impacted FTE 8
Some specific considerations have already been identified with respect to Information
Technology (IT) and the assumption of responsibility for State and Federal grant
agreements. These are outlined below.
Specific Needs Related to Information Technology:
ECO Transit uses technology software and hardware that to a large extent are a part of
the overall Eagle County IT ecosystem. The implementation of this technology ecosystem
was never designed with any thought towards breaking off the ECO Transit components
and operating them independently. Note that of the technology software and hardware
specific to ECO Transit, much of it is legacy technology that is currently under review for
both right-sizing and potential transition to a cloud-based model, whether or not RTA
formation is successful.
Standing up a sustainable and independent technology function within 24 months of RTA
formation may be impractical and cost prohibitive due to the lead time and resources
necessary. RTA and Eagle County may determine to enter into an IGA for technology
services until the RTA stands up its own capacity.
Some specific technology functions that should be addressed and related considerations
include:
Backend Hardware: Server instances are highly virtualized and both server and storage
hardware is shared across all departments. Actual individual hardware components
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involved are fairly minimal in number, with system redundancy considerations being a
significant element of overall design. It would be difficult to separate single pieces of
hardware from one another and still have acceptable system redundancy (for both Eagle
County and / or the RTA). Provisions for shared access to this hardware should be
included in a future IGA until the RTA no longer operates at the Gypsum MSC or makes
other arrangements for servers/storage.
Backend Software: Eagle County IT provides ECO Transit with both Enterprise software
that is common to all Eagle County departments, as well as Line of Business (LOB)
software unique to ECO's specific operating needs. Regarding the Enterprise software
(Financials, HR / Payroll, Office Productivity, etc.), the RTA should select and implement
their own systems based upon perceived needs and costs. The RTA should begin the
process of identifying and contracting vendors for this process during the Phase 1
Administrative Establishment period.
In general, LOB software can be transferred to the RTA. The main issue centers on the
highly complex Clever Devices CleverWorks solution which forms the backbone of ECO’s
vehicle location, communication, and data collection systems. ECO Transit currently has
a vision of replacing CleverWorks with a more fit for purpose system. Assuming the short
term outlook for this application, it would likely not make sense to invest in the required
technology hardware and personnel resources necessary to port this system over to the
RTA. Arrangements should be made within the IGA for Eagle County IT to continue
providing support to this function until a new software system is identified and
implemented, ideally by December 21, 2024.
Eagle County’s Fleet Department currently maintains all official maintenance records
related to transit vehicles owned by Eagle County. Provisions should be made for the
eventual transfer of these records prior to the initiation of any vehicle transfers.
Networking Hardware / Software: The Gypsum MSC is one of ECO’s primary operating
locations and is expected to remain so during and after the transition to an RTA. The
MSC also provides office space and facilities for a combination of other Eagle County
departments which all depend on Eagle County networking services in order to utilize
their various software applications. In general, all networking equipment located at the
MSC will continue to be necessary to support ongoing Eagle County department
operations, and therefore cannot be transferred to the RTA. Where there are exceptions,
such as the fixed outdoor wireless antennas used to communicate data between buses
and CleverWorks, these items may be transferred at cost. Additionally, transferring over
any maintenance agreement aspects related to the networking hardware and software
may or may not be viable. Arrangements should be made within the IGA for Eagle County
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IT to continue providing support for these functions indefinitely. This arrangement would
require the RTA and associated users to comply with all Eagle County requirements
regarding network security or forfeit access to the system.
Personal Computers: Personal computers assigned to ECO Transit staff can be
physically transferred to the RTA if desired by both parties. Potential issues that may arise
are associated with the privacy considerations (data on the PC) as well as software
licensing. Prior to any transfer Eagle County IT will format the PC hard drives, wiping all
data and rebuilding with software licensed by RTA. Any equipment transferred will be
transferred at cost.
Peripheral Equipment: Printers / scanners, etc. County owned devices can simply be
physically transferred over to the RTA. Multi function printers may require contractual
amendments in order
to move over any applicable maintenance function. Any equipment transferred will be
transferred at cost.
Software Licenses: 1) Vendor licensing pertaining to LOB software can likely be
transferred to the RTA given requisite contracting amendments are implemented. 2)
Enterprise software licensing will likely require new purchases / agreements 3) Windows
Operating System licenses likely can not be transferred and will have to be purchased as
well.
Voice Services: County provided cellular phones can be transferred if the RTA wants to
provide such a service to their staff. Traditional voice phone service will require the RTA
to implement its own voice system.
State and Federal Grant Agreements:
ECO Transit accesses state and federal grant dollars for administrative and operating
costs, rolling stock replacement, as well as other capital and/or planning projects. All
ongoing capital grants and related reporting requirements will transfer to the RTA at the
beginning of CDOT’s 2025 fiscal year (July 1, 2024).
The RTA will apply for state capital and operating grants as a separate entity from CDOT’s
FY 2025 onwards, with the expectation that all of these elements will be fully transitioned
by the beginning of CDOT’s 2025 fiscal year (July 1, 2024).
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Phase 5a: Transfer of Vehicle Maintenance Responsibilities and
Personnel
ECO Transit Fleet vehicles are currently maintained by Eagle County’s Fleet Department,
with some services performed by the Town of Avon under an IGA. There are 2.5 Fleet Care
Technicians/Transit Vehicle Detailers that are current employees of the ECO Transit
department, along with one Fleet Asset Supervisor.
Fleet Maintenance:
Costs for maintenance, fueling, lubricants, parts, etc. are budgeted in the ECO Transit
fund and paid via departmental transfer. Estimated costs are based on estimated (budget)
and actual service hours. Upon RTA formation, it is assumed that Eagle County’s fleet
department will continue to provide these services for the RTA via an IGA with specified
hours and costs, on terms similar to those contained in the sample IGAs included as
Attachment D. The RTA will not be under any long term obligation to continue to utilize
Eagle County’s fleet department.
The Town of Avon performs fueling and limited maintenance for ECO Transit vehicles
housed at the Swift Gulch facility via an IGA. Service is performed at the Fleet
Maintenance Facility adjacent to the Avon Regional Transit Facility. Approximately 65-
70% of the operations are fleet maintenance for vehicles and rolling stock for other public
entities. Beaver Creek and ECO Transit buses are a substantial portion of this other local
government maintenance work. Avon intends to continue offering fleet maintenance
service at cost. Specific provisions for fleet maintenance performed at this facility will be
included in the new IGA between the RTA and the Town of Avon referenced elsewhere
in the Transition Plan. A sample of this IGA is included as Attachment B.
Eagle County’s Fleet Department currently maintains all official maintenance records
related to transit vehicles owned by Eagle County. Provisions should be made for the
eventual transfer of these records prior to the initiation of any vehicle transfers.
Transit Fleet Care Team:
ECO Transit currently employs one Fleet Asset Supervisor, two full-time year-round
Transit Fleet Care Technicians, and one winter seasonal Fleet Care Technician.
As staffing decisions are made, existing ECO Transit personnel with satisfactory
performance records and relevant qualifications may be transitioned from the County to
the RTA. Notwithstanding anything herein to the contrary, the County will retain sufficient
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revenue pledged to the RTA to offset the costs of all of its personnel until they transition
to the RTA or other arrangements are made. All decisions regarding the transition of Fleet
Care personnel shall be made by April 30, 2024. The RTA and County will use best efforts
to minimize disruptions to retained personnel during the transition period.
Staff positions that may be impacted during this round of transitions include:
Position Associated FTE
Fleet Asset
Supervisor
1
Fleet Care
Technicians
2.5
(includes a Winter
seasonal position)
Total Impacted FTE 3.5
Phase 5a: Transfer of Transit Facility Maintenance Responsibilities and
Personnel
Trail and Facility Maintenance Personnel:
ECO Transit and ECO Trails currently share 3 FTE with combined responsibilities for
Transit and Trails maintenance. One of these three positions is currently funded by ECO
Trails.
As staffing decisions are made, existing ECO Transit personnel with satisfactory
performance records and relevant qualifications may be transitioned from the County to
the RTA.
Notwithstanding anything herein to the contrary, the County will retain sufficient revenue
pledged to the RTA to offset the costs of all of its personnel until they transition to the
RTA or other arrangements are made. All decisions regarding the transition of
Transit/Trails Maintenance personnel shall be made by April 30, 2024. The RTA and
County will use best efforts to minimize disruptions to retained personnel during the
transition period.
Staff positions that may be impacted during an initial round of transitions are:
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Position
Associated FTE
Transit/Trails Maintenance
Supervisor
1
Transit Trails Maintenance
Technicians
2
Total Impacted FTE 3
Eagle County may also choose to retain the FTE position currently funded by trails and/or
add additional personnel to be paid in the future out of the Trails budget. Maintenance
responsibilities related to the existing Eagle Valley Trail could also be included as a
component of the future IGA for services between Eagle County and the RTA. Costs
associated with any maintenance agreement(s) will be subtracted from the RTA’s
obligations to Eagle County.
Phase 6: Full Transfer of Operational Responsibilities and Personnel
Full transfer of operational responsibilities and personnel will take place during the last
stage of transition, with the expectation the RTA will be responsible for either direct
operation or contract administration related to all functions by the start of the 2024 Winter
season in November.
Operations Personnel:
As staffing decisions are made, existing ECO Transit personnel with satisfactory
performance records and relevant qualifications may be transitioned from the County to
the RTA. Notwithstanding anything herein to the contrary, the County will retain sufficient
revenue pledged to the RTA to offset the costs of all of its personnel until they transition
to the RTA or other arrangements are made. All decisions regarding the transition of
Operations personnel shall be made but no later than July 31, 2024. The RTA and County
will use best efforts to minimize disruptions to retained personnel during the transition
period.
