HomeMy WebLinkAbout06. Vail's Stewardship RoadmapVAIL’S STEWARDSHIP ROADMAP
A COMMUNITY-POSITIVE
VISION FOR A THRIVING
VISITOR ECONOMY
2023
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CONTENTS
3 THE JOURNEY AHEAD
THE REASON FOR THE ROADMAP
4 DEFINITIONS
WORDS AND PHRASES TO KNOW
6 THE COMPASS
OUR VALUES
8 WHERE THE ROADMAP TAKES US
VAIL’S STEWARDSHIP VISION & GOALS
20 WHERE WE ARE
VAIL IN 2023
23 STATE OF THE INDUSTRY
10 KEY TOURISM TRENDS
26 WHAT WE LEARNED
MAPPING THE LANDSCAPE
28 AN INTENSIVE APPROACH TO COMMUNITY ENGAGEMENT
31 THE VIEW FROM THE VISITOR PERSPECTIVE
34 VAIL SUSTAINABILITY ANALYSIS
37 THE DESTINATION AHEAD
IMAGINE IT’S THE YEAR 2033
39 THE IMPLEMENTATION PLAN
WHAT THE ROADMAP WILL ACHIEVE
45 SUCCESS MEASURES
ROADMAP TARGETS & INDICATORS
47 ACKNOWLEDGEMENTS
THE PLANNING TEAM
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* Full versions of plans and studies referenced in the Roadmap
can be found at https://www.engagevail.com/stewardship.
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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 lett uce patch and sheep grazing lands, tourism has been the lifeblood of our economy.
Vail’s Stewardship Roadmap charts that vision into the
next 10 years to make sure our vital visitor economy
continues to thrive. The fi ve goals outlined in these
pages take aim at the biggest threats to our continued
success, 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 to safeguard and improve our biggest
asset —the stunning, irreplaceable natural surroundings
that defi ne 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 optimize outside
forces, and continue on a path to success as defi ned by
and to benefi t the most important stakeholders,
the Vail community.
Adopted April 18, 2023 by the Vail Town Council
THE JOURNEY AHEAD
THE REASON FOR
THE ROADMAP
I hope to see our mountain community protected, less people moving away
because they can’t fi nd housing, less crowding on the hiking and ski trails, more
sustainable measures, more mental health resources, funding, help for those who
need it and can’t afford it.
- Vail Resident Survey Respondent
Mayor Kim Langmaid
Mayor Pro Tem Travis Coggin
Council Member Barry Davis
Council Member Kevin Foley
Council Member Jen Mason
Council Member Pete Seibert
Council Member Jonathan Staufer
4VAIL’S STEWARDSHIP ROADMAP |
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. Our definition of community even
encompasses the wildlife that lives among us.
If you care about Vail, you are one of us, and this plan
is for you.
COMMUNITY-POSITIVE
New words have popped up as 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 chart with this Roadmap requires a new word.
“Community-Positive” signals that this plan’s central
goal 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, Vail
Home Partners 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 power Vail’s snow-melt
system with far fewer carbon emissions. Currently, the
snow-melt system is powered mainly by natural gas.
DEFINITIONS
WORDS
AND PHRASES
TO KNOW
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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 Mountains Science Center in
Avon led the way in creating the Mountain IDEAL
standard for sustainable mountain destinations.
IDEAL is an acronym capturing these key ingredients
for mountain-town sustainability: Innovation,
Diversity, Empowerment, Authenticity, and Lifestyle.
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.
PLACE-BASED ENTREPRENEURSHIP
This plan’s focus on new business creation centers
on supporting local entrepreneurship so people
can launch and operate successful locally owned
businesses in Vail. This includes developing strategies
to help potential new business owners build knowhow
as well as overcome high costs of entry. The intention
is to create more ways for Vail’s tourism economy
to deliver direct economic benefits to local owners,
attract new long-term residents, and provide ways for
more people to build lives and careers in Vail.
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 shrinking and growing older.
The town’s voter rolls show a 6% falloff in voters
ages 18 to 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 TOURISM
Regenerative tourism creates ways for visitors
and their spending to give back to local residents.
For many years, Vail has plowed the proceeds of its
powerful tourism economy back into its community,
expanding housing opportunity, providing convenient
in-town transportation, creating amenities for all,
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. Certification
recognizes destinations that take a holistic approach
to sustainability, seeking positive outcomes for the
environment and economy as well as for social,
cultural, and governance structures. Certification has
won Vail worldwide recognition. The community 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 travel trade show in both 2018 and
2020.
