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HomeMy WebLinkAbout2024-02-27 Agenda and Supporting Documentation Town Council Special Meeting1.Call to Order 2.Council Retreat 2.1 Strategic Planning Session 8 hours Listen to presentation and provide feedback. Presenter(s): Marv Weidner, CEO of Managing Results and Darcie Perkins, Senior Consultant at Managing Results Background: The purpose of a strategic plan is to identify issues that are most important to Vail's residents and guests. Based on the Council's articulation of those critical issues, the Town can then focus time and resources to addressing these issues in the next 1-5 years. 3.Recess 5:30pm (estimate) VAIL TOWN COUNCIL MEETING Afternoon Session Agenda Grandview at Lionshead Parking Structure: 395 S Frontage Rd W, Vail, CO 81657 and virtually via Zoom. Zoom Meeting Link: https://vail.zoom.us/webinar/register/WN_9gpiUAAFSkav3MuNyOCXKA 8:30 AM, February 27, 2024 Notes: Times of items are approximate, subject to change, and cannot be relied upon to determine what time Council will consider an item. Council worksession strategic issues 022624 final draft.docx Vail Strategic Planning PPT - MR Slides.pptx council strategic retreat background slides.pptx Meeting agendas and materials can be accessed prior to meeting day on the Town of Vail website www.vailgov.com. All town council meetings will be streamed live by High Five Access Media and available for public viewing as the meeting is happening. The meeting videos are also posted to High Five Access Media website the week following meeting day, www.highfivemedia.org. Please call 970-479-2136 for additional information. Sign language interpretation is available upon request with 48 hour notification dial 711. 1 AGENDA ITEM NO. 2.1 Item Cover Page DATE:February 27, 2024 TIME:8 hours SUBMITTED BY:Steph Johnson, Town Manager ITEM TYPE:Presentation/Discussion AGENDA SECTION:Council Retreat SUBJECT:Strategic Planning Session SUGGESTED ACTION:Listen to presentation and provide feedback. PRESENTER(S):Marv Weidner, CEO of Managing Results and Darcie Perkins, Senior Consultant at Managing Results VAIL TOWN COUNCIL AGENDA ITEM REPORT ATTACHMENTS: Council worksession strategic issues 022624 final draft.docx Vail Strategic Planning PPT - MR Slides.pptx council strategic retreat background slides.pptx 2 To:Vail Town Council From:Russell Forrest, Town Manager Date:February 26, 2024 Subject:Strategic Planning Session 1.PURPOSE AND INTRODUCTION On Monday, February 26 and Tuesday, February 27th, the Town Council will be working with a facilitator, Marv Weidner & Darcie Perkins of Managing Results, to 1) identify priority issues that the Town of Vail must be address in the next 2-5 years; 2) develop specific measurable results that will be achieved to address critical issues; and discuss/develop a mission statement. The next step after this planning retreat would be for staff to create strategies/actions to achieve the Town Council’s goals/results. 2.SCHEDULE AND EXPECTATIONS We will start at 8:30 a.m. and go to approximately 5:00 p.m. on both the 26 th and 27th. This meeting will be held in the Grandview Room in Lionshead. The general order of the day will include: A. What did we hear from the community and council members regarding strategic issues. This will include: a. Feedback from council interviews b. Input from four focus groups (Residents, Business leaders, Emerging business leaders, Town Directors, and Town employees c. Summary of feedback from community surveys, guest surveys, Vail Stewardship Plan, B. Council will identify 3-5 priority issues. C. Council will then identify specific results/goals to address each priority issue. 3.WHY DO A STRATEGIC PLAN? The purpose of a strategic plan is to identify the issues that are most important to Vail’s residents and guest. Based the Council’s articulation of those critical issues, the Town can then focus time and resources to addressing those issues in the next 1-5 years. A strategic plan will be used to develop future budgets (including the 2025 budget), create departmental business plans, define goals for Town personnel, and provide a framework for accountability for the organization. Both dollars and human resources will be aligned and targeted towards achieving the strategic results in this plan. 3 Town of Vail Page 2 Also with a strategic plan, a metric (a means of showing progress on goals/results) can be developed and communicated to the community and be used to ensure accountability for the organization, departments, and individual employees. By creating a focus on addressing the most important issues over a 1 to 5-year time frame, significant strategies can occur that have measurable benefits for the community. While a strategic plan provides a level of discipline for budgeting and management, short- term actions that support strategic initiatives can still occur allowing the Town to be opportunistic even if a strategy is not specifically in this plan. In addition, staff may propose different and/or amended strategies to achieve Council results as implementation of this overall plan occurs. This Strategic Plan is intended to be a dynamic plan that is reviewed and updated at least every two years or more frequently if the need arises. 4.SUMMARY OF COMMUNITY AND GUEST FEEDBACK Staff has compiled themes from the town’s most recent surveys, including the biennial Vail Community Survey last fielded in the spring of 2022; the Steward Vail surveys conducted in the summer of 2022 to help shape Vail’s Stewardship Roadmap;and post-visit guest surveys from winter 2022/2023 and summer 2023. “Housing” ranks as the topic of highest concern in all resident surveys, with overall “Affordability” ranking highest with guests. “Parking” is the most frequent theme that crosses both resident and guest surveys. A review of open-ended comments from the Vail Community Survey indicated housing, parking, and Vail Resorts as the top sources of problems and concern. Together these three categories were relatively frequently noted in the 1,096 comments: Housing - 376 comments (34%), Parking – 203 (19%), and Vail Resorts – 120 comments (11%), and they were especially likely to be mentioned by those saying the town is headed in the “wrong direction.” Surveys fielded to both Vail residents and down valley residents as part of Vail’s Stewardship Roadmap process indicated “Housing” was by far the top concern for both groups, though the down valley response was even more intense (9.42/10.0) than Vail residents' (8.60/10.0). Both identified “Parking Pressures” as their second-most concerning issue, followed by “Crowding and Damage to Trails.” Vail residents felt more strongly about Crowding and Damage to Trails, while Parking Pressures were more concerning for down valley residents. Both rated their fifth- ranked concern --"Loss of a Sense of Community" -- at nearly the identical level of intensity. While overall affordability was of greatest concern, guest surveys indicate parking is a factor affecting their likelihood to return to Vail and to recommend Vail to others. Guests cite both cost and availability as concerns; however, parking still received a net positive score in both summer and winter surveys. It should be noted that as part of the Vail Community Survey, the previous Town Council requested input on a series of potential priorities they identified for evaluation. As in 2020, the single highest rated priority in terms of average score was given to “Actions to protect and enhance Gore Creek,” followed by “Actions to protect wildlife habitat.” 4 Town of Vail Page 3 However, a follow-up question asked, “Which two actions from the previous question are most important to you?” Respondents chose their top two priorities from the overall list. When asked in this way, “Housing for resident occupied households” was at the top of the list, followed by “Actions to protect wildlife habitat” and “Actions to protect and enhance Gore Creek.” 5 Town of Vail Page 4 5.SUMMARY OF THEMES Council began a discussion on strategic issues on December 12 th and the notes from that meeting are in attachment B. The facilitator and staff will review themes from interviews, focus groups, and other community feedback on February 26 th. One particularly high-level theme that came across in all the focus groups includes: Creating a strong community creates a strong resort: There is an overwhelming message that we must have a strong community so that we continue to have outstanding customer service and support our resort economy. Creating a strong community includes: Create a continuum (rental to for sale) of new community housing opportunities, Preventing the loss of full time local occupied housing, Accessibility of transit and parking is critical to our employees and whether they are welcomed in Vail, Create a fun environment for younger and older generations, Create places for the community to connect (recreation center, Dobson/more Yeti, library, fun community events and entertainment, Supporting and creating new childcare, Support younger entrepreneurs in creating new businesses in Vail (West Vail could be an opportunity for this), This strategic plan is focused on the next 2-5 years. However, it should also be noted that the action plan from 2023 is actively being implemented (See Attachment A). This action plan was created to provide direction until the new Council was seated. The goal of 1000 new housing units by 2027 may still be an applicable goal to drive significant progress on creating new housing. The Civic Hub and particularly decisions on Dobson Ice Rink are significant projects that will have an impact on capacity and available resources assuming Council wants to continue implementation. Again, the Town has until 2030 to expend $50+ million in Tax Increment Funds. The 2023 strategic goals in attachment A are provided for your reference and again were only intended to provide strategic direction for one year or until the new council was seated. 6.ACTION REQUESTED Council is requested to actively engage in this strategic planning process and identify priority issues that need to be addressed in the next 2-5 years and corresponding results/goals for each issue. Attachment A: 2023 High Priority Goals and 2022 Priority Actions Attachment B: Notes from December 12th Meeting 6 Town of Vail Page 5 GOALS FOR 2023 CATEGORY GOALS NEXT STEPS WHO Housing The Town of Vail will acquire 1,000 additional resident housing deed restrictions by the year 2027 as compared to 2017. By October 1, 2023: 1.Complete the Residences at Main Vail. 2.Initiate the entitlement process for the Timber Ridge and West Middle Creek housing developments. 3.Acquire the East Vail CDOT parcel and initiate the design process. 4.Initiate the acquisition process for one additional parcel of land to create a significant regional housing development. 5.Amend the commercial linkage requirements and adopt residential linkage 1. Residents moved into RMV on September 1st, 20223. 2. A development agreement has been executed with Triumph development for 290+ units at Timber Ridge and final approvals have been received. Construction anticipated to start in May 2024. 3. The Town is working with Corum to develop West Middle Creek. This project is currently in the DRB process. 4. The Town is under contract to purchase 3 CDOT parcels including the east Vail parcel, land adjacent to West Middle Creek housing site, and the Timber Ridge housing project. We anticipate closing on the Timber Ridge and West Middle Creek CDOT parcels in the next four weeks. 5. TOV and other stakeholders have begun working with the State Land Board on the Dowd Junction property. We are on track to exceeding this goal. Housing Director lead, supported by Town Manager & Deputy Manager, Finance Dept, Public Works, Com Dev, Econ Dev Civic Hub and Town Hall By November 1, 2023: Determine a program, budget, and critical path to renovate Dobson Ice Arena so that it will continue to serve Vail for another 40 to 50 years. By no later than September 1 of 2024, (Modified by council on July 18, 2003) the town will Determine whether to renovate or relocate Town of Vail offices and if relocated determine best location(s), a budget, and a timeline for relocation or renovation and determine the preferred community uses to be developed at the Civic Hub. “ Dobson: Staff has received cost proposals from three general contractors for Dobson. These costs exceed the $55 million budget, and the contractors are providing ideas on how to bring the project back to budget. Town Hall/Civic Center: Contract awarded to 4240/Design Workshop/EPS to conduct spatial, floor planning, and economic analysis on Civic Hub site, Municipal Complex, and Public Works Site Public Works Director - Dobson/ Town Manager & Com Dev Director, Econ Dev Excellent Customer Service By November 1, 2023: Create a clear definition for providing excellent customer service to our residents and guests for town services and a means of measuring to what degree we are providing excellent customer service. The goal is to create clear standards for customer service related to our residents, guests, and internal customer service. On November 7th, staff provided a framework for achieving this goal. Full implementation of this goal will occur in 2024. On November 7th Council reviewed high level goals for this project and a framework for measuring those goals. There was general acceptance of the proposed next steps. Town Manager and Leadership Team 7 Town of Vail Page 6 Identify and implement metrics for objectively measuring organizational effectiveness and health so that a baseline is developed which can be improved on in future years. Land Use Regulations Support Town Goals By November 1, 2023: Review and analyze Title 12 Zoning, the Official Zoning Map, Title 14 Development Standards, and other pertinent land use policy language including the Town of Vail Comprehensive Plan. Bring forward recommendations for amendments to help foster the creation of affordable housing and improved efficiency of the development review process. Staff has completed an extensive set of recommendations to align the zoning code and administrative policy with the goal of creating