HomeMy WebLinkAbout2022-12-06 Agenda and Supporting Documenation Town Council Afternoon Meeting and Agenda1.Presentation/Discussion
1.1 2023 Winter Concert Updates 20 min.
Listen to presentation and provide feedback.
Presenter(s): Mia Vlaar, Economic Development Director and
Jeremy Gross, Special Event Coordinator
Background: A presentation of the RFP process and vendor
selection for the Vail Après Monthly Concert Series and the
April Concert.
1.2 Destination Stewardship Plan Review Part 1 and 2 90 min.
Listen to presentation and provide feedback.
Presenter(s): Mia Vlaar, Economic Development Director
Background: Presentation of pillars 1 and 2 of the Destination
Stewardship Plan
1.3 Residences at Main Vail Operations Policy 45 min.
Listen to presentation and provide feedback.
Presenter(s): Kathleen Halloran, Deputy Town Manager,
George Ruther, Housing Director and Greg Hall, Public Works
and Transportation Director
Background: The Town of Vail is constructing a 100% deed-
restricted, for-rent, residential development on Lot 3, Middle
Creek Subdivision with occupancy by August 1, 2023. The
Town’s sole objective of the 72-unit Residences of Main Vail
Project is to advance, in part, the Town’s adopted housing goal
of acquiring 1,000 additional deed restrictions by the year
2027.
VAIL TOWN COUNCIL MEETING
Afternoon Session Agenda
Town Council Chambers and Virtually via Zoom
Zoom Meeting ID: https://us02web.zoom.us/webinar/register/WN_gIcLsUm_Q32eAkcZ9k_jBg
12:50 PM December 6, 2022
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time
Council will consider an item.
April 2023 Concert and Vail Apres Monthly Concert Recommendation.pdf
Council Memo - Monthly Village Concert Proposal Review and Recommendation.pdf
Council Memo - April Concert Proposal Review and Recommendation v2.pdf
Steward Vail - Strategic Pillars 1 and 2.pdf
Council Memo - Steward Vail Review of Pillars.pdf
Steward Vail Pillars 1 and 2 - Draft For Council Discussion.pdf
2022 Vail Sustainability Image Research Report.pdf
RMV Policy memo.pdf
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2.Information Update
2.1 Community Lottery Information
2.2 E-Bike Share Info Update
2.3 CSE Meeting Minutes 11/02/2022
2.4 November Revenue Update
3.DRB / PEC (5 min.)
3.1 DRB/PEC Update
4.Matters from Mayor, Council and Committee Reports (10 min.)
5.Executive Session (40 min.)
1) C.R.S. §24-6-402(4)(a) to consider the purchase, acquisition, lease, transfer or sale of any
real, personal or other property interest, 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
instruct negotiators on the topic of a potential real property acquisition by the Town;
and
2) C.R.S. §24-6-402(4)(a) to consider the purchase, acquisition, lease, transfer or sale of any
real, personal or other property interest, C.R.S. §24-6-402(4)(b) to hold 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 and instruct negotiators on the topic of the redevelopment of the
Timber Ridge deed restricted housing project;
and
3)C.R.S. §24-6-402(4)(b) to hold a conference with the Town Attorney, to receive legal advice
on specific legal questions on the topic of appeal procedure.
6.Recess (4:20 estimate)
FLYER_Vail Heights 10 11252022 (3).pdf
E-Bike Share Info Update Memo 120622.pdf
commission-of-special-events_minutes_summary__7_.pdf
221206_Revenue_Updates.pdf
DRB Results 11-16.pdf
PEC Results 11-14.pdf
Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website
www.vailgov.com. All town council meetings will be streamed live by High Five Access Media and
available for public viewing as the meeting is happening. The meeting videos are also posted to High
Five Access Media website the week following meeting day, www.highfivemedia.org.
Please call 970-479-2136 for additional information. Sign language interpretation is available upon
request with 48 hour notification dial 711.
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AGENDA ITEM NO. 1.1
Item Cover Page
DATE:December 6, 2022
TIME:20 min.
SUBMITTED BY:Jeremy Gross, Economic Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:2023 Winter Concert Updates
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Mia Vlaar, Economic Development Director and Jeremy Gross,
Special Event Coordinator
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
April 2023 Concert and Vail Apres Monthly Concert Recommendation.pdf
Council Memo - Monthly Village Concert Proposal Review and Recommendation.pdf
Council Memo - April Concert Proposal Review and Recommendation v2.pdf
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2023 APRIL CONCERT SERIES
VENDOR RECOMMENDATION
DECEMBER 6, 2022
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Background
•The Town of Vail and Vail Resorts collaboratively published an RFP for concerts in April 2023.
•Each party is contributing $125,000 towards the concerts for a total of $250,000.
•The goals of the concerts include:
–Celebrate the end of Vail's 60th anniversary season with a world-class musical offering
–Target a 25-40 year old affluent demographic to drive visitation in April
–Continue to elevate Vail’s brand as a top live music destination in the Rocky Mountains
–Provide an elevated guest experience
Four proposals were received and reviewed by the Town and Vail Resorts.5
Recommendation
−Staff and Vail Resorts have reviewed the proposal through the lenses of operations and safety, and ability to execute on the goals of the RFP.
−Test concept by supporting Vail Valley Foundations 1st ever winter concert experience at the Amp in partnership with AEG Presents
−The operational excellence of the Vail Valley Foundation combined with the music industry strength of AEG provides confidence in potential for this first time event.
−VVF and AEG have the marketing prowess to ensure that the event is effectively marketed and promoted.
−Recommendation is strengthened by VVF’s history with hosting events in townand on the mountain, along with additional elements included in the
proposal.
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Action Requested of Council
−Authorize the Town Manager to enter into an agreement, on a form approved by the town attorney, with the Vail Valley Foundation to produce the 2023 April Concert Series, in an amount not to exceed $250,000.
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Questions
Thank you!
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2023 VAIL APRÈS MONTHLY CONCERT SERIES
VENDOR RECOMMENDATION
DECEMBER 6, 2022
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Background
•The Town of Vail published an RFP for a monthly concert series running from January through April 2023.
•Three proposals were received and reviewed.
•The 2023 budget includes $150,000 to produce of this event series.
•The goals of the concert include:
–Creating a fun, vibrant and inclusive atmosphere through live music.
–Promoting visitation mid week from a local and regional audience.
–Expanding the programming offerings of the Town of Vail to make the resort an attractive destination on and off the hill.
–Provide an elevated guest experience
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Recommendation
−The three proposals have been reviewed and evaluated through the lenses of operations and safety, and ability to execute on the goals of the RFP
−The proposal that is recommended is from Golden Peak Productions.
−Golden Peak Productions was selected as the vendor for the Early Season Concerts and 60th Anniversary parties and, while not complete, has produced the first set of concerts successfully.
−The atmosphere created during the first weekend of concerts, including the locals kickoff party was very positively received by the community.
−The review team felt that there was a strong value in the consistency of keeping the same event producer from the November and December concerts through the rest of the ski season.
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Action Requested of Council
−Authorize the Town Manager to enter into an agreement, on a form approved by the town attorney, with Golden Peak Productions to produce the 2023 VailAprès Monthly Village Concerts Series, in an amount not to exceed $150,000.
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Questions
Thank you!
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To: Vail Town Council
From: Economic Development Department
Date: 12/6/2022
Subject: Vail Après Monthly Village Concert Series: Proposals and Vendor Recommendation
PURPOSE
The purpose of this memo is to make a recommendation for a vendor to produce the
Vail Après Monthly Village Concert Series in response to the RFP published by the
town.
BACKGROUND
In October 2022, the winter events plan was reviewed with the CSE and presented to
Town Council. One of the supported plan elements was the monthly village concert
experience as part of our Vail Après programming. An RFP was published to source an
event producer to present the series. The request identified four dates, one per month
from January through April, for concerts to be held in Vail Village. The series will occur
on the 3rd Thursday of the month to create a predictable cadence for community
awareness and for guests to plan their visitation. The location of the concerts will be
reviewed by the Event Review Committee but will either be the International Bridge or
Solaris. The Vail Après Monthly Village Concert Series is budgeted at $150,000 or
$37,500 per concert and is included in the 2023 Budget.
Three proposals were received in response to the RFP: Kaleidoscope Productions, a
collaboration between Resort Entertainment Group and Shakedown Presents, and
Golden Peak Productions all provided proposals.
The proposals were reviewed internally by the safety and operations team, economic
development department and the town manager’s office. The review included an
evaluation of the event's ability to achieve the goals of the town and to host a concert
series that would be popular amongst both locals and guests and meet expectations for
both tangible and intangible benefit to the town. Staff evaluated the operational impacts
of the event and performed an analysis using the Event Scorecard. Following the
scorecard completion and discussions and review of the proposals, staff is
recommending the town contract Golden Peak Productions (GPP) for the Vail Après
Monthly Village Concert Series.
Golden Peak Productions is currently producing the Early Winter Concert Series which
included the recently hosted Thanksgiving weekend concerts. The concerts were met
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Town of Vail Page 2
with great enthusiasm by the community including the locals’ season kickoff party. The
town has confidence in GPP as the best vendor to produce the 2023 Vail Après Monthly
Village Concert Series.
ACTION REQUESTED OF COUNCIL
Authorize the Town Manager to enter into an agreement, on a form approved by the
town attorney, with Golden Peak Productions to produce the 2023 Vail Après Monthly
Village Concerts Series, in an amount not to exceed $150,000.
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To: Vail Town Council
From: Economic Development Department
Date: 12/6/2022
Subject: 2023 April Concert Series
PURPOSE
The purpose of this memo is to make a recommendation for a vendor to produce the
2023 April Concert Series. An RFP to produce the event was published October 31,
2022. The RFP represented a shift in direction with spring event activation in Vail.
Given current occupancy and visitation trends for the winter season, the town and Vail
Mountain have realigned the event strategy against goals to deliver an enhanced guest
experience through the late winter season. Four proposals were received, reviewed,
and vetted by town department representatives and Vail Mountain staff.
BACKGROUND
Town Council provided direction to return to a larger scale live music event in the final
weeks of the 2022/2023 winter season. The town and Vail Mountain collaboratively
published an RFP to identify a vendor to produce the event. Vail Mountain and the town
are each contributing $125,000, for a total of $250,000 to support the April Concert
Series.
Four proposals were received in response to the RFP: The For Site Group, Golden
Peak Productions, Powabunga, and the Vail Valley Foundation (VVF) all submitted
proposals. The proposals were reviewed internally by the safety and operations team,
economic development department and town manager’s office, and externally with Vail
Mountain. The review included an evaluation of the event producer’s ability to achieve
the goals of the town and Vail Mountain. This includes hosting a concert targeting young
adult- globally minded guests while appealing to our employees, and community, addressing
operational impacts, and providing tangible and intangible value to the town and Vail
Mountain as sponsors of the event. An evaluation of the event was performed using the
town’s Event Sponsorship Scorecard. Through the discussions and review of the
proposals, staff and Vail Mountain are recommending that the proposal from the Vail
Valley Foundation be selected.
The Vail Valley Foundation’s proposal is to host two nights of concerts at the Gerald R.
Ford Amphitheater on April 7 and 8, 2023. The proposal was presented by the VVF in
partnership with Anschutz Entertainment Group (AEG). The synergy of operational
excellence of the VVF with the music industry strength of AEG presents a great
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Town of Vail Page 2
opportunity for the town and Vail Mountain, who are aligned that the VVF is the best
choice to successfully execute the concert series in a new (but familiar) winter venue.
The VVF and AEG have the expertise and resourcing to ensure that the event is
effectively marketed and promoted. The VVF’s history working with both town and
mountain provide confidence in the execution of the additional elements as part of the
concert weekend to incorporate village and mountain areas.
Additional operational considerations were evaluated in the review of the proposals.
With the implementation of the new parking system and not using the parking lot as the
venue for the concert, we now have ability to use the Ford Park Parking lot for both
regular daytime employee parking and paid concert parking.
While the AMP has not been used for a winter concert like this before, the VVF team’s
operations plan will ensure that the venue is safe and effective for the April Concert
Series.
ACTION REQUESTED OF COUNCIL
Authorize the town manager to enter into an agreement, on a form approved by the
town attorney, with the Vail Valley Foundation to produce the April Concert Series, in an
amount not to exceed $250,000.
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AGENDA ITEM NO. 1.2
Item Cover Page
DATE:December 6, 2022
TIME:90 min.
SUBMITTED BY:Stephanie Bibbens, Economic Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Destination Stewardship Plan Review Part 1 and 2
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Mia Vlaar, Economic Development Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Steward Vail - Strategic Pillars 1 and 2.pdf
Council Memo - Steward Vail Review of Pillars.pdf
Steward Vail Pillars 1 and 2 - Draft For Council Discussion.pdf
2022 Vail Sustainability Image Research Report.pdf
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The Steward Vail PlanStrategic Pillars 1 & 2
December 6, 2022
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What the Steward Vail
Plan Is –and Isn’t
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The Steward Vail Plan
•It’s a Destination Stewardship Plan, not a Master Plan.
•It centers on how the tourism economy connects with the life
of the Vail community and the natural environment –and how
to create thriving conditions for all.
•All recommended actions are intended to be achieved within
10 years.
•It sets the stage for a visioning plan but is not intended to be
the long term visioning plan.
•The process has engaged 1,500+ people in public sessions,
other public meetings, surveys, 12 focus groups, and more
than 30 in-depth interviews.
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Steps to completion
•Three Council sessions to review plan elements.
•Dec. 6: Strategic Pillars 1 & 2 (Regional collaboration, World -Class Experience)
•Dec. 20: Strategic Pillars 3 & 4 (Community, Environment)
•J an. 3: Strategic Pillar 5 (Marketing), Sustainability Analysis, Optimal Value Framework.
•Jan. 9: Presentation of Draft Plan at Planning and Environmental Commission & Vail Local Housing Authority Joint Meeting
•Feb. 7: First Council Review of Draft Plan
•Feb. 20: Second Council Review of Draft Plan
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The Planning
Framework
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Invigorate
Vail’s Spirit.
Enhance
Vail’s ‘World-
Class
Experience.’
Be Better
Together.
Advance Vail
Stewardship
as a Global
Model.
Energize
Vail's Brand
as the
Premier
Sustainable
Mountain
Resort.
THE STEWARD VAIL VISION
The premier sustainable mountain resort community
generating economic vitality to deliver a high quality of life, inspiring experiences,
and stewardship of climate, land, water, and wildlife.
ObjectivesObjectivesObjectivesObjectivesObjectives
TOWN COUNCIL PRIORITIES
Economy Experience Community Environment
STRATEGIC PILLARS
Action Steps Action Plan/Tactics Action Plan/TacticsAction Plan/Tactics Action Plan/Tactics 24
Plan Components
•SMARI BRAND PERCEPTION AND CONSUMER SEGMENTATION
SURVEY –Insights on opportunities to build competitive advantage
and leverage major attributes. (included in packet)
•KEY INSIGHTS –Major findings from engagement and research are
incorporated in the draft pillars/objectives.
FORTHCOMING
•VAIL SUSTAINABILITY ANALYSIS –Review of Vail’s work to be a
sustainable destination, with recommendations for future efforts.
•THE OPTIMAL VALUE FRAMEWORK –A tool for setting and monitoring
KPIs to maintain a desired balance of community priorities.
IMPLEMENTATION PLAN –An action plan to fulfill the plan’s goals.
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Sample Implementation Plan
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Be Better Together.
Strategic Pillar # 1
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Key Objectives
1.LEGACY OBJ ECTIVE:Double the supply of deed-restricted housing --from 1,050 to 2,100 --
for Vail residents and workers by 2032 through a regenerative, collaborative approach.
2.Join forces to create an integrated network of transit services connecting the Vail
community with major hubs and the rest of Eagle County as well as Lake, Summit, and
Garfield counties.
3.Collaborate on a wide -ranging childcare strategy to support the needs of families in Vail’s
workforce.
4.Leverage partnerships across Eagle County to expand the positive impacts of Vail’s climate
initiatives.
5.Join in partnerships to stimulate local entrepreneurship as a way of creating more career
pathways in Vail.
6.Continue to build and strengthen partnership with Vail Resorts to identify solutions for
achieving shared objectives.
Be Better Together.
Embrace local and regional collaboration and public -private partnerships to
solve community challenges and capitalize on opportunities .
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1.LEGACY OBJ ECTIVE:Double the supply of deed-restricted housing for Vail residents and workers by 2032 –from 1,050 to 2,100 --through a regenerative, collaborative approach.
•The top priority by far is closing the housing gap, especially in Vail.
•Big one -time opportunity with $528 million in Colorado’s federal
relief funding for housing; 8 to 10 projects under consideration.
•Existing culture of business community taking responsibility for
finding, supporting or providing housing.
•Long-term opportunity is building housing to generate more
housing.
•Plow proceeds back into new development, more deed
restrictions.
•Deed restrictions have value too: $65 million to $70 million.
•Formalizing relationship with county partners could position
entire region more effectively for future state and federal grant
funding.
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2. Join forces to create an integrated network of transit services connecting the Vail community with major hubs and the rest of Eagle County.
•Vail will lead countywide planning efforts.
•Vail also will be managing a ramp-up of two CDOT initiatives to
reduce I-70 congestion –Pegasus and Bustang.
•A major challenge will be how to expand the Vail Transportation
Center’s mobility hub to accommodate all new transit options.
This will be addressed in updates to Vail’s Mobility and
Transportation Plan.
•As one of 7 voices on the Eagle County Regional Transportation
Authority Board, will be important for Vail to advocate for
integrated solutions that support town goals.
•Countywide transit expands housing potential. It will be
important to foster integrated solutions.
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3.Collaborate on a wide -ranging childcare
strategy to support the needs of Vail’s working
families .
•Critical shortage of childcare, especially relating to infant care. Without tuition assistance, cost of childcare is beyond the means of many families.
•Seen as a factor that pressures families, and results in a loss of young families from Vail.
•Council significantly increased funding this year, but various obstacles have kept some initiatives from full implementation.
•Vail Valley Foundation announced creation of Eagle River Childcare, an employer-sponsored model for 168 children.
•Possible solutions: New construction or expanded partnerships to support childcare needs. A focused study to identify needs and ways to meet them.
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4. Leverage partnerships across Eagle County to
expand the positive impacts of Vail’s climate
initiatives.
•Use the Eagle County Climate Action Collaborative as a
framework for collective action.
•Create an agenda for shared climate action strategies.
•Can position Vail more effectively for federal and state grants.
•INITIAL FOCUS: Consider possibilities for taking current Vail
initiatives –e -bike share, e -vehicle charging stations, climate action policies –countywide.
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5. Join in partnerships to stimulate local
entrepreneurship as a way of diversifying Vail’s
economy and creating career pathways.
•Opportunities to open new businesses are seen as unlimited, but costs and obstacles make new ventures difficult and risky for small businesses.
•By supporting an environment that nurtures new business owners, Vail can help provide career paths for those who want to build lives in Vail.
•POSSIBILITIES:
•Reduce business risk by making permitting requirements easier to negotiate.
•Convene local business community in identifying issues holding back business development and develop plan to mitigate challenges.
•Seek partnership with Northwest Small Business Development Center or Colorado Mountain College.
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6. Continue to build and strengthen partnership
with Vail Resorts to identify solutions for
achieving shared objectives.
•The Town and Vail Mountain should identify areas of alignment as both organizations have far more to gain than lose by seeking a shared agenda over the next 10 years, particularly in these areas:
•Fostering extraordinary experiences in Vail
•Integrated marketing to target desirable travelers
•Hospitality training
•Supporting workers with housing, childcare, and transit
•Reducing carbon emissions
•To identify best practices and solutions, the Town of Vail should consider discussions with other major Vail Resorts host destinations to shape a more productive relationship.
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Enhance Vail’s
‘Wo rld -Class
Experience.’
Strategic Pillar # 2
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Enhance Vail's 'World -Class Experience.'
Foster memorable experiences and positive interactions to serve all in Vail.
Key Objectives
1.Embrace technology to deliver seamless experiences, manage resources such as
parking and trails, and create strategies to increase visitor spending.
2.Continuously build Vail’s image as a community that offers first -class service and
accepts everyone for who they are.
3.Leverage the local arts and creative economy to create exceptional year-round cultural
experiences and diversify business development.
4.Expand the appeal of Vail’s healthy outdoor lifestyle by advancing opportunities for
physical and emotional wellness, especially in partnership with renowned healthcare
providers in Vail.
5.Broaden access to the world-class experience to attract and reward workforce and local
stewards.
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1.Embrace technology to deliver seamless experiences, manage resources such as parking and trails, and create strategies to increase visitor spending.
•Over the next 10 years, the future lies in seamless travel.
•Technologies are emerging to manage visitor flows, deliver
insights into consumer preferences, mitigate travel hassles,
and eliminate rote aspects of many jobs.
•As the most -connected resort in North America, Vail is well-
positioned to lead the way in innovating and deploying
hospitality-focused technology.
•Convene a seamless travel group to consider how technology
could connect Vail visitors from desirable experiences from
arrival to departure, increasing satisfaction and spending.
•Even bigger opportunities lie in developing integrated
solutions to manage everything from transit, access to trails,
parking and more.
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2. Continuously build Vail’s image as a
community that offers first -class service and
accepts everyone for who they are.
•One of highest points of agreement in last summer’s resident
survey: Maintaining a high level of customer service is ‘extremely
important’
•Some operators are concerned that growing workforce
pressures threaten Vail’s brand. Last winter’s trip survey showed
16 percent of visitors said service had declined.
•Those who visit Vail rate its hospitality much higher than those
who haven’t. There’s a communication gap about this important
attribute.
•OPPORTUNITIES : Continuously improve Prima Vail. Refresh
trainings for workers to share sensitivity to people with
backgrounds different from their own.
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3. Leverage the local arts and creative economy to create exceptional year-round cultural experiences and diversify business development.
•Creative economies have year-round appeal. Other mountain
resort destinations are building out this aspect of their
economies to fill shoulder seasons and create resilience
against shorter winters.
•Though Vail has an exceptional cultural scene, U.S. visitors
have low awareness of Vail as a cultural destination.
•Discussion already is under way about creating a cultural or
community center with new indoor cultural venues.
•ACTION STEP: Conduct a feasibility study to assess the
potential for new indoor cultural venues.
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4. Expand the appeal of Vail’s healthy outdoor
lifestyle by advancing opportunities for physical and
emotional wellness, especially in partnership with
renowned healthcare providers in Vail.
•With interest in wellness and self-care on a steep climb
globally, wellness tourism is projected to grow by 20.9% a
year through 2025.
•With its health y outdoor lifestyle, renowned medical
providers, and abundance of operators already offering
luxurious spa treatments and wellness activities, Vail is
well-positioned.
•Finding ways to expand wellness offerings, especially
through partnership with local providers like Vail Health,
could hold strong benefits for the community as well.
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5. Broaden access to the world-class experience
to attract and reward workforce and local
stewards.
•Resident sentiment surveys across the U.S. make it clear: Locals grow disenchanted with tourism when they feel left out of the tourism economy.
•To address this –and attract and retain workers –it is key to take active steps to ensure that the community experiences the benefits of tourism.
•One example: Crested Butte sets aside a week each year for Vinotuk, just for locals.