Staff positions that may be impacted during this round of transitions are:
August 16, 2022 - Page 304 of 357
D-16
Position Associated FTE
Operations Manager 1
Safety and Training
Supervisor
1
Road Supervisors 4
Dispatchers 4
Bus Operators 51
Total Impacted FTE 61
Attachments:
ATTACHMENT A - INVENTORY OF ECO TRANSIT ASSETS
ATTACHMENT B - SAMPLE SWIFT GULCH IGA
ATTACHMENT C - SAMPLE VAIL TRANSPORTATION CENTER IGA
ATTACHMENT D - SAMPLE IGA FOR COUNTY FLEET SERVICE
August 16, 2022 - Page 305 of 357
BC0043 Bldg Imp 2009 Berry Creek Childcare building
improvements
Facilities Manag - 190-Facilities
Management
12/31/2009 $15,043.09
LBS001 Bldg Leadville Bus Storage Facility Facilities Manag - 190-Facilities
Management
12/31/2008 $1,172,677.33
840401 Equipment-Heavy Vehicles 2005 Gillig Phantom Transit 40' Bus #865 ECO Trans - 405-ECO Transit Authority 05/02/2005 $290,427.00
840501 Equipment-Heavy Vehicles 2005 Gillig Phantom Transit 40' Bus #866 ECO Trans - 405-ECO Transit Authority 05/02/2005 $290,427.00
848901 Equipment-Heavy Vehicles 2006 Gillig BRT Low Floor Transit Bus #867 ECO Trans - 405-ECO Transit Authority 08/03/2006 $343,794.00
849001 Equipment-Heavy Vehicles 2006 Gillig BRT Low Floor Transit Bus #868 ECO Trans - 405-ECO Transit Authority 08/30/2006 $343,794.00
858001 Equipment-Heavy Vehicles 2007 Gillig BRT Low Floor Bus #871 ECO Trans - 405-ECO Transit Authority 11/01/2007 $371,363.00
858101 Equipment-Heavy Vehicles 2007 Gillig BRT Low Floor Bus #872 ECO Trans - 405-ECO Transit Authority 11/01/2007 $371,363.00
858201 Equipment-Heavy Vehicles 2007 Gillig BRT Low Floor Bus #873 ECO Trans - 405-ECO Transit Authority 11/01/2007 $360,363.00
858301 Equipment-Heavy Vehicles 2007 Gillig BRT Low Floor Bus #874 ECO Trans - 405-ECO Transit Authority 11/01/2007 $360,363.00
858401 Equipment-Heavy Vehicles 2007 Gillig BRT Low Floor Bus #875 ECO Trans - 405-ECO Transit Authority 11/01/2007 $360,363.00
859301 Equipment-Heavy Vehicles 2008 Gillig Low Floor Transit Bus #876 ECO Trans - 405-ECO Transit Authority 12/17/2008 $372,919.00
859401 Equipment-Heavy Vehicles 2008 Gillig Low Floor Transit Bus #877 ECO Trans - 405-ECO Transit Authority 12/17/2008 $372,919.00
859501 Equipment-Heavy Vehicles 2008 Gillig BRT Low Floor Transit Bus #879 ECO Trans - 405-ECO Transit Authority 12/17/2008 $361,919.00
859601 Equipment-Heavy Vehicles 2008 Gillig Low Floor Transit Bus #878 ECO Trans - 405-ECO Transit Authority 12/17/2008 $361,919.00
864401 Equipment-Heavy Vehicles 2009 Gillig BRT Low Floor Transit Bus #880 ECO Trans - 405-ECO Transit Authority 10/28/2009 $379,893.00
864501 Equipment-Heavy Vehicles 2009 Gillig BRT Low Floor Transit Bus #881 ECO Trans - 405-ECO Transit Authority 10/29/2009 $379,893.00
864601 Equipment-Heavy Vehicles 2009 Gillig BRT Low Floor Transit Bus #882 ECO Trans - 405-ECO Transit Authority 10/30/2009 $363,924.00
866101 Equipment-Heavy Vehicles 2010 Gillig BRT Low Floor Transit Bus #884 ECO Trans - 405-ECO Transit Authority 10/29/2010 $383,488.00
866201 Equipment-Heavy Vehicles 2010 Gillig BRT Low Floor Transit Bus #883 ECO Trans - 405-ECO Transit Authority 10/28/2010 $383,488.00
866301 Equipment-Heavy Vehicles 2010 Chevrolet Paratransit Bus # 455 ECO Trans - 405-ECO Transit Authority 05/20/2010 $111,715.50
869901 Equipment-Heavy Vehicles 2012 Gillig BRT Low Floor Transit Bus #885 ECO Trans - 405-ECO Transit Authority 12/12/2012 $426,269.00
872901 Equipment-Mach & Equip Jetsort Cash Counting Machine ECO Trans - 405-ECO Transit Authority 12/04/2013 $11,822.00
873001 Equipment-Heavy Vehicles 2013 Gillig Low Floor BRT Transit Bus #889 ECO Trans - 405-ECO Transit Authority 10/18/2013 $429,490.00
873101 Equipment-Heavy Vehicles 2013 Gillig Low Floor BRT Transit Bus #888 ECO Trans - 405-ECO Transit Authority 10/17/2013 $429,490.00
873201 Equipment-Heavy Vehicles 2013 Gillig Low Floor BRT Transit Bus #886 ECO Trans - 405-ECO Transit Authority 10/16/2013 $429,490.00
873301 Equipment-Heavy Vehicles 2013 Gillig Low Floor BRT Transit Bus #887 ECO Trans - 405-ECO Transit Authority 10/16/2013 $429,490.00
873501 Equipment-Heavy Vehicles 2007 Gillig LF BRT #869 ECO Trans - 405-ECO Transit Authority 03/19/2013 $28,000.00
873601 Equipment-Heavy Vehicles 2007 Gillig LF BRT #870 ECO Trans - 405-ECO Transit Authority 03/19/2013 $28,000.00
876201 Equipment-Heavy Vehicles 2014 Gillig BRT Low Floor Transit Bus #890 ECO Trans - 405-ECO Transit Authority 12/10/2014 $443,839.00
Eagle County Government
Asset Listing
Effective Date: 12/31/2021
Number Classification Description Responsible Department Acquisition Date Original Purchase Price
User: Jessica Clark Pages: 1 of 5 12/13/2021 12:19:57 PM
August 16, 2022 - Page 306 of 357
876301 Equipment-Heavy Vehicles 2014 Gillig Low Floor BRT Transit Bus, 40' #891 ECO Trans - 405-ECO Transit Authority 12/10/2014 $443,839.00
883101 Equipment-Heavy Vehicles 2015 Glaval Bus Entourage (Cutaway) #456 ECO Trans - 405-ECO Transit Authority 02/10/2016 $125,935.00
883201 Equipment-Heavy Vehicles 2015 Glaval Bus Entourage (Cutaway) #457 ECO Trans - 405-ECO Transit Authority 02/10/2016 $123,065.00
883601 Equipment-Heavy Vehicles 2016 Glaval Bus Entourage (Cutway) #458 ECO Trans - 405-ECO Transit Authority 11/04/2016 $125,908.00
883701 Equipment-Heavy Vehicles 2017 Arboc Spirit of Mobility Bus #459 ECO Trans - 405-ECO Transit Authority 10/04/2016 $135,749.00
883801 Equipment-Mach & Equip Stationary Vault ECO Trans - 405-ECO Transit Authority 04/28/2016 $117,505.00
886401 Equipment-Heavy Vehicles 2017 Gillig Low Floor BRT Transit Bus 40'- #892 ECO Trans - 405-ECO Transit Authority 08/14/2017 $434,885.00
886501 Equipment-Heavy Vehicles 2017 Gillig Low Floor BRT Transit Bus 40'- #893 ECO Trans - 405-ECO Transit Authority 08/14/2017 $434,885.00
886601 Equipment-Heavy Vehicles 2017 Gillig Low Floor BRT Transit Bus 40'- #894 ECO Trans - 405-ECO Transit Authority 08/14/2017 $434,885.00
886701 Equipment-Heavy Vehicles 2017 Arboc Spirit of Mobility - #460 ECO Trans - 405-ECO Transit Authority 08/18/2017 $149,336.00
890901 Equipment-Heavy Vehicles 2018 Gillig Transit Bus #896 ECO Trans - 405-ECO Transit Authority 09/17/2018 $465,915.00
891001 Equipment-Heavy Vehicles 2018 Gillig Transit Bus #895 ECO Trans - 405-ECO Transit Authority 09/17/2018 $465,915.00
893201 Equipment-Heavy Vehicles 2018 Arboc Spirit of Mobility ECO Trans - 405-ECO Transit Authority 11/16/2018 $154,887.00
895101 Equipment-Mach & Equip Odyssey Farebox ECO Trans - 405-ECO Transit Authority 06/11/2018 $13,369.75
895201 Equipment-Mach & Equip Odyssey Farebox ECO Trans - 405-ECO Transit Authority 06/11/2018 $13,369.75
895301 Equipment-Heavy Vehicles Gillig "Low Floor BRT' Transit Bus 40 Foot Length
#897
ECO Trans - 405-ECO Transit Authority 09/25/2019 $463,261.00
895401 Equipment-Heavy Vehicles Gillig "Low Floor BRT' Transit Bus 40 Foot Length
#898
ECO Trans - 405-ECO Transit Authority 06/27/2019 $463,261.00
895501 Equipment-Heavy Vehicles Gillig "Low Floor BRT" Transit Bus 40 Foot Length
#899
ECO Trans - 405-ECO Transit Authority 06/28/2019 $463,261.00
895701 Equipment-Mach & Equip Odssey Farebox ECO Trans - 405-ECO Transit Authority 08/20/2019 $14,505.75
895801 Equipment-Mach & Equip Odssey Farebox ECO Trans - 405-ECO Transit Authority 08/20/2019 $14,505.75
895901 Equipment-Mach & Equip Odssey Farebox ECO Trans - 405-ECO Transit Authority 08/20/2019 $14,505.75
BG0048 Bldg Imp Leadville Bus Barn ECO Trans - 405-ECO Transit Authority 12/31/1997 $52,540.00
EC0001 Land Leadville Land Purchase ECO Trans - 405-ECO Transit Authority 12/31/2007 $165,607.00
ECO002 Equipment-Comp Software Para Transit Software ECO Trans - 405-ECO Transit Authority 12/31/2014 $20,890.28
ECO003 Equipment-Comp Software ECO AVM System ECO Trans - 405-ECO Transit Authority 08/11/2014 $50,782.64
ECO004 Equipment-Mach & Equip ECO Video Surveillance Equipment ECO Trans - 405-ECO Transit Authority 10/31/2014 $113,930.00
ECO005 Equipment-Comp Software ECO Pass Auto Fare Media ECO Trans - 405-ECO Transit Authority 05/31/2014 $24,894.34
