HomeMy WebLinkAboutVail 20/20 Strategic Action Plan Appendices 2007
STRATEGIC ACTION PLAN
APPENDICES
Appendix A: Background Information
Appendix B: Public Input Summaries
Appendix C: Vail Tomorrow Summary
Appendix D: Community Survey 2007
November 6, 2007
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VAIL 20/20 STRATEGIC ACTION PLAN
APPENDIX A: BACKGROUND INFORMATION
LAND USE AND DEVELOPMENT
Planning for the Future: 2020 Strategic Direction
The completion of redevelopment underway in Vail and preparing for future growth is essential to Vail’s
ongoing success as a resort community. Newly identified issues raised by the current redevelopment
may be addressed by updating portions of the Vail Comprehensive Plan as a way to plan for future
development. Specifically, an update to the Land Use Plan would help foster seamless redevelopment
of both public and private infrastructure. Employee housing will remain a challenge and priority resulting
in continued regulation of employee housing in development. Although there are currently no
environmental sustainability requirements for development, opportunities exist for the town to incorporate
green standards for future projects.
History and Current Situation
Vail is a town with a unique natural setting, internationally known for its natural beauty, alpine
environment and compatibility of manmade structures with the environment. It began in 1962 as a ski
resort village based on European models. In its infancy, development went largely unregulated. The
success of Vail Mountain resulted in fast-paced growth during a short period of time and since then, the
town shifted its focus from the resort to a resort community. During initial growth, the town developed a
comprehensive plan, zoning regulations and design standards to shape the growth and development of
the town.
At almost ten miles long and two miles wide, Vail is a narrow valley surrounded by the White River
National Forest. The town is comprised of approximately 3,000 acres, 500 of which accommodate the I-
70 corridor. I-70 provides convenient access for visitors and employees. However, it is a source of
noise pollution and is a geographic barrier between the north and south sides of town. The town funded
a preliminary study focusing on burying or rerouting I-70 around Vail to create new opportunities for
developable land, but high costs make solutions such as these difficult.
While only 50 percent of land in Vail has been developed, there are few vacant lots left to build on within
the town. Of the 979 acres of town-owned land (33 percent of total land), 863 acres (28 percent of total
land) are zoned Agriculture and Open Space, Natural Area Preservation District, or Outdoor Recreation,
all of which prohibit development. The remaining areas are parks, zoned General Use. Of these vacant
and restricted properties, 556 acres are designated open space and require voter approval for any other
use or improvements. This leaves 107 acres (3 percent of total land) of vacant land that is privately
owned and has development potential.
Vail also is experiencing over $2 billion in redevelopment on both public and private land throughout the
town. As part of the redevelopment, the town is updating infrastructure and encouraging owners to
upgrade their properties to maintain Vail’s status as a world-class resort community. “Hot beds,” defined
as hotel rooms available on a short-term basis that remain occupied much of the year, have decreased
as hotel properties have redeveloped into condominiums. However, there has been an increase in
“warm beds,” which are condos operated as hotel rooms when owners are not present. Redevelopment
has also reduced the supply of office space in Vail and businesses are moving to adjacent communities,
which has resulted in fewer year-round employers and employees in Vail.
The redevelopment has shifted land use throughout the town, moving the split further in favor of
residential uses. Only six percent of the town’s square footage is used for commercial purposes, with the
remaining 94 percent devoted to residential uses. While the supply of housing products has increased,
the high demand for housing has driven up prices and many families are relocating to adjacent
communities where housing prices are more affordable.
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Guiding Documents and Regulations
Land use is legally controlled by the town’s zoning regulations, which define 25 zone districts with uses
including recreation, land preservation, commercial, mixed-use and a range of residential densities. The
zoning regulations are based on the Vail Comprehensive Plan, which is comprised of twelve documents
that designate legislated and preferred land use within Vail. There are numerous documents in the Vail
Comprehensive Plan that are outdated or have expired. Once a Comprehensive Plan update occurs, the
zoning regulations will need to be reviewed to reflect any changes. These documents and plans provide
guidance for future policy and development decisions and ensure that future development follows the
vision of the community as a whole. The following outlines the components of the Vail Comprehensive
Plan:
Vail Land Use Plan
Adopted in 1986, the Vail Land Use Plan provides a general framework to guide land use decision-
making. The Land Use Plan is the basis for zoning regulations, although there are numerous
inconsistencies between the two documents. Town staff is encouraging modifications to the Land Use
Plan to recognize new and evolving community priorities such as affordable housing, recreational uses,
environmental concerns, community facilities and other related land use issues.
Ford Park/Donovan Park Master Plan
Adopted in 1985, the Ford Park/Donovan Park Master Plan describes site environment and history, plans
for site development and guidelines for implementation. Adopted in 1997, the Ford Park Management
Plan is an amendment to the plan and is intended to guide continued success of the park in both
development and operation. The latest update to the Donovan Park Master Plan was in 2000 to plan for
the pavilion and playground areas. The Vail Parks and Recreation Master Plan, adopted in 2007, calls
for an update of the Ford Park/Donovan Park Master Plan to identify additional uses for Ford Park.
Vail Village Master Plan
Adopted in 1990, the Vail Village Master Plan guides the town in developing land use laws and policies
for coordination of development in both public and private sectors in Vail Village, plus implementing
community goals for public improvements. The validity of the plan was challenged during a major
redevelopment project, with the developer claiming the plan is outdated in its vision for Vail Village. An
update could address several omitted issues, including means of maintaining a high level of quality
development and redevelopment within Vail Village, strategies intended to improve the retail environment
and the inclusion of loading and delivery facilities.
Vail Village Urban Design Guidelines and Design Considerations
Adopted in 1980 and revised in 1993, the Vail Village Urban Design Guidelines and Design
Considerations represent a collection of guidelines about the function and aesthetics of Vail Village. The
guidelines identify problems, successes and concepts for implementation.
Streetscape Master Plan
Adopted in 1991 and updated in 2003, the Streetscape Master Plan provides guidelines to enhance the
pedestrian environment to match the high quality of architecture in Vail. The plan addresses streetscape
work currently underway in both Vail Village and LionsHead and includes items such as installation of
heated pavers. The plan is scheduled to be completely implemented in 2008.
Transportation Master Plan
Adopted in 1993 and updated in 2004, the Transportation Master Plan provides guidance in developing a
coordinated approach to implementing transportation improvements. It assists in resolving, monitoring
and accommodating growth, while preserving those characteristics that have made Vail a leader in
transportation planning.
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Municipal Cemetery Master Plan
Adopted in 1993, the Municipal Cemetery Master Plan provides a management and development master
plan for a town cemetery to be located on the upper bench of Donovan Park. This plan has not been
implemented and a cemetery at this location was rejected by voters. However, a Memorial Park has
been completed on 11-acres in the Katsos Ranch area in East Vail.
Comprehensive Open Lands Plan
Adopted in 1994, the Comprehensive Open Lands Plan identifies and develops strategies for acquiring
or protecting remaining open lands in Vail that would be valuable for recreation, protecting sensitive
environmental resources, extending or connecting trails, providing adequate neighborhood open space
and creating a small amount of contingency land for unforeseen needs. This plan expired in 2000. An
update is needed to represent the current scenario and future considerations for open land.
Environmental Strategic Plan
Adopted in 1994, the Environmental Strategic Plan established a long-term environmental protection
work plan. The plan expired in 1998. An update is a logical next step given the community’s interest in
elevating Vail’s environmental stewardship.
LionsHead Redevelopment Master Plan
Adopted in 1998, the LionsHead Redevelopment Master Plan was created in anticipation of major
redevelopment in LionsHead. The plan offers redevelopment incentives to encourage and facilitate
investment in improvements to existing buildings and new construction. Redevelopment is underway
and the plan has been amended on a regular basis since its adoption.
Development Standards Handbook
Adopted in 1999, the Development Standards Handbook is a supplement to the town’s zoning
regulations and provides design guidelines and standards for development within the town. Following
completion of the 20/20 process, the handbook will need to be reviewed to ensure development follows
the physical and aesthetic vision of the community.
Art In Public Places (AIPP) Strategic Plan
Adopted in 2001, the AIPP Strategic Plan is used for implementation of site-integrated public art on
public and private lands. It includes information on opportunities for public art within the town, funding
mechanisms and implementation strategies.
Current Practices
• The town currently requires notification of adjacent properties for certain Planning and Environmental
Commission actions.
• The Gross Residential Floor Area (GRFA) regulation was modified in 1997 to allow for interior square
footage additions. In 2004, GRFA was again modified to allow additional credit for basements that
are below grade. In 2006, one Special Development District eliminated GRFA, serving as a test case
for future changes.
• A Tax Increment Financing (TIF) District was created in LionsHead in 2004 and enables the town to
fund an estimated $9 million in public improvements beginning in 2009.
• An amendment to the Zoning Regulations and the LionsHead Redevelopment Master Plan occurred
in 2007, requiring no net loss of “hot beds.”
• In 2007, the Vail Town Council amended the LionsHead Redevelopment Master Plan to include the
West LionsHead area, now known as Ever Vail, in anticipation of new development and a new ski
portal by Vail Resorts Development Company
• In April 2007, the Vail Town Council adopted inclusionary zoning and commercial linkage ordinances
that require developments in certain zone districts to provide employee housing through deed-
restriction of existing units, creation of new units or pay-in-lieu.
• The town is in the process of acquiring the Wendy’s property in West Vail as a potential site for a
West Vail Fire Station.
• The West Vail Master Plan process will reconvene in Fall 2007 and will include public participation to
create a plan for future development in West Vail.
• The town has hired a consultant to assess the status of energy efficiency within town facilities, and to
provide recommendations for achieving a greener standard for both public and private buildings.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to land use and development.
Vail 20/20 Themes
Much support was expressed for the renewal of public/private infrastructure. Most liked that the town
manages but does not discourage growth. The uniqueness of the physical infrastructure of the town was
touted as one of its greatest strengths. Some dissatisfaction was voiced regarding the large
developments that have recently been approved. Many asked for more focus by the town on its own
carrying capacity and an increased focus on better public benefits, workforce housing and more warm
beds from the larger development projects.
Community Survey Findings
“Development” (18 percent), “growth” (8 percent) and “construction” (about 2 percent) together received
about 28 percent of the mentions as the biggest issues in 2007, compared to only 15 percent in 2005.
While the words “development” and “growth” do not mean the same thing, they are closely related.
When taken together these categories actually exceed housing as the most identified topic or set of
issues in this year’s survey. Respondents were asked about “satisfaction with the quality of the new
development and redevelopment over the past three years.” Again, ratings were down, with 15 percent
responding “not at all satisfied” compared to 5 percent in 2005. In general, residents and part-time
residents are satisfied with the “management and communications” regarding new development (50
percent rated their satisfaction 4 or 5 on the 5-point scale, up slightly from 45 percent in 2005).
PARKS AND RECREATION
Planning for the Future: 2020 Strategic Direction
Replacement of aging infrastructure, the need for new recreation facilities and programming to meet the
public demand and lack of funding resources have been identified as important challenges by Vail’s
leaders and its partners. The Real Estate Transfer Tax (RETT) is used to fund maintenance and
renovations of public parks and recreation paths to maintain Vail’s high standard of quality outdoor
recreation for its residents and guests. Vail will creatively seek ways to upgrade, renovate or replace
many of its aging facilities to expand programming for Vail’s residents and guests. To move forward with
such projects, the town and its partners will follow the Parks and Recreation Master Plan, adopted in
2007.
History and Current Situation
Vail was founded upon the recreational opportunities that exist in the area and has delivered world-class,
year-round recreation, prompting over 40 years of growth. Vail offers a multitude of recreational
opportunities including almost 1,000 acres of town-owned open space, 350,000 surrounding acres of
national forest, 5,289 skiable acres on Vail Mountain, over 16 miles of recreational paths, outdoor tennis
courts, an 18-hole public golf course, softball and athletic fields, an indoor ice skating rink, a nature
center, a gymnastics center, Nordic skiing and the highest botanical gardens in the world.
Vail Mountain
Skiing and snowboarding remain the most popular winter sports in Vail, with Vail Mountain providing the
most skiable acreage of any resort in North America from November to April. There were 1.6 million
skier days at Vail during the 2006-07 season and lift tickets were priced the highest in the U.S. at $82 per
day. Vail Resorts Inc., the owner and operator of Vail Mountain, also provides tubing, snowmobiling and
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ice skating at the top of Eagle’s Nest during the winter season and hiking and biking trails during the
summer season.
Recreation Paths/Trails
Paved recreational paths run 16.7 miles from East Vail to Dowd Junction, with 9.3 of those miles
separated from the roadway and the other 7.4 miles attached to the road as bike lanes or shared roads.
There are also 2.5 miles of paved path on the north side of town from West Vail to Main Vail. The
streamwalk, an unpaved trail along Gore Creek, is 1800 feet long. A long-term objective of the town is to
add bicycle lanes to the frontage roads, providing additional safety for road bikers and allowing more
pedestrian traffic on the paths. ECO Trails, a county-wide program that develops, promotes and
cooperatively maintains a scenic and safe trail system of urban, paved, multi-use, non-motorized trails,
has developed over 15 miles of trails to connect Vail to the rest of the valley. In collaboration with the
Forest Service, the town established the North Trail, seven miles of backcountry trails spanning from
Davos Road to Red Sandstone Creek. There are four trailheads on the north side of town in East Vail
that provide access to adjacent designated wilderness lands. The trailheads are maintained by the town,
while the trails are maintained by the Forest Service. Due to Forest Service restrictions, the surrounding
National Forest cannot be utilized for commercial ventures other than Vail Mountain, ruling out the
possibility for hiking tours and mountaineering courses.
Parks
The town owns and manages 13 parks as follows:
• Two community parks that serve the larger community through recreational and cultural
opportunities (Donovan and Ford parks).
• Seven neighborhood parks that serve smaller areas (two of which are designated off-leash dog
parks).
• Four pocket parks and green spaces that serve as buffers and provide small areas to recreate.
The town prides itself on creative custom playgrounds creating destination play environments for both
kids and adults. Playgrounds are also regularly upgraded per the Playground Safety Improvement Plan
to ensure high quality parks with safe conditions. All parks and trail improvements are funded via RETT,
making it feasible for the town to continually renovate and maintain its parks.
Vail Recreation District
All recreation facilities within Vail are owned by the town and operated by the Vail Recreation District
(VRD) including the Vail Golf Club, Vail Gymnastics Center, Ford Park tennis courts and administration
building, Dobson Ice Arena, Vail Nature Center and the Youth Services Center. The VRD offers
recreational activities such as day camps for youth; golf tournaments; painting classes; and mountain
bike and trail running races. Educational walking tours, backcountry hiking, snowshoe and Nordic skiing
tours also are available through the Vail Nature Center.
Gore Creek
Gore Creek offers residents and guests Gold Medal fishing, as well as rafting and kayaking. Gore Creek
provides local outdoor adventure companies with a water outlet for guided tours and lessons. A
whitewater park offering kayakers an opportunity for playboating, creeking and river-running is located in
the heart of Vail Village. However, protection of the Gore Creek and its importance to Vail’s eco system
could have an effect on capacity for recreation in the future.
Current Practices
• In 2007, the VRD completed an inventory of facilities assessing both current conditions and future
capital needs.
• In 2007, the town hired a consultant to address the capital needs of the town’s facilities and VRD
needs as lessee.
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• In 2007, the town constructed a temporary skate park atop the LionsHead parking structure, with
management and maintenance coordinated by the VRD. The skate park will remain at this
location each summer until redevelopment of the site or a location for a permanent park is found.
• Annually, the town allocates money for trailhead improvements, which is being used for parking
improvements and trail sign improvements.
• The Playground Safety and Improvement Plan is underway with playground upgrades occurring
each year through 2011. Remaining work includes renovation of Booth Creek Park and Red
Sandstone Park.
• Bighorn Park Playground renovation was completed in 2007.
• The town financially supports the Eagle River Watershed Council in its efforts to protect Gore
Creek.
• The town and VRD are currently working on an implementation plan to move forward with
recommendations from the 2007 Parks and Recreation Master Plan.
• The Golf Course Clubhouse was renovated to meet ADA standards.
Guiding Documents
Ford Park/Donovan Park Master Plan
Adopted in 1985, the Ford Park/Donovan Park Master Plan describes site environment and history, plans
for site development and guidelines for implementation. Adopted in 1997, the Ford Park Management
Plan is an amendment to the plan and is intended to guide continued success of the park in both
development and operation. The latest update to the Donovan Park Master Plan was in 2000 to plan for
the pavilion and playground areas.
Vail Parks and Recreation Master Plan
Adopted in 2007, the plan is a combined effort of the town and VRD establishes a clear set of goals,
policies and objectives that will provide direction to the town and VRD staff, advisory boards and elected
officials for redevelopment and enhancement of the community’s parks and recreation programs and
facilities. The plan includes an inventory of resources, a needs assessment, findings report and
recommendations to meet the needs of the public. Findings and recommendations of the plan include:
• Improving partnerships and taking a regional approach to programming to improve and increase
recreational opportunities.
• Substantial capital improvements needs for existing indoor facilities.
• Increased public involvement and feedback regarding the allocation of recreational funds.
• A balance of user fees and taxes and transparency in financial reporting.
• Recreation programming for residents and guest.
• Special events to increase revenue.
• Balanced activities that are accessible to all demographics and income levels.
• Evaluation of parking at recreational facilities.
The Playground Safety and Improvement Plan
The multi-year plan, adopted in 2001, evaluates each playground facility and identifies items that are in
non-compliance with the current Consumer Product Safety Commission and American Society for
Testing and Materials Guidelines for Public Playground Safety. The plan outlines actions for short-term
and long-term remediation and replacement.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to parks and recreation.
Vail 20/20 Themes
Many participants expressed a need for Vail to have an indoor recreational facility to supplement outdoor
recreational opportunities. A regional approach to marketing recreation was also supported.
Additionally, the suggestion to improve marketing of (particularly) summer time activities was mentioned
numerous times, as was the need for more activities and recreational venues for the under-20
demographic.
Community Survey Findings
Survey results show high levels of satisfaction with maintenance of parks and recreational facilities.
When asked to rank potential recreation facility improvements, respondents gave the highest priority to a
recreation center/gymnasium/aquatics facility with a score of 3.4 of 5 followed by reconfiguration and
renovation of Ford Park scored at 3.1. The list also included Dobson Ice Arena remodel and upgrade,
3.0; Vail Golf Club Clubhouse remodel, 2.8; and permanent skateboard park, 2.5. Improving recreational
facilities such as parks, trails and bike paths was ranked sixth from a list of ten topics important to Vail’s
future.
ENVIRONMENTAL SUSTAINABILITY
Planning for the Future: 2020 Strategic Direction
Vail’s reputation as a resort industry leader lends itself to setting exceptional standards for environmental
stewardship. While the town’s vitality is reliant upon a healthy environment for recreation, tourism and
aesthetics, it must also accommodate its economic needs such as development, growth, safety and
transportation to fulfill its long-term vision.