•Prima Vail is a readymade opportunity to connect workers who complete trainings with opportunities to enjoy the town they serve. Another possibility is to create rewards for ‘Vail Stewards’ who complete a series of actions to care for Vail.
•The key is to include the local community in the world-class experience.
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Thank you
Questions?
42
To: Mayor and Town Council
From: Economic Development Department
Date: December 6, 2022
Subject: Steward Vail Destination Stewardship Plan - Review of Pillars
I. Background
Early in 2022, the town embarked on an innovative path to guide how it manages an
economy founded 60 years ago almost entirely on tourism. With town revenues
continuing to achieve new highs following the depths of pandemic containment, the
town is re-examining how tourism can generate additional value to the community. As a
result, Vail now is among the first places in the United States. 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 for this work, which has been shared widely within
the community, is as follows:
II. Purpose 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 making substantial progress toward this goal,
Vail will remain on track for achieving this certification. Upon Council approval of the
Steward Vail Plan, Vail will become just the second destination in the world to achieve
the standard.
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Town of Vail Page 2
The town 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
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.
Unlike a town master plan, this Destination Stewardship Plan centers on how Vail's
tourism economy connects with the life of the Vail community and the natural
environment. It focuses on ways to position the town's key economic driver even more
effectively for success over the next 10 years and how it can support even more
benefits for the Vail community and the natural environment. All recommended actions
are intended to be achieved within 10 years.
III. Public Engagement and Components of the Steward Vail Plan
A. Public Engagement
To ensure that the voices of Vail and other Eagle County residents were heard
and honored, the process incorporated an extensive collection of tactics for
gaining community input and insights.
• 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 250 Vail and other Eagle County residents took part in three sets of
public engagement sessions -- a total of six in-person and two virtual
sessions.
• 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 in-depth, 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 Sustainable Destination 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.
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Town of Vail Page 3
B. Brand Perception and Consumer Segmentation Study
The Vail Local Marketing District Advisory Council commissioned a national
study from Strategic Marketing & Research Insights (SMARInsights). The survey
was designed to deliver insight into Vail's competitive position and whether or
how sustainability fits with Vail's image and appeal.
C. Sustainability Analysis
A key deliverable for the planning process was for the Travel Foundation to
document, review and analyze Vail’s existing sustainable tourism and destination
management initiatives against current global trends. 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. The analysis
covered 24 impact areas, including economic, environment, societal, cultural,
tourism product, and governance. It identified 10 high-priority areas for attention,
mostly relating to environmental and economic issues, and another nine medium-
priority areas. Five areas were deemed low-priority.
D. Optimal Value Framework.
Another key deliverable for the planning process is the Optimal Value Framework
(OVF), is a strategic approach developed by The Travel Foundation that can be
used in guiding destination stakeholders to optimize the value of tourism for their
community, agree on balanced measures of success, and prioritize the impact
areas most important for them to manage carefully and resource sufficiently.
E. Steward Vail Planning Framework.
Findings from research and stakeholder engagement were shared in a one-day
visioning session in August attended by about 25 community leaders, including
Mayor Kim Langmaid. All shared insight into five proposed Strategic Pillars and a
lineup of potential plan objectives. These have been shared for discussion with a
large variety of groups, including Vail's six Sustainable Destination MOU
Partners, the Planning and Environmental Commission, the Vail Economic
Advisory Council, the Sustainable Destination Council, the Vail Local Marketing
District Advisory Council, and in public validation sessions in October. The
feedback has been collected meticulously and incorporated into the version that
now is being shared with Council for review over three upcoming Council
meetings: December 6 and December 20, 2022 and January 3, 2023.
The Planning Framework is designed to align with the four town council priorities.
An overarching vision is supported by five Strategic Pillars, as follows:
Four Town Council Priorities
Economy Experience Community Environment
What the Town of Vail's regenerative tourism economy will achieve for all in Vail:
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Town of Vail Page 4
The Steward Vail Vision
The premier sustainable mountain resort community
creating economic vitality to deliver a high quality of life, inspiring experiences,
and stewardship of climate, land, water, and wildlife.
Five Strategic Pillars
Be Better Together.
Embrace local and regional collaboration and public-private partnerships to solve
community challenges and capitalize on opportunities.
Key Objectives
1. LEGACY OBJECTIVE: Double the supply of deed-restricted housing – from
1,050 to 2,100 – for Vail residents and workers by 2032 through a regenerative,
collaborative approach.
2. Join forces to create an integrated network of transit services connecting the
Vail community with major hubs and the rest of Eagle County.
3. Collaborate on a wide-ranging childcare strategy to support the needs of Vail’s
working families.
4. Leverage partnerships across Eagle County to expand the positive impacts of
Vail’s climate initiatives.
5. Join in partnerships to stimulate local entrepreneurship as a way of diversifying
Vail’s economy and creating career pathways.
6. Continue to build and strengthen partnership with Vail Resorts to identify
solutions for achieving shared objectives.
Enhance Vail's 'World-Class Experience'
Foster memorable experiences and positive interactions to serve all in Vail.
Key Objectives
1. Embrace technology to deliver seamless experiences, manage resources such
as parking and trails, and create strategies to increase visitor spending.
2. Continuously build Vail’s image as a community that offers first-class service
and accepts everyone for who they are.
3. Leverage the local arts and creative economy to create exceptional year-round
cultural experiences and diversify business development.
4. Expand the appeal of Vail’s healthy outdoor lifestyle by advancing
opportunities for physical and emotional wellness, especially in partnership
with renowned healthcare providers in Vail.
5. Broaden access to the world-class experience to attract and reward workforce
and local stewards.
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Town of Vail Page 5
Invigorate Vail's Spirit
Tap into Vail's creativity and innovation to foster a stronger sense of community.
Key Objectives:
1. LEGACY OBJECTIVE: Develop a multi-purpose community, civic and cultural
center to enliven the Vail lifestyle and foster local connections.
2. Create a marketplace/food hall to spark and support creation of more locally
owned food and retail businesses.
3. Develop a fitness center as a community amenity and gathering place.
4. Engage the community in ways to enhance Vail’s cultural heritage,
architecture, green space, and overall sense of place.
5. Facilitate community connection to town activities and decision making.
Advance Vail Stewardship as a Global Model.
Show and uphold Vail's commitment to environmental stewardship, lead local community
action, and be an inspirational example for others worldwide.
Key Objectives:
1. LEGACY OBJECTIVE: Embrace clean-energy innovation and partnerships to
operate a carbon-free snow-melt system in the cores of Vail Village and
Lionshead Village.
2. Galvanize collaborative climate action in the tourism sector through leading by
example, educational initiatives, embracing local partnerships and striving
to maintain global sustainability certifications
o Strive to maintain Mountain IDEAL certification.
o Monitor compliance with the Optimal Value Framework’s KPIs at least
annually and, if needed, take action to restore balance with agreed goals.
3. Build Vail's resiliency against emergency interruption of power with a clean-
energy backup system.
4. Establish quality of the Gore Creek watershed as a key measure of
success for environmental stewardship.
5. Dedicate human and financial resources to address high- and medium-risk
impacts identified in the Vail Sustainability Analysis.
Energize Vail's Brand as the Premier Sustainable Mountain Resort
Community.
Align Vail marketing and messaging to reflect shared community values and amplify the
town's standing as a sustainable destination.
Key Objectives:
1. LEGACY OBJECTIVE: Create an iconic thought leadership event to advance
mountain tourism sustainability and create solutions.
2. Differentiate Vail as a welcoming destination offering a sustainable, luxurious
mountain resort experience.
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Town of Vail Page 6
o Build awareness town wide for Vail’s deep commitment to destination
stewardship, now part of the community’s global identity.
o Develop a niche marketing strategy to attract high-end travelers seeking
low-carbon travel experiences.
3. Celebrate innovative local business owners and residents to humanize Vail's
most extraordinary qualities.
4. In collaboration with local partners, create stewardship messaging to share
Vail’s community values and invite others to be a part of it.
5. Build on Vail's history of embracing diverse communities by reaching out to
welcome travelers from around the world.
Each of the five Strategic Pillars is supported by five to six objectives, which provide tangible
ways for the Town to act on the intentions expressed by the Strategic Pillars. These Pillars
and Objectives -- and how they relate to Council policy -- will be the primary topic for
discussion in the upcoming Council meetings on the Steward Vail Plan.
IV. Next Steps
As months of work now come together in the construction of the Steward Vail Plan
and its implementation plan, the Council is reserving time on its agenda from
December 6 through February 21 for a thorough consideration of the plan and its
objectives. The schedule is as follows.
• Dec. 6: Strategic Pillars 1 & 2
• Dec. 20: Strategic Pillars 3 & 4
• Jan. 3: Strategic Pillar 5, Sustainability Analysis, Optimal Value Framework.
• Jan. 9: Presentation of Draft Plan at PEC & VLHA joint meeting
• Feb. 2: Final Draft Plan with all components shared in Council Packet
• Feb. 7: First Council Review of Draft Plan
• Feb. 20: Second Council Review of Draft Plan
V. Action Requested of Council
Provide feedback and input on policy implications of the Steward Vail Plan.
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This Vision Is Inspired by Town Council Priorities and Rests on Five Strategic
Pillars.
Four Town Council Priorities
Economy Experience Community Environment
What the Town of Vail's regenerative tourism economy will achieve for all in Vail:
The Steward Vail Vision
The premier sustainable mountain resort community
creating economic vitality to deliver a high quality of life, inspiring experiences,
and improvements for climate, land, water, and wildlife.
Five Strategic Pillars
Be Better Together.
Embrace local and regional collaboration and public-private partnerships to solve
community challenges and capitalize on opportunities .
Enhance Vail's 'World -Class Experience'
Foster memorable experiences and positive interactions to serve all in Vail.
Invigorate Vail's Spirit
Tap into Vail's creativity and innovation to foster a stronger sense of community.
Advance Vail Stewardship as a Global Model.
Show and uphold Vail's commitment to environmental stewardship, lead local community
action, and be an inspirational example for others worldwide.
Energize Vail's Brand as the Premier Sustainable Mountain Resort
Community.
Align Vail marketing and messaging to reflect shared community values and amplify the
town's standing as a sustainable destination.
49
Be Better Together.
Embrace local and regional collaboration and public-private partnerships to solve
community challenges and capitalize on opportunities .
The Vail community extends well beyond the 5,000 or so people who live full-time within
its 4.72 square miles. It encompasses many more thousands of seasonal homeowners, as
well as workers and business owners who live elsewhere and even many of the 2.5 million
visitors who come calling every year. By a definition that many embrace, the Vail
community includes anyone and everyone who cares about Vail. To address Vail’s biggest
challenges and make the most of its many opportunities, it is vital to recognize this
welcoming definition of the Vail community and find ways to advance shared goals for an
ever-better Vail.
Potential abounds for this to happen. One of the most compelling findings from this
planning process is just how much community members agree about what needs to
happen to make Vail a more livable community. The top priority by far is to address a
housing crisis that threatens every aspect of life in Vail and surrounding communities,
especially the availability of workforce to support the local economy. As shown by a pair of
Steward Vail resident surveys fielded in summer 2022, both Vail and downvalley residents
united in concerns about parking pressures, crowding, damage to trails, and a yearning for
a stronger sense of community in Vail. They believe it's vital for Vail to support its
workforce, not only with expanded housing opportunities, but with childcare and better
transit options. They believe it's extremely important for Vail to strive to offer a high level
of customer service and that greater cooperation between Vail Resorts and the Town of
Vail would go a long way toward alleviating tourism -related pressures.
These shared priorities point to real possibilities for the Town of Vail to join with other
major players -- whether businesses, nonprofits, or other units of government -- in
creating game -changing solutions for the town's most pressing needs. A collaborative
approach also stands to generate benefits for Vail's broader community.
Vail's Top Priority: Closing the Housing Gap.
It is clear that the work of creating a more livable Vail must begin by creating more housing
in Vail as quickly as possible. Then, to accommodate the twin realities of scarce buildable
land and a critical need for workers who don't or can't live in Vail, the town also must move
swiftly to create housing opportunity elsewhere in the valley. Vail already has a proven
structure for moving this work forward -- an established partnership between the Town of
Vail and the Vail Local Housing Authority (VLHA), known as Vail Home Partners. Another
bonus is that many in the Vail business community already embrace a culture of taking
responsibility for finding, supporting, or providing housing for their employees.
Vail is lauded nationally for innovating the Vail InDEED program in 2017. Honored by the
Urban Land Institute, this program has allowed Vail to buy deed restrictions on 1,050
homes, including rentals. The deed restrictions allow these homes and apartments to be
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offered at more affordable prices or rents to anyone working at least 30 hours a week on
average for an Eagle County business. While the town's 2022 Community Surve y found 14%
of full-time Vail residents living in a deed -restricted home, Vail requires a more aggressive
approach to address a housing gap estimated to be in the thousands.
A one -time opportunity for Vail to create a regenerative, self-sustaining financing solution
could lie within reach. In 2022, the Colorado General Assembly allocated $528 million of
the state's $9 billion share of American Rescue Plan Act funding for housing. Funding
opportunities range from state grants, revolving low-cost loans, affordable housing gap
financing, and other innovative solutions. Efforts now underway to tap these funding
mechanisms stand to double Vail's inventory of deed-restricted housing units. The VLHA
already has identified eight to 10 housing developments for potential funding and is well-
aware that its chances will improve by partnering with other entities.
Build housing to generate more housing.
A longer-term opportunity lies in taking an even more entrepreneurial approach to housing
development. The key is to ensure that every new development creates returns that can
be reinvested in more housing. Vail's Timber Ridge development, while offering some of
the lowest rents in Eagle County, presently spins off a half million dollars in revenue
annually. The Residences at Main Vail should show positive cash flow soon after opening in
fall 2023. By ensuring that all future development of below-market rate properties is
revenue -generating, Vail can build a growing pot of resources, not only to maintain and
improve existin g inventory but to build more homes and buy more deed restrictions.
With Vail taxpayers approving a new half-cent sales tax for housing in fall 2021, Vail's
housing investment power is being enhanced by $5.3 million this year -- with the lion's
share collected from Vail's visitors. On top of this, Vail Housing Director George Ruther
notes that Vail could further enhance its housing finance toolkit by leveraging the paper
value of its existing deed restrictions. Currently estimated at $65 million to $70 million,
these financial instruments are essentially government -backed securities and valued
commodities that could be traded to invest in more housing. Even if valued at 50 cents on
the dollar, Ruther says, they could go a long way toward financing a $35 million project like
the Residences at Main Vail.
By aggregating all of these resources, Vail can amass a war chest for a focused assault on
a crisis that represents the biggest threat by far to the ongoing prosperity and balance of
its community. The populations of other desirable global destinations -- such as Venice
and Bruges -- have plummeted in part because the cost of housing soared beyond the
reach of too many people. Unlike many storied places, Vail has the financial means to
reverse its own troubling population decline by creating more deed-restricted homes in
Vail. It must rally the community support to build it.
Possibilities exist to build smarter.
Opportunities abound. Within Vail, redeveloping Timber Ridge as a taller, denser
neighborhood could add hundreds of new homes. More could be added atop the Red
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Sandstone parking structure, which was designed to accommodate additional
development such as housing above its top deck. The West Middle Creek parcel – centrally
located between the two Villages – has been identified as an ideal location for future
housing. VLHA is in discussions involving acquisition of underutilized CDOT-owned land in
Vail. The November 2022 approval of a half-cent sales tax to fund the new Eagle County
Regional Transit Authority (ECRTA) includes funding to develop housing for transit
workers. Vail has an obvious case for providing homes for employees in the county's
transit hub. Each time development is contemplated in Vail, the potential for adding
resident housing should be weighed and aggressively pursued when viable.
Vail can sharpen the viability of its housing developments, while further reducing costs for
residents, by including Holy Cross Energy as a partner. By engaging the innovative energy
utility in early phases of design and development, Vail could incorporate pioneering clean-
energy technologies into a model for sustainable housing development. This approach
also would dovetail with the town and the utility's shared long-term climate goals. It will be
important for the VLHA and Holy Cross to find ways of streamlining communications and
decision -making to make this a viable, actionable partnership.
With many workers and far more buildable land beyond Vail's western border, much could
be accomplished through strong regional housing partnerships. One possibility is joining
with the Eagle County Housing & Development Authority and the neighboring communities
of Minturn, Avon, Eagle, and Gypsum to create shared formal oversight of an integrated
countywide housing strategy. For Vail, a specific goal would be to create downvalley
housing for Vail workers with integrated transit solutions. By working through the tough
conversations and arriving at a set of shared policies and goals, a countywide entity --
perhaps known as Eagle County Home Partners -- could position the entire region more
effectively to close the housing gap with collective action and a big picture approach. At a
practical level, a closely coordinated countywide effort could better leverage potential for
state and federal grant funding.
Countywide transit expands housing potential.
A new ECRTA focused on moving people up and down the Vail Valley will make countywide
housing solutions even more viable. It will be critically important for Vail Home Partners --
and its county partners -- to integrate fast, frequent, convenient transit links into any new
housing development. Regular transit via a new "free -fare zone” from Vail to Edwards can
ease concerns about living west of Dowd Junction. Integrating housing and transit
strategies not only will reduce parking pressures and help Vail meet carbon reduction
goals but let the town steer housing investment into living spaces instead of parking
structures. In updating the Vail Mobility and Transportation Plan throughout 2023, the Vail
Public Works Department will be addressing many new possibilities posed by the ECRTA. It
will be important to include the VLHA as the plan is created.
Without question, Vail is the county's transit hub and, by agreement, will lead the ECRTA's
regional transportation planning work. Vail's free in-town transportation services are a
model of efficiency and convenience, accommodating about 2 million riders a year, a third
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of whom are locals. The outlying routes accommodate another million riders annually.
Expanded ECRTA service -- including another “free -fare zone" between Vail, Avon, and
Beaver Creek -- will turn what has been mostly a wonderful Vail amenity into a transit
system generating strong benefits for guests, workers, and resident s who want to
recreate. It also holds big potential for easing pressures on Vail parking while supporting
local commerce.
Even without accommodating new Eagle County routes, Vail's Transportation Center will
be handling a ramp-up of two Colorado Department of Transportation (CDOT) initiatives to
reduce Interstate 70 vehicle traffic. Bustang motorcoach service carrying riders from
Denver to Grand Junction is set to grow from about seven daily trips in 2023 to 12 in 2024.
Vail also will be managing even more hourly service from Pegasus vans whisking up to 11
passengers at a time from Denver's Union Station to Idaho Springs, Frisco, Vail, and Avon.
A key challenge for Vail will be how to expand the mobility hub at its Transportation Center
to accommodate all of these new options. Vail taxpayers -- mostly Vail's millions of visitors
-- will be contributing nearly 40 percent of the ECRTA's new revenues but hold just one
seat on the seven-member board. While Vail has a grant to expand the Transportation
Center by 2026, impending service expansions likely will require additional funding. This
must be addressed as Vail updates its Mobility and Transportation Master Plan, advocates
for its share of ECRTA funding, and seeks additional federal funding. The ECRTA is not
intended to fund local service, such as Vail's existing routes. But the ECRTA's existence
may relieve the Town of Vail of some transit costs. The new transit authority is structured
to fund flight guarantees to expand service to the Eagle County Regional Airport. The
authority also could fund "first mile/last mile" transit options like Vail's e -bike share
program.
Given lead times for ordering new buses, Vail likely will not be launching new routes until
March 2024. To improve the chances of locals adopting transit, it will be critical for Vail to
advocate for pricing that is well below the cost of a local parking pass. Moreover, it will be
important for riders to feel confident about the tradeoffs between time spent taking
transit compared with taking their own vehicle. Best practices suggest that riders should
have confidence they'd spend no more than 50 percent more time taking a bus than if
they'd driven themselves. The expectation should drop to 30 percent for express routes.
Critical short age of childcare requires new approaches.
A livable Vail also requires addressing a yawning gap in the availability of childcare
services, especially for infant care. While the Town of Vail has been supporting childcare
for local families and workers since the early 90s, it provided mainly in -kind services and
covered capital expenses for a local center, until creating a subsidy for infant care in 2001.
Based on concerns shared in the 2020 Community Survey, the town in 2022 upped its
support to $250,000 for Vail's two full-time childcare centers. The budget covered
retention for childcare workers, tuition assistance for families earning less than 450
percent of the poverty level, and $60,000 for maintaining and funding 8 infant care slots. A
similar funding request is under consideration for 2023.
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Though only eight of the two Vail centers' 98 licensed spots are allocated for infant care --
all at Vail Child Care Center -- efforts to expand this level of care have lagged. While the
center's staffing could acc ommodate 10 babies, Vail Child Care does not have the required
physical space for them. Vail's other center -- the Children's Garden of Learning -- was
placed in temporary quarters atop the Lionshead Parking Garage to make way for
construction of the Residences at Main Vail. It is not licensed to provide infant care.
Efforts to expand the availability of in -home care are stalled, mainly due to needs related
to licensing and supplies. As a result, many parents are stuck with average infant care wait
times of 16 to 18 months, the age at which their babies typically would advance to toddler
care. Providers say many parents cope by scheduling their work hours to cover for each
other, a practice local experts say is straining families, some to the breaking point.
With federal supports for childcare winding down, it will be vital for Vail to continue finding
ways to make its community viable for working families. Young families are able to find
childcare more readily downvalley, another factor drawing many to make their lives there
rather than in Vail. Apart from availability, the cost of childcare -- about $15,000 a year for
a preschooler -- is beyond reach for many working families. With federal guidelines saying
childcare should cost no more than 10 percent of family income, a working family would
need a $150,000 annual income to cover one child’s tuition. Communities like
Breckenridge have made tuition assistance even more widely available, extending it to
families making up to 500 percent of poverty level.
The Town of Vail clearly has the will and means to address its workers' childcare needs, as
has Eagle County and numerous employers. Though Vail Resorts provides childcare
services in Avon, the program currently serves only a portion of the company's many
thousands of employees. A leading nonprofit, the Vail Valley Foundation, in September
announced creation of the Eagle River Child Care Initiative, supporting development of a
new childcare center in Avon for up to 168 preschoolers. It's founded on an employer-
sponsored childcare model, allowing local businesses to opt in and make meaningful
contributions toward employees' childcare costs. The Town of Vail can find opportunity in
partnering and collaborating to expand the impact of these efforts.
In the short term, Vail can identify a stronger strategy for addressing childcare through a
focused study to identify workers' needs and innovative ways of meeting them. Longer
term, Vail must consider ways to expand childcare, whether through construction, such as
wit h a new facility for the Children's Garden of Learning, or through expanded partnerships
with Eagle County, local businesses, and the county's 150 nonprofits.
Vail can lead locally to act globally.
Vail earns global recognition for its progress in meeting the Mountain IDEAL requirements for
certification as a sustainable destination, recognized by the Global Sustainable Tourism
Council.” It can broaden the positive outcomes of these efforts by sharing its expertise
locally and partnering with downvalley c ommunities that share its commitment to climate
action.
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The town's Sustainable Destination Council and Steering Committee already include many
members representing organizations operating outside of town boundaries. By using the
Eagle County Climate Action Collaborative as a framework, the Town of Vail can partner
across Eagle County to create an agenda for shared climate action strategies. An initial
focus should be considering possibilities for expanding current initiatives, such as
electric-bike share, electric vehicle charging initiatives, and policies that advance climate
action -- countywide. It is also recommended that Vail work with the collaborative to
identify barriers to urgent actions — such as onerous approval processes – and seek
relevant changes.