LBS002 Bldg Imp 2015 Leadville Bus Storage Facility Building
Improvements (Solar)
ECO Trans - 405-ECO Transit Authority 11/02/2015 $43,990.00
Eagle County Government
Asset Listing
Effective Date: 12/31/2021
Number Classification Description Responsible Department Acquisition Date Original Purchase Price
User: Jessica Clark Pages: 2 of 5 12/13/2021 12:19:57 PM
August 16, 2022 - Page 307 of 357
TR0001 Bldg 1998 Construction of Bus Shelters ECO Trans - 405-ECO Transit Authority 01/01/1999 $63,589.00
TR0002 Bldg 1999 Construction of Bus Shelters ECO Trans - 405-ECO Transit Authority 01/01/2000 $154,939.00
TR0003 Bldg 2001 Bus Shelter Construction ECO Trans - 405-ECO Transit Authority 01/01/2002 $161,532.00
TR0025 Land Imp Eagle Park-n-Ride Parking Lot ECO Trans - 405-ECO Transit Authority 12/03/1999 $187,188.00
TR0030 Bldg Imp ECO PV Lighting System for Bus Shelters in
Eagle County
ECO Trans - 405-ECO Transit Authority 11/01/2000 $41,575.00
TR0033 Equipment-Comm Equip 800 Mhz Upgrade ECO Trans - 405-ECO Transit Authority 12/31/2000 $104,973.00
TR0039 Land Imp Shelter 53-Eagle Valley HS Parking Lot Paving ECO Trans - 405-ECO Transit Authority 11/12/2002 $28,787.00
TR0045 Bldg Shelter 100 - Lake Creek Village Apts - Lake
Creek Com Station
ECO Trans - 405-ECO Transit Authority 12/26/2002 $11,343.00
TR0047 Land Imp Shelter 79-Minturn Forest Service Land
Improvements
ECO Trans - 405-ECO Transit Authority 12/31/2003 $50,878.00
TR0050 Bldg Shelter 30 - Bear Lot ECO Trans - 405-ECO Transit Authority 05/23/2006 $24,264.00
TR0052 Bldg Shelter 32 - Forest Service ECO Trans - 405-ECO Transit Authority 12/31/2007 $17,763.00
TR0053 Bldg Stone Creek Bus Shelter #33 ECO Trans - 405-ECO Transit Authority 12/31/2007 $17,297.00
TR0057 Bldg Colorado Mountain College, West Bus Shelter
#35
ECO Trans - 405-ECO Transit Authority 12/02/2008 $11,430.78
TR0061 CIP Eagle River Village - MHP Bus Shelter ECO Trans - 405-ECO Transit Authority 12/31/2018 $20,980.00
TR8441 Equipment-Heavy Vehicles Proterra Inc Electric Bus 31502.Electric Bus
VV/5339
ECO Trans - 405-ECO Transit Authority 10/28/2020 $985,041.00
TR8442 Equipment-Heavy Vehicles Proterra Inc Electric Bus 31502.Electric Bus
VV/5339
ECO Trans - 405-ECO Transit Authority 11/02/2020 $985,041.00
TR8443 Equipment-Heavy Vehicles Proterra Inc Electric Bus 31502.Electric Bus
VV/5339
ECO Trans - 405-ECO Transit Authority 11/02/2020 $985,041.00
ECO001C Equipment-Comp Software AVL/CAD Software ECO Trans - 405-ECO Transit Authority 12/31/2014 $1,001,890.72
TR0051R Bldg Miller Ranch Replacement Bus Shelter #31R ECO Trans - 405-ECO Transit Authority 12/31/2008 $12,288.17
TR0058C Bldg Freedom Park Bus Shelter ECO Trans - 405-ECO Transit Authority 11/18/2019 $205,907.53
TR0059C Bldg Avon Station Bus Shelter ECO Trans - 405-ECO Transit Authority 12/09/2019 $108,239.83
TR0060C Bldg Dotsero Mobile Home Park Bus Shelter ECO Trans - 405-ECO Transit Authority 08/15/2019 $37,806.59
TR0063c Equipment-Mach & Equip Proterra Inc Electric Bus Charger - Avon Regional
Transportation Facility - 500 Swift Gulch Road
(corrected for accounting cat)
ECO Trans - 405-ECO Transit Authority 11/30/2020 $144,818.11
TR0064c Equipment-Mach & Equip Proterra Inc Electric Bus Charger - Avon Regional
Transportation Facility - 500 Swift Gulch Road
(corrected for accounting cat)
ECO Trans - 405-ECO Transit Authority 11/30/2020 $144,818.10
Eagle County Government
Asset Listing
Effective Date: 12/31/2021
Number Classification Description Responsible Department Acquisition Date Original Purchase Price
User: Jessica Clark Pages: 3 of 5 12/13/2021 12:19:57 PM
August 16, 2022 - Page 308 of 357
TR0065c Equipment-Mach & Equip Proterra Inc Electric Bus Charger - Avon Regional
Transportation Facility - 500 Swift Gulch Road
(corrected for accounting cat)
ECO Trans - 405-ECO Transit Authority 11/30/2020 $144,818.11
858501 Equipment-Mach & Equip 2008 Toolcat Work Machine EV Trails - 606-EV Trails 04/02/2008 $42,065.00
894501 Equipment-Mach & Equip 2019 John Deere 1025R Tractor Mower EV Trails - 606-EV Trails 09/16/2019 $22,279.38
BC0085 Infrastructure-Trails Freedom Park Parking Spots EV Trails - 606-EV Trails 12/31/2007 $28,994.00
TRL001 Infrastructure-Trails Edwards Bike Path EV Trails - 606-EV Trails 05/06/1999 $275,000.00
TRL002 Infrastructure-Trails E Edwards Trail EV Trails - 606-EV Trails 01/01/2001 $78,702.00
TRL004 Infrastructure-Trails Willits Trail Funding EV Trails - 606-EV Trails 11/16/2000 $15,000.00
TRL005 Infrastructure-Trails Honeywagon Trail Project EV Trails - 606-EV Trails 12/22/2000 $35,000.00
TRL006 Infrastructure-Trails Eagle Vail Trail EV Trails - 606-EV Trails 12/31/2005 $677,886.00
TRL007 Infrastructure-Trails Donavan/Honeywagon Trail EV Trails - 606-EV Trails 01/01/2002 $103,165.00
TRL010 Infrastructure-Trails 2000 E Edwards Trail Project EV Trails - 606-EV Trails 12/31/2000 $486,034.00
TRL013 Infrastructure-Trails Avon to Dowd Trail Project EV Trails - 606-EV Trails 12/20/2002 $22,884.00
TRL030 Infrastructure-Trails Avon to Dowd Trail Phase I EV Trails - 606-EV Trails 12/31/2006 $65,910.00
TRL040 Infrastructure-Trails Gypsum Dotsero Trail Phase I EV Trails - 606-EV Trails 12/31/2006 $34,508.00
TRL051 Infrastructure-Trails Eagle to Gypsum Trail EV Trails - 606-EV Trails 12/31/2007 $1,214,689.00
TRL063 CIP Avon to Eagle-Vail Phase 4, Business District
Construction in Progress
EV Trails - 606-EV Trails 12/31/2015 $25,618.40
TRL064 CIP Avon to Eagle-Vail, Business District to Kayak
Crossing Trail 1152-191-8160.99 31904.Phase5
EV Trails - 606-EV Trails 12/31/2020 $42,845.90
TRL065 CIP Dowd Junction Trail 1152/2150-191-8160.99
31915.Down Junction
EV Trails - 606-EV Trails 12/31/2020 $13,143.25
TRL071 Infrastructure-Trails Cooley Mesa Trail EV Trails - 606-EV Trails 12/31/2008 $25,793.75
TRL041C Infrastructure-Trails Gypsum to Dotsero Phases V I-70 Overpass of
Hwy 6 to River Road
EV Trails - 606-EV Trails 12/31/2014 $367,669.66
TRL043C Infrastructure-Trails Gypsum to Dotsero Phases 2 and 3 BLM Horse
Pasture to BLM Lava Parcel
EV Trails - 606-EV Trails 12/31/2014 $709,893.48
TRL052B Infrastructure-Bridges 2019 Addition from CIP EV Trails - 606-EV Trails 12/31/2019 $127,569.16
TRL052C Infrastructure-Trails Eagle to Horn Ranch Trail EV Trails - 606-EV Trails 12/31/2019 $7,891,561.15
TRL060C Infrastructure-Trails Avon to Eagle-Vail Phase II Post Blvd to I-70
Ramp
EV Trails - 606-EV Trails 12/31/2012 $1,880,542.05
TRL061C Infrastructure-Trails Avon to Eagle-Vail Phase 1, Avon Rd to Post Blvd EV Trails - 606-EV Trails 12/31/2014 $590,002.39
TRL062C Infrastructure-Trails Avon to Eagle-Vail Trail - Phase 3 - Avon Trail EV Trails - 606-EV Trails 12/31/2014 $81,633.15
Eagle County Government
Asset Listing
Effective Date: 12/31/2021
Number Classification Description Responsible Department Acquisition Date Original Purchase Price
User: Jessica Clark Pages: 4 of 5 12/13/2021 12:19:57 PM
August 16, 2022 - Page 309 of 357
Bridge
Grand Total:108 Assets $36,463,965.59
Eagle County Government
Asset Listing
Effective Date: 12/31/2021
Number Classification Description Responsible Department Acquisition Date Original Purchase Price
User: Jessica Clark Pages: 5 of 5 12/13/2021 12:19:57 PM
August 16, 2022 - Page 310 of 357
VEHICLE INVENTORY FUNDING
Bus
Number Year VIN Funding
Purchase
Price % Federal $ Federal % Local $ Local
Grant
Amount Grant PO #Lien Maturity Date
($- ) ($1,132,037)291001283
886 2013 15GGD2710D1183048 5309 ($429,490)66%($283,009)34%($146,481)2023
887 2013 15GGD2712D1183049 5309 ($429,490)66%($283,009)34%($146,481)2023
888 2013 15GGD2719D1183050 5309 ($429,490)66%($283,009)34%($146,481)2023
889 2013 15GGD2710D1183051 5309 ($429,490)66%($283,009)34%($146,481)2023
($-) ($663,200) 291001488
890 2014 15GGD2715E1183077 5311 ($443,839)75%($331,600)25%($112,239)2024
891 2014 15GGD2717E1183078 5311 ($443,839)75%($331,600)25%($112,239)2024
892 2017 15GGD2719H3188873 5311 ($434,885)78%($340,000)22%($94,885) ($340,000) 491000709 2027
5311 48%($60,000) ($180,000) 491000708 2025