History and Current Situation
For the purpose of this document, sustainability is defined as aligning our built environment and
socioeconomic activities with the natural systems that support life. In the long-term, sustainability means
adapting human activities to the constraints and opportunities of nature, so that the needs of the future
are not be sacrificed to the demands of the present.
Vail and other ski resort communities are dependent on a healthy environment for recreational amenities
that influence development and tourism, and thus, economic viability. The complexity of Vail’s
ecosystem affects the sustainability of the natural environment and the community at large. Through a
newly created comprehensive environmental management system focused on sustainability and
reducing the town’s impact on the environment, the town has committed to continuous improvement of its
environmental practices by promoting renewable energy, resource efficiency, ecosystem protection and
a campaign for community environmental awareness and education.
Protection of Gore Creek
The reach of Gore Creek flowing through Vail has been subjected to numerous disturbances over the
past 30 years including increased sediment from sanding of I-70 during the winter. Monitoring the effects
of sand sedimentation and other pollutant sources on Gore Creek is underway and the town works with
the Eagle River Water and Sanitation District on watershed management programs to improve and
protect the future stream health conditions of Gore Creek, which is a Gold Medal trout fishery.
Increased Wildfire Hazard
Drought, warmer temperatures and the infestation of the mountain pine beetle have led to increased
wildfire danger. As of 2007, the beetle has infested over 75,000 trees from LionsHead to Dowd Junction
and during the next five years, the area surrounding Vail will lose hundreds of thousands of pine trees
from this infestation. These dying and dead trees are more susceptible to contributing to wildfire.
Through 2010, the town will spend over $1.5 million on addressing the beetle outbreak and wildfire
preparedness.
Recycling
Recycling is free in Vail and is managed by the town through a contract with a local trash hauler. Vail
residents and businesses may drop off their recyclables behind the Community Development
Department building. The town is working to address an increase in recycling volume and will be offering
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sites in East and West Vail in addition to the current site. The town also is supporting Eagle County as it
builds a recycling transfer station and hazardous waste facility at the Wolcott landfill. Once completed,
the town will replace its existing roll-off recycling containers with mobile recycling containers at three
sites in town.
Reducing the Town’s Global Footprint
The town continually researches and seeks new energy options to offset energy use. This includes its
purchase of wind power to offset 100 percent of its energy usage, as well as solar panel installation on
the Vail Information Center. In addition, funds from the town’s Real Estate Transfer Tax (RETT) have
been designated for use on renewable energy projects in 2007 and 2008.
Noise Pollution from I-70
As the number of vehicles traveling along I-70 through Vail grows, interstate noise pollution continues to
increase. To address the issue, the town built sand storage berms in East Vail that also act as noise
barriers. The town continues to monitor noise levels and the Colorado Department of Transportation will
be resurfacing I-70 from East Vail to West Vail with noise-reducing pavement in 2008.
Wildlife Protection
Vail households with curbside trash are required to have wildlife-resistant trash containers under
provisions of an ordinance given final approval by the Vail Town Council in 2006. The measures are
intended to reduce the number of bear encounters in the future. Major development in the town may
also affect other wildlife, as well as plants that grow in this region.
Current Practices
Protection of Gore Creek
• Since 2000, the town has been an active member of the Black Gore Creek Steering Committee, a
project funding partner for source control and monitoring. The town also is supporting the planning
and construction of 63 sedimentation basins on I-70 Vail Pass over the next five years. In 2007, the
town assisted in funding the Colorado Department of Transportation’s Sedimentation Basin of Last
Resort project located at mile marker 183 on Vail Pass.
• The town supports Gore Creek water quality monitoring efforts by the Forest Service.
• The town supports the implementation of Black Gore Creek Total Maximum Daily Loads (threshold
for pollution rates that still meet water quality standards) to identify sediment load reduction projects
and implementation plans.
Increased Wildfire Hazard
• The Town is partnering with the U.S. and Colorado State Forest Services and Eagle County on the
Vail Valley Forest Health Project, which seeks to reduce wildfire hazard by creating a fire break
around the town with removal of beetle infested trees and working on re-vegetation programs. In
2007, the town hired a six person wildfire mitigation hand crew and a crew boss for fire prevention
education and cutting/thinning projects on town land.
• The town finalized its Community Wildfire Protection Plan in 2006, which outlines how Vail can
protect itself from the threat of wildfire.
• New regulations in 2007 require Class A roof assemblies or roof covering materials on all new roofs
and re-roofs in Vail, as well as banning wood shake and wood shingles for all structures within the
town.
Recycling
• The town continues to manage the free recycling program in Vail.
• The town’s Environmental Health Office is working with Eagle County on a county-wide
comprehensive recycling program.
• Research is underway to locate sites for a mobile trailer recycling collection system that will increase
recycling opportunities for residents in East and West Vail.
• The town sponsored its first-ever electronic recycling event in 2007.
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• The town requires special events to incorporate recycling in their event planning.
Reducing the Town’s Global Footprint
• A thorough audit of Town of Vail facilities was conducted in 2005 to evaluate compliance with federal,
state and local environmental regulations. Audit findings resulted in corrective actions that included
the development and implementation of a comprehensive waste handling and spill prevention control
plan at the public works facility.
• In 2007, the town installed solar panels on the Vail Village Information Center as a pilot project for
solar on municipal buildings.
• The town purchased wind power credits for 100 percent of municipal power to offset carbon
emissions from electricity use. This contract is renewable in 2009.
• The town hired a consultant in 2007 to create a municipal energy plan, which will create a baseline of
2006 data to quantify energy use, provide recommendations for aggressively reducing energy use
from all sources and track potential financial savings through efficiencies that can be reinvested into
the local community. This consultant is also conducting a Green Building Code Feasibility Study for
creation of green building policy/standards in Vail.
Guiding Documents
The following documents were created to guide environmental policy and actions within the town and
region:
Comprehensive Open Lands Plan
Adopted in 1994, the Comprehensive Open Lands Plan identifies and develops strategies for acquiring
or protecting remaining open lands in Vail that would be valuable for recreation, protecting sensitive
environmental resources, extending or connecting trails, providing adequate neighborhood open space
and creating a small amount of contingency land for unseen needs. This plan expired in 2000.
Environmental Strategic Plan
Adopted in 1994, the Environmental Strategic Plan established a long-term environmental protection
work plan. The plan expired in 1998.
Eagle River Water Quality Management Plan
Adopted in 1996, this document is still relevant and is used by stewards of the watershed to understand
the current situation, the initiatives taken and future actions needed to protect the region’s aquatic health.
Community Wildfire Protection Plan
The purpose of the Community Wildfire Protection Plan (CWPP) is to implement a seamless, coordinated
effort in determining an appropriate fire management work plan within the town, complementing local
agreements for wildfire protection.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to environmental sustainability.
Vail 20/20 Themes
Through the 20/20 process, the community identified environmental issues as one of its top concerns
and expressed the need for a more sustainable community. Participants commented that an ongoing
dialogue about the surrounding forest health between the Forest Service and the town is an
environmental strength. Participants expressed interest in developing more recycling opportunities,
reducing the reliance on chemicals to handle maintenance issues such as snowmelt, ongoing work to
address the mountain pine beetle outbreak and related fire hazard and protection of Gore Creek. Other
recommendations included adopting a green building code.
Community Survey Findings
Environmental resources are identified by 82 percent of respondents as very important with only 6
percent calling this issue unimportant. Respondents were asked to evaluate a list of 10 topics important
to Vail’s future. In this case, “environmental protection” received the highest score with a rating of 4.3 on
a 5 scale (5 being “extremely important”), followed by “addressing the pine beetle infestation” which
received a 4.1 score. 71 percent of respondents suggested the town place a high priority on
“enforcement of requirements for private property owners to remove dead beetle-infested trees.”
Satisfaction of environmental quality, which links both the natural and built environment within the town,
was ranked 3.8 of 5, which is just above average satisfaction.
HOUSING
Planning for the Future: 2020 Strategic Direction
The high-cost of housing and lack of developable land continue to challenge the community in providing
adequate workforce housing. The supply of workforce housing in Vail has been strained by an increase
in part-time residents, as well as rising real estate prices. Demand for housing has increased and will
continue to increase alongside job generation related to commercial and residential development in Vail.
As more of the workforce commutes to Vail, additional burden is placed on local businesses for hiring
and on local and regional transportation systems for getting these employees to work. The town and
community are working together to create incentives and requirements for creating and/or acquiring
housing that will meet new demand and simultaneously increase the much needed housing supply.
Current Situation
Quick Facts
Vail’s Workforce
• 30% of Vail’s workforce lives within the Town of Vail
• 34% of Vail’s workforce lives between Eagle-Vail and Edwards
• 14% of Vail’s workforce lives in Lake County
Vail’s Housing Stock
• Of 6,400 households, 1,520 households are employee-occupied
• Only 41% (624 units) of employee-occupied units are deed restricted for employees
• The median price of a condominium unit increased 30% from 2005 to 2006
Job Growth in Eagle County
• The Town of Vail will add approximately 2,675 new jobs from redevelopment by the year 2010
• Redevelopment between Eagle-Vail and Edwards will add approximately 7,500 new jobs by the year
2015
• The Ginn Development will potentially add approximately 1,000 new jobs by project completion
Current Practices
• The town provides zoning incentives by granting increased site coverage and an additional 500
square feet to single-family or two-family residential units, which build an attached deed-restricted
employee housing unit. This has prompted 148 deed-restricted employee housing units to be built
throughout the Town of Vail since the early 1990s. Since 2000, with the current incentives, only 21
units have been built.
• In April 2007, the Town Council passed ordinances to establish commercial linkage and inclusionary
zoning requirements to ensure that there is deed restricted housing for a portion of the workforce
generated by new development. Through the requirement of 10 percent inclusionary zoning and 20
percent commercial linkage, new developments will likely provide housing for at least 30 percent of
the net new workforce generated by the new development. Developers can also pay-in-lieu instead
of building new EHUs or deed-restricting existing units.
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• Middle Creek was completed in December 2004 and includes 142 income-capped apartments.
There are studios, one-, two-, and three-bedroom units. Since 2006 the development has maintained
nearly 100 percent occupancy. The strongest demand is for studio, one- and two-bedroom units.
• The town owns 40 units for employees of the Town of Vail, located throughout Vail. These units are
rental only. The town makes them available to non-town of Vail employees from May to October of
each year.
• The town has purchased and preserved 215 existing units as permanent workforce housing within
Vail.
• The town administers a housing lottery to determine the purchasers for any resale of certain town-
initiated employee housing that becomes available in the following year. This has allowed 133
individuals to own homes in Vail.
• Timber Ridge has 198 two-bedroom units on just over 10 acres. Vail Resorts, Inc., master leases
157 of the units and makes them available to Vail Resorts employees from November to April.
Recently, the town zoned the property to the Housing District in anticipation of redevelopment.
• The town has provided land to build new deed-restricted employee housing units. The town has
successfully added 261 units of deed-restricted housing using this strategy. This includes Vail
Commons, Red Sandstone Creek, North Trail Townhomes and Middle Creek.
• A down payment assistance program to loan up to $40,000 to soon-to-be Vail home owners is
administered by Eagle County. The town has donated money to the fund. Low interest rate and
deferred payments loans are available through this program. To date, these funds have helped
purchase 39 homes in Vail.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to housing.
Vail 20/20 Themes
The community voiced it’s appreciation of the town’s leadership in recognizing the need to address
workforce housing. However, many expressed disappointment that recent developments were being
approved without more affordable employee housing programs. Concerns were also expressed
regarding the lack of housing variety and the cost of living in Vail. Many participants expressed
dissatisfaction with the target of housing 30 percent of employees within Vail, indicating a preference for
higher percentages. It was also suggested both residential and commercial development be required to
provide a variety of employee housing on and off site. Others stated that regional housing solutions
might work best.
Community Survey Findings
Housing was the most identified issue in an open-ended question, with 21 percent of overall respondents
mentioning affordable or employee housing as one of the top two issues, an increase from 10 percent of
respondents who had mentioned it in 2005. In what may seem to be an inconsistency in light of the
importance of workforce housing as described above under the “top two issues” question, the results
concerning workforce housing are explained by the fact that while 65 percent of all respondents feel that
workforce housing is very/extremely important, 18 percent feel it is relatively unimportant. Both these
groups may have identified housing as an “issue” in the open-ended question described above, but they
do not all agree on the importance of the issue, with a sizable segment feeling that there is too much
attention being paid to this problem.
TRANSPORTATION
Planning for the Future: 2020 Strategic Direction
Vail strives to operate a seamless transportation system while experiencing an increase in users in every
mode of transportation. This increase has caused the town to reevaluate and seek new opportunities for
funding resources and solutions to traffic congestion and parking needs. The town continually works with
its regional partners to address the increased traffic into the town, the need for additional parking to
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reduce frontage road parking as well as solutions for noise pollution from I-70 traffic. Opportunities also
exist to address environmental concerns including encouraging use of alternative modes of
transportation such as carpooling, taking advantage of the local and regional bus system, or walking and
biking.
History and Current Situation
Roads
Movement of the permanent population down-valley has resulted in more locals using the automobile for
trips into Vail. As a result of increased driving, roads are experiencing lower levels of service with
increased traffic seen in both winter and summer. There are no traffic lights within the town, as desired
by the community. Traffic lights continue to be discouraged within Vail to maintain its European
ambiance, resulting in creative solutions to traffic congestion including use of roundabouts. Necessary
improvements to Vail’s roadway network that will need to be addressed include an additional crossing of
I-70 (Simba Run Underpass), interchange improvements and frontage road improvements.
Parking
Vail is experiencing an increase in demand for parking at the Vail Village parking structure (1,300
spaces), LionsHead parking structure (1,200 spaces) and Ford Park parking lot (250 spaces). These
public spaces tend to fill to capacity during peak days such as holiday periods, special events and days
with high day-visitor activity. During capacity at the structures and lots, excess parking demand is
accommodated on the Frontage Road. The town’s policy is to accommodate 90 percent of parking
demand. In the 1990’s after the Vail Village parking structure expansion, the number of days people
parked on the Frontage Road was less than ten. This increased to nearly 50 times per year with the
introduction of discount ski passes for Vail Mountain. The Vail Parking Task Force attempts to manage
parking supply and demand, and as a result, there were 25 days of parking on the Frontage Road during
the 2006-2007 season. Paid parking is utilized for nine hours per day in the winter months to discourage
driving and to help pay for public transportation. The town has identified three areas for more public
parking: Ford Park, LionsHead parking structure, and Ever Vail. The town is in discussion with
developers on two of those sites to expand the public parking supply. Projections made by the town
show that 1,000 additional spaces would accommodate 99 percent of current parking demand. In 20
years, those 1,000 spaces would accommodate 90 percent of parking demand.
Bus System
Vail accommodates more passengers than any other free public transportation system in North America,
with 32 transit coaches and nearly three million riders per year. In 2006, the town purchased a hybrid
bus and there are plans to purchase nine more hybrids in the near future. The heaviest used route is the
in-town shuttle, which continuously travels between LionsHead and Vail Village, making up 60 to 70
percent of ridership. The outlying bus routes serve the rest of town, with East Vail and West Vail bus
routes experiencing the most ridership after the in-town bus. The ECO Transit system services Eagle
County, with routes from Vail to Leadville, and as far west as Dotsero. However, there is no public bus
connection from Dotsero to Glenwood Springs or from Vail to Summit County.
Trails/Pedestrianization
There are 16 miles of paved trails within the town. The significant pieces are the Gore Valley Trail, which
runs from East to West Vail, with some portions of the trail requiring users to share roadways. In
addition, the town has developed Frontage Road bike paths to facilitate safe movement. The town’s
desire is to develop safe frontage road paths throughout Vail and enhance portions of the Gore Valley
Trail that are currently on the road. The town also has an unpaved one-mile long streamwalk trail along
Gore Creek. Through major redevelopment, the pedestrian connections between neighborhoods have
been reduced, although the town is encouraging more pedestrian connections to provide additional
options for movement.
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I-70
A goal of the Vail Town Council has been to reduce the impact of noise from I-70 as a means to improve
the quality of life for Vail residents and visitors. The town attempts to enforce the 65 mph speed limit to
ensure reduced noise from high-speed vehicles. The town is an active participant in the I-70 Coalition,
which includes over 30 political jurisdictions and private partners who are working together to improve
safety, traffic flow and timely transport of goods, services and people along the I-70 mountain corridor
from Denver International Airport to Eagle County Regional Airport, as well as to Grand Junction. A
preliminary study was conducted to determine the feasibility of burying or relocating I-70, although this
option is not at the forefront of transportation initiatives.
Current Practices
• Vail is supportive of a wide range of alternative transportation modes that address resident,
employee and visitor needs. These alternatives should be compatible with environmental constraints
and should encourage reductions in travel demand to reduce the need to expand the infrastructure to
serve this demand.
• Maintain a level of service C or better in normal weather conditions, and a level of service D in winter
conditions at major intersections.
• Provide enough parking to accommodate 90 percent of parking demand.
• No traffic lights within the town, in order to maintain Vail’s European ambiance, resulting in creative
solutions to traffic congestion including use of roundabouts.
• The town and Colorado Department of Transportation have teamed up to create a corridor
optimization plan that analyzes the frontage roads and I-70 interchanges.
Guiding Documents
Vail Transportation Master Plan (TMP)
Adopted in 1993, provides guidance in developing a coordinated approach to implementing
transportation improvements. It assists in resolving, monitoring and accommodating growth, while
preserving those characteristics that have made Vail a leader in transportation planning. The TMP was
updated in 2002 with the Transportation Technical Update, and again in 2007 in anticipation of additional
redevelopment.
Streetscape Master Plan
Adopted in 1991 and updated in 2003, the Streetscape Master Plan provides guidelines to enhance the
pedestrian environment to match the high quality of architecture in Vail. The plan addresses streetscape
work currently underway in both Vail Village and LionsHead and includes items such as installation of
heated pavers. The plan will be completely implemented in 2008.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to transportation.
Vail 20/20 Themes
The town’s free bus system and the option to use ECO Transit were touted as the strengths of the
transportation system in Vail. The most frequently mentioned dislike was the various impacts from I-70,
specifically the noise generated from traffic and lack of enforcement of “Jake Brake” laws. Topping the
list of recommendations include creating mass transit from Vail to Denver, creating new parking within
the town, mitigating the impacts of the highway, and improving the information system that is linked to
the bus routes and stops.
Community Survey Results
Thirteen percent of respondents ranked parking as one of the top two most important issues facing Vail,
down from 21 percent in 2005. Respondents rated “parking availability during winter periods” with a
score of 2.4 of 5, showing general dissatisfaction with this issue. Respondents were largely satisfied with
the town’s bus service, with over 80 percent of respondents rating dependability of bus service,
frequency of in-town shuttle, driver courtesy and cleanliness of buses a 4 or 5.0. The community,
however, did not identify I-70 as a top priority, such as it had been in previous years.
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ECONOMY
Planning for the Future: 2020 Strategic Direction
Increasing the town’s capital and operational expenses, a sales tax driven economy, workforce housing
needs and a seasonal economy impact the community’s long-term financial health. The community’s
economic base is tourism, real estate, hospital and medical services, performing arts and recreation.