affordable housing and these recommendations have been implemented or adopted by the Town Council. Examples of implementation include creating two affordable housing zone districts that provide flexibility for future housing project sand greater predictability by being more prescriptive with standards (versus a negotiation). Ordinances implementing these recommendations have been approved by the Town Council. Community Development Director, Public Works Director, Fire Chief The following is an update on the 26 Council priority actions identified in 2022: Vail Town Council Action Plan PROJECT MILESTONE UPDATES POINT of CONTACT COMMUNITY West Vail Master Plan Implementation Phase 1, Housing: Implementation of recommendations in Chapter 3, WVMP.Ordinance No. 19 adopted 10/07/23 May 2022 – October 2023. Phase 2, Commercial (West Vail Center): Implementation of recommendations in Chapter 2, WVMP. Overview and proposed next steps, December 2023. Phase 3, Transportation & Mobility: Implement recommendations in Chapter 4, WVMP. Coordinate implementation timeline in context of town-wide Transportation Master Plan. Matt Gennett, Community Development Director Timber Ridge Apartments Redevelopment Contract executed with Triumph Development to build Timber Ridge II. Aug. 1, 2023: Updated market study, design development, and entitlement approval process to redevelop Timber Ridge Village Apartments. Final approvals are being obtained from the PEC and DRB. Spring 2024 Construction begins. Feb. 1 – Apr. 1, 2025 New units expected to be completed and available for phased occupancy. George Ruther, Director of Housing Ford Park Master Plan Amendments Ford Park Master Plan Amendments. An update was provided to Town Council on July 18 and the plan was approved by Council on Nov.7th. The plan has many elements with potential for implementation over several years, dependent upon funding and prioritization. The Ford Park Operating Committee will be formed and begin meeting in early 2024 with the purpose of recommending items for implementation to Town Council. Todd Oppenheimer, Capital Projects Manager 8 Town of Vail Page 7 Short Term Rental Policy Amendments Jan. 1, 2023 Effective implementation date of Ordinance No. 11, Series of 2022. Feb. 28, 2023 STR license renewal deadline. Carlie Smith, Finance Director Early Childhood Initiatives Funding in 2023 ($250,000) for Council supported areas including: Community Tuition Assistance - ongoing grants for incomes below 450% of federal poverty Workforce Retention – grants to 2 programs for 2023 Expansion and Sustainability of ECE programs – infant subsidy and facility/lease support – pursuing expansion opportunities via in-home and/or new spaces Capital support – facility maintenance support ongoing & future capital support TBD Krista Miller, Human Resources Director Permanent Location for Children’s Garden of Learning Lease at temporary location expires 2026 or earlier pending 180 days’ notice. Staff are working to identify potential sites. Matt Gennett, Community Development Director Kathleen Halloran, Deputy Town Manager Wildland Urban Interface Code Amendments May 2023 Town Council update on 2022 Fire Free Five grant program. May-October 2023 Implement 2023 Fire Free Five grant program. Spring 2024 Fire Free Five code adoption consideration. Mark Novak, Fire Chief ENVIRONMENT USFS Booth Creek Fuels Reduction Project July 2023 USFS Record of Decision issued. Winter 2023/2024 Identify costs and funding sources.Cultural clearance. 2024-2030 Implementation - timeline is variable due to external factors. Mark Novak, Fire Chief Identify Alternative Fuel Solutions 2022 - First boiler replacement operational. Collecting data on usage. Town is under contract with the Grey Edge Group, to study feasibility of a networked geothermal system for decarbonizing the snowmelt system. Experts toured Vail infrastructure on May 8th. Kristen Bertuglia, Enviro mental Sustainability Director Sustainable Strategic Plan Jan. – Dec. 2023 Kristen Bertuglia, Environmental Sustainabilty Director Wildlife Crossing at Dowd Junction Feasibility and design RFP in 2023 to identify additional crossing opportunities in addition to Dowd. Kristen Bertuglia, Environmental Sustainability Director Global Friendship | Peer Resort Exchange Programming Staff to present a Global Friendship and Peer Resort proposed plan to town council in Q1, including existing relationships and exploring future visits to share best practices and learn from leading destinations. 2024 Mia Vlaar, Economic Development Director. Kristen Bertuglia, Environmental Sustainability Director Cultural Heritage Preservation & Programs 2023 Budget is $25,000. March 21, 2023 – Resolution No 4 passed for the Naming or Commemoration of town-owned properties. Town’s website has been updated to include an online application. Lori A. Barnes, Director of Library Services 9 Town of Vail Page 8 Partner on Trailblazer Award process. Continued work in 2023 - Summervail Archives (on hold for now, need to reconnect with their team) ; Vail Valley Voices (ongoing project with many more oral histories still to be captured) ; Library’s 40th Anniversary (celebration was first announced in March ; historic display on Hauserman table through the summer, Galleria display exhibit opened in August; July 4th Book ‘n Bake Sales (Theme is “This Library is Your Library – 40 Years Strong”) ; Eagle County celebrates 140 years (Library hosted the traveling photography exhibit in April) ; CHC website has been further updated to include cultural initiatives from other departments ; CHC committee meets bimonthly. Open Lands Plan 2022-2028 - Biodiversity study to kick off in late summer 2022. Field work began June 15 Kristen Bertuglia, Environmental Sustainability Director Building Code Regs & Climate Action Plan Implementation May 2022 Phase 1 complete – Adoption of 2021 ICC Codes with additions for solar and EV readiness 2023. Phase 2 – Roadmap to Zero, incentives to include outdoor energy uses/snowmelt offset program. Solar RFP responses received, contract to be completed June 20. Matt Gennett, Community Development Director ECONOMY 2. Dobson and Civic Area Plan Implementation Dobson Ice Arena – By November 1st, 2023, determine cost for Dobson; by November 2024 determine location for Town Hall services.Dobson:Architect/design firm and owner’s rep presented conceptual designs for Dobson Ice Arena renovations during a Joint meeting with VRD and Town Council on July 18. Conceptual designs were adjusted based on feedback. Town Council presentation on August 1st responding to seating capacity questions and asking to continue moving forward with the recommended design and funding plan. August 15th contract for schematic design awarded to Populous team and moving forward with the $55M option. Schematic design was presented to Town Council on Dec 5. Civic Area – Contract awarded to 4240/Design Workshop/EPS to conduct spatial, floor planning, and economic analysis on Civic Hub site, Municipal Complex, and Public Works Site. Matt Gennett, Community Development Director Greg Hall, Public Works Director 4. Zoning Review Propose changes to zoning regulations to enhance or encourage workforce housing: Ordinance No. 17 approved on 09/19/23 which allows development on steep slopes in H district. First reading of Ordinance Nos. 24 & 25 on 11/07/23 to make certain strategic amendments to the H district and allow higher retaining wall heights for housing development in the proposed H and H2 zone districts. Matt Gennett, Community Development Director Special Events Funding Model Alternatives Initiative As part of the reimagining and restructure of the economic development department as a destination marketing organization (DMO), special events strategy and funding will be explored in Q2. Carl Ribaudo is providing consulting services to address the town’s reorganization into a Destination Marketing Organization including marketing, special events, welcome centers, and business development. Mia Vlaar, Economic Development Director Vail’s Stewardship Roadmap Adoption of plan by resolution by Vail Town Council occurred in August 2023 and initial implementation was built into department budgets. An RFP has been published to engage a destination stewardship consultant to support the implementation of the plan and community adoption in 2024.i Mia Vlaar, Economic Development Director Next Steps for TIF Funding Estimated funds available between 2022 and 2030 total approximately $45 million. Timeline: 3 - 5 years Kathleen Halloran, Deputy Town Manager 10 Town of Vail Page 9 Current plan is to use remaining $45M toward the $55M Dobson Ice Arena renovations. Economic Development Strategic Plan Update Following the reimagining and restructuring of the department as a destination marketing organization (DMO), the economic development strategic plan will be wrapped into the overall new TOV Strategic Plan set for development in 2024. Mia Vlaar, Economic Development Director EXPERIENCE 3. Excellent Customer Service By November 1, 2023, achieve the following: Create a clear definitions of excellent customer service to our residents and guests and a means of measuring to what degree we are providing excellent customer service. Identify and implement a metric for objectively measuring organizational effectiveness and health so that a baseline is developed which can be improved on in future years. Presentation to Town Council November 7 of a high-level summary for implementation of Excellent Customer Service Plan. November 7 also includes a presentation by RRC & Associates with the summary results of post-visit guest surveys from Winter ‘22/’23 and Summer ‘23. Kathleen Halloran, Deputy Town Manager Go Vail 2045 – Vail Mobility & Transportation Master Plan July 2022 – May 2024. Completed existing conditions public outreach/analysis and Noise Study update. Team is in the process of drafting initial recommendations which will be presented to the public and Council this summer for initial comment and feedback. Presentations made to Town Council August 1, August 15; Oct 17, and Dec 19. An overview summary of these presentations will be coming in early 2024. Tom Kassmel, Town Engineer Public Works Shops Expansion and Access Improvements March 2021 – June 2022. - Access Improvements: Engaged design team to provide a scope to provide additional steps to provide access to the upper level of the public works shop building. Greg Hall, Public Works Director E-Vail Courier Implementation Oct. 1, 2022 - Full implementation began. Council was updated on May 16th on the success of the program and lessons learned. Town Council passed an ordinance in October for an expansion of the program to include large couriers such as FedEx/UPS. The town is currently fighting a request for a Temporary Restraining Order by these two carriers. Ryan Kenney, Police Commander Regional Transportation Ballot measure passed in Nov. 2022. Town Council member Barry Davis is serving as the town’s representative on the RTA board. This first year will be spent establishing the new RTA.The RTA provided an update to Town Council on August 1 st Public Parking Initiatives New parking rates and passes were implemented at the start of the 2022/23 winter season. On April 18, Town Council approved recommendations by the Parking Task Force to implement changes to summer parking overnight rates and event parking rates at Ford Park. Parking Task force met July 21 to continue discussions for the upcoming winter parking program. Town Council approved the winter parking plan on August 15th. Parking Task Force set to meet in the coming month to recap the summer parking program and learnings from new initiatives (carpool, etc.) Greg Hall, Public Works Director Guest Experience Initiatives PrimaVail and PrimaService programming will continue through winter season Mia Vlaar, Economic Development Director 11 Town of Vail Page 10 December 12, 2023 Pre-Strategic Planning Session Notes Trends/Issues: West Vail next steps o Housing o Transportation o Sales Tax o West Vail Mall EverVail o Opportunity to work with Vail Resorts on housing. o VR will need employee housing next season with demolition of Timber Ridge: can we come up with a temporary housing idea (i.e., Cascade or Vail Prof. Bldg.)? Capacity o Interested in learning more about passholder visits. o Sales Tax vs. Pass Sales o Lift Tax / impact fee? Town Staff o Fewer goals: what can we reasonably accomplish within timeframe? o Succession planning o Turnover vs. Retirement o Taking care of existing staff – pay competitively (need sustainability of staff; make sure they can thrive, not just survive) Upgrades to Town Buildings o Using Public Works buildings as a model and a potential site for other offices (Council would like a tour of PW at future meeting) Guest Experience o Town Vibrancy is crucial. o Is the Town Fun? (For locals, too) o Community first, supporting guests – has there been too much focus on the out- of-town guest experience? o Identify guest/customer. o Get residents to want to come to Vail again, “re-engage.” Give residents a reason to stay in town – make it easier for residents to stay (live) in Vail and remain in Vail as move through life. New 800-1,000 residents, younger demographic coming in the next 3-5 years. Be authentic to what we are…. A “Ski Town” What is a “Resort Ski Town” o How do you define this? o How do we make a “ski town” a livable place? o We have two very different worlds of people that we must make happy: and there’s room for both. 12 Town of Vail Page 11 What is the Town of Vail’s Bandwidth o Focus on West Vail before Civic Area because need workforce to be available for that. o Focus on Community Amenities Housing Progression o Bring back Triplexes/bigger houses “Party House” atmosphere for that demographic. o How can a resident then take the next step in housing, etc. and stay in Vail? o How do we attract and keep the next generation? o Update Housing Plan / re-evaluate the 1,000 units goal (i.e., to a percentage and set a new 10-year goal) Encourage Entrepreneurship o Need to energize entrepreneurship. o New community and business ideas o Re-examine process an entrepreneur goes through (i.e., open a bar, get a liquor license, etc.) Childcare Improvements o Staffing: need staff and housing, not bigger facilities o Give priority to childcare providers for housing opportunities? Examples: Pitkin County (great model) o more amenities like rec centers Town Recruiting for employment not just guests Environmental Continuity o Need to improve on our leadership: “Walk the Walk.” o Snowmelt alternatives o Perennial flowers instead of annual flowers in roundabouts o No plastic water bottles given away at lodges (check in) o Tax on snowmelt / impact fee CSE, VLMDAC, PRIMAVAIL etc. collaborating. Define our relationships with the various governmental agencies/Vail Resorts o Defining our strategic goals and partnerships o What does a healthy relationship look like? o Sister City relationships: how do we partner? i.e., festivals, etc.? Three major themes rise to the top from the above discussion / notes: 1- Community (Housing, Childcare, Entrepreneurs, “fun”, amenities) 2- Sustainability 3- Guest Experience 13 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Town of Vail Strategic Planning Retreat 2024-2029 February 26-27, 2024 Facilitated by Managing Results, LLC Marv Weidner Darcie Perkins 14 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Council Retreat Agenda 1. Welcome and Agenda Review 2. Goals and Guidance for the Retreat 3. Overview of Managing for Results 4. Decision Making Protocols 5. Review input gathered from the Council, Staff, and the Public 6. Review information from other sources - Russ 7. Strategic Priorities 8. Strategic Results for each Priority 9. Mission Statement 10. Next Steps for Implementation 15 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC 1. Decide on the Strategic Priorities for the Town of Vail for the next 2-5 years. 