456 2015 1FDGF5GT2FED21023 FASTER ($125,935)13%($16,666) 39%($49,269) ($50,000) 491000717 2025
5311 48%($60,000) ($180,000) 491000708 2025
457 2015 1FDGF5GTXFED21027 FASTER ($125,935)13%($16,667) 39%($49,268) ($50,000) 491000717 2025
5311 47%($60,000) ($180,000) 491000708 2026
458 2016 1FDGF5GT1GEC58885 FASTER ($126,908)13%($16,667) 40%($50,241) ($50,000) 491000717 2026
459 2017 1GB6GUBG0G1281023 5317 ($135,759)71%($96,000) 29%($39,759) ($96,000) 491000778 2027
460 2017 1GB6GUBL4G1276792 FSTR ($149,336)70%($104,000)30%($45,336) ($104,000) 491001178 2027
893 2017 15GGD2710H3188874 5339 ($434,885)79%($344,000)21%($90,885) ($344,000) 491001071 2027
894 2017 15GGD2712H3188875 Local ($434,885)0%($-) 100%($434,885)($-) N/A N/A
895 2018 15GGD2716J3191428 5339 ($465,915)79%($370,400)21%($95,515) ($370,400) 491001279 2028
896 2018 15GGD2718J3191429 5339 ($465,915)80%($372,732)20%($93,183) ($372,732) 491001291 2028
461 2018 1GB6GUBL3G1276069 5339 ($154,887)57%($88,000) 43%($66,887) ($88,000) 491001282 2028
($1,111,827)491001458
897 2019 15GGD2716K3192497 5339 $463,261 80%($370,609)20%($92,652) 2029
898 2019 15GGD2718K3192498 5339 $463,261 80%($370,609)20%($92,652) 2029
899 2019 15GGD271XK3192499 5339 $463,261 80%($370,609)20%($92,652) 2029
201 2020 7JZTH13J6LL000282 VW Settlement $985,041 47%$467,567 $1,402,700 491002068 2030
5339(c)39%$383,334 14%$134,140 $1,150,000 491001931 2030
202 2020 7JZTH13J8LL000283 VW Settlement $985,041 47%$467,566 $1,402,700 491002068 2030
5339(c)39%$383,333 14%$134,142 $1,150,000 491001931 2030
203 2020 7JZTH13JXLL000284 VW Settlement $985,041 47%$467,567 $1,402,700 491002068 2030
5339(c)39%$383,333 14%$134,141 $1,150,000 491001931 2030
901 2021 15GGD2713M3195960 5339 $542,000 74%$400,000 26%$142,000 491002249 2031
903 2021 15GGD2717M3195962 5339 $542,000 74%$400,000 26%$142,000 491002249 2031
904 2021 15GGD2719M3195963 5339 $542,000 74%$400,000 26%$142,000 $1,200,000 491002249 2031
902 2021 15GGD2715M3195961 FSTR $542,000 74%$400,000 26%$142,000 $400,000 491002266 2031
905 2021 15GGD2710M3195964 Local $542,000 44%$237,161 56%$304,839 N/A N/A
August 16, 2022 - Page 311 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
Approved As
To Form:
August 16, 2022 - Page 312 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
12/7/2021
August 16, 2022 - Page 313 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
August 16, 2022 - Page 314 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
August 16, 2022 - Page 315 of 357
I-70 REGIONAL TRANSPORTATION OPERATIONS FACILITY
EXHIBIT A-7
LEASE PAYMENT CALCULATION
LEASE RATES AND CHARGES
Lease payment calculations consist of Capital, Operations and Maintenance (“O&M”), and Asset Management and will
be charged as a budget neutral operation. Capital and Asset Management charges will remain fixed for the term of the
Agreement. O&M costs will be audited each year and may be subject to change upon written notice by the Town of
Avon no later than June1 of any given year, which adjustment shall take effect no sooner than January 1 of the
succeeding year.
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
August 16, 2022 - Page 316 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
August 16, 2022 - Page 317 of 357
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
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EXHIBIT B-2
AVON FLEET MAINTENANCE SERVICE RATE SHEET
1. Contractor Services and Hourly Rate:
At the verbal or written request of ECO Transit, Avon may provide repair and
replacement work for ECO buses. For any such repair or replacement services,
ECO will pay Avon a unit hourly shop rate of $110.00 per hour for light duty
vehicles and equipment and $120.00 per hour for heavy duty vehicles and
equipment which is the same rate as previous. Materials and sublet work shall
be charged at cost plus twenty-five percent (25%).
2. Fuel Rate:
ECO Transit will pay Avon a unit fuel rate of cost plus $0.15/gallon.
3. Warranty:
Contractor will perform all services in a prompt, efficient and workmanlike
manner. Contractor shall promptly correct any defective work. This warranty
shall be in lieu of all other warranties, express or implied. Contractor's sole
liability hereunder, whether in tort or in contract, is expressly limited to the
warranty provided for herein.
DocuSign Envelope ID: C318D84C-AB40-4E3C-8A04-4909677E85A5
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INTERGOVERNMENTALAGREEMENT
FOR LEASEOF THE ECO TRANSITWELCOME CENTERSPACEAT THE
VAILTRANSPORTATIONCENTER
THISINTERGOVERNMENTALAGREEMENT ("Agreement") isenteredintothe day
ofYYkl.lch. 2014, betweentheBoardofCountyCommissionersofEagleCounty, a body
corporateandpolitic ("County"), andtheTownofVail, a Coloradomunicipalcorporation,
hereinafterreferredtoasthe "Town"(individuallyat"Party"andcollectively,the"Parties").
RECITALS
WHEREAS, theTownowns, operatesandmaintainstheVailTransportationCenterlocated
at241SouthFrontageRoadEast, Vail, Colorado81657 (the"VTC"); and
WHEREAS, theCountywishestoleasecertainspacewithintheVTC forbus-ticketsalesand
theprovisionofinformationservicesconcerninglocalandregionaltransportation, as wellas
informationregardingtheTown ofVail, VailResorts, Greyhound, and localhotelsand
businesses; and
WHEREAS, theTowniswillingtoleasesaidspacetotheCountyuponthetermsand
conditionssetforthherein.
NOW, THEREFORE, in considerationofthemutualpromisesand covenantsherein
contained, andothergoodandvaluableconsideration, thereceiptandsufficiencyofwhichare
herebyacknowledgedbytheTownandtheCounty, thePartiesdoherebyagreeasfollows:
1. Term. Theinitialterm ("InitialTerm") ofthisIGAshallcommenceuponexecutionof
thisAgreementbybothpartiesandshallendon December31, 2014, unlessearlierterminatedas
hereinafterprovided.
2. RenewalTerm. AfterexpirationoftheInitialTerm, thisIGAshallautomaticallyrenew
on thesametermsandconditionsforup tofive (5) additionalone-yearterms (eachoneyear
periodwillindividuallybereferredtoas a "RenewalTerm"). EachRenewalTermwill
commenceonJanuary1andendonDecember31 ofthesucceedingcalendaryear.
3. Premises. The TownherebygrantstotheCountytherighttoleaseandoccupythe
followingspaceattheVTC:
SpaceNo. 400consistingofanapproximately197squarefootarealocatedonlevel4ofthe
VTC, moreparticularlydescribedinExhibitA, attachedheretoandincorporatedherein
bythisreference. (the "Premises").
TheTownwillallowtheCountytoplaceaTicketVendingMachineoutsideofspaceNo. 400
withaccesstopowerprovidedbytheTown. Areaoftheneededspacewillbeatleast3feet
wideby2 feetdeep.
4. LeasePaymentAmount. As considerationforleaseofthePremisesunderthis
Agreement,theCountyshallpaytoVailforeachtermasfollows:
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2August 16, 2022 - Page 320 of 357
CountywillcompensatetheTownofVailforuseofthePremisesintheformofbus
ticketsvaluedinan amountnottoexceed $50,000peryear. Thebusticketswillbefor
theuseofTownofVailemployees.
5. BudgetingandAppropriation. The County's obligationsunderthisAgreementare
subjecttotheCounty's annualrighttobudgetandappropriatethesumsnecessarytoleasethe
Premises. No provisionofthisAgreementshallbe construedorinterpretedascreatinga
multiplefiscalyeardirectorindirectdebtorotherfinancialobligationoftheCountywithinthe
meaningofanyconstitutionalorstatutorydebtlimitation. Notwithstandinganythingtothe
contrarycontainedinthisIGA, theCountyshallhavenoobligationsunderthisIGAwithrespect
toanyperiodaftertheendofthefiscalyearinwhichfundshavebeenappropriatedthereforeby
theCountyinaccordancewitha budgetadoptedbytheBoardofCountyCommissionersin
compliancewithArticle25, Title30oftheColoradoRevisedStatutes, theLocalGovernment
BudgetLaw (C.R.S. § 29-1-101 et. seq.) andtheTABOR Amendment (ColoradoConstitution,
ArticleX, Sec. 20). IfapplicablefundsarenotappropriatedforaforthcomingTerm, theCounty
mayterminatethisAgreementwithoutpenalty, effectiveuponthecommencementoftheperiod
forwhichfundshavenotbeenappropriated. theCountywilluseitsbestefforttonotifythe
Townofsuchnon-appropriationoffundsandresultingterminationattheearliestpossibledate.