VISITOR SPENDING
The economic benefits of tourism can vary greatly
by destination. For Vail, the huge imbalance between
residents and visitors pays off handsomely. Because
groceries and medications usually are exempted,
all but a small portion of Vail’s sales tax revenues
-- 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 funding the Vail Local Marketing
District’s destination marketing activities.
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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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
Roadmap.
THE COMPASS
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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 refl ected throughout this Roadmap and that
to face, insights shared by the Vail community point to a set of
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. 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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. 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 refl ected throughout this Roadmap and that
others are invited to share. This list is not exhaustive. Values
that are core to the Vail identity will be explored further as part
of an upcoming long-term visioning plan recommended by this
Roadmap.
THE COMPASSTHE COMPASS
OUR VALUES
THE COMPASS
OUR VALUES
THE COMPASSTHE COMPASS
OUR VALUES
THE COMPASS
OUR VALUES
THE COMPASS
OUR VALUES
THE COMPASS
OUR VALUES
THE COMPASS
OUR VALUES
Whether gathered through surveys, in public meetings, or face
OUR VALUES
Whether gathered through surveys, in public meetings, or face
OUR VALUES
Whether gathered through surveys, in public meetings, or face
to face, insights shared by the Vail community point to a set of
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 refl ected throughout this Roadmap and that
to face, insights shared by the Vail community point to a set of to face, insights shared by the Vail community point to a set of
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 refl ected throughout this Roadmap and that
7VAIL’S STEWARDSHIP ROADMAP |
QUALITY OF LIFE
Expanding housing opportunities 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. All 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
values, 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 from across the world to see. We savor mountain life, and we don’t
take ourselves too seriously. We’re here to enjoy life.
THE COMPASS
OUR VALUES
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WHERE THE ROADMAP TAKES US
VAIL’S STEWARDSHIP
VISION & GOALS
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FIVE MAJOR ACTIONS AND GOALS
MUST BE ACHIEVED FOR VAIL TO
REALIZE THIS VISION BY 2033.
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.
3
4
5
INVIGORATE
VAIL’S SPIRIT
GOAL: Make Vail a
stronger community
by empowering place-
based entrepreneurship,
generating more value
from tourism for the
community, and creating
new ways and spaces for
people to share interests,
build connections,
and enjoy life.
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 community
resiliency, improving the Gore Creek
watershed, and maintaining certifi cation
to the Mountain IDEAL Standard.
ENERGIZE
VAIL’S BRAND
GOAL:Develop
a brand position
that refl ects
community values,
differentiates Vail
in ways that build its
competitive edge, and
inspires all to care for
Vail.
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.
1 2
ENHANCE
VAIL’S
“WORLD-CLASS
EXPERIENCE”
GOAL:Strengthen Vail’s
year-round appeal as a premier
international mountain resort
community by embracing new
opportunities to attract travelers,
while managing demands on
community infrastructure and
extending the Vail experience
to more locals.
ACTION
ACTION
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ACTION
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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 our population’s
diversity, 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.
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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.
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. When creating or re-developing public facilities
in Vail, consider the potential for adding resident
housing.
d. Prioritize creating deed-restricted homes for
critical workers.
e. Support development of fast, convenient,
frequent transit strategies to expand access
to housing opportunities for Vail residents and
workers.
f. To retain more residents, consider reducing
costs of living in deed-restricted housing by
embracing energy-saving design strategies when
possible.
ACTION 1
MAKE VAIL MORE LIVEABLE
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More housing for employees so we can
attract more employees and continue to
deliver the level of service that visitors
have come to expect and alleviate stress
for people who live and work here.
~Vail Resident Survey Respondent
g. Collaborate regionally with Vail Resorts, local
public school districts, other employers, and
nonprofi ts 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.
TARGETS AND INDICATORS
Deed-restricted housing inventory
Availability of workforce
Public school enrollment and capacity
Childcare slots
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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, partly 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.
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THE GOAL
Strengthen Vail’s year-round appeal as a premier
international mountain resort community by
embracing new opportunities to attract travelers,
while managing demands on community
infrastructure and extending the Vail experience to
more locals.
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 fl ows and guide decision-making
with real-time, anonymized insights into visitor
and resident behaviors and use of trails, parking,
events and other Vail spaces and amenities.
c. Address rising expectations for technology
enabled seamless travel experiences in ways
that enhance the guest experience.
d. Support and develop zero-vehicle 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 or
repurposing existing venues to support
exceptional year-round cultural experiences and
develop the local arts and creative economy.
