HomeMy WebLinkAbout2023-03-07 Agenda and Supporting Documentation Town Council Afternoon Meeting Agenda1.Presentation/Discussion
1.1 Vail's Stewardship Roadmap 75 min.
Provide feedback on policy implications for the final draft of
Vail's Stewardship Roadmap, which will return to Town Council
for adoption by resolution.
Presenter(s): Mia Vlaar, Director of Economic Development
and Cathy Ritter, Better Destinations
Background: Based on Council input during late 2022, newly
identified town priorities, and extensive engagement with the
Vail community, the town has reshaped the direction of the
planning process. Now positioned as Vail's Stewardship
Roadmap, the approach is sharply focused on steps the town
can take over the next 10 years to ensure that our vital tourism
economy continues to thrive. The presentation will focus on
high level actions, strategies, and measurements including
targets, indicators along with an implementation plan.
1.2 Municipal Building HVAC Repair 15 min.
Listen to presentation and provide feedback.
Presenter(s): Greg Hall, Director of Public Works and
Transportation
Background: The Vail Municipal Building has been slated
numerous times for a major remodels, additions or other
improvements over the last decade. All of these potential
projects included replacing the original HVAC system.
1.3 Timber Ridge Update 30 min.
Listen to presentation and provide feedback.
Presenter(s): George Ruther, Housing Director
Background: The purpose of this agenda item is to continue
sharing regular updates on the progress of the Timber Ridge
Village Redevelopment Committee towards its efforts to
prepare a redevelopment plan for Timber Ridge, outline a form
VAIL TOWN COUNCIL MEETING
Afternoon Session Agenda
Town Council Chambers and Virtually via Zoom
Zoom Meeting Link: https://us02web.zoom.us/webinar/register/WN_uFf5cH73RpWP0YkauwG5mw
1:00 PM, March 7, 2023
Notes:
Times of items are approximate, subject to change, and cannot be relied upon to determine what time
Council will consider an item.
Council_Memo_-_Vail_s_Stewardship_Roadmap_3-7-2023.pdf
Vail Stewardship Roadmap FINAL Updated Draft.pdf
Vail's Stewardship Roadmap - Council March 7 2023 FINAL UPDATE.pdf
Vail Municipal HVAC replacement .docx
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of a potential deal structure to achieve the redevelopment,
present a timeline for redevelopment, and share a draft
proposal of the marketing materials.
1.4 Year End Investment Report 10 min.
Informational only.
Presenter(s): Carlie Smith, Finance Director
Background: Section 2-2-8 of the Town Code requires an
annual presentation of the town's investment report, which is
also provided as a written report each quarter. This agenda
item is a presentation of the town's investment report as of
December 31, 2022.
2.Interviews for Boards and Commissions
2.1 Interviews for Art in Public Places Board Members (AIPP)25 min.
Interview candidates who are interested in serving on AIPP.
Presenter(s): Kim Langmaid, Mayor
Background: There are two vacancies on the Art in Public
Places Board and five applicants have submitted letters of
interest. Interviews will be conducted during the afternoon and
appointments will be made during the evening meeting. Duties
and functions of the boards include the implementation of
AIPP policies and selection procedures, acquiring public art,
overseeing the maintenance program, and assisting in
securing financial support for the art. Two appointments will
be made for a two year term ending March 31, 2025.
3.DRB / PEC (5 min.)
3.1 DRB / PEC Update
4.Information Update
4.1 January 19, 2023 VLMDAC Meeting Minutes
4.2 February 1, 2023 CSE Meeting Minutes
4.3 February 14, 2023 VLHA Meeting Minutes
4.4 2022 Deed-Restricted Employee Housing Compliance
Status Report
Timber Ridge Village Apartments Redevelopment Update 03072023.docx
Timber Ridge Village Pitch.pdf
Investments 221231.pdf
220307 YE Investments PP.pdf
AIPP Applicants.pdf
PEC Results 2-27-23.pdf
DRB Results_3-1-23.pdf
03._VLMDAC_minutes_January_19__2023_.pdf
Minutes_committee-on-special-events_minutes_summary_02.01.2023.pdf
2023-2-14 VLHA Minutes.pdf
2022 Deed-Restricted Employee Housing Compliance Status Report 03072023.pdf
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5.Matters from Mayor, Council and Committee Reports (10 min.)
6.Executive Session (60 min.)
1. Executive Session pursuant to: 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. §24-6-02(4)(e) to
determine positions relative to matters that may be subject to negotiations, develop a strategy
for negotiations, and/or instruct negotiators on the topic of pending litigation, Town of Vail v.
TIGA Advertising, Inc. and Gregory Moffet, case number 21CV30034;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 and on the topics of: the redevelopment of
the Timber Ridge deed restricted housing project; and
3. C.R.S. §24-6-402(4)(b) to determine positions relative to matters that may be subject to
negotiations, develop a strategy for negotiations and instruct negotiators and on the topics of
Altus@Vail LLC, 430 South Frontage Road East, Vail, CO 81657.
7.Recess 4:50pm (estimate)
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:March 7, 2023
TIME:75 min.
SUBMITTED BY:Liz Gladitsch, Economic Development
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Vail's Stewardship Roadmap
SUGGESTED ACTION:Provide feedback on policy implications for the final draft of Vail's
Stewardship Roadmap, which will return to Town Council for adoption
by resolution.
PRESENTER(S):Mia Vlaar, Director of Economic Development and Cathy Ritter, Better
Destinations
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Council_Memo_-_Vail_s_Stewardship_Roadmap_3-7-2023.pdf
Vail Stewardship Roadmap FINAL Updated Draft.pdf
Vail's Stewardship Roadmap - Council March 7 2023 FINAL UPDATE.pdf
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To: Mayor and Town Council
From: Economic Development Department
Date: March 2, 2023
Subject: Vail's Stewardship Roadmap - Review of Purpose, Actions, Goals and
Implementation
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 heights following pandemic-related economic challenges and
with occupancy rates now softening since last summer, the town is re-examining how
tourism can generate additional value for the community. With a process launched in
February 2022, the town became among the first in North America to center a tourism
planning process on destination stewardship. This approach signals a forward-thinking
commitment to engaging the entire community in addressing challenges and finding
new opportunities to build the strength and quality of life for our globally known
mountain resort community.
Based on Council input during late 2022, newly identified town priorities, and extensive
engagement with the Vail community, the town has reshaped the direction of the
planning process. Now positioned as Vail's Stewardship Roadmap, the approach is
sharply focused on steps the town can take over the next 10 years to ensure that our
vital tourism economy continues to thrive. It also recognizes that for tourism to thrive,
our community must thrive, too.
To this end, Vail's Stewardship Roadmap introduces a new concept: "Community-
Positive" tourism. While other planning processes under way in North America have
focused on "Nature-Positive" tourism or "Climate-Positive" tourism, the Roadmap’s main
intention is to deliver positive outcomes for our community.
II. The Reason for the Roadmap
The purpose of Vail's Stewardship Roadmap is spelled out in five brief paragraphs on its
first page. Major points are as follows:
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Town of Vail Page 2
• To chart a path for the next 10 years to ensure that Vail's vital visitor economy
continues to thrive.
• To bring a clear focus to the purpose of Vail's tourism economy, which is: To allow
the Vail community to sustain a remarkable way of life.
• To formally recognize that “building a strong tourism economy also requires a
strong community."
• To complement and inform other Vail plans aimed at enhancing the community
and lay the groundwork for a broader, long-term community visioning plan.
The Roadmap is the outcome of a first-time partnership among three leading tourism
organizations -- MMGY NextFactor, Better Destinations, and the Travel Foundation.
Collectively and individually, these three partners bring deep expertise in shaping
tourism to meet global challenges. They share a focus on generating new community
benefits through regenerative tourism strategies, while methodically identifying tourism
impacts and ways of mitigating them.
III. Planning Documentation Supporting the Roadmap
The roadmap is a result of extensive work including public engagement, a thorough
examination of current sustainability practices and future implications, community and
visitor sentiment and brand perception studies, and a strategic approach to prioritizing
key impact areas that need addressing. The underlying planning documentation is
available at https://www.engagevail.com/stewardship and includes the following, along
with key outcomes of Public Engagement.
A. SMARI Sustainability and Brand Image 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. An additional analysis of the same
study recently was conducted to deliver more insight into desires of travelers with
household incomes of $250K+.
B. Vail 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.
C. Vail Optimal Value Framework.
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Town of Vail Page 3
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.
IV. The Planning Framework.
The framework for the Roadmap centers on a Vision that expresses six Vail values:
1. Quality of Life
2. Community
3. Environmental Stewardship
4. Experience
5. Respect
6. Fun
The framework is supported by five Actions. Each Action is defined with a purpose
statement and points to a Goal to be carried out by a collection of Strategies. The
Roadmap incorporates an Implementation Plan defining responsibilities and timeframes
for attention. Measures of success include both Targets and Indicators for the town to
measure progress. The plan also includes a collection of Definitions for key terms, an
overview of Vail's current state, key tourism industry trends, and a summary of all key
findings.
Vail’s Stewardship Vision
Vail is the world’s premier sustainable mountain resort community,
renowned for its quality of life, inspiring experiences for all, and stewardship of nature.
Five major actions and goals must be achieved for Vail to realize this vision by
2033. Each expresses a commitment inspired by extensive consultations with the Vail
community.
1 Make Vail More Liveable.
Goal: By 2032, double the supply of deed-restricted homes – from 1,050 to 2,100 – for
our year-round and seasonal Vail residents and workforce through a collaborative and
regenerative approach.
Targets and Indicators
Deed-restricted housing inventory
Availability of workforce
Public school enrollment
Strategies
a. Structure Vail Home Partners development to yield returns that support creating
even more deed-restricted housing.
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Town of Vail Page 4
b. Join in public and private partnerships to secure available grants for deed-
restricted housing to address the needs of year-round and seasonal Vail
residents and workforce.
c. For future development in Vail through 2033, consider the potential for adding
resident housing.
d. Prioritize creating deed-restricted homes for vital workers, including first
responders, childcare workers, and teachers.
e. Support development of fast, convenient, frequent transit strategies to expand
housing opportunities for Vail residents.
f. Consider reducing long-term costs for residents of deed-restricted housing by
embracing energy-saving design strategies when possible.
g. Collaborate with Vail Resorts, other employers, and nonprofits to expand housing
opportunities and address other top community priorities, including childcare.
h. Adopt amended commercial linkage and residential linkage requirements to
mitigate the impacts of incremental new development in Vail.
2 Enhance Vail's "World-Class Experience."
Goal: Strengthen Vail’s year-round appeal as a premier international mountain resort
community by leveraging new opportunities to attract desired travelers, while managing
demands on community infrastructure and extending access to the Vail experience to
more locals.
Targets and Indicators
Visitor Satisfaction
Visitor Net Promoter Score
Workforce Satisfaction
Capacity for Visitation
Visitor-Resident Ratio
Strategies
a. Develop an analysis of Vail's capacity for visitation to guide policy, planning,
and programs, whether by season or other parameters.
b. Use geolocation-based data to assess capacity and visitor flows and guide
decision-making with real-time, anonymized insights into visitor and resident
behaviors.
c. Address rising expectations for seamless travel experiences in ways that
enhance the guest experience.
d. Support and develop transit strategies encouraging all, especially day visitors,
to leave personal vehicles behind.
e. Continuously build the world-class experience through ongoing customer
service training, highlighting the importance of accepting everyone for who they
are.
f. Explore creating new indoor venues to support exceptional year-round cultural
experiences and develop the local arts and creative economy.
g. Leverage booming interest in wellness travel and improve local health status by
advancing opportunities for physical and emotional wellness, especially in
partnership with Vail's renowned healthcare providers.
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Town of Vail Page 5
h. Broaden local access to the world-class experience to attract and reward
workforce and local stewards and foster a sense of inclusion in the local
tourism economy.
3 Invigorate Vail's Spirit.
Goal: Make Vail a stronger community by empowering local entrepreneurship and
creating new ways and spaces for people to share interest s, build friendships, and enjoy
life.
Targets and Indicators
Resident satisfaction
Resident Net Promoter Score
New local business permits
Strategies
a. Engage the Vail community in a comprehensive long-term visioning plan to
build a stronger community, foster local business creation, and enhance our
overall sense of place.
b. Join in partnerships to stimulate local entrepreneurship as a way to diversify
Vail’s economy, allow more young locals to establish careers, and attract new
professionals to live in Vail.
c. Identify ways to spark creation of more locally owned food and retail
businesses where locals go to eat and shop.
d. Collaborate with economic development resources and institutions of higher
learning to support skill-building for entrepreneurship.
e. Explore developing a multi-purpose community or cultural center where people
can connect and share talents and passions and engage in the creative
economy.
f. Partner in events to enliven the Vail lifestyle and foster local connections
among all Vail residents.
g. As community plans are developed, weigh opportunities to create fitness
centers or other wellness amenities as gathering places that promote health.
h. Ensure that town decision-making is viewed through a lens of benefitting
residents as well as visitors.
4 Advance Vail Stewardship as a Global Model.
Goal: Reduce 2014 baseline carbon emissions 25 percent by 2025, 50 percent by
2030, and 80 percent by 2050 while advancing energy resiliency, improving the Gore
Creek watershed, and maintaining certification to the Mountain IDEAL Standard.
Targets and Indicators
Climate Action Plan for Eagle County
Gore Creek watershed health
Progress on Community Wildfire Protection Plan goals
Certification to the Mountain IDEAL Standard
Strategies
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Town of Vail Page 6
a. Create an iconic thought leadership event to advance mountain tourism
sustainability, share best practices and create solutions.
b. Advance shared climate action and understanding of Vail’s standing as a
sustainable destination by partnering with Vail Resorts to advance their
Commitment to Zero on Vail Mountain.
c. Collaborate with Holy Cross Energy to seek proposals from internationally
renowned experts for innovative ways to decarbonize the town’s snowmelt
system, potentially through renewable energy options and district -heat
solutions.
d. Promote and support efforts to "Restore the Gore,” Vail’s treasured waterway.
e. With the Community Wildlife Roundtable, identify ways to improve wildlife
habitat and enhance biodiversity, with attention to creating wildlife crossings.
f. Build Vail’s resilience to wildfire by supporting and promoting the Fire Adapted
Vail initiative and fully implementing recommended strategies and actions of the
Vail Community Wildfire Protection Plan.
g. Develop a plan to build Vail's resiliency against a massive power outage,
potentially through low-carbon energy sources.
h. Use the Eagle County Climate Action Collaborative as a framework to partner
on an agenda for shared climate action strategies and seek more grants to
activate them.
i. Strive to maintain certification to the Mountain IDEAL Standard for ongoing
global recognition of Vail as a top sustainable destination.
5 Energize Vail's Brand.
Goal: Develop a brand position that reflects important community values and
differentiates Vail in ways that attract more desired travelers.
Targets and Indicators
Lodging Tax Revenue
Marketing Campaign Performance
Occupancy Rate
Average Daily Rate
Brand Health
Strategies
a. Working with the Vail Local Marketing District Advisory Council, conduct a brand
development process to build Vail's competitive advantage in harmony with what
the community values.
b. Explore strategies to address Vail's capacity for visitors during non -ski months as
well as mid-week and non-peak periods.
c. Build campaign messaging around true attributes -- such as Vail's friendliness
and small-town charm -- proven to drive traveler intent.
d. Celebrate unique and innovative local business owners and residents to
humanize Vail's most extraordinary qualities.
e. Explore the potential of Vail's status as the nation's most sustainable destination
to attract luxury travelers seeking to reduce their impact as they travel.
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Town of Vail Page 7
f. Promote and support in-market stewardship messaging to increase
understanding of important community values and invite others to share them.
g. Build on Vail's history of embracing diverse communities by communicating a
warm welcome to diverse audiences of travelers, as well as those from around
the world.
V. Next Steps
Department heads are finalizing timeline for implementation of each strategy within the
roadmap. With council feedback, the ten-year implementation timeline will be finalized,
and work will begin on resource allocation, including budget, for the strategies identified
within the roadmap.
V. Action Requested of Council
Provide feedback on policy implications for the final draft of Vail's Stewardship
Roadmap, which will return to Town Council for adoption by resolution.
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A Community-Positive Vision for a Thriving Visitor Economy
Adopted (Month/day/year) by the Vail Town Council
Mayor Kim Langmaid
Mayor Pro Tem Travis Coggin
Council Members Barry Davis
Kevin Foley
Jen Mason
Pete Seibert
Jonathan Staufer
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The Journey Ahead
The Reason for the Roadmap
Like few other places on earth, Vail was founded to share an extraordinary mountain
lifestyle with people from across the world. That was the vision of the two 10th Mountain
Division U.S. Army veterans who turned their former training grounds into a world-
renowned resort community. In the 60 years since Vail rose from a lettuce patch and
sheep grazing lands, tourism has been the lifeblood of our economy.
visitor economy continues to thrive. The five goals outlined in these pages point to ways to
address the biggest threats to our continued success, most especially the housing crisis
that is impacting every aspect of our community life. It provides strategies to shape a
stronger, more resilient tourism economy and manage our visitor patterns. It also outlines
steps we can take to safeguard and improve our biggest asset -- the stunning,
irreplaceable natural surroundings that define this place.
Most important, this Roadmap brings a sharp new focus to the purpose of Vail's tourism
economy. The reason we want tourism in Vail is because it lets our community sustain a
remarkable way of life on this 10-mile ribbon of land between Vail Mountain and Interstate
70.
For much of our history, a main focus has been to shape Vail to meet the needs of our
visitors. With this Roadmap, we formally recognize that building a strong tourism economy
also requires a strong community. To this end, this Roadmap has been crafted to be
"Community-Positive." It complements other Vail plans aimed at enhancing our community
and lays the groundwork for a broader community visioning plan.