6. Payment. Paymentwillbemadeasfollows:
On a monthlybasis, Countywillreportandreconcilebusrideactivityreportsforpasses
dedicatedtotheTownofVailbillingcodeintheridershipsoftware. Ridesbypasswill
be reconciledatarateof $1.50 perride, nottoexceed $85 peremployeepermonth.
ReportswillbeavailabletotheTownno laterthanthe15thofthemonthfollowingthe
billingperiod.
7. RightsandLimitationsonUseofthePremises. Thefollowingrightsandlimitations
applytotheCounty's useofthePremises:
a) TheCountyshallhaveaccesstothePremisesonlyduringnormaloperatinghoursfor
theVTC.
b) TheCountyagreestoacceptthePremisesinitsexistingconditionandagreesnotto
makeanyinstallationonthePremises, exceptasmaybe removedwithoutdamageto
thePremises.
c) TheCountyagreestotakegoodcareofthePremisesandtoleavethePremisesinthe
same conditionaswhenfirstoccupiedatthecommencementofthisAgreement,
reasonablewearandtearexpected.
d) TheCountyshallbe permittedtodisplaysignagenecessaryforitsoperationsandas
requiredbyGreyhoundLines, Inc. TheCountywill, atitsownexpense, maintainin
goodcondition, allpermittedsignsandshall, on theexpirationorterminationofthis
Agreement, removeallsuchpermittedsignsand repairanydamagethatmay be
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August 16, 2022 - Page 321 of 357
causedbysuchremoval.
e) The CountyagreestoimmediatelynotifytheTown ofanydefectsordangerous
conditionsinandaboutthePremisesofwhichtheCountybecomesaware. The
CountyagreestoreimbursetheTownforthecostofrepairinganydamagetothePremisescausedbyactsoromissionsoftheCounty.
1) TheCountyshallnotpermitthePremisestobe usedforanypurposeprohibitedbylaw, andwillusethePremisesinaccordancewiththegeneralrulesandregulations
adoptedbytheTowngoverningtheoperationofthePremises.
g) TheCountyhastherighttocontractwitha third-partyindependentcontractortoprovidebus-ticketsalesandinformationservicesonitsbehalf. County's independentcontractorwillberequiredtocomplywiththelimitationsonuseofthePremises
containedherein.
h) TheTownshallprovideCountyonedailyparkingpasspermonthforparkingatthe
VailTransportationCenterthroughthecourseofthelease.
8. Termination. The CountyortheTown may terminatethisIGA withoutcausebyprovidingatleastforty-five (45) dayspriorwrittennoticetotheotherParty.
9. Utilities. The Town agreesthatitwill, atitsown expense, furnishthenecessary
electricity, heating, lighting, trashremoval, andwaterfortheleasedpremises. theCountyshall
providejanitorialandotherservicesnecessarytomaintainthePremisesina cleanandorderlycondition, aswellas speciallightinglampsnotnormallyfurnishedbytheTown, attheCounty's
owncostandexpense.
10. Inspection. The TownshallhavetherighttoenterthePremisesforthepurposeof
inspectingorprotectingthePremises.
11. LiabilityandIndemnification. The County, itsofficersandemployees, shallnotbedeemedtoassumeanyliabilityforintentionalornegligentacts, errors, oromissionsoftheTownorofanyofficeroremployeethereof. Likewise, theTown, itsofficersandemployees, shallnotbedeemedtoassumeanyliabilityforintentionalornegligentacts, errorsoromissionsofthe
Countyorbyanyofficeroremployeethereof.
12. Insurance. TheCountymustcarryvalidinsuranceforanyindividualsandpropertythat
areinvolvedinuseofthePremises. ThePartiesmusteachcarrypropertydamageandgeneral
liabilityinsurancepolicies, eachintheamountof$1,000,000peroccurrenceand $1,000,000
aggregate.
13. RelationshipoftheParties. TherelationshipbetweenthePartiesisthatofcooperatingindependentgovernmentalentitiesandnothinghereinshallbedeemedorconstruedascreatingarelationshipofprincipalandagent, partnership,jointventure, orjointownershipinterestinthe
realproperty.
14. No WaiverofGovernmentalImmunity. NothinginthisIGAshallbe construedto
Page3 of6
August 16, 2022 - Page 322 of 357
waivelimit, orotherwisemodifyanygovernmentalimmunitythatmaybeavailablebylawtothe
TownortheCounty, itsrespectiveofficials, employees, contractors, oragents, oranyother
personactingon behalfoftheTownortheCounty, and, inparticular, governmentalimmunity
affordedoravailablepursuanttotheColoradoGovernmentalImmunityAct, Title24, Article10,
Part1 oftheColoradoRevisedStatutes.
15. Notice. Anynotice, demand, orothercommunicationrequiredorpermittedtobe given
byanyprovisionoftheLeaseshallbe giveninwriting, deliveredpersonallyorsentbycertified
orregisteredmail, postageprepaidandreturnreceiptrequested, orbyovernightcourier, with
shippingchargesprepaid, addressasfollows:
TotheTown: TownofVail
Pam Brandemeyer
AssistantTownManager
755FrontageRoad
Vail, CO 81657
Ph.: (970)479-2100
TotheCounty:
EagleCounty
DirectorofTransportationforECO Transit
3289CooleyMesaRoad
P.O. Box1070
Gypsum, CO 81637
Ph.: 970-328-3520
16. No Third-PartyBeneficiaries. NothingcontainedinthisIGAisintendedtoorshall
createacontractualrelationshipwith, causeofactioninfavorof, orclaimforrelieffor, any
third-party, includinganyagent, sub-consultantorsub-contractoroftheTown, theCountyor
EagleCounty. Absolutelynothird-partybeneficiariesareintendedbythisIGA. Anythird-party
receivingabenefitfromthisIGAisanincidentalandunintendedbeneficiaryonly.
17. Miscellaneous.
a. Exceptasprovidedherein, no amendment, alteration, modificationoradditionto
thisAgreementshallbe validorbindingunlessinwritingand signedby the
Parties.
b. Thecaptionofeachsectionisaddedas matterofconvenienceonlyandistobe
consideredofnoeffectintheconstructionofanyprovisioncontainedherein.'
c. ThisAgreementshallbe governedandinterpretedinaccordancewiththelawsof
theStateofColorado.
d. ShouldeitherpartybringsuittoenforcethetermsofthisAgreement, theParties
shallbeartheirownrespectivecosts, expenses, andattorneys' fees.
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August 16, 2022 - Page 323 of 357
e. IfanyprovisionofthisAgreementortheapplicationthereoftoanypersonor
circumstanceshallto any extentbe deemedinvalidorunenforceable, the
remainderoftheAgreementshallnotbeaffectedthereby.
SignaturePageFollows//
Page5 of6
August 16, 2022 - Page 324 of 357
INWITNESSWHEREOF,thePartiesheretohaveexecutedthisIGAthedayandyear
firstabovewritten.
TOWN OF VAIL
TOWN OF VAIL, STATEOF
COLORADO, ByandThroughItsMAYOR
ATTEST:
aft.401/MIlb_ _ 4,...,,By: CD)7a-gel, own 1er =,gip 1 Oc`, ndyDaly, May.
SEA t Date:J 8/ 00/`1L •
QQ•'••.....
RADUEAGLECOUNTYNNN,
COUNTYOF EAGLE, STATEOF
COLORADO, ByandThroughIts
BOARD OF COUNTY COMMISSIONERS
OF GLF
ATTEST: C
Roo Y:
ClerktotheBoardof Ji '.n . Ryan, Chairman
CountyCommissioners
Y l lDate:
Page6 of6
August 16, 2022 - Page 325 of 357
August 16, 2022 - Page 326 of 357
August 16, 2022 - Page 327 of 357
August 16, 2022 - Page 328 of 357
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INTERGOVERNMENTAL AGREEMENT
THIS INTERGOVERNMENTAL AGREEMENT ("Agreement") is made and entered into as this
_____ day of __________, 202_ (the "Effective Date") by and between the Town of Eagle, a
Colorado home rule municipality with an address of P.O. Box 609, Eagle, CO 81631 (the "Town"),
and the Board of County Commissioners of the County of Eagle, State of Colorado, a body
corporate and politic (the "County") (each a "Party" and collectively the "Parties").
WHEREAS, the Town utilized a local mechanic for maintenance of the Town's fleet
vehicles until their recent retirement, and now wishes to use the Eagle County Fleet
Management's services for such maintenance; and
WHEREAS, the Parties are authorized to enter into this Agreement by Article XIV, § 18 of
the Colorado Constitution and C.R.S. § 29-1-203, which allow governments to cooperate or
contract with one another to provide any function, service, or facility lawfully authorized to each.
NOW, THEREFORE, in consideration of the mutual covenants and agreements contained
herein and other good and sufficient consideration, the Parties agree as follows:
1. Purpose. The purpose of this Agreement is to provide for the maintenance of Town police
department vehicles by the County.
2. Services. The County, through Eagle County Fleet Management, agrees to diligently
provide all services, labor, personnel and materials necessary to perform and complete the
service or work described in Exhibit A.
3. Term. This Agreement shall commence upon the Effective Date and shall continue
through _____________.
4. Termination. This Agreement may be terminated by either Party, with or without cause
upon 30 days' prior written notice to the other party. The County shall be entitled to
compensation for services performed prior to such termination, and both Parties shall
thereafter be relieved of all duties and obligations under this Agreement.
5. Hold Harmless. The Town shall hold the County harmless for any claims from third parties
arising out of the County's maintenance of the Town's vehicles.
6. Miscellaneous.
a. Governing Law and Venue. This Agreement shall be governed by the laws of the
State of Colorado, and any legal action concerning the provisions hereof shall be brought in Eagle
County, Colorado.