ACTION 2
ENHANCE VAIL’S
“WORLD-CLASS EXPERIENCE”
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.
TARGETS AND INDICATORS
Visitor Satisfaction
Visitor Net Promoter Score
Workforce Satisfaction
Capacity for Visitation
Visitor-Resident Ratio
Ever growing tourism is not sustainable.
There needs to be constraints that will
protect the community quality of life.
They should include on-mountain limits
and impact limits for the surrounding
environment.
~Vail Resident Survey Respondent
Ever growing tourism is not sustainable.
There needs to be constraints that will
protect the community quality of life.
They should include on-mountain limits
and impact limits for the surrounding
environment.
~Vail Resident Survey Respondent
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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, about 60 percent of homes
have seasonal residents, and launching a LOCAL BUSINESS is
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.
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THE GOAL
Make Vail a stronger community by empowering
place-based entrepreneurship, generating more
value from tourism for the community, and
creating new ways and spaces for people to share
interests, build connections, and enjoy life.
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
entrepreneurship as a way to diversify Vail’s
economy, allow more young locals to establish
careers, and encourage them to live in Vail.
c. Identify ways to spark creation of more locally
owned food, retail and experience-based
businesses.
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, 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.
ACTION 3
INVIGORATE VAIL’S SPIRIT
g. As community plans are developed, weigh
opportunities to create fi tness centers or other
wellness amenities as gathering places that
promote health.
h. Ensure that town decision-making is
consistently viewed through a lens of
benefi ting residents as well as visitors.
TARGETS AND INDICATORS
Resident satisfaction
Resident Net Promoter Score
New local business creation
Population balance
Vail needs incentives for people to start and
operate diverse businesses within the town...
There needs to be a more diverse economy
here —not so much economic disparity and
more jobs that pay more than just minimum
wage.
~Vail Resident Survey Respondent
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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.
17VAIL’S STEWARDSHIP ROADMAP |
THE GOAL
Reduce 2014 baseline carbon emissions 25
percent by 2025, 50 percent by 2030, and 80
percent by 2050 while advancing community
resiliency, improving the Gore Creek watershed,
and maintaining certifi cation to the Mountain
IDEAL Standard.
STRATEGIES
a. Explore creating or hosting an iconic thought
leadership event to advance mountain tourism
sustainability, share best practices, and create
solutions for mountain communities.
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
expert proposals for innovative ways to
decarbonize the town’s snowmelt system,
potentially through renewable energy options
and district-heat solutions.
d. Collaborate on strategies and promotions 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 wildfi re by supporting
and promoting the Fire Adapted Vail initiative
and fully implementing the Vail Community
Wildfi re Protection Plan.
ACTION 4
ADVANCE VAIL STEWARDSHIP
AS A GLOBAL MODEL
We have a “pedestrian” village. We have an
outdoor-athletic culture. Why don’t we invest in
making it one of the most bike, pedestrian-friendly
places in the world?
~Vail Resident Survey Respondent
g. Develop a plan to build Vail’s resiliency against a
massive power outage, potentially through low-
carbon energy sources.
h. Partner with the Climate Action Collaborative
of Eagle County Communities on shared climate
action strategies and secure more grants to
activate them.
i. Strive to maintain certifi cation to the Mountain
IDEAL Standard for consistent global recognition
of Vail as a top sustainable destination.
TARGETS AND INDICATORS
Climate Action Plan for Eagle County
Gore Creek watershed health
Progress on Community Wildfi re Protection Plan goals
Certifi cation to the Mountain IDEAL Standard
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ACTION 5
ENERGIZE VAIL’S BRAND
18
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. Among these is an attribute
that comes naturally in Vail: BEING WELCOMING TO ALL.
19VAIL’S STEWARDSHIP ROADMAP |
THE GOAL
Develop a brand position that refl ects community
values, differentiates Vail in ways that build its
competitive edge, and inspires all to care for Vail.
Among these is an attribute that comes naturally in
Vail: being welcoming to all.
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
targeted travelers seeking to reduce their impact
as they travel.
f.Promote and support in-market stewardship
messaging and education to increase
understanding of 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.
ACTION 5
ENERGIZE VAIL’S BRAND
Market Vail as a sustainable and environmentally
progressive place to live and visit.