2. Determine Measurable Strategic Results for each Priority (how will you know that you’ve achieved the Priority) 3. Town Mission Statement 4. Discuss Next Steps Goals for the 2-day Retreat 3 16 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC •Determine the direction the Town should be taking over the next 2-5 years •Agree on a List of Priorities—the “Chapter Headings” •A few (3-5) top priorities/ a few good measureable strategic goals/results •These are not budget sessions but will guide future budget decisions Expectations for Strategic Priority Sessions 4 17 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Who We Are: Managing Results, LLC •Our customer’s success is our only success •100+ customers, 35 jurisdiction Strategic Plans, over 1,800 department and agency Strategic Business Plans and over 25,000 programs all linked to a performance-based budget •$37+ billion annually budgeted and connected to results by MR customers •Replicable, Scalable, Sustainable approaches to meet customer needs •Customers Achieve Best Practices •MR Methods and tools have enabled governments to invest in and achieve remarkable results and, when needed, reduce budgets in smart, customer-focused ways 5 18 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC © 1998-2024 Managing Results, LLC. All Rights Reserved Guidance for the Retreat 6 19 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Roles Involvement, Expectations and Opportunities •Content Expertise •Attend, Participate & Lead •Collaborate •Make Decisions •Communicate Internally & Externally •Produce Publishable Plan •Expertise re Managing for Results •Facilitate Participation, Collaboration, Consensus •Manage the Process •Provide Change Management Consultation Town of Vail Managing Results, LLC The Town creates the Strategic Plan We share responsibility for the quality of the Plan 7 20 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Fast and Focused Forgive facilitators but we are going to be moving fast! Everyone Participates No cell phones but frequent breaks Stay out of “The Weeds” Make Decisions “I can fully support/I can live with” Guiding Principles for Strategic Priority Sessions 8 21 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Managing for Results Overview of 9 22 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Planning for Results Performance Data Collection Reporting Results Evaluating Results Decision Making for Results Budgeting for Results Contractor/Employee Performance Management Integrated Management System & Culture Focused on Results Managing for Results Integrated Management System Copyright © 1998-2016 Managing Results, LLC 10 23 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Why Managing For Results? Integrated Management System Planning, budgeting, performance measurement and reporting, employee performance management, decision making, and service delivery are focused on results for customers Organizational Culture Language, beliefs and behaviors are focused on results for customers 11 24 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Power of Structure and Performance Strategic Business Plan Performance Based Program Budget Organizational Structure Performance Based Contracting Performance Reporting Employee Managing for Results System Accounting Structure Copyright © 1998-2016 Managing Results, LLC 12 25 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Managing for Results Model Customer Results Services/Outputs Demand Cost Who will receive these services and experience the intended benefit? What impact or Result do we want customers to experience? What type and level of Services will it take to create this experience or Result? What is the customer Demand for this Service? What it cost to deliver the desired performance? 13 26 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC 1. If government focuses on results, those results are achievable 2. If government focuses on the right results, those will be the results you achieve 3. If government focuses everything it does on results, the chances of success increase significantly Focus on Results Essential Principles 14 27 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Priorities Mean Business •Move Money toward funding results •Move and repurpose People to accomplish results •Contract for results •Create Partnerships to deliver services, prompt support and achieve results •Prompt Community engagement around priorities •Leaders advocate for the priorities •Organize the organizational structure around results •Create an organizational culture where there is equal focus on the impact we are having on the customer and the processes for delivering services •Create an ethos that we are here for the customer 15 28 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Where to Invest Resources? Enduring Functions: Operational Results Important to Customers but Not Aligned to Current Town Strategic Goals Administration Functions Making Operational Results Possible Town Strategic Goals/Results 16 Aligned Functions: Operational Projects and Results Aligned to Current Town Strategic Goals Budget Resources 29 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC 1st What Results for Customers? How Much (%) by When? 2nd What Services will deliverthose Results? Level & Strategy 3rd What will that level of performance cost? Budget $$$ Managing for Results – Budgeting for Results 17 30 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Peter M. Senge Confusion Alignment Let’s Answer the “So What?” Question 18 31 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC What if you don’t have performance information? The Temporary Comfort of Ambiguity 32 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Outline of the Strategic Planning Process Preparation: Informs Strategic Planning Process and Planning Retreat Town Strategic Plan: Sets the direction for strategic, operational, resource and policy decisions. Strategic Priority #2 Strategic Priority #1 Implementation Plan: Departments working together to identify Strategies, Action Items and Milestones, Measures and Required Resources necessary to implement the Town Strategic Plan. •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal Strategic Plan ImplementationDocument Review and Analysis •Current/Previous Plans •Budgets •Comprehensive Plan •Performance Reports •Press/Media Articles •etc. Interviews with: •Town Council •Town Manager Stakeholder Involvement: •Business Focus Group •Community Meeting •Directors and Staff Focus Groups 20 33 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC •Sponsored by Leadership •Leadership that stays Visible •Customer Focused •Employee Involvement in Development & Implementation •Implementation Plan and Progress Reports •Clarity of Purpose •Specificity of Results •Focus on Results that Matter •Shared Understanding throughout the organization about what the Town is doing and why Keys to Success 21 34 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC MakingDecisions 22 35 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Decision-Making Protocol •Entire Planning Team — Accountable for entire Strategic Plan •Therefore — Members agree to make decisions in the interest of the Town and entire Council •Decisions are made on the basis of Modified Consensus •No decision may be tabled •All Team Members — Must agree to fully support all decisions in words and actions 23 36 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Interviews - Council Members & Town Manager 37 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Community is Job #1 •During Covid we focused so much on the visitors/guests as the customer we lost focus on the community, including workforce housing, of which we lost a lot. •During Covid many second homeowners came to Vail •Bought and renovated workforce housing for STR •Council understands prioritizing the community is essential 38 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Vail centric or local centric •Locals include those who live in Vail and commuters? •Not sustainable to consider as a local only those who live in Vail •Desire for Vail to remain a town where people can live and work •Many consider Vail their hometown, if workforce has to leave because of the cost of living/housing, then Vail becomes a resort •Vail is not a super wealthy community 39 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Many struggle to stay here •Delicate balance between visitors and the community •For first 10 years Vail was a very entrepreneurial community •There are 3 Vails: Town, VR and local Vail resort •Don’t have the night life like Aspen •How do we become ‘cool’ again •Pride brought back, get rid of the stigma •Need to take bold initiatives 40 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •We have a chance to come back from being a commodity •Many people under 40 have left •30-50 yr olds have no where to go to stay here – raising kids •Founders are 80-90 yrs •Trailblazers are moving and passing on •How to respect them and move forward? •Past the point of being a ski town, shred and live lifestyle gone o People work more, make more $, less leisure time 41 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Regionalism •We at this table, we need to realize towns west are critical to the success of this valley. The pioneer days everyone lived where we’re sitting. People don’t live where they work anymore. The community of Vail needs to realize our workforce, energy, and talent don’t need to live within this geographical valley. •Pushing back, I want to make sure we don’t forget that Vail is its own community - in itself. Sometimes when we talk the cooperation and valley-wide, people forget it’s families who live here and it’s not just hotel rooms and STRs. •We need fewer empty houses sitting here, and more people living here. That’s what will create vitality here. We need to make things accessible so people can live near where they work. •How do we make this available for someone from Edwards to come to Vail and have dinner? Transportation & parking are barriers. 42 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Reinvigorate our hospitality and offerings – they have slipped •We want our guests to feel that they belong here, magic happens here •Vail is not ‘fun’ anymore, Aspen night life •Vail is ‘sea of sameness’ •Rent or buy the apartment above the bar, then call the cops for noise •Let people be loud •Aging population does not care about guests •Protect Neighborhoods 43 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •We have really good problems •We want living here to be attainable •We are competing for a pool of employees, must create a community where people can and want to live and work, including recreational opportunities •When rents are so high, folks need to work multiple jobs to live here •We are a very engaged community •We have less than 300 children living in Town •Need to be a real town w normal stores and things to do o Gym, day care, pre-school, movie theater, grocery, shops 44 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Parking sucks and its hard to come here as a local •Create a recreation/community center, we have very few amenities, people would use it, would be a place to experience community •Need a meeting venue •Need locally owned commercial center •Giving back is in our DNA •Motorola CEO – Vail is the greatest entrepreneurial experiment 45 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Neighborhoods need support to retain a sense of community •# bars has reduced, eroded sense of community for young people who have moved down Valley •Need younger people living here •Plan for Civic Area important opportunity, including Public Works site •Complete renovation of the Dobson Ice Arena •We want more people living here to open businesses, Town needs to be prepared to help, wealthy visitors like dive bars too •Community demographics are changing to be a retirement community, most retirees not really engaged with the community, may not know how to get involved •We have to support and engage our youth 46 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Community events are important, not expensive opportunities for people to experience community •Vail Jazz went out of business •Bravo continues to decline, 2000 attendees, maybe 20 people under 40 •Need alternatives to Bravo •Community events are the Town’s to lead •Ever Fail is open space with a 13 yr permit