August 16, 2022 - Page 329 of 357
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b. No Waiver. Delays in enforcement or the waiver of any one or more defaults or
breaches of this Agreement by the Town shall not constitute a waiver of any of the other terms
or obligation of this Agreement.
c. Integration. This Agreement and any attached exhibits constitute the entire
Agreement between the Parties, superseding all prior oral or written communications.
d. Third Parties. There are no intended third-party beneficiaries to this Agreement.
e. Notice. Any notice under this Agreement shall be in writing and shall be deemed
sufficient when directly presented or sent prepaid, first-class United States Mail to the Party at
the address set forth on the first page of this Agreement.
f. Severability. If any provision of this Agreement is found by a court of competent
jurisdiction to be unlawful or unenforceable for any reason, the remaining provisions hereof shall
remain in full force and effect.
g. Modification. This Agreement may only be modified upon written agreement of
the Parties.
h. Assignment. Neither this Agreement nor any of the rights or obligations of the
Parties shall be assigned by either Party without the written consent of the other.
i. Governmental Immunity. The Town and its officers, attorneys and employees are
relying on, and do not waive or intend to waive by any provision of this Agreement, the monetary
limitations or any other rights, immunities, and protections provided by the Colorado
Governmental Immunity Act, C.R.S. § 24-10-101, et seq., as amended, or otherwise available to
the Town and its officers, attorneys or employees.
j. Subject to Annual Appropriation. Consistent with Article X, § 20 of the Colorado
Constitution, any financial obligation of the Town not performed during the current fiscal year
are subject to annual appropriation, and thus any obligations of the Town hereunder shall extend
only to monies currently appropriated and shall not constitute a mandatory charge, requirement
or liability beyond the current fiscal year.
IN WITNESS WHEREOF, the Parties have executed this Agreement as of the Effective Date.
TOWN OF EAGLE, COLORADO
____________________________________
Scott Turnipseed, Mayor
ATTEST:
__________________________________
Jenny Rakow, Town Clerk
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EAGLE COUNTY, COLORADO
____________________________________
ATTEST:
__________________________________
County Clerk
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EXHIBIT A
1. Rate. The Town agrees to pay the County a rate of $110.00 an hour for mechanic's time
performing maintenance services.
2. Payment. The County shall bill payment on the first of every month. Payment is due from
the Town by the 30th of the same month.
3. Scope of Maintenance Services. The County shall be responsible for routine maintenance
of Town police vehicles, including without limitation regular oil changes, proper tire inflation,
engine operation, transmission, air conditioning and any other repairs or major components
necessary for the safe operation of police vehicles.
August 16, 2022 - Page 332 of 357
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 ): J onathan S pence, Planning Manager
AT TAC H ME N TS:
Description
August 3, 2022 D R B Meeting Results
August 8, 2022 P E C Meeting Results
August 16, 2022 - Page 333 of 357
Present:Kathryn Middleton
Kit Austin
Erin Iba
Peter Cope
Doug Cahill
Absent:
1.Call to Order
2.Information Update
2.1 Gore Valley Interpretative Signage Update
3.Main Agenda
3.1 DRB22-0245 - JADC Ventures LLC
Final review of an addition
3.2 DRB22-0273 - Sonnenalp Properties
Final review of an exterior alteration (patio/lighting/landscape)
The applicant requests that this item be tabled to a date uncertain.
3.3 DRB22-0311 - Units A&B Sundrive LLC
Final review of tree removals and landscape mitigation plan
Conditions:
1. The applicant shall add two six to eight-foot Rostrata Pines on either side of the utility easement in
the northeast corner of the lot and move the Nannyberry Viburnum bush further to the northwest in
that landscaping cluster.
2. The applicant shall reach out to the utility companies and pursue approval to add the noted trees
in the condition above to the utility easement as possible.
3. The applicant shall plant two aspens in the ROW in front of the utility easement subject to approval
Design Review Board Minutes
Wednesday, August 3, 2022
2:00 PM
Vail Town Council Chambers
Virtual Meeting Link
Register to attend the Design Review Board Meeting. Once registered, you will receive a
confirmation email containing information about joining this webinar.
85PercentDesignPresentation - Interpretive Signage.pdf
DRB22-0245 Plans.pdf
Peter Cope made a motion to Table to a date convenient for the applicant; Kit Austin seconded
the motion Passed (5 - 0).
Peter Cope made a motion to Table to a date convenient for the applicant; Kathryn Middleton
seconded the motion Passed (5 - 0).
1
Design Review Board Meeting Minutes of August 3, 2022 August 16, 2022 - Page 334 of 357
from the Public Works department.
3.4 DRB22-0289 - Grand Hyatt
Final review of an exterior alteration (guestroom exteriors & landscape)
Conditions:
1. Prior to approval, all Planning and Wildfire comments will be resolved.
2. The applicant shall submit details on the fire pits and hot tubs for Staff to review and the hot tubs
shall have a stone veneer compatible with the site.
4.Staff Approvals
4.1 DRB21-0455.002 - VGT LLC
Final review of change to approved plans (condenser unit)
4.2 DRB22-0032.002 - 5013 Snowshoe Lane LLC
Final review change to approved plans (site wall)
4.3 DRB22-0111 - Sarex DA LLC
Final review of an exterior alteration (deck/doors/roof)
4.4 DRB22-0282 - Lubin Residence
Final review of an exterior alteration (driveway)
4.5 DRB22-0294 - Meadow Creek Condos
Final review of an exterior alteration (carport roof replacements)
4.6 DRB22-0295 - Innsbruck Meadows
Final review of an exterior alteration (roof)
4.7 DRB22-0297 - Venerable Residence
Final review of a site sign
4.8 DRB22-0298 - Mighell Residence
Final review of an exterior alteration (PV roof system installation)
4.9 DRB22-0299 - Sky Rocket Property Management LLC Grand Mountain Management LLC
Final review of an exterior alteration (dryer vent)
4.10 DRB22-0301 - Shonkwiler Residence
DRB22-0311 Pictures.pdf
DRB22-0311 Tree Removal Plans.pdf
Peter Cope made a motion to Approve with Conditions and the findings that the application meets
Town Code Section 14-10-9; Kathryn Middleton seconded the motion Passed (5 - 0).
DRB22-0289 Plans.pdf
Peter Cope made a motion to Approve with Conditions and the findings that the application meets
Town Code Sections 14-10-2, 14-10-5, 14-10-8; Kathryn Middleton seconded the motion Passed (5
- 0).
2
Design Review Board Meeting Minutes of August 3, 2022 August 16, 2022 - Page 335 of 357
Final review of an exterior alteration (roof replacement)
4.11 DRB22-0304 - Stadler Residence
Final review of tree removals
4.12 DRB22-0305 - Chasing Rabbits
Final review of sign application (lit aluminum)
4.13 DRB22-0306 - Gullickson Residence
Final review of an exterior alteration (hot tub replacement)
5.Adjournment
3
Design Review Board Meeting Minutes of August 3, 2022 August 16, 2022 - Page 336 of 357
Present:John Rediker
Bill Jensen
Henry Pratt
Karen Perez
Brian Gillette
Reid Phillips
Absent:Bobby Lipnick
1.Call to Order
2.Main Agenda
2.1 PEC22-0018 - A request for a recommendation to the Vail Town Council for a review of a
Vail Land Use Plan map amendment, pursuant to Section 8-3, Amendment Process, Vail
Land Use Plan, to change the designation of the proposed Lot 4, Middle Creek
Subdivision, a Resubdivision of Tract A from Open Space to High Density Residential and
setting forth details in regard thereto.
The applicant has requested that this item be tabled to the September 12, 2022 PEC
meeting.
2.2 PEC22-0019 - 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 the proposed Lot 4, Middle Creek Subdivision, a Resubdivision of Tract
A from Natural Area Preservation to Housing District and rezoning an equal area of Tract
A, Middle Creek Subdivision from General Use to Natural Area Preservation and setting
forth details in regard thereto.
The applicant has requested that this item be tabled to the September 12, 2022 PEC
meeting.
2.3 PEC22-0020 - A request for review of a Minor Subdivision, pursuant to Title 13, Chapter 4,
Minor Subdivisions, Vail Town Code, to allow for a subdivision to create a new parcel, Lot
4, Amended Final Plat Middle Creek Subdivision, a Resubdivision of Tract A, and setting
Planning and Environmental Commission Minutes
Monday, August 8, 2022
1:00 PM
Vail Town Council Chambers
Commissioner Pratt attended virtually
Virtual Meeting Link
Register to attend the Planning and Environmental Commission Meeting. Once registered, you will
receive a confirmation email containing information about joining this webinar.
Karen Perez made a motion to Table to September 12, 2022 ; Brian Gillette seconded the
motion Passed (6 - 0).
Karen Perez made a motion to Table to September 12, 2022; Brian Gillette seconded the motion
Passed (6 - 0).
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Planning and Environmental Commission Meeting Minutes of August 8, 2022 August 16, 2022 - Page 337 of 357
forth details in regard thereto.
The applicant has requested that this item be tabled to the September 12, 2022 PEC
meeting.
2.4 The designation of a PEC member to the Designated Open Space Board of Trustees,
pursuant to Section 13.11(C), Vail Town Charter.
3.Approval of Minutes
3.1 Approval of Minutes from July 25, 2022
4.Worksession
4.1 The West Vail Master Plan, adopted in November 2021, recommended two new zone
districts. These new zone districts were envisioned to address areas of West Vail with a
high number of existing non-conformities, older structures, and proximity to transit. These
two proposed zone districts, West Vail Multiple Family 1 and West Vail Multiple Family 2,
allow for higher levels of density to better match the existing built conditions and are
meant to support growth in the number of deed restricted units in Vail. The analysis and
presentation for this work session will focus on the implementation of West Vail Multiple
Family 1 and West Vail Multiple Family 2.
Planner Roy provided a brief presentation regarding the previous meetings and the key takeaways. Roy
walked through the takeaways and relating these items back to the master plan.
Parking- Roy presented data concerning parking requirements and proximity to transit and services. A
revised parking schedule was presented showing a slight reduction from current standards for
multifamily.
Gillette asked about the impact on the modeling shown for redevelopment.
Ellie with SE Group provided additional detail on how the revised schedule could impact overall parking
amounts.
Jenson- Comfortable with smaller units with less parking but concerned with larger units.
Site Coverage Maximums: Roy discussed existing conditions and the Master Plan direction.
