• Thursday, September 18 - Kickoff Meeting: This first conversation focused on listening to community members priorities around Dillon's future: topics like the Town Comprehensive Plan, growth and development, community character, housing, and more. 
• Thursday, October 30 – Vision & Identity: “What Makes Dillon, Dillon": Refine the community values and vision that will guide future decisions.
• Wednesday, November 12 – Urban Planning & Connectivity: “Designing a Cohesive Dillon”: Explore Dillon’s layout, walkability, and infrastructure to preserve our mountain-town character.
• Thursday, January 22 – Economic Development & Local Business Support: “Balancing Residents & Visitors”: Discuss approaches to economic growth that support both residents and local businesses.
• Thursday, February 12 – Communication, Transparency & Trust: “Building a Culture of Follow-Through”: Co-design how the Town and residents communicate effectively and transparently.

• Prioritization & Roadmap: “Turning Vision into Action”: Synthesize all discussions into a resident-driven action plan to present to Town Council.

Kickoff Meeting

September 18, 2025 

Click here to download a PDF version of the meeting summary

Main Takeaways:

• Urban Planning and Connectivity: Desire for a more cohesive, walkable downtown with clear master planning that protects Dillon's mountain-town character. 
• Economic Development: Support for small, local businesses and restaurants; mixed views relying on tourism vs. prioritizing resident's needs. 
• Communication & Trust: Strong frustration with lack of transparency, poor follow-through, and limited resident voice in decision-making; calls for clearer, fact-based updates. 
• Quality of Life & Identity: Balance needed between concerts/tourism and resident well-being; the importance of protecting views, dark skies, history, and community traditions. 
• Vision for the Future: Need for a shared, long-term plan that leverages Dillon's unique assets while ensuring sustainable, resident-driven growth. 

Main Themes: 

The meeting reflected a push-pull tension between growth vs. preservation, tourism vs. residents' quality of life, and developer-driven vs. community-driven planning. Underlying nearly all themes was a call for better communication, transparency, and cohesive visioning so Dillon can evolve without losing it's character. 

1. Urban Planning & Connectivity 
   • Dillon feels disjointed and confusing for visitors, with hidden amenities (amphitheater, marina, shops).
   • Strong desire for better walkability, sidewalks, and cohesive downtown core. 
   • Calls for a flexible, professional master plan to guide development and avoid piecemeal, developer-driven projects. 
   • Concerns about aesthetics of past developments ("too Denver/tech center") versus maintaining mountain-town character. 
2. Economic Development & Local Business Support 
   • Mixed views on growth - some want a robust downtown, thriving businesses, more restaurants, and a tourism base to sustain them. Other prioritize residents' quality of life over business interests. 
   • Debate on how to fund improvements - through organic business growth vs. taxpayer subsidies or STR (short term rental) fees. 
   • Worries about Dillon being just a pass-through town (en route to Keystone) instead of a destination. 
   • Desire to support small, local businesses rather than large outside developers. 
3. Communications, Transparency & Trust in Leadership
   • Strong frustrations with lack of clear, consistent, factual communication from Town leadership. 
   • Perception of poor follow-through on projects and lack of responsiveness to residents' concerns. 
   • Concern that town government is not resident-focused and pushes development agendas despite opposition (e.g. Las Vegas on the lake" project). 
   • Requests for better outreach methods: email, text alerts, newspaper, face to face meetings. 
   • Underlying issue of trust deficit between leadership and community. 
4. Quality of Life & Community Identity 
   • Many want to protect Dillon's small-town, mountain feel, not turn it into Breckenridge or Silverthorne. 
   • Noise from the amphitheater is both loved (concerts as a community draw) and disliked (too loud for nearby residents).
   • Calls to revitalize deteriorating areas while protecting views, dark skies, and historic/cultural assets (e.g. Arapahoe Cafe) 
   • Strong interest in community traditions and arts: free concerts, art fairs, recreation (pickleball courts, parks).
   • Ongoing tension between tourism-driven development and resident well-being. 
5. Look & Feel / Vision for the Future
   • Residents want to clarify Dillon's long-term vision: where is the town heading in 25 years?
   • Calls for sustainable, thoughtful growth that balances residents, second-home owners, and businesses. 
   • Importance of leveraging town-owned land and resources for resident-driven priorities, not just developer-led projects.
   • General agreement that Dillon has unique assets (lake, marina, amphitheater, parks, location) and should build on them while keeping it's identity. 