to VR, which it now owns, that has not been used, nothing is happening there 47 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Business Viability •Need locally owned businesses o VR owns businesses, 60% of business owners will be gone in 10 yrs •People could imagine starting a new business here •We have empty spaces •Get vibrancy back! •Businesses converted to ski lockers •Get some night life back •No vacancy for businesses in commercial area in the village or Lionshead •Fun factor will attract employees and visitors want to interact with locals 48 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture •If we aren’t’ an awesome place for 22 yr olds then customer service suffers •Customer service for people who live it and love it •Can let it be too hard to live here – and stay here •Must protect our workforce •Vail has been a luxury offering most often for wealth guests who want an authentic experience •Living the struggle is part of the culture •We are afraid to challenge our sacred cows, Bravo, Dobson Ice Rink •Preserve the culture, if you are still here after X yrs you’ve got something 49 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture •Reestablish Vail’s pride and dominance as a resort •Reconstitute and redefine a sense of Purpose •The place we want Colorado to come to in winter and summer •Ask for every issue – are we on purpose? •Strong community that can serve the guests •Tipping point, already going the wrong direction, have to tip back o Alienated our own Valley – 50k people moved o Competing with Edwards o Creating our own competition 50 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture •Vail Brand Study, Brand and Mission that work for the tourist and locals – Who Are We? •We are a ski town, need to understand that and accept it •Vail brand is the most powerful thing we have, must protect it by ensuring the guest experience is the best it can be •Town employees go above and beyond •Embrace change – don’t be afraid of it •Q – what does premier service mean? How do we measure it? •We want to spread that definition throughout the community •Nothing is holding us back 51 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Pre Covid, workforce housing was available in East Vail, Covid changed the lodging model •Seasonal housing was bought up and renovated for STR by second homeowners •Lost sight of lost of workforce housing •Housing is a shared responsibility, not just Vail •Probably will not see the same level of real estate sales we saw earlier during Covid •Aspen invested $75 M in deed restricted housing long ago 52 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Everybody wants to be here •Deed Restriction housing is key and essential to families and the community •Don’t build too much •Pockets and neighborhoods are livable •Workforce housing is essential to the customer service we want visitors to experience •We have money to invest •Need next community or workforce housing after the two big projects •Need to build deed restricted properties 53 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Chamonix rent controlled neighborhood, need to preserve and replicate this •We are nimble to work with developers •Type of housing we build will determine the type of people who live here •We have to decide between STR and stay a community •Employer housing an issue and an opportunity 54 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •We have made great strides on entry level housing o Finish two projects – Timber Ridge and West Middle Creek •We are doing a lot but we are coming from a big deficit •Next should be saving neighborhoods •Keep housing for locals o West & East Vail, Sandstone, Intermountain •STR regulations and key o Vail currently have least regulations and lowest fines, ex CB, Teluride •SB 24 – More than 90 days in STR gets taxed as business •Need to disincentivize neighborhoods to do STR 55 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Disincentivize o Zone 1 – Whatever you want – increase fees o Zone 2 – Front desk, ex racket club o Zone 3 – Residential – high fees o Zone 4-5 – Why not raise utilities rates •2nd home-owners rule, example Water District Bd •Can’t build out way out of this but, still, we have to build housing opportunities •Availability of land in Vail is a big issue, this pushes us down Valley for parcels in Edwards and Avon for housing, State Land Board 56 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •‘Vail In Deed Plan’, Town buys property then sells w deed restrictions, Town provides 20% of down payment •Vail In Deed Plan #2, making it possible for middle clas families to live here •Buy down of interest rates? •Buy down program is brilliant – what’s next? – townhomes? •Maybe use USFS land? •How do we go from seasonal housing apartments to creating a community? •Willingness to look beyond our borders down Valley •Town needs to participate in State Land Board, 640 acre parcel 57 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Need more housing opportunities in the pipeline, acquire land/property, civic area plan •Now we need to execute •People are getting priced out of the market 58 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Child Care •Child Care facilities lack staffing •Pay is low •Do employers know they are the end consumer of CC? •Figure out permanent location(s) for CC •Larger employers and Town should support CC •Summer camps for kids – locals compete with 2 nd homeowners 59 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •Bus system must work for the workforce living down Valley •If commutes are too long it doesn’t work. People will drive •Every town has their own bus system •RTA consolidates multiple systems, consolidates administrations •Is Vail getting the service we need? We are a large contributor •Vail has the largest free transit system in the world •Transit system ties back to VR, parking along Frontage Rd is a safety issue •I70 closures, makes it difficult to get to Vail •I70 – pollution, noise, , traffic increasing exponentially 60 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •30% locals, 30% Eagle County residents using Vail parking •Parking has been a headline issue for ever •Solution is NOT to build more parking •Must change the way people get here •It needs to suck worse to park here •Currently we have 6 acres in parking •Discourage the use of cars – transit system – RTA •Need better, cheaper parking for locals •Will we charge for summer parking? 61 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Environment and Climate •Create and maintain a balanced approach between preserving and sustaining the environment, including wildlife, and provide for the practical needs of people who live here •We can coexist •Climate change has and will continue to impact winter sports and our community •We cannot see only one side of environmental issues •Environmentalism is being weaponized, 97% is undeveloped forests •#1 polluter is cars driving up and down the Valley, RTA is key •Taking care of locals can create problems for visitors – what needs to change? 62 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Environment and Climate •We have many not-for-profits focused on the environment, town helps to fund NFP’s o What results do we get? o Grant for results? •Consider a tax on heating the environment, Town’s heated streets •Need measurable goals for greenhouse gases •Vail preserved 38% of the Valley as open space, need to maintain and expand that •Environmentally sustainable •Water use balance with rate of development •Balance practicality and environmental with thoughtful development •Geothermal, recapture and electric buses need to be considered 63 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Workforce •Workforce includes Vail residents and those who live down Valley and work in Vail •We have a commuter workforce •Cannot lose sight of our priority – workforce •Achieve sustainable workforce, able to live and work here – and stay o Housing, Parking, Transportation are critical 64 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Mental Health •MH – we have to pay attention •Vail Health is a major resource •MH center under construction in Edwards 65 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •Ski product is awesome •Grumpy locals re crowded, cost •Disconnect exacerbated when VR moved to Broomfield •Epic is the greatest deal in the history of skiing •$9B corporation beholden to shareholders •Hate felt toward VR overflows to the Town and local resort, VR not treating the Town as its namesake, •VR is not necessarily making Vail a boutique •Can share information, make good decisions re events, marketing, parking, etc •Don’t bash our partners 66 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •Don’t have the night life like Aspen •Council is committed to improve relationship, we are like conjoint twins •Coalition building with VR •USFS owns the mountain •Vail becomes VR crown jewel •VR operating below USFS standards, increasing profits, reducing costs •Local VR leaders not empowered to make decisions that align to the Town •Not clear where VR and Town begin and end, VR has businesses scattered throughout 67 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Partnerships •Partnerships with other towns and the County •Direct dialogue is missing •Vail and the other towns have not communicated or reached out. •We are dealing with the same issues •We are largely working in the same directions •Every town has their own bus system •How do we engage our partners? •Relationships need work •Some partners have helped a lot, Vail Recreation District, Vail Valley Foundation 68 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Partnerships •County Commissioners don’t give Vail consideration •Property owners who aren’t here very much enjoy the benefits of STR at the expense of neighborhoods and the community •Have to get honest about our partners 69 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Breadth of what the Council tries to do diminishes what we can do •Town facilitates the achievement of all our goals •Council – facilitating relationships - executing ideas, advancing our ideas, creating partnerships •Bed tax for marketing only •Must refocus on the customer •Who do we listen to? •Population growth in Colorado will continue to impact Vail – a lot o Airport commuters, traffic, consumption, pollution, water use (rather than increasing the cost of water usage) 70 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Who is the customer? Residents? Workforce? Visitors? Families? •Who is a ‘local’? •Customers are ski guests and community – we can hold them in tension •Who is our customer going forward? •“Goal is to be the premier mountain resort community in the world” •We have an $84M budget for 5,000 people •Council loves this place •Departments can be insulated and not as collaborative as they need to be •Russ is the guy and he is awesome! •We are stewards of the public’s money - get the most for every tax dollar possible 71 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •We give boards and committees no direction or performance/measurable expectations •Continue to promote excellence in our own (Town) staff and the customer service we deliver •We have an organizational culture that promotes excellent customer service •How are we measuring customer service? •Need consistent evaluation for upper management. Russ implementing evals for department heads •As Town managers have turned over, Council members have gone directly to department managers, not how it should be handled, go through Russ 72 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Set the next Council up for success, lower CO2 emissions, next stage of housing, next stage of business development, what does I70 look like years from now •We inherited something awesome – let’s not screw it up •Town delivers a high quality of service •We take ownership and solve problems •Remember that we are in the guest services business •Maintaining facilities and properties is part of that •A positive budget year over year is a positive sign of economic vitality, business success via sales tax revenues 73 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •When Council is considering an issue, staff perspective is important and welcome, when the Council has made a decision, it is staff’s role to implement, example – speed bumps •Guest services includes treating fellow employees with respect and courtesy •We have to stay entrepreneurial – our competition is coming for us •Cannot slip in the perception of excellence •Have to be open to new ideas •Accountability is a big thing, want to make sure our culture continues to focus on excellence •No time for for intra-agency conflicts •Regarding policy – can’t let the voices of a few make policy 74 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Historically, the Council was risk adverse •Don’t be afraid of change •Keep a realistic account balance – 35% •Can’t be afraid to try things •Wants Russ and staff to feel comfortable taking risks, feel supported and manage to deadlines •Staff need to know they can move forward in their careers •Elected officials’ role is to make lives of residents better •“Vail is not broken” 75 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Council Members and Town Manager •Community Vitality o Who are we? o Regionalism o Livability •Culture •Housing •Child Care •Transportation and Parking •Environment and Climate •Workforce •Mental Health •Vail – Vail Resorts •Partnerships •Governance 76 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Town Department Directors and Staff Input 64 77 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Vail have a highly collaborative community. Not so much Us vs. Them. The vibe is “we have to work together” no matter the people interviewed – staff, business community, and people. It’s built into the ethos of Vail. •The Staff meeting had an undertone of struggle. They are currently dealing with all the issues we’re discussing. They are living it. •Younger people need to see a future to stay here. They are more hopeful if they have a way forward. •We need to be aware of the continuum of need. Finding a partner, having children, having a house where the children can grow… •You used to tough it out because it was worth it, now it seems like people don’t find the worth of toughing it out. •The sense of belonging has eroded. 