HomeMy WebLinkAboutPACKET Town Board Study Session 2022-11-22 November 22, 2022
5:15 p.m. — 6:45 p.m.
TOWN BOARDEP ® Board Room
STUDY SESSION 5:00 p.m. Dinner
In Person Meeting — Mayor, Trustees, Staff and Public
AGENDA
No public comment will be heard
This study session will be streamed live and available on the
Town YouTube page at www.estes.org/videos
5:15 p.m. Housing Needs Assessment and Strategic Plan Check-in.
(Assistant Town Administrator Damweber)
5:45 p.m. Rooftop Rodeo Operations Overview.
(Director Hinkle)
6:10 p.m. Trailblazer Annual Update.
(Director Bergsten and Manager Swoboda)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:45 p.m.
Page 1
F
A
EP
TOWN OF ESTES P
Report TOWN ADMINISTRATOR'S
OFFICE
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Jason Damweber, Assistant Town Administrator
Date: November 22, 2022
RE: Housing Needs Assessment and Strategic Plan Check In
Purpose of Study Session Item:
Provide representatives of Root Policy Research, the consultant working on the 2022
Housing Needs Assessment and Strategic Plan, with an opportunity to share
preliminary findings and discuss strategies with the Town Board for feedback prior to
drafting and submittal of the final report.
Town Board Direction Requested:
Ask questions and provide feedback for the consultant to consider as they develop the
final report.
Present Situation:
Root Policy Research was selected through a competitive process earlier this year to
conduct and new housing needs assessment and develop a housing strategic plan for
the Town. After several months of research and community engagement, they now wish
to share preliminary findings and provide the Town Board with an opportunity to ask
questions about the work to date and provide feedback to inform the final report.
Proposal:
Staff proposes that the Town Board hear the consultant's presentation, ask clarification
questions, and provide feedback.
Advantages:
New information regarding the Estes Valley's housing related needs and proposed
strategies for how to address them will help inform and guide the Town Board's future
decision-making with respect to workforce and affordable housing.
Disadvantages:
None
Finance/Resource Impact:
N/A
Page 3
Level of Public Interest
High
Attachments:
1. Memorandum from Root Policy Research
Page 4
Attachment 1
PROOT POLICY
IRESEARCH
MEMORANDUM
To: Town Staff and Town Board
From: Mollie Fitzpatrick, Root Policy Research
Re: Estes Park Town Board Study Session: Housing Needs Assessment and
Strategic Plan check-in
Date : Prepared November 11, 2022 for the November 22 Work Session
Root Policy Research, in partnership with OPS Strategies and Williford LLC, was
contracted by the Town of Estes Park to conduct a Housing Needs Assessment and
Strategic Plan that would provide baseline data on current housing needs and clear,
actionable strategies to address the unique housing needs of the Estes Valley.
The needs assessment portion of the study is in the final stages, with data analysis and
community engagement completed. The consultant team is currently working with the
Housing Authority and Town staff on strategy development—and desires to gather
input on strategy direction from the Town Board during this study session.
Work session o verview . Root's presentation for the study session meeting will
highlight key findings from the data anlaysis and community engagement to create a
shared understanding of current needs as context for Board discussion on potential
policies and strategies to explore for the action plan.
Key findings from data analysis and engagement. The bullets below
highlight some of the key findings from data analysis and community engagement; Root
will present additional details during the work session.
■ The pace of housing unit growth over the past decade was insufficient to keep up
with job growth in the region, leading to very tight housing market dynamics and
challenges recruiting/retaining workforce.
■ Housing price (and rent) increases far outpaced changes in incomes and wages
and rising interest rates will further compress affordability in the near term.
■ The 2016 Housing Needs Assessment identified a need for 1,530 housing units to
both "catch up"with affordability needs and "keep up"with projected growth. A
similar analysis indicates the need is now up to 2,720 units needed by 2030. Two
thirds of these units are needed at price-points affordable to households earning
less than 120%AMI; 21% are needed for households earning less than 30%AMI.
Page 5
Page 2
■ Community engagement for the study built upon engagement efforts conducted
for the recent Comprehensive Plan but also included a comprehensive survey of
residents, in-commuters, seasonal workers, and seasonal owner as well as
interviews with key stakeholders, developers, and employers.