Vison & Identity: "What Makes Dillon, Dillon?"

October 30, 2025

Click here to download a PDF version of the meeting summary

At the second community meeting for the Dillon Community Meetings series, residents continued to voice deep pride in their town’s character, natural setting, and small-town feel. Participants shared what they value most today and what they hope will remain central to Dillon’s identity in the years ahead. The conversation reflected broad appreciation for Dillon’s sense of place, outdoor access, and community culture.

Community members described Dillon as a place defined by its natural beauty, walkability, and welcoming atmosphere. The nationally recognized recreation path, lake and mountain views, and easy access to nature all contribute to a strong sense of pride. Everyday experiences such as walking to work, raising a family, connecting with neighbors, and enjoying local businesses are core parts of life here.

Participants highlighted beloved amenities and gathering places, including:

Residents also emphasized the importance of safety, low car traffic in the town core, and the year-round vibrancy created by people being active outdoors.

When asked what makes Dillon feel like Dillon, participants pointed to the blend of natural setting, community events, and small-town charm. Dillon’s location, both lakeside and close to trails and ski areas, shapes daily life and anchors its identity as a mountain lake town with deep community roots.

In short, residents described Dillon as:

A safe, charming, nature-oriented lake town surrounded by mountains, with a strong sense of community and year-round activity.

Participants spoke passionately about preserving:

Residents also voiced awareness of broader mountain town trends, such as rising housing costs and increasing income inequality, and expressed hope that Dillon can avoid losing its balance of full-time residents and workforce.

Participants explored what Dillon could look and feel like in the future if the town continues to honor the elements that make it special.

Communication, Transparency and Trust

Participants expressed a desire for fewer websites from the Town and more user-friendly, centralized communication tools that make it easier for community members to find information.

Urban Planning & Connectivity: "Designing a Cohesive Dillon"

November 12, 2025

Click here to download a PDF Version of the summary

The third community forum for the Dillon Community Meeting series brought together more than sixty participants in person and online. The session focused on translating community values from earlier meetings into ideas for physical design, walkability, and connectivity within the town core. Attendees continued to express a strong commitment to preserving Dillon’s identity while exploring how the town can evolve in ways that support residents, visitors, and local businesses.

The meeting began with an overview of the engagement process to date. Participants were reminded of the shared values identified in September and October, including Dillon’s small-town lakeside identity, walkability, trust-based communication, a balanced local economy, and the importance of views, dark skies, and access to nature.

The Town Planner provided context on Dillon’s current planning efforts, including ongoing updates to the comprehensive plan, the role of master plans, and existing work on parks, trails, and connectivity. The conversation emphasized the comprehensive plan as a living document that evolves with community needs and priorities.

Participants were asked to think about how Dillon can grow while still feeling like Dillon, with a focus on connections between places, walkability and safety, design character, and community gathering spaces. Ideas shared during the interactive session included:

Continuing What Works

Participants noted several areas that already function well and could serve as cornerstones for future growth, including the marina, the park and Farmers Market area, and existing community events that bring people together.

Looking Ahead

The forum closed with a reminder of the next session, which will focus on economic development. The upcoming discussion will explore how Dillon can support both residents and visitors while maintaining the elements of community identity that matter most.