78 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Vail has a very strong vision, but does the rest of the region accept our vision? It isn’t always accepted: “Vail should help us, we shouldn’t have to help Vail.” •We’re not always paying attention to what else is being considered down valley. •There’s a lot of communities who are dealing with the same issues as Vail, and we can look to them for ideas on how to combat these issues. •We can come up with our own ideas end even be perfect, but we need to keep in mind there are outside influences we cannot control. We need to keep this in mind. •People come here because it’s accessible and beautiful! •The highway runs right through town, and we still have a successful town. We’re doing something right. •The interstate is an asset as well as a burden. 79 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •If more people what has defined Vail for the last 60 years are the people who created it. As we lose these people, where do we go from here? There are a lot of plans, and there’s a lot in motion. But there’s not a lot of motion on the plans. It feels like things have stalled. We’re paralyzed to move. •We need to focus on community resilience. We can’t have the message “Vail burned last summer” because people will go elsewhere. Are we prepared our guests have a good experience when the highway closes? They need to have a good experience even in tough situations. We need to make sure we have insurability. Without insurance, we can have economic collapse. •Sustainability of our workforce to support the community is part of community resilience. It’s all woven together. •When people leave here, it’s often not a happy decision. People don’t want to leave, they leave because they can’t be here anymore. 80 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Are we on the downslide of customer service, or is there a concern we will be? o There is concern of the Resort Experience. o There is concern about climate change and how it affects our season. o What happens to the local economy if the snow season is shortened? 81 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Regionalism •We need to embrace the regional community. We don’t have the land to build the types of houses that people want. We have to embrace down-valley. We still want to feel like this is for all of us, even if we don’t work here. We have the most influence on our own transportation. The RTA needs to get going! •We need to look at a regional solution. Half the people here don’t live here in Vail. How do we keep and have a seat at the table of the transit authority to help? •Driving from Leadville, we have to have a good car. There isn’t much traffic. •The drive adds half hour on each end if regional transportation is used vs. a car. •Living in Vail, the passes closing or Dowd Junction closing won’t have an issue. •A lot of times we get cut off very regularly on both ends from weather. 82 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Regionalism •Carpooling is difficult because shifts start at different times, so even if the intention is good to want to carpool, it may not be possible. •30-40 years ago there was no option for down-valley. Now, having folks live down-valley isn’t even a choice, it’s a reality. There are often better amenities down-valley. •There was a collective message that we need to work together in the valley, but also maintain our community sustainability. 83 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Services are lacking, but we don’t have normal stores. NOT AMAZON. •We don’t have much professional, aside from medical. o Dr. appts are a month out. o Not much dental or vision. o Post Offices are terrible across the valley. o Can normal stores or professions afford rent here? o Restaurants are very expensive, most working class needs to go down valley. •Where is the balance between being a resort and a real town? o We are very built out. o What’s the threshold for emergency services and utilities? o We are 60% 2nd and 3rd homes. Census numbers say 80%. •Destinations are consistently high across the board 84 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •We would tell the Council to help mitigate parking and housing—we want longevity! •Quality of life – there are fewer events. It has drastically tapered off. •There’s nothing to do here once the mountain is taken out of the equation. •There aren’t any good normal community gathering spots. •Everything is aimed at the guest experience and is not at all focused on the resident. •Surveys are all on the guest experience, not the resident experience. •There are more people coming here, but is the experience better? •It’s not just a numbers thing. 85 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Affordability is an issue when it comes to enjoying the area. When you’re working 2-3 jobs, you still may not be able to afford to enjoy yourself or have time to enjoy yourself, •As an employee, we may not always feel a part of the community. •Many of us would love to live in Vail but cannot afford to live in Vail. Many of us move yearly to be able to live here because landlords don’t keep the rent. •So many places don’t allow pets, especially in the rental market. People who lose their housing and have a pet are at even more of a disadvantage. 86 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •In the community meeting, it was brought up: “How do you make progress on a relationship like the town’s and Vail Resorts?” •A written plan helps with these conversations because we’re clear about what we’re trying to achieve and it helps figure out where we have common ground. •We do have common interests in housing, childcare, and parking 87 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •There is also a loss of community space. For example: Vail Cascade. There are few places for people to gather inside to recreate and meet. •There is a strong desire for more fun (especially non-alcohol). •There is a desire for connection. •The Library asked themselves during covid, how can they create a community when people didn’t want to gather? 88 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Short term rentals came up very frequently. There’s a lot of desire to protect the culture of neighborhoods. o STRs are hollowing out communities and neighborhoods. •People don’t feel at home in Vail Village because of all the short term rentals, West Vail could be a huge opportunity for entrepreneurs. •Do people feel despair that their housing is connected to their job? •Yes. There’s always a fear of exploitation. •As the community changes to and from STRs, the policing of community can change. •Sustainability of our workforce to support the community is part of community resilience. It’s all woven together. 89 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •We have had and will have success in housing goals. This will add thousands of residents. How do we integrate these new people into the community? Where do they fit in? What amenities will they have and what can we provide them? o How will they shift our culture? o It’s a thousand new people to make connections. o It’s a huge voting block too. They could shift elections. o Chances are they won’t have roots here. •Housing is definitely a big issues. Lots of feedback, several members of the community are desperate. People are living in their cars with kids. People love the community and others, and want to stay. •A lot of the housing is great, but it is a certain type of housing. •These new facilities don’t have enough parking for the needs of the community. •Long term housing! More than just 1B/1BA, so families can grow. 90 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Now the town has ventured out into the community and residential areas, there’s fewer real places to live. •There’s no income cap on deed restricted housing. •The VA won’t give a loan because of the lack of income cap, which keeps some potential buyers out of the process. 91 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Child Care •Childcare may be outside in Vail, and people have to be on waitlists the moment they learn they are pregnant. The price is also extremely expensive. •Staff has to leave Vail, drop off children in Edwards, and then come back. •The town is very supportive about childcare, but the facilities are at capacity. •There’s also an issue with staffing the facilities. 92 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •What do we do about the “last mile”? In the business community, there’s a big feel that there’s lot to do on the RTA. •Getting into the town faster, safer, and more consistent is better. It’s rough to commute 1 hour, to drive 10 hours for work, and then commute one hour home. •We need to start thinking about replacing the parking structures. We put money in each year for upkeep. Cost of maintenance has gone up each year. There have been many stages through the 80’s to now, and are older structures. Lionshead & Vail are degrading. There are options to refurbish or build on top of them, but we should be looking into replacement. It may not be in the 5 year scope, but we need to start thinking of it now. Parking is a big deal here, and we won’t ever get rid of cars. Buses are good, but they will never completely replace cars. There are current safety issues 93 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •The parking philosophy is being cut back nationwide. Parking space takes away from livable housing space. •There isn’t enough parking space for what is being built. •It becomes a burden on the community when parking is eliminated. If we need to evacuate the community and people don’t have cars, the burden falls on the town to evacuate them. •Even if parking isn’t an option at their town, there isn’t an option at their town, there isn’t anywhere to store cars for use outside of the town and bus loop. 94 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •There isn’t enough parking when the interstate closes and people are stranded here. •There’s no place to park for the library without paying in the winter. They also do not have handicapped parking. The library can be better utilized. They have a community center but it is hard to access for people, even if they live here. Red Sandstone Elementary comes over via the walkway. One reason we don’t have winter events is because of how much stress they put on parking and infrastructure. o There’s no parking around bus stops. o The events are pretty static as to the type. It used to be much more varied. • 95 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Environment and Climate Climate change is a challenge in the community. How will the weather affect the snowpack, as well as emergency services for a bad weather situation? o We need to balance development and sustainability. o Climate change has been politicized. o The town is doing a ton, but we feel the impacts of everyone else more than we can contribute. 96 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Workforce Workforce in general is an issue. Finding people to hire and keeping them here is very difficult. o The town is essential in representing a high level of customer service. o Being the best in the world is not part of the daily conversation. o How can we be the best if we can’t afford to live here? What if our roommate situation is difficult and we can’t afford to live alone or move. o Employees have a different perspective if we’re best in the world than the guest perspective. 97 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Mental Health •Mental health is a big issue no matter the social or demographic profiles. There is more resources than there used to be, but there isn’t enough. •There’s still a bit of a stigma in regards to mental health. “I don’t need that!” It’s a challenge to also afford the resources. •There’s a despair, and I don’t know the way out. A lot in Vail used to be 1 year’s salary, now it’s 5 year’s harder. It’s not “it was tough then, it was tough now” it’s more like it’s 5x as hard now, if it’s attainable at all. •Grit used to be able to get you there. Now it’s unattainable. •It’s not just the Cost of Living growing, it’s also exacerbated by supply and demand. The supply is stagnant and the demand is skyrocketing. •It’s also bad everywhere. There are generational changes, and changes since covid. Kids are quicker to get to the despair stage. We need to acknowledge it’s larger than just Vail. 98 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •Our relationship with Vail Resorts is critical. Over the last 6 years there’s been a move towards accepting they are what they are and to figure out how to make it work. They are the devil we know. Don’t expect them to be what they’re not—they are a publicly traded corporation and Vail is just one of their assets. •Vail Resorts cannot be treated as if they’re the boogeyman because we will stall on moving forward. •We have many similar goals, and working with them is essential. On the waste side, they are essential in managing it. We need to include in our plan how we’re losing our wildlife. Our ecosystem and biodiversity are essential and we’re losing some of it. There’s also a huge growing gap in equity. We need to make sure we’re keeping in mind the growing Hispanic population and making sure they have equity. 99 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •Vail Mountain is an asset in VR’s portfolio. It is expected to be well performing for consistent revenue, but does VR actually want Vail to be premier? For pioneers, is having fun even within their goals? What can we regionally achieve. •We want to make Vail a desirable destination, they want to make people loyal to the Epic Pass. •Do we level up to them, or do we level down to them? We need to level up and hope they follow. •You can’t find a Kleenex anywhere on the mountain, but they would make us pay for it if we want it. 100 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •The leadership issues with Vail Resorts. Staff to staff, there’s a lot of cooperation, but when the Corporation and Town are involved it is incredibly strained. •Local leadership of VR is not empowered to make decisions. •When VR went to Broomfield, the culture changed within. 