~Vail Resident Survey Respondent
TARGETS AND INDICATORS
Lodging Tax Revenue
Marketing Campaign Performance
Occupancy Rate
Average Daily Rate
Brand Health
20VAIL’S STEWARDSHIP ROADMAP |20VAIL’S STEWARDSHIP ROADMAP |
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.
20
21VAIL’S STEWARDSHIP ROADMAP |
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 fi nd 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 visit to Vail.
Despite these challenges, Vail residents give their
community excellent ratings for quality of life compared
with other places in the U.S. Despite these challenges,
Vail residents give their community an excellent rating
for quality of life compared with other U.S. destinations
-- 8.2 on a 10.0 scale. Downvalley residents rate their
quality of life even higher -- at 8.4.
A DESTINATION BUILT WITH PURPOSE
That huge imbalance between the numbers of residents
and visitors pays off in one extremely benefi cial
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.
Since its founding, Vail has directed 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
saw the need. Vail’s free 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 benefi ts 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 ice, golf
courses, and health care facilities that attract patients
from across North America.
HOW WOULD YOU RATE THE
QUALITY OF YOUR LIFESTYLE?
VS. OTHER PLACES IN THE U.S.
Response to Vail Resident Sentiment Survey
May-August 2022
AVERAGE RATING
ON A 10-POINT
SCALE
8.2
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.
Vail’s Destimetrics reports show the resort town offers between 104,104 and 115,258 available rooms per
month at its 26 professionally managed condo-tel and hotel properties. In addition, a December 2021 report
of the town’s short-term rental landscape identifi es 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.
WHERE WE ARE
VAIL IN 2023
22VAIL’S STEWARDSHIP ROADMAP |
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 to address its unwanted
impacts.
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%, 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. Bookings through June are
pacing below 2022 levels, signaling lower occupancy
rates ahead. Even so, projections for revenue per
room through June are slightly exceeding past year
performance due to higher average room rates.
While revenue currently 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 rates. At this point, Vail’s
newer luxury properties are expected to help keep
average room rates high and generate more than
enough revenue to offset declining visitor numbers.
Local experts also believe Vail should continue to
build non-ski month occupancy levels, which have
never crested 50%, and that more visitation can be
achieved through strategies attracting visitors at mid-
week and off-peak times.
• Summer • Winter
ROOM RATES REACH ALL-TIME HIGHSWINTER 21-22 OCCUPANCY HITS 5-YEAR HIGH
RAPID REBOUND FOR VAIL’S OCCUPANCY AND ROOM RATES
Source: Destimetrics reports as of Dec. 31, 2022
23VAIL’S STEWARDSHIP ROADMAP |
STATE OF THE INDUSTRY
10 KEY TOURISM TRENDS
24VAIL’S STEWARDSHIP ROADMAP |
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 as 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 Megatrend identified
this phenomenon: “Ruralization of travel drives new
overtourism.”
2. UNDESIRABLE VISITOR BEHAVIORS
FUELING 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. Tahoe residents organized “un-welcoming
parties,” waving “Tourists go home” pickets at visitors.
Colorado passed a law allowing counties to shift all but
10 percent of their lodging tax revenues away from
marketing. The Montana legislature is contemplating
cutting 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.
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 in 2023, especially
in small-town and rural areas and mountain and lake
resort destinations.
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 2022, Tourism Economics
predicted that business travel would recover by 90%
in 2023, and fully recover in 2024. Leisure travel
recovered in 2022. A major headwind for business
travel is “rate-flation.” Even though bookings for
meetings and conventions are rebounding, high room
rates – along with widely available hybrid attendance
options – are reducing the number of attendees. In
response, many organizations are trimming a day
or two or events off the schedule. Meeting planners
report rising interest in destinations focused on
diversity and sustainability.
6. INTERNATIONAL TRAVEL IS
SLOWER TO REBOUND.
Tourism Economics projects that 2023 inbound
travelers will spend just 71 percent of what they did
in 2019, Full recovery is now postponed to 2026. The
strong dollar, a weakened global economy, a deep
visa backlog all were listed as factors. Faster recovery
is projected for Canada, the U.K., and Mexico, all
expected to reach 85% of 2019 levels. Italy, France, and
Germany all are expected to reach 78% to 74%, while
about 71% of Australia’s travel volume is expected
back. Brazil continues to lag, with only 61% recovery
projected for 2023, 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 – hinder recovery. The chair of the Inbound
International Travel Association says international
travelers, especially Europeans, are demanding
sustainable travel experiences, but believe U.S.
destinations are doing little to satisfy this interest.