Although recent financial performance has been favorable, the town will be challenged in future years to
accommodate increasing costs for capital improvements and additional services, such as attracting and
maintaining employees. Aging infrastructure and high standards for public improvements have put a
strain on the capital fund, and fund revenue is not sufficient to finance estimated expenditures beyond
2008. Decisions will need to be made in the future regarding new sources of revenue and/or reduction in
services.
Current Situation
The current economic and financial situation in the Town of Vail is as follows:
• The town’s four percent general sales tax is the largest single revenue source, contributing to
approximately 39 percent of the town’s revenue. Sales tax increased from $13.7 million in 1996 to
$17.8 million in 2006, but with only modest growth from 1996 through 2001, decreases in 2002 and
2003, and recovery in 2004 through 2006.
• Vail’s economy is seasonal, with approximately 70 percent of its sales tax revenue generated during
the winter (November through April) and 30 percent generated during the summer (May through
October).
• Recent sales tax statistics indicate Vail has outpaced Aspen in sales tax growth but not kept up with
Winter Park, Breckenridge, Steamboat Springs and Snowmass Village.
• The town’s second largest revenue source, Real Estate Transfer Tax (RETT), has grown from $2.1
million in 1996 to $6.3 million in 2006.
• Record levels of construction permit fees and plan review fees have been generated over the last two
years. Current estimates show plans for nearly $2 billion in private sector redevelopment and
approximately $15 million in public improvements over the next 10 years. Reductions in sales tax
revenue in certain construction areas have been more than offset by increases in sales tax in other
areas.
• Other revenue sources include property tax, parking revenue, pass-through taxes from other
governmental entities, lift tax, franchise fees, charges for services, rental income, fines and
investment income.
• The town’s largest expenditure is municipal services at 66 percent of total budget. The town is
supported by approximately 288 employees, of whom 217 are full-time regular employees and the
remaining are part-time, seasonal and fix-term or externally funded positions.
• Capital improvements are the second largest expenditure of the town and are important in
maintaining the town’s vision to be “the premier mountain resort community.” Capital improvements
are currently funded by sales tax, government grants and RETT. Current projections show that the
capital fund will not be able to support capital improvements beyond 2008.
• Regionally, Vail continues to struggle with providing housing for residents living and working in the
town. Economically, this affects Vail as new jobs come on line and fewer employees are available to
fill these jobs.
• The town values its relationships with the business community and supports local and externally-
owned businesses that serve Vail’s residents and visitors. The town works closely with its economic
partners including Vail Resorts, Inc.; Vail Valley Medical Center; Vail Valley Foundation; Vail Valley
Partnership; Vail Chamber & Business Association; Eagle County School District; and Eagle County
to name a few.
WHERE THE MONEY COMES FROM
2007 Budget
Sales Tax
39%
Property and Ownership
Tax
7%
Ski Lift Tax and
Franchise Fees
8%
Real Estate Transfer
Tax
19%
Licenses and Permits
5%
Intergovernmental
Revenue
4%
Transportation Centers
8%
Charges for Services
3%
Rent, Fines &
Miscellaneous
5%
Earnings on
Investments
2%
Town of Vail Major Fund
Balances
(as of
12/31/06)
General Fund $15.4 M
Capital Project Fund $10.3 M
RETT Fund $ 9.0 M
Conference Center Fund $ 8.6 M
Major Funds Total $43.3
Million
WHERE THE MONEY GOES
2007 Budget
Municipal Services
66%
Capital
Improvements
29%
Debt Service
5%
Town of Vail Municipal Services
Public Works $ 6.4M 25%
Vail Police & Fire $ 6.7 25%
Admin Services, Risk Mgmt &
Library
$ 5.4 20%
Transportation & Parking $ 4.2 16%
Community Development $ 2.2 8%
Public Safety Communications $ .5 2%
Contributions, Marketing &
Special Events
$ 1.2 4%
$26.6M
Current Practices
The following are current policies and programs used by the Vail Town Council, Town Manager and town
staff to further the economic health of the Town of Vail:
• To address seasonality of sales tax revenue, the Vail Local Marketing District (VLMD) was
established in November 1999 to fund summer marketing programs via a 1.4 percent lodging tax,
which provides approximately $1.7 million for programs to drive group business and increase visitors
during the summer.
• The town contributes over $1.4 million to economic vitality programs including funding for special
events and operation of Vail’s Visitor Information Centers.
• In 2005, a tax increment financing district was created within the Vail Reinvestment Authority to
provide financing for public improvements in LionsHead.
• In 2006, the Vail Town Manager formed the Vail Economic Advisory Council (VEAC), a citizen’s
advisory group that reviews current and on-going research related to Vail’s economic vitality, while
acting as a sounding board on economic issues as requested by the Town Manager or Town
Council.
• An economic development department was created in 2007 to focus on building a year-round
economy; provide direction for upgrading and maintaining Vail’s capital assets; review and make
recommendations regarding workforce housing and all economic related issues.
• Continued support of retail including streetscape upgrades, master planning, sign code modifications
and more.
• Annual analysis of the 15-year capital plan to determine future capital needs and funding sources.
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• Completion of Vail Parks and Recreation Master Plan to address capital needs of Vail’s recreation
facilities.
• To address the workforce housing issue, the town created a goal of housing 30 percent of employees
within the Town of Vail. The Town Council passed commercial linkage and inclusionary zoning
regulations to require mitigation of employee housing for new developments and redevelopment in
order to meet this goal. The town is also working on the redevelopment of Timber Ridge to generate
new employee housing opportunities.
Guiding Documents
Annual Budget
The Annual Budget serves as the financial guide for decisions about community goals, priorities, service
levels and basic allocation of town services. The budget document includes information on the revenues
and expenditures necessary to fund the town’s operation for the fiscal period January 1 through
December 31. The town’s budget is adopted by the Vail Town Council yearly. It also provides a financial
overview for each town department, as well as the Vail Local Marketing District and Vail Reinvestment
Authority.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to the economy.
Vail 20/20 Themes
Real Estate Transfer Tax (RETT) funds were highly appreciated by both those in attendance and those
who contributed via the website. Many mentioned the value of good medical facilities and the increased
revenue from new/redevelopment. However, many voiced concerns about the Town’s inability to fund
capital projects and maintain infrastructure over time. Recommendations included reallocating the RETT
funds (possibly to housing), increasing summer activities, and removing the pine beetle kill to preserve
our natural beauty.
Community Survey Results
The top three issues identified in the 2007 Community Survey included environmental protection,
addressing the pine beetle infestation and workforce housing opportunities for those who work in Vail.
These issues may affect the economy in the future and the public is in favor of action to mitigate these
challenges.
COMMUNITY DIVERSITY
Planning for the Future: 2020 Strategic Direction
Demographics will ultimately define Vail as a community in the year 2020. The current trends are cause
for concern on many fronts. The continuing loss of younger residents and an increase in older residents
will challenge the resort community. Vail’s ability to fill jobs; service the resort; retain its public school;
provide abundant and accessible cultural, recreational and educational offerings; keep “lights on” in the
neighborhoods; and provide emerging civic leaders will become increasingly difficult. During the 20/20
meetings, participants expressed optimism in bucking the trend by addressing the many challenges to
improve community diversity, which in turn, will contribute to a healthier resort. In particular, participants
want the world to know that Vail is a genuine community with genuine people from all walks of life. It is
what makes Vail a special place, which is why it is so important to preserve.
History and Current Situation
When Vail opened for skiing in 1962, its founders initially envisioned the birth of a European-like resort,
where guests would come from all over the world to stay and play. Coincidently, a new community also
grew out of the effort as builders, investors, ski instructors, hoteliers, restaurateurs, employees and other
inspired believers came together to help fulfill what had seemed at first to be an insurmountable dream.
The stories from those early days are fondly retold by Vail’s early entrepreneurs with numerous
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examples of hard work, financial risk, practical jokes and camaraderie as the resort-makers worked
tirelessly to get the job done. It was not until four years later that Vail began to recognize its distinctive
community roots with the town’s incorporation in 1966 and adoption of a Home Rule Charter in 1972.
Today, with record real estate prices, changes in demographics, continued redevelopment and new job
creation—all occurring in a physically land-locked location—the ability to positively impact Vail’s “sense
of community” while facilitating the resort’s success has become a critically important balancing act for
Vail’s leadership. The community vision for Vail in the year 2020 is a return to the passion, inclusiveness
and pride upon which Vail was founded.
By the Numbers
Excerpts from State of Vail 2006 Report, prepared by the Town of Vail and RRC Associates with U.S.
Census Bureau data, 1990 and 2000:
• Vail’s current year-round population is approximately 4,800 residents. The town has about 6,400
total housing units. The town’s permanent population occupies about 2,300 housing units (37% of all
units) with the remaining units vacant part of the year (about 63%); these are typically occupied by
part-time (seasonal) residents.
• Vail is a town with relatively small households (2.09 persons compared to the Eagle County average
of 2.73), which are unlikely to contain children. Only 13% of Vail households have one or more
persons under 18, compared to 35% for the county as a whole, and 46% in Eagle. The data
suggests that many of Vail’s former resident families as well as large segments of the local work
force are now living west of Vail and commuting to work in Vail.
• Vail is considerably older than most of the rest of Eagle County, with only 11% of the population in
Vail under the age of 19 (compared to 26% in the county and 32% in Eagle). About 21% of Vail’s
population was over the age of 50 in 2000 compared to 15% for Eagle County.
• Vail is relatively well educated (61% have bachelor’s or higher degrees compared to the county
average of 43%).
• Perhaps surprisingly, Vail has lower median household incomes than the county ($56,680 in 2000
compared to $62,682 for the county).
• Significantly, Vail is increasingly being influenced by the part-time resident population that dominates
the community at certain times of the year. Studies indicate they may be spending more time in their
Vail residence than their “primary” place of residence. In many cases, these homeowners are also
considering retiring to Vail. In the future, Vail will be older, more affluent and educated and even less
likely to contain children if current trends continue. In conjunction with the trend of increasing part-
time residents is a growing service community to support homes and residents.
• Vail is the slowest growing municipality in the county, losing its population below age 45, and growing
its population that is over 45.
Current Practices
Building Community Diversity via Infrastructure
During the past decade, new facilities and amenities have been added to improve Vail’s community
qualities, among them:
• Two childcare facilities with a combined capacity for 83 toddlers/pre-schoolers and 10 infants are
flourishing. Public and private partnerships helped the Vail Child Care Center open in 2001, while
operators of the Children’s Garden of Learning were given a $1.5 million facility in 2005 as part of the
Middle Creek Village development.
• Expansion of Vail Valley Medical Center in 2001 reaffirmed the hospital’s commitment to quality
health care services in Vail.
• Vail’s affordable housing inventory increased from 122 deed-restricted units in 1996 to 625 units
today, including construction of the six family-sized North Trail townhomes in 2001, acquisition of the
198-unit Timber Ridge Village Apartments in 2003 and completion of the 142-unit Middle Creek
Village Apartments in 2004.
• Vail added another neighborhood park with the opening of Ellefson Park in West Vail in 2000, while
Buffehr Creek/Vail Commons Park was expanded during that year.
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• On a larger scale, Donovan Park opened in 2002 becoming Vail’s second community park. The park
complements Ford Park in providing additional outdoor recreation opportunities as well as an
affordable meeting space at the Donovan Pavilion.
• Extensions to the recreation path at Dowd Junction and from the Matterhorn neighborhood to
Intermountain in 1997, as well as from Red Sandstone School east to the Main Vail roundabout in
2003, allows for 16 miles of continuous trail from Dowd Junction to East Vail.
• The Vail Memorial Park was completed in 2004 and serves to honor the lives of the many people
who have helped to define Vail through the years.
• The new Vail Gymnastics Center was opened in 2005 as part of a multi-tiered effort to retain and
attract families in Vail.
• An ongoing maintenance/replacement schedule has been established for neighborhood streets,
which provides for the continued upkeep and investment in the town’s asset.
• Expansion of the Vail Mountain School, completed in 2006, reflects the community’s support of
educational offerings within Vail.
• In 2006, the town worked with homeowners around Stephens Park and purchased a two-acre parcel
to expand the park.
Building Community Diversity via Public Policy
Public policies also have been adopted to address community needs. The Gross Residential Floor Area
(GRFA) regulation was modified in 1997 to allow for interior square footage additions. In 2004 GRFA
was again modified to allow additional credit for basements that are below grade. In 2007, regulations
were approved to maintain workforce housing for 30 percent of Vail’s new employees.
Building Community Diversity via Recreation, Culture and Education
There’s no place like Vail when it comes to the multitude of events and activities that offer community
gathering opportunities for diverse audiences, many of which are sponsored by the Vail Valley
Foundation which contributes greatly to the social fabric of Vail. Among the favorites are the free Street
Beat winter concert series in Vail Village, the Honda Session, American Ski Classic, Vail Symposium
Series, Taste of Vail, Vail Film Festival, Spring Back to Vail, TEVA Mountain Games, Vail Farmers’
Market, free Hot Summer Nights concerts, Bravo! Vail Valley Music Festival, Vail America Days, Vail
International Dance Festival, Oktoberfest, Ski Swap and town-sponsored community picnics.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to community diversity.
Vail 20/20 Process
The most commonly expressed “like” within this category was the construction of Donovan Pavilion. Also
near the top of the list were the community barbecues and the invitations for community feedback via
forums, surveys, etc. The strongest dislikes included the lack of community diversity, the trend away
from the family structure and family activities and the large percentage of part-time homeowners.
Recommendations included offering more community facilities and programs that encourage people to
continue living in Vail. There was strong support of cultural facilities and programs and the revenue such
programs bring to the town. However, many felt that the town lacks an indoor cultural facility as well as
programming for 20-30 year olds. Among the recommendations was construction of a multi-use cultural
facility that can be used year-round. Many suggested that more continuing education options be offered,
and a lot of members asked that more locals savings/discounts and family-friendly events be considered
for cultural events.
Community Survey
Ratings of the “sense of community” showed significant erosion this year from 2005. The percentage
that said things had “improved” dropped to 14 percent compared to 17 percent in 2005 and 16 percent in
2003. The percentage saying things had “gotten worse” increased to 36 percent, up slightly from 31
percent in 2003 and sharply from 21 percent in 2005. Again, this question signals a shift in the overall
opinion within the community, away from the significantly more positive feelings expressed in 2005. Of
the respondents who felt the sense of community had “improved,” many felt it was due to the new
development and revitalization, along with the actions of people within the community, and environmental
related efforts.
PUBLIC SAFETY
Planning for the Future: 2020 Strategic Direction
The town continues to look for opportunities to improve its public safety divisions including building a new
fire station in West Vail to improve emergency response times in the neighborhood, plus renovation of
the Main Vail fire station. Additionally, the increase in wildfire danger caused by the pine beetle outbreak
poses a threat to public safety and the town is working with local and regional partners to prepare itself
and its residents in the event a wildfire occurs. Recruitment and retention of employees is increasingly
difficult due to the lack of affordable housing and the high cost of living.
Current Situation
Vail Fire and Emergency Services (VFES)
VFES is comprised of two fire stations staffed by 20 full-time employees and 12 part-time students.
There are two stations, one in main Vail and the other in East Vail, with a West Vail station planned in the
near future. The fleet includes three heavy engines, two ladder trucks and two brush trucks. The
department responds to all life-threatening emergencies, fires, chemical spills and natural or man-made
disasters within Vail along the I-70 corridor from mile marker 171 to 190. In 2006, the department
responded to 1,680 calls for service, including 624 medical calls, 30 percent of which were considered
life-threatening. During peak season, call volume increases with approximately 25 calls per day. During
non-peak season, the department responds to approximately five calls per day.
Since 1981 the town has been working toward building a West Vail fire station but staffing costs have
deterred the town from building it. Current infrastructure needs include remodeling of the Main Vail and
East Vail stations, expanding office space for inspectors and plan reviews, and a community
room/training classroom. Staff for administrative functions, training officers, additional student quarters
and student resident management has also been requested.
Over the past seven years, the department and adjacent municipal fire departments in Eagle County
have developed and strengthened mutual-aid agreements to promote safer responses to large
emergency events that may occur. It is necessary for fire departments to lift their boundaries and have
the closest agency respond with a crew to an incident, while systematically bringing in additional
firefighting crews if the incident grows. Fire, police and emergency medical services continually train to
improve their skills and correct any deficiencies. The VFES also has mutual-aid agreements with Vail
Resorts, Inc. for fire suppression on Vail Mountain and the Colorado State Patrol for hazardous materials
incidents along I-70.
Police Department
The Police Department is staffed by a chief of police, 28 full-time sworn peace officers, four part-time
officers and support personnel, including two division commanders, six sergeants, four detectives, 17
patrol officers, nine code enforcement officers, one records manager, four records technicians and one
executive assistant. The Vail Public Safety Communications Center is staffed by 21 full-time
communications professionals including one manager, four supervisors and 16 dispatchers. The staff
holds national and state certifications in emergency medical dispatch and 9-1-1 call management. On
average the communications center handles 600 phone calls and dispatches 400 responses per day.
The five-year average for arrests for the department is just over 1,000 per year, with the majority of
activity related to theft. In addition to regular patrols the department responds to approximately 160 calls
per day.
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Retention/Recruitment
The Fire Department, Police Department and Communications Center have been working to improve
retention as costs to stay competitive with other agencies increase. The town offers several rental units
on a first-come, first-served basis for emergency personnel to assist with housing needs. The town also
offers a training bonus for new 9-1-1 dispatchers as a recruitment incentive.
Current Practices
Vail Fire and Emergency Services
• Recognizing the forest is one of Vail’s most important assets, the town will spend nearly $1.5 million
on initiatives that are part of the Town of Vail Forest Health Project through 2010. This project
combines efforts among the town, Eagle County and U.S. and Colorado State Forest Service to
provide funding and resources for forest health work.
• While the West Vail Fire Station has been master planned to be on the Chamonix Parcel, the town is
working to acquire the Wendy’s parcel in West Vail to site the station. The addition of the West Vail
fire station would reduce emergency response times in the West Vail neighborhoods. Currently,
VFES is evaluating levels of staffing and equipment needs for the proposed fire station.
Police Department and Communications Center
• Proactive patrol for speed, unsafe driving actions and noise prohibited violations on I-70. A 65 Max
traffic safety campaign on I-70 was introduced in April 2004 to reduce accidents and highway noise.
• Safe Bar Campaign sending a message of responsible behavior at our bars and restaurants.
• Participation in the Gore Range DUI Task Force to take intoxicated drivers off the road.
• Launch of a Community Emergency Response Team (CERT) comprised of citizens to assist
emergency service personnel.
• Public safety campaigns on July 4th and New Year’s Eve, initiated in 2001, have helped maintain a
safe environment for Vail’s guests during the holidays.
• Video monitors were installed on Vail buses in 2002 to ensure passenger safety.
• Emergency preparedness and incident command training by Vail’s public safety agencies has been a
priority since 9-11.
• Maintain an up-to-date emergency preparedness plan to identify potential safety threats, as well as
plan and reduce the impact of local disasters.
• Practice quarterly preparedness training exercises to help develop mutual aid response skills and
abilities of all town employees and community partners.