➢ Resident survey responses provided additional insight on housing needs
and concerns; in-commuters provided important feedback on housing
preferences and choice; and seasonal resident responses include
important feedback on housing stock and future housing opportunities.
➢ Stakeholders also highlighted the importance of addressing housing
needs, discussed barriers to economic growth and residential
development, and provided meaningful feedback on potential solutions.
Strategy discussion. The draft Housing Action Plan will build upon the work of the
Estes Park Housing Authority,Town of Estes Park Lodging Tax Exploration Task Force
(and the recently passed LMD funding for housing), recommendations from the 2016
Housing Needs Assessment, the consultant team's research and observations—and the
input from this work session with the Town Board. At the work session, we'll discuss
progress made on the 2016 action plan, objectives for the current housing strategy, key
partners for addressing needs, and Board direction for specific policies or action items
to explore.
Page 6
11/23/2022
ESTES VALLEY HOUSING
NEEDS ASSESSMENT &
STRATEGIC PLAN
PRESENTED BY
Mollie Fitzpatrick,Root Policy Research
Ir I ROOT POLICY Denver,Colorado 80220 970 880 1415 x(extension)
hello@rootpolicy.corn
Key Project
Today's Discussion:
Objectives
• Key findings from data analysis
• Update market data and community engagement.
and housing needs
(from 2016 HNA) • Summarize housing needs
• Develop an Actionable • Strategy and policy discussion.
Strategy to address
needs
• Collaborative approach
between Town and
1011 Housing Authority
411111
Page 7
11/23/2022
CONDITIONS
E I ST I \ G
SOCIO— Age Profile
■18-34 35-64 ■ ,-
e C O I{�'�I C►m I C Estes Valley 15% 31%
TrendsTown of Estes Park 38% 41%
Colorado RIMMINIMMEIlki 15%
- Aging population
(and declining % of
children). Job Projections
- Job growth
outpacing housing 10,000 Rest of Estes Valley(Projection) U Town of Estes Park(Projection)
•Rest of Estes Valley(Estimate) U Town of Estes Park(Estimate) _
production. 9,000
8,000
- Jobs concentrated 7,000 UI
in low-wage, 6,000
,o
seasonal sectors. 4s3,0,000
00
111111111111111111111
- Disparities in z,000oo
income gains. 1,000
6,- 6,- 6,1' e ee e61> 41' 6i> e 61') 61% 619O��
ti ti ti � ti ti ti ti ti � ti ti ti ti ti ti ti ti ti ti ti
4
Page 8
11/23/2022
H ousi ng Stock:
The pace of housing unit growth in the past decade was the slowest since the 1960s, and
use of existing homes is trending toward more seasonal/recreational use.
4,500 6�u 3%
4,000 Othervacant units 33%
3,500 26% Vacant for seasonal,recreational,or occasional use
3,000
2,500 22% Resident renteroccupied unit 24%
2,000
1,500 46% 39%
1,000 Resident owner occupied unit
500
0 -
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Occupancy and Vacancy of Housing Units;Town of Estes Park
Average asking rent for current listings:
(up 32% from $1 ,395 in 2015) $1,845
Rent and per month
sale price
increases Median Sales Price approaching $600,000 in Estes Park
outpaced $600,000
Trendline
income $500,000
$400,000
gains... ----
$300,000
(coupled with $200,000 ---- -----
very low rental
vacancy and for- $100,000
sale inventory). $" 0 N M v 111 l0 N 00 D1 O ,- N M v VI W M O N
9 0 0 0 0 0 0 0 0 0 1- N N N
C C C C C C C C C C C C C C C L C C C C C L C
Page 9
11/23/2022
Maximum Rental Demand Rental Supply
H o u s i n g Affordable (Current Renters) (Current Units) Cumulative
Renter Incomes Gross Rent Number Percent Number Percent Gap Gap
Ga p s Less than$25,000 $625 491 32% 250 16% (241) (241)
22%
116 An a I ys i s $35,000-$50,000 $1,250 100 7% 435 9% 335 (2 0)
$50,000-100,000 $2,500 360 24% 368 7% 8 218
$100,000 or more 234 15% 41 1% (193) 25
Acute need at
lower income levels Maximum Potential Demand For-Sale Supply
but workforce Affordable (Current Renters) (Sales 8/21-8/22) Cumulative
Renter Incomes Home Price Number Percent Number Percent Gap Gap
needs persist up to
$100,000 incomes, Less than$25,000 $93,700 491 32% 5 2% -30% -30%
$25,000-$35,000 $131,200 331 22% 2 1% -21% -51%
particularly for
$35,000-$50,000 $187,400 100 7% 5 2% -5% -56%
ownership options. $50,000-100,000 $374,800 360 24% 44 15% -9% -65%
$100,000 or more 234 15% 231 80% 65% 0%
Ei \ G AGEv E \ T
COMMUNITY
Page 10
11/23/2022
When you were looking for your•current
housing,did you consider living in the Estes
I n _ Valley?