25VAIL’S STEWARDSHIP ROADMAP |
7. TECHNOLOGY IS CHANGING THE
FACE OF TRAVEL.
Many touch-free, no-contact innovations inspired
by pandemic restrictions are now widely accepted
practices, signaling a trend widely 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 tourism as travel associated
with the pursuit of maintaining or enhancing one’s
personal well-being.
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% 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
Xers 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 the first 10 months of 2022,
each causing more than a billion dollars’ worth of
damage. 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.
26VAIL’S STEWARDSHIP ROADMAP |
WHAT WE’VE LEARNED
MAPPING THE LANDSCAPE
26
27VAIL’S STEWARDSHIP ROADMAP |
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. About half of these turned out for three
rounds of public engagement sessions, fi rst to share
input, then feedback on initial fi ndings, and fi nally to
weigh in on a proposed Roadmap framework.
This Roadmap leans into independent research.
This included three resident surveys, including
Vail’s biennial community survey, which included
customized questions for this process. Resident
survey fi ndings reinforced much of what was shared
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, fi elded in spring 2022 by a tourism research
fi rm, Strategic Marketing and Research Insights
(SMARInsights). Among its most important fi ndings:
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.
Vail’s Stewardship Roadmap refl ects many community
voices, a deep awareness of current conditions, and
insights pointing to new possibilities.
28VAIL’S STEWARDSHIP ROADMAP |
Vail’s Stewardship Roadmap rests on a rich foundation of community engagement.
People answered tourism-related
questions in the biennial Vail
Community Survey.
1,465
People responded to a Vail
resident sentiment survey.
968
People took the downvalley
resident survey.
132
AN INTENSIVE APPROACH
TO COMMUNITY ENGAGEMENT
Focus groups on different
tourism-related topics included
about 180 locals. One was
conducted in Spanish.
12
Public Engagement Sessions
drew about 250 attendees.
Six sessions were in person
at the Donovan Pavilion, and
two were on Zoom.
8
Community leaders took
part in one-on-one, in-
depth interviews.
30
Destination Stewardship Council
Partners, including Vail Mayor Kim
Langmaid, shared high- level oversight.
Partners included the Eagle River Water
and Sanitation District, Holy Cross
Energy, the USDA Forest Service, the
Vail Recreation District, Vail Resorts, and
Walking Mountains Science Center.
6
Day-long visioning session
brought together more
than 25 community
members to create a
planning framework.
1
3,000
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, EngageVail’s 915
subscribers had paid a collective 1,579 visits to the site and downloaded 100 documents. Roadmap goals
and strategies also were aired in several other public settings. These included meetings of the Town Council,
the Planning and Environmental Commission, the Vail Economic Advisory Council, and the Sustainable
Destination Council.
Opinions were shared by locals. These included
2,580 who responded to surveys, and nearly 500
who showed up to share views in person.
29VAIL’S STEWARDSHIP ROADMAP |
COMMUNITY ENGAGEMENT
FINDINGS AND
TAKEAWAYS
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.
VAIL AND DOWNVALLEY RESIDENTS
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.
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.
SEASONAL RESIDENTS ARE MORE
SATISFIED AND HAVE DIFFERENT
PRIORITIES.Based on the latest community
survey in spring 2022, seasonal residents (53%)
are far more likely to say Vail is going in the right
direction than full-timers (40%). The same survey
showed full-timers (43%) more likely to say the
town is on the wrong track, compared with their
seasonal neighbors (26%). More year-round
residents (27%) say tourism detracts from their
lives than seasonal residents (15%). Year-round
residents put housing first, while seasonal residents
prioritize protecting Gore Creek. For both, their
next biggest priority was protecting wildlife habitat.
OPPORTUNITY ABOUNDS FOR YOUNG
ENTRE-PRENEURS 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 way to introduce more diversity into
the town’s offerings, direct more tourist spending
into local pockets, and give locals more places to
gather and spend money in Vail.
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 high
agreement with that statement. Many advocated
for the resort and town to collaborate more on
housing, childcare, and managing capacity.
30VAIL’S STEWARDSHIP ROADMAP |
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 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.”
ALL BELIEVE 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 winter trip survey
for 2021/22 reported that 16 percent of visitors
believed service levels had declined, with 5 percent
calling it “much worse.”