By joining in collective action, this collaborative can improve its opportunities for state
and federal grant funding and make more rapid progress toward setting and achieving
shared goals and initiatives for more rapid carbon reduction.
Entrepreneurship can open career paths.
Vail entrepreneurs say opportunities to open new businesses are "unlimited." But, they say,
costs of doing business along with other hurdles make launching a new business in Vail an
extremely difficult and risky proposition for a small business owner. Fostering
entrepreneurship is one of the quickest ways the Town of Vail can support creation and
attraction of new businesses that can add vitality to the local economy. And by supporting
an environment that nurtures new business owners, Vail can help provide career paths for
people who want to build a life in Vail.
Other communities have found value in establishing networks for young professionals or
entrepreneurs, but a past effort in Vail is said to have borne little fruit despite ample
funding. Some small business owners recommend that Vail take a practical approach to
fostering new business development. A focus group convened for the Steward Vail plan
recommended that the town find ways to streamline its permitting processes or make the
requirements easier to understand. The intention would be to spare new businesses from
the risk of unnecessary delays that could force them to run up debt or even founder before
they have a chance to open the doors.
As an initial move, the Town of Vail's Economic Development Department can convene
local business operators and the Vail Chamber and Business Association to identify issues
holding back new business development and develop a plan for mitigating various
challenges. Producing a series of instructional videos could provide greater clarity around
code requirements. The Town also can consider tapping the resources of the Northwest
Small Business Development Center, headquartered in Eagle and serving 10 mountain
counties, or the Colorado Mountain College in Edwards to create or provide supports for
new entrepreneurs to succeed. For inspiration, Vail could look to an ongoing collaboration
between Gunnison County's Tourism and Prosperity Partnership and Western Colorado
University to advance outdoor recreation-focused economic development.
A shared agenda for the Town of Vail and Vail Resorts
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The town of Vail and its top employer are in an unprecedented time of conflict, stemming
from a close Council vote to spare bighorn sheep grazing grounds from development into
housing for Vail Resorts' workers. Despite these current difficulties, the Town of Vail and
Vail Resorts have far more to gain than lose over the next 10 years by coming together in a
spirit of collaboration. It will be important for both organizations to create a shared agenda
for action on several shared concerns, including the following. Both organizations share a
deep commitment to fostering extraordinary experiences for visitors and to reducing
carbon emissions. Vail Resorts has proclaimed a "Commitment to Zero" by 2030, while the
Town of Vail is seeking a 25 percent reduction in emissions by 2025 and a 50 percent
reduction by 2030. Both are dedicated to expanding housing, childcare, and transportation
options for Vail's workforce. They can find even more opportunity in continued joint efforts
to elevate customer service through Prima Vail and in targeting desirable travelers whose
spending can support all that Vail offers.
Vail is not the only Vail Resorts' destination town that feels a loss of connection with the
company that makes so much happen in its community. For many, the relationship
changed profoundly after Vail Resorts went public and shifted focus to optimizing
outcomes for 42 resorts. By considering taking the lead on discussions with other major
Vail Resorts host destinations, the Town of Vail could join in a concerted effort with peers
to share best practices and solutions and, collectively, seek to shape a more productive
relationship with their prime employer.
By finding ways to work together in the next 10 years, to collaborate around shared
interests and identify new ones, the Town of Vail and Vail Resorts can advance their own
agendas as well as create a shared agenda to the benefit of the Vail community.
Key Objectives
1. LEGACY OBJ ECTIVE : Double the supply of deed-restricted housing – from 1,050 to
2,100 – for Vail residents and workers by 2032 through a regenerative, collaborative
approach.
2. Join forces to create an integrated network of transit services connecting the Vail
community with major hubs and the rest of Eagle County.
3. Collaborate on a wide -ranging childcare strategy to support the needs of Vail’s
working families.
4. Leverage partnerships across Eagle County to expand the positive impacts of Vail’s
climate initiatives.
5. Join in partnerships to stimulate local entrepreneurship as a way of diversifying Vail’s
economy and creating career pathways.
6. Continue to build and strengthen partnership with Vail Resorts to identify solutions
for achieving shared objectives.
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Enhance Vail's 'World -Class Experience.'
Foster memorable experiences and positive interactions to serve all in Vail.
From its earliest days, Vail has built its reputation as a top resort through steady devotion
to creating a world-class experience for its visitors. Travelers across the U.S. and the
globe are inspired by the warmth of Vail locals, gracious service at one-of-a -kind hotels
and restaurants, signature ski experiences, summer concerts with top symphony
orchestras, and the chance to shop famous luxury and outdoor brands on storybook
pedestrian streets.
Vail's commitment to delivering a world -class experience is unshaken despite a myriad of
pressures on local quality of life in re cent years. Vail and downvalley residents alike say
maintaining a high level of customer service is extremely important. Some hospitality
providers, however, are sounding alarms that workforce pressures are threatening to
erode Vail's hard-won brand for excellence . Vail's most recent winter visitor trip survey
sounded a warning note. About 16 percent of visitors in winter 2021-22 said Vail's service
levels had declined, with 5 percent calling it "much worse."
To protect and grow the heart of its appeal, Vail can be an industry leader in finding new
ways to put people first, prioritize positive experiences, and keep hassles to a minimum.
To safeguard and continuously improve the almost magical experience of Vail, it will be
vital to find ways of mitigating impacts such as congestion, parking pressures, and
overuse of trails and other resources. Vail can continuously build on its famous practice of
hospitality to create unforgettable experiences for new audiences of travelers. By building
on the strength of it s cultural scene, Vail can offer exciting new experiences year-round,
while making its economy more resilient. Already famed as a healthy outdoor destination,
Vail has opportunity to build on burgeoning interest in health-focused travel by enhancing
wellne ss experiences -- in ways that will benefit locals, too. And to show it's listening to
those for whom Vail is not a lifestyle but a way of life, the town can find ways to broaden
access to the world-class experience to reward local workers and those who st eward Vail.
The future lies in seamless travel.
Over the 10-year arc of this plan, the travel economy is projected to lean more heavily into
technology to manage visitor flows, deliver insights into customer preferences and
behaviors, mitigate travel has sles, and eliminate tedious or rote aspects of many tourism
jobs. Many touch-free, no-contact innovations inspired by pandemic restrictions already
are now widely accepted practices. Most major hotel operators offer guests ways to
manage their stays with a phone. Interacting with QR codes is now so easy that digital
menus are commonplace. This is just the beginning. The U.S. Travel Association has begun
sponsoring an annual one -day conference, the Future of Travel Mobility, bringing together
experts from airlines, hotels, and attractions to share insights into ways that technology is
transforming the experience of travel. At a very practical level, tourism technology is being
touted as a way to address workforce shortages. It's also a way of reshaping worker
satisfaction by eliminating rote tasks and making jobs more meaningful.
57
This year in Vail, employees of Vail Resorts are beta-testing a new mobile Epic Pass. On
track for rollout in the 2023/24 North American ski season, mobile passes will be delivered
instantly upon purchase. It's a win for guests. With a mobile -pass enabled phone in their
pocket, they can avoid ticket windows, breeze through lines to the gondolas, and own a
pass that can't get lost. If they prefer a plastic pass, they can still get one. It's a win for Vail
Resorts. Lines will move quicker, fewer employees are needed to check and replace
passes, and mobile passes cost less than producing plastic cards with RFID chips. It's even
a win for the environment because mobile passes will reduce plastic waste.
Many in Vail may instinctively shrink from incorporating hands -free solutions into the
town's high-touch hospitality culture. The opportunity for Vail lies in using its superpower
knack for hospitality to humanize technology-enabled experie nces. Vail Resorts says its
mobile Epic Pass means the job of a "liftie" can switch from checking plastic passes to
advising guests on safety, comfort, or the best slopes. Hotel operators already are using
mobile check-in to elevate the role of front desk clerks into ambassadors of hospitality.
Giving guests ways to text late arrivals, check outs, or requests for house-keeping can be
seen as a real convenience -- especially when there's a personalized response in return.
While many mountain resort communities are struggling to improve cell service or acquire
broadband, Vail is well-positioned to lead the way in hospitality-focused technology. Given
the town's long-time investment in an outdoor LTE cellular system, Vail believes it stands
as the most connected resort in North America, with more than 100 free wireless access
points. The Town of Vail can use this advantage to energize its guest experience with new
conveniences. To generate a strategy, the town can convene a se amless travel steering
committee or advisory group. This group would consider ways that technology could
connect guests more effectively with all they need while visiting Vail, whether transit,
parking, restaurant reservations, tickets, gear, featured shopping experiences, guidance
to less -busy trails or attractions and tips for traveling sustainably.
A smart strategy would be grounded in making it easier for Vail visitors to connect with
more desirable experiences during their stay, thereby increasing their trip satisfaction
and, potentially, their trip spending. Various providers can support development of
systems connecting visitors with experiences from the day they arrive at the airport until
the day they leave. These systems can include opt-in featu res, allowing visitors to be
served with invitations for special events, offerings, or other messaging. Vail Resorts
already is using similar technology to guide pass -holders to shorter lift lines or better
snow. This approach can even be used to support a destination's sustainability goals. The
ground-breaking Ol’au Palau initiative provides guests who share care for the fragile
Pacific Island with ways to access unique experiences, including opportunities to explore
little -known spots.
Geolocation providers can track visitor behaviors.
Technology also can provide answers to some of Vail's most perplexing questions and give
the town ways to elevate and protect the quality of a Vail experience. A host of providers --
58
including Zartico, Arrivalist, Symphony, and Datafy -- now ingest geolocation-based data
to deliver insights into traveler movements and behaviors. These providers can share
insights into where travelers originate, how long they stay, what they buy, and where they
go. This anonymized information can be overlaid with a destination's other data streams to
deliver actionable answers to many questions. While these insights can deeply inform
marketing strategies, they also equip destinations with important tools for managing
visitors.
For instance, a geolocation data provider could give Vail insight into the ebb and flow of
visitors throughout the year, even on a daily basis. It can shed light on which visitors go up
on Vail Mountain, stay in town, or do both. It can give town planners insight into what
proportion of I-70 motorists hop off at a Vail exit to stay a while. It can sort out residents
from commuters and visitors and create understanding about who is using Frontage Road
parking. It can show which trails are busy, and which aren't. It can shed light on whether
Front Range visitors are showing up for the day or whether they're contributing to Vail's
tourism economy. Acquiring ongoing access to these kinds of insights will equip Vail to
make better decisions across the board.
Available and emerging technologies also can provide Vail with tools to systematically
address frustrations, such as parking pressures, that can blemish the experience of Vail. A
standing joke in Vail is that there's no traffic ... until you try to park. Given Vail's mostly
pedestrian downtown streets, maintaining access to parking is essential for downtown
businesses and eateries to thrive. The newly approved Eagle County Regional
Transportation Authority (ECTRA) is geared to provide new ways to spare workforce,
guests, and locals from finding a spot to park downtown. But until those solutions come
online, driving a personal vehicle is by far the quickest and often the more cost -effective
option.
Technology can support policies for parking and trails.
For now, controlling access to parking is one of the primary ways the Town of Vail has to
manage the number of people in town, including the number of people who can have easy
access to Vail Mountain. The approved capacity of Vail Mountain -- capped at 19,900
people a day -- is embedded in Vail Resorts' lease agreement with the U.S. Forest Service
and is expected to remain in place until 2031.
In October 2022, the Town Council adopted recommendations of a parking and mobility
task force addressing some of the community's biggest concerns. These include sharp
new limits on Frontage Road parking, preservation of one -hour and overnight free parking
in Village parking garages. Most remaining recommendations focused on using pricing to
influence parking choices on peak and off-peak days of this year's 164-day ski season.
It will be important for Vail to continue evolving parking policy as new ECTRA options come
online. This includes work to clearly define the town's goals for use of its parking,
especially on peak days, and tailor policies to support desired outcomes. For example, if a
goal is to encourage day-tripping skiers to use outlying parking lots and catch shuttles to
59
town, policies and infrastructure should support that direction. As policies are created,
the town can customize digital solutions to support compliance. Available parking
technology allows visitors to reserve and pre-pay for parking spots or get alerts and
guidance to other options if parking lots are full.
Similar technologies can be deployed to manage access and use of trails, to protect them
from overuse and to protect wildlife habitat. The Town of Vail greatly reduced impacts and
overuse of the Booth Lake Trail this past summer by eliminating vehicle parking and
initiating a “Bus It to Hike It” c ampaign, encouraging hike rs to use free shuttle service to
the trailhead. With the launch of the town’s electric-bike sharing program, hikers could
also “Bike It to Hike It.” Visitation on the trail dropped by a third in one year, with just 19,797
visitors in 2022, compared with 29,510 in 2021. Available technology can provide even
more tools for managing use. These could include easy access to ticketing systems for
shuttles to desirable trails, guidance to less busy ones, notice when trails are shut down t o
give wildlife a rest, or even reservations for an e -bike.
To maximize its investment and ensure a high-functioning, integrated system to guide
desirable outcomes, Vail will be well-served to develop a technology strategy and seek a
provider or providers who can provide integrated solutions.
Building ever warmer welcomes
Vail has built a well-deserved reputation as a welcoming destination -- as have its top
mountain resort competitors. A 2022 brand perception study commissioned by the Vail
Local Marketing District Advisory Council shows Vail's targeted travelers tend to place Vail
in the middle of the pack for many attributes, including its welcome of visitors. The study,
fielded by Strategic Marketing and Research Insights (SMARI) , also shows that people who
recently visited Vail hold far more positive views. They ranked Vail extremely highly as "a
welcoming and friendly place" and nearly as high for being "welcoming to all people." The
same study showed that travelers are more likely to choose destinations they see as
welcoming.
Vail can increase its attraction for desirable new visitors by doing a better job of sharing
what it already does well. By better communicating its long-standing commitment to
warm hospitality, Vail can remind its loyalists why they love Vail and improve its image
among those who have yet to experience Vail hospitality. Taking active steps to highlight
this very real attribute of a stay in Vail -- whether through testimonials, PR, reviews, or
other forms of marketing -- not only will increase the likelihood for visitors to choose Vail
over its competitors but could head off attempts by others to claim ground that Vail should
own. With interest in travel softening over the past year, many destinations will
necessarily be considering how to sharpen their competitive edge.
Another opportunity for Vail in coming years is to take the quality of its welcome for
visitors to new heights. The town's Prima Vail program -- created with resources shared by
the Vail Chamber and Business Association and Vail Resorts -- is seen as an effective tool
for local employers to share customer service training with their workforces. It will be
60
important for the Town to encourage operators to embrace the program and for workers
to take the training. It will be important to Vail to keep these trainings fresh and on point
with important trends so that Vail's workforce can deliver hospitality in meaningful ways --
and create powerful memories of the Vail experience.
A Colorado Tourism Office study commissioned in 2018 delivered important insights into
the hospitality practices that were important to travelers. What mattered most to
travelers across the U.S. was being made to feel they were accepted for who they are. A
close second was being made to feel that someone cared about their experience. For most
travelers, being treated like a VIP was way down their list of priorities. Especially given a
growing focus on creating more inclusive approaches to travel and outdoor recreation,
Vail would be well-served to inspire its workforce to address basic human desires to feel
accepted and cared about when they travel. This should include specific trainings for
workers to share sensitivity to people with backgrounds different from their own.
Creative economies have year-round appeal
For those who love music and the arts, one of the chief joys of visiting Vail, especially
during the summer, is to experience an exceptional lineup of performances at the Gerald
R. Ford Amphitheatre. Offerings range from top symphony orche stras such as the New
York Philharmonic to the Vail Dance Festival to free weekly Hot Summer Nights concerts.
Vail Jazz offers live performances in the villages and other venues.
Bravo! Vail Executive Director Caitlin Murray says her organization would not exist without
the support of tourism and Vail's seasonal homeowners, but Vail's rich lineup of cultural
offerings is not yet widely associated with the town's brand. While the 2022 SMARI study
shows targeted U.S. travelers rate Vail highly as a winter outdoor sports destination, few
seem to be aware of Vail as a place that offers "interesting cultural experiences."
Vail can change this perception. Other mountain resort destinations are investing in event
and cultural venues to create year -round appeal, in some cases to build resiliency for a
tourism economy facing the threat of shorter winter seasons. With more than enough
visitation during the summer months, Visit Lake Tahoe is using its new Tahoe South
Events Center to attract travelers the rest of the year. In Vail, discussion already is under
way about the potential of a new community or cultural center to provide year-round
venues for performances, whether by local performers or artists that would hold appeal
for broader audiences.
Given Vail's history of sell-out performances and strong donor support for its multi-
million -dollar creative economy, the community should take a close look at the potential
for creating more year-round cultural offerings. This should start with a feasibility study
for a new cultural center -- or community center with cultural venues. Incorporating
elevated cultural experiences into a widely recognized component of Vail's "World-Class
Experience" could pay strong dividends. It can be an effective way for Vail to expand its
lineup of world-class experiences, elevate its image among travelers who love culture and
the outdoors, and build resiliency for its tourism economy. Celebrating the arts --
61
especially by providing arts experiences for all -- also can be a way of bringing Vail's
community together and bridging social divides.
As a related step, Vail may wish to consider extending the reach of its Art In Public Places
program with the formation of a Vail Arts District to recognize and encourage more public
art expressing Vail's spirit and reinforcing a sense of place for a community built from
scratch just 60 years ago. As the town's public arts program has recognized and
supported, art is a way for Vail to attract and connect visitors with the communit y. Adding
an arts district to an already robust Art in Public Places program also can be a way for Vail
to further attract and support the work of local artists.
Travelers are seeking emotional and physical wellness
Across the world, as people began emerging from pandemic conditions, interest in
wellness and self -care began a steep climb. In late 2021, the Global Wellness Institute
projected a 10% annual growth rate for the global wellness economy, with revenues rising
from $4.4 trillion in 2020 to $7.2 trillion in 2025. The fastest growing sector by far was
wellness tourism, expected to grow by 20.9 percent a year through 2025, with total impact
rising from $435.7 billion to $1.276 trillion. The Institute defines wellness tourism as travel
associated with the pursuit of maintaining or enhancing one’s personal well-being.
About the same time, a Destination Analysts survey asked U.S. travelers how they
intended to change their lifestyle following the pandemic. By far the largest share of
respondents -- 84% -- said they planned to be more mindful of wellness or self-care. The
next -largest response: 70.8% said they would seek a healthier work/life balance.
Already valued as a healthy outdoor destination, Vail has a clear opportunity to build on
this growing travel priority and expand its world-class experience to encompass
exceptional opportunities for physical and emotional wellness. This direction not only
would position Vail well for desirable visitors seeking renewal and better health, it holds
strong benefits for a community where many say they are stressed physically and mentally
from multiple jobs and struggling to maintain a good quality of life.
Vail finds much inspiration from a recent sister city exchange with St. Moritz, where
relaxing wellness and spa treatments are as much a part of the experience as time on the
slopes. St. Moritz' wellness experiences are open to all at a community wellness center
offering a pool, hot springs, and spa treatments. While Vail has no hot springs, it does have
renown ed medical providers, including the Steadman Clinic, which offers a suite of
orthopedic services that already inspire medical tourism. Like St. Moritz, Vail also has a
strong lineup of hotels offering luxurious spa treatments, facilities for retreats, wellness
activities, and outdoor hot tubs providing relaxation year-round.
Vail can build on this ready-made opportunity to expand its world-class experience to be a
sanctuary for people seeking better health and to reset and renew. A short -term step
would be to compile an inventory of existing wellness and self-care resources that could
be shared on Discover Vail, in campaigns, with wellness influencers, in PR outreach, and
62
with the Vail community. A longer-term strategy would be to engage the community's
medical and wellness providers, including such providers as Vail Health, local guides, and
yoga, fitness, or meditation leaders. By joining forces, the Town and its medical and
wellness community can create wins for local health while attract ing growing numbers of
people rethinking their lives to seek better physical and emotional wellness as they travel.
A "World -Class Experience" for the Vail Community.
Waves of resident sentiment studies across the U.S. since 2018 have made it clear: People
grow disenchanted with tourism in their communities when they feel left out of the
tourism economy. One of the best ways a destination can offset these concerns is by
taking active steps to ensure that its community gets a chance to experience the benefits
of its tourism economy.
The town of Crested Butte sets aside a late summer week every year for Vinotok, said to
be a boisterous street party with wine, dancing, and torching of a character called the
"Grump." It's for locals. If you don't live in Crested Butte and you call to find out the dates,
they won't tell you. It's the week when the town is reserved for the community.
Magda King, general manager of the Antlers at Vail, is on a one -woman mission to ensure
that her team has opportunities to join in the life of Vail. She encourages them, even if they
don't live in Vail, to attend town events like the Vail Social. As a special outing, she bought
gondola tickets for every team member to ride to the top of Vail Mountain. That experience
gave a housekeeper who'd worked in Vail for 30 years her first glimpse of the view that
visitors enjoy year -round.
To attract and retain workers, to build a stronger sense of belonging in Vail, to address
unhappiness with tourism, it is vital for Vail to ensure that its community has opportunities
to experience Vail's world-class experience, too. As anothe r business operator noted
during an October public engagement session, "Take care of your people, and they'll take
care of your customers." Vail has steadily invested the proceeds of its humming tourism
economy back into the community, but many are not see ing the connection to their lives.
The Prima Vail program offers a ready-made opportunity for connecting workers who
complete trainings with opportunities to experience the town they serve. Vail Welcome
Center Manager Amanda Zinn offered an idea for community members -- potentially
visitors too -- to become "Vail Stewards" by completing a series of actions to care for Vail.
Rewards and recognition could include chances to enjoy Vail amenities that local workers
can't typically afford.
During its formative years, the town of Vail built one of the most successful visitor
economies in the world by keeping a sharp focus on the needs of the visitor. Throughout
the Steward Vail planning process, the Town of Vail has heard from community members
seeking attention to their needs as well. As Vail celebrates its 60 years of existence
throughout this ski season, the town is seeking ways to revive and honor the spirit of fun
and camaraderie so many say infused Vail's community in its early days. To create a legacy
63
from the anniversary celebration, Vail should consider ways of connecting locals with the
extraordinary "World-Class Experience" they continue to create. One possibility to
consider is giving the Vail community a week of its own.
Key Objectives
1. Embrace technology to deliver seamless experiences, manage resources such as
parking and trails, and create strategies to increase visitor spending.
2. Continuously build Vail’s image as a community that offers first -class service and
accepts everyone for who they are.
3. Leverage the local arts and creative economy to create exceptional year-round
cultural experiences and diversify business development.
4. Expand the appeal of Vail’s healthy outdoor lifestyle by advancing opportunities for
physical and emotional wellness, especially in partnership with renowned healthcare
providers in Vail.
5. Broaden access to the world-class experience to attract and reward workforce and
local stewards.
64
2022 Sustainability Image Research
June 2022
65
Contents
Content Slide
Background & Objectives 3
Methodology 4
Sustainability 5
Competitive Context 21
Comprehensive Image Evaluation 32
Appendix: Trip Types 46
Appendix: Questionnaire 53
2SMARInsights 66
Background & Objectives
•In addressing sustainability issues, an understanding of prevailing perceptions and identifying consumers who value what Vail has
to offer are critical. By identifying and attracting the right consumers, and knowing the right messaging for those consumer s, Vail
will be more effective in generating economic impact and satisfying residents.