Commuter No
17%
Housing Yes
83%
Choice
In-co m m ute rs are If yes,what were the reasons you chose not to live in the Estes Valley?
interested in living Housing I could afford was lower quality 42H.
in Estes but Couldn't find an affordable home to buy 49,
couldn't find Couldn't find an affordable apartment to rent
housing that met Housing I could afford was too small
their needs (quality Couldn't find a neighborhood I liked 2(YC
and price-point).
I chose schools outside of Estes 13%
Housing I could afford was older than I prefer 13%
The commute for me(or other 11%
household member)was too long
Other 11%
I couldn't find a house/apartment I liked 9%
Resident Do you face any of
Housing these challenges 68%
in your housing YES
C h a I l e nges situation?
• 68%of residents said they face some
type of housing challenge(even higher I worry about my rent going up more than I can afford 24%
for renters, low/moderate income
I struggle to pay my rent/mortgage 18%
households,and minority groups)
I worry about my landlord selling the home 18%
• Displacement is higher than in 2016:
26%of all residents and 43%of renters I struggle to pay my utilities 16%
said they've had to move when they I worry about my landlord converting 16%
the home to a short term rental
didn't want to in the past 5 years.
My home isn't big enough for my family members 16%
• 77%of renters want to buy in Estes, Other housing challenge 14%
but most don't think they will be able
to(due to affordability and availability). I want to get my own place,but I can't afford it 13%
I need help taking care of myself/my home
and can't find or afford to hire someone 11%
10
Page 11
11/23/2022
• Most seasonal workers have considered living in the valley but
Additional have friends family elsewhere(49%), can't find a permanent job
(40%) or can't find housing(27%).
Community • Seasonal owners are primarily motivated by a desire to retire in
Q Estes and vacation options; over half have future plans to live in
c�c Estes.
Stakeholder • Stakeholders highlighted housing affordability as a key issue for the
Perspectives community—both as an economic development need and a social
services issue.
➢ In addition to affordability,overcrowding of existing housing units was
identified as a key concern among housing and service providers.They
attribute such overcrowding to a lack of both availability and affordability of
units and note that this trend disproportionately impacts service workers,
Hispanic residents,and households with undocumented members.
➢ Economic development representatives and business owners in the Valley are
acutely concerned about housing for workers which created material
barriers to employee recruitment and retention.
➢ Residential developers highlighted infrastructure costs and land
availability as barriers to attainable housing development and encouraged
the Town to pursue public-private partnerships for affordable and
workforce development(e.g.,incentives,subsidies,etc.for affordable
production).
11
HOUSING NEEDS
SUvvARY
12
Page 12
11/23/2022
Housing Needs: Catch Up & Keep Up
• Rental Shortage •Commuters Unfilled Jobs Retiring Workforce •Job Growth High Job Growth Units Built
2016 Existing Need(Catch Up) 160 340 220 = 720
Lip
N 2016-2020 Projected Need(Keep Up) 520 290 210 = 810-1,020
2016-2021 Actual Job Growth 140
o
6)
E C 2016-2021 Units Built 360
0
-E
U 2016 vs 2022 data gap 200
N 2022 Existing Need 240 650 330 = 1,220
0 = 1,500
2022-2030 Projected Need 810
Housing Catch u p: 1 ,220 units
Needs Keep up. 1 SOO units
by
Income 0-30%AM I ■ ■ Rental
I . Owner
*based on current 30-50%AMIIt
income profile and
current tenure. 50-80%AMI
80-120%AMI
Over120%AMI
0 200 400 600 800 1,000 1,200
14
Page 13
11/23/2022
Housing Needs by Household Type
*based on current household composition.