101 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Partnerships •Relationships…there is a big need with the County. We have more similarities than we think. •What do we need from others to be successful and where can we find partnerships. The environment is set within the community for partnerships. •On the positive side, the County Commissioners are bringing their office hours out into the community into the Library. 102 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Definition of Customer •The business community has a push and pull of community vs. guest and had a great way of intermingling both. •To provide world class service, we need to have employees with longevity and dedication. •We are a different community than Breckenridge or Crested Butte because we weren’t a mining town first, we were a resort first. Our economy runs on tourism. •What is the relationship between community & culture with visitor expectations? •If you take care of your community, the community takes care of the resort. •There is not a bifurcation between guest vs. community, but they have different needs. They are very related. 103 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •The staff’s intelligence is impressive, as is their dedication. •You want to have people who want your job. •They have a desire to live up to customer service expectation. •Pre-pandemic, our turnover rate was approximately 10-12%, but post pandemic it’s shot up to 20%. •It’s a double-edged sword. If we train up good people, their opportunities can grow and we can lose them. •Exit interviews are incredibly important. We need to know why people are leaving. •We need to make sure our employees know we are invested to them even if they wind up going elsewhere. 104 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •A big part of this is pay and I think we’ve done a great job. But—pay can’t be viewed as a goal line in the town. It will always be something that we’re chasing. We have to always stay competitive with money AND benefits. We can think outside the box of what we offer and how we offer it. Maybe we pay people for their drive in/drive home, etc. How can we compensate without us hitting our bottom dollar? We can’t just say “well we’ve always done it this way.” •Some of the enduring functions don’t always fit in the plan. Keeping things running are operational plans, not strategic plans. The budget can help direct money and performance measures for enduring functions. We cannot forget about Finance, IT, and HR. •Within the town, we need to make sure we’re always succession planning. Even on the director level, we have to show growth and a move forward. •Our vision is very strong, which is why our employees are on board. What is the definition of premier community and premier service? What does this mean? Everything should be top notch—best work environment, best equipment, etc. 105 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Part Timers don’t receive as many benefits, but they do get Sick Leave and a Wellness Benefit. They don’t have full benefits, and this is a struggle for staffing. •We can’t give part timers full-time benefits, but how can we work on keeping them. •There are also different expectations. Some of our employees came from the white picket fence and are now sharing townhomes. Most of the workforce doesn’t have a single family house. •We’ve made strides in our pay, but how do we balance the high COL? How do we balance expectations? •Communities in the Midwest, everyone who is living there because they are living there, they didn’t often choose to come there. Vail’s population started at zero. Employees choose to live here. 106 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •We might already be at this place of apathy. There are plans that have been made, but no implementation. We need to undo this. •Employee retention is very important. A staffing model needs to work. If the roads don’t get plowed, we can’t get a fire truck out. Investing in staffing is huge. Competitive wages, housing, talent to fill open spots from the ground up, committing to a model of overstaffing to help with shortages, maintaining an investment in staffing. o Our turnover has gone up significantly since 2021, approximately 21%. Reasons why (from exit interviews) are cost of living, lack of flexibility, issues with leadership staff. o We aren’t just competing with people around here for competitive wages here, but with remote workers. People are using the town but don’t work in the town. Neighborhoods are transforming into remote workers, and wages need to be competitive with both coasts. o As of 2021 our COL was 40% higher than Denver, and now it’s projected to be even more (not all numbers are in). o Employees need to feel like they have a path to promotion and growing within their roles. What is the path of succession? We can’t just put money to new employees, we need to put money into the employees we have. o There’s been a change in the staffing in the last few years—the upper level stagnated and people stayed here forever. This puts a ceiling on progress. o Turnover is expensive! Turnover has traditionally been high. People have been leaving because it’s tough to live here. 107 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance People need to be able to see a future, and this includes a career, to prevent apathy. For a small town, we get to work on more complex things than typical 5K population towns. o We have a very diverse set of departments, and many are very small. If you can diversify your skillset to be mobile to go in different departments, there could be more mobility. If we create a good culture within the town, how can we funnel this to the businesses in the town. We create great employees for forever! After we’ve been trained, there are better opportunities elsewhere. o It is common for people to have 3-4 professions throughout their life. o We work on projects much more complex than a typical 5K town because we are preparing for all the visitors as well. 108 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •The market has come up to what the TOV used to be. We have more competition. •Some longer employees may think a town job is not as desirable, but newer employees think the town jobs are still very much looked at positively. •There needs to be better translation opportunities. Residents may not always speak English, and we need people who can connect and speak with them. We have a large Hispanic population and we cannot forget about them. o We should incentivize our employees to learn another language. o In Dispatch, we just implemented new technology to send out alerts in different languages. o We do have a language learner for calls in another language. We also have 2 dispatchers in training who are bilingual. 109 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance Advantages of the Town o Big budget! o Resources for the size of the community. We have incredible medical, especially in comparison for the size. o We are our assets! o We have a good foundation from our founders (Dobson, Donovan Park, etc.) o The mountain is our asset. o Culture of collaboration (public & private, interdepartmental, etc.) o Free & Safe bus system, especially for the residents who need it. o The airport, even though it is valley-wide. The market to vail is extraordinarily robust. o Our physical environment. There’s still the dream of the west, but the ski bum culture is dying out. The number of residents who use the mountain is diminishing. People come for opportunity and safety. 110 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Town Department Directors and Staff •Community Vitality o Who are we? o Regionalism o Business Vitality o Livability •Housing •Child Care •Transportation and Parking •Environment and Climate •Workforce •Mental Health •Vail - Vail Resorts •Partnerships •Definition of Customer •Governance 111 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Business Roundtable Input 99 112 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Community is made up of residents, business owners, first-timers, part-time residents. We accept people as one of us, we are a welcoming community. People don’t come here to be seen. If we can get this vitality, then housing, community, economic development falls under this. •The biggest issue is creating longevity. How do we get the 20-year-olds to stay and make a life here? We need a full cultural experience, and of course housing. It is multifaceted. How can we create confidence in staying here to create the community we need. •Our value set is missing here in Vail. Who are we making this plan for? Who are the people who are focused on? The people who are working can’t be here, and may not have flexibility in schedule to be heard. •Vail is missing the mark by trying to catch everyone. We are marketing to everyone and losing our identity and values. We can’t have everything focus on everyone. Two Arrows has house-made syrups and no Budweiser, but someone else can have a Bud. Choose something and then go for that. •We can’t be everything to everyone. 113 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Who are we? •Collaboration! Community partnerships (businesses large and small, non-profits, local governments) are what can help. Things will be better if we do it together. This isn’t town specific. We can create more with housing by partnering with Avon and Eagle. Who else needs to be at the table vs. what else do we need to do? •Community engagement needs to include ushering in the next generation and fostering their growth so we can have new faces at the table. •We need to minimize pushback from older generations who may not be open to change. We can help create a smoother pathway for new voices. The community that was integral to creating the Vail we see today are not always open to new ideas and growth and change—they are also influential voices. 114 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Our Changing Community •Changing demographic – people have moved to this community who aren’t reliant on the success of it, like remote workers whose successes are based elsewhere. This demographic will have different interests •Lower birthrate, fewer people coming into the workforce, more people retiring than people to replace them. This is nationwide and exacerbated here because of housing and cost of living. Council needs to understand the demographic point. 115 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •We used to celebrate a lot more. When you celebrate more, and have a potluck in town and 800 people show up and have a meal together. We’ve lost a lot of that. The VVF adds to this, but we need to get more back. •Breck has Ullrfest, CB has a festival… •The party culture has her worried about mental health and substance abuse crisis. Fun without the booze. •What amenities and opportunities are available besides bars? •There’s an appetite for fun that’s not alcohol-focused. Stained glass painting, bingo, etc. There’s a talk at VMS about this generation growing up with a smartphone and how this will change their upbringing. How do we address this new generation and workforce? 116 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •We need to really think hard about what succession looks like. People rent homes, but cannot afford to buy. We need to have a mix of housing so people can grow their family here. Families need to be able to live bigger than a one-bedroom. •Businesses need to be able to buy housing for their employees as well that aren’t •When people get into these starter homes, they stay for 30+ years. They cannot move up to the next house because it’s too expensive. •The house you move into may not look like the house you grew up in. It’s not going to be the community you left, and that’s ok. •TOV’s housing strategy will help get the new, younger folks here with 650-700 homes in the pipeline. 117 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •The desire is to be here, but the cost brings them down valley. •Late 90’s and early 2000’s, the town got together and revitalized Vail with both private and public money. •In the 90’s, a Disney exec gave us a kick in the rear. This led to the Lionshead revitalization and where we are today. •We cannot rest on our laurels. •Deer Valley is a boutique and they can appeal to a very narrow set. We are the Nordstrom, where you can get a boutique experience in a big place. 118 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Business Vitality It feels risky to have a business outside of the core. How do we bring vibrancy to West Vail and East Vail? We need to expand our business wider. Things are great in Lionshead, and it’s a different place. You go past La Bottega and it’s a different feeling. How do we fill this in? How do we take down barriers so people can enjoy the restaurants and shops? 119 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture How do we get the old Vail spirit back? When everyone helped each other? We need to be hospitable to each other. o The culture from when many of us moved here is not here now. More local businesses, mom & pops, and keeping them around. Why are we all here? o It goes back to the pioneering mindset we were founded on. We get stuck in pessimism, but we need to be open to trying things and not being afraid of throwing something at the wall and seeing if it sticks. o We were founded on the pioneer spirit and the foundation of excellence. If we do anything in this place, it’s the best we can do. We’re delivering an experience, We’re not delivering widgets. We need to focus on talent and people and giving them the opportunity to have a wonderful life here. What do we have to do day in and day out to deliver this experience. o We’re pioneers of making people want to come here, it’s New West Pioneering. Making something from nothing and looking to the future while welcoming people. 