By so many measures, Vail is an extraordinarily successful community. This plan is
designed to equip us to embrace a new tourism mindset, to prevail over outside forces,
and continue on a path to success as defined by and to benefit our most important
stakeholders, our Vail community.
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Definitions
Words and Phrases To Know
Community: If you are someone who cares about Vail, you are a member of our
community. It doesn't matter whether you live here full-time or part-time or if you live
somewhere else and work here or if you're just visiting for a while. If you care about Vail,
you are one of us, and this plan is for you.
Community-Positive: New words have been popping up as top destinations seek relief
from tourism pressures and better outcomes from and for visitors. Many are embracing
"Climate-Positive" and "Nature-Positive" goals and results. The new territory we are
mapping with this Roadmap requires a new word. "Community-Positive" signals that a
main intention of this plan is to deliver positive outcomes for our community.
Climate Action: Climate action can be tangible or symbolic. Here in Vail, we keep a sharp
focus on tangible actions like reducing carbon emissions and waste as well as improving
water quality. By signing on to the Climate Action Plan for Eagle County, we are joined in a
commitment to reduce our 2014 baseline carbon emissions 25 percent by 2025, 50 percent
by 2030, and 80 percent by 2050.
Deed Restrictions: Vail's strategy for creating resident housing centers on acquiring deed
restrictions on houses, condos, and apartments. Deed restrictions preserve these homes
for anyone working at least 30 hours a week on average for an Eagle County business. So
far, the Vail Local Housing Authority has acquired deed restrictions on 1,050 homes. About
14 percent of full-time residents responding to the town's latest community survey said
they live in one. The Vail InDEED program was lauded by the Urban Land Institute in 2017.
District Heat Solutions: One cost-effective alternative to fossil fuels involves creating a
connected system that uses renewable energy and waste heat from multiple users. An
array of these energy resources collectively known as district-heat solutions could
-melt system with far fewer carbon emissions. Currently, the snow-melt
system is powered mainly by natural gas.
Mountain IDEAL: In 2017, Vail was the first in North America to earn certification as a
sustainable destination following a rigorous independent audit by certifier Green
Destinations. Vail's experience raised possibilities for making certification more relevant
to mountain communities. Walking Mountain Science Center in Avon led the way in
creating the Mountain IDEAL standard for sustainable mountain destinations. In 2021,
Breckenridge became the first to be certified to it, and Vail was the first to be recertified
to it. These days, many more North American destinations are following Vail's lead.
Population loss: In 2020, Vail's full-time population dropped below 5,000 for the first time
in decades. The biggest losses appeared to be among the town's younger residents,
meaning Vail is growing older. The town's voter rolls show a 6% falloff in voters ages 18 to
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34 between 2014 and 2021. Population loss, especially among younger generations, also is
surfacing in other highly desirable places where average housing costs sharply exceed
average earnings.
Regenerative: A regenerative tourism economy is an economy that gives back to local
residents. Since its inception, Vail has plowed the proceeds of its powerful tourism
economy back into its community, expanding housing opportunity, providing convenient
in-town transportation, supporting the natural environment, and expanding the availability
of childcare. A next-level opportunity described in these pages is to apply that thinking to
a regenerative housing strategy. By structuring development to yield revenue when
possible and pairing it with the proceeds of a new half-cent sales tax and available grant
funding, Vail can build a war chest of funding to meet future housing needs. Creating ways
for more visitor spending to stay in local pockets such as by supporting local
entrepreneurship also is a regenerative strategy.
Sustainable Destination: Many places use this term generically to describe their
commitment to environmentally sustainable practices. Vail and Breckenridge are the only
two North American communities currently certified to this standard, and Vail was the
first. The certification shows that a destination takes a holistic approach to sustainability,
seeking positive outcomes for its environment and economy as well as its social, cultural,
and governance structures. This certification has won Vail worldwide recognition in
sustainable tourism circles. Vail has been recognized in Green Destinations' annual Top
100 Sustainability Stories awards every year since 2017 and earned Best of Americas at the
ITB Berlin international trade show in both 2018 and 2020.
Visitor spending: The economic benefits of tourism can vary greatly based on the size of
the destination and the number of visitors relative to the local population. For Vail, the
huge imbalance between residents and visitors pays off handsomely. Because groceries
--
including proceeds of the new transit and housing taxes -- comes from the pockets of
visitors. Visitors also pay a 1.4% lodging tax on their overnight stays, with proceeds
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Contents
2 The Journey
The Reason for the Roadmap
3 Guidance
Words and Phrases To Know
6 The Compass
Our Values
7 Where the Roadmap Takes Us
13 Current State
Vail in 2023
16 The State of the Industry
Key Tourism Trends
19 Mapping the Landscape
What We Learned
o 20 Intensive Community Engagement
o 23 The View from the Visitor Perspective
o 25 Vail Sustainability Analysis
27 The Destination Ahead
Imagine Vail in 2023
29 What the Roadmap Will Achieve
The Implementation
34 Key Measures of Success
Roadmap Targets & KPIs
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The Compass
Our Values
Whether gathered through surveys, in public meetings, or face to face, insights shared by
the Vail community point to a set of values that are reflected throughout this Roadmap and
that others are invited to share.
Quality of Life
Expanding housing opportunity is our top priority because having a home is central to
building a life in this place we love. The desire to achieve and enjoy a high quality of life is
why so many strive and work so hard to make a life here.
Community
Millions may think of Vail as a place to visit. But those of us who live and work here and
many of our visitors, too see Vail as a place to make friends, share interests, build
relationships, and be part of something larger than ourselves. You are welcome to join us.
Environmental Stewardship
Living in Vail whether all or part of the year carries an obligation to steward the natural
surroundings that define this place. Protecting and enhancing the Gore Creek watershed
and wildlife habitat are especially important to us.
Experience
Our world-famous tourism economy rests upon our ability to deliver extraordinary
experiences. We are committed to ensuring that Vail is a place where all feel welcomed
and included and expectations are exceeded every day.
Respect
Vail is a place of aspiration, where people seek personal bests and release from the
everyday. We respect effort and welcome all, including all levels of ability. In return, we ask
for this: respect our way of life and our natural resources.
Fun
What we value about living in Vail is the chance to experience every day what visitors come
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Where the Roadmap Takes Us
tewardship Vision
Vail is premier sustainable mountain resort community,
renowned for its quality of life, inspiring experiences for all, and stewardship of nature.
Five major actions and goals must be achieved for Vail to realize this vision by 2033.
Each expresses a commitment inspired by extensive consultations with the Vail
community.
1 Make Vail More Liveable.
By 2033, double the supply of deed-restricted homes from 1,050 to 2,100 for our year-
round and seasonal Vail residents and workforce through a collaborative and regenerative
approach.
2 Enhance Vail's "World-Class Experience."
-round appeal as a premier international mountain resort community
by leveraging new opportunities to attract desired travelers, while managing demands on
community infrastructure and extending access to the Vail experience to more locals.
3 Invigorate Vail's Spirit.
Make Vail a stronger community by empowering local entrepreneurship and creating new
ways and spaces for people to share interests, build friendships, and enjoy life.
4 Advance Vail Stewardship as a Global Model.
Reduce 2014 baseline carbon emissions 25 percent by 2025, 50 percent by 2030, and 80
percent by 2050 while advancing energy resiliency, improving the Gore Creek watershed,
and maintaining certification to the Mountain IDEAL Standard.
5 Energize Vail's Brand.
Develop a brand position that reflects important community values and differentiates Vail
in ways that attract more desired travelers.
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Action 1
Make Vail More Liveable.
Too many of the people we need in Vail are unable to live here due to affordability and
availability of homes. The single biggest threat to our community and our tourism economy is
a housing crisis that leaves vital jobs unfilled, erodes the diversity of our population, and
threatens every aspect of community life, even the availability of childcare. We can find
bigger solutions and more resources by establishing new public and private partnerships
and removing barriers to create more ways for people to build lives in Vail.
The Goal
By 2033, double the supply of deed-restricted homes from 1,050 to 2,100 for our year-
round and seasonal Vail residents and workforce through a collaborative and regenerative
approach.
Targets and Indicators
Deed-restricted housing inventory
Availability of workforce
Public school enrollment
Strategies
a. Structure Vail Home Partners development to yield returns that support creating
even more deed-restricted housing.
b. Join in public and private partnerships to secure available grants for deed-
restricted housing to address the needs of year-round and seasonal Vail residents
and workforce.
c. For future development in Vail through 2033, consider the potential for adding
resident housing.
d. Prioritize creating deed-restricted homes for vital workers, including first
responders, childcare workers, and teachers.
e. Support development of fast, convenient, frequent transit strategies to expand
housing opportunities for Vail residents.
f. Consider reducing long-term costs for residents of deed-restricted housing by
embracing energy-saving design strategies when possible.
g. Collaborate with Vail Resorts, other employers, and nonprofits to expand housing
opportunities and address other top community priorities, including childcare.
h. Adopt amended commercial linkage and residential linkage requirements to
mitigate the impacts of incremental new development in Vail.
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Action 2
Enhance Vail's "World-Class Experience."
Vail is known and loved for its back bowls, friendly locals, and top-flight experiences, but
warning notes are sounding. Visitor satisfaction fell last year, partially due to workforce
shortages, while locals struggled with the stress of extra-long work schedules. Crowding,
overuse of trails, and parking pressures prompted new policies. Shorter winters pose a
looming threat. Equipping Vail's tourism economy for future success, resiliency, and balance
requires new thinking.
The Goal:
-round appeal as a premier international mountain resort community
by leveraging new opportunities to attract desired travelers, while managing demands on
community infrastructure, and extending access to the Vail experience to more locals.
Targets and Indicators
Visitor Satisfaction
Visitor Net Promoter Score
Workforce Satisfaction
Capacity for Visitation
Visitor-Resident Ratio
STRATEGIES
a. Develop an analysis of Vail's capacity for visitation to guide policy, planning, and
programs, whether by season or other parameters.
b. Use geolocation-based data to assess capacity and visitor flows and guide
decision-making with real-time, anonymized insights into visitor and resident
behaviors.
c. Address rising expectations for seamless travel experiences in ways that
enhance the guest experience.
d. Support and develop transit strategies encouraging all, especially day visitors, to
leave personal vehicles behind.
e. Continuously build the world-class experience through ongoing customer service
training, highlighting the importance of accepting everyone for who they are.
f. Explore creating new indoor venues to support exceptional year-round cultural
experiences and develop the local arts and creative economy.
g. Leverage booming interest in wellness travel and improve local health status by
advancing opportunities for physical and emotional wellness, especially in
partnership with Vail's renowned healthcare providers.
h. Broaden local access to the world-class experience to attract and reward
workforce and local stewards and foster a sense of inclusion in the local tourism
economy.
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Action 3
Invigorate Vail's Spirit.
To make Vail feel like a place where people live, not just visit, it's essential to create ways for
people to build ties as a community. That's not easy when your town of 5,000 welcomes 2.5
million visitors a year, nearly 60 percent of homes have seasonal residents, and launching a
local retail or food business is extremely risky and expensive. Many in Vail enjoy the vibe of
mixing with visitors -- and make it a point of honor to leave the famous ones in peace -- but
yearn for a stronger sense of community and a Vail where life is fun.
The Goal
Make Vail a stronger community by empowering local entrepreneurship and creating new
ways and spaces for people to share interests, build friendships, and enjoy life.
Targets and Indicators
Resident satisfaction
Resident Net Promoter Score
New local business permits
Strategies
a. Engage the Vail community in a comprehensive long-term visioning plan to build a
stronger community, foster local business creation, and enhance our overall
sense of place.
b. Join in partnerships to stimulate local entrepreneurship as a way to diversify
allow more young locals to establish careers, and attract new
professionals to live in Vail.
c. Identify ways to spark creation of more locally owned food and retail businesses
where locals go to eat and shop.
d. Collaborate with economic development resources and institutions of higher
learning to support skill-building for entrepreneurship.
e. Explore developing a multi-purpose community or cultural center where people
can connect and share talents and passions and engage in the creative economy.
f. Partner in events to enliven the Vail lifestyle and foster local connections among
all Vail residents.
g. As community plans are developed, weigh opportunities to create fitness centers
or other wellness amenities as gathering places that promote health.
h. Ensure that town decision-making is viewed through a lens of benefitting
residents as well as visitors.
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Action 4
Advance Vail Stewardship as a Global Model.
To safeguard and enhance our beloved natural assets, we have embraced climate actions
and protections for the Gore Creek watershed and wildlife habitat. Our next 10 years will
require dedication to build energy resiliency, address vulnerabilities, and thrive as a
sustainable mountain community. To reduce tourism impacts and enhance Vail's value for
all, we must lead to inspire more action, locally and globally, and build partnerships to expand
our results.
The Goal
Reduce 2014 baseline carbon emissions 25 percent by 2025, 50 percent by 2030, and 80
percent by 2050 while advancing energy resiliency, improving the Gore Creek watershed,
and maintaining certification to the Mountain IDEAL Standard.
Targets and Indicators
Climate Action Plan for Eagle County
Gore Creek watershed health
Progress on Community Wildfire Protection Plan goals
Certification to the Mountain IDEAL Standard
Strategies
a. Create an iconic thought leadership event to advance mountain tourism
sustainability, share best practices and create solutions.
b.
sustainable destination by partnering with Vail Resorts to advance their
Commitment to Zero on Vail Mountain.
c. Collaborate with Holy Cross Energy to seek proposals from internationally
system, potentially through renewable energy options and district-heat solutions.
d.
e. With the Community Wildlife Roundtable, identify ways to improve wildlife habitat
and enhance biodiversity, with attention to creating wildlife crossings.
f.
Vail initiative and fully implementing the Vail Community Wildfire Protection Plan.
g. Develop a plan to build Vail's resiliency against a massive power outage,
potentially through low-carbon energy sources.
h. Partner with the Eagle County Climate Action Collaborative on shared climate
action strategies and secure more grants to activate them.
i. Strive to maintain certification to the Mountain IDEAL Standard for ongoing global
recognition of Vail as a top sustainable destination.
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Action 5
Energize Vail's Brand.
Consumers rank Vail highly as a luxury mountain resort but show more interest in taking trips
to competing destinations. The local community wants Vail to target travelers who are in
step with local values, including those who care about natural resources and share respect
for the local way of life. With U.S. intent to travel softening and other headwinds rising,
famed destinations are feeling new pressure to sharpen their competitive edge. Vail can find
opportunity -- and the travelers its community wants -- by shaping its brand to amplify
qualities valued by its community and claim important attributes valued by visitors.
The Goal
Develop a brand position that reflects important community values and differentiates Vail
in ways that attract more desired travelers.
Targets and Indicators
Lodging Tax Revenue
Marketing Campaign Performance
Occupancy Rate
Average Daily Rate
Brand Health
Strategies
a. Working with the Vail Local Marketing District Advisory Council, conduct a brand
development process to build Vail's competitive advantage in harmony with what
the community values.
b. Explore strategies to address Vail's capacity for visitors during non-ski months as
well as mid-week and non-peak periods.
c. Build campaign messaging around true attributes -- such as Vail's friendliness and
small-town charm -- proven to drive traveler intent.
d. Celebrate unique and innovative local business owners and residents to humanize
Vail's most extraordinary qualities.
e. Explore the potential of Vail's status as the nation's most sustainable destination to
attract luxury travelers seeking to reduce their impact as they travel.
f. Promote and support in-market stewardship messaging to increase understanding
of important community values and invite others to share them.
g. Build on Vail's history of embracing diverse communities by communicating a warm
welcome to diverse audiences of travelers, as well as those from around the world.
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Where We Are
Vail in 2023
Vail is a town of less than 5,000 year-round residents that attracts 2.5 million visitors a
year and where 61 percent of the 7,359 homes are owned by seasonal residents. Occupying
just 3,360 acres, the town stretches 10 miles along Interstate 70, and is no more than a
mile wide at any point. It shares a border with Vail Resorts, which operates one of the
most famous ski resorts in the world on land leased from the U.S. Forest Service.
Founded as a ski resort in 1962 and as a town in 1966, Vail is positioned as the Premier
International Mountain Resort Community. Tourism is the lifeblood of its economy and has
been its reason for being since the day it was founded. Vail Ski Resort is one of North
America's largest with 5,317 acres of terrain. It consistently ranks among the continent's
most visited and favored ski resorts.
available rooms per month at its 26 professionally managed condo-tel and hotel
properties. In addition -term rental landscape
identifies 2,454 vacation rentals, mostly two- and three-bedrooms, with a maximum total
occupancy of 15,804. All of these properties collect a modest 1.4% lodging tax that
generates about $4 million a year to fund the Vail Local Marketing District (VLMD). Formed
in 1999, the VLMD markets Vail's natural attractions, businesses, and special events,
primarily for summer travelers.
Historic High Lodging Rates
As pandemic restrictions lifted and visitors streamed into outdoor spaces, Vail's visitor
economy began to boom bigger than ever. Summer 2021's occupancy rate of 45.1% was on
a par with pre-pandemic levels, but the average room rate of $308 crushed previous
highs.The average occupancy rate for Winter 2021/22 was 57.3 percent, a height not seen
since Winter 2016/17. The average daily rate hit an historic high of $681, far exceeding pre-
pandemic rate averages.
Revenue estimates, however, began to flatten midway through 2022 as occupancy
numbers began falling from the blistering highs of 2021. But even though occupancy began
dropping in July 2022, room rates kept climbing. The average Summer 2022 rate hit a
record $336 per night, well above the previous record of $308 set in 2021. Bookings
through June 2023 suggest rates may keep climbing to new historic highs in coming
months, even though signs of a slow-down are surfacing. Total bookings through June are
pacing below 2022 levels, signaling lower occupancy rates ahead. Related projections for
revenue per room are slightly exceeding past year performance as a result of the
increased average rate.
While currently revenue is expected to grow 2 percent over each of the next five years,
cautions are shared that falling occupancy could push lodging properties to lower their
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rates high and generate more than enough revenue to offset declining visitor numbers.