2,720
1,904 Owner
1,340 Households
859
360 ii me me II 816 Renter
161
I elsolo Households
Couples Households Single Roomate Total
without with Person Households Households
children children Households
HOUSING
ST RAT G I
The draft Housing Action Plan will build upon the work of the Estes Park Housing Authority
Town of Estes Park Lodging Tax Exploration Task Force(and the recently passed LMD funding
for housing), recommendations from the 2016 Housing Needs Assessment, the consultant
team's research and observations—and the input from this work session with the Town
Board.
Page 14
11/23/2022
1. Fund—Generate resources for affordable
Strategic housing development, preservation, and
Key
services.Approaches Partners
& EPHA
to Address 2. Build—Support development of dedicated
Housing affordable housing, naturally occurring
affordable housing, and diverse housing types
Needs to accommodate a broad spectrum of needs
and preferences.
- Affordability
- Diversity 3. Preserve—Work to maintain existing dedicated
- Stability and naturally occurring affordable housing.
- Equity 4. Assist—Increase access to resident housing
services and programs through partnerships,
funding, and tailored program development.
Housing Toolkit: Potential policies and programs to promote
housing diversity, affordability, and stability
• Dedicated local funding sources (linkage fee, sales tax, property tax, Bond, etc.)
FUND • One-time local funding sources (ARPA, GF allocation, etc.)
• Outside sources (loans, LIHTC, CDOH, Prop 123)
• Property acquisition (Land Inventory and Land Bank programs)
• Public-private partnerships
BUILD • Development incentives(e.g., density bonus, fee rebates, parking reductions)
• Zoning code update to reduce barriers to diverse housing(e.g., gentle density in
existing neighborhoods, ADUs, missing middle, etc.); and lower-cost housing
• Grant or low-cost loan program to preserve existing naturally occurring aff. housing
PRESERVE • Invest in maintenance and upgrades to existing housing inventory
• Conversion of STRs to LTRs
• Improve access to and awareness of available regional programs
ASSIST • Down payment assistance
• Rental assistance
• Employer assistance programs
Page 15
11/23/2022
Discussion
Questions Why Work to
What other strategies/ Address Housing Needs?
• actions would you like us to • Housing is a fundamental function of community.
explore in the Strategic Plan? A balanced housing stock accommodates a full"life
cycle community which in turn supports the local
• What are your priorities for economy.
the Housing Strategy—what • Research shows that a constrained housing market
negatively impacts economic growth.
does success look like?
• Residents'housing needs change over time, most
• What concerns might you often due to aging, education and skill development,
have about implementation? employment, economic disruption, care for family
members, and/or transition to a fixed income.
• What roles do you think • Recent trends in market prices, increasing mortgage
make sense for the Town interest rates, and development constraints are
and the HA? putting the Valley out of reach for middle income
households and in-commuters.
19
ROOT POLICY
EESEAPCH
Page 16
A
IP
TOWN OF ESTES PA
Report EVENTS & VISTOR
SERVICES
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Rob Hinkle, Events & Visitor Services Director
Date: November 22, 2022
RE: Rooftop Rodeo Operations Overview
Purpose of Study Session Item:
Provide an overview of the Rooftop Rodeo.
Town Board Direction Requested:
No direction is needed at this time.
Present Situation:
Estes Park Western Heritage, Inc. partnered with the Town of Estes Park in producing
the Rooftop Rodeo for many years. Estes Park Western Heritage, Inc. has recently
dissolved and the Town of Estes Park has assumed all responsibilities for producing the
Rooftop Rodeo. The Town is currently in the process of contracting an entity to help
coordinate the rodeo.