Economic Development & Local Business Support: "Balancing Residents and Visitors"

January 22, 2026

Click here to download a PDF summary of the meeting

(Topic moved from the canceled December 4 meeting)

Summary: The fourth Dillon Community Meeting focused on how the Town can strengthen its economy while honoring the needs of its year-round residents and preserving the character that makes Dillon unique. Through updates from the Economic Development Advisory Committee (EDAC), a local business owner panel, public discussion, and small group dialogue, participants explored tensions and aspirations around tourism, livability, and long-term resilience.

EDAC Update: Revenue Lens & Planning Ahead

A current member of the volunteer-led EDAC provided an update, which has been analyzing Dillon’s economy primarily through a sales tax and revenue lens. The group has been researching best practices through partners such as Northwest Colorado Council of Governments (NWCOG), the Economic Development Council of Colorado, and the Colorado Office of Economic Development and International Trade (OEDIT).

Key priorities include:

• Understanding Dillon’s current business inventory and identifying gaps.
• Attracting new businesses while better supporting existing ones.
• Preparing for demographic and infrastructure shifts anticipated by 2030.
• Developing recommendations for Town Council (presentation anticipated in early February).

EDAC emphasized its advisory role and the need to balance revenue generation with quality of life, infrastructure, and community identity.

Local Business Panel 

Core Realities 

• Tourism is essential to survival.
• Commercial rents in Summit County are high, creating barriers to entry.
• Starting a business is risky and complex—clearer guidance on permits and processes would help.
• Walkability and connectivity—especially across the highway and between the park, amphitheater, and retail core—are major gaps.
• Signage and wayfinding are limited; many visitors don’t know the lake or businesses are nearby.

Seasonality & Ecosystem Challenges

• Dillon is more reliant on summer tourism than neighboring winter-focused towns.
• Visitor patterns shift based on Front Range weather and major sports events.
• Over 104,000 people attended amphitheater events last year, yet local capture of that spending remains unclear.
• Businesses want more complementary enterprises to build a stronger ecosystem.

The emerging Dillon Business Club aims to provide resources for entrepreneurs—such as available retail spaces, permit guidance, and contact lists—to reduce fear and improve collaboration. Panelists emphasized a “rising tide raises all boats” mindset.

Dillon Amphitheater & Community Tension

The Dillon Amphitheater generated significant discussion.

Opportunities

• Draws national and international visitors.
• Creates strong economic potential.
• Serves as a cultural asset and regional attraction.

Concerns

• Noise impacts for nearby residents (vibrations, sound checks, double-header shows).
• Parking costs and access challenges for locals and small businesses.
• Perception that financial returns to the Town may not match the impact.
• Risk of litigation if stakeholder concerns are not addressed.

Residents proposed potential “win-win” adjustments, such as consistent sound check times and limits on certain multi-night events. The broader theme: tourism is necessary, but community impact must be actively managed.

Emerging Opportunities 

• Participants identified several promising strategies:
• Better marketing and annual public directories of local businesses.
• Cooperative promotion booths (e.g., farmers markets).
• Historic walking tours integrating local businesses (via the Summit Historical Society).
• Improved signage and user-experience mapping (potentially via outside consultants).
• Leveraging grants through OEDIT and DOLA for Main Street improvements.
• Exploring mentorship programs among established and emerging business owners.
• Considering senior housing and service-oriented development to retain aging residents.

Guiding Values for Dillon's Economy 

When imagining Dillon at its best, several values surfaced repeatedly:

1. Stewardship of Natural Assets – Protecting the lake, views, wildlife, air quality, and biodiversity is foundational. Without these, Dillon loses its core identity.
2. Livability & Opportunity – A thriving business community creates vibrancy, gathering spaces, and everyday joy.
3. Resilience & Economic Stability – A robust economy enables the Town to pursue other priorities.
4. Walkability & Connectivity – A cohesive downtown experience that encourages full-day stays.
5. Pride & Heart – Turning the narrative toward celebrating Dillon’s strengths.