Local experts also believe Vail could build non-ski month occupancy levels, which have
never crested 50%, and that more visitation can be optimized through strategies
attracting visitors at mid-week and off-peak times.
Unprecedented visitor pressures
Since its earliest days, the town has strived to deliver warm, exceptional customer
service. But its hospitable nature has been strained in recent years by masses of visitors
who trampled trails, left trash and waste, and ignored local courtesies. Rapidly rising
housing costs stoked a growing
gap between typical local
salaries and the cost of
mortgages or rents. With many
workers struggling to find a
place to sleep much less build a
life, businesses are challenged
to operate at full capacity and
deliver the brand of customer
service that has been a hallmark
of a Vail vacation. (Right:
Response to Vail Resident Sentiment
Survey, May-August 2022)
Despite these challenges, Vail residents give their community excellent ratings for quality
of life compared with other places in the U.S. Downvalley residents rate their quality of life
even higher -- at 8.4 on a 10.0 scale.
A destination built with purpose.
That huge imbalance between the numbers of residents and visitors pays off in one
extremely beneficial way: generation of sales and lodging tax revenue. Because Vail's sales
taxes often exempt groceries and medications, a huge share of the proceeds typically
comes from visitors' pockets.
Since its founding, Vail has plowed the proceeds of its tourism economy into building a
better community. The town began creating lower-cost resident housing decades before
many mountain resort communities contemplated the need. Vail's in-town transportation
system is a model of convenience for all, and a newly formed Eagle County Regional
Transit Authority is poised to extend similar benefits countywide.
Often with the generosity of residents, both seasonal and year-round, Vail has developed
an extraordinary collection of amenities available to all, including world-class cultural
offerings, public arts, year-round hockey ice, golf courses, and health care facilities that
attract patients from across North America.
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Rising concerns
Vail's tourism economy also creates pressures. The housing shortage has triggered a
decline in available workforce that affects everything. It keeps restaurants from filling
seats and hotels from filling rooms. It's why vital job openings stay vacant. Unfilled
openings for childcare workers make it even harder for working families to function in Vail.
High housing costs and workforce shortages also are blamed as a root cause for rising
mental health concerns. Too many are either working multiple jobs to afford Vail or pulling
extra shifts to fill in for missing workers.
The stakes are high for Vail to make sure its tourism economy continues to deliver strong
benefits and that it can find ways to address unwanted impacts.
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State of the Industry
10 Key Tourism Trends
1. Rapid recovery of travel in outdoor destinations generated record revenues and new
pressures.
Ski towns across the U.S. were jolted by sudden shut-downs in March 2020 amidst a winter
season that was shaping up to be a record-breaker. While ski operators suffered heavy
losses, mountain towns rebounded rapidly in summer 2020 as people hit the road and
flooded into natural areas as pandemic restrictions eased. The trend intensified in 2021 as
vaccines became widely available. Many of the nation's most desirable outdoor
destinations were groaning under the impact of too many visitors, even as they clocked
record-high lodging tax revenues, often generated by soaring room rates. A 2022 Skift
Report's Megatrend identified this new phenomenon: "Ruralization of travel drives new
overtourism."
2. Undesirable visitor behaviors fueled resident pushback.
In many cases, fed-up residents pushed back hard against stressors such as trash, traffic,
environmental damage, crowding, and even rude behavior from visitors out of step with
local culture. Tahoe residents organized "un-welcoming parties" for arriving visitors,
waving pickets with messages like, "Tourists go home." Colorado passed a law allowing
counties to shift all but 10 percent of their hotel tax revenues away from marketing. The
Montana legislature is contemplating cutting funding for state, regional and local tourism
budgets in half to pay for housing development.
3. Forces combined to create a housing crisis, especially in the most desirable places.
Housing pressures are reaching crisis levels in many storied vacation areas. In recent
years, local housing supplies fell as more homes were converted to vacation rentals, and
prices climbed. But prices skyrocketed as the nation's Great Migration and Great
Retirement began in mid-2020. Fueled by low interest rates, new remote working policies,
and a burning desire to get away, people snapped up homes, often sight unseen at above-
market prices. Rising interest rates began cooling the phenomenon in mid-2022, but now
many desirable places are stuck with high housing prices.
4. Hotel room demand has finally recovered, but consumers are uneasy.
Rising prices also are cooling interest in domestic visitation, at least in the short term. The
pandemic-inspired "Revenge Travel" phenomenon appears to have played out, and U.S.
travelers are keeping an uneasy eye on rising prices and the threat of inflation. It took
about 2 1/2 years, but U.S. hotel room occupancy finally recovered in September 2022. By
late fall 2022, average daily rates remained about 17 percent higher than three years
earlier. In some cases, revenues from historic high hotel rates masked declining
occupancy rates. Short-term rental demand fully recovered in April 2021, and Tourism
Economics expects demand to keep climbing this year, especially in small-town and rural
areas and mountain and lake resort destinations.
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5. Business travel is expected to recover this year.
U.S. domestic trip volume finally is expected to recover to 2019 levels in 2023, though
business travel continues to lag. In late fall, Tourism Economics predicted that business
travel would recover to 90 percent of 2019 levels in 2023, and fully recover in 2024. Leisure
-
though bookings for meetings and conventions are rebounding, high room rates along
with widely available hybrid attendance options are reducing the number of attendees.
Many organizations also are responding to increased costs by trimming a day or two or
pre- or post-events off the schedule. Meeting planners report a rising interest in
t to give meeting
attendees a chance to engage in actions that will advance the goals of their organization.
6. The recovery of international travel has been spotty.
International travel has been slower to rebound. Tourism Economics projects that
international spending will recover to just 71 percent of 2019 levels in 2023, with full
recovery now postponed to 2026. The strong dollar, a weakened global economy, a deep
visa backlog, and China's latest pandemic outbreak are all factors. Recovery has been
highly uneven across international markets. Inbound travel from Canada, the U.K., and
Mexico is expected to reach 85 percent of 2019 levels during 2023. Air travel from Mexico
nearly achieved 2019 levels in August 2022. Major European source markets -- Italy,
France, and Germany -- are expected to reach 78 to 74 percent of 2019 levels in 2023, while
about 71 percent of Australia's travel volume is expected back. Brazil continues to lag, with
only 61 percent recovery projected this year, and inbound travel from key Asian markets --
South Korea, China, and Japan -- will remain well below 2019 volumes. Huge backlogs in
visa processing times exceeding 400 days for some countries also hinder recovery. The
chair of the Inbound International Travel Association says international travelers,
especially Europeans, are demanding sustainable travel experiences. International tour
operators believe U.S. destinations are doing little to satisfy this interest.
7. Technology is changing the face of travel. Many touch-free, no-contact innovations
inspired by pandemic restrictions are now widely accepted practices. This is only the
beginning of a major shift expected to transform the experience of travel. The travel
economy is leaning ever more heavily into technology to manage visitor flows, deliver
insights into customer preferences and behaviors, and mitigate travel hassles. 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 shaping the travel experience.
8. Interest in wellness tourism is on 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 by 2025. The fastest growing
sector by far was wellness tourism, expected to grow by 20.9%a year through 2025, with
total impact rising from $435.7 billion to $1.276 trillion. The Institute defines wellness
well-being. About the same time, a Destination Analysts survey asked U.S. travelers how
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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. Wellness
tourism is shaping up as a major opportunity for destinations to differentiate and attract
desirable travelers.
9. Interest in sustainable travel continues to rise.
Meanwhile, studies across the tourism industry show U.S. consumers are increasingly
concerned about the impact of their travels. A January 2023 Destination Analysts study
showed 39.3% of U.S. travelers say they will be more proactive in reducing the impact of
their travels. Just 20.1 percent said they're unlikely to do so. Younger travelers are far
more likely to consider their impacts, with about 45% of Gen Z and 46% of Millennial
respondents saying they intend to be more proactive. That compares with about 40.5% of
Gen Xer's and 33% of Boomers Plus. As today's younger travelers represent ever larger
shares of the travel market during the next 10 years, interest in traveling sustainably is on a
track to accelerate even faster.
10. Many destinations will be under pressure to evolve as climate conditions impact their
appeal for travelers. Fodor's "No List 2023" tallied 29 climate-related catastrophes in just
Sinking water levels, wildfire, historic storm events, and higher temperatures all are
changing the equations for a destination's desirability. Wiser mountain resort
communities already are positioning for longer summers and shoulder seasons and
shorter winters.
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What We Learned
Mapping the Landscape
Roadmap reflects many community voices, a deep awareness of
current conditions, and sharp insights pointing the way to new possibilities. Ever since
this process began in February 2022, the ultimate goal has been to create conditions for
Vail's tourism economy to prosper over the next 10 years, so that our community can
prosper, too.
To this end, the Roadmap process has engaged the Vail community every step of the way.
The thoughtful participation of community members, with more than 3,000 opinions
shared, deeply informs this plan's goals and strategies. Nearly 500 people showed up to
share their views in person. The largest turnout was for three rounds of public
engagement sessions. We asked attendees last April to provide their input. In June, we
asked for thoughts on our findings. And in October, we invited everyone to take a look at
the proposed Roadmap framework.
This process also leans into independent research. This included three resident surveys,
including Vail's biennial community survey, which included questions relating to tourism
and this process. The resident survey findings reinforced much of what we heard in public
engagement sessions, 12 topical focus groups, and in-depth interviews.
The research also included a ground-breaking Brand Perception and Consumer
Segmentation Study, fielded in spring 2022 by a leading tourism research firm, Strategic
Marketing and Research Insights. Among its most important findings: How Vail can evolve
its brand to make travelers pick Vail over its competitors -- and accomplish this by
communicating things that matter to the community.
Another valuable input for the Roadmap has been a comprehensive analysis of Vail's
progress as a sustainable destination. Led by the Travel Foundation with support from
Green Destinations and other founders of the Future of Tourism Coalition, the analysis
points the way to actions Vail can keep taking to improve its community and natural
surroundings.
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An intensive approach to Community Engagement
Vail Roadmap rests on a rich foundation of community engagement. More
than 3,000 opinions were shared by locals. These included 2,580 who responded to
surveys, and nearly 500 who showed up to share their views in person.
1,465
Answered tourism-related questions in the biennial Vail Community Survey.
986
Responded to a Vail resident survey.
132
Took the downvalley resident survey.
12
Focus groups on different tourism-related topics included about 180 locals. One was
conducted in Spanish.
8
Public Engagement Sessions drew about 250 attendees. Six sessions were in person at
the Donovan Pavilion, and two were on Zoom.
30
Or more took part in one-on-one, in-depth interviews.
6
Memorandum of Understanding (MOU) Partners, plus Mayor Kim Langmaid, shared high-
level oversight. They included the Eagle River Water and Sanitation District, Holy Cross
Energy, the USDA Forest Service, the Vail Recreation District, Vail Resorts, and Walking
Mountain Science Center.
1
Day-long visioning session brought together more than 25 community members to create
a planning framework.
Many more discussions were convened.
Throughout the process, all were invited to visit EngageVail.com/Stewardship, to register
for public engagement and keep up on the latest findings. A year into the planning process,
s to the site and
downloaded a total of 100 documents.
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Findings and a draft planning framework also were shared in several public settings. These
included meetings of the Town Council, the Planning and Environmental Commission, the
Vail Economic Advisory Council, and the Sustainable Destination Council.
Findings and Takeaways
o The top concern for all is housing. Since Vail's earliest days, locals have worked
long, hard hours to make it, but never has the chance to have a home been so out of
reach for so many. Virtually every conversation touched on Vail's profound
imbalance in housing attainability, which is triggering a severe workforce shortage.
Businesses and organizations can't operate at full capacity. Vail's population,
especially of younger people, has dropped as people moved to build lives and
careers elsewhere. Even Bravo! Vail is challenged to find lodging for visiting artists.
o Vail and downvalley residents of Vail share similar concerns. Despite very
different demographics, it turns out Vail and downvalley residents agree on many
things. Surveys showed housing topped their list of concerns, followed by parking
pressures, crowding and damage to trails. These shared interests point to
possibilities for regional collaboration to tackle everyone's biggest concerns.
o Not only long-time Vail residents yearn for the days when Vail was more fun and
everyone was in it together. Locals shared a longing for a Vail where people feel
more connected. All recognize how tough this is for a town built as a resort. Locals
enjoy interacting with visitors and appreciate their seasonal neighbors, often
crediting their generous support for the town's robust arts and culture scene. Many
believe new community gathering spaces would help. But others say community
can happen in simple ways -- through neighborhood potlucks or by reviving wacky
past traditions like St. Patrick's Day softball on skis.
o Seasonal residents are more satisfied and have different priorities. Seasonal
residents (53%) are far more likely to say Vail is going in the right direction than full-
timers (40%), based on the latest community survey. The same survey showed full-
timers (43%) were more likely to say the town is on the wrong track, compared with
their seasonal neighbors (26%). Year-round and seasonal locals also split on
tourism. While a minority, more year-round residents (27%) say tourism detracts
from their lives than seasonal residents (15%). Their priorities differ too. Year-round
residents put housing first, while seasonal residents prioritize protecting Gore
Creek. For both, their next biggest priority was protecting wildlife habitat.
o Opportunity abounds for young entrepreneurs in Vail, but it's hard for a new
business owner to get a foothold. Younger locals say business opportunities are
"unlimited," but the cost of rent and local approval processes stand in the way.
Making it easier for fledgling entrepreneurs to break into Vail's business scene
could be a path to building the town's next generation of leaders. It also could be a
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way to introduce more diversity into the town's food and retail offerings, direct
more tourist spending into local pockets, and give locals more places to gather in
Vail.
o Residents firmly believe that greater cooperation between Vail Resorts and the
Town of Vail would go a long way toward easing tourism-related pressures. Both
Vail and downvalley residents shared extremely high agreement with that
statement. Many advocated for the resort and town to collaborate more on housing,
childcare, and managing capacity on Vail Mountain.
o Vail and Down Valley residents see eye to eye on the kinds of visitors they wish
Vail would attract. Support abounds for attracting visitors who share respect for
the local way of life and natural resources. There also is much support, especially
downvalley, for diversifying Vail's visitor profile. Residents also are highly
supportive of visitors who wish to leave a light carbon footprint when they travel. All
residents are somewhat supportive of higher-spending visitors and those
interested in less-busy trails and places, but aren't keen on remote workers. One
public session attendee summed up the general opinion: "I don't really care what
category they fit into as long as they care about our natural resources."
From the Vail Resident Sentiment Survey, August 2022
o Vail and downvalley residents are united in a strong belief that Vail should strive
to provide a high level of customer service. Some business owners and top
hoteliers believe workforce shortages could erode Vail's image for first-class
service. The Prima Vail initiative is seen as a help, but the larger issues -- housing,
transit and children -- demand attention. Vail's most recent winter trip survey
reported that 16 percent of visitors believed service levels had declined, with 5
percent calling it "much worse.
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The View from the Visitor Perspective
The Vail Local Marketing District Advisory Council provided the Roadmap with important
insight into how past and potential visitors view Vail. The VLMDAC engaged Strategic
Marketing & Research Insights (SMARInsights) to conduct a Brand Perception and
Consumer Segmentation Study in spring 2022. A total of 1,204 U.S. leisure travel decision-
makers with household incomes of $75,000+ completed surveys. (Vail targets a higher-
income traveler for winter but aims for households with incomes of $75,000+ for summer
travel.)
The study yielded valuable insights into Vail's competitive position and differences
between its summer and winter travelers. It also identified ways Vail can sharpen its
appeal for its most desired visitors.
Findings and Takeaways
o Vail nails the top attributes that higher-income travelers are seeking these days, but
U.S. travelers rate Vail about the same as other top mountain destinations. Vail's
targeted travelers found Hawaii and Park City more appealing overall. The rating for a
Vail vacation experience was right in line with those for a host of other desirable
mountain destinations, including Aspen, Breckenridge, Jackson Hole, Lake Tahoe,
Telluride, and Whistler.
o Vail breaks out of the pack when travelers are asked to consider a great place for a
winter mountain vacation. The town also ranks highly as a spot for a winter ski trip --
trailing only Lake Tahoe and Aspen. But it fell down the list for visitors planning
summer mountain trips, outdoor adventure, and even luxury resort experiences.
o Differentiation matters as destinations start feeling more pressure to compete. Vail
and its top-flight competitors all prospered during an uninterrupted decade of growth
for the U.S. travel industry (2010-2019). Then, booming interest in outdoor-focused
experiences overloaded many mountain towns. Now the landscape is shifting.
Destinations with a distinctive market position are better positioned to inspire
targeted travelers and be chosen by them.
o Vail can sharpen its competitive edge by promoting itself as a charming, upscale
mountain resort destination that also is welcoming, inclusive and focused on
sustainability. This positioning carves out a unique identity for Vail based on real
attributes that are important to travelers. The study affirmed Vail is seen as a top
luxury resort -- along with Hawaii and Aspen and is especially highly rated for small-
town friendliness and charm. But Vail dropped to fifth place when survey respondents
were asked which luxury resorts they were most likely to visit. The study showed Vail
can win over travelers by highlighting qualities that matter to them and offering a
unique vacation experience, including a chance to travel sustainably.
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o An attribute most valued by travelers -- especially those with incomes of $250,000+
-- is a "destination that is welcoming to everyone." The SMARI study found U.S.
travelers rated Vail as among the most welcoming of its competitive set. By amplifying
this quality, and incorporating other important local attributes into its brand image,
Vail can express values that are dear to many in the community and create effective
campaigns that locals can get behind. High-income travelers also are more likely to be
motivated by access to culture and history, national parks and outdoor options, world-
class resorts, intimate inns and romantic experiences, health/wellness and
rejuvenation, shopping, and travel packages. Vail has extraordinary experiences to
offer in all of these categories.
o The travelers who are most likely to value a destination's sustainability practices
have annual incomes of $250,000 or more.There is a common misperception that
sustainable travelers are budget
travelers. The SMARI study,
however, verifies that high-
income travelers are far more
likely than others to value a
destination's sustainability
practices. High-income travelers
also tend to be well-educated,
another attribute linked to
interest in sustainability. And
they represent the sweet spot for
Vail's winter marketing
campaigns.
o Vail is uniquely positioned to appeal to visitors who wish to leave a light carbon trail.