Proposal:
N/A
Advantages:
N/A
Disadvantages:
N/A
Finance/Resource Impact:
N/A
Level of Public Interest
Low interest
Attachments:
1. Rooftop Rodeo Operations Overview Presentation
Page 17
11/16/2022
Attachment 1
Estes Park
11001tOpeR7Rodieo
,,,,„
Operations Review
Events & Visitor Services Department
Rob Hinkle
Town Rodeo Revenue & Expense
2021 2022
Expenses
2021 2022 Stock Contractor S103.966 S109.534
Revenue Added Purse S65.000 S66.000
Admission Tickets S181.491 S219.131 Service Fees S7.619 S9.557
Food Concessions S5.047 S8.421 Entertainment S1.250 S4.495
Vendors S2.625 $1,350 Vet S1.475 S2.200
PRCA Judges S4.050 S5,400
Sponsorship SO S4.500 Lodging S13.465 S19.685
Other Revenue S5.230 S5.917 Secretary SO SO
Total Revenue S194.393 S239.319 Security S3.480 S3.540
Other Expense S14.789 S10.745
Total Expense S215.094 S231.156
2021 2022
Net Total -S20.701 S8.163
Page 18
11/16/2022
Town Rodeo Ticket Sales
2021 2022
Tickets Sold 8581 8913
Admission Price
Box $30 $35
General $20 $25
Senior $15 $17
Military $15 $17
Kids (3-12) $15 $17
Western Heritage 2022 Revenue and Expense
2022
Revenue $135,086
Expense $90,965
Sponsorship
Cash $70,050
In-Kind $101,500
Page 19
11/16/2022
1
2023 Rooftop Rodeo
❖ The Western Heritage Foundation, Inc. Board voted to dissolve the organization in
August and transfer assets to the Western Heritage Foundation.
❖ The Town assumed the role of total management of operations and profit/loss.
❖ The Town will contract with an entity to help manage the Rooftop Rodeo
Operations.
❖ The Western Heritage Foundation will continue to help with Rooftop's national
rodeo network and with the Saloon.
1n')4 Da f+Are Ar,rnler,
Town of Estes
Park
t I
Rooftop Rodeo SwdcContractor
I I I I
Town Sponsorstaps, Marketing, Cam Craw
Arena
Volunneen Mae ludo Adrertlsing volunteers
Stage Hospitality, Comma.Ow e.R
Modo,tNM, Saloon Swirl Weh
Special Nights
1 1
S'NITiI1I ! r1
ParadeJ
1
Ticketing, Ydidng Secunry,
Ushering Committees mine'
5ervices,
mine'Sahry
1 1
CMPbh Yawn I o.. ROyaW.
Career Mash Cash CAW Mrs.RTR
Page 20
11/16/2022
2023 Budget Almegiaaramiatistern Heritage
Behind the Chutes Tour Admission S1.500
Saloon Beverage Sales $47,000
Mutton Bustin Admission $700
Cash Sponsorhip S67,000
$116,200
Expenses
Shirts/Embroidery $600
Clown Contract SO
Sound Contract $8,400
Announcer Contract S10,200
Coordinator Contract S40,000
PRCA Convention $415
Saloon S20,000
Hospitality $7,500
Mutton Bustin/Cash Catch Prizes $350
Nick Mollet Cameras $4,200
PRCA Committee Dues $1,300
PRCA Photographer $2,500
Scoreboard S18,000
WPRA Fees $150
Royalty Expenses $2,000
Advertising/Marketing $6,000
$121,615
Next Steps
❖ Contract With an entity to help manage the Rooftop Rodeo Operations
❖ Send an update to all Rooftop Rodeo volunteers in December
❖ Schedule a volunteer meeting for January
Page 21
11/16/2022
Estes Park
top "jIodeo
July 5 - 10, 2023
Parade
July 6, 2023
Page 22
A
IP
TOWN OF ESTES P
Report
To: Honorable Mayor Koenig
Board of Trustees
Through: Town Administrator Machalek
From: Utilities Director Bergsten, Finance Director Hudson, Utilities Business
Manager Swoboda, Line Superintendent Lockhart
Date: 11/22/2022
RE: Trailblazer Broadband Project Update
Purpose of Study Session Item:
Staff will provide an update on the operations and construction of the community owned
Trailblazer Broadband Utility.