TO SUPPORT VAIL’S TOURISM ECONOMY, THE VAIL LOCAL MARKETING
DISTRICT ADVISORY COUNCIL SHOULD FOCUS ON ATTRACTING ....
From the Vail Resident Sentiment Survey, August 2022
High-spending visitors who contribute most to the local economy
Visitors who come at less busy times
Visitors who are interested in less-busy trails and places
Visitors who care about protecting our natural resources
Visitors of all races, ethnicity, age, gender, religion, sexual
orientation,ability and economic status
Visitors who wish to leave a light carbon impact when they travel
Visitors who share respect for our local way of life
Remote workers
Visitors from other parts of Colorado
31VAIL’S STEWARDSHIP ROADMAP |
THE VIEW FROM THE
VISITOR PERSPECTIVE
The Vail Local Marketi ng District Advisory Council provided the Roadmap with important insight,
engaging SMARInsights to conduct a Brand Percepti on and Consumer Segmentati on 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.)
The study yielded valuable insights into Vail’s competi ti ve positi on and diff erences between its
summer and winter travelers. It also identi fi ed ways Vail can sharpen its appeal for targeted visitors.
32VAIL’S STEWARDSHIP ROADMAP |
VISITOR PERSPECTIVE
FINDINGS AND
TAKEAWAYS
VAIL NAILS THE TOP ATTRIBUTES
FOR ITS TARGETED VISITORS, 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 in line
with those for a host of other desirable mountain
destinations, including Aspen, Breckenridge,
Jackson Hole, Lake Tahoe, Telluride, and Whistler.
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.
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.
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. Vail can win over travelers
by highlighting qualities like friendliness and
small town charm and offering a unique vacation
experience, including a chance to travel sustainably.
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 create effective
campaigns that locals can get behind. Targeted
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.
33VAIL’S STEWARDSHIP ROADMAP |
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, verifi es that high-income
travelers are far more likely than others to value a
destination’s sustainability practices. High-income
travelers also represent the sweet spot for Vail’s
winter marketing campaigns.
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 expanding
fast. The SMARInsights study found that 32 percent
of U.S. travelers are highly motivated to choose a
destination based on its sustainability practices
– far more than the percentage of consumers
interested in skiing. The percentage is dramatically
higher (61%) among those who have visited Vail
since 2020. Many of Vail’s competitors are not
currently as well equipped to address the interests
of “responsible” travelers.
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 visitors who are making it a
priority to travel more sustainably and whose
values are a good fi t with Vail’s.
Top of Mind Winter Mountain Vacation Destinations in North America.
Source: Vail Brand Perception Study, SMARInsights, May 2022
VAIL OUTRANKED OTHER WINTER
MOUNTAIN VACATION SPOTS
More valuable insight for the Roadmap comes from examining
the town’s sustainable desti nati on management practi ces against
current global trends. The analysis was conducted by the Travel
Foundati on, an internati onal NGO focused on improving impacts
of tourism, with support from Green Desti nati ons and other
members of the Future of Tourism Coaliti on (FoTC).
VAIL SUSTAINABILITY
ANALYSIS
34
35VAIL’S STEWARDSHIP ROADMAP |
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.
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 identifi ed nine currently posing high risk,
mostly relating to the environment. One high-risk
area 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 classifi ed as medium-priority,
while fi ve were considered lower-risk.
VAIL’S SNOW-MELT SYSTEM GENERATES
ABOUT 60% OF GREENHOUSE GAS
EMISSIONS FROM TOWN OPERATIONS.
Since 2003, the system that melts snow from Vail’s
pedestrian streets has headed off slips and falls,
spared guests from the racket of early morning
snow removal, and kept cinders and de-icers from
entering Gore Creek. The downside is that the 12-
acre system, perhaps the world’s largest, requires
an intensive natural gas load. By one estimate,
converting the snow-melt system to electrical
power would consume 5 percent of Holy Cross
Energy’s current energy grid.
VAIL CURRENTLY HAS INSUFFICIENT
CAPACITY TO DRIVE PARTICIPATION
IN ENVIRONMENTAL PROTECTION
MEASURES.Slow adoption of innovative
incentive programs, rebates, and certifi cation
schemes in some cases can be traced to a lack
of funding or staffi ng. Additional funding or
staffi ng could support faster progress and higher
participation.