Not only is this traveler segment a hit with locals, but a growing body of research
shows this category is expandingfast. The SMARInsights study found that 32 percent
of U.S. travelers are highly motivated to choose a destination based on its
sustainability practices. The percentage is dramatically higher (61%) percent --among
those who have visited Vail since 2020. Many of Vail's competitors are not currently as
well equipped to address the interests of this desirable traveler.
o Although Vail is recognized as one of the most sustainable destinations in the world,
consumers don't seem to know that. Vail is ranked well below many of its competitors
--including Jackson Hole, Whistler, Park City, Telluride, and Lake Tahoe --for its
attention to its natural resources. By sharing its accomplishments, Vail can build a
stronger reputation among desirable visitors who are making it a priority to travel more
sustainably.
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25
Vail Sustainability Analysis
More valuable insight for the Roadmap comes from examining the town's sustainable
destination management practices against current global trends. The analysis was
conducted by the Travel Foundation, an international NGO focused on improving impacts
of tourism, with support from Green Destinations and other members of the Future of
Tourism Coalition (FoTC).
that span environmental, social, cultural, economic, and destination governance. It also
explored ways Vail is managing impacts on its community, how it is optimizing the value of
tourism, and its climate action strategies. As a final step, the analysis used the FoTC's 13
Guiding Principles to identify gaps and opportunities in Vail's current sustainability policies
and practices.
Key Findings and Takeaways
o Vail bears an outsized risk from climate impacts and other stressors on its natural
environment. Vail's appeal is founded on its extraordinary natural resources, especially
its premier ski mountain. Climate change, overuse of trails, threats to water quality,
and stress on wildlife habitat all threaten the Vail experience.
o Nine high-priority areas have been identified for future action. From the 24 impact
areas mapped in the Travel Foundation's proprietary "Optimal Value Framework," the
analysis identified nine currently posing high risk, mostly relating to the environment.
One high-risk area, however, highlights limited resident access to the local tourism
economy. Of the remaining two, one relates to Vail's heavy dependence on tourism,
while the other relates to workforce pressures. Another 10 impact areas were
classified as medium-priority, while five are considered lower-risk.
o Vail's snow-melt system alone generates about 60% of all greenhouse gas emissions
from town operations. Since 2003, the snow-melt system on Vail's pedestrian streets
has headed off untold numbers of slips and falls, spared hotel guests from the racket of
early morning snow removal, and prevented cinders and de-icers from entering Gore
Creek. The downside is that the system, perhaps the largest in the world at over 12
acres, requires an extremely intensive natural gas load. By one estimate, converting
the snow-melt system to electrical power would consume 5 percent of Holy Cross
o
partly because its health is community. Improving the
from pollutants and sediment all are seen as important measures of destination
quality.
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26
o Vail funds several initiatives to achieve the town's carbon emission goals. These
include converting its in-town buses to electric power, developing electric vehicle
charging stations, and a new electric bike sharing program. Even the town's
roundabout intersections reduce carbon-burning stops and starts. Vail's innovative
and reduce trash disposal. A plastic bag ban not only has kept 4.5 million bags a year
off the streets but generates $30,000-
recycling events.
o Vail can broaden its impact by sharing its expertise locally and partnering with
downvalley communities that share its commitment. 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 Vail initiatives countywide. A
stronger collaborative also can share a unified voice for actions to address
environmental threats, drive new initiatives, or secure grant funding.
o Vail currently has insufficient capacity to enforce or drive participation in its
environmental protection measures. Slow adoption of innovative incentive programs,
rebates, and certification schemes in some cases can be traced to a lack of funding or
staffing. Additional funding or staffing could support faster progress and higher
participation.
The report provides a detailed list of recommendations for the Town and its partners to
consider. It is important to note that a high-risk designation indicates the importance of
taking action. The recommendations found no lack of diligence in Vail's past actions.
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27
The Destination Ahead
Imagine It's the Year 2033.
The purpose of a roadmap is to guide us to a desired destination. In the context of this
plan, that desired destination is the achievement of a shared vision for Vail by 2033.
A resident survey fielded last summer asked respondents to envision Vail in the future and
describe what they wished to see. A total of 524 shared written responses. Some wished
for game-changing construction projects that would radically alter the Vail landscape,
such as a monorail or train connecting Vail with the Front Range. Several backed burying
Interstate 70 to create more Vail and generate new possibilities for improving quality of
life for locals and wildlife. Some saw little to hope for, sharing concerns that shorter
winters and inattention to challenges would tip Vail's tourism economy and brand into
decline and hollow out the town's population and sense of community.
The vast majority of respondents, however, outlined hopes for a better Vail. Their
sentiments -- echoed by many hundreds in public engagement sessions, focus groups,
and in-depth interviews -- centered most often on the need to address a range of issues
shortage that imperils every aspect of life in the community while creating a workforce
shortage that erodes the vitality of Vail's service economy.
Their Vail of the future was a place of epic beauty with a small-town feel, where people
who worked in Vail could afford to live there. With a growing population, Vail would be
attracting a new generation of colorful people to keep the town vibrant. There would be
less congestion on the mountain, in town, on trails, and on I-70, with balanced levels of use
for all resources. Vail would be known as an environmentally progressive place to live and
visit. Great public transportation links and a pedestrian/bike-friendly mindset would
inspire many to leave personal vehicles at home.
Most respondents were highly aware of the value of tourism to Vail. But many saw
potential to derive even greater benefits from their tourism economy, especially if it
supported ways to create more independently owned businesses rooted in the
community. A large number also saw much opportunity for Vail to focus efforts on
and who
value being nice to others.
This heartfelt input from the Vail community -- along with insights from tourism research,
the sustainability analysis, and key tourism trends -- point to the shared vision this plan is
intended to achieve over the next 10 years.
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28
Vail's Stewardship Vision
renowned for its quality of life, inspiring experiences for all, and stewardship of nature.
Collectively, these actions will strengthen our Vail community while building the vibrancy
and resiliency of our tourism economy and making the world around us better.
By realizing this vision and the strategies to achieve it, Vail will build its standing as one of
the best places on earth to visit and be an even better place to live
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29
What the Roadmap Will Achieve: The Implementation
Action 1 Make Vail More Liveable.
Goal: By 2033, double the supply of deed-restricted homes from 1,050 to 2,100 for our year-round and seasonal Vail
residents and workforce through a collaborative and regenerative approach.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Structure Vail Home Partners development to yield returns that support creating
even more deed-restricted housing.
Housing/
Finance
X X X
b. Join in public and private partnerships to secure available grants for deed -
restricted housing to address the needs of year-round and seasonal Vail
residents and workforce.
Housing X X X
c. For future development in Vail through 2033, consider the potential for adding
resident housing.
Com Dev/
Housing
X X X
d. Prioritize creating deed-restricted homes for vital workers, including first
responders, childcare workers, and teachers.
Housing/
HR
X X X
e. Support development of fast, convenient, frequent transit strategies to expand
housing opportunities for Vail workers.
Public
Works/
RTA
X X X
f. Consider reducing long-term costs for residents of deed-restricted housing by
embracing energy-saving design strategies, when possible
Housing/
Com Dev
X X X
g. Collaborate with Vail Resorts, other employers, and nonprofits to expand housing
opportunities and address other top community priorities, including childcare.
Manager/
Housing
X X X
h. Adopt amended commercial linkage and residential linkage requirements to
mitigate the impacts of incremental new development in Vail.
Housing X
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30
Action 2 Enhance Vail's "World-Class Experience."
Goal: -round appeal as a premier international mountain resort community by leveraging new
opportunities to attract desired travelers, while managing demands on community infrastructure and extending access to
the Vail experience to more locals.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Develop an analysis of Vail's capacity for visitation to guide policy, planning, and
programs, whether by season or other parameters.
Econ Dev
/Manager
X
b. Use geolocation-based data to assess capacity and visitor flows and guide
decision-making with real-time, anonymized insights into visitor and resident
behaviors.
Econ Dev X X X
c. Address rising expectations for seamless travel experiences in ways that
enhance the guest experience.
Econ Dev
/VLMD
X X
d. Support and develop transit strategies encouraging all, especially day visitors, to
leave personal vehicles behind.
Public
Works/
RTA
X X X
e. Continuously build the world-class experience through ongoing customer service
training, highlighting the importance of accepting everyone for who they are.
Manager/
Econ Dev
X X X
f. Explore creating new indoor venues to support exceptional year-round cultural
experiences and develop the local arts and creative economy.
Com Dev X X
g. Leverage booming interest in wellness travel and improve local health status by
advancing opportunities for physical and emotional wellness, especially in
partnership with Vail's renowned healthcare providers.
Econ Dev
/VLMD
X X
h. Broaden local access to the world-class experience to attract and reward
workforce and local stewards and foster a sense of inclusion in the local tourism
economy.
Econ Dev X
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31
Action 3 Invigorate Vail's Spirit.
Goal: Make Vail a stronger community by empowering local entrepreneurship and creating new ways and spaces for people to
share interests, build friendships, and enjoy life.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Engage the Vail community in a comprehensive long-term visioning plan to build
a stronger community, foster local business creation, and enhance our overall
sense of place.
Manager/
Comm
X
b. Join in partnerships to stimulate local entrepreneurship as a way to diversify
professionals to live in Vail.
Econ Dev
/HR
X X
c. Identify ways to spark creation of more locally owned food and retail businesses
where locals go to eat and shop.
Econ Dev X X
d. Collaborate with economic development resources and institutions of higher
learning to support skill-building for entrepreneurship.
Econ Dev
/HR
X X X
e. Explore developing a multi-purpose community or cultural center where people
can connect,share talents and passions, and engage in the creative economy.
Com Dev X X
f. Partner in events to enliven the Vail lifestyle and foster local connections among
all Vail residents.
Econ Dev
/Comm
X X X
g. As community plans are developed, weigh opportunities to create fitness centers
or other wellness amenities as gathering places that promote health.
Com Dev X X
h. Ensure that town decision-making is viewed through a lens of benefitting
residents as well as visitors.
Manager
/All
X X X
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32
Action 4 Advance Vail Stewardship as a Global Model.
Goal: Reduce 2014 baseline carbon emissions 25% by 2025, 50% by 2030, and 80% by 2050 while advancing energy resiliency,
improving the Gore Creek watershed, and maintaining certification to the Mountain IDEAL Standard.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Create an iconic thought leadership event to advance mountain tourism
sustainability, share best practices, and create solutions.
Environ/
Econ Dev
X
b.
sustainable destination by partnering with Vail Resorts to advance their
Commitment to Zero on Vail Mountain.
Environ X X X
c. Collaborate with Holy Cross Energy to seek proposals from i nternationally
system, potentially through renewable energy options and district-heat solutions.
Manager/
Environ/
Public
Works
X
d. Promote and support efforts to "Restore the Gore," V Environ X X X
e. With the Community Wildlife Roundtable, identify ways to improve wildlife habitat and
enhance biodiversity, with attention to creating wildlife crossings.
Environ/
Public
Works
X X X
f.
initiative and fully implementing the Vail Community Wildfire Protection Plan.
Fire/
Comm
X X X
g. Develop a plan to build Vail's resiliency against a massive power outage,
potentially through low-carbon energy sources.
Manager/
Environ/
Pub Safety
X X
h. Partner with the Eagle County Climate Action Collaborative on shared climate
action strategies and secure more grants to activate them.
Environ/
Finance
X X X
i. Strive to maintain certification to the Mountain IDEAL Standard for ongoing global
recognition of Vail as a top sustainable destination.
Environ X X X
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33
Action 5 Energize Vail's Brand.
Goal: Develop a brand position that reflects important community values and differentiates Vail in ways that attract desired
travelers.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Working with the Vail Local Marketing District Advisory Council, conduct a brand
development process to build Vail's competitive advantage in harmony with
community values.
Econ Dev X
b. Explore strategies to address Vail's capacity for visitors during non -ski months as
well as mid-week and non-peak periods.
Econ Dev
/VLMD
X X
c. Build campaign messaging around true attributes -- such as Vail's friendliness and
small-town charm -- proven to drive traveler intent.
Econ Dev
/VLMD
X
d. Celebrate unique and innovative local business owners and residents to humanize
Vail's most extraordinary qualities.
Econ Dev
/VLMD
X X X
e. Explore the potential of Vail's status as the nation's most sustainable destination to
attract luxury travelers seeking to reduce their impact as they travel.
Econ Dev
/VLMD
/Environ
X X X
f. Promote and support in-market stewardship messaging to increase understanding
of important community values and invite others to share them.
Econ Dev
/Environ
/Comm
X X X
g. Build on Vail's history of embracing diverse communities by communicating a warm
welcome to diverse audiences of travelers, as well as those from around the world.
Econ Dev
/Comm
X X X
44
Key Measures of Success
Roadmap Targets & Indicators
DEFINITIONS:
TARGETS = SPECIFIC GOALS SET TO BE ATTAINED BY TOWN OF VAIL (Designated by *)
INDICATORS = TRENDS TO BE MONITORED FOR IMPACT ON TOWN OF VAIL DECISION-MAKING
Actions Targets & Indicators
Make Vail More Liveable.
Deed-restricted housing inventory* 2,100 Homes
Availability of workforce To be established
Public school enrollment Stable/Increasing
-Class Experience
Visitor Satisfaction Guest Satisfaction Survey
Visitor Net Promoter Score To be approved
Workforce Satisfaction Biennial Community Survey
Capacity for Visitation To be established
Visitor-Resident Ratio To be established
Resident satisfaction Biennial Community Survey
Resident Net Promoter Score Biennial Community Survey
New local business creation Vail local business
permits
Population balance U.S. Census
Advance Vail Stewardship as a Global Model
Climate Action Plan for Eagle County* 50% Reduction by 2030
Gore Creek watershed health Biodiversity targets
Progress on goals of Community Wildfire Protection Plan* Achieve CWPP Targets
Certification to the Mountain IDEAL Standard* Recertification
Lodging Tax Revenue Increasing
Marketing Campaign Performance Established by campaign
Occupancy Rate Historic Occupancy Report
Average Daily Rate Historic Occupancy Report
Brand Health Top 3 for Intent to Travel
45
35
(Back Page)
Town of Vail Project Team
Project Lead: Mia Vlaar, Director of Economic Development
Russell Forrest, Town Manager
Kathleen Halloran, Deputy Town Manager
Kristen Bertuglia, Director of Environmental Sustainability
Suzanne Silverthorne, Communications Director (Retired)
Kris Widlak, Communications Director
Beth Markham, Environmental Sustainability Manage
Abby Oliveira, Economic Development Admin
Heidi Krzebietke, Digital Media & Communications
Memorandum of Understanding (MOU) Partners
Leanne Veldhuis, Eagle-Holy Cross District Ranger, USDA Forest Service
Linn Brooks, General Manager, Eagle River Water & Sanitation District
Kira Koppel, Sustainability Coordinator, Eagle River Water & Sanitation District
Bryan Hannegan, President & CEO, Holy Cross Energy
Mike Ortiz, Director, Vail Recreation District
Beth Howard, Vice President & COO, Vail Resorts
Markian Feduschak, President, Walking Mountains Science Center
Consulting Team
Project Lead: Cathy Ritter, Founder & CEO, Better Destinations (logo)
MMGY NextFactor (logo)
Paul Ouimet, President & CEO
Greg Oates, Senior Vice President, Innovation
Jim McCaul, Senior Vice President, Destination Stewardship
Teresa Allan, Project Manager
The Travel Foundation (logo)
Jeremy Sampson, CEO
Kelly Galaski, Sustainable Tourism Specialist
Elke Dens, Director of Global Programmes
Terry Brown, Programme Manager
Rebecca Armstrong, Sustainable Tourism Specialist
Jeremy Smith, Climate Specialist
46
Vail’s Stewardship RoadmapAn Overview for the Vail Town Council
March 7, 2023
47
Today’s Agenda
•The Reason for the Roadmap
•Definitions
•Values
•Vail’s Stewardship Vision
•The 5 Actions, Goals and Measures
•Implementation Plan
•Targets & Indicators
Today’s Request of Council: Your feedback
48
The Reason for the Roadmap
•The Roadmap charts a path for the next 10 years to make
sure Vail’s vital visitor economy continues to thrive.
•It brings a sharp new focus to the purpose of Vail's
tourism economy: ‘The reason we want tourism in Vail is
because it lets us sustain a remarkable way of life ….’
•It formally recognizes that ‘building a strong tourism
economy also requires a strong community.’
•It complements other Vail plans aimed at enhancing the
community and lays the groundwork for a broader long-
term community visioning plan.
49
Vail’s Stewardship Roadmap
A ‘Community-Positive’ Vision for a
Thriving Visitor Economy
DEFINITION: The new territory we are mapping with this
Roadmap requires a new word. ‘Community-Positive’signals
that a main intention of this plan is to deliver positive
outcomes for our community.
50
Values
•Quality of Life
•Community
•Environmental Stewardship
•Experience
•Respect
•Fun
RESPECT: Vail is a place of aspiration, where people seek
personal bests and release from the everyday. We respect
effort and welcome all, including all levels of ability. In
return, we ask for this: Respect our way of life and our
natural resources.
51
Vail’s Stewardship Vision
Vail is the world’s premier sustainable mountain resort
community, renowned for its quality of life, inspiring
experiences for all, and stewardship of nature.
WHERE THE ROADMAP TAKES US
52
Five major actions and goals must be achieved for Vail to realize this vision by 2033.
Each expresses a commitment inspired by extensive
consultations with the Vail community.
53
Action 1
Make Vail More Liveable.