120 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture •The younger risk takers are setting up shop down-valley. They aren’t doing so in Vail. Lionshead had a lot of turnover from businesses who sell to their employees or family. This is the path of least resistance and a natural progression, but we’re not getting the start ups like down valley. •They don’t see the opportunity here, but they see a path down valley. •We need to have real estate too. There are no for-lease signs here. If real estate goes up for sale here, one of us will grab it. •There’s fewer boxes to check down valley. Parking, etc •We are not a cheap resort, and we need to make sure the people who come here feel like their dollars were well spent. We need to concentrate on Vail Mountain to ensure we are competitive with other ski mountains around the country. We need to make sure every guest that comes here has an amazing time. We haven’t really talked about this. •That is the primary goal of government. We pay taxes and our friends are on council. We’re a small town, and we can get it done. We need to make sure guests still want to come here and want to return. •We need to be actively looking outside of Vail for best practices. •Borrow and steal from those who are doing things right and put the Vail spin on it. 121 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Culture •We know who are guests are, and it is discussed frequently. In Aspen, the decision was made they’d rather have 100 people spending $1000 a day than 1000 people paying $100 a day. And then the streets and the bars were empty. •The customer appreciates the outdoors and wants to be outdoors. •This is starting to change, there are people who come to the village for the village. •The brand has positioned itself as aspirational. This runs a wide gamut for social-economic variety. •Our customer likes the all-inclusive environment, the one stop shop. (Even though it’s technically not all-inclusive). It’s so easy to come here because everything is accessible and right around the corner. •First timers want to live in Vail, not Gypsum. We need to keep them in Vail. It’s more expensive, but you live and ski where you work. A lot of it comes back to housing, of course. 122 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing • Once we build these houses, how are we going to get people to stay. We need to keep the fun, when people would drink on the porches with their neighbors and going to the park. • We moved from Louisville, where the price we paid for our two bedroom here is what we could get a huge house there. We can’t have longevity for everyone—some people want the amenities a suburb gives them and that’s ok. Our backyard is on both sides on the highway we get to play in. • The hardships are worth going through—pioneering is hard. You have to want to live here to be successful. We need to create a stage for the right people to thrive and stay forever and make this their home. • The entire country is in the exact same place in this regard. It’s not just Vail, it’s Austin, TX and Bar Harbor, ME. Our children will have to live in houses smaller than they grew up in. • Grit! Tenacity. Something to build on. 123 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Housing is a problem internationally as well. There’s no housing in Boston or the south of France. There’s a lot of work to do, people in Europe don’t know Vail as much. How would you advertise Vail to the outside? •It’s more than just housing and we need to be encouraged to be optimistic about our home. Housing, but what else? Ideas are being turned down, and we need to have more of a can-do spirit. I haven’t felt the pioneer spirit since I’ve been here. 124 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Child Care •Childcare is definitely important. People leave and move back home or take a 6 month leave because of lack of childcare. There’s no one around for childcare. People are on waitlists for months and months. •The Council needs to be aware of what the foundation is doing for childcare. •It’s really early childhood care. Infant to toddler that’s very difficult to find. 125 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transportation and Parking •We have a new transit authority, transit will become as critical if not more so than childcare and housing. It will make the difference in growth. •It physically ties the community together. •Do we need to be more aware of the opportunities of the RTA? •The legacy of 2015 was supposed to be transportation. We thought this would come out of it, and it didn’t. It’s been delayed, but we’ve gotten there. It’s 6 different communities and where we’re going may not be where we thought we were going. We have the money and the busses, but we’re not doing what we said we were going to do. We need to run as one transportation and not 7. 126 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •We need to have council to think as sustainability as Social, Economic, and Environmental. All three of these are interconnected. •This goes back to the council collaborating, and we can build this community while also providing for the workforce who live elsewhere. Transit, childcare, housing. •Council needs to focus on the early resident arrival process which we may not see. Things like the Yeti games. Every liftie can afford the Yeti games. We need to be careful about preserving this opportunity. We need to provide transportation to wherever it goes, we need to keep an eye on new arrivers. When we arrived, do you remember the couch or the apartment? Or do you remember the fun? 127 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Business Community Priorities •Community Vitality o Who are we? o Our Changing Community o Livability •Business Vitality •Culture •Housing •Child Care •Transportation and Parking •Governance 128 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Next Generation of Leaders Focus Group Input 11 6 129 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC $POOFDUJPOT •8FʟSFBMMIFSFCFDBVTFXFGFMMJOMPWFXJUIUIFDPNNVOJUZBOEEFDJEFEUPTUBZ •"GUFSZPVSUXFOUJFT JUHFUTNPSFEJGGJDVMUUPGJOEBOEDVMUJWBUFZPVSDPNNVOJUZ •&TQFDJBMMZJGZPVEPOʟUESJOLPSBSFOʟUJOWPMWFEXJUITOPXTQPSUT •5IFSFJTBHBQPGZFBSPMETJOPVSDPNNVOJUZ XIJDIJTIBSEGPSDPOOFDUJOHXJUIPUIFST •*UXPVMECFHSFBUUPIBWFNPSF5PXOGPVOEFEFWFOUTUPHFUUIFDPNNVOJUZNPSFWFTUFEJOUIFBSUTBOEDVMUVSF •5IFZPVOHFSHFOFSBUJPOFOKPZTUIFBSUT CVUJTPGUFOQSJDFEPVUPGJU •4PNFFWFOUTGFFMVOBQQSPBDIBCMFUPMPDBMTEVFUPDPTUPSTUJHNB •$VMUVSFIFMQTGPTUFSBUJHIULOJUDPNNVOJUZ 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All Rights Reserved LLC *EFBT •-FBEFSTIJQ*ODVCBUPST 1SPGFTTJPOBM4FSWJDFT$PVSTFT •-PDBMT+PC'BJSMPDBUFEJO7BJMBOEOPUEPXOWBMMFZ •$PNNVOJDBUJPODIBOOFMTGPSFWFOUTBOETQFDJBMQSPHSBNT •4QPOTPSTIJQT4DIPMBSTIJQTGPSZPVOHQSPGFTTJPOBMTUPCFDPNFBQBSUPGMPDBMQSPGFTTJPOBMPSHBOJ[BUJPOT •$PNNVOJUZ4QBDFr DPVMEUIF5PXODPOWFSUFNQUZTQBDFJOUIFWJMMBHFJOUPBDPNNVOJUZTQBDFGPSBTIPSUUFSNCFOFGJU •"NPOJUPSFEPOMJOFGPSVNGPSIFMQJOHUPDPOOFDUQFPQMFXIPBSFMPPLJOHUPSFOUXJUIQFPQMFMPPLJOHGPSBSPPNNBUF •$POTJEFSBWBDBODZUBY EFTQJUFUIFTUSFOHUIPGUIFSFBMFTUBUFMPCCZ 140 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Next Generation Priorities •Need physical space to connect and events/entertainment that brings younger people togather •Housing- Need Continuum of Housing & need to stop the loss of long term rentals •Enhance diverse culture, arts, and entertainment opportunities for younger generations •Childcare – too expensive and not enough •Sustainability-need to be a leader (composting, geothermal) •Leadership development and mentor opportunities •Mental Health Access •Create a succession of leadership/employees: Under employed younger generation (job connection, internships, mentoring) •Want to have a voice in local government – but hard to do that in Town Hall. 141 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Members Focus Group Input 12 9 142 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Community Spaces •Need to create community space, need to be locals focused. •Cascade was lost. Need that community connection point. Ice Rink brings community. We need to create a place for indoor active recreation. •We need community connection points, park/outdoor space, Cascade club. VRD programs. Movie theater is another examples. •Loosing sense of community 143 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Livability •Create community vitality which requires 1) housing, 2) places (rec center) where community can connect •How do we facilitate the succession of leadership and employees in Vail? Go back to the original vision of value. Housing is one of several mechanisms to achieve a vitality in the community. •Need to recognize our community includes the valley •How do we define quality of life here? •Need night life – We have lost the Village. •How does an entrepreneur start a business? How can we make it easier for entrepreneurs. •Live in the village no complaints about noise – bring the fun back to the Village. Bring the fun back to the village. •Need attainability, want to have a family – can’t afford a family, must have dual income household, feel dead ended. Where is the light at the end of the day. •Child Care is critical 144 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Vitality Built Environment •How do we maintain our physical character? •Control growth-community must care for ourselves o Sun Valley employee housing and day care right beside the SunValley portal o VRBO-convert back o VRBO tax it o Frontage Road parking – ban it. o Complete the planning and execution of EverVail & create new parking •Tax STRs to reduce STRs. Need people living in our neighborhoods that invest in the community. Bring back the locals to neighborhoods. STRs eliminate where locals live and that erodes community. Need residential linkage for STRs. Need to create housing from STRs •We have watered our regulations down and they are not protecting our built environment. •Architecture in our Town is critical to our success. We are homogenizing buildings •How do we reverse the trend of homogenizing Vail? 145 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing Need to create a continuum of housing to support longevity in Vail and having a family. Housing is simply a tool to create community. Need a strategy for each type of housing. Need to be thoughtful about the type of housing we want. Down payment assistance plan – could VR support a program like that Employers need to create housing or pay for housing for new employee generation. $750,000 gap in County between market and affordable housing. How do we address the gap. We need to utilize our leverage on VR to subsidize housing. Why do we not have a higher % for employee generation. Property tax is pushing people to the west 146 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Housing •Incent family housing- •License and regulate STR •Tax STRs to reduce STRs. Need people living in our neighborhoods that invest in the community. Bring back the locals to neighborhoods. STRs eliminate where locals live and that erodes community. Need residential linkage for STRs. Need to create housing from STRs 147 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Transit and Parking •Transit and parking are critical issues and in term of accessibility to our employees, residents, and managing Frontage Road parking. •Bring back Local two hour parking – how do we balance local needs and guests •Need to fully utilize RTA •Need Carrying capacity study. Need to live within our manmade and natural carrying capacity. Need to create capacity for EVs and Car Share. We have exceeded our carrying capacity. •Need to make it easier to work here for employees. Employees need to off set costs for parking. 148 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •Balanced, equitable relationship with Vail Resort, VR could be an active partner re Workforce, we have common interests •We help VR invest the $17M in our community •Need an equitable relationship with VR •We need VR to be more engaged •Town is not clear what we want from the relationship •The lawsuit hurt us, Condemnation case passed 5-2 •Relationship has been mutually exclusive •Need mutual goals between Vail and VR 149 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Vail – Vail Resorts (VR) •How do we educate the Council and VR on how to align goals? •VR has changed the culture. It is a publicly traded company, and their goal is to be as profitable as possible and sell Epic passes versus selling Vail specifically. 150 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Governance •Look at consolidation of government entities in the Valley. 151 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Community Members Priorities •Community Vitality o Community Spaces o Livability o Built Environment •Housing •Transit and Parking •Vail – Vail Resorts •Governance 152 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Strategic Priorities What direction should the Vail Town Council take over the next 2-5 Years? What impact do you want to have? 140 153 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Strategic Priorities •Emerge from the most important issues affecting Customers and the Organization over the next 2-5 years •Articulated as broad areas of focus •When preambles included, may also reflect values and statements of intention •No more than 5 •Within Strategic Priorities, specific and measurable Strategic Goals will be developed 141 154 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Measurable Strategic Goals/Results How will the Vail Town Council and the Community know if they have achieved the Priorities? 