•SMARInsights designed this Sustainability Image research study in collaboration with the Town of Vail to provide valuable
information in development of the Stewardship Plan.
•This research was done within a framework of the competitive environment that is unique to this destination. The research was
designed to assess the overall image of Vail from the perspective of recent and potential visitors in order to identify key a ttitudes
and perceptions of the destination, including its strengths and weaknesses. Our research in this area focuses on how a
destination is positioned in the context of consumer perceptions vis -à-vis those of key competitors.
•The survey instrument was designed to gather insights into the current image of the destination compared to key competitors,
and how sustainability fits into both the image and appeal of the destination. A variety of image attributes were presented t o better
understand the images and messages that are most productive and what differentiates Vail –especially to those visitors that value
sustainable destinations.
3SMARInsights 67
Methodology
4
•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 68
Sustainability
5SMARInsights 69
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.
6SMARInsights
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
70
Why Sustainability Isn’t Motivating
•The 23% of the consumers who
indicated that the destination’s
commitment to sustainability was
not motivating were asked why.
•The most prevalent reason was that
it wasn’t a priority for a vacation
destination, followed by it not being
important overall, finding other
factors more important, and not
having enough information.
7SMARInsights
4%
5%
7%
9%
9%
11%
I don't want to think about this when I am on
vacation
I don't think there are major differences between
destinations
I don't have enough information on the destination
to make a decision
There are other things more imporant to me for a
vacation destination
Issue isn't important to me
It isn't a priority in choosing a vacation destination
Reasons that Destination's Sustainability Isn't Important
71
Sustainability Motivation by Trip Type
•It is noteworthy that the importance
of sustainability varies based on the
type of trip that consumers are
taking. Among the four trip types
that were explored, it is more
important for those taking trips to a
mountain destination –either winter
or summer.
•It is least important to those
choosing a luxury resort
experience, and it is somewhat less
important to those taking an
outdoor adventure trip.
8SMARInsights
38%
35%
26%
22%
Winter trip
to a
mountain destination
Summer trip
to a
mountain destination
Outdoor
adventure trip
Luxury resort
experience
A destination's commitment to sustainability is very much motivating
72
Sustainability Motivation -Visitors
•While many travelers indicate that a
destination’s efforts in sustainability
are not motivating –that is not the
case among recent visitors to Vail
(2020-22).
•Among this group, 61% indicate that
sustainability is very much motivating,
with another 34% indicating it is
somewhat motivating –and only 5%
responding “not at all.”
•Clearly, this is an issue that is
important to current Vail visitors.
9SMARInsights
61%
29%
34%
47%
5%
24%
Vail visitors Non-visitors
Importance of Sustainability Among Visitors
not
somewhat
very much
73
Sustainability Programs
•Consumers were also asked to
indicate what types of
programs were important to
them when they were
considering a destination based
on sustainability.
•The type of programs they
chose focused on having local
food and beverage, being
walkable/bikeable, recycling
and wildlife protection.
•Recognition as a sustainable
destination was less important,
as were any features related to
electric transportation (buses,
cars or bicycles).
10SMARInsights 24%
29%
31%
31%
32%
32%
33%
36%
38%
41%
42%
47%
48%
50%
52%
53%
58%
59%
E-bike share program
Availability of electric vehicle rentals
Destination has received Sustainable Destination Certification recognized by Global Sustainable
Tourism Council
Destination has been Top 100 Sustainable Destination designation
Opportunity to participate in adopt-a trail programs such as trail cleanup or building opportunities
Electric buses for visitor use
Easy access to electric vehicle charging ports
Destination has a Climate Action Plan
High percentage of destination's power source is renewable energy
Reusable shopping bag program (disposable plastic bag ban)
Ways to reduce carbon footprint through conservation of heating/lighting and other energy uses
Refilling stations for reusable water bottles
Support businesses that participate in local sustainability efforts
Destination has a plan to manage its natural and built environment for future generations
Wildlife protection programs, such as seasonal trail closures
Availability of recycling
Walkable, bikeable destination
Availability of locally sourced food and beverages
Very important when choosing a vacation destination
(among those who say that sustainability is an important consideration)
74
Attitudes when Traveling
•For many communities,
another aspect of sustainability
is how visitors interact with
residents.
•Visitors were asked about their
attitudes when they travel to
better understand how these
attitudes mesh –or don’t mesh
–with attitudes toward
sustainability.
•Most visitors agree that it is
important to be courteous to
residents, and to keep a
destination clean. But many
want to indulge themselves and
some feel that on vacation they
can be loud and have someone
else pick up after them.
11SMARInsights
2.5
3.0
4.1
4.1
4.1
4.2
4.3
4.3
4.5
4.6
When I’m on vacation, I feel like I shouldn't have to pick up after myself
When I'm on vacation, I think late-night noise is fine
I think vacation is the time to try new things and take more risks
When I'm on vacation, I enjoy talking with people who live in the place I'm visiting
When I go on vacation, I like to cut loose and enjoy myself
When I travel, I enjoy experiencing a place the way the locals do
On vacation I like to indulge myself
When I am on vacation, I prefer to support local businesses, restaurants and shops
When I visit a place, I do my part to keep it clean
I think it's important to be courteous to people who live in the places where I
vacation
Attitudes when Traveling (mean rating on a 5-point scale)
75
Traveler Segments
•In exploring how to think about sustainability issues and consumers, two different segmentation solutions can be explored. One focuses on
those travelers who are motivated by sustainability. While 32% indicated that sustainability was very motivating, just 13% r ated sustainability
very important and rated it among the most motivating criteria. These travelers are classified as “sustainable travelers.”
•When attitudes are considered, about 30% of the consumers can be considered “responsible” –they are more concerned with courtesy,
cleanliness and polite behavior. On the other hand, about 26% are “carefree” –on vacation they want to be less concerned and have more fun.
The remainder (43%) are considered “normal.”
12SMARInsights
Others
87%
Sustainable
Travelers
13%
Sustainable Travelers
Responsible
30%
Normal
43%
Carefree
26%
Attitude Segments
76
Traveler Segments -Visitors
•A review of these same classifications among recent Vail visitors uncovers some interesting findings:
—While more than 60% of the recent visitors indicate that a destination’s sustainability efforts are very motivating, 34% rated sustainability very motivating and rated it among
the most motivating criteria. Thus, in terms of those motivated more by sustainability (sustainable travelers) the percentag e is much lower –34%. This is significantly higher
than the 13% in the general traveling population.
—Perhaps more interesting is that recent Vail visitors have attitudes that classify half of them as “carefree” visitors. This suggests that while they are motivated by sustainability
efforts, they may exhibit behaviors that don’t totally support care and courtesy when they are visiting.
13SMARInsights
Sustainable
Travelers
34%
Others
66%
Recent Vail Visitors
Responsible
29%
Normal
20%
Carefree
51%
Recent Vail Visitors
77
Traveler Segments
•One of the most noteworthy findings is that
there is not a strong correlation between
those who are more responsible as travelers
and an interest in sustainability.
•The percentage of consumers who are
motivated by sustainability is similar across
the attitudinal groups. This indicates that for
a destination there are perhaps two different
issues to address –sustainability and
consumer behavior/respect for the
community. In other words, attracting
visitors who are interested in sustainable
programs will not ensure that they are
courteous visitors who respect locals with
courtesy and act responsibly in other ways.
14SMARInsights
15%12%13%
85%88%87%
Responsible Normal Carefree
Attitudes & Sustainability
Other
Sustainable
78
Sustainability Programs -Visitors
•Vail visitors place a much greater importance
on sustainability overall, as well as specific
programs.
•The top programs among visitors are locally
sourced food & beverage, refilling stations, a
destination plan, having a high percentage of
renewable energy and being a walkable and
bikeable destination.
•But features related to electric vehicles (bikes,
rentals, bus & charging stations) are where
some the largest gaps occur between visitors
and the general public.
•Recent visitors also give much more weight to
the recognition programs such as the
sustainable destination certification and being
a Top 100 Sustainable destination.
15SMARInsights
Program Overall Recent
Visitors Difference
Availability of locally sourced food and beverages 59%75%16%
Refilling stations for reusable water bottles 47%72%25%
Destination has a plan to manage its natural and built environment
for future generations 50%72%22%
High percentage of destination's power source is renewable
energy 38%68%30%
Walkable, bikeable destination 58%68%10%
Support businesses that participate in local sustainability efforts 48%67%19%
Availability of recycling 53%67%14%
Easy access to electric vehicle charging ports 33%66%33%
Ways to reduce carbon footprint through conservation of
heating/lighting and other energy uses 42%64%22%
Wildlife protection programs, such as seasonal trail closures 52%64%12%
Availability of electric vehicle rentals 29%62%33%
Destination has a Climate Action Plan 36%61%25%
Reusable shopping bag program (disposable plastic bag ban)41%60%19%
Destination has received Sustainable Destination Certification
recognized by Global Sustainable Tourism Council 31%57%26%
Destination has been Top 100 Sustainable Destination designation 31%57%26%
Electric buses for visitor use 32%57%25%
Opportunity to participate in adopt-a trail programs such as trail
cleanup or building opportunities 32%55%23%
E-bike share program 24%47%23%
79
Sustainability Programs -Carefree
Travelers
•Carefree travelers may want to indulge
themselves on vacation, but they do care
about sustainability –and their reactions to
specific programs are also interesting.
•Overall, among those carefree travelers who
indicate sustainability is important, there are
some programs where they have a much
stronger interest –adopt-a -trail programs,
availability of electric vehicle rentals and
e -bike share programs.
•They seem to be less interested in a
walkable/bikeable destination, the destination
sustainability plan, recycling and supporting
businesses in their sustainability efforts.
16SMARInsights
Program Overall Carefree Difference
Availability of locally sourced food and beverages 59%52%-7%
Availability of recycling 53%49%-4%
Walkable, bikeable destination 58%48%-10%
Refilling stations for reusable water bottles 47%47%0%
Wildlife protection programs, such as seasonal trail closures 52%47%-5%
Destination has a plan to manage its natural and built
environment for future generations 50%46%-4%
High percentage of destination's power source is renewable
energy 38%44%6%
Destination has a Climate Action Plan 36%44%8%
Support businesses that participate in local sustainability efforts 48%43%-5%
Ways to reduce carbon footprint through conservation of
heating/lighting and other energy uses 42%43%1%
Reusable shopping bag program (disposable plastic bag ban)41%43%2%
Opportunity to participate in adopt-a trail programs such as trail
cleanup or building opportunities 32%43%11%
Easy access to electric vehicle charging ports 33%41%8%
Availability of electric vehicle rentals 29%40%11%
Destination has been Top 100 Sustainable Destination
designation 31%39%8%
Electric buses for visitor use 32%39%7%
Destination has received Sustainable Destination Certification
recognized by Global Sustainable Tourism Council 31%36%5%
E-bike share program 24%33%9%
80
Sustainable Traveler Segment
•This is further reinforced by a
review of the attitudinal differences
between sustainable travelers and
others.
•Generally, there are not major
differences –although sustainable
travelers are less likely to agree
with the statement “when I am on
vacation, I feel like I shouldn’t have
to pick up after myself.”
•Otherwise, their attitudes are very
similar to other travelers.
17SMARInsights
2.30
2.98
4.09
4.09
4.15
4.20
4.22
4.33
4.54
4.57
2.57
3.03
4.08
4.15
4.08
4.18
4.26
4.30
4.60
4.54
When I’m on vacation, I feel like I shouldn't have to pick up
after myself.
When I'm on vacation, I think late-night noise is fine.
I think vacation is the time to try new things and take more
risks.
When I go on vacation, I like to cut loose and enjoy myself
When I'm on vacation, I enjoy talking with people who live in
the place I'm visiting.
When I travel, I enjoy experiencing a place the way the locals
do.
On vacation I like to indulge myself
When I am on vacation, I prefer to support local businesses,
restaurants and shops
I think it's important to be courteous to people who live in the
places where I vacation.
When I visit a place, I do my part to keep it clean.
Mean agreement with statements (5 point scale)
Others
Sustainable Travelers
81
Sustainable Traveler Segment
•Past research that SMARInsights has conducted showed that it was a younger audience that became concerned with sustainability
first. But over time, it has become a more widespread concern. Thus, in this study, there are few demographic differences b etween
the sustainable traveler segment and others.
•It should be noted that the sample for this study is all higher income travelers, which results in a more educated population –and that
these results are not necessarily representative of all travelers.
18SMARInsights
30%
40%
30%28%
41%
30%
18-34 35-54 55+
Age
Others Sustainable Travelers
5%
14%
49%
32%
5%
13%
46%
36%
High school or
less
Some
college/technical
school
College graduate Post-graduate
degree
Education
Others Sustainable Travelers
7%
53%
29%
10%7%
58%
27%
9%
$75,000 but less
than $100,000
$100,000 but less
than $150,000
$150,000 but less
than $250,000
$250,000 or more
Income
Others Sustainable Travelers
82
Sustainable Traveler Segment
•Priorities among sustainable
travelers are similar to other
travelers –although there is a
stronger interest in the
destination having a plan to
manage its natural and built
environment.
•This will be an important
message for Vail to
communicate to this audience.
•Since the priorities are different
among recent visitors, Vail will
need to balance the messaging
based on communicating with
both past visitors and potential
visitors –or targeting
messaging for visitors in-
market.
19SMARInsights 19%
20%
23%
28%
28%
32%
33%
39%
40%
42%
47%
47%
54%
56%
58%
59%
60%
62%
E-bike share program
Availability of electric vehicle rentals
Easy access to electric vehicle charging ports
Opportunity to participate in adopt-a trail programs such as trail cleanup or building opportunities
Destination has received Sustainable Destination Certification recognized by Global Sustainable
Tourism Council
Destination has been Top 100 Sustainable Destination designation
Electric buses for visitor use
High percentage of destination's power source is renewable energy
Destination has a Climate Action Plan
Reusable shopping bag program (disposable plastic bag ban)
Refilling stations for reusable water bottles
Ways to reduce carbon footprint through conservation of heating/lighting and other energy uses
Wildlife protection programs, such as seasonal trail closures
Availability of recycling
Walkable, bikeable destination
Support businesses that participate in local sustainability efforts
Availability of locally sourced food and beverages
Destination has a plan to manage its natural and built environment for future generations
Very important when choosing a vacation destination
(among Sustainable Traveler segment)
83
Sustainability Insights
•There are many issues that motivate consumers to choose a destination, and a destination’s sustainability practices are not as strong as key product attributes. While more than 75% of consumers indicate that this has some motivational value, only 13% find it a strong motiv ator and a differentiating factor in destination selection.
•Understanding what sustainability means to consumers is also challenging. The features and programs that consumers indicated were most important were fairly general –having locally sourced food and beverage and being walkable. Other important programs related to recycling and wildlife protection programs. Features around sustainable transportation were not rated as important to consumers –and while they want a destination to have a plan, the recognition from various groups was also not rated as very important.
•Even among those who are “sustainable” tourists, the focus is not on designations or more specific sustainability programs, b ut linked to having a plan, being walkable and having recycling.
•There is also not a strong relationship between concern for environmental sustainability and how a visitor respects and prote cts residents and the community as a whole. A sustainable tourist can also be a carefree tourist and can act in ways that are not respectful of residents. At the sam e time, these “carefree” visitors are interested in specific sustainability programs.
•Sustainability is more important to those taking a mountain trip (both summer and winter) and less important to those taking an outdoor adventure or luxury resort trip.
•Most importantly, sustainability is much more important to recent Vail visitors. Just over 60% of recent visitors indicate t hat sustainability is very important, and 34% are sustainable travelers (sustainability is more important than other factors). At the same time, recent visitors are more likely to be “carefree” travelers, so their attitudes in terms of destination stewardship are not as strong.
•Recent visitors are interested in different types of sustainability efforts, including programs around electric transportatio n options. They also give more weight to designations and programs that recognize the destinations’ sustainability efforts.
•This suggests that messaging around sustainability will differ when aimed at past/current visitors versus efforts to attract new audiences and additional visitors.
20SMARInsights 84
Competitive Context
21SMARInsights 85
Competitive Image
•Consumers rated the various destinations
under consideration in terms of overall
appeal. One of the biggest challenges for
Vail is competition.
•The results show that there is not much
variation –Hawaii is slightly higher than
the other destinations, but the narrow
range of ratings indicates that there is a
great deal of parity.
•Even when ratings for Vail are considered
by trip type, there is not much variation.
Vail gets a stronger rating as a place for a
winter mountain trip versus a luxury
resort trip –but the ratings are fairly
similar across the various options.
•In exploring this situation, it will be
important to identify ways for Vail to
differentiate from the competition.
22SMARInsights
3.7 3.6 3.5 3.5 3.5 3.5 3.4 3.4 3.4 3.4 3.3 3.3 3.3
Hawaii Park
City
Lake
Tahoe
Jackson
Hole
Whistler Telluride Vail Aspen Breckenridge St. George/
Zion National
Park
Costa
Rica
Jackson Hole/
Yellowstone
Yosemite
Overall Destination Rating (mean rating on a 4-point scale)
3.6 3.5 3.4 3.3
Winter Mountain Outdoor adventure Summer Mountain Luxury Resort
Ratings of Vail by Trip Type
86
Top-of-Mind Summer Mountain Vacation
Destinations in North America
•Consumers were
asked to name
destinations that
come to mind for
each type of trip –
and again the results
provide insights into
the competitive
challenge that Vail is
facing.
•For summer
mountain vacations,
Colorado is by far the
strongest association,
which is positive for
Vail, but specific top-
of-mind mentions are
infrequent.
23SMARInsights 87
Top-of-Mind Winter Mountain Vacation
Destinations in North America
•Vail’s strength is
clearly as a winter
mountain vacation
option.
•Colorado and Alaska
have the strongest
top-of-mind
association, but many
consumers think of
Vail.
•It is still a crowded
competitive situation
with other
destinations such as
Aspen, Lake Tahoe,
and Banff getting a
high number of
mentions.
24SMARInsights 88
Competitive Position –Mountain Trips
•Another way to consider the competitive situation is likelihood to visit. Again, this varies significantly by trip type –and Vail
does well as a place for winter mountain trip. In this category it has the third highest likelihood after Tahoe and Aspen.
•For summer mountain trips, the situation is more challenging –with Vail in the middle. Tahoe is again the leader, followed by
Jackson Hole, Aspen and Park City.
25SMARInsights
52%
48%
42%42%42%40%37%35%
Tahoe Aspen Vail Breckenridge Jackson Hole Park City Telluride Whistler
Likelihood to Visit for Winter Mountain Trip
39%
32%
29%27%27%25%23%22%
Tahoe Jackson Hole Aspen Park City Vail Breckenridge Whistler Telluride
Likelihood to Visit for Summer Mountain Trip
89
Top-of-Mind Winter Outdoor Adventure
Destinations in North America
•Again, for winter
outdoor adventure
trips, Vail has fairly
high top-of-mind
consideration.
•Colorado dominates
this category, and
other competitors
such Aspen, Tahoe
(Lake Tahoe) and
Yellowstone are also
top-of-mind.
26SMARInsights 90
Top-of-Mind Summer Outdoor Adventure
Destinations in North America
•When thinking about
summer outdoor
adventure trips,
consumers focus first
on Florida –which
suggests that their idea
of an adventure trip is
fairly broad.
•In this category, Vail is
not top-of-mind and
was not mentioned,
although Colorado is
popular.
27SMARInsights 91
Competitive Position –Outdoor Adventure
•When likelihood to visit Vail and the
competitors is reviewed for outdoor
adventure trips, the top-of-mind findings
are reinforced.
•Vail is near the bottom of the competitive
set, and only 17% indicate likelihood to
visit for this trip type.
•Hawaii is the highest at 48% –and the
survey did not include Florida, which is
clearly a destination that interests
consumers.
•National parks also seem to be popular in
this category, with Yosemite and
Yellowstone being quite popular.
28SMARInsights
48%
42%
37%
34%
28%27%
22%
17%16%
13%
Hawaii Yosemite Yellowstone Tahoe Costa Rica Zion Aspen Vail Breckenridge Whistler
Likelihood to Visit for Outdoor Adventure Trip
92
Top-of-Mind Luxury Resort Experience
Destinations in North America
•While Hawaii is the
dominant destination for a
luxury resort experience,
Vail has a strong top-of-
mind position with
consumers.
•This is an area where
Vail’s top-of-mind
mentions are stronger
than for other trip types.
•Aspen also gets a lot of
mentions, with Tahoe also
mentioned
29SMARInsights 93
Competitive Position –Luxury Resort
•Interestingly, while Vail is a top-of-mind
luxury destination for consumers, when
the specific competitive set is considered
in terms of likelihood the position is not
as strong.
•Hawaii and Costa Rica are the places
consumers indicate they are most likely
to visit, followed by Tahoe and then
Aspen.
•Likelihood to visit Vail is lower than might
be expected given the top-of-mind
findings.
30SMARInsights
54%
27%26%
18%
14%
12%11%
Hawaii Costa Rica Tahoe Aspen Vail Whistler Breckenridge
Likelihood to Visit for Luxury Resort Trip
94
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.
31SMARInsights 95
Comprehensive Image Evaluation
32SMARInsights 96
Vail –Overall Image
•To further understand the competitive situation and what
consumers believe about Vail, a more detailed image assessment
was developed.
•Consumers rated Vail and the competitors in a number of areas,
using a 5-point scale. With this scale, a rating of 4.0 or higher is
strong, with ratings of 3.75-4.0 being good.
•The positive finding is that Vail’s rating are all in this range –except
for “is a good value for the money.”
•The strongest ratings are for outdoor winter activities, scenery,
luxurious resorts, being upscale and offering lots of outdoor
activities.
•But, as shown with the competitive indices, other destinations
have a lot to offer also.
•Generally, the indices indicate that there is a great deal of parity in
terms of image. The areas of comparative strength for Vail include
outdoor winter activities, luxurious resorts and being an upscale
destination.
33SMARInsights
Mean rating on a 5-point scale Vail Index to
Competition
Offers outdoor winter activities like skiing, snowboarding, snowshoeing, etc.4.52 109
Has amazing scenery 4.45 100
Has luxurious resorts 4.37 103
Is an upscale destination 4.34 104
Offers lots of outdoor activities like hiking, biking, etc.4.32 100
Has quality food and wine/dining experiences 4.27 102
Is fun 4.25 100
Is safe 4.24 102
Has unique local restaurants/food 4.12 100
Has high quality attractions 4.11 100
Is a place with lots to see and do 4.09 98
Offers outdoor adventure activities like ziplining, kayaking etc.4.06 98
Is a welcoming and friendly place 4.05 98
Has appealing events 4.02 99
Is a good place for families 4.00 98
Is doing a good job protecting its natural resources 3.99 98
Is welcoming to all people 3.96 98
Has small-town charm 3.91 101
Is a unique vacation experience you can’t get at other places 3.88 97
Is an inclusive place 3.84 97
Has a unique history 3.81 95
Has a variety of hotels/price points 3.77 96
Has interesting cultural experiences 3.76 95
Is a good value for the money 3.46 94 97
Vail Image –Recent Visitors
•Recent Vail visitors give the destination higher
ratings across the board.