• Developed a resource mobilization plan among regional Incident Management Teams.
• Protect wildlife through a new Wildlife Protection Ordinance and a zero-tolerance toward violators.
• Upgraded current Intergraph Computer Aided Dispatch and Records Management Software to
support the management and use of vast quantities of valuable data.
• Designated Sergeant and Code Enforcement Officers to address construction related issues.
• Combined resources with Eagle County Sheriff’s Office to form a special operations unit to address
high-risk situations in Eagle County.
• Improved intelligence-led policing tools including access to a statewide database to increase law
enforcement’s impact on society’s level of crime.
Guiding Documents
Community Wildfire Protection Plan
The purpose of the Community Wildfire Protection Plan (CWPP) is to implement a seamless, coordinated
effort in determining an appropriate fire management work plan within the town, complementing local
agreements for wildfire protection. The plan involves implementation by the town, U.S. Forest Service
and Eagle County. It also introduces the National Fire Plan to the town that includes other agencies
including the Bureau of Land Management, Colorado State Forest Service, Town of Avon, Town of
Basalt, Town of Eagle and Eagle County’s Fire Protection Districts.
A-21
Emergency Evacuation Plan
The town adopted an Emergency Evacuation Plan, which guides residents, employees and guests to
safety through a series of public notifications, pre-established evacuation centers and more in the event
of a wildfire or other incident that would require an evacuation of the town. The purpose of the
evacuation plan is to educate the citizens and guests of Vail on how to respond to an emergency
requiring evacuation and also serves as a guide for the town emergency responders.
Town of Vail Employee Housing Policy
Housing assistance is available for all town employees including public safety personal that offers
interest free down payment assistant loans for home-buyers in the region. For Town of Vail employees
who purchase units, there is a lottery process with critical services workers, including public safety
personnel and public works employees, receiving higher priority in the process.
Community Response
What follows is a summary of themes identified by 20/20 participants, as well as selected findings from
the 2007 Community Survey as they relate to public safety.
Vail 20/20 Themes
Public safety was mentioned by participants in the Vail 20/20 process, specifically in relation to speed
enforcement on I-70 and concerns about pine beetle and wildfire danger.
Community Survey Results
Community survey respondents rated Vail Fire and Emergency Services at 3.9 to 4.4 out of 5 (1 being
not at all satisfied and 5 being very satisfied) for courtesy and helpfulness, response times, services and
inspections to name a few. Respondents rated satisfaction with “addressing the pine beetle outbreak” at
3.2 of 5.0. Community survey respondents rated the Police Department 3.9 to 4.3 out of 5 for feeling of
safety, quality of service, friendliness and visibility. Nearly 77 percent of respondents also said they were
familiar with the department’s efforts to enforce the speed limit on I-70.
B-1
VAIL 20/20 STRATEGIC ACTION PLAN
APPENDIX B: PUBLIC INPUT SUMMARY
Vail Stakeholder Meeting: August 3, 2006
CRITICAL ISSUES IMPACTING THE FUTURE SUCCESS OF ORGANIZATIONS:
* indicates emphasis: multiple responses
People
1. High quality workers (in profession) **
2. Migration down valley, out of valley
3. Attracting work force with high cost of living *
4. Workforce
5. Finding qualified employees **
6. Diminishing family (kid) households
7. Changing demographics – language barriers.
8. Recruiting and maintaining volunteers.
9. Resolving social equity issues
Place
10. Cost of living *
11. Forest health – including pine beetle and other threats including fire safety
12. Environmental stewardship Æ water quality
13. Loss of critical mass business/ Loss of office space **
14. Strategic design / Placement of heath care
15. Health status/Adequate heath care
16. Increasing technology for patient and community services.
17. Community experience
18. Quality of product – Housing, lodging, staff, etc. *
19. Quality of life – environmental.
20. Visitor expectations
21. SNOW!!
22. Quality/sustainable recreation (beyond skiing).
23. Pace and amount of development
24. Continued redevelopment of older properties
25. Bringing aging facilities to Vail standards. **Infrastructure
26. Keeping pace with changing tastes and needs
27. Respond to crisis/ Disaster preparedness
28. Comp plan integrated with international, national, local, regional, social equity, environmental
preservation.
29. Retain sense of community/ Fractured sense of community *
Transportation
30. Impacts of I-70
31. Land Use – Creating commuting and not transit friendly.
32. Parking
Housing
33. Affordable Housing (Lack of) **
34. Affordable places to rent or own
35. Housing closer to work
36. Dedicated funding source for housing
37. Timber ridge as 192 units of affordable housing
B-2
Economy
38. Local economy
39. Sustainable economy and secure town revenue
40. Inability for TOV to fund improvements
41. TOV revenue sources (new)
42. Cost to meet community demand and concerns
43. Cost of operations
44. Visitors demanding higher services with same funding.
45. Availability and affordability of health insurance. *
46. Competition for financial resources – do more with same money.
47. Financial support of community organizations
48. Environmental degradation of economy
49. Anticipating business trends that impact our industries.
50. Overall growth of student population and shifting funds to West
51. Affordability of appropriate community facilities.
52. Flat/declining forest service budgets (ability to attract workforce)
Land use
53. Smart (Sustainable) growth
54. Directing Redevelopment
55. Carrying capacity for net new development
56. Prepare for development/redevelopment versus react
57. Limited space for expansion.
58. Community land use desire versus market demand
Miscellaneous
59. Managing old and awkward agreements.
60. Increased adversarialism
61. Responsiveness to advertisers
62. Change culture of county organization
63. Promoting spirit of collaboration *
64. Dialog between community leaders, council, community development staff
65. Better ways for community dialogue
66. Successful business community Æ better quality of life
67. Developing collaborative external project teams
68. Tips line – Require names *
69. Predict and respond to changing trends.
70. Community health education.
71. leadership development
ORGANIZATION’S GOALS:
VVMC
1. Expanded patient care
a. New demographics
b. New technology
c. Access – parking
d. Staffing / retention
Vail Housing Authority
1. 30% of workforce
2. Retain existing
3. Provide new
B-3
VR
1. Expand destination visitors
2. #1 – stay
3. Workforce
Eagle Co.
1. County business plan – 5-10 yr
2. Transportation into and on (air, vehicle, bus, train)
3. Workforce housing plan
4. Land use enhancement plan
5. Cooperative projects plan (County, towns, HOAs, districts)
Vail Rec. District
1. Managing Rec.
2. Cooperative projects / programs
3. Valley-wide recreation
Betty Ford Gardens
1. Endowment for operations
2. Expansion of facility development
3. Build strong volunteer base
ERWSD
1. Water
a. Water rights acquisitions
b. Aug. Storage development
c. Prevention of trans-mountain diversions.
2. Skilled workers
3. Information systems/technology
a. Strategic planning process
TOWN OF VAIL ISSUES
1. Town money aligning with community expectations for quality, infrastructure, facilities, etc. (new
and diverse revenue must be found)
2. Reduce I-70 traffic impact
3. Short and tong term
4. Social equity
5. Balance social and economic influence
6. TOV participation with USFS for forest and teach work with community to define level of service
to be provided.
7. Housing – Affordable. Full spectrum.
8. Parking
9. Convention Center
10. Fire mitigation / Scenic impact.
a. Beetle kill
11. Marketing Vail as an easy, fun, interesting, desirable place to visit
HOW TO MAKE THE PROCESS BETTER
1. Add education as a category
2. Make clear the responsibility of each action
3. Organizations to identify their responsibilities for reaching vision.
4. Broaden regional community participation
5. Accountability for implementing action plan / monitor and keep moving.
6. Recognize and build on the success and opportunities
B-4
Vail 20/20 Community Values Workshop: August 22, 2006
At the first Vail 20/20 Community Workshop, 200 community members convened at Donovan Pavilion to
evaluate the following value statements, which were gained from the Vail Tomorrow visioning process in
1996. Each participant was asked to voice to their facilitator whether or not they agreed with the value
presented. Then, each group compiled the following list of statements signifying what the Community
could do “more of” or “less of” to make that value more tangible. At the end of the evening, all
statements were taped upon the wall. Each participant was given five adhesive dots to “vote” upon the
statements they most agreed with. The number of parentheses dictated which items made the “Top 3”
likes and dislikes presented here.
Value A: Resort and Community go Hand in Hand
More of…
1. Housing for middle class families vs. homes (17)
2. Zoning changes to encourage diverse neighborhoods (12)
3. Blending or sharing of resources (3)
Less of…
1. Elitism (1)
2. Turf battles regarding territory/boundaries (1)
3. Lack of community relationship feeling
Value B: Diversity strengthens us
More of…
1. Support of the Spanish-speaking workforce (9)
2. Opportunities for young people to do things in Vail (bowling, etc.) (6)
3. Affordable housing (2)
Less of…
1. Bigotry
2. Dependence on seasonal work
Value C: Activities Enhance our Lives
More of…
1. A recreation center and pool (19)
2. Mass transit from Denver to Vail (11)
3. Improvements to bike paths and sidewalks (9)
4. A skateboard park (9)
Less of…
1. Highway noise (38)
2. Density (2)
3. Development (1)
Value D: Connections Build Community
More of…
1. Personal investment into the quality of the guest experience (2)
2. Communication and Coordination (2)
3. Community Participation amongst broad community cross section (2)
Less of…
1. Drama in the Vail Daily (7)
2. Judgment of people’s opinions (1)
3. Regulation of sound and special events (1)
Value E: The Environment Defines Us.
More of…
B-5
1. The Town of Vail needs to assume a leadership role on environmental issues for all resort
communities (37)
2. Leadership in Recycling (on natural scale) (20)
3. Thin out beetle kill (18)
Less of:
1. Chemicals put into environment (2)
2. Less regulations impede environmentally sustainable action, i.e., allow solar panel and wood
roofs in high risk areas, less dirty wood burning fireplaces (1)
3. Amount of irrigation water and more use of drip irrigation systems (1)
Value F: Regional problem solving works best
More of…
1. Local govt’s / special districts meeting & brainstorm (11)
2. Cooperation beyond the county. Ex: I-70 strategy (8)
3. Prioritizing regional problems (8)
Less of…
1. The “Vail only” attitude (1)
Value G: The Economy Sustains Us
More of…
1. More recognition that there’s a limit to growth (12)
2. Town employees living in Vail (7)
3. Diversification – Promote business friendly Peers (7)
Less of…
1. Cold beds (1)
2. Less attempts to diversify (stick with sports and recreation)
3. Less growth for growth’s sake
Value H: Safe surroundings protect us
More of…
1. Increased concern for wild-land fire danger and natural hazards (18)
2. Fire Safety – pine beetles catch-up (6)
3. PD assisting with skier safety (3)
Less of…
1. I-70 impact on Vail (6)
2. Mag chloride / dirt (3)
3. Parking Issues / Safety concerns (1)
Value I: Intellectual Growth is Essential to all
More of…
1. Culture & the Arts – a key component of Intellectual Growth (10)
2. Senior Programs (2)
3. Venues or facility for spiritual growth outlets (non-religious) i.e. Tai Chi, yoga, 12-step programs,
etc.(2)
B-6
Vail 20/20 Community Visioning Workshop: August 24, 2006
Recreation
Likes
1. Variety and number of activities and organized events including running races, youth and adult sport
leagues
2. Ford Park and Amphitheater
3. Other Facilities including Vail Golf Course, Donovan Park, Dobson Ice Arena
4. Natural recreational amenities including bike paths, hiking trails and Betty Ford Alpine Gardens
5. Ski facilities
Dislikes
1. Marketing of recreational opportunities is not sufficient
2. Summer recreational opportunities on Vail Mountain are inferior to those in the winter.
3. The Town is lacking adequate indoor recreational facilities (including a recreation center and aquatics
center).
4. The Town is lacking outdoor facilities including a skateboard park and ropes courses.
5. There are not enough activities for teens.
Recommendations
1. The VRD should undergo a major marketing effort to promote recreational opportunities, and create
an information clearinghouse on all recreational amenities and activities, to be distributed through a
central information center.
2. Plan and manage recreational programming and facilities on a regional level.
3. Increase variety of venues, including skate/snow park, indoor recreation facility and aquatics facility.
4. Create programming for under 21 demographic and develop a world class youth program on the
mountain.
5. Continue to improve maintenance of our facilities and amenities.
Transportation
Likes
1. The Town bus system is free, with flexible frequent routes that are heavily utilized and connected to
the Next Bus system to provide real time information on bus schedules.
2. The roundabouts provide a road system that is free of traffic lights.
3. The transportation centers are multi-modal and provide covered parking.
4. Paid parking encourages people to use mass transit.
5. ECO Transit is a great Countywide service and the free day showcases the routes to the public to
encourage use.
Dislikes
1. The impacts from I-70, specifically the noise generated from traffic and lack of enforcement of jake
brake laws.
2. The buses are crowded, do not have adequate equipment racks, are infrequent in the off-season,
and do not run in the upper-valley.
3. There are not adequate connections into Vail, including not enough service to EGE in the summer, a
decreased Greyhound schedule, and a need for mass transit connection via monorail from DIA to
Vail.
4. Parking overflow on the Frontage Road needs to be addressed.
5. Traffic generated from construction and lack of capacity (i.e. West Vail)
Recommendations
1. Mitigate I-70 impacts by creating new links across the highway (i.e. Simba Run), bypass I-70 with a
tunnel or use noise-reducing asphalt.
2. Create a mass transit option via rail along I-70 that connects Vail to Denver and DIA that may utilize
the existing rail lines.
3. Generate new parking spaces in the Town, including under the baseball fields at Ford Park and
remote parking areas, as well as by increasing the parking requirements for development.
B-7
4. Promote public transit, use of bicycle/pedestrian facilities and carpooling, including enhancing local
and regional service (i.e. mass transit to/from Summit County), maintaining facilities and providing
incentives not to drive.
5. Improve transportation information, including correct arrival signs at bus stations, maps at
transportation centers, defining parking areas for ease of finding parking space
Environment
Likes
1. The Town is the largest municipal purchaser of wind power in Colorado.
2. Environment is the cornerstone of the Town’s mission
3. Regional efforts to solve environmental problems
4. Ongoing dialogue between the Forest Service and the Town
Dislikes
1. Recycling program is not very strong
2. The Town is not responding enough to environmental issues
3. Reliance on chemicals to handle problems like snowmelt, cleaning and pesticides
4. The Pine Beetle problem is causing fire hazards and dead trees that are not removed
5. Bear problems are not being addressed regionally
Recommendations
1. Reduce impacts of I-70 by enforcing speed limit, reducing speed limit, restricting truck travel times, or
burying the interstate.
2. Enact a green building code and require green buildings for all public facilities.
3. Improve recycling program by legally requiring recycling, providing curbside recycling and providing a
trash facility at Ford Park.
4. Respond to the dead tree problem by requiring regular inspection to prevent spread of infestation,
requiring immediate removal of dead trees and developing a bio-fuel energy system that utilizes
beetle kill.
5. Improve the health of Gore Creek by providing funding for clean up and creating a comprehensive
drainage plan and erosion control plan for the Town.
Housing
Likes
1. The Town recognizes that housing is a problem that needs to be addressed.
2. The Town owns some employee housing such as Timber Ridge.
3. Deed restrictions have helped to obtain inventory of employee housing.
4. There is a positive growth scenario.
Dislikes
1. Developments are being approved without any adequate affordable employee housing programs.
2. There is a lack of a variety in housing stock, including a lack of family housing and too great a focus
on seasonal rental units.
3. Housing is becoming more and more expensive, with wages not high enough for workers to buy in
Vail. Lower priced housing is being sold to non-residents, and resident workers are moving down
valley to more affordable housing or will only be living in deed-restricted units in the future.
4. The target of housing 30% of employees within the Town is too low.
Recommendations
1. Amend our workforce housing goal to more than 30% of the workforce housed in the Town
2. Generate a mix of housing including the redevelopment of Timber Ridge that incorporates Vail’s high
aesthetic standards, including housing for middle-income families, live/work units, and provides for all
types of workers.
3. Require both residential and commercial development to provide a variety of employee housing on
and off site.
4. Provide incentives and programs for workers to buy homes in Vail, including increased down
payment assistance, first-time buyer incentives and housing education opportunities.
B-8
5. Look for regional housing solutions that are coordinated efforts with the County and other
municipalities.
Culture/Education
Likes
1. Events encourage locals to stay in Vail
2. Ford Park and Amphitheater
3. The quality of programming offered
4. Revenue that comes to the Village as a result of events
5. Beaver Creek Children’s Theater
Dislikes
1. Venue/Event Conflicts
2. Lack of an indoor cultural facility
3. Lack of shows for 20-30 year olds
4. Scheduling conflicts between Ford Park and GRFA
5. Down valley shift of kids
Recommendations
1. Build a multi-use cultural facility that can be used year round.
2. Provide a world-class environmentally friendly educational building in Vail for continuing education,
etc.
3. Utilize Golden Peak for events.
4. Offer locals savings and discounts to events
5. Organize more family friendly events.
Development
Likes
1. The renewal of public/private infrastructure
2. The Town manages and is involved with, but doesn’t discourage growth
3. Continued redevelopment in Vail may help prevent sprawl down valley
4. Vail is unique
5. Non-vehicular transportation options exist
Dislikes
1. Arrabelle is too large
2. Developers ask for too much, knowing that they might have to negotiate down
3. Too much of the currently approved developments will result in unoccupied units
4. PEC/DRB meetings are held during work hours
5. We lack focus on carrying capacity and finite resources
Recommendations
1. Capitalize on the potential for West Vail to be a great mixed use hub
2. Negotiate for better public benefits from the larger projects
3. Encourage more mom and pop businesses
4. Use transfer tax for employee housing fund
5. Encourage more Green Building construction
Economy
Likes
1. RETT fund
2. Vail’s reinvention
3. Small business opportunities
4. Increased revenue from new/redevelopment
5. Great medical facilities
Dislikes
1. The lack of funding sources for capital projects
2. Overwhelming percentage of 2nd home owners and retirees
B-9
3. Negative capital status of the Town
4. Lack of different types of housing
5. Lack of control over retail mix
Recommendations
1. Focus on providing a mix of housing
2. Remove pine beetle kill
3. Increase summer activities and associated marketing
4. Improve infrastructure for economic boom
5. Reallocate RETT funds
Community
Likes
1. Donovan Pavilion
2. Community barbecues
3. Vail’s pro-development attitude
4. Invitations for community feedback via forums, surveys, etc
5. Cultural entertainment options
Dislikes
1. Pine beetle effects
2. Lack of community diversity (same demographic throughout town)
3. Trend away from the family structure and family activities within the Town
4. The community barrier that I-70 has become
5. Too many part-time homeowners
Recommendations
1. Build a recreation center
2. Educate the community regarding fire danger and possible mitigation
3. Offer community facilities and programs that encourage people to continue living in Vail
4. Develop a world-renowned recycling program
5. Provide opportunities to host 12-step programs
B-10
Vail Mountain School Student Workshop: September 14, 2006
Students provided input for Staff by completing postcards, which indicated the desired state of the Town
of Vail in the year 2020. Here are some of the highlights:
• The Town looks like Whistler.