Gillette is unsure of what the number is.
25 to 30% is the target. Staff will return with modeling.
Landscaping- Roy presented landscaping looking at its relationship to parking requirements. 1.5 parking
points towards a landscaping requirement of 45%.
Karen Perez made a motion to Table to September 12, 2022 ; Brian Gillette seconded the
motion Passed (6 - 0).
Karen Perez made a motion to Approve to appoint Reid Phillips to the DOSBT; Brian Gillette
seconded the motion Passed (6 - 0).
July 25, 2022 PEC Meeting Results.pdf
Karen Perez made a motion to Approve ; Brian Gillette seconded the motion Passed (6 - 0).
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Planning and Environmental Commission Meeting Minutes of August 8, 2022 August 16, 2022 - Page 338 of 357
45% is the target but staff will make sure all numbers fit.
Density restrictions: Roy walked through the Master Plan languages and how they will affect smaller lot
redevelopment. Options were presented and discussed concerning minimum density and deed
restrictions.
Rediker spoke about his support for the initiatives with the exception of the minimum density issue.
Zone District Boundaries-Roy showed the proposed boundaries and potential changes.
Philips supports the properties near St. Moritz staying duplex.
Gillette supports looking at the effects of minimum densities.
Sue Gadberry- Vail Heights owner. Across from Vail Commons. Cannot build more than what is existing
and additional deed restrictions are not possible. Expressed concerns with regulations as presented.
5.Adjournment
West Vail Staff Memo 8-8 (Final).pdf
public comment for PEC Aug. 2022.pdf
Karen Perez made a motion to to Adjourn; Brian Gillette seconded the motion Passed (6
- 0).
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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: Highline Vail Update
AT TAC H ME N TS:
Description
Memo
August 16, 2022 - Page 340 of 357
TO: Vail Town Council
FROM: Community Development Department
DATE: August 16, 2022
SUBJECT: Information Update – Highline/Doubletree
I. DESCRIPTION OF REQUEST
At the August 2nd, 2022, Town Council meeting, Town Council requested an update
from staff on the progress of the Highline project and their redevelopment approvals.
II. BACKGROUND/UPDATE
On June 16th, 2020, Town Council approved SDD #43 for the property and a rezoning
to the PA-2 Zone district. With this approval the improvements related to the
proposed SDD, and corresponding Major Exterior Alteration were set to expire in
2023.
On September 7th, 2021, Town Council approved an amendment to SDD #43 that
allowed a phased approach to the development and extended the approvals.
Phase 1 includes the building of the EHU building and related site work which shall
begin construction by September 2024. Phase 2 includes the remainder of the work on
the hotel addition which must begin by September 2026. Design Review Board (DRB)
applications would need to be submitted and approved prior to submittal and review of a
building permit application. No DRB applications for the Phase 1 or Phase 2 work have
been received.
Progress since these approvals has included a PEC and DRB application to allow the
construction and movement of the elevator shaft on the west side of the hotel building
and the conversion of second floor offices to dormitories. Small improvements that are
largely interior were permitted through the phasing plan. Those applications were
approved in March and April, respectively, of this year. No building permit application
has been received related to this work.
III. ACTION REQUESTED
None.
August 16, 2022 - Page 341 of 357
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: Construction Project Timeline Update
AT TAC H ME N TS:
Description
Memo
August 16, 2022 - Page 342 of 357
To: Vail Town Council
From: C.J. Jarecki, Chief Building Official
Date: August 16, 2022
Subject: Information update - Construction project length/timelines
COUNCIL INQUIRY:
On August 2, 2022, Council asked why certain construction projects take multiple years to complete
and whether anything could be done to shorten these time frames.
DISCUSSION:
There are numerous factors that contribute to a construction project that takes an extended timeframe
to complete. The most common factors include the following:
• Inclement weather
o There are many construction activities that simply cannot be completed when
adverse weather conditions present themselves. These conditions can have
months-long impacts to project schedules.
• Supply chain and labor shortages and delays
o These shortages have become more acute recently but the supply of materials
and labor to local projects has always been limited. The high-quality level of
finished products specified for projects in Vail cannot be purchased locally and
many come from overseas. Compounding this, the availability of local skilled
trade labor has become increasingly spare.
• Existing infrastructure/site conditions
o Many of the projects in Vail require specialized excavation and shoring that take
large amounts of time to complete. Site conditions such as steep slopes play a
large part in the speed of construction throughout the entire timeline of a project.
There are other factors that play a part in how long a project takes from beginning to completion
(i.e.: change orders, flawed design, breach of contract, poor management, etc.).
Given these factors, a hard-stop of any predetermined amount of time cannot be reasonably
applied to construction projects. It would likely result in numerous incomplete projects and half-
built structures. We have found no jurisdictions with such a policy, procedure, regulation, or rule
on the books or in practice.
August 16, 2022 - Page 343 of 357
Town of Vail Page 2
BUILDING CODE:
The adopted codes have built-in compliance methods and standards that are required to be
followed by all projects. More specifically, the following excerpts from the code provide specific
timelines to follow:
• R105.3.2 Time limitation of application. An application for a permit for any proposed
work shall be deemed to have been abandoned 180 days after the date of filing unless
such application has been pursued in good faith or a permit has been issued; except
that the building official is authorized to grant one or more extensions of time for
additional periods not exceeding 180 days each. The extension shall be requested in
writing and justifiable cause demonstrated.
• R105.5 Expiration. Every permit issued shall become invalid unless the work
authorized by such permit is commenced within 180 days after its issuance or after
commencement of work if more than 180 days pass between inspections. The building
official is authorized to grant, in writing, one or more extensions of time, for periods not
more than 180 days each. The extension shall be requested in writing and justifiable
cause demonstrated.
Projects are required to progress within certain timelines. If a permit becomes invalid due to
expiration, the project applicant may be forced to reapply for the intended work and all fees
collected become forfeit. This generally proves to be a functional enforcement tool to ensure
projects keep moving forward.
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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: A I P P J une 27, 2022 Minutes
AT TAC H ME N TS:
Description
AIP P June 27, 2022 Minutes
August 16, 2022 - Page 345 of 357
Public Notice - Art in Public Places Board Meeting Minutes
Monday, June 27, 2022
AIPP Board members present: Susanne Graf (zoom), Tracy Gordon, Kathy Langenwalter, Courtney St.
John, Lindsea Stowe
Others present: Molly Eppard, AIPP Coordinator, Kendall Peterson (zoom), Jill Stilwell, Kent Logan,
Greg Hall
1. Approval of June 6, 2022 meeting minutes.
2. No citizen input.
3. Kaitlin Ziesmer - Update on mural for Lionshead skatepark & exterior wall.
• The weather has caused some delays in the mural installation. We are looking at her return in
August to complete the “Lion” mural on P3.
4. Logan Collection sculpture installation update
• The installation of Mabry and Kahlhamer took place on June 24th. Landscaping is now scheduled to
occur.
• Molly has offered to give the flower crews and bus crews a tour of the new works since they are on the
front line if they are interested.
• The thank you reception for the Logans will be in early-August.
• The informative plaques should be installed by mid-July.
• The Board reviews a couple other Vail Village sites for future sculpture donations. The Board would like
to look at the broader boundary of the TOV for sculpture placements. This will be addressed in the
updated strategic plan.
5. Coordinator Updates.
• Art Walks July 6 – August 31
• Chantelle Rytter will submit a proposal for next steps with Winterfest.
• New Ford Park Master Plan integration of Art Space.
• Meetings: August 1, August 29, October 3, Nov 7, Dec 5
• Strategic Plan roundtable meeting: July 28th @ 11a.m.
• Pat Milberry reached out wanting to donate a promotional work he did at GoPro (each panel 95” x 39
¾”) on plywood. The Board does not think the work meets the criteria for a donated work to the TOV
permanent public art collection.
6. Review of Mission & Objectives for AIPP Programming with Strategic Planning Consultants.
7. Meeting adjourned.
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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 12, 2022 Minutes
AT TAC H ME N TS:
Description
2022-07-12 V LH A Minutes
August 16, 2022 - Page 347 of 357
Vail Local Housing Authority Minutes
July 12, 2022
3:00 PM
Admin Conference Room
75 S. Frontage Road - Vail, Colorado, 81657
PRESENT ABSENT
Steve Lindstrom Craig Denton
Dan Godec James Wilkins
Kristin Williams
STAFF
George Ruther, Housing Director
Martha Anderson, Housing Coordinator
Missy Johnson, Housing Coordinator
1. Call to Order
1.1. Zoom Meeting 1 (pre-executive session)
There is a quorum present. Meeting started at 3:00 p.m.
1.2. Zoom Meeting 2 (post executive session)
1.3. Call to Order
2. Citizen Participation
2.1. Citizen Participation
There are no comments.
3. Approval of Minutes
3.1. VLHA June 28, 2022 Minutes
Tabled until next meeting.
4. Main Agenda
4.1 Vail InDEED Discussion
Presenter: Bart Cuomo, Owner and Founder of Vail Realty
Cuomo joined the meeting in support of and with feedback of the Vail InDEED program.
He referenced examples of deed restrictions as a sample of transactions from the MLS
and is concerned that we are not serving the locals.
• Meadow Creek TH, West Vail, purchased $518,000 in October 2018, buyer
received $88,000 and later sold the townhome for $799,000 with a deed
restriction. The next buyer receives no assistance and has to qualify on a property
at an escalated value.
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• May of 2020, purchased for $400,000 and sold it for $600,000 and had received
the $60,000 from Vail InDEED.
• Cuomo would like to see the money to stay with the property and be sure the
buyers have some skin in the game and have a sense of ownership and so it is
viable down the road for the next buyer.
• Another alternative is some sort of vesting schedule where over 5-10 years to
incentivize the owner to commit to the community.
4.2. VLHA Legal Overview
Presenter: Matt Mire, Town Attorney
• Mire is presenting to the VLHA with the 101 through a memo that reviews the
statute. The VLHA is not a town board, it is a creature of statute. As an
independent government entity, the VLHA members may turn to Matt Mire
anytime. Matt acts as legal council for the Authority and even though they are an
independent government entity.