•The largest differences are for value, cultural
experiences, being unique, inclusive and good for
families.
•Recent visitors are also more positive about the
job that Vail is doing to protect its natural
resources.
•Yet, even though the ratings are more positive,
Vail still receives only average ratings compared
to the ratings for the competition. Most of the
indices are around 100 –average with the
competition.
•Even among visitors, it is a challenging
competitive environment.
34
Mean rating on a 5-point scale Non-visitors Recent visitors Difference Index to
Competition
Is a good value for the money 3.30 4.20 0.90 100
Has interesting cultural experiences 3.64 4.30 0.66 99
Is a unique vacation experience you can’t get at other places 3.77 4.40 0.63 100
Has a unique history 3.70 4.32 0.62 99
Is a good place for families 3.90 4.48 0.58 100
Is an inclusive place 3.73 4.31 0.58 98
Has small-town charm 3.81 4.38 0.57 100
Has a variety of hotels/price points 3.67 4.23 0.56 99
Is a welcoming and friendly place 3.96 4.48 0.52 100
Is welcoming to all people 3.87 4.37 0.50 101
Has appealing events 3.93 4.43 0.50 99
Has unique local restaurants/food 4.04 4.48 0.44 100
Is a place with lots to see and do 4.01 4.44 0.43 100
Is doing a good job protecting its natural resources 3.91 4.34 0.43 99
Is safe 4.16 4.56 0.40 101
Has high quality attractions 4.04 4.43 0.39 100
Offers outdoor adventure activities like ziplining, kayaking etc.4.00 4.36 0.36 99
Is fun 4.19 4.53 0.34 100
Has quality food and wine/dining experiences 4.21 4.52 0.31 100
Has luxurious resorts 4.33 4.55 0.22 101
Offers lots of outdoor activities like hiking, biking, etc.4.28 4.50 0.22 100
Is an upscale destination 4.30 4.51 0.21 101
Offers outdoor winter activities like skiing, snowboarding,
snowshoeing, etc.4.50 4.64 0.14 103
Has amazing scenery 4.45 4.48 0.03 99SMARInsights 98
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.
35SMARInsights
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%)
99
Sustainable Traveler Segment
•It is also noteworthy that Vail rates
lower on sustainable image among the
sustainable traveler segment.
•This group is also more likely to think
that Vail is upscale and less likely to
think that it is charming and
welcoming.
36SMARInsights
Vail Mean Ratings (5-point scale)Others Sustainable
Travelers Difference
Has amazing scenery 4.44 4.55 0.11
Is an upscale destination 4.33 4.43 0.10
Is a unique vacation experience you can’t get at other places 3.87 3.97 0.10
Has a unique history 3.80 3.89 0.09
Offers lots of outdoor activities like hiking, biking, etc.4.31 4.38 0.08
Offers outdoor adventure activities like ziplining, kayaking etc.4.06 4.11 0.05
Has quality food and wine/dining experiences 4.26 4.29 0.03
Is welcoming to all people 3.96 3.98 0.02
Is a place with lots to see and do 4.09 4.11 0.02
Is a good place for families 4.00 4.00 0.00
Is safe 4.24 4.23 -0.01
Is a good value for the money 3.46 3.43 -0.03
Is doing a good job protecting its natural resources 3.99 3.95 -0.04
Has high quality attractions 4.11 4.08 -0.04
Has unique local restaurants/food 4.12 4.08 -0.05
Has appealing events 4.02 3.97 -0.05
Offers outdoor winter activities like skiing, snowboarding, snowshoeing, etc.4.53 4.46 -0.07
Is fun 4.26 4.18 -0.08
Has a variety of hotels/price points 3.78 3.69 -0.09
Has luxurious resorts 4.38 4.28 -0.10
Has interesting cultural experiences 3.78 3.66 -0.11
Is an inclusive place 3.85 3.72 -0.13
Is a welcoming and friendly place 4.07 3.92 -0.15
Has small-town charm 3.94 3.66 -0.28
100
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.
37SMARInsights
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
101
Competitive Landscape
•The review shows that Vail has a strong image –but so do many competitors. The next step is to determine
what image to pursue, and how to create meaningful differentiation.
•But looking at all these attribute ratings across all the competitive destinations can be quite confusing. And
in reality, consumers don’t generally take the time to make this type of in-depth, detailed assessment about a
destination.
•Rather, they have a mental picture of a place that includes their perceptions about product, personality and
competitors.
•To better assess the overall image, perceptual mapping provides insights into consumers and their thought
process. The process shows the relationship among the various attributes, as well as the relationship
among the destinations.
•The map is created by using discriminant analysis, which considers the ratings for all the destinations and
highlights the position of each destination and key drivers of perceptions. The process means that ratings of
destinations can both “pull” destinations to a specific location on the map and also “push” destinations away
from ratings.
•It is useful for understanding how to differentiate and how to better position Vail within the competitive
context.
38SMARInsights 102
lots to see and do
amazing scenery
fun
upscale
outdoor activities unique
friendly
outdoor adventurequality attractions
value
food and wine
families
inclusive
hotel variety
luxurious resorts
protects natural resources
small-town charm
appealing events
safe
outdoor winter activities
welcoming to all
unique food
culture
history
Perceptual Map
39
Attributes at the top of the map relate to an upscale
and luxurious destination
Attributes at the bottom relate to a value, family
friendly destination –that protects natural resources
Attributes on the left
of the map relate to a
destination with
culture and history
Attributes on the right of
the map relate to a
destination with small town
friendliness and charm
SMARInsights 103
Perceptual Map
•In overview, the map classifies the destinations
from luxury to value and from unique culture to
charm.
•Vail is positioned in the quadrant defined by
charm and luxury –along with Aspen.
•Several competitors –Lake Tahoe, Park City,
Whistler, Telluride and Jackson Hole –fall into
the quadrant defined by charm and value.
•Hawaii is the one destination in the quadrant
defined by Luxury and unique culture.
•The national parks (Zion and Yellowstone) are in
the quadrant for value and unique culture.
Protecting natural resources also defines this
space. It is noteworthy that protecting natural
resources is much more associated with a value
destination and not with a luxury destination.
40SMARInsights
lots to see and do
amazing scenery
fun
upscale
outdoor activitiesunique
friendly
outdoor adventurequality attractions
value
food and wine
families
inclusive
hotel variety
luxurious resorts
protects natural resources
small-town charm
appealing events
safe
outdoor winter activities
welcoming to all
unique food
culture
history
Vail
Breckenridge
Aspen
Lake Tahoe
Whistler
Jackson Hole/Yellowstone
St. George/Zion
Hawaii
Costa Rica
Jackson Hole
Park City
Telluride
Luxury
Value
CharmUnique Culture
104
Perceptual Map
•The mapping process also allows a review of
how different groups of consumers view the
destination.
•For Vail, those who are likely to visit give ratings
that position the destination more toward the
middle of the map, and lower in the right
quadrant –while those who are unlikely to visit
place it in the far upper right corner. Recent
visitors also position Vail lower on the map, and
a bit closer to the middle.
•Comparing the ratings between the likely and
unlikely highlights some of the areas where a
higher rating would drive stronger interest.
These include:
—Is a good value for the money
—Is an inclusive place
—Is welcoming to all people
—Has a variety of hotels/price points
—Has interesting cultural experiences
—Is a good place for families
41SMARInsights
lots to see and do
amazing scenery
fun
upscale
outdoor activitiesunique
friendly
outdoor adventurequality attractions
value
food and wine
families
inclusive
hotel variety
luxurious resorts
protects natural resources
small-town charm
appealing events
safe
outdoor winter activities
welcoming to all
unique food
culture
history
Vail
Breckenridge
Aspen
Lake Tahoe
Whistler
Jackson Hole/Yellowstone
St. George/Zion
Hawaii
Costa Rica
Jackson Hole
Park City
Telluride
Unlikely to visit
Likely to visit
Luxury
Value
CharmUnique Culture Recent Visitors
105
Motivating Visitation
42SMARInsights
•The positioning exercise highlights the current image and identified differences in the image between those who are likely
to visit and those who are not.
•Another analytical process involves identifying those image attributes that are most closely correlated to an increase in
likelihood to visit. This exercise identified some of the same attributes:
—Is a good value for the money
—Is welcoming to all people
—Is an inclusive place
—Has interesting cultural experiences
—Has a variety of hotels/price points
—Is a unique vacation experience you can’t get at other places
•The focus on protecting its natural resources is correlated to increased interest in visiting, but not as strongly as these o ther attributes.
•For Vail, the challenge is that some of the messaging that is linked to higher likelihood to visit will dilute its current im age and provide less
differentiation compared to much of the competition. The upscale image is differentiating and moving away from that image is not
necessarily the right option.
106
Motivating Visitation
43SMARInsights
•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.
107
Competitive Image -Insights
•Vail has a strong image as an upscale resort destination with amazing scenery and lots of outdoor activities. While
its image is strong, the competitive destinations also have strong images –making it challenging to create
differentiation.
•Currently Vail is not given a great deal of credit for its sustainability efforts, and this is not a point of differentiation.
•Considering the competitive landscape, consumers differentiate between luxury vs. value and charm vs. unique
culture:
—Vail and Aspen are in the luxury/charm quadrant
—Hawaii is in the luxury/unique culture quadrant
—National parks & Costa Rica are in the value/unique culture quadrant
—Breckenridge, Whistler, Park City, Telluride, Lake Tahoe and Jackson Hole are all in the value/charm quadrant
•Sustainability (protecting natural resources) is less associated with luxury destinations, and more associated with
value.
•Recent visitors to Vail and those who are likely to visit characterize Vail as more of a balance between luxury and
value. This suggests that reinforcing those perceptions will improve the image and increase interest in visiting.
44SMARInsights 108
Competitive Image -Insights
To attract more sustainable travelers, the focus should be on these key messages:
•Vail…
—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.
•This represents a strong strategy, because 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. This positioning capitalizes
on the current strengths, while creating more interest in future visitation.
45SMARInsights 109
Appendix: Trip Types
46SMARInsights 110
Trip Type Overview
•Outdoor adventure travelers are younger, less affluent, and less
educated.
•Summer mountain travelers are less affluent and less educated.
•Luxury resort travelers are older, more affluent, and more educated.
•Winter mountain travelers are younger and more educated and a mix
of income.
47SMARInsights
36%
27%28%
21%
Outdoor adventure trip Summer trip to a
mountain destination
Luxury resort
experience
Winter trip to a
mountain destination
Take Trip Type Every Year
Age
Take outdoor
adventure
trip every
year
Take summer
trip to a
mountain
destination
every year
Take luxury
resort
experience
trip every
year
Take winter
trip to a
mountain
destination
every year
18-34 36%35%28%36%
35-54 45%47%51%47%
55+19%18%21%17%
Income
$75,000 but less than $100,000 7%6%5%9%
$100,000 but less than $150,000 55%56%48%50%
$150,000 but less than $250,000 26%25%28%24%
$250,000 or more 13%12%18%17%
Education
High school or less 4%3%2%2%
Some college/technical school 14%13%11%7%
College graduate 48%48%49%52%
Post-graduate degree 35%36%38%38%
Below average across groups
Average across groups
Above average across groups
111
Outdoor Adventure Trip
Motivators
•Beautiful scenery, inclusivity, national
parks, adventure, and hiking are what
motivate outdoor adventure trips and
differentiate this type of trip from the
other trip types evaluated (summer
mountain, luxury resort, and winter
mountain).
•The destination’s commitment to
sustainability is not as important
overall, and less important than for
other types of trips.
48SMARInsights
Outdoor adventure trip
Trip Characteristic
is Very Much
Motivating
Index
Across
Trip Types
Beautiful scenery 83%102
Destination that is welcoming to everyone 71%103
National parks and other outdoor options 63%110
A lot of culture and history 53%97
Amazing food and wine options 53%86
Attractions for kids and the family 44%98
Outdoor adventure opportunities like biking, ziplining etc.41%109
Hiking 41%104
Intimate inns and romantic experiences 34%92
Availability of package travel options 34%84
Romantic settings 32%81
Shopping 30%74
Health/wellness and rejuvenation 29%80
A destination’s commitment to sustainability 26%87
World-class resorts 23%57
Fun nightlife 22%72
Availability of cannabis 9%59
Below average in column
Average in column
Above average in column
112
Summer Mountain Trip
Motivators
•Scenery and national parks top the list
for summer mountain trips –along with
being welcoming to everyone.
•Features that are more important for
this type of trip include hiking,
attractions for family and kids, outdoor
adventure opportunities and the
availability of cannabis.
•This group also indicates that the
destination’s commitment to
sustainability is more important for this
trip type.
49SMARInsights
Summer trip to a mountain destination
Trip Characteristic
is Very Much
Motivating
Index
Across
Trip Types
Beautiful scenery 85%105
Destination that is welcoming to everyone 65%95
National parks and other outdoor options 65%114
A lot of culture and history 59%108
Amazing food and wine options 59%95
Hiking 47%121
Attractions for kids and the family 46%105
Romantic settings 40%100
Outdoor adventure opportunities like biking, ziplining etc.40%106
Shopping 39%98
Availability of package travel options 39%98
Health/wellness and rejuvenation 38%104
Intimate inns and romantic experiences 35%95
A destination’s commitment to sustainability 35%115
World-class resorts 35%86
Fun nightlife 30%100
Availability of cannabis 16%107
Below average in column
Average in column
Above average in column
113
Luxury Resort Experience
Motivators
•While beautiful scenery is important for
this type of trip –it is less important
than for other types.
•The factors that motivate this group are
amazing food and wine, world-class
resorts, package travel options,
shopping and romantic settings.
•There is significantly less interest in the
destinations’ commitment to
sustainability among this audience.
50SMARInsights
Luxury resort experience
Trip Characteristic
is Very Much
Motivating
Index
Across
Trip Types
Beautiful scenery 79%98
Destination that is welcoming to everyone 70%102
Amazing food and wine options 69%110
World-class resorts 55%137
A lot of culture and history 49%89
Availability of package travel options 44%109
Shopping 43%108
Romantic settings 42%107
Intimate inns and romantic experiences 38%103
Attractions for kids and the family 36%82
National parks and other outdoor options 35%62
Health/wellness and rejuvenation 33%90
Fun nightlife 29%96
A destination’s commitment to sustainability 22%73
Outdoor adventure opportunities like biking, ziplining etc.21%55
Hiking 20%51
Availability of cannabis 10%69
Below average in column
Average in column
Above average in column
114
Winter Mountain Trip
Motivators
•For those taking winter mountain trips,
scenery and being welcome are
important –but less so than for other
trip types.
•Everything else is more important –
indicating that people taking this type
of trip want it all.
•Some of the features that are
significantly more important to this
audience are outdoor adventure, world-
class resorts, health/wellness, nightlife
and the availability of cannabis.
•This is the segment that puts the
strongest priority on a destination’s
commitment to sustainability (among
the four trip types).
51SMARInsights
Winter trip to a mountain destination
Trip Characteristic
is Very Much
Motivating
Index
Across
Trip Types
Beautiful scenery 78%95
Destination that is welcoming to everyone 68%99
Amazing food and wine options 68%109
National parks and other outdoor options 64%113
A lot of culture and history 58%106
Attractions for kids and the family 51%115
Outdoor adventure opportunities like biking, ziplining etc.49%130
Hiking 49%124
World-class resorts 48%120
Shopping 48%119
Health/wellness and rejuvenation 46%126
Romantic settings 44%112
Availability of package travel options 44%109
Intimate inns and romantic experiences 41%110
Fun nightlife 40%132
A destination’s commitment to sustainability 38%124
Availability of cannabis 24%166
Below average in column
Average in column
Above average in column
115
Appendix: Questionnaire
52SMARInsights 116
Questionnaire
53SMARInsights 117
Questionnaire
54SMARInsights 118
Questionnaire
55SMARInsights 119
AGENDA ITEM NO. 1.3
Item Cover Page
DATE:December 6, 2022
TIME:45 min.
SUBMITTED BY:Greg Hall, Public Works
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Residences at Main Vail Operations Policy
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Kathleen Halloran, Deputy Town Manager, George Ruther, Housing
Director and Greg Hall, Public Works and Transportation Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
RMV Policy memo.pdf
120
TO: Vail Town Council
FROM: Residences at Main Vail (RMV) Operating Committee
DATE: December 6, 2022
SUBJECT: Residences at Main Vail Operations
I. SUMMARY
The purpose of this memorandum is to present various policy questions that will impact the
operations for the upcoming Residences at Main Vail development. There are three areas of
focus for this discussion: property management, buying down a number of units for TOV
employees, deed restriction terms, rental rates, parking and pet policies, branding/marketing
and occupancy incentives.
II. BACKGROUND
The Town of Vail is constructing a 100% deed-restricted, for-rent, residential development on
Lot 3, Middle Creek Subdivision with occupancy by August 1, 2023. The Town’s sole objective
of the 72-unit Residences of Main Vail Project is to advance, in part, the Town’s adopted
housing goal of acquiring 1,000 additional deed restrictions by the year 2027.
Below is a series of policy questions and operational recommendations by the operating
committee for Town Council’s consideration that will help to shape the financial pro-forma for
the property and housing policies.
II. DISCUSSION
Property Management
The town will hire a property management company to oversee all areas of operations,
including leasing and collections activity, annual budgeting and financial reports,
maintenance and cleaning, snow removal, etc. for Residences at Main Vail. The term of
this0 property management agreement would be for a period of five years with an
automatic annual renewal. Early in the process, Triumph Development was identified as
the property management provider in the Pre-Development Agreement. However, that
term was not included in the final Development Agreement. The operating committee
recommends conducting an RFP for the services, understanding that Triumph would
have an advantage in bidding given an understanding of the building construction.
With new units available for rent beginning August 1, 2023, a leasing agent should be in
place 6 months prior, or by March 1st. Staff recommends proceeding with a Request for
Proposals by early January to afford enough time for contract negotiations and council
approval. Does Town Council agree with the RFP process suggested?
121
Town of Vail Page 2
Allocation of Units for Town of Vail Employees
Town Council has supported the accumulation of more units through purchase and
master leasing to provide rental opportunities for Town of Vail employees. The town
currently owns approximately 85 rental units and master leases a 3-bedroom unit in Vail.
There are numerous benefits to having our employees live in Vail, both to the organization
and to the community overall. Staff proposes “buying-down” approximately 10% of the
property, or 7 – 10 units at Residences at Main Vail for Town of Vail employees. The
“buy-down” would be funded by the Capital Projects Fund.
Deed Restriction Terms
The Town of Vail will be placing deed restrictions on 100% on this rental property. The
operating committee recommends the following deed restriction terms:
• Tiered leasing preferences to include a top tier for employees working in the Town of
Vail, followed by employers with business licenses in the Town of Vail, with a third tier of
essential service positions such as healthcare, emergency services, first responders,
teachers, utility providers, etc. and a fourth tier for persons working within Eagle County
but outside the Town of Vail.
• All residents will be required to comply with the 30 hour per week employment obligation
at an employer physically located in Eagle County and 75% of gross income earned
within the county.
Operating Policies
The below operating policies represent the current direction taken by the RMV Operating
Committee:
Parking: The Residences at Main Vail will have a total of 82 parking spaces including
ADA and electric-charging locations. The parking is also tandem, which will require
coordination from residents and/or roommates. With 72 units, the town anticipates
approximately 144 residents. That equates to .57 parking spaces per resident, an
intentional design element based on proximity to transportation and to the village core
areas. With limited parking availability, the operating committee is recommending a
parking fee be charged to residents wanting a parking space. The fee amount will be
determined based on current market prices in the local rental arena.
Storage: Each unit comes with a designated locked storage area outside. The
committee does not recommend additional charge for storage.
Pets: The operating committee recommends allowing for pets, with an additional fee and
security deposit. The fee amount will be determined based on current market prices in
the local rental arena.
Utilities: Included in the operational analysis is the assumption that water/sewer/trash
are included within the rent but electricity has been separately metered for each unit so
that would be paid by the tenants directly.
122
Town of Vail Page 3
Rental Rates:
Rental rates vary throughout Vail and outlying areas, but below is a sampling of similar product
types for comparison purposes.
Timber Ridge LionsRidge Piedmont
Middle Creek
(low income)
Kayak
Crossing
6 West
Studio $2,097 $1,140
1bd / 1ba $1,736 $2,904 $1,222 $1,875
2bd / 1ba $1,649 $3,084 $1,465 $2,500
2bd / 2ba $2,350 $3084 $1,465 $1,800 $2,500
3bd / 2ba $4011 $3,200 $2,100 $3,300
The rental rates recommended by the committee will generate enough revenue to effectively
operate the property and in later years, produce additional funds for future housing initiatives
and programs. By ensuring that all future development of below-market rate properties are
revenue-generating, Vail can build a growing pot of resources, not only to maintain and improve
existing inventory but to build more homes and buy more deed restrictions. For example, the
Town of Vail's Timber Ridge Apartments, while offering some of the lowest rents in Eagle
County, presently spins off an average of $250K in net revenue annually. The Residences at
Main Vail should show positive cash flow soon after opening in fall 2023. The operating
committee has recommended starting rents at a range that lands in-between top-end market
and lower-end market for similar products.
The following starting rents for August, 2023 are below:
Residences at Main Vail
unit type
Proposed Rental Range
1bd / 1ba $1,750 - $2,000
2bd / 1ba $2,100 - $2,200
2bd / 2ba $2,250 - $2,400
These rents are considered “affordable” based on a baseline of 33% of gross wages for
housing expenses for the sample list of professions below:
Annual
income
needed
Examples of Professions
1bd/1ba @
$1,750/mo
$63,000 Single-income:
-Code Enforcement Officer
-Dispatcher
-Heavy Equipment Operator II
-Nurse
Dual income:
-Parking attendant + Maintenance worker
-Teacher + Library associate
123
Town of Vail Page 4
- 2 Vail Lift operators
2bd/1ba @
$2,100/mo
$75,600 Single-income:
-Journey Electrician, Mechanic, Welder
-Construction or Building Inspector
-Maintenance Supervisor
-HR Professional
-Planner I
-Firefighter
Dual income:
-Accounting technician + Heavy Equip Op I
-Bus Driver + Welcome Center Assistant
-Parking attendant + Maintenance worker
2bd/2ba @
$2,250/mo
$81,000 Single-income:
-Office Manager
-Engineer 1
-Police Officer
Dual income:
- Accounting technician + Heavy Equip Op I
-Irrigation technician + Bus Driver
-Admin technician + Landscape Lead
- 3 Vail Lift operators / ski instructors
Below is some additional background information that was used in considering
appropriate rental rates for Residences at Main Vail:
• Construction of the Residences at Main Vail project is currently budgeted at $30.6
million and funded mainly by a $25M debt obligation over 30 years at an interest
rate of 2.7%. The annual debt service payments are covered by rental income
once the project is operational.
• Capital Projects Fund reserves will be used to provide $5.0 million in financing of
construction costs beyond the $25.0 million in bond proceeds. Capital Project
Fund reserves will also finance another $2.7 million for initial debt service
payments and operations before the project is earning rental income. Staff has
assumed an interest-free repayment of the $7.7M covered by the Capital
Projects Fund.