• There has been no expansion of the Town’s development boundaries.
• Parking is cheaper.
• The people are well educated.
• The community is incredibly environmentally friendly.
• A new forest has completely revegetated the mountains.
• The architecture is so RETRO!
• Vail has now been connected to Beaver Creek via a gondola.
• I-70 no longer runs straight through Town.
• There is less duplication of services than there used to be.
• Highway 6 runs all the way through the Valley.
• No more pine beetle troubles the mountainside.
• The outdoor lifestyle is incredible.
The conversation continued as students enjoyed an open answer session, sharing their thoughts on the
values, which they thought the Town should most support:
• Protect the environment!
• Build a stronger community network.
• Cultivate the small town atmosphere.
• Look out for locals through discounts, easier parking, etc.
• Get more locals to live here.
• Provide better community facilities.
• Build more cyclist-friendly roads.
• Allow more dining options and inexpensive food.
• Help more mom and pop businesses to survive.
• Make the highway safer.
• Provide safe surroundings.
• Provide frequent transit stops.
• Keep the snow coming!
• Protect and re-plant forests.
• Variety of cultural activities is a must.
Students provided input and then placed dots on favored suggestions. The number of dots placed on
each item are notated with “+” signs.
Culture Education Recommendations
Provide more performing arts opportunities (+3)
Do more to market lecture series/other educational events (+2)
Educate the public regarding community service opportunities and the environment (+1)
Development Recommendations
Focus on improving existing infrastructure before developing more (+3)
Recreation Recommendations
Provide more adult sports leagues (+1)
Transportation Recommendations
Remove or somehow mitigate I-70 (+17)
B-11
Environment Recommendations
Create a great recycling program (+17)
Better protect existing forests (+6)
Focus more on the environment as recreation! (+5)
Reduce mag-chloride use (+3)
Empower personal environmental responsibility (+2)
Control trash better and therefore reduce bear problem (+1)
Create more planned open spaces within new/redevelopments
Fix the pine beetle
Economy Recommendations
Provide better transportation options from Denver to Vail (+4)
Keep local businesses to keep character of the Town (+3)
Promote summer activities better (+3)
Housing Recommendations
Increase the number of full-time residents/homeowners (+3)
Community Recommendations
Keep the small town “vibe” (+12)
Provide more community events and cultural activities (+11)
Focus more on the locals (+9)
Work on providing a more welcoming attitude towards youth (+3)
B-12
20/20 Open House: August 16, 2007
Summary of Written Comments: Additional mention of topic noted with asterisk*
LAND USE AND DEVELOPMENT
• Small projects should be encouraged during off (non-peak) times i.e. solar panels on parking garage
• Reference bulk and mass under goal 1 – regulate size
• Capital construction cost should be supported by use tax on construction materials*
• Businesses come back to VV and LH to serve the locals – currently too expensive to lease/operate in
Vail – TOV needs to be involved via more specific zoning
• Signage user friendly
PARKS AND RECREATION
• Remodel golf course clubhouse
• More mountain bike trails and races
• Continue dialog with TOV to use some RETT funds for recreation
• Build a public swimming pool
• Create a Vail mountaineering club that has organized hiking and guide services
• Could an indoor gym be used for roller skate rink – multi-use facility – tennis, gym, dance and skate
• Definite need for senior facilities
• More river access for fishing
• Improve whitewater park
ENVIRONMENT
• Use RETT funds for tree removal
• Cut down the thistle
• Anti litter program to instill “pack it in – pack it out” – Vail Cares – We Care
• Please do not litter signs at bus stops
• Easier recycle – east Vail
• Support recycling effort – am willing to pay monthly fee
• Use more RETT funds to facilitate a more frequent pick up of town recycle station
• Habitat housing with pine wood
• Mandate curbside recycling for residential/commercial
• Biodegradable plastic bags for dog do-do
• More recycling centers in Vail
• Expand products being recycled to include all plastics (not just the limited # now taken
• Responsible development “green”
• Keep in check urbanization
• Allow wind and solar renewable energy use by homeowners
• Solar energy for homes/offices
• More TOV solar projects
• Have the town be much more thoughtful about how it keeps increasing its carbon foot print with its
public works and have the town actually decrease it (buying offsets is not a real decrease)
• Use less energy!
• Big trucks for construction projects park in staging areas along frontage road and are kept idling,
creating air pollution
• Small hybrid alterative energy vehicles – encourage car-pooling & cycling
• Monorail – in county and Denver ------- beyond
• In town monorail to replace local bus
• “Off-season smaller buses
• Research and implement alternative fuel options for town transit/fleet operations
• Better outreach to educate minority populations about environmental stewardship (i.e. litter,
recycling)
B-13
• The #1 ski resort should have the #1 environmental program (i.e. we should lead as stewards of the
natural environment)
• Look at Aspen - in the “rear view” mirror
• Expand the environmental department – Aspen has 7 people working – where is our priority? I know
that during the 20/20 sessions the “environment” board had way more comments than any other!
HOUSING
• Invite, welcome & care for seasonal workers, i.e. housing opportunities
• Seasonal housing could be dorm style and more affordable! Community baths and social areas – not
condos
• Let’s take care of Vail before focusing on county-wide efforts – we pay so much to the county as it is
– we provide plenty of money/assets for them X2
• We need seasonal, rental units “he who has employees – wins!”
• We are part of the county and that is our only solution
• Need parking to go with the housing X2
• For deed-restricted property – check not only a person’s income, but their assets as well. More strict
on who gets into units
• The Town and the County have to work together – develop harmony – each entity needs the other –
not us vs. them = more bang for the buck!
• Incorporate housing with commercial development – put retail on south side of parking structure with
office space on 2nd level and housing on the 3rd level.
• It may be appropriate to build an employee parking garage on Chamonix parcel – helps more
employees.
• Greater energy efficiency in employee housing built – in the long run it is way more affordable
• Nothing on strategic plan concerns me
• Address parking appropriately – bus system continues to improve
• Habitat for Humanity based program – use sweat equity to reduce cost, use beetle kill lumber to
reduce cost, portable saw mill and kiln, 1 area reduces cost, simple construction and design
• Put aside land near Minturn
• Where are you going to build it?
• I-70 in a tunnel – housing on top of it
• If we had better employee parking, it would reduce the employee housing crunch
• I live at Middle Creek and I like it. It’s excellent.
• The prices proposed at the west end project are good
• Build another Middle Creek
TRANSPORTATION
• Local (in-town) mono-rail to replace in-town buses
• Next bike path to contain a level 1 to 2 mile loop that we can roller skate or inline skate.
• Please make this section ultra smooth for skates – currently path has many big hills with tight turns
immediately after hill
• Monorail in Vail in lieu of buses
• New Bus Stop at east end of Spruce Way and Bighorn Rd.
• The new proposed bus routes for west Vail are perhaps theoretically good, guy they in practice are
terrible for people getting to and around west Vail
• Increase frequency of bus service to West Vail so that it equals that being provided to East Vail
• Improve markings (on asphalt) in roundabouts – like Eagle has done so inexperienced (tourists)
drivers can understand the flow of traffic
• Lengthen the time of the Lionsridge Loop bus to 10:30 at least so that rider ship can use it at night! It
only runs once an hour as it is and we believe if you lengthen the time, the people in this area will use
the bus even more.
B-14
• Increase pedestrian sidewalks e.g. along South Frontage Road in Vail Village – there is nowhere to
walk but on street.
• Light rail?
• Develop stricter noise limits/enforce them i.e. Jake brakes
• Street signs that actually work
• Continue to purchase hybrid busses + 2
• Charge more for parking so people are more incentivized to use the bus (I disagree with this – think
of the retailers!!!)
• Collect a fee from cars parked on the frontage road
• Encourage people to ride the bus with incentives
• In town monorail to replace local bus system
• Signage at bus stops – Vail Cares/We Care – please don’t litter
• Bus shelter at underpass in West Vail and trash cans
• High speed rail – DIA to Eagle Airport or Glenwood with light rail in county
• Vail Mtn. tunnel paid for with sale of I-70 land – create a real main street to West Vail
• Provide close-in parking (Vail Village/Lionshead) for alternative transportation methods i.e. scooter,
motorcycle to encourage others to use greener methods of travel.
• Yes! To above! And more bike racks in Village to encourage bike use and help shop owners.
ECONOMY
• Higher impact fees: recreation, environment parking, mass transit, I-70 tunnel
• Make a case for how your amenities bring guests into town and affect sales tax revenue
• Capital construction cost should be supported by use tax on construction materials
• 24/7-365 – customer service is everyone’s job
• Economic decisions should be made that are consistent with the Vail brand
COMMUNITY
• Not Diversity … rather balanced
• Don’t forget the “short” people e.g. teems, elementary, etc. (they don’t generate revenue so are
sometimes overlooked.
• Develop and indoor concert hall with capacity of 2,000 + people
• Address issues rationally and civilly rather than through emotional & personal attacks
• Focus on what you can do the best
• Promote the spirit of a mountain town : mountaineering club, access to the back country for visitors
and locals alike
PUBLIC SAFETY
• The Police Force needs to build a more positive attitude when interacting with the public – not a “cop”
attitude
• Police involvement with public – if you are seen picking up trash you could get a gift certificate to a
town restaurant (business commitment) to be accompanied with signage on trashcans and at bus
stops that littering is against the law $100 fine?
• There should be someone on I-70 to warn people, drivers, traffic is slowing down – too many semi-
trucks are not able to stop causing accidents. Truck drivers need for the police to warn them via
radio or cell phones. There have been two accidents this month of this type.
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VAIL 20/20 STRATEGIC ACTION PLAN
APPENDIX C: VAIL TOMORROW
Vail Tomorrow was a community driven project in 1996 that resulted in the creation of community values,
goal statements and endorsed actions, as outlined below. These are followed by Vail Milestones, a list of
accomplishments from 1996-2006.
VAIL COMMUNITY VALUES
RESORT AND COMMUNITY GO HAND-IN-HAND
ACTIVITIES ENHANCE OUR LIVES
DIVERSITY STRENGTHENS US
CONNECTIONS BUILD COMMUNITY
THE ENVIRONMENT DEFINES US
REGIONAL PROBLEM-SOLVING WORKS BEST
THE ECONOMY SUSTAINS US
SAFE SURROUNDINGS PROTECT US
INTELLECTUAL GROWTH IS ESSENTIAL FOR ALL
VAIL GOAL STATEMENTS
NATURAL AND BUILT ENVIRONMENT: We will continue to preserve and protect the ambiance, charm,
warmth and natural beauty of Vail as a mountain community, focusing on both the natural and built
environments and the integration of the two.
AFFORDABLE HOUSING: We will work to provide housing opportunities that meet the diverse needs of a
diverse community.
BUILDING COMMUNITY: In the early days of Vail, members of the community were involved in creating
the resort and community and there was a high degree of acceptance, respect and interaction. Today, there
is a desire to recapture that sense of togetherness and community. We agree that we will generate more
opportunities, occasions and physical locations for community interaction and to promote broader
participation in our community life. We will reach out to our extended community, embrace our part-time
residents, enhance communication and strengthen neighborhoods. We will look for increased social
responsibility and cooperation, including more public-private partnerships.
REGIONAL COOPERATION: We will work to improve and increase regional collaboration, specifically on
planning and transportation issues.
GROWTH MANAGEMENT: We will continue to direct growth to maintain our status as a world-class resort
and to achieve our other community goals.
ECONOMIC DIVERSITY: In supporting our commitment to building community, we will work to increase
our sensitivity to and respect for the essential needs and dignity of our workforce, including seasonal
employees. We will work to expand the diversity of the economic base. Economic diversification will
promote social and cultural diversity by creating more and varied employment opportunities and more
“rungs on the ladder" - professional growth opportunities, job satisfaction, year-round financial security and
long-term housing opportunities.
WORLD CLASS RESORT: We recognize and agree that our natural environment, and in particular our ski
mountain, is critical in making Vail a world class resort, and forms the foundation for the community that has
grown up around the resort. Our goal is to preserve that critical foundation and to enhance it through
diversification of overall amenities and improvement of guest and support services.
FAMILY: We will work to maintain and enhance our family focus in Vail, particularly in the areas of quality
affordable health care, child care, public education and family-oriented activities.
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YOUTH: We will work to improve education, recreation and development programs, and foster a sense of
inclusion for our children and teenagers.
CULTURAL AND EDUCATIONAL: We will work to develop and enhance cultural and intellectual
opportunities for all ages.
SAFETY AND SECURITY: We will not sacrifice the safety and security that we enjoy in our community
today.
ACTIONS ENDORSED
Affordable Housing Goal Area
• Achieve a net gain in affordable housing in Vail for both seasonal and year-round employees from 38
percent to 62 percent living in Vail who work in Vail by the year 2010.
• Continue to use the Real Estate Transfer Tax for open space acquisition and improvement; a portion of
it should also be considered for use for affordable housing.
• Initiate Inclusionary Zoning, which includes the requirement that affordable housing be included in a
development plan in order for the proposed development, redevelopment or special development district
to receive governmental approvals.
• Build seasonal units over both the LionsHead and the Village parking structures.
• Build employee housing on Town of Vail-owned Old Town Shops site at the west end of LionsHead
between South Frontage Road and the creek.
• Build seasonal housing on Vail Resorts, Inc.-owned sites such as that on South Frontage Road currently
used for maintenance shops and the warehouse.
• Build deed-restricted housing similar to Vail Commons in LionsHead, perhaps on sites between
seasonal units and the rest of LionsHead.
• Establish a Housing Trust Fund, a permanent, regionally-supported source of funds to be used
specifically and solely for the purpose of creating a net increase in the availability of affordable housing
in the valley.
• Initiate a program within Vail to offer significant incentives for property owners who contribute to
solutions to the affordable housing problem.
• Encourage the Town of Vail to use all measures available to it to maintain and increase existing
employee housing units.
• Encourage the Town of Vail to require that Vail Resorts, Inc. set a goal of housing 62 percent of its own
seasonal employees who are renters.
Building Community Goal Area
• Initiate a “Welcome Program” for Vail newcomers.
• Initiate regularly scheduled informal gatherings with elected officials.
• Initiate “Getting to Know You Gatherings.”
• Provide motivation, encouragement and opportunities for neighborhoods to get together.
• Develop a Speaker Series, creating opportunities for the community to reflect together and to promote
inner personal development and foster meaningful relationships.
• Develop pocket parks, small neighborhood parks with playgrounds and picnic tables.
• Create a multi-purpose building that meets community needs, serving people from all demographic
groups, all ages and full-time, part-time and seasonal residents.
Natural and Built Environmental Goal Area
• Conduct a Town of Vail inventory of infrastructure and natural resource carrying capacities.
• Donovan Park should be used in the following way: the lower bench should be preserved as open
space; the middle bench should be used for affordable housing; and the upper bench should be used for
a combination of open space and affordable housing.
• In lieu of withholding approvals of LionsHead redevelopment construction, the following schedule was
endorsed, with emphasis on citizen involvement and technical analysis: January, 1997, LionsHead
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Redevelopment Master Plan process initiated; wish list development; analysis of water supply, sewer,
air quality, traffic, parking, telephone lines, building codes and other energy codes and employees; two
alternative plans presented to Town of Vail Council, one selected and master plan adopted, if needed;
December 1997, design guidelines completed.
• Review and update Town of Vail design guidelines.
• Establish an energy code for Town of Vail construction/development.
• Actively participate in the Town of Vail development process.
• Implement incentive/certification program for energy, water, and waste management.
• Enhance, improve and support clean-up events.
• Complete solid waste study, improve recycling, encourage the reuse of building materials.
• Monitor current and future land exchanges; seek appropriate zoning on lands involved in exchanges.
• Continue implementation of Open Space Plan to protect neighborhood “scale” open space lands.
• Solicit the support of Congress and the U.S. Forest Service to monitor and prevent any public sale of
public lands to private developers.
Regional Cooperation Goal Area
• Create a venue to begin discussion of the issues and the opportunities related to regional cooperation.
Issues that have been identified for resolution are: consolidation of emergency/other municipal services;
regional marketing funding; regional housing trust funding; Berry Creek Fifth Filing; government
interaction (i.e. Regional Cooperation Coalition/Council of Governments); transportation/trails; and open
space/environment.
World Class Resort Goal Area
• Initiate a Lodging Upgrade Initiative to include: a letter to property owners from the Town of Vail, Vail
Associates, Board of Realtors, Vail Valley Tourism and Convention Bureau, etc., urging renovation;
survey guests to determine lodging problems and priorities in upgrade programs; develop community
standards for acceptable rental lodging; provide hotels and management companies with tools to
encourage renovation; and, as a last resort, remove substandard units or management companies from
eligibility for sale through central reservation.
• Support current Guest Service Training program.
Youth Goal Area
• Resolve issues that surround participation at the aquatic facility in Avon.
• Establish a County-wide Youth Task Force, directed by youth.
• Pursue development of some facilities and activities identified through a survey of youth administered in
area schools, such as a Water Fun Park and/or Imax facility and Under 21 Club, perhaps in concert with
proposals from other Vail Tomorrow teams (Community Center).
• Conduct an annual review of local education through an education summit.
• Create community dialogue to respond to youth issues and facilitate communication of them to the
decision-makers.
• Promote growth of healthy and constructive youth culture.
Additional Agreement Reached
Vail Tomorrow believes that open space and affordable housing are both important to the Vail community,
and that one should not be pursued at the exclusion of the other.
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VAIL MILESTONES: 1996-2006
Improving the Financial Health of the Municipality and the Resort Economy
Economic sustainability has been a major emphasis during the past decade.
• Sales tax, the town’s major source of revenue, increased from $13.7 million in 1996 to $16.5 million in
2005, but with only modest growth from 1996 through 2001; decreases in 2002 and 2003; and recovery
in 2004 and 2005.
• Spending cuts were imposed in 1996, 1999, following Sept. 11, 2001 and in 2003 in response to
revenue concerns. General Fund revenues have exceeded expenditures in every year except 1999.
• The town’s outstanding debt was restructured in 2002 for a savings in excess of $650,000.
• The Vail Local Marketing District (VLMD) was established in November 1999 to fund spring, summer,
and fall marketing programs. A 1.4% lodging tax provides $1.7 million for marketing today.
• In addition to the VLMD programs, the town has spent between $1.1 and $1.6 million annually for
contributions, marketing, and special events.
• Vail’s Billion Dollar Renewal began in 2004 with nine major redevelopment projects to improve the
lodging quality of Vail currently underway and/or completed.
• Reductions in sales tax revenue in certain construction areas have been more than offset by increases
in sales tax in other areas.
• Real Estate Transfer Tax revenue has grown from $2.1 million in 1996 to $6.2 million in 2005 with an
estimated $600,000 of 2005 revenue directly related to major redevelopment projects.
Strengthening the Community
During the past decade, new facilities and amenities have been added to improve the quality of life for Vail’s
residents. Among them:
• Two childcare facilities are now flourishing after getting a financial boost from the town. Public and
private partnerships helped the Vail Child Care Center open in 2001, while operators of the Children’s
Garden of Learning were given a $1.5 million facility in 2005 as part of the Middle Creek Village
development.