Town Board Direction Requested:
No direction needed
Present Situation:
Operationally, in July of this year, Trailblazer went from red to black. From now on, we
will use net positive revenues to build and maintain our fiber infrastructure and make
bond payments.
Our existing funds plus net positive revenues will be enough to complete the fiber build-
out in 2024 if everything goes according to plan. Over the past three years, the staff
monitored and adjusted operations and construction to maximize customer acquisitions
and improve the efficiency of operations. The unexpected challenges included the loss
of Journey Lineworkers, COVID-19, and supply chain delays. During the Study Session,
staff will provide examples of past challenges and future risks. We will also review
sales, marketing, and our call center performance.
Proposal:
Staff proposes we continue to provide modern high speed Trailblazer Broadband
internet service coupled with superior customer service.
Advantages:
• Municipal ownership of a fiber based broadband utility is providing a modern
foundation for our community's future.
• The fiber infrastructure enables future smart grid technologies required to integrate
DERs and expand renewable energy resources.
Page 23
Disadvantages:
• The increased workload through startup and build out is exhausting; however, we
can see the light at the end of the tunnel
Finance/Resource Impact:
Trailblazer Broadband has become a self-funded utility.
Level of Public Interest
Interest remains high with a managed three-week backlog of scheduled installations
Attachments:
1. Operating projections
Page 24
Attachment 1
TOWN OF ESTES PARK
TRAILBLAZER BROADBAND
PROJECTION OF AVAILABLE CONSTRUCTION FUNDING
AS OF 11/10/2022
2022 2023 2024 2025 2026
TRAILBLAZER NET INCOME 208,918.42 580.46 302,305.97 194,229.35 94,928.26
Bond Proceeds-Capitalized Interest Investment Account 718,375.00 1,550,507.00 602,449.00 - -
Amount Available for Capital Outlay from Operations 927,293.42 1,551,087.46 904,754.97 194,229.35 94,928.26
Capital Outlay Appropriations Bond Constr Acct 608,515.00
ARPA Grant 1,615,173.00
DOLA Grant 1,190,250.00
FUNDS AVAILABLE FOR COMPLETION OF BUILDOUT 4,341,231.42 1,551,087.46 904,754.97 194,229.35 94,928.26
Page 25
11/23/2022
Power & Communications Report
November 2022
T RAI L ^41
B LAZ E R
BROADBAND
CONNECTING OUR COMMUNITY
TRAILE.41 Connecting Our Community A
BROADBAND
BUZZER TrailblazerBroadband.com EP
Overview
Sales/ Marketing
Customer Experience/ Customer Care
Construction Schedule
Financials
TRAIL Connecting Our Community A
BLAZER
BROADBAND TrailblazerBroadband.com EP
Page 26
11/23/2022
Sales Dashboard
Key Performance Indicators Sept 2020 Sept 2021 Oct 2022
Open Cabinets(Service Available): 10/56 25/56 39/58
clients
Clients(Signed Up for Service,Activated or Not): 477 1,410 2,602
Residential Clients: 457 1,320 2,394
Commercial Clients: 20 90 208
Sales Rates 11
Sales Conversion(Clients/Registered Leads) 60'0 64% 66%
Cabinet Take Rate(Sales/Total Eligible Clients) 25°.. 29% 34%
Client Cancellation%(After Sign Up or lnstall) 2°c 6% 9%
'aaeody!furore into Soles Conversion 6 measles
L Overall Cabinet Take Rates by Time Open
(through October 2022)
%Take Rate
Open 6 Months or Less 15.21%
O•en 7-11 Months 24.26%
0.en 12-23 Months(Target of 30%) 34.92%
a•en 24+Months(Tar:et of 40%) 44.66%
TRAILr'n Connecting Our Community A
BLAZERBAN TrailblazerBroadband.com {P
Marketing l'
Community Owned.Local Support.Nothing Like it. TRAILf3 ' 'I ,
Your Bus'liness A ,,�� li BLAZER
ritStcr,More Reli ble li ter nrt
p�P' \\Po`E TRAILS.' Bringing You Reliable
,� BLAZER TRUE 1 GIG Internet t'� a
Congratulations!r e'. Get the Most Out -
,,, , of Your Internet
,., ...