Resident vs. Visitor Tensions 

Key tradeoffs identified: 

• Quiet enjoyment vs. event-driven tourism. 
• Parking and traffic vs. visitor revenue. 
• Nostalgia for "old Dillon" vs. embracing change. 
• High short-term rental taxes (noted as among the highest in the state) vs. competitiveness with peer desinations. 
• Infrastructure limitations vs. growth aspirations. 

Some participants framed the tension as sharing space equitably; others stressed the need to prioritize residents first. Many agreed that resistance to change may be hindering revitalization. 

Looking Ahead: Dillon in 10 Years

Participants envisioned: 

• A revitalized Main Street 
• Balancing patronage from residents and visitors alike 
• Expanded arts, public installations, and multi-generational activities 
• Stronger connectivity between neighborhoods, downtown, and waterfront
• Reduced generational tensions 
• A resilient, economically vibrant town where residents support well-designed tourism

The unifying sentiment: Dillon has "so much heart." The challenge, an opportunity, is translating the heart into action, taking thoughtful risks, and aligning infrastructure, policy, and community will toward a shared future. 

The meeting underscored that Dillon's economic vitality and community character are deeply intertwined. Tourism in necessary, but must be managed intentionally. Residents seek livability, preservation, and meaningful inclusion in decisions. Businesses seek clarity, collaboration, and infrastructure that enables success. The path forward will require balancing revenue goals with stewardship, bold decision-making, and a commitment to shared solutions. 

Communication, Transparency & Trust: "Building a Culture of Follow-Through" 

February 12, 2026

Click here for a PDF summary of the meeting

Meeting Overview: 

The meeting focused on community feedback and transparency in local government, with over 30 residents attending to discuss town operations and trust-building measures. Participants shared experiences of both successful and problematic town communications, with particular attention to website functionality, meeting transparency, and follow-through on community input. The group identified key needs including a centralized calendar system, improved FAQ section, and better communication channels, while noting that while the town council had recently improved, staff transparency remained a concern. The facilitators outlined next steps would include drafting recommendations based on the feedback, conducting a community survey, and presenting findings to the town council, with a strategic planning retreat scheduled for April.

There was a strong focus on improving community trust through stronger transparency and clearer communication from the Town of Dillon. Participants acknowledged recent positive progress — including the amphitheater renovation, safety improvements, community events, and more open access to town staff — but emphasized that consistent, accessible communication remains essential to building long-term trust.

Key themes included improving transparency in town meetings and decision-making processes, ensuring clear explanations when agenda items are removed or projects change, and providing accurate, up-to-date information on permits and town initiatives. Participants also highlighted the need for clearer roles and responsibilities, improved website navigation, and better communication around timelines and project status.

A top recommendation was the development of a new, user-friendly website featuring a community calendar, FAQs, and a newsletter system. Keystone outlined next steps, including
drafting formal recommendations, conducting a community survey, and presenting findings to the Town Council in April following the upcoming elections.

Recommendations

• Town Council/Staff: Update and improve the town website to make it more intuitive, navigable, and to include features such as an FAQ, "submit your question" functionality, a unified and updated event/calendar system with hyperlinks to agendas and recaps, and clear communication of project updates and timelines.
• Town Council/Staff: Develop and communicate clear annual priorities and goals for the town, based on community input, and make these publicly accessible.
• Town Council/Staff: Implement a transparent "scorecard" or decision-making framework that shows how council decisions align with town goals and priorities, including objective criteria and public communication of reasons for decisions.
• Town Council/Staff: Ensure meeting recaps, agendas, and updates are proactively communicated to the public via the website, newsletter, and other channels, rather than relying on residents to find information through obscure links.
• Town Council/Staff: Provide clear, ongoing communication about project status changes (e.g., timeline delays) and reasons for such changes to the public.
• Town Council/Staff: Review and clarify public-facing decision-making matrix and staff roles/responsibilities to reduce confusion about who to contact for questions or issues.