• Vail’s affordable housing inventory increased from 122 deed-restricted units in 1996 to 625 units today,
including construction of the six family-sized North Trail townhomes in 2001, acquisition of the 198-unit
Timber Ridge Village Apartments in 2003 and completion of the 142-unit Middle Creek Village
Apartments in 2004.
• Vail added another neighborhood park with the opening of Ellefson Park in West Vail in 2000, while
Buffehr Creek/Vail Commons Park was expanded during that year.
• On a larger scale, Donovan Park opened in 2002 becoming Vail’s second community park. The park
complements Ford Park in providing additional outdoor recreation opportunities as well as an affordable
meeting space at the Donovan Pavilion.
• Extensions to the recreation path at Dowd Junction and from the Matterhorn neighborhood to
Intermountain in 1997, as well as from Red Sandstone School east to the Main Vail roundabout in
2003, allows for 16 miles of continuous trail from Dowd Junction to East Vail.
• The new Vail Gymnastics Center was opened in 2005 as part of a multi-tiered effort to retain and attract
families in Vail.
• Expansion of Vail Valley Medical Center in 2001 reaffirmed the hospital’s commitment to quality health
care services in Vail.
• The Vail Memorial Park was completed in 2004 and serves to honor the lives of the many people who
have helped to define Vail through the years.
• An ongoing maintenance/replacement schedule has been established for neighborhood streets, which
provides for the continued upkeep and investment in the town’s asset.
• Expansion of the Vail Mountain School, completed in 2006, reflects the community’s support of
educational offerings within Vail.
• In 2006 the town worked with homeowners around Stephens Park and purchased a two-acre parcel to
expand the park.
Strengthening the Resort
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Vail has achieved the No. 1 ski resort ranking 13 times in the past 18 years (since the ratings began) and
has been working collectively to maintain that ranking and to expand the resort’s summer and shoulder
seasons. Those efforts have included the following initiatives:
• In 1997, Vail completed the West Vail roundabouts to improve circulation at the I-70 interchange.
• In 1999, Vail hosted the World Alpine Ski Championships, made possible by the Vail Valley Foundation,
Vail Resorts and the Town of Vail. In preparation for the championships, renovations were made to
Slifer Square, the Vail Transportation Center and Seibert Circle. On-mountain improvements included
significant snowmaking upgrades. The event increased Vail’s international appeal as a destination
resort.
• Blue Sky Basin, the expanded 645 acres of terrain on Vail Mountain, opened in January of 2000 and
provides natural, gladed terrain for an adventurous experience that feels like the backcountry.
• Renovation of the Gerald R. Ford Amphitheater in 2001 helped to increase the overall seating capacity
and acoustics for the facility, as well as providing upgraded and expanded public restrooms and back-of-
state accommodations for performers.
• Expansion of the Betty Ford Alpine Gardens in 2000 with the alpine rock garden and in 2002 with the
children’s gardens placed the facility firmly on the world botanic gardens map.
• An ongoing Parking Task Force, formed in 1999 to monitor and recommend changes to the paid parking
operations, expanded public parking options to maximize utilization of Vail’s available parking spaces.
Also, the town accepted a pledge of $4.3 million from Vail Resorts in 2003 to assist with construction of
future expanded public parking in Vail.
• A Lodging Quality Initiative program was launched in 1997 by the Vail Valley Chamber & Tourism
Bureau in which 3,535 units in Vail are inspected and rated every 18 months. The program has resulted
in renovations to nearly 900 properties or 25 percent of the units. In 2006, 82 percent of the lodging
units were ranked platinum or gold, up from a 55 percent ranking in 2006.
• In 2002, voters approved increases in lodging and sales taxes to construct and operate a conference
center; the project was discontinued in 2005 when voters defeated an additional tax increase to
augment current funding.
• Guest services programs, including Premier Impressions and Community Hosts received the town’s
sponsorship support along with its partners, Vail Resorts, Vail Valley Chamber & Tourism Bureau and
Vail Chamber & Business Association.
• The town’s largest public infrastructure project to date, the Vail Village streetscape improvements, were
initiated in 2004 to complement more than $1 billion in private and public redevelopment facilitated by
the town in an effort to keep Vail competitive as a resort into the future.
• The most anticipated groundbreaking of all occurred in 2005 with the beginning of The Arrabelle at Vail
Square construction in Lionshead to be completed in 2007 by Vail Resorts Development Company. The
Arrabelle has been a catalyst for the large-scale community wide renewal that will result in 760 net new
lodging units and over 800 refurbished or remodeled units.
Caring for our Environment
Environmental protection activities have been an important focus throughout the community:
• Vail’s Comprehensive Open Lands Plan, adopted in 1994, which calls for open space acquisition and
preservation, is nearing completion in that 49 of the 52 actions recommended in the plan have been
implemented. Currently, there are 42 properties totaling 566 acres within the town’s boundaries that are
designated as protected open space.
• Adoption of a wildlife protection ordinance in 2002 serves to minimize conflicts with wildlife. The
ordinance makes it a violation to place trash out on days other than the scheduled collection day or to
leave trash in any animal-accessible location during the week.
• In a partnership between the Town of Vail and the Colorado Department of Transportation, berms have
been placed along I-70 to help reduce highway noise. Other noise reducing actions, including
installation of a quiet pavement overlay, are planned.
• Weed-eating goats were introduced in 2001 as an alternative to pesticides to help control the spread of
weeds on town property.
• Use of drought-tolerant plantings and a computerized irrigation system were implemented in 2003 to
reduce town’s water consumption.
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• In 2005, the town initiated a partnership with the U.S. Forest Service and Colorado State Forest Service
to address the mountain pine beetle epidemic. The plan involves targeted cutting and removal of dead
and infected trees to help regenerate the forest. A 5-year management plan will begin implementation
this summer.
• In anticipation of record construction, a stormwater sedimentation and erosion permitting and inspection
program was initiated in 2005 to improve the quality of stormwater returned to the town’s streams and
rivers.
• An environmental policy was adopted by the town in 2005, which states its priorities and intentions to
demonstrate and promote Renewable Energy, Resource Efficiency, Ecosystem Protection, and
Community Awareness and Education.
• Black Gore Creek traction and sand mitigation efforts have been underway since 1997 on I-70 at Vail
Pass in partnership with the Eagle River Watershed Council.
• To protect area streams and tributaries, the town began enforcement of stream tract encroachments by
private property owners in 2006.
• The town has made arrangements to purchase 10 hybrid buses over the next five years with delivery of
the first bus in the fall of 2006. The buses can deliver up to 60 percent greater fuel economy and can
reduce emissions by as much as 90 percent.
• The town is in the final stages of purchasing wind power, a major step toward its goal of environmental
sustainability.
Ensuring the Public’s Safety
• Public safety campaigns on July 4th and New Year’s Eve, initiated in 2001, have helped maintain a safe
environment for Vail’s guests during the holidays.
• Video monitors were installed on Vail buses in 2002 to ensure passenger safety.
• A 65 Max traffic safety campaign on I-70 was introduced in April 2004 to reduce accidents and highway
noise.
• Emergency preparedness and incident command training by Vail’s public safety agencies has been a
priority since 9-11.
• Public safety agencies have improved technology for rapid response and wireless information-sharing in
the field.
Taking Care of Business
• To help keep families living in Vail, the Gross Residential Floor Area (GRFA) regulation was modified in
1997 to more easily allow for interior square footage additions.
• To better serve the needs of the business community, the town’s sign code was modified in 2003.
• In 2004 GRFA was again modified to allow additional credit for basements that are below grade.
Planning for the Future
• The Vail Streetscape Master Plan was updated in 2003 in anticipation of the significant redevelopment
underway.
• The Lionshead Redevelopment Master Plan, which establishes a framework for future redevelopment,
was adopted in 1999.
• Creation of a Tax Increment Financing (TIF) district for the Lionshead area was created in 2004 that
enables the town to fund an estimated $9 million in public improvements beginning in 2009.
• Land has been acquired in West Vail for construction of a third fire station.
• Efforts are currently underway to create a master plan for the West Vail commercial area.
• Similarly, the West Lionshead area is undergoing a master plan process that will include a new
mountain portal.
• Vail has been actively involved in the I-70 Coalition, which serves as a collective voice for communities
in addressing transportation issues along the interstate from Denver to Glenwood Springs.
• The town staff has been involved in leadership development training to improve its ability to handle
future issues.
• A Community Planning process is being launched to create a long-range strategy for Vail.
TOWN OF VAIL COMMUNITY SURVEY
2007 RESEARCH
July 2007
PREPARED FOR
Town of Vail
PREPARED BY
RRC Associates
4940 Pearl East Circle, Suite 103
Boulder, Colorado 80301
303.449.6558
Town of Vail Community Survey 2007
2
Introduction
Again this spring, the Town of Vail conducted a survey of full- and part-time Town residents,
property owners and business owners to evaluate opinions on a variety of issues. Using survey
techniques that permit comparisons to past research, the Town used a combination of
telephone, mail and Web-based surveys to gather opinions from the community. The purpose
of the surveys was to evaluate respondents’ level of satisfaction with respect to a full range of
services and to gather opinions on selected issues currently facing the Vail community. Similar
questions have been posed to Vail part-time and year-round residents on an annual or semi-
annual basis since 1987. Two similar telephone surveys were conducted in 2005 and 2003;
comparisons to these survey results are provided where appropriate.
Identical to the methods used in 2005, 2003, and 2002, the Vail Community Survey was
conducted primarily by telephone this year. Copies of the survey were also made available at
Town Hall to those who were not called and wanted to participate. In addition, a Web-based
survey was prepared that was identical to the mail survey and advertising was conducted to
permit residents to complete the survey via the Internet. The mailback technique resulted in 11
surveys this year and the Web survey was completed by 48 respondents. The results from the
Web and mail surveys were tabulated, and open-ended comments are included in the reported
results, but the quantitative data were not merged with the telephone sample because these
self-selected participants could influence the validity of the randomly generated telephone
respondents. This report focuses primarily on the responses from phone survey participants
but, where appropriate, comparisons to the Web/mail survey results are also noted.
A random sampling of 400 households1 received calls during a two-week period between March
26th and April 14th. Responses were obtained from 300 year-round residents of Vail and 100
part-time residents. These quotas were nearly identical to those used in 2005 and 2003,
permitting direct comparison with 2005 for identical questions.
Selected Observations and Key Findings
As noted, the inclusion of a Web/mailback version of the survey was designed to expand
participation in the survey this year. Expanding the participation is particularly important
because it is proving more difficult to reach Vail residents via land line phones. In part this is
because there is a segment of the population that has no land line phone and relies exclusively
on cell phones. Based on the surveys we estimate this segment to be approximately 20
percent. However, in addition, many residents simply will not answer their phones to participate
in surveys, resulting in a number of call-backs in order to complete the 400 randomly sampled
telephone calls.
The results from the survey suggest that the overall profile of respondents is similar to past
years but not identical. The phone survey respondents included 93 percent homeowners this
year compared to 86 percent on the Web/mail survey and 84 percent in 2005. While all
neighborhoods in Town were represented this year in the phone survey in proportions similar to
2005, the Web/mail survey had proportionally more respondents from Vail Village, Potato Patch/
1For the total sample size of 400 there is a margin of error of +/- 4.9 percentage points at the 95% confidence level.
Town of Vail Community Survey 2007
3
Sandstone and fewer respondents from East and West Vail. In the most important shift, both
the phone and Web/mail surveys had more respondents that are long-time residents this year
(56 percent phone and 49 percent Web/mail compared to 43 percent in 2005). Because long-
timers have opinions that vary from the newer residents (particularly those that have been in
Town less than 5 years) this shift needs to be identified at the outset of this year’s analysis.
The analysis which follows has attempted to dissect the results and to explain the changes in
evaluations, to the extent such explanations are possible by examining survey results. The
2007 survey results indicate that attitudes toward Town government and the direction of the
community are generally positive; however, there were some notable declines from 2005.
Careful analysis suggests that 2005 was a bit of an anomaly; at that time there was a
significant surge in positive opinions from those recorded in previous surveys (2003 and before).
Results from 2007 are similar to 2003 in terms of some of the ratings and indicate that the
“mood” of the Vail community has declined from the very positive levels of 2005. This year, the
ratings have fallen off the highs of 2005 and there is considerably less positive response from
the community concerning “excitement about redevelopment” and the “overall quality of design
of new development over the past two years.”
The shifts in both attitudes and priorities cut across multiple questions and while they require
some careful analysis to identify and explain, they are also relatively consistent throughout the
survey. In short, there are differences in opinions from two years ago that are explained largely
by length of time respondents have lived in or owned property in Vail, and attitudes towards the
new development that is taking place. A segment of respondents have become more negative
towards development than they were in 2005, when the prevailing mood was one of
“excitement” about the “vision for the new Vail.” Conversely, the relative newcomers (less than
five years in Town) are generally more positive and give higher ratings on a variety of questions
including those related to development.
As in past surveys, part-time residents continue to generally be more positive than full-time
residents in virtually all categories of questions that involve ratings. It is important to keep this
finding in mind when evaluating the survey results. Clearly, those that live in Vail full-time have
different wants and needs and their ratings reflect some of these differences.
Other selected findings from the 2007 study are further summarized below.
• The data suggest that the perceptions of community “issues” have changed. Respondents
were asked to provide, in order of priority, the “two biggest issues facing the Town.” This is
a question that has been asked periodically over the years in Vail in an “open-ended”
format, allowing respondents to identify issues in their own words. This year, the largest
percentage of respondents identified affordable or employee housing in their first choice (27
percent overall and 33 percent on the Web/mail survey). Housing was also most identified
over any other category in the top two categories (21 percent), with similar response from
full- and part-time residents. This is in contrast to 2005 when parking was identified by 21
percent of respondents overall. This year parking received about 14 percent of responses.
Also, in a major shift, while the conference center was still a significant issue in the minds of
residents in 2005, it was only noted by two respondents this year.
• “Development” (18 percent), “growth” (8 percent) and “construction” (about 2 percent)
together received about 28 percent of the mentions as the biggest issues in 2007, compared
Town of Vail Community Survey 2007
4
to only 15 percent in 2005. While the words “development” and “growth” don’t mean the
same thing, they are closely related. When taken together these categories actually exceed
housing as the most identified topic or set of issues in this year’s survey.
• The reversal of housing as the top rated issue this year is in contrast to 2005 when parking
was the most mentioned issue. Analyzing results from year to year indicates that the “top of
mind” topics change among the Vail community. A complete list of these open- ended
comments is presented verbatim in the Appendix to this report. Note that not all
respondents favor doing something about a particular issue that they mention (such as
affordable housing) – respondents are simply identifying it as an issue. Their responses in
part indicate the visibility and press given to a particular topic.
• A new question this year asked respondents to prioritize a series of “issues” that have been
identified as important to Vail. In contrast to the “open ended question described above, this
evaluation provides another means of quantifying the relative importance of various topics to
the community as a whole. The top rated topics included: environmental resources, pine
beetles, parking at peak visitor periods and work force housing. Sustaining year-round
tourism and construction/maintenance of infrastructure are also seen as important.
• In what may seem to be an inconsistency in light of the importance of workforce housing as
described above under the “top two issues” question, the results concerning workforce
housing are explained by the fact that while 65 percent of all respondents feel that workforce
housing is very/extremely important, 18 percent feel it is relatively unimportant. Both these
groups may have identified housing as an “issue” in the open-ended question described
above, but they do not all agree on the importance of the issue, with a sizable segment
feeling that there is too much attention being paid to this problem. In contrast,
environmental resources are identified by 82 percent as very important with only 6 percent
calling this issue unimportant, resulting in a higher average. These results are probed in
some detail in the full report where it is evident that while there is general consistency in
opinions concerning these issues among various segments of the community including year-
round and part-time residents, and where people live in Town, there are pronounced
differences by how long respondents have lived in Vail.
• Responses to several questions provide a general assessment of overall community
direction. For example, when asked if the Town is on the “right track,” 58 percent
responded favorably (down significantly from 70 percent in 2005 but similar to the 57
percent obtained in 2003), with 30 percent saying “wrong track,” up from 19 percent in 2005
and similar to the 28 percent rating in 2003. As described further in the report, the ratings of
“wrong track” were highest among those that have been residents longer than 15 years (36
percent of this group saying “wrong track” in 2007 compared to 22 percent in 2005).
Relative newcomers are especially likely to feel Vail is on the “right track.”
• In a question first asked in 2005, respondents were asked, “Thinking about the vision for the
new Vail, and all the improvements that are occurring, how would you describe your
attitude?” In 2007, about 32 percent of respondents said they were “very excited” with 23
percent “not excited.” This is in sharp contrast to 2005 when 47 percent (almost half) were
“very excited” and only 10 percent “not excited.” We believe the change in these results,
perhaps more than any others from the survey, helps to explain some of the shift in opinions
on other questions such as whether Vail is on the “right track.” On a more positive note, of
Town of Vail Community Survey 2007
5
the respondents who indicated they were “very excited” about the vision for the new Vail,
many cited the development and revitalization in the Village as a positive and important
aspect to the Town’s future.
• In a related question, respondents were asked about “satisfaction with the quality of the new
development and redevelopment over the past three years.” Again, ratings were down, with
15 percent responding “not at all satisfied” compared to 5 percent in 2005. Once again, it is
the long-term residents (15+ years in town) that are most negative, with 39 percent saying
“somewhat or not at all dissatisfied” in 2007 compared to 16 percent of long-term residents
in 2005.
• Interestingly, in general, residents and part-time residents are satisfied with the
“management and communications” regarding new development (50 percent rated their
satisfaction 4 or 5 on the 5-point scale, up slightly from 45 percent in 2005). In other words,
it is the new development itself that seems to be at issue rather than the management of the
construction impacts.
• Ratings of the “sense of community” also showed significant erosion this year from 2005.
The percentage that said things had “improved” dropped to 14 percent compared to 17
percent in 2005 and 16 percent in 2003. The percentage saying things had “gotten worse”
increased to 36 percent, up slightly from 31 percent in 2003 and sharply from 21 percent in
2005. Again, this question signals a shift in the overall opinion within the community, away
from the significantly more positive feelings expressed in 2005. Of the respondents who felt
the sense of community had “improved,” many felt it was due to the new development and
revitalization, along with the actions of people within the community, and environmental-
related efforts.
• The ratings of satisfaction with Town staff are relatively high (3.5 on average on a five-point
scale, down slightly from 3.7 in 2005 and 2003). Ratings of the Town Council have
remained consistently lower than ratings of Town staff, declining over the past several years
to 2.8 this year (down from 3.3 in 2000, 3.0 in 2003 and 3.1 in 2005). Results show about
22 percent rated Council a 4 or 5 on the 5-point scale (“very satisfied”), down from 32
percent in 2005. Perhaps related to community perceptions about the type and extent of
new development, the Planning and Environmental Commission received an average rating
of 2.8 (down from 3.1 in 2005) and the Design Review Board received a 2.7, unchanged
from 2005. About 35 percent of respondents said they were “not at all satisfied” (a “1” or
“2”) with the Design Review Board. Once again, it is the long-time residents and year-round
residents that are most likely to be negative. Further, those unhappy with new construction
are especially likely to rate the various Town leaders negatively, and in contrast, relative
newcomers were more positive.