I
p 6L.tti StayAhead of the Game
TRUE s GIG Intern -
Wirt Included It NslL1 rayr�r21 it r elude•
Even with of
t — - _Ilb , our smalls Tcazto e
uk TAN:
-Local1Gl_r;; .n ' THE
11�, ' t C_AIRN
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'yzltolaser...kn.
PAID TRAILf, Register to Stay Informed
TRAIL"' Connecting Our Community A
BLAZER TrailblazerBroadband.comBROADBAND fP
Page 27
11/23/2022
Customer Experience
Year-Over-Year Service Center ' Year 1 Year 2 Year 3
Sept2019- Oct2020- Oct 2021-
Statistics Sept2020 Sept2021 Oct2022
MTotal Inbound Calls 1,710 3,315 3,705
Total Outbound Calls 2,395 4,912 4,916
Total Calls Handled 4,105 8,227 8,621
Average Monthly Calls(Inbound&Outbound) 316 686 718
I %of Inbound Calls Answered in 30 Seconds .' 90% 85% 79%
Queue Abandon% 5% 9% 10%
• milli
Average Call Handle Time(All Calls in Minutes) I 3:44 3:09 3:28
Customer Satisfaction Score(Calls Only) 97% 98% 94%
i
Calls Handled by TSRS(Ft.Collins Tech Support)• 126• 600 741
'IGA Ft Colton TSR Support started on 8/13/2020 wan round the clock support beginning 8/24/2020.Annualized call volume for Year 1 Is approximately 360 co.
TRAILn Connecting Our Community 4
BLAZER TrailblazerBroadband.com [P
Customer Experience
I Call Volume YOY-Support vs.Sales
■Customer Support a Sales
80%
cos
116
80%
i21
40% '18
T996
20% LO%
Hill_
1:28
o%
2020 2021 2022 3494
Call Type%by Year 741,
1GA I cans.
TRAIL Connecting Our Community A
BLAZER TrailblazerBroadband.com fP
BROADBAND
Page 28
11/23/2022
Rankings & Testimonials •E
Trailblazer Broadband is a huge How likely are you to recommend
asset to the Estes Park Great,timely and friendly Trailblazer Broadband?
community! Theresa in the office service.So glad to finally
was incredibly helpful with have Trailblazer and am
scheduling.The installers were so pleased to know that 0
timely and skilled.And,the there are local people we 2022
service speeds are fantastic. can contact if we have a.en¢e
Given the slow speeds of the any issues.So far,we're
wireless networks in our off to a great start with NPS Score 6
community,fiber to the home is a Trailblazer!
huge blessing. I highly 50 50
recommend the service!!
71 TRAILIT
—\ V Net BLAZER
BROADBAND
Promoter
Trailblazer Broadband Score
5.0 15 Google reviews -100 100
Internet service provider in Estes Park,Colorado fi �d
TRAILrn Connecting Our Community A
BLAZER TrailblazerBroadband.com [P
Construction-Successes
• 39 out of 58 cabinet areas are complete a ='^`
lk• 3 out of 4 huts (3rd operational by r .a ° ,•-•" e -
end of month) F; -= ----
■ Overall ahead of schedule —
■ Estes Valley all but 3 neighborhoods completed
by the end of the year.
• Current construction pace has buildout completed
by the end of 2023/early 2024
TRAIL Connecting Our Community A
BLAZER Trailblazer Broadband.com EP
BROADBAND
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11/23/2022
Construction-Impacts Addressed
• COVID Impacts/Cost of Living Increases
• Challenge to keep up with staff turnover
• Work in more rural areas presented challenges
obtaining permits, larger lots, rougher terrain overall
as well as complex HOA negotiations
• New developments adds additional cost and adds to the
construction schedule
• Supply Chain Issues and dramatic price increases
• Continuous adjustments to the construction schedule to
maximize take rate using customer interest statistics
TRAILM Connecting Our Community
BLAZER TrailblazerBroadband.com [P,
Installations/Business Transition
gory ,
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EN
• 2503 Installations have been completed as of the end of October
• The installation process is continuing to be improved while
transitioning workload in house to reduce costs and the amount
of time to complete each install.