• As an independent “enterprise fund” for the Town of Vail, the Residences at Main
Vail should be self-funded with net income each year to build a reasonable fund
balance.
• If excess reserves accumulate beyond capital plan needs, those funds can be
used for other housing programs and initiatives.
124
Town of Vail Page 5
Other Policies
• Occupancy Incentives
While occupancy impacts “wear and tear” on rental units, the operating committee is
researching ways to incentivize maximizing occupancy in the Residences at Main Vail
units.
Does Town Council support leases that include occupancy incentives?
• Property Signage and Branding
As a Town of Vail owned property, the operating committee recommends a monument
sign that includes “Residences at Main Vail” in larger font, then “by Town of Vail” or “Vail
Home Partners” in smaller font. The same logo would be included in the branding for
leasing materials, marketing and internal signage.
Does Town Council support acknowledging “Town of Vail” in signage and
marketing materials?
II. ACTION REQUESTED OF COUNCIL
Please provide direction for staff on the above items as we move closer to the opening of the
Residences at Main Vail.
125
AGENDA ITEM NO. 2.1
Item Cover Page
DATE:December 6, 2022
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:Community Lottery Information
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
FLYER_Vail Heights 10 11252022 (3).pdf
126
ABOUT THE HOME
2059 Chamonix Lane Unit 10
1-bedroom, 1-bath, 552+/-square-foot condominium.
A beautiful Vail home especially for local residents is available
and back on the market! Not only does this West Vail residence
offer a prime location, this home offers comfort inside and a fun
outdoor space. This 1-bedroom home is being sold
unfurnished.
Vaulted ceilings, quality kitchen appliances, wood burning
fireplace and comfortable breakfast bar for three are all loved
features of this home.
The condo is conveniently located on the bus line, with easy
access to Vail Mountain and walking distance to grocery
stores, shops, and restaurants. Within the shared owner space
in the building, includes a code entry, in-washer/dryer,
homeowner storage closet and space to store your bikes or
toys. One assigned parking space. The deed-restricted home
is being offered for sale at $419,000
HOA Dues –Monthly dues are currently $300, which covers
water and sewer, trash collection, building insurance, snow
removal and heat.
OPEN HOUSES
4 –6 p.m. on Monday, Dec. 5
11 a.m. –1 p.m. on Tuesday, Dec. 6
THE LOTTERY
A home buyer selection lottery is planned
for 9 a.m. on Friday, Dec. 23. Hybrid in-
person and on Zoom.
HOMEBUYER CLASS
REQUIRED
See current listings page for this and
other requirements needed prior to
submitting your application.
To see if you qualify, visit
vailgov.com/currentlistings
Applications due before
9 a.m., Monday, December 19
VAIL HEIGHTS
CONDO
AVAILABLE
OFFERED AT
$419,000
Please contact us with questions
George Ruther | Housing Director
970.376.2675 housing@vailgov.com 127
AGENDA ITEM NO. 2.2
Item Cover Page
DATE:December 6, 2022
SUBMITTED BY:Beth Markham, Environmental Sustainability
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:E-Bike Share Info Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
E-Bike Share Info Update Memo 120622.pdf
128
To: Vail Town Council
From: Environmental Sustainability Department
Date: December 6, 2022
Subject: Shift Bike – E-Bike Share Information Update
I. Purpose
This memorandum and information update provides additional information requested by the Vail
Town Council on the Shift Bike regional electric bike share program following the end of season
update during the November 15, 2022 meeting.
II. Shift Bike Data
The first year of the Shift Bike program was well used and exceeded expectations from the
partner communities and contracted vendor, Drop Mobility. Between June 7 and October 31,
there were a total of 7,393 trips taken on Shift Bikes distancing 21,735.4 miles. This has
reduced 8.68 metric tons of greenhouse gas emissions. This is the equivalent of reducing
nearly 1,000 gallons of gasoline.
The average distance of rides was 2.94 miles and average duration of rides was 30.1
minutes. This indicates the system was used how it was intended, which is for shorter
commuting trips to get around in and between the partner communities. Additional data can be
found in Appendix A.
III. Bike Share Comparison in Mountain Communities
Council requested staff provide cost per ride comparisons with other communities that offer
bike share programs. After reaching out to several e-bike share operations, the feedback
received was cost per ride is not an appropriate metric to utilize when evaluating program
success given that the overall cost includes everything from the hardware (e-bikes, racks,
batteries, tools, etc), software (website, mobile app), operations (staff, maintenance, repairs,
re-balancing, cleaning, etc.), warehouse space, off season storage, marketing, administration,
customer service, and all logistics. Most systems gauge success on:
• Increase in ridership and memberships year over year
• Increase trips and mileage year over year
• User feedback
While the communities and bike share programs contacted did not have the cost per ride
number readily available, two programs in similar mountain communities- Summit Bike Share
and We-Cycle Bike Share, were able to provide recent data as well as data from their inaugural
years that could be used to determine a rough cost per ride given the council request. Please
note that all three systems operate differently, so comparisons may not be exact.
129
Town of Vail Page 2
Summit Bike Share (Summit County, UT) has been in operation since 2017. The Summit Bike
Share system has grown to 190 e-bikes and 20 stations throughout their service area. They
purchased the infrastructure of e-bikes and dual docking/charging stations rather than lease
the infrastructure. From 2017-2020 they spent $1.3 million on infrastructure, a portion of which
was grant funded. Their annual operating contract with their provider, Bewegen Technologies,
to run the system from May-November is $250,000. Because they purchased their e-bikes and
infrastructure, the cost is not included in their annual operation contract. In 2022, Summit Bike
Share has logged 81,500 miles over 21,000 trips. The 2022 cost per ride comes out to
$11.90/ride, which does not factor in cost of infrastructure. However, in 2017 when the system
launched, Summit Bike Share had 90 e-bikes and 9 stations that logged 5,000 trips and about
19,000 miles. The initial year’s cost, including infrastructure, was about $325,000, which
equates to $65/ride.
We-Cycle Bike Share in the Roaring Fork Valley has been in operation since 2013. It is a
501(c)3 and operates as a public private partnership. We-Cycle operates all aspects of the bike
share system in Aspen, Snowmass, and Basalt. Based on the 2021 Annual Report, We-Cycle
had 51 stations and a fleet of 253 bikes in the system, which include 26 e-bikes. The rest are
traditional pedal bikes. In 2021 they logged 60,000 miles over 50,570 trips (average trip
distance was 1.18 miles). The 2021 expenditures totaled $717,160 which equates to
$14.18/ride. Sixty-two percent of their funding comes from public investment, 29% is from
private investment and 9% is from other revenue such as grants and operating revenue. In its
inaugural year of 2013, We-Cycle infrastructure and operating budget was $500,000 which
included 100 bikes and 13 stations. The system logged 10,000 trips, which equates to $50/ride.
As demonstrated by the examples above, as bike share systems increase in size, costs should
decrease over time with economies of scale. The inaugural year of the Shift Bike system cost
Town of Vail, Town of Avon and EagleVail Metro District $249,200, including infrastructure,
software, and all operations, including administration, marketing and customer service. The
cost per ride was roughly $33.70, which is significantly less than both Summit Bike Share and
We-Cycle in their first year of operation. Given that Shift Bike was in its first year of operation, it
is likely to see increases in ridership in 2023, especially given the proposed system expansion,
leading to reduced cost per ride numbers.
III. Shift Bike Expansion 2023
Since the last council presentation, staff has been working with the partner communities to on
system expansion for 2023. Projected expansions are detailed in the chart below with a
comparison to 2022. Numbers for 2023 are contingent on final budget appropriations in each
community and a final proposal from Drop Mobility.
130
Town of Vail Page 3
Community 2022
Contribution
2022 #
of e-
bikes
2022 #
of
Stations
2023
Contribution
2023 #
of e-
bikes
2023 #
of
stations
Town of Vail $174,440
(70%) 63 12 $225,000
(51.3%) 80 16
Town of
Avon
$49,840
(20%) 18 6 $100,000
(22.8%) 30 9
EagleVail
Metro
$24,920
(10%) 9 2 $39,000
(9%) 15 3
Eagle
County X X X $50,000
(11.4%) 20 - 24 4 or 5 Edwards
Metro X X X $25,000
(5.7%)
Total $249,200 90 20 $439,000 149 - 154 32 or 33
Staff is collaborating with Eagle County to apply for the Strategic Transportation Demand
Management Innovation grant through the Colorado Department of Transportation to help
offset the cost of expansion in each partner community. The grant application will be submitted
December 9, 2022 and the award amount is up to $50,000. In addition, Drop Mobility has
started developing a sponsorship packet to solicit and secure local sponsors to help offset the
cost of the system in 2023 as well.
Town of Vail Expansion: During the last council update, staff requested 4 additional locations
for hub stations with 15-20 additional Shift Bikes for expansion in Vail. After council discussion,
staff is still considering station locations near Glacier Court and Timber Ridge while also vetting
additional options with proximity to workforce housing, neighborhoods with first-last mile
challenges, and locations near popular trailheads. Suggestions include Middle Creek to serve
additional workforce housing, near the Valley HOA to add first-last mile solution higher on
Buffehr Creek Rd., potentially at the Pitkin Creek Trailhead, or a location higher in the
Matterhorn neighborhood. Two of these options will replace the previous suggestions of the
Buffehr Creek Bus Stop and the Town Municipal building and staff will seek input from council
as locations are vetted. Because the US Forest Service owns the parking lot at the Gore Creek
and Deluge Trailheads
IV. Staff Recommendations
Given the success of the regional Shift Bike share system in 2022, staff recommends
supporting expansion in 2023 to increase micro-mobility opportunities, continue building a
culture of bike commuting, and reduce parking congestion, vehicle miles traveled and related
greenhouse gas emissions.
131
Town of Vail Page 4
Appendix A- Additional Data from 2022 Shift Bike Operations
• 3,486 Shift Bike app downloads
• 2,582 Pay as You Go riders,
• 336 monthly memberships purchased
• 16 season pass memberships purchased
• 2 equity program participants
• 99 employee/staff memberships activated
Sixty one percent of all trips were Pay As You Go trips and 38.4% of trips were taken by locals
only memberships. The breakdown of trips taken per membership type can be found in Figure
2.
Membership Type Trips
Percent of
Total
Pay As You Go 4552 61.6
Monthly pass member 2065 27.9
Seasonal pass member 397 5.4
Special pass member 375 5.0
Equity pass member 4 0.1
TOTAL 7,393 100
Figure 2: Trips taken by membership type.
Of all of the trips taken, 65.8% took place within Vail and 6.17% were interregional trips, which
is depicted in Figure 3. The Vail Village Parking Structure, Lionshead Transit Center, Simba
Run Bus Stop, West Vail Mall Bus Stop and Vail Public Library parking lot were the stations that
the most trips originated from. The full breakdown of number of trips that originated from each
station can be found in Figure 4.
Trips by Region Trips Percent of Total Trips
Within Vail 4863 65.78
Within Avon/EagleVail 1803 24.39
Inter Region 456 6.17
Unknown Location 271 3.67
Figure 3: Trip breakdown by region
Hub Station
Trips (starting at
station)
Vail Village Parking
Structure 1242
Lionshead Transit Center 515
Simba Run Bus Stop 504
West Vail Mall Bus Stop 479
Vail Library Parking Area 468
Pitkin Creek Bus Stop 392
132
Town of Vail Page 5
Avon Station 369
ANB Bank 349
Intermountain Park 340
The Aspens 337
Avon Recreation Center 304
Ford Park 300
Ellefson Park 290
Bighorn Park 289
River Run 282
Donovan Pavilion 260
Pavilion Park 213
Outside of Hub 179
Harry A. Nottingham Park 143
Booth Lake Trailhead 78
O'Neal Spur Park 59
Avon Bus 1
Total Trips 7,393
Figure 4: Number of trips starting per Hub Station
Projected Revenue
Drop Mobility is working on final financial statements; however, preliminary net revenue for the
Shift Bike system is $43,700. Per the initial contract, Drop will receive 90% ($39,330) of the
revenue and 10% ($4,370) will be reinvested into marketing and outreach for the Shift Bike
system in 2023. Drop Mobility issued $1,470 in refunds to users.
Shift Bike Feedback
Overall feedback of the program and system was positive. A few themes include:
• Ease of Use: Bikes are easy to unlock and use and it is a fun way to get around.
• Availability: Bikes with adequate battery life are readily available at hub stations
• Improved Commute: Shift Bikes are a great way to commute around town efficiently
and without worrying about locking up personal bike when running errands or going to
work.
• Great Transportation Alternative: Shift Bike provided transportation method when
personal vehicles are not an option.
Direct Quotes:
• “My commute is so awesome now!!! I've taken the bike yesterday and today...easy to
unlock/lock, easy to ride, so so so awesome!!! It does appear others are using them as
well, as each time I've un-docked and/or docked there are a different number of bikes at
the stations. What a win for the Town of Vail.” - Vail full time resident
• “Shift Bike saved me getting to and from work when my car broke down. Great asset to
the community!” -Vail employee
133
Town of Vail Page 6
• “Absolutely wonderful that we have this program! Thank you @vailgov and
#shiftyourride! Used one the bikes to do my grocery shopping and it worked like a
charm!” -Vail resident and employee
• “I love this program! I think the shared e-bike program is a great addition to Vail and I'm
glad to see the town doing it with Avon and Eagle Vail.” -Vail resident
• “The Shift Bike program is awesome! I used it often with friends to ride from EagleVail to
go to concerts at the amphitheater in Vail and even out to East Vail. The bikes were fun
and great to use instead of driving!” -EagleVail resident
Constructive Feedback
• Improve Website and Mobile App: Add a map to the Shift Bike website indicating hub
station locations, e-bike availability, and battery life, and improve instructions for
unlocking bikes on the mobile app.
• Add Station Locations: There were recommendations for additional hub locations in
Minturn, Edwards, and Vail, including Glacier Ct, Timber Ridge, Lionsridge, Mayor’s
Park, and the Municipal Building. Adding stations without increasing the number of bikes
would have spread the system too thin, but these additions will be taken into
consideration for 2023. Discussions are underway with Edwards Metro District and
Eagle County to add station in Edwards for 2023. Town of Minturn is opting to wait until
the bike path construction is completed and will consider joining in 2024.
• Pricing: There were a few complaints that the Pay as You Go cost to use Shift Bikes is
too expensive. A couple of requests to set a membership price for senior citizens
comparable to the cost of Eco-transit passes were also received.
• Improper Docking: Staff received three calls throughout the duration of the program
that Shift Bikes were improperly docked outside of different hotels or locations that were
not hub stations. When staff contacted the local operations team, they quickly picked up
the bikes.
• Safety: Try to keep the stations as close to the bike path to improve safety of system
and be mindful of safety with stations on the Frontage Rd. and at transit center.
• Bikes Features: Several requests were received to increase the basket size, improve
ability to carry groceries and improve the brakes.
• Reduce Idling: A community member observed the operations team idling their vehicle
when redistributing bikes to a station in Vail. After a reminder of the town idling policy,
they agreed to ensure they would not idle their vehicle when in use.
134
AGENDA ITEM NO. 2.3
Item Cover Page
DATE:December 6, 2022
SUBMITTED BY:Jeremy Gross, Economic Development
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:CSE Meeting Minutes 11/02/2022
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
commission-of-special-events_minutes_summary__7_.pdf
135
Present:Douglas Smith
Alison Wadey
Kim Newbury Rediker
Absent:Nick Conover
Marco Valenti
1.Event Previews
1.a Event Preview - Vail Film Festival
Time: 10 Min
Event has been converted to 100% virtual due to COVID concerns. Event will not take and
CSE funding for 2022.
2.Event Recaps
Time: 10 Min
2.a Vail Cup Recap
Time: 10 Min
2.b Bravo Vail
Time: 10 Min
2.c Vail Farmers Market Event Recap
Time: 10 Min
2.d Farm to Table Event Recap
Committee on Special Events Minutes
Wednesday, November 2, 2022
8:30 AM
VAIL TOWN COUNCIL CHAMBERS
Vail Cup Recap.pdf
VailCup2022detailedbudget.xlsx
Surveymonkeysummaryresponses2022.pdf
Responses2022VailCupSurveyMonkey.pdf
Kim Newbury Rediker made a motion to Release final funding for the Vail Cup.; Douglas Smith
seconded the motion Passed (3 - 0).
BravoVail CRC 2022 Recap Presentation and Supplemental Materials.pdf
Kim Newbury Rediker made a motion to Release final funding for the Bravo! Vail Music Festival.;
Douglas Smith seconded the motion Passed (3 - 0).
Vail Farmers’ Market & Art Show Wrapup 2022-2.pdf
2022Event Budget TemplateVFM-2.xlsx
Kim Newbury Rediker made a motion to Release final funding for the Vail Farmers Market and Art
Show.; Douglas Smith seconded the motion Passed (3 - 0).
1
Committee on Special Events Meeting Minutes of November 2, 2022 136
Time: 10 Min
2.e Vail Oktoberfest Recap
Time: 10 Min
2.f Vail Craft Beer Recap
Time: 10 Min
2.g Vail Wine Classic Recap
3.Meeting Reports
4.Approval of the Minutes
4.a Minutes from October Regular Meeting
5.Information Update
5.a Monthly occupancy and sales tax reports.
6.New Business
6.a Mountain Ideal Learning Series
Vail Farmers’ Market Farm to Table Wrap-Up 2022.pdf
2022 RFP Event Budget TemplateFarmtotable-3.xlsx
Kim Newbury Rediker made a motion to Release final funding for the Vail Farmers Market Farm To
Table Dinner. ; Douglas Smith seconded the motion Passed (3 - 0).
TOV Recap OKT 2022.pdf
2022 RFP Event Budget_Oktoberfest_Recap v2.xlsx
Kim Newbury Rediker made a motion to Release final funding for Vail Oktoberfest.; Douglas Smith
seconded the motion Passed (3 - 0).
TOV Recap VCBC 2022.pdf
2022 Vail Craft Beer Classic Town Budget Recap FINAL.xlsx
Douglas Smith made a motion to Release final funding for the Vail Craft Beer Classic.; Kim
Newbury Rediker seconded the motion Passed (3 - 0).
TOV Recap VWC 2022.pdf
Vail Wine Classic RFP Budget 2022 FINAL.xlsx
Douglas Smith made a motion to Release final funding for the Vail Wine Classic.; Kim Newbury
Rediker seconded the motion Passed (3 - 0).
Meeting Minutes CSE October 5.pdf
Kim Newbury Rediker made a motion to Approve the minutes from ; Douglas Smith seconded the
motion (3 - 0).
Vail_Production_Notes_10-15-2022.pdf
Vail Custom DOR 10.15.22.pdf
Vail_Retail_Report_2022-10-15.pdf
Vail Taxable Sales Report thru 2022-08-31.pdf
2
Committee on Special Events Meeting Minutes of November 2, 2022 137
7.Adjournment
MILS Announcement 1.png
2022 Mountain IDEAL Learning Sessions Agenda.pdf
MILS Announcement 2.png
MILS Guest Speaker Session_1.png
MILS Guest Speaker Session_2.png
3
Committee on Special Events Meeting Minutes of November 2, 2022 138
AGENDA ITEM NO. 2.4
Item Cover Page
DATE:December 6, 2022
SUBMITTED BY:Stephanie Bibbens, Finance
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:November Revenue Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
221206_Revenue_Updates.pdf
139
TOWN OF VAIL
REVENUE UPDATE
December 6, 2022
Sales Tax
Upon receipt of all sales tax returns, October collections are estimated to be
$1,718,251 down (1.0)% from last year and down (1.0)% from amended budget.
Year to date collections of $33,228,024 are up 23.5% from 2021 and up 39.9% from
2019. Compared to amended budget, year to date collections are up 1.9%. Inflation
as measured by the consumer price index was up 6.3% for October. The annual
amended budget totals $39.9 million.
0.5% Housing Fund Sales Tax
Upon receipt of all sales tax returns, October collections of the 0.5% housing fund
sales tax are estimated to be $190,980 and YTD total collections are estimated to
be $4,031,817. The 2022 amended budget for the housing fund sales tax totals $4.8
million.
Real Estate Transfer Tax (RETT)
RETT collections through November 29 total $9,315,033 down (19.5)% from this
time last year and up 4.2% from this time in 2019. The 2022 amended RETT budget
totals $9.7 million.
Construction Use Tax
Use Tax collections through November 29 total $1,926,017 compared to $3,525,642
from this time last year. The 2022 amended budget totals $1,965,000. 2021
construction use tax was significantly higher due to several large residential projects
and construction of the new Marriott Residence Inn.
Lift Tax
2022 YTD Lift tax collections total $5,168,789 up 17.6% or $771,947 from the same
time last year.
Parking Passes
Early season parking pass sale revenue through November 29 totals $1,135,220 up
12.9% or $130,133 from this time last year. A total of 3,161 passes have been sold
this year. A detailed breakout of 2022/23 passes sold by type is provided in the chart
below.
Premier 18
Vail Village Business Premier 62
Lionshead Business Premier 11
Employee 394
Employee Plus 335
Eagle County Local 1,199
Vail Local 1,142
Total 3,161
140
Summary
Across all funds, year-to-date total revenue of $76.8 million is up 0.9% from
amended budget and 7.4% from prior year. Excluding the new 0.5% housing fund
sales tax, total revenue is up 1.8% comparted to prior year.
141
2022Budget % change % change % change 2017201820192020Amended BudgetVariance from 2021 from 2019 from BudgetJanuary3,725,212$ 3,597,610$ 4,079,994$ 4,076,145$ 3,422,209$ 5,202,457$ 5,209,967$ 7,510$ 52.24% 27.70% 0.14%February3,692,592 3,818,356 4,137,087 4,285,633 3,691,850 5,670,176 5,676,619$ 6,443 53.76% 37.21% 0.11%March3,642,407 4,167,880 4,237,933 2,243,518 4,364,797 5,905,456 5,943,675$ 38,219 36.17% 40.25% 0.65%April1,386,780 1,233,474 1,445,071 427,518 1,751,528 2,108,005 2,226,924$ 118,919 27.14% 54.10% 5.64%May659,475 830,193 763,756 503,828 1,061,516 1,112,035 1,224,819$ 112,784 15.38% 60.37% 10.14%June1,389,982 1,648,443 1,606,748 1,023,517 2,149,312 2,149,300 2,310,768$ 161,468 7.51% 43.82% 7.51%July2,215,649 2,412,425 2,480,292 2,084,644 3,491,668 3,491,700 3,498,984$ 7,284 0.21% 41.07% 0.21%August1,863,949 2,195,175 2,237,050 2,138,838 2,877,550 2,877,600 2,989,415$ 111,815 3.89% 33.63% 3.89%September 1,385,462 1,540,490 1,600,100 1,767,393 2,359,528 2,359,500 2,428,602$ 69,102 2.93% 51.78% 2.93%October936,954 1,106,596 1,165,176 1,371,727 1,734,964 1,735,000 1,718,251$ (16,749) -0.96% 47.47% -0.97%YTD Total20,898,462$ 22,550,642$ 23,753,206$ 19,922,761$ 26,904,921$ 32,611,229$ 33,228,024$ 616,795$ 23.50% 39.89% 1.89%November997,716 1,264,600 1,260,314 1,425,461 1,880,397 1,880,400 December 3,695,305 4,070,870 4,237,178 3,625,189 5,749,365 5,458,371 Total25,591,483$ 27,886,112$ 29,250,698$ 24,973,411$ 34,534,683$ 39,950,000$ 33,228,024$ 2022Budget% change Amended BudgetVariance from BudgetJanuary643,700$ 644,592$ 892$ 0.14%February700,700 701,484 784 0.11%March721,900 723,669 1,769 0.25%April260,300 268,096 7,796 3.00%May146,400 146,262 (138) -0.09%June280,000 279,582 (418) -0.15%July420,000 423,495 3,495 0.83%August360,000 360,168 168 0.05%September290,000 293,486 3,486 1.20%October190,000 190,980 980 0.52%YTD Total4,013,000$ 4,031,816$ 18,816$ 0.47%November200,000 December600,000 Total4,813,000$ 4,031,816$ 0.5% Collected Sales Tax0.5% HOUSING SALES TAX COLLECTIONSBalanceActual Collections4.0% Collected Sales Tax2021Town of Vail Revenue UpdateDecember 6, 20224.0% SALES TAX2022 Budget Comparison142
Town of Vail Revenue Update
December 6, 2022
YTD 4% Sales Tax Collections By Year
Through October 31
October 4% Sales Tax Collections By Year
Through October 31
• YTD collections of $33.2M are up 23.5% from prior year and up 1.9% from amended budget.