Too many of the people we need in Vail are unable to live here due to affordability and availability of
homes. The single biggest threat to our community and our tourism economy is a housing crisis that
leaves vital jobs unfilled, erodes the diversity of our population, and threatens every aspect of
community life, even the availability of childcare. We can find bigger solutions and more resources by
establishing new public and private partnerships and removing barriers to create more ways for people
to build lives in Vail.
The Goal
By 2033, double the supply of deed-restricted homes –from 1,050 to 2,100 –for our year-round and
seasonal Vail residents and workforce through a collaborative and regenerative approach.
Targets* and Indicators
Deed-restricted housing inventory*
Available workforce
Public school enrollment
54
Action 2
Enhance Vail's ‘World-Class Experience.’
Vail is known and loved for its back bowls, friendly locals, and top-flight experiences, but warning notes
are sounding. Visitor satisfaction fell last year, partially due to workforce shortages, while locals struggled
with the stress of extra-long work schedules. Crowding, overuse of trails, and parking pressures prompted
new policies. Shorter winters pose a looming threat. Equipping Vail's tourism economy for future success,
resiliency, and balance requires new thinking.
The Goal:
Strengthen Vail’s year-round appeal as a premier international mountain resort community by
leveraging new opportunities to attract desired travelers, while managing demands on community
infrastructure and extending access to the Vail experience to more locals.
Targets and Indicators
Visitor Satisfaction
Visitor Net Promoter Score
Workforce Satisfaction
Impacts on capacity
Visitor-Resident Ratio
55
Action 3
Invigorate Vail's Spirit.
To make Vail feel like a place where people live, not just visit, it's essential to create ways for people to
build ties as a community. That's not easy when your town of 5,000 welcomes 2.5 million visitors a
year, nearly 60 percent of homes have seasonal residents, and launching a local retail or food business
is extremely risky and expensive. Many in Vail enjoy the vibe of mixing with visitors --and make it a
point of honor to leave the famous ones in peace --but yearn for a stronger sense of community and a
Vail where life is fun.
The Goal
Make Vail a stronger community by empowering local entrepreneurship and creating new ways and
spaces for people to share interests, build friendships, and enjoy life.
Targets and Indicators
Resident satisfaction
Resident Net Promoter Score
New local business permits
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Action 4
Advance Vail Stewardship as a Global Model.
To safeguard and enhance our beloved natural assets, we have embraced climate actions and
protections for the Gore Creek watershed and wildlife habitat. Our next 10 years will require dedication
to build energy resiliency, address vulnerabilities, and thrive as a sustainable mountain community. To
reduce tourism impacts and enhance Vail's value for all, we must lead to inspire more action, locally and
globally, and build partnerships to expand our results.
The Goal
Reduce 2014 baseline carbon emissions 25% by 2025, 50% by 2030, and 80% by 2050 while advancing
energy resiliency, improving the Gore Creek watershed, and maintaining certification to the Mountain
IDEAL Standard.
Targets* and Indicators
Climate Action Plan for Eagle County*
Gore Creek watershed health
Progress on Community Wildfire Protection Plan Goals*
Maintain the Mountain IDEAL Standard*
57
Action 5
Energize Vail's Brand.
Consumers rank Vail highly as a luxury mountain resort but show more interest in taking trips to
competing destinations. The local community wants Vail to target travelers who are in step with
local values, including those who care about natural resources and share respect for the local way of
life. With U.S. intent to travel softening and other headwinds rising, famed destinations are feeling
new pressure to sharpen their competitive edge. Vail can find opportunity --and the travelers its
community wants --by shaping its brand to amplify qualities valued by its community and claim
important attributes valued by visitors.
The Goal
Develop a brand position that reflects important community values and differentiates Vail in ways that
attract more desired travelers.
Targets and Indicators
Lodging Tax Revenue
Marketing Campaign Performance
Occupancy Rate
Average Daily Rate
Brand Health
58
1 Make Vail More Liveable.
By 2032, double the supply of deed-restricted homes –from 1,050 to 2,100 –for our year-round
and seasonal Vail residents and workforce through a collaborative and regenerative approach.
2 Enhance Vail's ‘World-Class Experience.’
Strengthen Vail’s year-round appeal as a premier international mountain resort community
by leveraging new opportunities to attract desired travelers, while managing demands on
community infrastructure and extending access to the Vail experience to more locals.
3 Invigorate Vail's Spirit.
Make Vail a stronger community by empowering local entrepreneurship and creating new ways
and spaces for people to share interests, build friendships, and enjoy life.
4 Advance Vail Stewardship as a Global Model.
Reduce 2014 baseline carbon emissions 25% by 2025, 50% by 2030, and 80% by 2050 while
advancing energy resiliency, improving the Gore Creek watershed, and maintaining certification
to the Mountain IDEAL Standard.
5 Energize Vail's Brand.
Develop a brand position that reflects important community values and differentiates Vail in
ways that attract more desired travelers.
Five major actions and goals must be achieved for Vail to realize this vision by 2033.
Each expresses a commitment inspired by extensive consultations with the Vail community.
59
Implementation Plan
60
61
62
63
64
65
KEY MEASURES OF SUCCESS
Roadmap Targets & Indicators
TARGETS* = SPECIFIC GOALS SET TO BE ATTAINED BY TOWN OF VAIL INDICATORS = TRENDS TO BE MONITORED FOR IMPACT ON TOWN OF VAIL DECISION-MAKING
Make Vail More LiveableDeed-restricted housing inventory*2,100 Homes Available workforce To be establishedPublic school enrollment Stable/Increasing
Enhance Vail’s World-Class ExperienceVisitor Satisfaction Guest Satisfaction SurveyVisitor Net Promoter Score To be establishedWorkforce Satisfaction Biennial Community SurveyCapacity for Visitation To be establishedVisitor-Resident Ratio To be established
Invigorate Vail’s SpiritResident satisfaction Biennial Community SurveyResident Net Promoter Score Biennial Community Survey New local business creation New local business permitsPopulation balance U.S. Census
66
Advance Vail Stewardship as a Global Model
Climate Action Plan for Eagle County*50% Reduction by 2030
Gore Creek watershed health Biodiversity targets
Community Wildfire Protection Plan (CWPP)* CWPP Goals
Mountain IDEAL Standard * Recertification in 2026
Energize Vail’s Brand
Lodging Tax Revenue Increasing
Campaign Performance Established by campaign
Occupancy Rate Historic Occupancy Report
Average Daily Rate Historic Occupancy Report
Brand Health Top 3 Intent to Travel
KEY MEASURES OF SUCCESSRoadmap Targets & Indicators
67
Thank you
Questions?
68
AGENDA ITEM NO. 1.2
Item Cover Page
DATE:March 7, 2023
TIME:15 min.
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Municipal Building HVAC Repair
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):Greg Hall, Director of Public Works and Transportation
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Vail Municipal HVAC replacement .docx
69
TO:Vail Town Council
FROM:Public Works Department
DATE:March 7, 2023
SUBJECT: Vail Municipal Building HVAC system replacement
I.SUMMARY
The purpose of this memorandum is to provide the Town Council information regarding the need
to replace the HVAC system in the Vail Municipal Building.
II. BACKGROUND
The Vail Municipal Building has been slated numerous times for a major remodels, additions or
other improvements over the last decade. All of these potential projects included replacing the
original HVAC system. The pandemic put on hold more robust plans of pursuing a new building
at the Civic Hub site. Since then, staff has been investigating a second phase to a Municipal
Building remodel since the first phase remodel of the Council Chambers. The design ideas and
overall improvements have evolved over the last couple of years.
The latest project to be considered was a combination of replacing the original HVAC system
with both public facing improvements and upgrades to existing workspaces. The Town hired an
architectural and engineering firm to provide designs to be priced. The remodel project not only
included the Municipal Building but also the Community Development Department as well. The
town engaged Hyder Construction who recently successfully completed the Public Works Shops
to provide pricing and a schedule for the work. The price for this project was nearly $ 5 million
compared to $ 1.5 M budgeted. The town staff and Hyder, as well as our engineers tried to
reduce the project to not only improve the overall appearance of the Town facilities, improve
workspaces but replace the HVAC system. A revised scope reduced the budget by nearly half,
however there was concern of spending even this amount considering renewed interest in the
Civic Hub site. The town will be looking in more detail at the ability to move the municipal offices
verses stay in place as part of the Civic Hub planning later this year, however a new building
may not be available for move-in for three-four years. While it is not prudent to make any
significant investments in non-essential improvements which might be potentially short-lived, the
HVAC system is at risk for failure in the very near term.
The replacement of the HVAC system is actually three different systems which controls a
majority of the Municipal Building. The three systems consist of one for the Administration
Offices, one for the Human Resources Offices and then a combined system which handles the
downstairs offices and the Town Council Chambers. The HVAC system for these areas are the
original systems which we are unable to find parts if they break, and less able to restore to
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Town of Vail Page 2
working order if we have a catastrophic failure as the lead time for replacement is months and
our ability to provide temporary heat/air circulation is significantly hampered by the current
electrical limits of the building.
Throughout these various remodel project iterations, one issue with the schedule and
timeframes has been completing the project prior to another heating season. Due to the
uncertainty of most of the other portions of the project, staff has now limited the project
specifically to replacing only the HVAC system in the Municipal Building and completing the
work this fall. To meet the schedule, the Town needs to go under contract the beginning of
March to ensure delivery of the HVAC equipment for a Fall construction period. The cost of the
Municipal Building HVAC is approximately $ 750,000. This project will temporarily displace
Town functions during the construction period, due to both demolition work on ducting in the
Administration area and occupying spaces without a functioning HVAC system in place. The
staff is in the process of looking at alternative temporary locations for town staff to work while
the project is under construction. This includes holding Council meetings in an alternative
location, most likely the Grand View room.
III. DISCUSSION
Allow the Town Council to ask questions or provide concerns about operations that the staff can
come back and address. The important issue is awarding the project to allow the contractor to
order the long lead time for the HVAC equipment now to meet a project completion schedule
this fall.
71
AGENDA ITEM NO. 1.3
Item Cover Page
DATE:March 7, 2023
TIME:30 min.
SUBMITTED BY:Stephanie Bibbens, Town Manager
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Timber Ridge Update
SUGGESTED ACTION:Listen to presentation and provide feedback.
PRESENTER(S):George Ruther, Housing Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Timber Ridge Village Apartments Redevelopment Update 03072023.docx
Timber Ridge Village Pitch.pdf
72
75 South Frontage Road West Housing Department
Vail, Colorado 81657 970.479.2150
vailgov.com
MEMORANDUM
To: Vail Town Council
From: George Ruther, Housing Director
Date: March 7, 2023
Re:Timber Ridge Village Apartments Redevelopment Committee Update
I.Purpose
The Timber Ridge Village Apartments Redevelopment Committee is tasked with providing
regular updates on the progress of the redevelopment of Timber Ridge.
The purpose of this agenda item is to continue sharing regular updates on the progress of the
Timber Ridge Village Redevelopment Committee towards its efforts to
prepare a redevelopment plan for Timber Ridge,
outline a form of a potential deal structure to achieve the redevelopment,
present a timeline for redevelopment, and
share a draft proposal of the marketing materials.
II.Project Description
Timber Ridge II entails the new construction of 284 deed-restricted residential homes in 7
buildings with a total of 567 bedrooms replacing the 98 deed-restricted homes and 196
bedrooms that exist today.
A total of 270 enclosed, surface, and on-street parking spaces will be provided along with
convenient access to public transportation and added mobility solutions ensuring the
transportation needs of the residents are met.
The buildings will be comprised of 56 studio, 46 one-, 97 two-, 69 three- and 16 four-bedroom
homes. These homes will be available for purchase and rent, but all must be occupied by
individuals who work at least 30 hours per week in Eagle County.
73
Town of Vail Page 2
The proposed development site includes the town-owned Timber Ridge Village Apartments and
the portion of adjacent CDOT ROW.
III.Deal Structure
Timber Ridge II will be a public/private partnership between the Town of Vail and Triumph
Development. The key considerations of the partnership include the following:
The total estimated cost of development is $152M
The Town of Vail will contribute the land and provide the seed money for the site development
and infrastructure costs, including the parking podiums, resulting in finished building pads
readied for vertical construction of the residential homes. Estimated costs for this work is $38M.
Triumph will then be responsible for all other development costs and guarantees to deliver 284
deed-restricted homes. Estimated costs for this work is +/-$114M. At least five of the seven
buildings will be sold to businesses and individuals in the TOV with two of the buildings possibly
being retained by the Town of Vail as rental homes for individuals who meet the deed restriction
qualifications. Estimated pricing is projected to be approximately $300,000 on average per
bedroom for the for-sale homes. Individual homes prices are expected to range between
$357,000 and $1,003,000, depending upon the home type.
This deal structure allows for TOV to stimulate the development of new housing (374
incremental new bedrooms) with its seed money but also allows any potential proceeds to be
“recycled” into more housing solutions in the future.
This deal structure allows private sector business owners and non-profits organizations, both
large and small, to purchase deed-restricted homes to lease to their workforce, and in doing so,
they too will share in the cost of subsidizing the development of deed-restricted homes in Vail.
Under this scenario, private sector partners could purchase as few as one home or as many as
believed necessary to meet their unique housing needs.
Similar to business owners and non-profit organizations, individual community members
seeking homeownership will be offered opportunities to purchase deed-restricted homes, not
unlike the opportunities afforded at Chamonix Vail Townhomes, North Trail Townhomes, Vail
Commons Residence, etc.
A home selection process, including eligibility for participation, criteria for selection, deed
restriction terms, etc. will be created in response to the depth of the market and level of interest
shared.
A draft marketing proposal has been prepared to present to potential purchasers, including
business owners, non-profit organizations, and individual community members. The purpose of
the proposal is to gauge the depth of the market and level of interest of private sector
participation in the redevelopment of the Timber Ridge Village Apartments. The proposal
summarizes the elements of the new homes and buildings, potential floor plans and design, and
a draft reservations acceptance period. A copy of the draft proposal is attached for reference.
74
Town of Vail Page 2
Pending the level of interest shared, the redevelopment committee will return to the Vail Town
Council with more details on a next step of offerings to the private sector at a future meeting.
IV.Schedule
Construction is planned to commence on May 1, 2024. Entitlements and permitting will occur
between now and May 2024. Commencement is contingent upon receiving sales contracts on
no less than a total of 30% of the for-sale homes with purchasers providing a minimum 20%
non-refundable, purchase price earnest money deposit. With a May 2024 construction start, the
first homes will be ready for occupancy by November, 2025.
The Town of Vail and Triumph mutually agree to determining whether to proceed with the
public/private partnership by no later than June 20, 2023.
75
Timber Ridge
Village
Apartments
Neighborhood 2.0
Delivering. Housing. Solutions.
76
Housing Solution
CONCEPT RESERVEDELIVER
77
Concept
Public/Private Partnership
Studio, One, Two, Three, & Four
100% Deed-Restricted
78
Deliver
Timber Ridge Village Apartments Neighborhood 2.0
-7 new multifamily buildings
-+/-284 total new homes with +/-567 bedrooms
-+/-284 enclosed and surface parking spaces
-Convenient access to free public transit
-100% deed-restricted for year-round & seasonal residents
-For-rent and for-sale ownership opportunities
-Professional on-site property management
-HOA governed to maintain quality and protect investment
-Energy efficient homes for reduced operating costs
-Occupancy 2025/2026 winter ski season
*All terms subject to change
79
INSERT BUILDING ELEVATION HERE
80
INSERT FLOOR PLANS HERE
81
Reserve
Purchase Price per Bedroom per Deed Restriction
Studio -$357,000
One Bedroom -$414,000
Two Bedroom -$309,000
Three Bedroom -$270,000
Four Bedroom -$251,000
-$5,000 per home fully refundable deposit due June 1, 2023
-$10,000 additional refundable deposit due October 1, 2023
-20% total non-refundable earnest money payment upon final
approvals
*Prices and terms subject to change
82
Thank you
steve@triumphdev.com
gruther@vailgov.com
83
AGENDA ITEM NO. 1.4
Item Cover Page
DATE:March 7, 2023
TIME:10 min.
SUBMITTED BY:Carlie Smith, Finance
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Presentation/Discussion
SUBJECT:Year End Investment Report
SUGGESTED ACTION:Informational only.
PRESENTER(S):Carlie Smith, Finance Director
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Investments 221231.pdf
220307 YE Investments PP.pdf
84
TO: Russell Forrest
Carlie Smith
Council Members
FROM: Alex Jakubiec
DATE: 4th Qtr 2022
RE: Investment Report
Enclosed is the investment report with balances as of December 31, 2022.
The estimated average yield for the pooled cash fund is 3.1%. As of 12/31/2022
the Treasury yield curves for 3 months, 6 months, and 1 year are 4.42%, 4.76%,
and 4.73% respectively.
Our investment mix follows the policy objectives of safety, liquidity, and yield in that order.
Please call me if you have any questions.
TOWN OF VAIL MEMORANDUM
US Treasury yields have continued to increase. After seven rate hikes in 2022, the
Federal Reserve made the first interest rate hike of 2023 on February 1st by
increasing the benchmark interest rate by a quarter of a point bringing the federal
funds rate to between 4.50 and 4.75, the highest rate since the end of 2007. The
Federal Reserve is targeting the hikes to bring down inflation. Inflation is showing
signs of slowing however it is still running near it's highest level since the early 1980s.