142 155 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Strategic Goals/Results •Developed within each Strategic Priority •Describes in measurable terms the significant results the Organization must accomplish over the next 2-5 years in order to realize that Priority •“Result” -- defined as the impact or benefit experienced by customers or the community •Expressed in specific, measurable, and time- specific terms •Includes targets—percentages or milestones 143 156 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Strategic Goals/Results Help answer the questions… •How will we know how well we are doing in achieving the priority? •What impact does the Town Council want to have? •In what areas can the Town of Vail uniquely lead? 144 157 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Strategic Goals/Results •Describe the actual result desired—not the strategy or action that you would engage in order to achieve that result •Strategic in nature—beyond status quo and current practice. What would the future look like? What will be different? •Citizen focused—what will citizens experience; not what the organization needs/not a budget request •Directly measurable •And understandable to the public and staff 145 158 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC © 1998-2024 Managing Results, LLC. All Rights Reserved Examples from Other Jurisdictions: Growth & Infrastructure Balance Growth in population will continue because of the high quality of life available here in the County. To maintain our high quality of life, however, it is essential that transportation and economic development infrastructure, such as high-speed internet, keep pace with the growth in the number of people living and visiting here. This well-planned balance will continue to be the focus of the County Commission and will be accomplished through the following results: By 2025, all residents and businesses of the County will have the ability to access consistent high-speed internet. By 2022, residents will experience a well-planned set of new and improved roads for local travel that will alleviate traffic congestion on arterials. By December 31, 2022, property owners, municipalities and schools will experience a Comprehensive Land Use Plan that ensures consistency between the County and Municipalities, encourages predictability in the development process, and creates and fosters a coordinated vision and goals with cities while respecting the citizen-driven zoning process. By 2025, the community will experience increased water access with parking throughout the County, as evidenced by: (3) additional water access points with parking Upgrades to existing water access points 146 159 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC © 1998-2024 Managing Results, LLC. All Rights Reserved Examples from Other Jurisdictions: Miscellaneous By 2025, the County will experience (2) or more sizable industries locating operations at the Industrial Park Site. By 2026, County will experience an adequately trained workforce in the areas of Logistics and Transportation, Aerospace, Automotive, Healthcare and Distribution. By 2025, in alignment with the Parks and Recreation Master Plan, County residents and visitors will experience the full development and marketing of Live Oak Landing and Bicentennial Park. 147 160 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC © 1998-2024 Managing Results, LLC. All Rights Reserved Next Steps Implementation Plan Development 148 161 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Outline of the Strategic Planning Process Preparation: Informs Strategic Planning Process and Planning Retreat Town Strategic Plan: Sets the direction for strategic, operational, resource and policy decisions. Strategic Priority #2 Strategic Priority #1 Implementation Plan: Departments working together to identify Strategies, Action Items and Milestones, Measures and Required Resources necessary to implement the Town Strategic Plan. •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal •Strategies for Implementation •Action Items and Milestones •Performance Measures •Required Resources Strategic Goal Strategic Plan ImplementationDocument Review and Analysis •Current/Previous Plans •Budgets •Comprehensive Plan •Performance Reports •Press/Media Articles •etc. Interviews with: •Town Council •Town Manager •etc. Stakeholder Involvement: •Focus Group Sessions •Community Meetings 149 162 @ 1998-2024 Copyright Managing Results, All Rights Reserved LLC Managing Results, LLC www.managingresults.com Marv Weidner mweidner@managing-results.com 970-901-0039 Darcie Perkins dperkins@managing-results.com 970-433-8835 163 VAIL'S STEWARDSHIPROADMAP VAIL TOWN COUNCILSTRATEGIC PLANNING SESSION February 26, 2024 164 1.Decide on the Strategic Priorities for the Town of Vail for the next 2-5 years. 2.Determine Measurable Strategic Results for each Priority (how will you know that you’ve achieved the Priority) 3.Town Mission Statement 4.Next Steps: Develop strategies and actions to achieve results Goals for the 2-day Retreat 2 165 Sources of Information •Community Surveys •Guest Surveys •Town Plans –Stewardship Vail –Civic Area Plan –Branding Work •Focus Groups & One on One Interviews –Council –Community Focus Group –Business Focus Group –Next Generation Leaders –Town Leadership –Town Employees 166 Business Community Priorities •Community Vitality –Strong Community creates a strong resort. –Community is made up of residents, business owners, first-timers, part-time residents. We accept people as one of us, we are a welcoming community. People don’t come here to be seen. If we can get this vitality, then housing, community, economic development falls under this. –The biggest issue is creating longevity. How do we get the 20-year-olds to stay and make a life here? We need a full cultural experience, and of course housing. It is multifaceted. How can we create confidence in staying here to create the community we need. –We were founded on the pioneer spirit and the foundation of excellence. If we do anything in this place, it’s the best we can do. We’re delivering an experience, We’re not delivering widgets. We need to focus on talent and people and giving them the opportunity to have a wonderful life here. What do we have to do day in and day out to deliver this experience. •Housing •Child Care •Transportation and Parking •Governance 167 Community Focus Group- Community Vitality Livability •Create community vitality which requires 1) housing, 2) places (rec center) where community can connect •How do we facilitate the succession of leadership and employees in Vail? Go back to the original vision of value. Housing is one of several mechanisms to achieve a vitality in the community. •Need to recognize our community includes the valley •How do we define quality of life here? •Need night life – We have lost the Village. •How does an entrepreneur start a business? How can we make it easier for entrepreneurs. •Live in the village no complaints about noise – bring the fun back to the Village. Bring the fun back to the village. •Need attainability, want to have a family – can’t afford a family, must have dual income household, feel dead ended. Where is the light at the end of the day. •Child Care is critical 168 Next Generation of Leaders Focus Group Input 6 169 Connections •We’re all here because we fell in love with the community and decided to stay. •After your twenties, it gets more difficult to find and cultivate your community. –Especially if you don’t drink or aren’t involved with snowsports. –There is a gap of 30-40 year olds in our community, which is hard for connecting with others. •It would be great to have more Town founded events to get the community more vested in the arts and culture. –The younger generation enjoys the arts, but is often priced out of it. •Some events feel unapproachable to locals due to cost or stigma. –Culture helps foster a tight-knit community. •Small businesses typically support the diversity of sporting events, like hosting a team to play drop-in soccer or volleyball. 170 Culture & Diversity •Vail Jazz shutting down is terrifying, because it was an opportunity to enjoy culture at different price points and was accessible to locals. •We have the foundations of great culture, but we’re missing diversity. Culture here is often overlooked or overshadowed. –It’s Black History Month, and we haven’t done anything for it. Women’s History Month is next—we should be celebrating! –We don’t have a focal point for the arts. –We may have diversity here, but it doesn’t feel like it. •The Town can help foster the love for the arts at all ages by helping fund different art programs big and small. –Art needs to be welcoming! –Vail could benefit by showcasing the diversity of our community through the arts. We’re not as homogenous as we seem. –Vail can promote local artists, art programs, and art non-profits. •The events that are Town funded shouldn’t always be the headliners, smaller events can have a massive impact within the community even without the flashy marketing. –A donation can have a more meaningful impact for smaller organizations. •The free concert series is a hit with staff and helps businesses profit. –The Town has done a great job bringing in the right types of music, even if the show is paid. 171 Communication •Even though there are many great happenings, the communication isn’t reaching the intended audience. –It isn’t widely known the Town has Instagram, for example. •This is a word-of-mouth community, we have the ability to communicate better. –A “street team” would be a great option, so younger leaders in the know can share upcoming events and special programs with their employees. •This generation is tapped into their emails and texts. –When people first move here, they don’t know how to get these updates. •Can the different HR departments be utilized for better communication to employees? 172 Leadership Incubation •Many professional groups in the valley are unaffordable to young leaders without employer sponsorship and support. •The Town could benefit with leadership incubation to develop and cultivate leaders from the talent pool we are lucky to have. –Many of our workforce are over-educated for their positions. –Industries could learn from each other if allowed the opportunity. –How can we connect under-employed workers with companies who need skilled workers? –Employees need to know how they can move up in their careers and not have to work 2 jobs forever. •Some smaller businesses have used an internship program to develop their pipeline/succession. 173 Mental Health •It is hard to be connected with a mental health provider and wait times are very long. –If a provider cancels on a patient, it could be months before the patient is rescheduled. •Preferences like gender for therapists are not accommodated. •The stress of living here can compound, and the only options are “Call 9-1-1 or we’ll see you in two months.” •We need to keep mental health in the discussions to remove the stigma of seeking help. 174 Community Space •The town is lacking a gathering space. –Where can the community meet that isn’t a political space and feels welcoming? A restaurant works, but isn’t ideal. –Donovan and The Grandview are out of price range for many locals, including non-profit organizations. •This space could be used by the Town to sponsor learning and professional growth, which is a double benefit. •There aren’t many options currently that allow for gathering without alcohol. 175 PrimaVail •This program is fantastic, but isn’t well known. –Only two members of the focus group were aware of its existence. •The name “PrimaVail” doesn’t sound like something designed for the community. It sounds like it caters to guests. •Getting in touch with PrimaVail is a hassle, and it’s difficult for managers to request assistance on behalf of their employees. •There is room for growth to make this program more accessible and successful. 176 Safety Net & Housing •Being able to purchase a home is the difference between staying and having to leave. –Rent is skyrocketing, and it is impossible to save for a down payment when people are paying $3000/month for rent + utilities and necessities to live (groceries, etc.). •Renting is unsustainable. –Homeownership is the goal, YOY rent increases make renting difficult. •STRs are eroding the ability for young families to stay here and maintain a presence in the community. It changes neighborhoods and prices out locals. –How can the Town incentivize renting to locals, knowing that landlords could make more as an STR? –Could the ability to have an STR be a lottery system? •Many young families rely on their neighbors and community as they grow here, because they are typically isolated from their own families. –They have to find a way to balance their professional and personal lives. •The Big Topics seem unattainable in our lifetimes. What can we focus on in the short term concurrently that is achievable? •Deed restrictions can be difficult for people who rely on contract work—they don’t have a way to show they worked odd jobs in between contracts. Sometimes contracts may take them out of the area to travel for work, so even if they live here they don’t qualify. •There isn’t much childcare support for middle-income families. 177 Sustainability •Our community values our environment. –Our generation has been raised to take care of our planet, it was part of our education growing up and is a core value. •How do we get the Vail guest to be on board with our vision? –Would it be possible to provide the option to compost while staying at a hotel or condo to help with that company’s desire to compost. •The community needs to know how and where to compost. 178 Next Generation Priorities •Need physical space to connect and events/entertainment that brings younger people together •Housing- Need Continuum of Housing & need to stop the loss of long term rentals •Enhance diverse culture, arts, and entertainment opportunities for younger generations •Childcare – too expensive and not enough •Sustainability-need to be a leader (composting, geothermal) •Leadership development and mentor opportunities •Mental Health Access •Create a succession of leadership/employees: Under employed younger generation (job connection, internships, mentoring) •Want to have a voice in local government – but hard to do that in Town Hall. 179 Mission and Issues The Mission of the Town of Vail is to provide exceptional public services, to people who live, work, and play here so they can connect to the community and nature, create memories, find opportunities to thrive, and have the time of their lives. Critical Issues Housing & Community Transportation Workforce Support Government Services & Sustainability Authentic Guest Experience 180