YTD collections are up 39.9%from 2019, the last year not impacted by Covid-19.
• Inflation as measured by the consumer price index was up 6.3% in October.
$22,550,642
$23,753,206
$19,922,761
$26,904,921
$33,228,024
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000
2018
2019
2020
2021
2022
$1,106,596
$1,165,176
$1,371,727
$1,734,964
$1,718,251
$0 $500,000 $1,000,000 $1,500,000 $2,000,000
2018
2019
2020
2021
2022
• October 2022 collections of $1.7M are down (1.0)% from prior year and down (1.0)% from
the amended budget. October collections are up 47.5% from 2019.
143
Town of Vail Revenue Update
December 6, 2022
YTD 0.5% Housing Fund Sales Tax Collections
Real Estate Transfer Tax by Year
YTD Through November 2022
Through October 31
$644,592
$701,484 $723,669
$268,096
$146,262
$279,582
$423,495
$360,169
$293,486
$190,980
YTD Total
$4,031,817
$‐
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$‐
$200,000
$400,000
$600,000
$800,000
January February March April May June July August September October
Monthly YTD
• This chart shows YTD collections of 1% RETT, segmented by real property values. 2022
collections are down (19.5)% from the prior year.
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2018 2019 2020 2021 2022
Sales Less Than $2.5 Million Sales $2.5 to $5 Million Sales $5 to $10 Million Sales Over $10 Million
$6,569,078 $6,376,610
$8,940,918
$11,567,947
$9,315,033
• This chart shows monthly collections of the Town of Vail 0.5% housing fund sales tax and
cumulative YTD totals.
• The 0.5% sales tax was approved by voters in 2021 with an effective date of January 1, 2022.
Monthly
Total
YTD
Total
144
Town of Vail Revenue Update
December 6, 2022
Construction Use Tax by Year
YTD Through November 2022
Lift Tax Collections YTD
Through October 31
• Use Tax collections through November 29 total $1,926,017 compared to $3,525,642 from this
time last year. This is a decrease of (45.4)%.
•2021 collections were significantly higher due to a number of large single-family residential
projects and the interior renovation of the Sonnenalp Hotel.
$3,620,978
$2,453,281
$1,957,225
$3,525,642
$1,926,017
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
2018 2019 2020 2021 2022
• 2022 YTD lift tax collections of $5.2M are up 17.6% or $771,947 from the same time last year.
$3,948,172
$4,267,308
$3,113,849
$4,396,842
$5,168,789
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000
2018
2019
2020
2021
2022
145
Vail Business Review
September 2022
November 30, 2022
The Vail Business Review breaks down the four percent sales tax collected for the
month of September and Year to Date through 3rd Quarter 2022 (January through
September).
Overall, September sales tax increased 3.0% with retail increasing 4.7%, lodging
increasing 0.3%, food and beverage increasing 1.5%, and utilities/other increasing
13.0%. Excluding the out-of-town category, sales tax for the month of September was
up 5.4%.
YTD through Q3 resulted in an overall 25.4% increase from the prior year. Retail
increased 15.0%, lodging increased 40.5%, food and beverage increased 21.2% and
utilities and other increased 17.4%. Excluding the out-of-town category, sales tax for
January through September increased 28.1%.
Town of Vail sales tax forms, the Vail Business Review, and sales tax worksheets are
available on the internet at www.vailgov.com. You can subscribe to have the Vail
Business Review and the sales tax worksheet emailed to you automatically from
www.vailgov.com.
Please remember when reading the Vail Business Review that it is produced from sales
tax collections as opposed to actual gross sales.
If you have any questions or comments, please feel free to call me at (970) 479-2125 or
Carlie Smith, Finance Director, at (970) 479-2119.
Sincerely,
Lauren Noll
Town of Vail
Sales Tax Administrator
146
September 2022
Sales Tax Collections by Business Type
Town of Vail Business Review
September 4.0% Tax Collections by Year
September Sales Tax
September 2021
Retail
$943,631
Lodging
$709,594 Food &
Beverage
$623,282
Utilities &
Other
$152,095
$0
$500,000
$1,000,000
4.7%1.5%
13.0%
RLFU
-$8,000,000
$12,000,000
$1,544,768
$1,611,510
$1,771,277
$2,357,776
$2,428,602
$0 $1,000,000 $2,000,000
2018
2019
2020
2021
2022
0.3%
• This report represents collections of Town of Vail 4.0% sales tax, as opposed to actual gross sales.
•On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for
home consumption. 2022 results in this report only include the 4.0% sales tax collected on all
items for accuracy of comparison to prior years.
•Overall, September 2022 4.0% sales tax collections were up 3.0% from the prior year.
• September 2022 retail sales increased 4.7%, lodging increased 0.3%, food and beverage
increased 1.5% and utilities and other increased 13.0%.
Retail
$901,382
Lodging
$707,557 Food &
Beverage
$614,198
Utilities &
Other
$134,638
$0
$500,000
$1,000,000
147
September Sales Tax
Town of Vail Business Review
20212022
Geographic Area Trends by Year
September Sales Tax by Year
Sales Tax by Location
Other
Areas
15%
Lionshead
14%
Out of
Town
29%
Vail Village
42%
Other Areas
15%
Lionshead
11%
Out of Town
31%
Vail Village
43%
• Vail Village sales tax decreased (1.6)%, Lionshead increased 29.0%, Other Areas increased 8.5%,
and Out of Town decreased (2.4%). Excluding Out of Town collections, all areas were up 5.4%.
$297,407 $294,746
$314,504
$347,605 $377,286
$252,109 $280,630
$271,867
$258,949
$334,007$278,242
$300,431 $321,385
$722,949 $705,666$717,009 $735,703
$863,522
$1,028,273 $1,011,644
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2018 2019 2020 2021 2022
Other Areas Lionshead Out of Town Vail Village
• This chart shows September sales tax collections by geographic area over time.
148
September 4.0% Sales Tax
Accommodation Services Sales Tax by Year
Retail Business Sales Tax Detail
September Sales Tax
Town of Vail Business Review
Apparel
$179,402
Grocery
$149,229
Gallery
$13,209
Gifts
$5,313
Jewelry
$42,345Retail Liquor
$40,670
Retail Other
$350,337
Sporting Goods
$104,751
Online Retailers
$58,244
Retail Home
Occupation
$131
• Overall, September 2022 accommodations services increased 0.3%, short-term rentals decreased (14.9)%
from prior year and hotels and lodges increased 7.3%.
• Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and
VRBO. Revenue collections from facilitators may include some hotels and lodges. Facilitators first began
collecting and remitting sales taxes on behalf of individual owners in October of 2020.
$352,402
$101,075
$483,602
$223,955
$518,962
$190,632
$0 $200,000 $400,000 $600,000
Hotel and Lodges
Short-Term Rentals 2022 2021 2020
149
Retail 165,684.26 150,828.49 9.85%
Lodging 120,007.98 103,974.25 15.42%
F & B 84,637.53 85,843.49 ‐1.40%
Other 6,955.86 6,958.92 ‐0.04%
Total 377,285.63 347,605.16 8.54%
Retail 54,068.38 51,862.28 4.25%
Lodging 144,401.84 108,934.11 32.56%
F & B 133,233.32 96,906.15 37.49%
Other 2,303.34 1,246.32 84.81%
Total 334,006.87 258,948.85 28.99%
Retail 368,297.74 354,986.46 3.75%
Lodging 204,464.09 245,836.76 ‐16.83%
F & B 1,270.68 1,730.60 ‐26.58%
Other 131,633.57 120,395.10 9.33%
Total 705,666.08 722,948.92 ‐2.39%
Retail 355,580.92 343,705.26 3.46%
Lodging 240,720.34 248,811.98 ‐3.25%
F & B 404,140.36 429,718.15 ‐5.95%
Other 11,201.88 6,037.26 85.55%
Total 1,011,643.50 1,028,272.65 ‐1.62%
Retail 943,631.31 901,382.50 4.69%
Lodging 709,594.25 707,557.09 0.29%
F & B 623,281.88 614,198.39 1.48%
Other 152,094.66 134,637.60 12.97%
Total 2,428,602.09 2,357,775.58 3.00%
Retail Apparel 179,401.83 163,399.76 9.79%
Retail Food 149,228.84 137,302.66 8.69%
Retail Gallery 13,209.46 29,491.39 ‐55.21%
Retail Gift 5,312.86 6,716.69 ‐20.90%
Retail Home Occupation 130.89 239.96 ‐45.45%
Retail Jewelry 42,345.38 48,506.69 ‐12.70%
Retail Liquor 40,669.88 43,904.73 ‐7.37%
Retail Other 350,336.61 309,261.19 13.28%
Retail Sport 104,751.06 110,658.61 ‐5.34%
Retail Online Retailer 58,244.50 51,900.83 12.22%
Total 943,631.31 901,382.50 4.69%
Total ‐ All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
September Sales Tax
2022 Collections 2021 Collections YoY % Change
150
Town of Vail Business Review
January - September 4.0% Tax Collections by Year
January - September Sales Tax
January - September 2021January - September 2022
Sales Tax Collections by Business Type
Retail
$10,589,889
Lodging
$12,273,958
Food &
Beverage
$6,900,018
Utilities &
Other
$1,743,956
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
15.0%21.2%17.4%
RLFU
-$8,000,000
$12,000,000
$21,459,847
$22,627,581
$18,562,764
$25,128,250
$31,507,821
$0 $5,000,000 $10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000
2018
2019
2020
2021
2022
40.5%
• This report represents collections of Town of Vail 4.0% sales tax, as opposed to actual gross sales.
•On January 1st, 2022, Town of Vail sales tax increased from 4.0% to 4.5% on all items except food for
home consumption. 2022 results in this report only include the 4.0% sales tax collected on all
items for accuracy of comparison to prior years.
• Overall, January through September 2022, 4.0% sales tax collections were up 25.4% from the prior
year.
• January through September 2022 retail sales increased 15.0%, lodging increased 40.5%, food and
beverage increased 21.2% and utilities and other increased 17.4%.
Retail
$9,210,119 Lodging
$8,737,970
Food &
Beverage
$5,694,687
Utilities &
Other
$1,485,474
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
151
Town of Vail Business Review
January - September 2021January - September 2022
Geographic Area Trends by Year
January - September Sales Tax by Year
Sales Tax by Location
January - September Sales Tax
Other
Areas
15%
Lionshead
16%
Out of
Town
25%
Vail Village
44%
Other Areas
15%
Lionshead
15%
Out of Town
26%
Vail Village
44%
• Vail Village sales tax increased 26.4%, Lionshead increased 34.9%, Other Areas increased 26.4%,
and Out of Town increased 17.8%. Excluding Out of Town collections, all areas were up 28.1%.
$3,357,725 $3,723,864 $3,101,763
$3,757,393
$4,749,595
$4,526,194 $4,901,143 $3,579,470
$3,781,599
$5,101,449
$2,841,944 $2,975,263 $3,073,361
$6,634,412
$7,812,788
$10,733,984 $11,027,311
$8,808,170
$10,954,846
$13,843,990
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
2018 2019 2020 2021 2022
Other Areas Lionshead Out of Town Vail Village
• This chart shows January through September sales tax collections by geographic area over time.
152
Retail Business Sales Tax Detail
January - September Sales Tax
Town of Vail Business Review
January - September 4.0% Sales Tax
Accommodation Services Sales Tax by Year
Apparel
$2,143,657
Grocery
$1,624,176
Gallery
$110,857
Gifts
$50,868
Jewelry
$404,699Retail Liquor
$496,525
Retail Other
$2,903,740
Sporting Goods
$2,257,139
Online Retailers
$596,205
Retail Home
Occupation
$2,023
• Overall, January through September 2022 accommodations services increased 40.5%, short-term rentals
increased 32.1% from prior year and hotels and lodges increased 44.3%.
• Short-term rental sales tax collection numbers include online marketplace facilitators like Airbnb and
VRBO. Revenue collections from facilitators may include some hotels and lodges. Facilitators first began
collecting and remitting sales taxes on behalf of individual owners in October of 2020.
$4,758,933
$1,402,749
$6,010,169
$2,727,801
$8,671,271
$3,602,687
$0 $2,000,000 $4,000,000 $6,000,000 $8,000,000
Hotel and Lodges
Short-Term Rentals
2022 2021 2020
153
Retail 1,780,835.96 1,706,742.47 4.34%
Lodging 2,133,221.17 1,376,184.54 55.01%
F & B 770,511.68 620,075.25 24.26%
Other 65,026.12 54,390.89 19.55%
Total 4,749,594.94 3,757,393.15 26.41%
Retail 1,231,327.30 1,074,639.58 14.58%
Lodging 2,538,762.44 1,734,945.54 46.33%
F & B 1,313,798.72 962,182.31 36.54%
Other 17,560.30 9,831.50 78.61%
Total 5,101,448.76 3,781,598.93 34.90%
Retail 3,107,990.46 2,624,212.17 18.44%
Lodging 3,208,197.89 2,694,560.99 19.06%
F & B 17,265.88 15,998.50 7.92%
Other 1,479,333.51 1,299,639.98 13.83%
Total 7,812,787.74 6,634,411.64 17.76%
Retail 4,469,735.36 3,804,524.63 17.48%
Lodging 4,393,776.89 2,932,278.71 49.84%
F & B 4,798,441.71 4,096,431.08 17.14%
Other 182,035.82 121,611.77 49.69%
Total 13,843,989.78 10,954,846.19 26.37%
Retail 10,589,889.09 9,210,118.84 14.98%
Lodging 12,273,958.39 8,737,969.78 40.47%
F & B 6,900,017.98 5,694,687.14 21.17%
Other 1,743,955.76 1,485,474.14 17.40%
Total 31,507,821.22 25,128,249.90 25.39%
Retail Apparel 2,143,657.47 1,772,354.61 20.95%
Retail Food 1,624,175.64 1,515,091.09 7.20%
Retail Gallery 110,857.40 100,259.01 10.57%
Retail Gift 50,867.63 51,578.22 ‐1.38%
Retail Home Occupation 2,023.14 2,309.38 ‐12.39%
Retail Jewelry 404,698.57 342,723.64 18.08%
Retail Liquor 496,525.36 494,701.08 0.37%
Retail Other 2,903,739.80 2,448,192.28 18.61%
Retail Sport 2,257,138.64 1,969,584.75 14.60%
Retail Online Retailer 596,205.45 513,324.78 16.15%
Total 10,589,889.09 9,210,118.84 14.98%
Cascade Village / East Vail / Sandstone / West Vail
Town of Vail Business Review
January ‐ September Sales Tax
2022 Collections 2021 Collections YoY % Change
Total ‐ All Areas
Lionshead
Out of Town
Vail Village
Retail Summary
154
AGENDA ITEM NO. 3.1
Item Cover Page
DATE:December 6, 2022
SUBMITTED BY:Greg Roy, Community Development
ITEM TYPE:DRB/PEC Update
AGENDA SECTION:DRB / PEC (5 min.)
SUBJECT:DRB/PEC Update
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
DRB Results 11-16.pdf
PEC Results 11-14.pdf
155
Present:Kathryn Middleton
Kit Austin
Erin Iba
Peter Cope
Doug Cahill
1.Virtual Meeting Link
Register to attend Design Review Board Meetings . Once registered, you will
receive a confirmation email containing information about joining this webinar.
2.Call to Order
3.Main Agenda
Final review of change to approved plans (deck)
Address/ Legal Description: 4822 Meadow Lane/Lot 9, Block 7, Bighorn Subdivision 5th
Addition
Planner: Greg Roy
Applicant Name: Nova Sherman LLC, repersented by RAL Architects Inc.
3.1 DRB19-0056.002 - Nova Sherman LLC
Condition: The applicant shall provide an updated geohazard report with the building permit
submittal.
Final review of change to approved plans (shotcrete to northern wall)
Address/ Legal Description: 129 North Frontage Road West/Lot 3, Middle Creek Subdivision
Resub Lot1
Planner: Greg Roy
Applicant Name: Town of Vail, represented by Triumph Development
3.2 DRB21-0233.004 - Residences at Main Vail
Final review of an exterior alteration (facade)
3.3 DRB22-0393 - Davidor Jewelry
Design Review Board Minutes
Wednesday, November 16, 2022
2:00 PM
Vail Town Council Chambers
DRB19-0056.002 Documents.pdf
DRB19-0056.002 Plans.pdf
Erin Iba made a motion to Approve with Conditions and the findings that the application meets
14-10-5 and 14-10-4; Peter Cope seconded the motion Passed (5 - 0).
DRB21-0233.004 Documents.pdf
DRB21-0233.004 Plans.pdf
Erin Iba made a motion to Table to a date uncertain ; Peter Cope seconded the motion Passed
(5 - 0).
1
Design Review Board Meeting Minutes of November 16, 2022 156
Address/ Legal Description: 184 Gore Creek Drive 152/Lot 1, Lodge Subdivision
Planner: Jonathan Spence
Applicant Name: Lodge at Vail Unit 152 Funding LLC, represented by Pierce Austin Architects
(Austin recused from vote)
Final review of new construction (new duplex)
Address/ Legal Description: 1487 Vail Valley Drive / Lot 9, Block 3, Vail Valley Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Mexamer II, represented by KH Webb Architects
3.4 DRB22-0394 - Mexamer II Vail Valley Drive Residence
Final review of an exterior alteration (HVAC equipment & landscaping)
Address/ Legal Description: 846 Forest Road/Lot 1, Eagle River Water & Sanitation District
Subdivision
Planner: Jonathan Spence
Applicant Name: Eagle River Water & Sanitation, represented by Black & Veatch
3.5 DRB22-0437 - Eagle River Water & Sanitation
Final review of an exterior alteration (deck)
Address/ Legal Description: 1854 Glacier Court A/Lot 25, Block 2, Lion's Ridge Subdivision
Filing 3
Planner: Greg Roy
Applicant Name: Jodi & Robert Rolland, represented by Pierce Austin Architects
3.6 DRB22-0439 - Rolland Residence
(Austin recused from vote)
3.7 DRB22-0443 - 2022 Westhaven Circle Trust
DRB22-0393 Davidor Jewerlry.pdf
Erin Iba made a motion to Table to a date uncertain ; Peter Cope seconded the motion Passed
(4 - 0).
DRB22-0394 Plans.pdf
Erin Iba made a motion to Table to a date uncertain ; Peter Cope seconded the motion Passed
(5 - 0).
DRB22-0437 ERWSD Plan Set.pdf
Erin Iba made a motion to Table to a date uncertain ; Peter Cope seconded the motion Passed
(5 - 0).
Decking Side by Side.jpg
DRB22-0439 Plans.pdf
Erin Iba made a motion to Approve with the findings that the application meets 14-10-4 ; Peter
Cope seconded the motion Passed (4 - 0).
2
Design Review Board Meeting Minutes of November 16, 2022 157
Final review of an addition
Address/ Legal Description: 1240 Westhaven Circle/Lot 31-A, Glen Lyon Subdivision
Planner: Jamie Leaman-Miller
Applicant Name: 2022 Westhaven Circle Trust, represented by Alicia Davis Architect PC
4.Staff Approvals
Final review of change to approved plans (exterior changes to a new duplex)
Address/ Legal Description: 816 Forest Road/Lot 14, Block 1, Vail Village Filing 6
4.1 DRB21-0334.001 - Mexamer Forest Road LLC
Planner: Jonathan Spence
Applicant Name: Mexamer Forest Road LLC, represented by KH Webb Architects
Final review of change to approved plans (vent termination)
Address/ Legal Description: 2009 Sunburst Drive/Lot 15, Vail Valley Filing 3
4.2 DRB22-0215.001 - Two Hearts LLC
Planner: Jamie Leaman-Miller
Applicant Name: Two Hearts LLC, represented by Nedbo Construction
Final review of change to approved plans (deck to patio)
Address/ Legal Description: 2800 Aspen Lane B/Lot 11, Vail Village Filing 11
4.3 DRB22-0231.001 - Kjesbo Residence
Planner: Jonathan Spence
Applicant Name: Roland Kjesbo, represented by Nedbo Construction
Final review of an addition
Address/ Legal Description: 1 Vail Road 8034/Lot A - C, Vail Village Filing 2
4.4 DRB22-0339 - Mount Elbert Corporation
Planner: Jonathan Spence
Applicant Name: Mount Elbert Corporation, represented by RA Nelson LLC
Final review of an exterior alteration (AC)
Address/ Legal Description: 710 W Lionshead Cir 204/Lot 1, Block 2, Vail Lionshead Filing 3
4.5 DRB22-0434 - Grunberg Residence
Planner: Greg Roy
Applicant Name: Neil & Nancy Grunberg, represented by Nash Miller LLC
Final review of an exterior alteration (heat pump)
4.6 DRB22-0444 - Rumaine Residence
Address/ Legal Description: 1063 Vail View Drive 21/Lot A5, Block A, Lion's Ridge Subdivision
DRB22-0443 Plans.pdf
Erin Iba made a motion to Table to a date uncertain ; Peter Cope seconded the motion Passed
(5 - 0).