Gov't Securities
$34.5 , 23%
CD's $8.9 , 6%
Colorado Investment
Pool $80.4 , 54%
Cash $26.1 ,
17%
2022 4th Qtr Investment Mix
$149.9 M
85
2022
Balances Percentage Percentage
Cash of Total Allowed
Commercial Banks $24,235,284 16.17% 50%
Money Market Funds $1,896,413 1.27% 100%
Total Cash $26,131,697 17.44%
U.S. Government Securities
Government Agency Securities -First Western $9,666,000 6.45%
FNMA'S, GNMA'S, FHLMC'S & SBA'S - Dana $24,841,757 16.57% 100%
Total Government Securities $34,507,756 23.02%
Certificates of Deposit $8,862,682 5.91%
Colorado Investment Pools $80,387,168 53.63%100%
Total Portfolio $149,889,303 100.0%
Maturing Within 12 Months 109,493,605 73.05%
Maturing Within 24 Months 10,955,764 7.31%
Maturing After 24 Months 29,439,934 19.64%
149,889,303 100.0%
2-5 Yrs 20,916,011 13.95%
over 5 8,523,923 5.69%
29,439,934
Town of Vail, Colorado
Investment Report
Summary of Accounts and Investments
As of 12/31/2022
86
Institution Average Balances
Type of Accounts Return 12/31/22
"CASH" ACCOUNTS
Commercial Bank Accounts:
First Bank of Vail - Operating Accounts 2.000% $24,235,284
Money Market Accounts:
Schwab Institutional Money Market Fund - Dana Investments
Interest and Balance 0.400% $1,193,821
First Western Fidelity IMM Gov Class 4.200% $189,461
Interest and Balance 2.470% $513,131
Total Money Market Funds $1,896,413
Total "Cash" Accounts $26,131,697
GOVERNMENT SECURITIES
FNMA'S, FHLMC'S & NGO'S -First Western 3.18% 9,666,000$
FNMA'S, GNMA'S, FHLMC'S & SBA'S - Dana 1.81% 24,841,757$
34,507,756$
Total Government Securities 34,507,756$
1st Bank, Vail Colorado (#5734) Matures September 14, 2027 2.020% 1,151,199
1st Bank, Vail Colorado (#3421) Matures Mar 17, 2026 0.500% 1,182,464
1st Bank, Vail Colorado (#4290) Matures Sept 29, 2026 0.500% 1,136,754
1st Bank, Vail Colorado (#4754) Matures Dec 28, 2026 0.500% 1,135,353
1st Bank, Vail Colorado (#5319) Matures May 23, 2024 0.200% 1,586,838
1st Bank, Vail Colorado (#7554) Matures November 25, 2024 3.250% 1,166,380
Piper Jaffray 17312QL98 Matures May 23,2023 3.210% 99,600
Piper Jaffray 173576AJ8 Matures October 25, 2024 4.400% 147,467
Piper Jaffray 40449HAD9 Matures October 27, 2025 4.450% 147,488
Piper Jaffray 17312QQ36 Matures July 24, 2023 3.310% 149,120
Piper Jaffray 254673RVO Matures July 25, 2023 3.310% 99,408
Piper Jaffray 06426KAMO Matures July 31, 2023 3.220% 248,308
Piper Jaffray 29278TCG3 Matures July 31, 2023 3.220% 238,375
Piper Jaffray 947547NL5 Matures Oct 30, 2023 0.410% 125,550
Piper Jaffray 58404DCM1 Matures July 31, 2023 3.270% 248,380
8,862,682
Total Certificates of Deposit 8,862,682$
LOCAL GOVERNMENT INVESTMENT POOLS
Colotrust General Fund
Interest 4.018% $80,387,168
Total Local Government Investment Pools Accounts $80,387,168
Total All Accounts $149,889,303
As of 12/31/2022
Performance Summary
87
2022 INVESTMENT REPORT
Town Council | March 7, 2023
88
1. Safety
2. Liquidity
3. Yield
Town Council | Finance | 3/07/2023
POLICY OBJECTIVES | Investment Policy
89
Town Council | Finance | 3/07/2023
2022 INVESTMENT RESULTS | Yield
A comparison of year-
end Treasury yields
show the impact of
Federal Reserve rate
increases used to
combat inflation.
During 2022, the Fed
approved seven interest
rate increases,
increasing the Federal
Funds rate from
between 0.25%-.50% to
between 4.5%-4.75%.
3 Mos. 6 Mos. 1 Yr. 2 Yr. 5 Yr.
Dec 2022 4.42% 4.76% 4.73% 4.22% 3.99%
Dec 2021 0.06% 0.19% 0.39% 0.97% 1.26%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
3 Month 6 Month 1 Yr. 2 Yr. 5 Yr.
Treasury Yields
Dec‐22 Dec‐21
90
Town Council | Finance | 3/07/2023
2022 INVESTMENT RESULTS | Comparison to Treasury
1 year Treasury increased
dramatically during 2022,
with rising interest rates and
inflation.
The Town’s average yield
rose steadily throughout the
year but remained below the
1 Yr Treasury due to some
older CDs and fixed-rate
investments. Q1 Q2 Q3 Q4
1 Yr Treasury 1.63% 2.80% 4.05% 4.73%
Town of Vail 0.21% 0.86% 1.42% 3.1%
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
Q1 Q2 Q3 Q4
Yield Comparison
1 Yr. Treasury Town of Vail
91
Town of Vail | Finance | 3/07/2023
2022 INVESTMENT RESULTS | Investment Mix
Colorado
Pool, 56%
CD's,
7%
Gov't
Securities,
20%
Cash, 17%
December 31, 2021
$127.2M
Colorado Pool,
54%
CD's,
6%
Gov't Securitires,
23%
Cash, 17%
December 31, 2022
$149.9M
92
Town of Vail | Finance | 3/07/2023
2022 INVESTMENT RESULTS | Maturity
< 1 Yr, 77%
1 ‐2 Yrs,
1%
2 ‐5 Yrs,
13%
> 5 Yrs, 9%
December 31, 2021
< 1 Yr, 73.05%
1‐2 Yrs, 7.31%
2‐5 Yrs, 13.95%
> 5 Yrs, 5.69%
December 31,2022
93
Town of Vail | Finance | 3/07/2023
2023 INVESTMENT STRATEGY
0
20
40
60
80
100
120
140
160
Investment Mix
Non‐restricted/Restricted Cash and Investments
Cash Colorado Investment Pool CD's Gov't Securities
Restricted cash
($76.3M)
Of the total $149.9M
cash and investment
mix, approximately
$76.3M is not
currently restricted by
fund type or is
budgeted to be
utilized
94
Inflation beginning to moderate but is
anticipated to remain above the Fed’s long-
term 2% goal
There could be volatility in interest rates due
to economic uncertainty
Stick to our investment policy objectives:
safety, liquidity and yield
Continue to manage investment mix
Make strategic decisions for use of cash for
capital projects as appropriate
Town of Vail | Finance | 3/07/2023
2023 INVESTMENT STRATEGY
95
AGENDA ITEM NO. 2.1
Item Cover Page
DATE:March 7, 2023
TIME:25 min.
SUBMITTED BY:Molly Eppard, Public Works
ITEM TYPE:Presentation/Discussion
AGENDA SECTION:Interviews for Boards and Commissions
SUBJECT:Interviews for Art in Public Places Board Members (AIPP)
SUGGESTED ACTION:Interview candidates who are interested in serving on AIPP.
PRESENTER(S):Kim Langmaid, Mayor
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
AIPP Applicants.pdf
96
Vail AIPP Board Application Susanne Graf,ATR-BC, LCAT, MFA 02/20/2023
Dear Vail City Council,
I am applying to maintain the Art In Public Places board seat that I currently hold. I have been
on the AIPP Board over the past three years, and am looking forward to finalizing our strategic
plan as well as the Artist in Residency Program in Ford Park. I believe that I am uniquely
qualified to hold this position, given my past experiences as well as my current community
contributions to the town of Vail and the Valley as a whole. In the spirit of brevity, I have listed a
few of my qualifications:
●Lead Art Therapist: Healthy Young Minds, I lead a team of art therapists in Colorado, Florida,
Texas, and New York on our teletherapy platform, with a focus on underserved communities and
families on Medicaid
●Art therapist: The Vail Mind Center, pediatric behavior and mental health clinic founded by me
and my husband, serving families in Eagle county.
●Art Department Chair:Vail Mountain School, a position that I held for 6 years. I left to transition
my focus on being full time at the Vail Mind Center.
●MFA,Master’s in Fine Art degree from Brooklyn College with an emphasis in sculpture.
●MA, Masters in Art, Art Therapy from New York University
●Art Education pre-K-12th grade certificate from Parsons School of Design
●BA in Studio Art from Colorado College
I have truly enjoyed my work as a board member over these past 3 years. A huge part of my
life’s work has been in art education, and I can think of no better way to give access to art than
to bring it into the public sphere. That is why the work of AIPP has been personally meaningful
and I know has had a positive impact on the greater community. Even before my role as a board
member, for years I partnered with the town and Molly Eppard to create the lanterns for the
winter light festival, as well as curating art exhibitions in the Vail Library’s Community Room.
Given my areas of expertise and my commitment to this town and to promoting the arts, I hope
you will consider me again for a board seat on AIPP. Attached is my resume, and I am happy to
elaborate on any of my past experiences or future endeavors.
Sincerely,
Susanne Graf
97
Susanne Graf, ATR-BC, LCAT, MA, MFA susanne@vailmindcenter.com
Susanne Graf,ATR-BC, LCAT, MA, MFA
758 Potato Patch Drive, Vail, CO
917-531-5036
________________________________________________________________
Education
2007-2009 MFA, Brooklyn College, Brooklyn NY Masters of Fine Arts
2001-2004 MA, New York University, New York, NY Masters of Art-Art Therapy
1999-2000 Parsons School of Design, New York, NY Art Education Certificate Program
1995-1999 Bachelors of Art: Studio Art, The Colorado College, Colorado Springs, CO
_______________________________________________________________
Professional Experience
Vail, Art in Public Places Board member,Vail, CO 03/2020-Term ends March 2023
●Updating and finalizing strategic plan
●Ford park artist studio aka “artist residency program”
●Winter light festival
●Ice installation
●Summer murals and installations
●Kent and Vicki Logan donations
Lead Art Therapist:Healthy Young Minds, Vail CO 05/2021-Present
●Hire qualified art therapists for this nationwide platform
●Conduct professional development for therapist
●Collaborate with other clinicians to guarantee the highest quality of care
Art Therapist:The Vail Mind Center, Edwards CO 01/2019-Present
●Collaborate with DHS, and CPS to help families in crisis
●Provide individual therapy for clients
●Collaborate with other therapists in a multidisciplinary approach to treatment,
creating age appropriate social groups with speech, occupational and BCBA therapists.
●Provide individual and family art therapy to address needs related to trauma, behavioral
challenges and family dynamics.
●Complete intake and assessments, manage treatment plans
●Work closely with our clinic’s child Psychologist to collaborate care
Visual Arts Department Chair,Vail Mountain School,Vail CO 08/2015-05/2021
●Created a scaffolded comprehensive developmentally appropriate art curriculum for
grades k-12
●Mentored all teachers within my department
98
Susanne Graf, ATR-BC, LCAT, MA, MFA susanne@vailmindcenter.com
●Created differentiated curriculum for students with Formal Accommodation Plans
The Children’s School, PS 372 Brooklyn, NY 08/2000-01/2009
●Hired under District 75, NYC special needs district
●Planned and implemented treatment plans for students with I.E.Ps
●Worked closely with school psychologist and other therapists to provide comprehensive
●Received and managed an Annenberg Grant
●Partnered with The Metropolitan Opera Guild
●Lead professional development workshops for art teachers in New York City
Art Therapist Intern The Door, New York, NY 08/2003-07/2004
●Working with LGBTQ New York City Youth in both groups and individual sessions.
●Managed a full caseload with treatment plans
●Coordinated care with other therapists as well as the school located on the same
campus
Art Therapist Intern Downstate Hospital, Brooklyn,NY 01/2002-05/2003
●Provided bedside art therapy in the pediatric unit to terminally ill children
●Lead art therapy groups in the millue
●Provided bedside and group therapy on the Epilepsy Monitoring Unit (EMU) shorter
term patients
Academic Advisor,Parsons School of Design, New York NY 07/1999-08/2000
●Working in the Liberal Studies department
●Placing students into classes to fulfill graduation requirements
Art Instructor,Parsons PreAcademy, Parsons School of Design, NY, NY 07/1999-08/2021
●Developed curriculum and taught various media art classes to high school students
●Who are interested in attending art school for college.
99
From:Jane Lewis
To:Vail Council
Subject:AIPP
Date:Thursday, March 2, 2023 9:41:08 AM
Dear AIPP Board,
I’m writing to express my interest in serving on the Art in Public Places Board. I have always felt great joy at
experiencing the varied and interesting Art displays around our community.
I was a Fine Arts and English major at Colgate University. I spent a semester volunteering at the MOMA in New
York City. I worked with the director of volunteers which allotted me plenty of time to explore the museum. I have
a deep interest in modern, historical and current art. I also studied early Christian art for a semester in Vienna. This
was a fascinating trip into the history of icons and saints that was not part of my early life experience.
In 1989, I started apprenticing with Dan Telleen at Karats. I learned the finer aspects of gold smithing and took
some courses in stone setting. I also worked for Tom Hughes at Hughes Precious Metals, learning a very different
style of jewelry making. I then moved on to work for Bellitzia, a short lived jeweler store that also sold Chinese
antiques.
Since that time, I have been a ski instructor, yoga teacher and a recreational artist. I love to paint, make jewelry and
I’ve taught myself how to make glass beads. I also taught art camp for two summers at Alpine Art Center.
I have lived full time in the town of Vail since 1989, I would like the opportunity to give back to this wonderful
place I call home. I finally have a schedule that will give me the freedom to participate. Please feel free to contact
me with any questions or concerns. I would be honored to be considered for this opportunity.
Sincerely,
Betsy Lewis
970-390-4178
Lewistenney1@gmail.com
Sent from my iPhone
100
Jenifer Marx
303-949-4429
jenmarx@mac.com
2627 Arosa Dr.
Vail, CO 81657
February 27, 2023
Vail Town Council
Atn: Stephanie Bibbens
Town Clerk
75 S. Frontage Rd.
Vail, CO 81657
Dear Ms. Bibbens,
I would like to apply for one of the Board Member posi�ons for the Art in Public Places
program. A�er reviewing the program's objec�ves, I believe I can add value to the Board if
selected.
I was involved with the Denver Art Museum and the Museum of Contemporary Art in Denver
(MCA) for over a decade. Most recently, I served four years on the MCA Board. The MCA as a
non-collec�ng museum allows for exposure to many ar�sts, across mediums and scale, with the
regular rota�on of exhibits. I was involved with the youth commitee and the educa�onal
programming aspect of the museum. While on the Board, the MCA put forth extensive efforts
to create a welcoming space for all and be an intrinsic part of the community. I have knowledge
of ar�sts that could fit in with the program's mission.
My work experience is in both profit and non-profit arenas. I have developed and implemented
strategic plans and programming for consumer products. Currently, I serve on the Board of Safe
Harbor Lab Rescue. Addi�onally, I am a subcontractor for a non-profit consul�ng group. These
experiences taught me about collabora�on and coopera�on across various stakeholders.
I am familiar with many current AIPP pieces, and my family has enjoyed them firsthand. In 2022,
I made Vail my primary residence a�er 21 years as a homeowner and part-�me resident. I am
excited by the poten�al opportunity to bring my interest and experience in the arts and
community volunteerism to the Art in Public Places Board.
I look forward to discussing the posi�on in person on March 7.
Sincerely,
Jenifer Marx
101
Alexander D. Sciaruto
(413) 461-8338 |alexsciaruto@gmail.com | 1739 Sierra Trl Unit B, Vail CO, 81657
Education
University of Vermont - Coursework in Political Science Aug. 2018-Dec. 2019
Burlington, Vermont
Colorado Mountain College - Sustainability Studies Aug. 2021-Present
Edwards, Colorado
Experience
Part Time On-Call Office Marketing Coordinator , Slifer,Smith and Frampton
December 2021 - Present
Vail, Colorado
●Maintained established high standards of service to brokers, call-in and walk-in clients
●Assisted Office Marketing Coordinators and brokers with marketing and technology needs
●Supported brokers in onboarding them to a new client relationship management platform
●Created marketing materials following brand guidelines and distributed them for brokers
Banquet Bartender & Server Vail Golf Club Aug. 2020 - Aug. 2022
Vail, Colorado
●Responsible for inventory, set up, and break down of bars
●Served large parties for special events (e.g., weddings)
●Assisted Events Coordinator(s) and Wedding Planner(s) to ensure optimal guest experience
●Monitored guests consumption of alcohol and intervened as needed
Food Runner | Busser | Host, Garfinkles Jun. 2021 - May 2022
Vail, Colorado
●Organized and effectively communicated with kitchen staff to efficiently deliver food to customers in a
high-volume environment
●Quickly cleared tables and sanitized them ensuring a clean and fast turnover of tables
●Assisted servers in seating customers and ensured that they were served promptly
Freestyle Skiing Coach,Ski and Snowboard Club Vail Nov. 2020 - May 2021
Vail, Colorado
●Coached young athletes in both big mountain and park and pipe disciplines
●Trained athletes on trampolines to assist with on-snow progressions
●Led athletes in becoming mountain ambassadors and showing proper etiquette and respect for others
while skiing
Adaptive Ski Instructor, Vail Resorts Dec. 2019 - Present
Vail, Colorado
●Instructed private and adaptive ski lessons to people of all ages and all abilities
●Created a fun and safe family-friendly environment on Vail Mountain
●Communicated frequently and effectively with parents to create return clientele
Daily Operations Manager,The Western Massachusetts Family Golf Center May 2019 - Aug. 2020
Hadley, Massachusetts
●Responsible for assignment of tasks to fellow team members during opening and closing duties and daily
maintenance
●Cleaned and restocked equipment
●Supported a long-running family business by engaging with customers on a first name basis
Achievements and Honors
2020 Alpine Level I Professional Ski Instructors of America Certification
2021 Child Specialist I Professional Ski Instructors of America Certification
2021 TIPS Certified Server
2018-2019 President of Marsh Austin Tupper Dormitory at the University of Vermont
102
Town of Vail
Art in Public Places
75 South Frontage Road
Vail, CO
81657
March 01, 2023
Dear Vail Town Council and to whom it may concern,
I am writing in regard to the Town of Vail’s Art in Public Places Board Opening(s). I presently serve on the Art
in Public Places Board of Directors and would love the opportunity to continue with the appointment to see
many of the current projects through completion:
- Developing the Ford Park Art Space from conceptual design of both the building and artist in
residence program from framework planning and programming, developing overall cultural goals to
construction and execution of ultimately, the artist and community space and art programming
- to reviewing, revising, implementation of the AIPP Strategic Plan, Policies, and Guidelines
- continuing the acquisitions process for the donations and installation of significant site integrated art
pieces from the Logan Collection
- collaborating with the TOV, Molly Eppard, AIPP Coordinator, and different artist and entities for
community art programming with programming such as the Public Art Mural program, Winterfest,
the Artist in Residence program, all public art acquisitions and installation of pieces, artist openings,
continue to implement the AIPP Strategy Plan, Policies, and Guidelines, Art Walks and expanding the
Public Art Program
I am a self-employed Interior Designer at Courtney St. John Studio with an office / studio in West Vail. I am a
wife and mother to two middle school aged daughters, ages 11 and 13. I feel my decades long career as an
Interior Designer as well studying Fine Art at the University of Kansas and Colorado State University are a
good fit for the Town of Vail’s Art in Public Places Board. In addition to studying, Textile Design and Interior
Design at the University level, I have attended Anderson Ranch in Snowmass, Colorado and Haystack
Mountain School of Crafts in Deer Isle, Maine. Anderson Ranch and Haystack are both international craft
schools providing studio and workshop space for individuals to pursue their art and craft in a natural setting,
Haystack on the coast of Maine and Anderson Ranch in the Rocky Mountains in Snowmass, Colorado.