SUSTAINABILITY ANALYSIS
FINDINGS AND
TAKEAWAYS
AS A KEY PART OF VAIL’S IDENTITY,
GORE CREEK RISES TO THE TOP OF
STAKEHOLDER PRIORITIES, PARTLY
BECAUSE IT’S SYMBOLIC OF VAIL’S
HEALTH AS A COMMUNITY.Improving the
Gore’s water quality, maintaining its Gold Medal
status, and protecting its watershed from pollutants
and sediment are seen as important priorities.
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 “Pay As You Throw” and
compost pilot programs incentivize customers to
recycle 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-$40,000 annually
for the town’s community recycling events.
VAIL CAN BROADEN ITS IMPACT
THROUGH COLLABORATION.By using the
Climate Action Collaborative of Eagle County
Communities as a framework, the Town of Vail can
partner to create an agenda for shared climate
action strategies. An initial focus could be to expand
current Vail initiatives countywide. A stronger
collaborative also can share a unifi ed voice for
actions to address environmental threats, drive new
initiatives, or secure grant funding.
The report provides a detailed list of recommendations for the
town and its partners to consider.
NOTE: A high-risk designation indicates the importance of taking
action. The recommendations found no lack of diligence in Vail’s
past actions.
36VAIL’S STEWARDSHIP ROADMAP |
SUSTAINABILITY
IMPACT ANALYSIS:
SUMMARY OF FINDINGS
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.
38VAIL’S STEWARDSHIP ROADMAP |
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.
A resident survey fi elded 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 unmet community challenges could tip Vail’s
tourism economy and brand into decline.
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 that threaten Vail’s quality of life. A
dominant theme was the need to address a housing
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 energetic, creative 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 benefi ts 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 attracting
visitors who share the community’s passion for the
environment —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.
38
THE IMPLEMENTATION PLAN
WHAT THE ROADMAP WILL ACHIEVE
Five acti ons have been identi fi ed to achieve this vision. Collecti vely, these acti ons will strengthen our Vail community while building the vibrancy and resiliency of our tourism economy and making the world around us bett er.
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 bett er place to live.
39
40VAIL’S STEWARDSHIP ROADMAP |
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. When creating or re-developing public facilities in Vail,
consider the potential for adding resident housing.
Com Dev /
Housing X X X
d. Prioritize creating deed-restricted homes for vital workers,
including fi rst responders, childcare workers, and teachers.
Housing /
HR X X X
e. Support development of fast, convenient, frequent transit
strategies to expand access to housing opportunities for Vail
residents and workers.
Public Works
/ RTA X X X
f. To retain more residents, consider reducing costs of living in
deed-restricted housing by embracing energy-saving design
strategies when possible.
Housing /
Com Dev X X X
g. Collaborate regionally with Vail Resorts, local public school
districts, other employers, and nonprofi ts to expand housing
opportunity 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/
Com Dev X
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.
ACTION 1
MAKE VAIL MORE LIVEABLE
41VAIL’S STEWARDSHIP ROADMAP |
GOAL: Strengthen Vail’s year-round appeal as a premier international mountain resort community by
embracing new opportunities to attract travelers, while managing demands on community infrastructure
and extending 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.
Manager /
Econ Dev X
b. Use geolocation-based data to assess capacity and visitor
fl ows and guide decision-making with real-time, anonymized
insights into visitor and resident behaviors and use of trails,
parking, events and other Vail spaces and amenities.
Econ Dev X X X
c. Address rising expectations for technology enabled seamless
travel experiences in ways that enhance the guest experience.
EconDev /
VLMD X X
d. Support and develop zero-vehicle 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 or repurposing existing
venues to support exceptional year-round cultural experiences
and develop the local arts and creative economy.
Com Dev /
Econ 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
ACTION 2
ENHANCE VAIL’S
“WORLD-CLASS EXPERIENCE”
42VAIL’S STEWARDSHIP ROADMAP |
GOAL: Make Vail a stronger community by empowering place-based entrepreneurship, generating more
value from tourism for the community, and creating new ways and spaces for people to share interests, build
connections, 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 entrepreneurship as a way to
diversify Vail’s economy, allow more young locals to establish
careers, and encourage them to live in Vail.
Econ Dev/
HR X X
c. Identify ways to spark creation of more locally owned food,
retail and experience-based businesses.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 fi tness centers or other wellness amenities as gathering
places that promote health.