• The survey probes ratings of a variety of Town departments and services. While there are
some minor shifts, with slightly more down than up, the overall ratings have not shown the
same level of decline as in those areas highlighted above.
Town of Vail Community Survey 2007
6
The survey also gathered open-ended comments on a variety of subjects, provided under
separate cover. They contain a variety of suggestions and also provide further information
that elaborates on the quantitative ratings. Examples of some of the comments are
contained in the body of the report which follows.
Town of Vail Community Survey 2007
7
Survey Overview
General State of Vail
Vail’s “Sense of Direction.” Respondents were asked whether they felt the Town of Vail was
going in the “right direction” or heading on the “wrong track.” There was a significant decline in
the percentage indicating that Vail was headed in the wrong direction, although the results go
back to the level that was identified in 2003. This suggests that the 2005 result was something
of an aberration in terms of the positive sentiment expressed, rather than that things have really
declined beyond where they have been rated in the past. As shown below, 58 percent of
respondents this year felt that the Town of Vail is “going in the right direction,” down from 70
percent in 2005. Further, 30 percent of respondents this year felt Vail was “on the wrong track,”
compared to 19 percent in 2005 and 28 percent in 2003.
WOULD YOU SAY THAT THINGS IN THE TOWN OF VAIL ARE
GOING IN THE RIGHT DIRECTION, OR HAVE THEY GOTTEN OFF ON THE WRONG TRACK
58%
30%
12%
70%
19%
11%
57%
28%
15%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Right Direction
Wrong Track
Don't Know
Percent of Respondents
2007
2005
2003
The results show major variation by the length of time that respondents have lived in the Town.
These findings are summarized in the following graph, which shows the percent saying “wrong
track” increasing from 15 percent among residents living or owning property in Vail for less than
a year, versus 36 percent of those in Vail for 15 or more years. This will be a recurring theme
throughout this report, with length of time in Vail highly associated with responses, and those
living in Town the longest most likely to be more negative.
Town of Vail Community Survey 2007
8
WOULD YOU SAY THAT THINGS IN THE TOWN OF VAIL ARE
GOING IN THE RIGHT DIRECTION, OR HAVE THEY GOTTEN OFF ON THE WRONG TRACK
Respondents indicating “wrong track” by length of time lived in Vail
15%
15%
28%
36%
6%
18%
18%
22%
0% 5% 10% 15% 20% 25% 30% 35% 40%
Less than one year
1-5
6-15
15+
Percent Responding "Wrong Track"
2007
2005
Sense of Community. Respondents were asked whether they feel the sense of community in
the Town of Vail has improved, gotten worse or stayed the same over the past two years. This
question has been asked over the past several survey periods and, as shown below, shows a
significant increase in the percentage of responses saying Vail has “gotten worse” over the past
two years compared to 2005, but with percentages similar to but slightly higher than in 2003.
The percentage reporting that the sense of community has improved is comparable to but
slightly lower than in the recent past (14 percent). The percentage reporting that the sense of
community has stayed the same is lower than in any other year (45 percent, down from 53
percent in 2005 and 47 percent in 2003).
OVER THE PAST TWO YEARS, HAS THE SENSE OF COMMUNITY IN THE TOWN
IMPROVED, GOTTEN WORSE, OR STAYED THE SAME
14%
36%
45%
5%
17%
21%
53%
9%
16%
31%
47%
6%
0% 10% 20% 30% 40% 50% 60%
Improved
Gotten worse
Stayed the same
Don't know/no opinion
Percentage of Respondents
2007
2005
2003
Town of Vail Community Survey 2007
9
Of the respondents who felt the sense of community had increased in Vail, the new
development and revitalization of the Village were named as a few specific reasons for the
perceived increase, along with actions of people within the community, and environment-related
efforts. A sampling of these comments (from respondents who indicated the sense of
community had “improved”) is listed below and the entire set can be found in the appendix.
Length of time lived/owned
property in Vail
>15 yrs. Appreciate the commercial upgrading, and everything is good.
>15 yrs. Because of redevelopment.
>15 yrs. People seem friendlier, community people are getting out more.
6-15 yrs. A culture that embraces environmental and natural resource protection
6-15 yrs. I think town council has done well in revitalizing Vail Village for people instead of just tourists.
While respondents who have lived in Vail for less time (five years or less) gave more positive
ratings about the current sense of community, they were less likely to provide open-ended
comments overall, an indication that long-time residents and property owners have more
specific reasons for why they feel the sense of community has increased or decreased.
When looking only at the open-ended responses from those that indicated the sense of
community has “gotten worse” or “stayed the same,” many mentioned the cost of living forcing
locals to move out of town. They also mentioned new development and growth. A sampling of
these comments is listed below:
Rating of
“Sense of
Community”
Length of time
lived/owned
property in Vail
Gotten worse >15 yrs. Because of the new development. I came and all the local people are gone. The places
where they went are gone.
Gotten worse >15 yrs. Everyone I know has moved or is moving Down Valley, the only ones left are not into
community!
Gotten worse >15 yrs. The town councils and boards keep giving approval to the dev. and realtors for more
expensive projects This is pushing the workers out and they will not come back, they are
finding new lives down valley
Stayed the
same
6-15 yrs. The absentee homeowner rate needs to be decreased, and the sense of community will
increase. To increase the sense of community within the town of Vail, it helps to have
people living in the houses.
Stayed the
same
6-15 yrs. With such a large proportion of homeowners who are not residents, there needs to be a
whole lot more communication with homeowners, residents, everybody. You can't
communicate enough.
Stayed the
same
1-5 yrs. Communication between the political side and the people. I want to see it improve.
Issues of Importance
The Most Important Issues—Open Ended Comments. Respondents were asked to provide
what they feel are the two biggest issues facing the Town of Vail, in a similar format to 2005,
2003 and 2002. Evaluating open-ended comments with regard to the most important issues in
Town of Vail Community Survey 2007
10
Vail this year, the largest percentage of respondents identified housing (21 percent) over any
other category, but with higher responses identifying housing among residents (23 percent) than
part-time residents (16 percent). These results are in sharp contrast to 2005 when twice as
many respondents (both residents and seasonal residents) identified parking over all other
issues.
It is important to note that not all respondents are identifying workforce or affordable housing
because they support creating more housing. Some are opposed but recognize the debate that
has occurred in the past year and the press coverage of discussions at the Council level. In
fact, the phone survey was conducted this year during the week following Council’s passage of
Code amendments to address housing.
Other issues mentioned as important in 2007 included development, parking and growth,
typically at levels below 2005. The Conference Center, which was an important topic in 2005,
received virtually no mention this year. Likewise, I-70 had diminished in the frequency of being
identified as an issue.
WHAT DO YOU BELIEVE ARE THE TWO BIGGEST ISSUES, IN ORDER OF PRIORITY,
FACING THE TOWN OF VAIL?
Top Ten in 2007 compared to 2005
2007 2005
ISSUE TOTAL FULL-TIME
RESIDENTS
PART-TIME
RESIDENTS TOTAL FULL-TIME
RESIDENTS
PART-TIME
RESIDENTS
HOUSING 21% 23% 16% 10% 10% 11%
DEVELOPMENT 18% 17% 19% 7% 5% 11%
PARKING 13% 15% 10% 21% 20% 25%
GROWTH 8% 8% 8% 8% 8% 8%
COMMUNITY 3% 4% 1% -- -- --
ENVIRONMENT 3% 4% 3% -- -- --
I-70 3% 2% 4% 8% 9% 7%
COST OF LIVING 3% 1% 5% 6% 5% 9%
EMPLOYMENT 2% 3% 1% -- -- --
REDEVELOPMENT 2% 2% 2% -- -- --
TOWN COUNCIL 2% 3% 1% -- -- --
RECREATION/PARKS 2% 2% 1% 10% 9% 13%
Other 20% 17% 27% 30% 34% 16%
When open-ended comments are evaluated along with responses on the “biggest issue,” a
more complete picture of opinions emerges. A complete list of comments has been provided
under separate cover.
Issues Prioritized
The survey also included a second set of questions designed to probe the importance of various
issues that had been identified in advance of fielding the survey. These questions, which are
Town of Vail Community Survey 2007
11
summarized in the graph below, show a clear prioritization by community members. When
asked using a “1” to ‘‘5” scale the evaluation resulted in “environmental resources” and “pine
beetles” at the top of the list, followed by “parking” and “facilitating a range of housing for
workforce in Vail.” Measured in this way, it is clear that housing remains an important issue for
a large segment of the community, but it is not nearly as dominant as when the question is
asked in an “open-ended” form. As illustrated below, the responses are generally similar
between year-round and part-time residents, although pine beetles, sustaining year-round
tourism and recreation facilities are of particular importance to part-time residents.
Importance of Issues to the Town of Vail
By Resident Status
80%
74%
69%
64%
61%
63%
54%
48%
47%
46%
82%
79%
67%
66%
70%
64%
46%
52%
50%
44%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
Environmental resources
Pine Beetles
Parking at peak visitor
periods
Workforce housing
Sustaining year-round tourism
Construction/maintenance
Growth and development
Recreation facilities
Fire response
time/capabilities
Modes of transportation
Percent Responding "Extremely Important" (4 or 5)
Full-time resident
Part-time resident
As noted previously, there are differences in opinion that are partially explained by length of
time living or owning in Vail. As summarized below, environmental resources and recreation
facilities are of particular importance to newcomers to Town, while long-time residents are
particularly concerned with parking at peak times. Opinions of all segments are similar with
respect to the importance of workforce housing, growth and development, fire response time
and modes of transportation.
Town of Vail Community Survey 2007
12
Importance of Issues to the Town of Vail
By length of time lived in Vail
100%
64%
33%
58%
67%
67%
50%
67%
45%
42%
88%
80%
61%
72%
77%
63%
54%
53%
54%
45%
82%
82%
67%
67%
64%
65%
55%
52%
50%
45%
79%
73%
73%
63%
63%
62%
49%
48%
46%
47%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Environmental resources
Pine Beetles
Parking at peak visitor periods
Workforce housing
Sustaining year-round tourism
Construction/maintenance
Growth and development
Recreation facilities
Fire response time/capabilities
Modes of transportation
Percent Responding "Extremely Important" (4 or 5)
Less than one year
1 - 5 years
6 - 15 years
More than 15 years
Parking Issues and Ratings
Parking Pass/Value Card. About 27 percent of respondents this year indicated that they own a
Parking Pass or Value Card. The vast majority of these respondents own a Value Card (62
percent). These results are very similar to those received in 2005.
Respondents were asked to rate their level of satisfaction with their Parking Pass or Value Card
on a scale of “1-Not at all Satisfied” to “5-Very Satisfied.” The mean rating this year was 3.3, up
from 3.0 in 2005. However, as in the past, the responses varied significantly by type of pass
owned. Respondents holding a Value Card rated the benefits 2.8 on average, compared to an
average rating of 3.5 by respondents holding other types of parking passes.
Town of Vail Community Survey 2007
13
Parking Ratings. Similar to previous years, ratings for parking vary significantly by issue, from
an average rating of 4.5 for “availability of parking in summer” to a low of 2.4 for the “availability
of parking in winter.” The ratings of parking in winter were slightly changed downward from
2005 and are one of the clear areas of concern as measured through the survey. Parking
fees/pricing structure also were down to 2.8 on average this year from 3.0 in 2005, and were
back to levels similar to the 2.7 rating in 2003. Booth attendant courtesy have also showed
some declines over the past several years.
PLEASE RATE YOUR SATISFACTION WITH PUBLIC PARKING SERVICES IN VAIL
2007 vs. 2005 and 2003
4.5
3.9
3.4
2.8
2.4
4.1
3.6
2.5
4.5
4.2
3.6
2.7
2.5
4.5
3.0
0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0
Summer Parking Availability
Booth Attendant Courtesy
Parking Structure Cleanliness
Parking Fees/ Pricing Structure
Winter Parking Availability
Average Rating
2007
2005
2003
The telephone survey did not provide an opportunity for “open-ended” comments regarding
parking. A sampling of comments from the web/mail survey is provided below.
Do you have any comments or suggestions concerning parking?
Survey
Method
More of it Mail
Town needs to have more outlying parking choices. Mail
Parking on Frontage Rd. is acceptable when structures are full. Mail
Don't close the structure when the majority of the bottom level is available, keep lines painted in order to ticket people
for taking two spots.
Mail
Enforce the 1 car 1 space rule at least sometimes Web
I think residents of Vail should get a break on parking fees. When applying for jobs or shopping in the villages,
$17/day is a ridiculous price to pay. This forces residents to drive to other towns to shop because no one wants to
carry bags of merchandise on the bus. Also, applying for jobs usually takes more than two hours and this should
not be something you have to pay to do and when trying to look nice, taking the bus is not the best option.
Web
If one person starts parking where they should not, others will follow very quickly. Web
Is anything done to enforce parking between the lines in the structure? I always see "tips" in the paper, but never a
response from the TOV.
Web
Town of Vail Community Survey 2007
14
more is needed Web
More parking capacity is needed in town. Web
Need more. Web
One problem I saw and was surprised it was not enforced was cars that took up two or more spots. I think it would be
advantageous to enforce this.
Web
Parking is a mess in Vail. It makes me dislike the resort very much. I don't know any other resort town that has such
parking issues as Vail. Why do we have to pay for parking?
Web
Parking is a very big concern. We DO NOT have enough parking for the guests during peak periods. If you are a front
ranger, why not stop off to ski before you get to Vail where its cheaper & parking is more abundant. Destination
guests are captive as well as locals. Also the locals used to get a much better rate for parking. The difference isn’t
enough for me to bother with going to get a discount parking card. Also it restricts you where you park. Once again,
not enough parking for the Resort and take away from the locals again. We are beginning to wonder why we live
here.
Web
Parking on the street is much cheaper than building a parking structure for those occasions when the structures are
full. As new hotels come on more parking will be necessary.
Web
Raise the dang hour and daily rate in the structure on Friday, Saturday, and the holidays. There are too many locals
who park in the structure because it is affordable for them. Use parking prices to effect parking demand and
availability.
Web
SUVs and trucks that take up more than one spot need to be dealt with Web
The pedestrian experience in the commercial cores is unique and fragile, and I'd like to see it protected. If residential
neighborhoods need more flexibility, I think that would be fine
Web
There's no monitoring of the lot at the East Vail Rec Path trailhead. Also, skiers park at the Racquet Club and in some
of the East Vail condo/townhome lots.
Web
Ticketing people on the Frontage road is bad for business! Figure out a solution - we are sick of hearing about the
problem - get a solution.
Web
Do you own a parking pass or value card this season?
Rating
Survey
Method
Parking
Pass
3 I wish there was more parking where you get value parking, because they get all filled up. the whole
point of buying value parking is to know that you are going to get a place that is convenient.
sometimes it is not there.
Phone Value Card
3 It should be cheaper for residents. Phone Value Card
3 It's difficult to find parking many times. a lot of construction vehicles using the same spaces. Phone Value Card
3 Machines down, need additional machines in middle of parking structure Web Value Card
3 No parking available. Phone Value Card
3 Parking is hard to find. Phone Value Card
3 The price went up, and they restrict the slots you can use. there is not always a place to park. Phone Value Card
3 There are only so many spots for locals. there needs to be more parking for locals. sometimes a
whole parking structure is empty above. they should allow locals to park above. this is in early
season and late season that it is empty.
Phone Value Card
3 Value card should be based on people working in Vail, and green card was oversold, outlying
parking.
Phone Value Card
3 We lost the pass, to replace is too bureaucratic. Phone Value Card
3 When you have to work on Fridays and Saturdays, the pass is no good. Phone Value Card
3 When you try to obey the laws and you make a mistake... I don't want to put anything in there, I
could get into a long dissertation. parking error, forgot to put slip on car. I just made an error.
officer could have handled it better.
Phone Value Card
4 Can get parking place only if go skiing very early due to contractors...I use it for guests' convenience
occasionally.
Web Value Card
Town of Vail Community Survey 2007
15
4 I just feel that they allowed too many large construction vehicles to park for eight hours. they
generally would park for the full day thereby blocking up the people, preventing skiers and people
who might park for a few hours.
Phone Value Card
4 I think it gets a little complicated knowing what the rules are, what levels, and when you can use
them and the machines you have to go through.
Phone Value Card
4 I’m not happy that I have to pay for Friday, Saturday and Sunday, and holidays. Phone Value Card
4 It is a pain to retrieve ticket for windshield. Phone Value Card
4 It would be nice if it was cheaper for semi locals and locals. if we had more parking, it wouldn't be an
issue.
Phone Value Card
5 They leave too many spaces for 3 hours only, which is only for shoppers and not enough for skiers.
allow parking at Donovan park for skiers.
Phone Value Card
The web/mail survey also asked two questions regarding parking enforcement in the Town.
Respondents were asked to indicate what priority they would like to see given to parking
enforcement in Vail’s parking structures and on the streets. Overall, 60 percent of the
respondents indicated a priority rating of “4” or “5 – very high priority” for enforcement in the
parking structures, while 55 percent indicated enforcement on the streets as a high or very high
priority.
Ratings of Satisfaction
Ratings of Environmental Quality. A question was asked about satisfaction with “environmental
quality in the Town of Vail.” Ratings of environmental quality (air, water, etc.) in the Town were
up slightly from 2005 and unchanged from 2003 (at 62 percent, up from 58 percent “very or
somewhat satisfied” in 2005). Given the importance attached to environmental issues, there is
probably an opportunity to try to strengthen these ratings, perhaps through a combination of
actions (concerning a variety of aspects including beetles, air, water, etc.) and publicity on what
the Town is doing. Also, new emphasis on “green building” by the Town and by private builders
is appropriate given the high levels of interest in environmentalism expressed through the
survey and relatively low rating levels of development currently received.
Overall Quality and Design of Development. Another question that was asked in the bank of
questions included under Community Development in the survey concerned “overall quality and
design of development over the past two years” provides insight into current satisfaction levels.
As illustrated below, there were significant declines in the ratings of quality and design, with the
average rating declining from 3.6 to 3.1. In a related finding, about 32 percent called their
satisfaction a “1” or “2” on the five-point scale on the phone survey, and 29 percent on the
web/mail survey, down from 15 percent in 2005. Similarly, the percentage that was
“somewhat/very satisfied” was down from 59 to 41 percent for the phone survey (37 percent this
year on the web/mail survey).