While serving on the current board of directors, I truly believe the AIPP is on a great trajectory with
enhancing the visual arts within the Town of Vail by incorporating the Artist in Residence program in Ford
Park and possible consideration for an Art Museum / Gallery in the Civic Area Master Plan, pending future
redevelopment. Many of our surrounding mountain resort areas have sound Art Museums / Visual Art
Centers within their communities; Aspen, Telluride, Crested Butte, Steamboat, these museums not only
provide classes and workshops for community members, but also provide dedicated indoor spaces / galleries
for the visual arts. These spaces become vital gathering places to view art and exchange ideas.
From a young adult age, I have been very interested in Native American Arts and Crafts, from the history and
processes used to create art to the preservation of the arts and crafts. I am intrigued by many indigenous
cultures and the art / objects they create. Professionally and Personally, I follow many art galleries, artists,
designers, architects, craftspeople, etc. in social media and enjoy going to art openings and galleries in my
spare time to see different artists work. I truly value our community and the Visual Arts, and I have so
enjoyed being part of AIPP and seeing so many amazing projects completed as well as others that are still in
process and many not even thought of yet!
The visual arts can be so transformational for a community and moving for its individuals. By being a Board
Member, I hope to explore the continued expansion of the visual arts in the Town of Vail. I am so grateful to
have this opportunity to reintroduce myself and be considered for an opening for the Board of Directors for
Art in Public Places within the Town of Vail!
Best regards,
Courtney St. John
103
AGENDA ITEM NO. 3.1
Item Cover Page
DATE:March 7, 2023
SUBMITTED BY:Jamie Leaman-Miller, 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:
PEC Results 2-27-23.pdf
DRB Results_3-1-23.pdf
104
Planning and Environmental Commission Minutes
Monday, February 27, 2023
1:00 PM
Vail Town Council Chambers
Present: Brian Judge Karen Perez John Rediker
Bobby Lipnick Reid Phillips
Bill Jensen Henry Pratt
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. Worksession
3.1 West Vail Overlay District
West Vail Staff Memo 2-27-23 Worksession.pdf
Senior Planner Roy gives a presentation on the revised proposal, the West Vail Overlay District. He
outlines concerns raised by the public and commissioners at previous meetings regarding the
previous proposal. He introduces the new proposed West Vail overlay district. In this overlay district,
many of the development standards would be addressed with a specific development plan. He walks
through the benefits of this approach. He walks through the proposed Employee Housing Unit (EHU)
requirements, which is modeled after the current Inclusionary Zoning process in town code. He asks
for PEC input on the proposal.
Perez asks that the presentation be included in the packet in the future.
Planning Manager Spence says the details will continue to be worked out at future meetings, but staff
wanted to get PEC input on the shift in approach. Previously it was a legislative process of rezoning,
now property owners would be proactive in the process. It would also include the development process
model because of the diversity of existing conditions.
Phillips appreciates the more wholistic approach. He likes that this provides flexibility on first glance
and he appreciates the approach because the process has demonstrated the difficulty in creating one
district for the existing range of properties. He promotes the idea of a credit for existing deed-
restrictions. He likes the approach because it allows people to choose to participate, the goal is not to
lose the character and housing stock of the area.
Spence says the proposed EHU requirement is based solely on net new square footage, so it simplifies
the discussion and helps address some of the concerns the community had regarding deed restrictions
on a unit basis.
Pratt asks about redeveloping under the existing zoning.
Roy says that could go straight to the Design Review Board. Pratt likes the approach and the
flexibility it provides but has some concerns.
Roy and Pratt discuss the differences between the Housing zone district and Special
Development Districts.
Pratt points out requiring development plans at the beginning of the process can be a significant cost for
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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105
people.
Rediker joins the meeting.
Lipnick likes the flexibility of the approach. He doesn't want to lose site of the goals in the Master
Plan including more density and increasing deed-restrictions.
He asks what is compatible with the neighborhood character.
Roy says compatibility is reviewed in the rezoning process and can also be included in the
development plan criteria.
Jensen agrees with Phillips's comment. He would like to discuss the 50% EHU requirement, it
might preclude small additions.
Roy says 50% was the starting point. He outlines the discussion regarding meeting deed restrictions
on site.
Judge asks about the net-new requirement in relation to existing deed restrictions. He likes the idea of the
overlay district, and mentions that adjacent properties should be considered with a development plan. He
suggests adjusting the development plan process so that it is not too onerous at the beginning.
Perez doesn't want to lose some of the topics previously discussed, including being able to rebuild what
you have. She asks how this new plan addresses the current non-conformities. She doesn't want to
lose sight of the previous concerns.
Rediker asks for public comment.
Dominic Mauriello speaks on behalf of some West Vail residents. He is concerned about the amount
of process the new approach may require. Maybe there is a way that the process can be streamlined
for more straightforward applications. Regarding non-conformities, he suggest a similar approach to
the Vail Village Townhouse district. He suggests allowing people to bring their density and other standards forward, allowing people to
replace what they've got. You're allowed to redevelop for what you have today, or what the zoning
allows you to have. The previous approach may have perpetuated new non-conformities so it's good
the process is being reconsidered.
Jack Bergey lives in the area. Many locals in the area worked with Mauriello Planning Group (MPG) on
suggested strategies for the area. He has concerns about individual properties having to rezone. He
asks for discussion regarding the 50% EHU requirement for new square footage. He is concerned the
deed-restriction requirements might preclude people from opting-in to the process. The goal is to
correct the current non-conformities in the area. He asks for consideration to the zoning proposal put
forth by the group.
Susan Gadberry lives in West Vail. She supports the proposal put forth by MPG. She says deed-
restrictions can be added to new properties, to address the goals of the master plan. There are
other priorities in the WVMP that will be missed if the only focus is on employee-housing units.
She has concerns about takings with inclusionary zoning.
Robyn Smith is a business owner and West Vail resident. She says two and a half years of public
process produced the zoning recommendation, the goals in the WVMP were specifically prescriptive
and carefully analyzed. The recent public comments were from owners, she wonders if renters were
consulted. Maybe it would be helpful to consult with council regarding the change in approach.
Judge says there is a lot of work to do but he likes the direction.
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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106
Lipnick reiterates the purpose of the WVMP, to increase density and increase workforce housing.
He doesn't want to lose site of that.
Pratt says the new approach provides more flexibility.
Phillips addresses the idea that EHUs are punitive against property owners; he reframes it as looking
for contributions towards the housing stock and the character of the area. This commission is diligent
at working through the details, he commends Staff for being willing to reexamine the approach. They
will try and streamline the process as much as possible to work with property owners.
4. Main Agenda
4.1 PEC23-0001 - A request for a recommendation to the Vail Town Council,
pursuant to Section 3-2-6A: Function, Vail Town Code regarding adoption of the
EV Readiness Plan as a component of the Town’s Comprehensive Plan, and
setting forth details in regard thereto.
Request for Recommendation
Planner: Greg Roy
Applicant Name: Town of Vail represented by Cameron Millard
PEC23-0001 Staff Memo.pdf
Attachment A. EV Readiness Plan.pdf
Attachment B. Applicant Narrative.pdf
A presentation is provided Energy Efficiency Coordinator Cameron Millard, and Environmental
Sustainability Manager Beth Markham. They give a timeline of the process. They walk through the
vision and key considerations of the plan.
Pratt asks about the opposition to the electric vehicles (EV's) in the survey.
Millard says while the majority were in favor, not everyone was convinced that EVs are good for
the environment. Markham adds that equity concerns are incorporated throughout the plan.
Rediker asks if the charging infrastructure is predominately located in the parking garages.
Millard says that conversation is ongoing, and staff is identifying the best locations for the chargers.
Pratt asks about replacing parking spots with EV spots.
Millard says that will be the case in some areas to accommodate the growing EV market.
Millard and Pratt discuss best parking management strategies.
Millard addresses the EV goals for the Town's vehicle fleet.
Rediker asks about the current composition of the Town fleet.
Millard says the transition can be made how and when it makes sense for each department
in conjunction with the plan goals.
Lipnick asks about the cost associated with the proposed infrastructure.
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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107
Millard says preliminary studies show a few hundred thousand dollars upward depending on the
full implementation.
Markham talks about the community strategies in the plan.
Perez suggests possible EV carshare programs to bring people to the town.
Pratt asks about financial incentives for building owners to prepare for electric chargers.
Millard says there is considerable support from energy partners and the department will continue
to pursue funding opportunities.
Rediker references parking space requirements being reduced as an incentive, the vehicles aren't
going away they are just being replaced by EVs. Parking is always a concern no matter what type of
vehicles we're driving. He asks about the concept of streamlining the permitting process.
Markham says that relates to working with the Community Development Department to see if there
are opportunities to improve the process, as well as outreach to help applicants with the process.
Rediker says it's always helpful to make it easier for people, but he is also concerned about people
installing the chargers without any oversight from the town. He talks about the possibility of vehicle
or charger fires and being prepared for that. He wants to be on the leading edge of safety and
precaution regarding the process for installing these.
Markham says they have been working closely with the Fire Department and safety is a top priority.
Judge says a lot of great work has been done on the plan. He supports the fleet, EV bikes, and
ridesharing. He says parking is already a concern in town, he is not a proponent of getting way ahead
of the curve in providing these services to guests, he wants to incentivize current building owners.
Some more outlying and outdoor options like Ford Park, could be good options. If the majority of
funding goes to guest parking spaces, that might be a little ahead of the curve or demand.
Markham says the goal is not to outpace the curve, but match the infrastructure with the adoption of
the EVs which is hard to predict. They are trying to stay in line with what the State is projecting.
Jensen reiterates that it is critical to stay nimble and adapt and move with change. It's also important
to be wary of giving up parking in the garages to EVs, there may be good outlying spots. A lot of
communities have cracked down on leasing vehicles - there could be a waiver on leased EV vehicles
to encourage ownership.
Pratt talks about some of the federal credits available, he reiterates Jensen's comments.
Phillips has concerns about the energy increases to garages or other charging locations in regards to
the grid capacity. He supports the goals but doesn't want to over promise and under deliver. He wants
to make sure the details of the logistics are not overlooked and that the right preparation and
collaboration is in place.
Markham says Holy Cross Energy is an important partner in the process and have been involved in the
conversation. Holy Cross is working to prepare for the transition to EVs. Millard adds that cost estimates
were provided to update the infrastructure at ten possible locations around town. This plan is in response
to the ambitious goals laid out by Council.
Markham presents on the goals and strategies for Micro-Mobility.
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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108
Rediker asks about storage and parking for private E-bikes.
Markham says they are looking at innovative options. Millard presents on the equity component of
the plan. He summarizes the main points of the plan.
Rediker asks for public comment.
Alex Sciaruto lives in West Vail. He rides his bicycle a lot and is wondering about winter storage for
E-bikes.
Public comment is closed.
Pratt says it is a good first step, he is not sold EV technology is a long term solution to tailpipe
emissions. Because of the change in technology he wants to shorten the review timeline for the plan
from three years to two in order to remain nimble and adjustable.
Perez has concerns about moving too fast with the goals as well as realizing the sources of funding.
Rediker cites the criterion in the staff memorandum, he agrees that these are being met by the proposal.
Jensen supports a review every two years instead of three. He says in the end the funding will be
critical and it is important to prioritize what gives the town the best return.
Judge agrees with the funding comments and says the community needs outpace the visitor needs.
He supports the plan.
Reid Phillips made a motion to Approve (Lipnick absent for vote); Henry Pratt seconded the
motion Passed (6 - 0).
4.2
PEC22-0016 - A request for a recommendation to the Vail Town Council for a Prescribed
Regulation Amendment amendment, pursuant to Section 12- 3-7, Amendment, Vail Town
Code, to amend portions of Title 12, Zoning Regulations and Title 14, Development
Standards, Vail Town Code to create the West Vail Multiple Family 1 (WVMF1) and West
Vail Multiple Family 2 (WVMF 2) Zone Districts and setting forth details in regard thereto.
This item has been withdrawn by the applicant.
Planner: Greg Roy
Applicant Name: Town of Vail, represented by SE Group
Public Comment Mauriello Planning Group 2-20-22.pdf
4.3 PEC22-0029 - A request for a recommendation to the Vail Town Council for a Zone
District Boundary Amendment pursuant to Section 12-3-7 Amendment, Vail
Town Code to establish the boundaries of the West Vail Multiple Family 1
(WVMF1) and West Vail Multiple Family 2 (WVMF2) zone districts and setting
forth details in regard thereto.
This item has been withdrawn by the applicant.
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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109
Planner: Greg Roy
Applicant Name: Town of Vail, represented by SE Group
5. Approval of Minutes
5.1 PEC Results 2-13-23
PEC Results 2-13-23.pdf
Rediker notes he was present on Zoom at the previous meeting but technical issues prevented
his participation.
Karen Perez made a motion to Approve (Rediker abstains, Lipnick absent for vote); Henry
Pratt seconded the motion Passed (5 - 0).
6. Information Update
6. 1 PEC Member Terms
7. Adjournment
Karen Perez made a motion to Adjourn (Lipnick absent); Reid Phillips seconded the
motion Passed (6 - 0).
Planning and Environmental Commission Meeting Minutes of February 27, 2023
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110
Design Review Board Minutes Wednesday, March 1, 2023
2:00 PM
Vail Town Council Chambers Present: Kit Austin Absent: Erin Iba (attempted to join virtually)
Doug Cahill Kathryn Middleton
Peter Cope
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
3.1 DRB23-0040 - Town of Vail Final review of an exterior alteration (screens) Planner: Jonathan Spence Applicant Name: Town of Vail DRB Cover Letter.pdf DRB23-0040 Plan Set.pdf
Peter Cope made a motion to Approve with the findings the application meets Section 14-10-2; Kit
Austin seconded the motion Passed (3 - 0).
3.2 DRB21-0199.003 - Bergey Residence Final review of change to approved plans (GRFA/finishes) Address/ Legal Description: 2417 Chamonix Lane 7, 8, 9/Lot 20, Block A, Vail Das Schone Filing 1 Planner: Jonathan Spence Applicant Name: John Bergey, represented by John G Martin
Architect DRB21-0199 Change to Approved Plan Set.pdf Peter Cope made a motion to continue to a date uncertain; Kit Austin seconded the motion Passed (3 - 0).
3.3 DRB23-0037 - Town of Vail Final review of an exterior alteration (landscaping) Address/ Legal Description: 1309 Elkhorn Drive/Unplatted Planner: Jonathan Spence Applicant Name: Town of Vail, represented by Todd Oppenheimer DRB23-0037 Plan Set.pdf
Peter Cope made a motion to Table to a date uncertain; Kit Austin seconded the motion Passed (3 - 0).
3.4 DRB22-0472 - Laidlaw Residence Final review of an exterior alteration (hot tub) Address/ Legal Description: 1724 Geneva Drive/Lot 10, Matterhorn Village Filing 1 Planner: Greg Roy Applicant Name: John & Kerstin Laidlaw, represented by
Wander DRB22-0472 Plans 3-1-23.pdf
Design Review Board Meeting Minutes of March 1, 2023 1
111
Peter Cope made a motion to Table to the March 15th DRB meeting; Kit Austin seconded the
motion Passed (3 - 0). 4. Staff Approvals
4.1 DRB22-0049.002 - Goldstein Trust Final review of change to approved plans (patio) Address/ Legal Description: 264 Beaver Dam Road A/Lot23, Block7, Vail Village Filing 1 Planner: Greg Roy Applicant Name: Goldstein Trust, represented by C&C Plumbing & Mechanical
4.2 DRB22-0125.001 - Peterson Residence Final review of change to approved plans (driveway) Address/ Legal Description: 2972 Bellflower Drive/Lot 14, Block 6, Vail Intermountain
Development Subdivision Planner: Jamie Leaman-Miller Applicant Name: Ralph Peterson, represented by Allen-Guerra Architecture
4.3 DRB22-0476.001 - Timber Falls Condos Final review of an exterior alteration (Building 5 - mirror image) Address/ Legal Description: 4496, 4500, 4504, 4507, 4508 Meadow Drive/Timber Falls Condominiums Planner: Jamie Leaman-Miller Applicant Name: Timber Falls Condos, represented by Pierce Austin Architects
4.4 DRB23-0024 - Gary Residence Final review of an exterior alteration (windows) Address/ Legal Description: 4511 Meadow Drive 701/Timber Falls Condominiums Planner: Heather Knight Applicant Name: Martha & Neal Gary, represented by Home Depot
4.5 DRB23-0033 - Town of Vail Final review of an exterior alteration (e-Bike Stations) Planner: Heather Knight Applicant Name: Town of Vail
4.6 DRB23 -0035 - Johnson/Lindstrom Residence
Final review of an exterior alteration (patio doors)
Address/ Legal Description: 2475 Garmish Drive 5/Lot 5 & 6, Block H, Vail Das Schone Filing 2 Planner: Jamie Leaman-Miller Applicant Name: Eric S. Johnson and Cheryl G. Lindstrom, represented by Renewal By Anderson
5. Staff Denials
6. Adjournment
Peter Cope made a motion to Adjourn ; Kit Austin seconded the motion Passed (3 - 0).