Com Dev X X
h. Ensure that town decision-making is consistently viewed
through a lens of benefi ting residents as well as visitors.Manager/All X X X
ACTION 3
INVIGORATE VAIL’S SPIRIT
43VAIL’S STEWARDSHIP ROADMAP |
GOAL: Reduce 2014 baseline carbon emissions 25% by 2025, 50% by 2030, and 80% by 2050 while
advancing community resiliency, improving the Gore Creek watershed, and maintaining certifi cation to the
Mountain IDEAL Standard.
STRATEGIES LEAD 1-2 YR 3-5 YR 6-10 YR
a. Explore creating or hosting an iconic thought leadership
event to advance mountain tourism sustainability, share best
practices, and create solutions for mountain communities.
Environ/
Econ Dev X
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.
Environ X X X
c. Collaborate with Holy Cross Energy to seek expert proposals
for innovative ways to decarbonize the town’s snowmelt
system, potentially through renewable energy options and
district-heat solutions
Manager/
Environ/
Public
Works
X
d. Collaborate on strategies and promotions to "Restore the
Gore," Vail’s treasured waterway.
Environ/
Comm 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. Build Vail’s resilience to wildfi re by supporting and promoting
the Fire Adapted Vail initiative and fully implementing the Vail
Community Wildfi re 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 Climate Action Collaborative of Eagle County
Communities on shared climate action strategies and secure
more grants to activate them.
Environ/
Finance X X X
i. Strive to maintain certifi cation to the Mountain IDEAL
Standard for consistent global recognition of Vail as a top
sustainable destination.
Environ/All X X X
ACTION 4
ADVANCE VAIL STEWARDSHIP
AS A GLOBAL MODEL
44VAIL’S STEWARDSHIP ROADMAP |
GOAL: Develop a brand position that refl ects community values, differentiates Vail in ways that build its
competitive edge, and inspires all to care for Vail.
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 what the community
values.
Econ Dev/
VLMD 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/
Comm
X X X
e. Explore the potential of Vail's status as the nation's most
sustainable destination to attract targeted travelers seeking to
reduce their impact as they travel.
Econ Dev/
VLMD/
Environ
X X X
f. Promote and support in-market stewardship messaging and
education to increase understanding of 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 unique groups of travelers,
as well as those from around the world.
Econ Dev/
VLMD/
Comm
X X X
ACTION 5
ENERGIZE VAIL’S BRAND
SUCCESS MEASURES
ROADMAP TARGETS
& INDICATORS
46VAIL’S STEWARDSHIP ROADMAP |
ACTIONS TARGETS & INDICATORS
MAKE VAIL MORE LIVEABLE
Deed-restricted housing inventory Double to 2,100 homes
Availability of workforce To be established
Public school enrollment and capacity Stable/Increasing
Childcare slots Increasing
ENHANCE VAIL’S WORLD-CLASS EXPERIENCE
Visitor Satisfaction Guest Satisfaction Survey
Visitor Net Promoter Score Guest Satisfaction Survey
Workforce Satisfaction Biennial Community Survey
Capacity for Visitation To be established
Visitor-Resident Ratio To be established
INVIGORATE VAIL’S SPIRIT
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(1)
Community Wildfi re Protection Plan goals*Achieve CWPP Targets
Certifi cation to the Mountain IDEAL Standard* Recertifi cation
ENERGIZE VAIL’S BRAND
Lodging Tax Revenue Increasing
Marketing Campaign Performance Established by campaign
Occupancy Rate Historic Occupancy Report
Average Daily Rate Historic Occupancy Report
Brand Health Brand perception studies
(1) To include monitoring of macroinvertebrate, wildlife and critical species populations, water temperature, habitat
SUCCESS MEASURES
ROADMAP TARGETS
& INDICATORS
Targets: Specifi c goals set to be attained by the Town
of Vail (designated by *)
Indicators: Trends to be monitored for impact on
the Town of Vail decision-making
47VAIL’S STEWARDSHIP ROADMAP |
VAIL MEMORANDUM OF UNDERSTANDING (MOU) PARTNERS
MMGY NEXTFACTOR
THE TRAVEL FOUNDATION
CONSULTING TEAM
Project Lead: Cathy Ritter, Founder & CEO, Better Destinations
TOWN OF VAIL
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 Manager
Abby Oliveira
Economic Development Coordinator
Heidi Krzebietke
Digital Media & Communications
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
Paul Ouimet
President & CEO
Greg Oates
Senior Vice President, Innovation
Teresa Allan
Project Manager
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
ACKNOWLEDGEMENTS
THE PLANNING TEAM