Town of Vail Community Survey 2007
16
SATISFACTION WITH THE QUALITY OF THE NEW DEVELOPMENT AND REDEVELOPMENT OVER
THE PAST THREE YEARS
3.1 3.1
3.6
0%
10%
20%
30%
40%
50%
60%
70%
80%
Phone Web/Mailback Phone
2007 2005
Pe
r
c
e
n
t
a
g
e
o
f
R
e
s
p
o
n
d
e
n
t
s
0
0.5
1
1.5
2
2.5
3
3.5
4
Av
e
r
a
g
e
r
a
t
i
n
g
% Responding '4 or 5 - Very Satisfied'% Responding '1or 2 - Not at all satisfied'Average rating
The Vision for the New Vail. In another question related to satisfaction, respondents were
asked about the “vision for the new Vail.” This is an area where major declines have occurred,
with 23 percent saying they are “not at all excited” compared to 10 percent in 2005. Similarly,
the percentage that are “very excited” declined from 32 percent this year, down from 47 percent
in 2005. It is important to note that the overall attitudes toward development in the Town still
remain positive. With one in three “very excited,” and almost half of all respondents“ (45
percent) “somewhat excited,” there have been downward shifts in opinion but the overall
sentiment remains favorable. The survey data suggest that it is these shifts in opinion about
development, overall quality and design of new development, and growth and development in
general that help to explain some of the declines in ratings that are evident in this year’s
research. Further, as noted in several places in this report, it is long-time residents in Vail that
are particularly likely to harbor these more negative feelings.
Of the respondents who were “very excited” about the vision for the new Vail, many listed the
new development and updates to the Village primarily as reasons for their positive attitude.
Similar to the “sense of community” responses, respondents who have lived in Vail for less time
(five years or less) were more excited about the vision, but were less likely to provide open-
ended comments overall. A sampling of comments (from respondents who indicated they were
“very excited”) is listed below and the entire set can be found in the appendix.
Length of time
lived/owned
property in Vail
1-5 yrs. The new projects I feel are moving the town in the right direction.
1-5 yrs. The remodels are great and will put Vail back on the map.
6-15 yrs. I just think all the investment and all the activity is very positive. It just makes me feel good to be part of the
community.
6-15 yrs. I think that there are so many outdated building that it is going to be wonderful.
6-15 yrs. It will be interesting to see how it all comes out, especially crossroads and Lionshead.
Town of Vail Community Survey 2007
17
6-15 yrs. New projects meet a green building standard
>15 yrs. Excited to keep good face for Vail, but impatient completion dates.
>15 yrs. Excited, but we need to stop now. We've done enough.
>15 yrs. Growth managing is very important.
>15 yrs. I think they are going in a great direction if they don't overbuild, and I like the way they are cleaning up and
renovating to make things look nicer. The parking structure is good, but have neglected the structure in
Lionshead.
>15 yrs. I'm very excited. They do need to improve transportation to and from Denver. Business needs to be
somewhat affordable.
>15 yrs. When everything gets done, it is going to be great.
>15 yrs. Given the insistence on quality and responsibility, the renovation of Vail is critical to our continued success.
Ratings of Town Government and Services. Similar to previous years, respondents were asked
to rate their satisfaction with a variety of aspects of the Town of Vail, including Town boards and
administration, the Community Development Department, the Public Works Department, police
and fire services, bus service, library services, information services, and parking. Recreational
services and amenities were also rated. Ratings occurred on a scale of “1-Not at all Satisfied”
to “5-Very Satisfied.” The following table shows the top-rated categories (average rating of 4.4
or higher) and the bottom-rated categories (average rating of 3.0 or lower) of all ratings
questions. As shown, fire employees (courtesy and helpfulness and response times); bus
dependability, summer parking availability; public works snow removal and frequency of the in-
Town shuttle were in the highest tier of ratings.
On the other end of the scale, adequacy of staffing in community development, the overall
quality of design and development, parking fees/pricing, building permit reviews, parking
pass/Value Card benefits, parking fees/pricing structure, building permit reviews, the Design
Review Board, and winter parking availability were the lowest-rated aspects of the Town. As
noted in the past, the large discrepancy between summer and winter parking availability
emphasizes the difficulty in addressing the peak ski season activity in Town. These ratings are
discussed in more detail below.
RATE YOUR SATISFACTION WITH THE FOLLOWING, 2007
CATEGORY Average Rating (HIGH)
PARKING: Summer parking availability 4.5
FIRE: Courtesy & helpfulness of firefighters 4.4
BUS: Dependability of bus service 4.4
POLICE: Overall feeling of safety and security 4.3
FIRE: Response times to basic medical emergencies and fires 4.3
PUBLIC WORKS: Snow removal on roads 4.3
BUS: Freq. of in-Town shuttle 4.3
CATEGORY Average Rating (LOW)
CMTY DEV: Adequacy of staffing 3.1
CMTY DEV: Overall quality of design/development over past 2 yrs.3.1
PARKING: Parking fees/ pricing structure 2.8
CMTY DEV: Building permit review & inspections 2.8
GOV’T: Current Town Council 2.8
GOV’T: Planning and Environmental Commission (PEC) 2.8
GOV’T: Design Review Board (DRB) 2.7
PARKING: Winter parking availability 2.4
Town of Vail Community Survey 2007
18
Town of Vail Staff, Boards and Elected Officials. Most of the Town functions showed some
declines this year compared to survey results in 2005, 2003 and 2001. As summarized below,
the averages and percentages of respondents rating the Town staff a 4 or 5 on the five point
scale were down slightly.
• Town of Vail staff continued to receive a relatively favorable rating of 3.5 on average; this
was the highest of surveyed Government functions but down from 2005. The percentage of
respondents rating staff a 4 or 5 declined about 10 percentage points this year (to 53
percent) comparable to ratings in 2003 (54 percent).
• Town Council ratings were down this year, averaging 2.8 versus 3.2 in 2005. The
percentage of 4 and 5 ratings also decreased about 10 percentage points. While the
average ratings this year were not at the levels of 2005, the percentage of 4 and 5 ratings
were similar to 2003. In other words, higher ratings of Council in 2005 were further
evidence that 2005 was unusual in terms of the consistently high ratings of many aspects of
Vail community life.
• The Planning and Environmental Commission average rating was at 2.8, down from 3.1 in
the previous two surveys. The 4/5 ratings were down about 10 percent. The PEC remains
a relatively low-rated board, along with the Design Review Board. We believe these ratings
are related in part to the disenchantment by a segment of the community with growth,
development, and the overall ratings of “quality of design and new development,” although
this is not a majority opinion.
• The Design Review Board was again the lowest-rated Town board, averaging 2.7,
comparable to 2.7 in 2005, and 2.8 in 2003. These low ratings are primarily the result of a
relatively large number of “1” and “2” responses on the five-point scale (about 40 percent in
both 2005 and 2007).
SATISFACTION WITH TOWN OF VAIL GOVERNMENT FUNCTIONS
3.5 3.7 3.7 3.7
2.8 3.1 2.8
3.2 3.2
2.7 2.7 2.83.03.1
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2007 2005 2003 2001 2007 2005 2003 2001 2007 2005 2003 2001 2007 2005 2003 2001
Year of Survey
Pe
r
c
e
n
t
a
g
e
o
f
R
e
s
p
o
n
d
e
n
t
s
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
5
Av
e
r
a
g
e
r
a
t
i
n
g
% Responding '4' or '5 - Very Satisfied'% Responding '1 - Not at all satisfied' or 2 Average rating
Town of Vail Staff Planning & Env
Commission (PEC)Town Council Design Review Board
(DRB)
*Responses of “Don’t Know/No Opinion” are not included in total responses when calculating percent
of responses “Very Satisfied” and “Not at all Satisfied.”
Town of Vail Community Survey 2007
19
Community Development. The Community Development Department was used by 26 percent
of respondents, identical to the reported percentage in 2005. As summarized in the graphs
below, the ratings of Community Development have shown some slippage over the past four
years, with particular declines in the area of building permit reviews and inspections. In a new
question this year, the adequacy of staffing was identified as a particular problem with a low 32
percent saying they are “satisfied/very satisfied.” Concerns with staffing levels may help to
explain some of the other ratings. For example, the ratings of the courtesy and attitude of the
Community Development Department and overall service and efficiency showed declines from
2005 and 2003.
Public Works. Ratings for Public Works remained high this year, ranging from 3.7 for “road and
street maintenance” to 4.3 for “overall park maintenance” and “snow removal.” At least 63
percent of respondents rated each Public Works service a “4” or “5 – Very Satisfied.” The
lowest-rated aspects of Public Works included “appearance of Town-owned buildings” and “road
maintenance.” In a new question, the “adequacy of Public Works staffing” was rated
“somewhat/very satisfied” by 68 percent of respondents with an average rating of 3.8.
SATISFACTION WITH TOWN OF VAIL COMMUNITY DEVELOPMENT
AND PUBLIC WORKS FUNCTIONS
62%
55%
42%
41%
32%
28%
88%
86%
84%
80%
68%
66%
65%
63%
58%
63%
59%
46%
31%
85%
90%
84%
81%
73%
73%
69%
62%
63%
47%
40%
91%
88%
80%
80%
62%
73%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Environmental Quality in the T.O.V (Air, Water, Etc.) (3.6)
Courtesy & Attitude (3.5)
Overall Quality & Design of New Development (3.1)
Overall Service & Efficiency (3.2)
Adequancy of Staffing in Community Development (3.1)
Building Permit Review & Inspections (2.8)
Snow Removal On Roads (4.3)
Park Maintenance (4.2)
Cleanliness Of Ped. Villages (4.2)
Friendliness & Courtesy Of Public Works Emps (4.1)
Adequacy of Staffing in Public Works (3.8)
Cleanliness Of Public Restrooms (3.8)
T.O.V. Road/St. Maintenance (3.8)
Appearance & Condition Of Town-Owned Bldgs (3.8)
Percent Responding "4" or "5"
2007
2005
2003
Community Development
Public Works
Town of Vail Community Survey 2007
20
Fire Services. Similar to past years, fire services were rated relatively high compared to most
other departments and services. In general, there were slight declines from the high ratings of
fire services received in 2005, but the overall ratings remained very positive with 80 percent or
higher in satisfaction in most categories. The most negative aspect of fire services, and one
that deserves particular attention given the importance of the issue, is “addressing the threat of
wildfire from beetle-killed trees.” The overall satisfaction in this category was 46 percent. About
22 percent of respondents indicated that they had used fire services within the past 12 months,
up from 18 percent in 2005. This indicates that the visibility and contact with the Fire
Department is increasing over time.
Police Services. Police services were one area where ratings were mostly up from 2005. While
the gains in average ratings were modest, the direction is favorable. Ratings were similar to or
slightly below 2003. In the important categories of “feeling of safety and security” (with 84
percent “very/somewhat satisfied”) and quality of service (75 percent), the strong majority of Vail
residents are satisfied with the police services they are receiving. Open-ended comments,
which are listed in full in the Appendix, provide some additional insight into the police ratings.
A set of questions regarding I-70 speed enforcement were also asked again this year. Based
on these questions, 77 percent of respondents were aware of the Town of Vail’s efforts to
enforce the speed limit on I-70, unchanged from 2005. About 48 percent indicated that the
enforcement program has affected the way they drive through Vail on I-70, up from 44 percent,
suggesting that the enforcement efforts have succeeded in increasing visibility.
SATISFACTION WITH TOWN OF VAIL FIRE AND POLICE SERVICES
88%
85%
84%
71%
64%
46%
84%
75%
72%
66%
93%
90%
85%
68%
66%
80%
73%
74%
62%
88%
89%
87%
62%
89%
79%
81%
67%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Courtesy & Helpfulness Of Firefighters (4.4)
Response Time to Basic Medical Emergencies & Fires (4.3)
T.O.V. Fire Dept Services (4.2)
Timely Plan-Check & Fire Inspection Systems (3.9)
Fire Safety, Awareness & Eduction Programs (3.9)
Addressing the Threat of Wildfire from Beetle-Killed Trees (3.2)
Feeling Of Safety & Security (4.3)
Quality Of Service (4.0)
Friendliness & Approachability Of Vail Police Dept Emps (3.9)
Visibility Of Police Patrol (3.9)
Percent Responding "4" or "5"
2007
2005
2003
Fire
Police
Town of Vail Community Survey 2007
21
Bus Service. Respondents are largely satisfied with Town of Vail bus service, with over 80
percent of respondents rating dependability of bus service, frequency of in-Town shuttle, driver
courtesy and cleanliness of buses a “4” or “5 – Very Satisfied.” The frequency of outlying
service received an average rating of 3.8 this year (3.9 in 2005), up from 3.7 in 2003. Finally, in
a new question, respondents were largely satisfied with “late night bus service” (73 percent
satisfied, with an average of 4.0). Crowding on buses is a relative area of weakness with 50
percent saying they are “very/somewhat satisfied,” down from 59 percent in 2005.
Library. Library ratings were generally positive and comparable to past years. The collection
and the friendliness of staff were rated 82 percent and 78 percent respectively, about the same
as in 2005. There were some specific comments regarding library services obtained through
the mail/Internet survey that concern various rules and policies that deserve some attention.
SATISFACTION WITH TOWN OF VAIL BUS AND LIBRARY SERVICES
89%
86%
83%
80%
73%
65%
50%
82%
78%
77%
64%
61%
91%
87%
86%
83%
68%
59%
84%
76%
81%
85%
77%
89%
84%
85%
82%
61%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Dependability Of Bus Service (4.4)
Freq. Of In-Town Shuttle (4.3)
Bus Driver Courtesy (4.2)
Cleanliness Of Buses (4.1)
Late Night Bus Service (4.0)
Freq. Of Outlying Service (3.8)
Crowding On Buses (3.5)
Library Collection (Mags, Books, Audio & Visual Media) (4.2)
Friendliness/ Courtesy Of Library Staff (4.1)
Unlimited Adventure Speaker Series (4.1)
Library Story Hour (3.9)
Summer Youth Festival (3.7)
Percent Responding "4" or "5"
2007
2005
2003
Bus Service
Library
Recreational Programming and Facilities. Ratings this year were similar to 2005 but with slight
improvement in results on two questions concerning Vail Recreation District programming and
facilities. Average satisfaction ratings were 4.0 for programming (75 percent rating it as “4” or “5
– very satisfied,” up from 70 percent in 2005) and 3.9 for facilities (74 percent rating it as “4” or
Town of Vail Community Survey 2007
22
“5 – very satisfied,” up from 72 percent in 2005). Respondents to the web/mail survey were
given the opportunity to rate their satisfaction of additional programs and facilities in Vail.
Though based on a much smaller sample size (about 50 respondents), facilities and programs
that ranked the highest included the Vail Nature Center (76 percent), recreational leagues and
teams (73 percent), youth programs and activities (70 percent), and adult programs and
activities (70 percent). Rated the lowest was “recreational facilities including fields, tennis
courts, Dobson Arena, etc.” (51 percent rating it as “4” or “5 – very satisfied”).
In a new question that followed up on improvements desired, asking what priority should be
placed on potential Vail Recreation District improvements, the results provide some clear
priorities. In rank order, the preferences included: Recreation center/gymnasium/aquatics
facility (3.4 average on a “1” to “5” scale with 52 percent rating it as “4” or “5 – very important”),
followed by Ford Park reconfiguration and renovation (3.1), Dobson Ice Arena (3.0), Vail Golf
Club remodel (2.8), and permanent skateboard park (2.5). These ratings should be viewed with
some caution because the ratings vary by respondent segments, with particular facilities having
appeal to some subgroups within the Town (golfers favor the Golf Club remodel, households
with teens favor the skatepark).
Website and Internet Connectivity. Respondents were asked to rate their level of satisfaction
with the Town of Vail website as a timely and convenient resource for government information.
About 66 percent of respondents rated their satisfaction a “4” or “5- Very Satisfied,” resulting in
an average rating of 3.8 – statistically unchanged since 2003. In addition, web/mail survey
respondents were asked about their experience using the free wireless network provided in Vail
by Centurytel. Overall, 30 percent of respondents had used the wireless network, and of these
respondents, 40 percent had rated it “4” or “5 – very satisfied” (average rating of 3.3).
Construction Activities. Respondents were asked how satisfied they are with recent
construction and redevelopment activities in the Town of Vail. Specifically, about 50 percent of
respondents were “Very Satisfied” (rated 4 or 5) with the Town of Vail’s management and
communications concerning construction going on in Town (rated 3.5 on average). About 15
percent were dissatisfied, also unchanged from 2005.
These results are interesting in that they show clearly that the management of new construction
is viewed quite favorably, yet the quality and design of the new construction are viewed less
favorably than in the past. Based on the survey results, and on some of the open-ended
comments, it appears that changing sentiment in the Town is the result of the actual physical
development that has occurred and not the inconvenience and management of the construction.
Town of Vail Community Survey 2007
23
SATISFACTION WITH TOWN OF VAIL RECREATION, WEB, AND CONSTRUCTION FUNCTIONS
75%
74%
66%
53%
70%
72%
67%
51%
0% 10% 20% 30% 40% 50% 60% 70% 80%
Recreation Programming (4.0)
Recreational Facilities (3.9)
T.O.V.'s Website as a Govt. Info. Resource (3.8)
T.O.V.'s Mgt. & Communication Of In-Town Construction (3.5)
Percent Responding "4" or "5"
2007
2005
2003
Recreational Programming and Facilities
Website and Connectivity
Construction Activities
Future Direction
A few questions with specific regard to Vail’s future were asked. The first asked respondents
“What doesn’t Vail have that you would like to see provided?” Of the open-ended comments
provided, adding facilities such as a community center, recreation center, aquatic facility, or pool
were mentioned the most. Increased and improved parking, affordable housing, and
transportation options were also named, along with a few environmental suggestions such as
improvements and expansion of the recycling system. A sampling of comments follows, along
with a complete list of responses located in the Appendix to this report.
Survey
Method
Better parking Mail
Aquatic Center, quality building for recreation and nature activities Mail
A better recycling system and program for residents and businesses Web
I think a public activities center/gym would be nice for residents. Web
More affordable and quieter housing, additional and affordable transportation options Web
More affordable housing opportunities, a community center Web
More focus on recycling - have recycling containers in Village and at West Vail Strip mall Web
More peak time parking. Get 'em off the frontage road. It's dangerous. Web
The second question asked respondents what they feel are the “two or three biggest
challenges” facing the Town in the next three years. Similar to responses of the “two biggest
issues facing the Town” asked earlier in the survey, workforce housing, parking, the pine beetle
infestation, protecting environmental resources, and development were frequently mentioned. A
Town of Vail Community Survey 2007
24
few comments addressed the potential challenge of finding enough qualified employees to fill
positions once the new development is complete. Also of concern to respondents was keeping
locals in Vail, decreasing the shift down valley, and making it feasible for long-time residents to
continue to live in Vail. A sampling of comments is listed below, and the entire list can be found
in the Appendix.
Survey
Method
Parking, housing, managing growth/needs to slow down Mail
Guiding the growth of high-end development and redevelopment; continuing to appeal to the resort market
that uses I-70 at access Vail
Mail
1. Threat of forest fire. 2. What will be the domino effects of the new high density development. 3. Access
to quality employees not seasonal employees that don't care.
Web
Keeping a remnant of locals here while not looking like a wealthier Sun City. Managing highway impacts on
environment and people. Beetle kill threats to town & environment.
Web
Keeping adequate employees and service staff living in the town. Providing affordable housing for
residents and stop the loss to down valley communities
Web
Parking; beetle kill; affordable housing Web
Preservation of the natural environment; Wildfire mitigation; Building of ever larger buildings Web
Employee housing, finding employees Mail
Staffing all of the development coming on line Mail