Design Review Board Meeting Minutes of March 1, 2023 2
112
AGENDA ITEM NO. 4.1
Item Cover Page
DATE:March 7, 2023
SUBMITTED BY:Abby Oliveira, Economic Development
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:January 19, 2023 VLMDAC Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
03._VLMDAC_minutes_January_19__2023_.pdf
113
Vail Local Marketing District Advisory Council
Monthly Meeting
January 19, 2023, 8:30 am
Grand View Room
VLMDAC member attendees:
In Person- Liana Moore (Antlers), Jana Morgan (Sweet Basil), Michael Holton
(Vail Health), Jonathan Reap (Four Seasons), Esmarie Faessler (Sonnenalp),
Theron Gore (East West), Douglas Kessler (Homeowner)
Additional attendees:
In Person- Mia Vlaar (Town of Vail), Kristin Yantis (MYPR), Jeremy Gross (Town
of Vail), Carlie Smith (Town of Vail), Meggen Kirkham (SITE Marketing), Mark
Herron (Lodging Liaison), Chris Romer (Vail Valley Partnership), Bob Brown
(BAAG), Kim Brussow (Vail Valley Partnership), Slade Cogswell (970 Design),
Satchele Burns (Steep Motion),
Zoom- Kay Schneider (Vail Valley Partnership), Jeremy Coleman (BAAG), Liz
Gladitsch (Town of Vail), Sylvia Rivera, Denise Miller (SMARI), Abby Oliveira
(Town of Vail), Adrianna R., Charlie Herrington (Steep Motion), Hannah Peterson
(Vail Resorts), Jodi Church (Destination Hotels), Nicole Ochs (Destination
Hotels)
Call to Order
Esmarie called meeting to order 8:39AM
I. Monthly Financial Report
November lodging tax came in at $153,000 which is down 2.2% from last year
but up 2.8% from 2019 and 9.1% up from budget
Year to date is $4.6 million which is up 35.3% from 2021 and 49.2% from 2019
Total Lodging tax Budget is $5.35m for 2022
Total expenditures for the year are at $3.9m 80% of the total budget
Additional Budget shift request
New budget from Miles Partnership which is different from Cactus’s budget
Motion to approve budget shift request for Miles
Jana/ Theron/ unanimous
Video Vignettes/Cinemagraphs Production Request
Steep is requesting $10,000 additional dollars
Motion to approve Steeps budget shift
Jana/ Michael/unanimous
II. Minutes
114
• VLMDAC December 15th Minutes Approval
Approval Liana/ Jonathan second/ unanimous
III. Information & Discussion Updates
• Swearing in of “new” board members (Douglas, Theron, Liana,
Esmarie)
• Board Training- postpone
• Mexico PR Efforts
New elevated image of Vail Summer Fall experience, Dream trips,
Year-round destination, signature events, Gastronomy, curated
experiences are important to the upscale families
They are looking for the upscale outdoor experience
• 2022 Domestic PR Efforts
Vail coverage vs. Comp set- the number of Vail Clips compared to Aspen
and Breckenridge is much more than we’ve seen in the past.
New York Media Mission-29 Editors and freelance writers in three days
from many different publications
• 2023 International Partner Brief Review
$120,500 budgeted for this effort
International has historically meant Mexico
There is not a reliable way to measure Mexico visitations to Vail
Would like feedback on which way to go moving forward
• Group Sales Year End Results
Showed slides on overall leads and large groups contracted
Cvent marketing inclusions and the results 2021 vs 2022 have doubled
Group Trends- Incorporating Health & Wellness, Projections are
exceeding 2019 levels, we are seeing more use of Dobson ice arena as
the groups get bigger and want bigger spaces for meeting, concerts, etc..
Hotels are bringing in IT companies for more advanced technology
Labor challenges continue to affect hospitality and F&B
Safety & Cleanliness are still of high importance
Leisure is still holding strong and paying high rates
• Video/Tactical Assets
Romantic couple pictures were shared
Video shared of Photographer Charles Townsend “behind the scenes”
• Tier 1/Tier 2/Tactical Asset Update
Shared pictures from the campaign
Working on animation for social media- shared clips
115
Tactical pictures were taken with Jack, dining, hiking
• December Survey Results
Respondents are very happy with the emails they receive from Discover
Vail and the frequency is just right
Events and Festivals are highest on the list for emails, Vail Mountain
updates is second
Personalization was very important
• VLMD Evolution and RFP Recommendation
We have a new Town Manager Russ Forrest and his approach is about
goals and strategy
• 2023 Partner Brief Review
Miles will do further research to evolve key audiences using MRI, Kantar
and Adara Cortex data
Miles will be evaluating the tactics to support the 2023 strategy
• Town of Vail Updates
Entertaining RFP’s for the Dobson Ice Rink, it is 40 years old
Tonight is the first Vail Apres Village Concert Series held on the third
Thursday of the month
National Brotherhood is here 4-11, Sunday the 5th is a parade-opening
ceremony, Tuesday concert at Golden Peak
Spring- Yeti games, Vail comedy shows, 10th mountain parades
Rolling out the schedule for Spring- warm up after Spring break period
April 7-8 concert at the Amphitheater instead of Ford Park
• Other Business
• Adjournment
Motion to adjourn by Liana/ Jana second/ unanimous 11:12am
Upcoming Meetings:
VLMDAC Monthly Meeting Thursday, February 16, 2023
Location- Grand View Room
116
AGENDA ITEM NO. 4.2
Item Cover Page
DATE:March 7, 2023
SUBMITTED BY:Abby Oliveira, Economic Development
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:February 1, 2023 CSE Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
Minutes_committee-on-special-events_minutes_summary_02.01.2023.pdf
117
Present:Douglas Smith
Nick Conover
Alison Wadey
Kim Newbury Rediker
Marco Valenti
1.Event Previews
2.Event Recaps
Time: 10 Min
2.a Vail Ice Skating Spectacular Recap
Time: 10 Mins
2.b Vail Gymnastics Event Recap
Time: 10 Min
2.c Vail Sportsmanship Tournament Recap
Time: 10 Min
2.d VBC Restaurant Week Recap
3.Meeting Reports
Staff reporting on relevant town meetings, including VLMDAC, Town Council, VEAC, etc.
4.Information Update
4.a Destimetrics Reports from 12/31/22
Committee on Special Events Minutes
Wednesday, February 1, 2023
8:30 AM
Vail Town Council Chambers
CRC 2022 Event Recap Template_ICE SPECTACULAR 2022 PDF.pdf
Kim Newbury Rediker made a motion to Release Presented by Eddie Shipstad; Douglas Smith
seconded the motion Passed (2 - 0).
2022 Event Recap Vail Gymnastics.pdf
Marco Valenti made a motion to Release Presented by Allie Licata ; Kim Newbury Rediker seconded the
motion Passed (2 - 0).
CRC 2022 Event Recap VMHC 2022 VST_.pdf
2022_VST_P&L.pdf
Kim Newbury Rediker made a motion to Release Presented by Kristi Scheidegger ; Marco Valenti
seconded the motion Passed (2 - 0).
RW 2022 Event Recap.pptx.pdf
Kim Newbury Rediker made a motion to Release Presented by Denise Cheng; Douglas Smith seconded
the motion Passed (2 - 0).
1
Committee on Special Events Meeting Minutes of February 1, 2023 118
4.b Event Update - SummerVail Art Workshop
Time: 10 Min
Did not present, still waiting for final details/updates
5.Approval of the Minutes
5.a Approval of the Minutes from the January 4 CSE meeting.
6.New Business
6.a 2nd Cycle RFP discussion
Discuss opportunity to host 2nd cycle presentations at the April CSE meeting.
Time: 5 Min
7.Adjournment
Vail_Production_Notes_12-31-2022.pdf
Vail Custom DOR 12.31.22.pdf
Vail_Retail_Report_2022-12-31.pdf
committee-on-special-events_minutes_summary (8).pdf
Kim Newbury Rediker made a motion to Approve ; Marco Valenti seconded the motion Passed (2 - 0).
2
Committee on Special Events Meeting Minutes of February 1, 2023 119
AGENDA ITEM NO. 4.3
Item Cover Page
DATE:March 7, 2023
SUBMITTED BY:Missy Johnson, Housing
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:February 14, 2023 VLHA Meeting Minutes
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2023-2-14 VLHA Minutes.pdf
120
Vail Local Housing Authority Minutes Tuesday, February 14, 2023
3:00 PM
Vail Town Council Chambers
PRESENT ABSENT
Steve Lindstrom Craig Denton
Dan Godec
James Wilkins
Kristin Williams
STAFF
George Ruther, Housing Director via Zoom
Martha Anderson, Housing Coordinator via Zoom
Missy Johnson, Housing Coordinator
1. Call to Order
1.1 Zoom Meeting 1 (Pre-Executive Session)
1.2 Zoom Meeting 2 (Post-Executive Session)
1.3 Call to Order
Meeting called to order at 3 p.m. with a quorum present.
2. Citizen Participation
2.1 Citizen Participation
No comments.
3. Approval of Minutes
3.1 VLHA January 24, 2023 Minutes
Presenter(s): Missy Johnson, Housing Coordinator
MOTION: Williams SECOND: Lindstrom PASSED: (2 - 0) ABSTAINED: (1) 4. Main Agenda
4.1 Resolution No. 2, Series of 2023, A Resolution Approving an Exemption from Audit for
the Fiscal Year 2022, for the Vail Local Housing Authority in the State of Colorado.
Presenter(s): Carlie Smith, Finance Director
Smith reviewed the resolution. Approve Paperwork will be provided to VLHA members to sign.
MOTION: Williams SECOND: Lindstrom PASSED: (3 - 0)
Vail Local Housing Authority Meeting Minutes of February 14, 2023
121
4.2 Resolution No. 3, Series of 2023, a Resolution Approving the Purchase of a Deed
Restriction Interest in Property (Type III Deed Restriction) in the Town of Vail Legally
Described as Grouse Glen at Vail Unit 4A, Eagle County, Colorado with a Physical
Address of 1480 Buffehr Creek Road Unit 4A, Vail, Colorado; and Setting Forth Details in
Regard Thereto.
Presenter(s): Martha Anderson, Housing Coordinator
MOTION: Williams SECOND: Wilkins PASSED: (3 - 0)
4.3 Draft Timber Ridge Redevelopment Proposal
Presenter(s): George Ruther, Housing Director Ruther provided an overview of the status of the Timber Ridge redevelopment project. It is a
critical initiative of the Town of Vail to redevelop the Western portion of the property. The Council
adopted a series of development goals and objectives, including:
To see a doubling of dwellings at minimum of 200 homes. It is a public/private partnership
that acknowledges that 100% of the project is deed-restricted. There is also sensitivity to environmental stewardship and energy conservation. An additional acknowledgement is the fine balance between providing homes for Vail
Residence close to 1:1 parking space to residence.
Triumph Development has been working towards a development plan to match the above objectives
to strive to commence construction by May 1st of 2024.
7-multi-level buildings to replace those on-site Each building with 1 level of podium parking beneath the building and additional parking to reach 270 parking spaces for what is currently proposed as almost 284 residential dwelling units
(Studios, 1-, 2-, 3- and 4-bedroom apartments)
Contained within is approximately 586 bedrooms The 7th building is a CDOT building and Town of Vail is currently in the process to secure it
for development use It can be built via modular or stick frame Currently, there is a rooftop community room and outdoor space TOV public works department and fire department have provided an initial approval
Cost estimates coming in tracking very closely to the price/sq.ft. as Residences at Main Vail
The first Town Council meeting of each month includes an overview of this project
Conversation ensued around transportation mobility direction, share car programs and potential to
bring zip cars. Numerous conversations have occurred and will continue even in consideration of a
regional approach.
Regardless of when it is built and who builds it, the displacement of current residents is part of the
planning and discussion for what will be 24-26 months of construction. Additional information likely to
be presented at the March 7 Council meeting regarding development financing, community
partnership and planned development in conversations with CDOT.
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Godec commented his appreciation to Council for their willingness to have for sale units in this project.
Ruther updated the authority regarding the desire to explore if potential options may be available in
the future to re-develop U.S. Postal Service buildings.
4.4 Retirement Guideline Discussion
Presenter(s): George Ruther, Housing Director; Missy Johnson, Housing Coordinator, Martha
Anderson, Housing Coordinator
The Authority reviewed the memo Chamonix Vail Community Deed Restriction, as it relates to a
qualified owner and those that are at or nearing retirement. Lindstrom referred to this concept also
being reviewed in Aspen.
Ruther added that the policy is clear but that an unintended consequence of the terms of the deed
restriction could be that a an owner alleges that they don't need to comply if they are 60 years of age
or older, even if living there and working remotely elsewhere.
Conversation ensued and the collective opinion of the Authority. Consensus was that if the owner
meets the qualified resident requirement and uses the residence as their primary residence, they don't
have an issue if the owner chooses to work remotely from their home in Vail, after retirement. They
agree that the owner needs to keep the home as their primary residence in the spirit of the program.
The Housing Department will present revised language as an amendment to deed restriction that
clarifies the above. The Authority wishes to review the remote work discussion at a future meeting.
Wilkins exited the meeting and a quorum remained.
5. Matters from the Chairman and Authority Members
5.1 Matters from the Chairman and Authority Members
Presenter(s): Steve Lindstrom, Chairman Godec and Williams gave highlights from their tour of a modular factory. They joined the Habitat
for Humanity Vail Valley for a tour of a modular home factory, Fading West, in Buena Vista.
Habitat for Humanity Vail Valley has a partnership with Eagle County Schools, The Town of Eagle and
Eagle County for 16 modular homes in the Town of Eagle. They will come from the Fading West
Factory, which is impressive and the tour brought clarity to the production line capabilities. One of the
reasons that Habitat is bringing modular into the fold is the speed and opportunity to move from 8
home starts a year to 24. As it relates to Town of Vail and modular usage and a nearby factory, a plus
side is to be able to stage the box at the site of the modular factory vs. the development site.
Motion made to exit regular session and enter executive session.
MOTION: Williams SECOND: Godec PASSED: (3 - 0)
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6. Executive Session
6.1
Executive Session pursuant to 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 contract between the Vail Local Housing
Authority and Sherman & Howard, LLC.
Presenter(s): Steve Lindstrom, Chairman
7. Any Action as a Result of Executive Session
7.1 Any Action as a Result of Executive Session
At 4:21 p.m. VLHA re-entered the regular session. Kristen Kenny Williams made a Motion to direct the
staff to move forward as discussed in executive session.
MOTION: Williams SECOND: Godec PASSED: (3 - 0)
8. Adjournment
8.1 Adjournment 5:00 PM (Estimate)
Meeting adjourned at 4:22 p.m.
MOTION: Godec SECOND: Williams PASSED: (3 - 0)
9. Future Agenda Items
9.1
Vail Housing 2027
Land Banking
Investment Banker Discussion
10. Next Meeting Date
10.1 Next Meeting Date February 28, 2023
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AGENDA ITEM NO. 4.4
Item Cover Page
DATE:March 7, 2023
SUBMITTED BY:Missy Johnson, Housing
ITEM TYPE:Information Update
AGENDA SECTION:Information Update
SUBJECT:2022 Deed-Restricted Employee Housing Compliance Status
Report
SUGGESTED ACTION:
VAIL TOWN COUNCIL AGENDA ITEM REPORT
ATTACHMENTS:
2022 Deed-Restricted Employee Housing Compliance Status Report 03072023.pdf
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Memorandum
To: Vail Town Council
From: Missy Johnson, Housing Coordinator
Date: March 7, 2023
Subject: 2022 Deed-Restricted Employee Housing Compliance Status Report
I. SUMMARY
The Town of Vail Housing Department is charged with verifying compliance for 949 deed-
restricted properties in the Town of Vail, annually. Housing staff sent letters to owners of
all non-compliant properties on February 3, 2023, reminding each of their obligation to
provide documentation demonstrating compliance and requirement to pay the late fee by
no later than February 28, 2023.
As a result, owners of 42 deed-restricted properties, out of the 45 previously non-
compliant properties, submitted the required documentation by the February 28 deadline.
The names of the property owners for the 3 non-compliant properties are:
1. Aspen Financial Group c/o Alan Suridis, 2388 Garmisch Drive Unit 3-B2
2. Molly Moffet, 5024 Main Gore Drive South Unit B2 *multiple years of non-
compliance
3. WV 10 LLLP c/o Bruce Schuster, 903 Red Sandstone Road Unit 10B
As of today, 946 deed-restricted properties are compliant with the annual compliance
requirement and the team continues to review the submittals for proper residential usage
and required supporting documentation.
II. NEXT STEPS
Beginning March 1, 2023, the housing staff, in collaboration with the Police Department,
began preparing evidentiary files for three residences and owners in anticipation of
issuing summons for failure to comply with the deed restriction terms. Once a summons
has been written, the issue of non-compliance will transition from a compliance matter to
an enforcement matter.
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