3
Design Review Board Meeting Minutes of November 16, 2022 158
Filing 1
Planner: Jamie Leaman-Miller
Applicant Name: Pegasus Rumaine - Mark Luzar, represented by Eagle Mountain Plumbing &
HVAC
Final review of an exterior alteration (mini-split AC)
Address/ Legal Description: 200 Vail Road 377/Lot A, Block 5C, Vail Village Filing 1
4.7 DRB22-0445 - Morris Residence
Planner: Jamie Leaman-Miller
Applicant Name: Arthur Morris, represented by American Plumbing & Heating
Final review of an exterior alteration (mini-split AC)
Address/ Legal Description: 200 Vail Road 378/Lot A, Block 5C, Vail Village Filing 1
4.8 DRB22-0446 - Morris Residence
Planner: Jamie Leaman-Miller
Applicant Name: Arthur Morris, represented by American Plumbng & Heating
Final review of a sign application
Address/ Legal Description: 288 Bridge Street C2/Lot C & D, Block 5A, Vail Village Filing 1
4.9 DRB22-0447 - Loro Piana
Planner: Greg Roy
Applicant Name: Bridge Street Building LLC, represented by Pierce Austin Architects
Final review of an exterior alteration (windows/door)
4.10 DRB22-0452 - Kaplan Residence
Address/ Legal Description: 4610 Vail Racquet Club Drive 18/Vail Racquet Club
Condominiums
Planner: Greg Roy
Applicant Name: Oliver Kaplan, represented by ACDF Corporation
Final review of an exterior alteration (hot tub)
Address/ Legal Description: 2478 Garmisch Drive/Lot 27, Block A, Vail Das Schone Filing 1
4.11 DRB22-0453 - Saalfeld Residence
Planner: Heather Knight
Applicant Name: Thomas & Kimberly Saalfeld, represented by Nedbo Construction
Final review of a tree removal
Address/ Legal Description: 2810 Aspen Court/Lot 13, Vail Village Filing 11
4.12 DRB22-0455 - Vail Aspen LLC Lake Street Advisors
Planner: Jamie Leaman-Miller
Applicant Name: Vail Aspen LLC Lake Street Advisors, represented by Old Growth Tree
Service
4
Design Review Board Meeting Minutes of November 16, 2022 159
Final review of an exterior alteration (air handler)
4.13 DRB22-0459 - Town of Vail - Community Development
Address/ Legal Description: 111 South Frontage Road West/Unplatted - TOV Community
Development Building
Planner: Jonathan Spence
Applicant Name: Town of Vail Finance Department, represented by Pierce Austin Architects
Final review of an exterior alteration (air handler)
4.14 DRB22-0460 - Town of Vail - Municipal Building
Address/ Legal Description: 75 South Frontage Road West/Unplatted - TOV Administration
Building
Planner: Jonathan Spence
Applicant Name: Town of Vail, represented by Pierce Austin Architects
5.Staff Denials
6.Adjournment
5
Design Review Board Meeting Minutes of November 16, 2022 160
Present:Bobby Lipnick
Karen Perez
John Rediker
Henry Pratt
Bill Jensen
Reid Phillips
Brian Judge
1.Virtual Link
Register to attend the Planning and Environmental Commission meeting . Once
registered, you will receive a confirmation email containing information about joining this
webinar.
2.Call to Order
3.Executive Session
3.1 Executive Session, pursuant to: 1) C.R.S. §24-6-402(4)(b) – to receive legal advice
on specific legal questions; Regarding: Planning and Environmental Commission
Process 20 min.
4.Main Agenda
Planner: Jonathan Spence
Applicant Name: VI Plaza Unit 603 LLC, Represented by Mauriello Planning Group
4.1 PEC22-0028 - A request for the review of a Conditional Use Permit, pursuant to
Section 12-16, Conditional Use Permits, Vail Town Code, to allow a
Professional/Business Office, a Conditional Use in the Public Accommodation
(PA) District, located at 68 East Meadow Drive, Unit 603/ Vail Village Filing 1, Lot
O, Block 5D, and setting forth details in regard thereto.
The applicant requests this item is moved to last on the agenda.
Planner Roy gives an introduction to the application.
Judge asks about the timeframe for a conditional use permit.
Roy clarifies that the use is continued.
Allison Kent with Mauriello Planning Group gives a history of the space. The proposed
Planning and Environmental Commission Minutes
Monday, November 14, 2022
1:00 PM
Vail Town Council Chambers
Karen Perez made a motion to Approve ; Bobby Lipnick seconded the motion Passed (7 - 0).
PEC22-0028 Staff Memo.pdf
Attachement A. Applicant Narrative, including photo and aerial map, dated October 3, 2022..pdf
1
Planning and Environmental Commission Meeting Minutes of November 14, 2022 161
conditional use is a professional office space.
Judge asks if exterior changes would go to the Design Review Board.
Roy confirms.
Jensen asks the type of office use.
Kent says she believes it's a financial office. There are similar offices in the area.
Pratt says he is glad the Town Council denied a previous residential conversion at this site.
There is a shortage of office space in the Town so he appreciates the application.
Rediker asks for public comment, there is none.
Rediker states that all of the review criteria are met. Perez agrees.
Planner: Jonathan Spence
Applicant Name: HCT Member, LLC represented by Mauriello Planning Group
4.2 PEC22-0006 - A request for review of Major Exterior Alteration, pursuant to
Section 12-7H- 7, Exterior Alterations or Modifications, Vail Town Code, to allow
for redevelopment of the Evergreen Lodge, located 250 South Frontage Road
West/Lot 2W, Block 1, Vail Lionshead Filing 2, and Lot F-1, Vail Village Filing No.
2 and setting forth details in regard thereto.
Items 4.2 through 4.4 will be heard concurrently.
Planner Roy introduces the applications. Staff has recommended approval of these items.
Sharon Cohn introduces the applicant team. She thanks commissioners and staff for the time
on this project. She talks about the history and progression of the proposal. She says the
Reid Phillips made a motion to Approve with the findings in the staff memo ; Henry Pratt seconded the
motion Passed (7 - 0).
PEC22-0006 Evergreen Staff Memorandum.pdf
Attachment A. Evergreen Narrative Revised 10-24-22.pdf
Attachment B. Revised Environmental Impact Report, October 2022.pdf
Attachment C. Revised Plan Set, October 24, 2022.pdf
Attachment D.. Lionshead Redevelopment Master Plan.pdf
Attachment F. PEC meeting minutes, April 22, 2022.pdf
Attachment G. PEC meeting minutes, May 9, 2022.pdf
Attachment H. PEC meeting minutes, June 27, 2022.pdf
Attachment I. PEC meeting minutes, July 25, 2022.pdf
Attachment J. Susie Tjossem, November 1, 2022.pdf
Attachment K. Harry Frampton, November 9, 2022.pdf
Attachment L. Rohn Robbins, Representing Vail International Condominiums, November 8, 2022 (1).pdf
Attachment M. Kevin and Josephine Tice, November 10, 2022.pdf
Attachment N. Merv Lapin, November 10, 2022.pdf
Attachment O. Medical Helicopter Accident Review (Attachment to Merv Lapin Correspondence).pdf
2
Planning and Environmental Commission Meeting Minutes of November 14, 2022 162
project is better now than when it started due to the feedback and collaboration with both the
commission and the public that has been received.
Dominic Mauriello gives a presentation. He talks about the PEC proposals that are being
considered. He addresses the history of the property, the current review process - as well as
the feedback that has been received and the changes that have been made. He addresses
the existing conditions and the neighborhood context. He references the Lionshead
Redevelopment Master Plan (LRMP).
Matt Kreilich with Snow-Kreilich Architects addresses the architecture of the building. He talks
about the effort towards transitional architecture recognizing Vail's past and future. He talks
about the sustainable strategies associated with the project, including a commitment to Leed
certification. He references the adjustments to the roof form, incorporating more sloped roofs
and a reduction of the green roof and flat roof areas. He addresses the massing and scale,
including a more modular approach with more articulation. He walks through the proposed
elevations and recent changes, showing materials to help break up the massing and step
backs to denote a village-like elevation.
Mauriello addresses the pedestrian movement across the site, as well as the easements in
place for a proposed pedestrian path to occur from West Meadow Drive to the Frontage
Road. He notes that the land exchange with Vail Health was key to creating this pedestrian
connectivity. He talks about the proposed landscape lid as well as the distances to other
structures in the area.
Cohn runs through the proposed amenities at the Evergreen condotel.
Mauriello addresses zoning compliance in relation to the proposal. He says the new stream
setback requirement is being met. The applicant team wants to work with the Town on
restoration efforts regarding the creek. The project is reducing surface parking which will be a
significant improvement to the quality of the corridor. He addresses compliance with height, as
well as density and GRFA.
Mauriello addresses landscaping and parking standards, as well as employee housing (EHU)
requirements. These requirements are being met.
Mauriello talks about the areas where a variance is being requested. A zero setback variance
is being requested in the area of the landscape lid. They are also seeking a below grade
variance adjacent to VH parking as well as below grade site coverage variance. He notes that
Vail Health agrees with the approval of these variances.
Mauriello addresses the Environmental Impact Report. The document has been updated and
corrected to reflect the changes made to the project. He walks through the sun and shade
analysis at key times of the year.
Perez asks if the walking path to Meadow Drive is included in the study of the sun and shade.
Mauriello says it's not specifically included in the study and he walks through the shading in
that area based on the existing study.
Mauriello talks about the fiscal impact. Based on input from the PEC and the public, the
3
Planning and Environmental Commission Meeting Minutes of November 14, 2022 163
program was modified to drop density and general massing. The existing Evergreen has 147
keys, there are 209 keys proposed.
Mauriello walks through the criteria for the requested items. The proposal will undergo Design
Review Board review, and there are proposed conditions of approval.
Rediker references Sections 8.4.2.2 and 8.4.2.3 in the LRMP. He asks about the frontage
road side of the building.
Mauriello says that is considered an "other frontage," which becomes the basis for the height
requirement.
Roy confirms that staff agrees with this assessment.
Rediker references 5.19.3, referring to the preservation of existing units. He asks the applicant
how the criteria are being met.
Mauriello says it is in compliance with the live bed policy in the Lionshead Master Plan. It was
demonstrated effectively that the keys were equivalent, and the number of keys will be
exceeded. As long as there is a certain unit count that will perform as well as or better than
today.
Rediker asks about 5.19.4 regarding impacts on the Middle Creek stream tract. He asks about
a landscaping plan regarding the space between the west façade and Middle Creek.
Mauriello says that this is demonstrated in the landscaping plan. Some of that is on Town
property, which will require cooperation with the Town regarding restoration efforts. He says
that is largely an element that will be addressed by the Design Review Board. However, that
area is largely untouched without pathways between patios and is considered a passive area.
Lipnick asks if the restaurant is full service with three meals a day.
Mauriello says that is the intent, with offerings throughout the day.
Lipnick asks how Middle Creek is being preserved and enhanced.
Mauriello says a half century of paved areas with untreated runoff will be corrected. They will
work with the Town on landscaping improvements and work on bringing it back to a more
native area.
Lipnick appreciates the changes like sloped roofs, improvements in mass and scale, the
addition of the restaurant, the commitment to LEED Certification, and EHUs on site.
Rediker asks the applicant to clarify regarding the variance for below grade site coverage.
Mauriello walks through the site plan. He describes how the roof of the parking garage
becomes the usable landscaped area.
Rediker asks about the loading and unloading.
4
Planning and Environmental Commission Meeting Minutes of November 14, 2022 164
Mauriello talks about the proposed separate access for loading and unloading on the
northwest of the site. The entrance to the loading area is just west of the new roundabout on
the frontage road.
Rediker asks about the façade along the frontage road. He asks about the articulation in
relation to the LRMP.
Mauriello walks through the articulation on the north façade. Kreilich addresses the stepbacks
on the building.
Rediker asks about the northwest corner of the building.
Mauriello says the highest points are probably the sloped roofs.
Perez asks where the cars enter the underground lot.
Mauriello says the entrance is from the frontage road to the right of the porte-cochere.
Perez cites the criteria including such other factors as the PEC deems appropriate. She is
concerned we are building a wall between the town and the mountain. She is still concerned
about the mass and size and scaling. She asks about preserving accommodation units, how
are you complying with the master plan?
Mauriello says that was demonstrated in the previous meeting, citing historical numbers and
similar projects. He says in condohotels, even without requirements that people participate,
they do, mostly for investment purposes.
Perez says how can you guarantee this?
Mauriello says it is demonstrated in the evidence of the last few decades. People are buying
condos as an investment, rentals offset the cost. You make it inconvenient for people to not
want to put their units into the rental pool. We have a demonstrated performance of these
units throughout the community.
Rediker asks about the articulation along the west side of the building.
Kreilich walks through the details of the west façade. The façade steps back two feet where
the material transitions above the second story. At the top, there is a 12 foot-stepback, there
are also vertical stepbacks along the elevation in places to break up the massing.
Pratt asks why there is a condition of approval for LEED Certification.
Roy says it was so that some level of follow through would be implemented per the condition
of approval, but a precise level is not noted.
Pratt says he's not sure how that could be enforced.
Pratt asks about the parking requirements.
Roy cites the amenities in the building in relation to the parking.
5
Planning and Environmental Commission Meeting Minutes of November 14, 2022 165
Mauriello says the parking complies even without the multi-use credit.
Pratt asks about ADA requirements for the pathway.
Roy says he would defer to the building department which has reviewed the plans.
Pratt asks about a design showing a path between buildings, breaking up the mass.
Roy says he's not clear on the history of that item.
Pratt asks about the helicopter approach routes.
Mauriello says it was included in the submittal, and has been reviewed by the relevant parties
and the requirements are set in the subdivision plat as recorded.
Rediker asks for public comment.
Roy says that comments received over the weekend were passed on to the board prior to the
meeting.
Dan Wolf represents Vail International. His client has not had an opportunity to fully review the
revised plans. His colleague Rohn Robbins submitted a letter included in the packet. There
have been improvements but some of their concerns remain. He says on the west elevation
significant portions are not sloped or not to the degree required by the master plan. The west
façade remains the most significant concern, they are concerned about the impacts on Middle
Creek. Regarding the replacement of the short term units, he didn't hear a legal guarantee nor
receive sufficient information that there will be a replacement of those.
Tom Braun speaks on behalf of Vail Health. They have reviewed the agreements from 2018.
He speaks regarding the conformance with regulations regarding the helipad flight path.
Regarding the circulation under the lid, the hospital was aware of the walkway and landscape
lid and comfortable with the proposal at this point. The housing on site, creek setback, and
LEED certification are all positive things. They believe the project works and fits in well with
what has been done across the property line. This will bring a positive change to the
neighborhood just like Vail Health did.
Merv Lapin lives in the area. He questions the numbers related to the required employee
housing. He asks why does the Town have to subsidize a profitable project? He suggests the
20% for EHUs should be a much higher number. He is concerned about the size of the
building, or whether it could be broken up into multiple buildings. He asks about the
notification process related to applications like PEC and DRB applications. He is concerned
about the flight path to the helipad crossing the building and states that it is a common sense
concern. Why put more buildings and units in the flight path? He is concerned about the price
point and says these are luxury condos that are not going to be rented out. He asks that the
PEC postpone the application so the resubmittal can be reviewed in detail. He says that the
Town was involved in writing the regulations, so the Town has the power to negotiate and
urges the PEC to negotiate.
Kim Fuller is a Vail resident and small business owner. She says the proposal is a
6
Planning and Environmental Commission Meeting Minutes of November 14, 2022 166
reinvestment in Vail, and supports the changes that have been made through the review
process like the sloped roofs. The implementation of on-site housing is a benefit to the
community, as she knows firsthand when she started her career here. Every workforce bed
makes a difference. The housing is thoughtful, sustainable and supports the local workforce.
She asks the PEC to approve the plan.
Lane Lapin lives in the neighborhood. She asks about access and circulation for the residents
in the proposed building. She is concerned about the pedestrian and population impact on the
space between the villages, particularly along West Meadow Drive. She asks about the details
regarding staging for the project and how materials will arrive on site. She talks about current
construction and parking along Meadow Drive.
Josephine Tice lives in the area. The proposal will add a lot of people to the area and there
needs to be efforts regarding traffic flow, pedestrian flow, and safety on the street and trails.
She says we need to consider the current pedestrian situation and the increase that will result
from this project.
Ted Steers owns Vail Village Rentals. He says 10 years ago the stigma of renting premium
property went away. The current state of high-end rentals has changed dramatically over the
past years. The Town is currently running short of properties that can be rented. The units will
rent well and we desperately need them.
Hans (inaudible) is an owner and board member at Vail International. He states that he
received the updated proposal one week ago and has not had time for sufficient review. He
says the roof slopes are not in compliance with the regulations. He is concerned that the
Middle Creek side is like a wall, too tall and too massive. He has some experience with
rentals, creating keys that are never used is not something that will be successful or provide
the necessary rental units. He questions if luxury units will be rented. He is not sure removing
the parking lot is an enhancement if a 6-8 story building is added in its place.
Jack Ryan is a developer and has worked in the village. He supports the project and the
developer. He asks that the application is approved today.
Rediker asks for public comment online.
Roy says there is none.
Rediker wants to reiterate questions raised by the public. He asks the applicant about ingress
and egress from the building.
Mauriello cites the exit points including the porte cochere, the pedestrian pathway between
West Meadow Drive and the Frontage Road, and the landscape lid in the center. On the west
side there is an emergency egress exit including the bridge across the creek. Mauriello says
both residents and guests could access the path to the west.
Rediker asks about the staging for the project.
Mauriello says that has not been fully realized, but he thinks the majority of the staging will be
from the frontage road. Cohn confirms.
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Phillips asks if Vail Fire has been involved.
Mauriello says they have been involved in the review process, and the applicants have
complied with their requests.
Peter Noble talks about 99 Vail Rd, which is currently being rented. He states that short term
rental potential is there for high-end properties and that anything in town that can be rented is
being rented.
Rediker asks for commissioner comment.
Lipnick supports the new proposal for the reasons stated earlier. There is less massing and
less scale. Through sloped roofs, transitions, etc.. a lot has been done to decrease the mass
and scale. He supports the employee housing units provided on site. He states that we have
come a long way since February to appease the PEC, and community concerns. He does not
have concerns that units will not be rented.
Perez thinks the Evergreen Lodge needs to be redeveloped and supports that. She doesn't
think we're there yet in meeting the criteria, particularly relating to mass and scale. A small
inset doesn't address that concern and more needs to be done to make the building not seem
so large. There should be more than a brick wall, the applicants are moving in the right
direction. Her biggest issue in the LRMP is the requirement that 128 units that are short term
rentals. We have to follow the criteria and the master plan. How are you going to guarantee
128 units? She states that she can't support the approval of the development. The goal is not
to block development, and the applicants are making progress but must meet the criteria.
Pratt asks about the helicopter approach routes and states that is a valid public concern that
needs to be addressed. He thinks the resubmittal is a huge improvement with visual interest.
However it is still a large building, and Section 5.19.5 says most of the bulk mass and scale
should be located in the northwest. The proposal creates a wall along the frontage road. He
applauds including the EHUs on site. The roof slopes on the west side are not enough, he
doesn't think they comply with the design guidelines in that respect.
Phillips appreciates the effort on this project and appreciates the applicants incorporating the
PEC feedback. He acknowledges that some of these concerns will be addressed at the DRB
stage. He thanks staff and thinks the applicants have satisfied the criteria. The precedent of
large buildings along the Frontage Road has been set. He doesn't see a lot of people walking
on the Frontage Road. He feels comfortable about a vote for approval.
Judge says he has watched the past meetings and reviewed the application materials. He
says the applicants have come a long way, but there is a tough challenge between the
hospital and the civic area. As far as bulk and mass it is a big building. There is articulation
that is talked about in the LRMP. The proposal is not in compliance with Chapter 8 but the
DRB will also look at it.
Judge says the Lionshead Design guidelines are the minimum standards, is that what the
development is going for? The LRMP talks a lot about doing better than the minimum and
taking it to the next level. He sees a lot of status quo. He questions the EIR and that no harm
is being done with regard to parking. Judge comments on the applicants maintaining and
enhancing the accommodation units already in place. He talks about maintaining, preserving,
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and enhancing live beds as a goal of the LRMP for the Evergreen redevelopment. How does
the plan today specifically do that? He doesn't disagree the market has changed but it can
change again so it's good to have some protection there. He hopes there is a high level of
commitment to working with the Town on Middle Creek. He references the opportunities and
upgrades for future improvements noted in Section 5.19. He doesn't see how it meets the
requirements given those items.
Jensen thanks the applicants for listening and making significant changes. It's still a big
building, but his interpretation of Lionshead is that's what the community wants and needs.
The worst part of Vail is I-70 and the community purposefully has built a wall. He remembers
arguments about Solaris, but it made Vail Village a more peaceful place; that could happen on
Meadow Drive. He sees this as central to Vail and this type of massing is typical in the central
core. He knows condotels work, if they have a front desk. He would add that to the
stipulations, if you have a front desk that works.
Rediker agrees that a lot of work has been done and the project has come a long way. He
also recognizes that the LRMP is imperfect. The live bed criteria has been met per code, but
he is still concerned about the bulk and mass. He acknowledges that it complies. There should
be provisions in place regarding the landscape plan, particularly regarding the creek.
Pratt thanks the applicants for the presentation.
Judge adds that massing along the Frontage Road is not a bad thing.
Jensen adds that the current building is a 2-star property and the new building will be a 4.5-
star property.
Lipnick states that historically, helicopter crashes are related to pilot judgement. This project is
not within the flight path and therefore is a non-issue.
Planner: Jonathan Spence
Applicant Name: HCT Member, LLC represented by Mauriello Planning Group
4.3 PEC22-0007 - A request for review of a Conditional Use Permit, pursuant to
Section 12- 7H-2 Permitted and Conditional Uses; Basement or Garden Level, and
Section 12-7H-3; Permitted and Conditional Uses; First Floor or Street Level, Vail
Town Code, in accordance with Title 12, Chapter 16, Conditional Use Permits, Vail
Town Code, to allow for dwelling units and attached accommodation units on the
basement, garden level or first floor of the redevelopment of the Evergreen
Lodge, located 250 South Frontage Road West/Lot 2W, Block 1, Vail Lionshead
Filing 2, and Lot F-1, Vail Village Filing No. 2 and setting forth details in regard
thereto.
Reid Phillips made a motion to Approve with the conditions and findings in the staff memo ; Bobby
Lipnick seconded the motion Passed (4 - 3).
Voting For: Bill Jensen, Bobby Lipnick, Reid Phillips, John Rediker
Voting Against: Karen Perez, Henry Pratt, Brian Judge
PEC22-0007 Staff Memorandum.pdf
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Planning and Environmental Commission Meeting Minutes of November 14, 2022 169
Planner: Jonathan Spence
Applicant Name: HCT Member, LLC represented by Mauriello Planning Group
4.4 PEC22-0008 - A request for the review a variance from Section 12-7H-10,
Setbacks and Section 12-7H-14 Site Coverage, Vail Town Code, pursuant to Title
12 Chapter 17, Variances, Vail Town Code, related to below grade improvements
for the redevelopment of the Evergreen Lodge, located 250 South Frontage Road
West/Lot 2W, Block 1, Vail Lionshead Filing 2, and Lot F-1, Vail Village Filing No.
2 and setting forth details in regard thereto.
5.Approval of Minutes
5.1 October 24, 2022 PEC Meeting Results
6.Information Update
7.Adjournment
Attachment A. Evergreen Narrative Revised October 24, 2022 (1).pdf
Reid Phillips made a motion to Approve with the findings in the staff memo ; Bobby Lipnick seconded
the motion Passed (7 - 0).
PEC22-0008 Staff Memorandum.pdf
Attachment A. Evergreen Narrative Revised October 24, 2022 (1).pdf
Reid Phillips made a motion to Approve with the findings in the staff memo ; Henry Pratt seconded the
motion Passed (7 - 0).
Karen Perez made a motion to Approve ; Bill Jensen seconded the motion Passed (7 - 0).
PEC Results 10-24.pdf
Bill Jensen made a motion to Adjourn ; Henry Pratt seconded the motion Passed (7 - 0).
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