• Mire provided a memo that spells out the powers and duties of the Authority.
• Covered by for scope of employment as Authority members as an appointed
Town Official. Collectively, the Authority is a local public body, bound by the open
meetings law.
• Requiring that an Authority member understands that their role as an Authority
member has changed. Mire continued to describe scope of employment,
motivations for actions. Authority members are not able to act, individually, on
behalf of the authority.
• Mire covered the importance to recognize the conflict of interest when voting is
concerned and appearance of objectivity and fairness.
• Executive sessions are very specific to the following: 1) negotiations, developing
negotiation strategy 2) seeking legal advice 3) buying a property interest.
• Specific process involves: 1) reading the statutory citation 2) two-thirds majority
vote 3) note and captured in the minutes.
• VLHA is making a recommendation to Council in most cases. Regarding Vail
InDEED, The Town Council granted for the board to act on the Council’s behalf.
Make sure there is a record as to why the Authority voted a certain way and why it
met or did not meet certain criteria.
• Many of the purchases that the Authority will consider for Vail InDEED are well
underway. Executive session is more so to protect the confidentiality and
contingency of the real estate contract in effort to keep the transaction legitimate
for all parties involved.
• The Authority is able to exercise statutory rights outside of Town of Vail boundary.
The Town is looking for the recommendations from the VLHA and treat the
Authority recommendations pretty seriously.
• The Authority is able to own, buy and sell property and bonds if there was a
bucket of funds.
4.3. VLHA Financial Overview and Housing Sales Tax
Presenter: Martha Anderson, Housing Coordinator
Anderson presented the to date Financial Overview by review of multiple documents
including Financial Background.
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• Annual Budget review: is put together with the Town of Vail and finance team and
presented to Authority for review
• VLHA 5-year P & L history; Variance of the $65,916 in 2019 was from two
commissioned studies which then helped to drive justification for Vail InDEED
purchases
• TOV invests in Vail InDEED each year, $2.5M. $287,000 has been invested in
Vail InDEED deed restrictions this year to date.
• The TOV has invested $11.5M in Vail InDEED deed restrictions in total, including
bulk purchases like Solar Vail.
• Transfer of funds now occur on an acquisition basis vs. a lump sum as they have
been transferred in the past and we will double-check on the total that exists
related to the rollover balance year over year
o Resolution No. 36 was reviewed – voters approved the ballot issue the to
include from 4.0% to 4.5% took place on the November 2, 2021 ballot
o First year of collections, because of Tabor, we are limited on how much we
can collect as the passage of the ordinance to increasing the sales tax
o Resolution No. 46 was reviewed
o Ordinance No. 26 was reviewed – Ordinance that changed the Town Code
from a 4.0% to 4.5% sales tax
o Housing Sales Tax Ballot Question – ask Vail voters to allow the Town of
Vail to keep the money that exceeded the $4.5M that came from
Ordinance 26
5. Matters from the Chairman and Authority Members
5.1. Matters from the Chairman and Authority Members
Presenter: Steve Lindstrom, Chairman
Election of a chair person. Godec motioned that Lindstrom continue his chair for
another year.
MOTION: GODEC SECOND: WILLIAMS VOTE: 2-0 APPROVED 1 Abstained
Williams made a motion to enter executive session at 4:13 PM
MOTION: WILLIAMS SECOND: GODEC VOTE: 3-0 APROVED
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: Real Property Acquisitions.
VLHA reentered the regular meeting at 4:33 PM with Lindstrom, Godec, Williams, Ruther,
Anderson and Johnson present.
7. Any Action as a Result of Executive Session
7.1. Any Action as a Result of Executive Session directing staff to pursue the direction that
were given
August 16, 2022 - Page 350 of 357
Williams moved to direct staff per our discussion in Executive Session to continue with
Vail InDEED as discussed in executive session.
MOTION: WILLIAMS SECOND: GODEC VOTE: 3-0 APPROVED
8. Adjournment
a. Adjournment 4:45 PM
MOTION: WILLIAMS SECOND: GODEC VOTE: 3-0 APPROVED
9. Future Agenda Items
9.1.
• Land Banking (sale of GRFA)
• Investment Banker Discussion
• Update to Vail Housing 2027
• Continuation of VLHA 101
10. Next Meeting Date
a. Next Meeting Date July 26, 2022
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.
August 16, 2022 - Page 351 of 357
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 26, 2022 Minutes
AT TAC H ME N TS:
Description
2022-07-26 V LH A Minutes
August 16, 2022 - Page 352 of 357
Vail Local Housing Authority Minutes
July 26, 2022
3:00 PM
Town Council Chambers and Hybrid on Zoom
75 S. Frontage Road - Vail, Colorado, 81657
PRESENT ABSENT
Steve Lindstrom Kristin Williams
Craig Denton
James Wilkins
Dan Godec
STAFF
George Ruther, Housing Director
Martha Anderson, Housing Coordinator
Missy Johnson, Housing Coordinator
1. Call to Order
1.1. Zoom Meeting 1 (pre-executive session)
There is a quorum present. Meeting started at 3:07 p.m.
1.2. Zoom Meeting 2 (post executive session)
1.3. Call to Order
2. Citizen Participation
2.1. Citizen Participation
There are no comments.
3. Approval of Minutes
3.1. VLHA June 28, 2022 Minutes
MOTION: WILKINS SECOND: DENTON VOTE: 3-0 APPROVED
4. Main Agenda
4.1. Colorado Housing Policy in Action
Presenter: Representative Dylan Roberts
Tabled until a later date.
4.2. Vail InDEED Finance Overview
Presenter: Carlie Smith, Town of Vail Finance
Historical look back to how Vail InDEED was funded and where some of those funds
came from. Usually, the Vail InDEED program is funded with a $2.5 million transfer
August 16, 2022 - Page 353 of 357
from the capital projects fund, however, in 2020 we also added funds from the sale of
a parcel near Chamonix Vail and savings from Solar Vail.
Each year, any unused funds are reappropriated and they roll forward the following
year. The InDEED purchases are approved by the VLHA.
The Town of Vail Housing fund is funded separately with a transfer from the Capital
Projects Fund as funds are needed.
If a Town of Vail owned property is then sold back to the community, we will use Vail
InDEED funds to cover the gap in the deed restriction purchase. Wherever the
remaining funds are, they will go back to the capital fund.
Some of Vail InDEED funds were appropriated to be used for Residences at Main
Vail in 2021, $3.5M. There was an excess amount Vail InDEED funds.
In 2022, the Town has invested $287,000 in Vail InDEED deed restrictions.
Currently, there is not a specific fund for Vail InDEED. There is a Housing Fund that
tracks all community housing funds and including Vail InDEED and tracked through
project codes.
Housing Staff will work with Carlie Smith to separate the housing program dollars to
track those three funds to create more transparency to the public on a quarterly basis.
Sales tax housing fund, $4.5M is allocated but a specific use has been allocated and
is in the Town Housing Fund
These include:
- VHLA balance sheet – basic admin/authority budget and excludes the housing
funds
- Housing Fund – InDEED funds are tracked within this fund, along with other
community housing projects
- Capital Fund – tracks Town of Vail owned housing, employee rental units
VLHA member requested the above tracking to include the committed and closed Vail
InDEED funds.
Wilkins moved to leave the regular meeting and enter executive session. 3:24
p.m.
MOTION: WILKINS SECOND: DENTON VOTE: 4-0 APPROVED
4.3. VLHA 101: 2027 Strategic Housing Plan
Presenter: George Ruther and Steve Lindstrom
Tabled until a later date.
4.4. EHU Leave of Absence Request for Review
Presenter: Martha Anderson, Housing Coordinator and George Ruther, Housing
Director August 16, 2022 - Page 354 of 357
Review of memo in request from a TOV staff for a leave of absence from a TOV staff
that currently lives and owns in deed restricted housing, which requires owner
occupancy.
There is a provision that allows the owner to leave for a pre-determined amount of
time as approved by the VLHA but the renter must follow the guidelines of a qualified
tenant to be consistent with the Housing Guidelines.
The VLHA will review the proposed lease, employment verification responsibility and
financial terms and dates of the lease.
Guidelines prevent the VLHA from allowing beyond a one year of absence. The
owner will need to apply again for the extension of the second year. If something
were to change or not meet compliance, we would pursue whatever remedies are
available to us.
Motion to grant this one -year leave of absence and instruct staff to communicate that to
the individual subject to review of lease and employment with opportunity to apply for the
extension with no guarantees.
MOTION: WILKINS SECOND: DENTON VOTE: 3-0 APPROVED
5. Matters from the Chairman and Authority Members
5.1. Matters from the Chairman and Authority Members
Presenter: Steve Lindstrom, Chairman
Lindstrom mentioned upcoming events relevant for Authority members including
a presentation by Dylan Roberts at the Avon Public Library and a joint session
with Town Council on Tuesday, August 2nd.
MOTION: WILKINS SECOND: WILLIAMS VOTE: 4-0 APPROVED
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: Real Property Acquisitions.
Presenter: Martha Anderson, Housing Coordinator and Missy Johnson, Housing
Coordinator
VLHA reentered the regular meeting at 3:52 p.m. with Lindstrom, Denton, Wilkins, Ruther,
Anderson and Johnson present.
August 16, 2022 - Page 355 of 357
7. Any Action as a Result of Executive Session
7.1. Any Action as a Result of Executive Session directing staff to pursue the direction that
were given
WILKINS moved to make a recommendation to direct staff to continue with Vail InDEED
action as discussed in executive session.
MOTION: WILKINS SECOND: DENTON VOTE: 3-0 APPROVED
8. Adjournment
a. Adjournment 4:05 p.m.
MOTION: WILKINS SECOND: DENTON VOTE: 3-0 APPROVED
9. Future Agenda Items
9.1.
• Land Banking (sale of GRFA)
• Investment Banker Discussion
• Update to Vail Housing 2027
• Continuation of VLHA 101
• Colorado Housing Policy in Action
10. Next Meeting Date
a. Next Meeting Date August 9, 2022
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.
August 16, 2022 - Page 356 of 357
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 4:10 pm (estimate)
August 16, 2022 - Page 357 of 357