• We are averaging-100 installations per month.The
coordination logistics in outlying areas will force a future
reduction of installs.
• The field team also responds to all trouble calls, performs
maintenance and assists in the build out as needed.
TRAIL Connecting Our Community A
BLAZER Trailblazer Broadband.com EP
BROADBAND
Page 30
11/23/2022
Financials
We Are Constantly Monitoring the Budget
•�'' - • We will make our bond payments. *
%
. . • We can complete build out by end of 2024
•i'•,;�" o On pace to finish construction end of 2023, but we need
Investing in'
Fiber Optic Lines;/ an additional$500k to maintain the pace.We can finish
in 2024 by slowing infrastructure construction and
increasing service installations to generate additional
revenue for construction**
* Revenues from service
**Funds comprised of Town ARPA funds(thank you!),bond revenues,DOLA grant,and net positive
revenues.Funding requests to Larimer and Boulder Counties for the additional$500K
TRAIL Connecting Our Community A
BLAZERBROADBAND TrailblazerBroadband.com
Financials
Construction $
O&M $
TIME
Trailblazer's business model is TWUI&AZER REVENUE&EXPENSE PROJECTIONS
transitioning from scale-up to operations.
O&M costs will increase; Marketing,Staff
Training, Supplemental Programs(e.g.DEl '•°�°
goals,Digital Equity etc..)as well as
Customer Education and Retention %ORO
Programs
Revenues —.—Expenses
TRAILMI Connecting Our Community
BLAZER raazerroaan .com
BROADBAND Tilbl B dbd i LP
Page 31
11/23/2022
! '\ ,' • ��
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.AND GROWING!!
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BLLAZER fP TrailblazerBroadband.com EP
Page 32
11/23/2022
.Mr { Thank
you !
TRAILM Connecting Our Community A
BR
BLAZER TrailblazerBroadband.com [P
Construction
Opening 3rd out of 4 Huts this
month located in Glen Haven
TRAIL Connecting Our Community A
BLAZER Trailblazer Broadband.com EP
BROADBAND
Page 33
11/23/2022
Construction
dit: 4v1'444c'
3 aD Continuous
Improvement
And Lessons sue"
Learned Q
TRAILFIR1 Connecting Our Community !,
BLAZER TrailblazerBroadband.com JI
Sales by Cabinet
Cabinet Take Rate%for 25 Open Cabinets Overall Take Rates
-Open 24 Months 50.77%
-Open 12-23 Months 34.33%
SQm" 47 831 .3.9:x -Open 7-11 months 30.30;
-Open 6 months or less 20.14%
mx 9e nmx ] rIIIIr
.d}% 1 o.oax A` �.*°' 0 nd° ,4 / e ,� �� , q d 0°, F, ," e°, .i°, / d, �°, A�° s,°, ,,
o °g o
dig'y of de e de p� c' de o+ d''`, op°� o^` o of dR`e oo` 0 0 0 0 0 °�`�
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BLAZER TrailblazerBroadband.com {P
BROADBAND
Page 34
11/23/2022
Marketing
"How Did You Hear About Us?"
Door Email Repeat Customer
Internet sticker 3% 3%
Search 3%
r ti Friend ot neighbor • Multi-Channel
(vrord36%of mouth) Marketing is
4%
necessary to
Social media create overall
a%
awareness.
• Creates brand
awareness and
recognition.
Postcard
30% • People often act
after multiple
touch points.
Nev.spap,ad
Neighborhood sq,u
16%
TRAILFIR1 Connecting Our Community A
BROADBAND
BLAZER TrailblazerBroadband.com EP
Customer Engagement
Attract Engage Close Delight
UNN/11.°
10,000 2,262 1,410 4.8 out of 5
Potential Customers Leads Clients Service Score
*****
Social Media Website Notice of Service Installation
General Advertising (Register to StayInfonned Availability Customer Service
Public Outreach Construction Schedule), (Direct Mail,Email,Follow- 24 Hour Technical
(HOA,Meetings,Events) Email Updates up Calls) Support
Social Media Social Media
TRAILMI Connecting Our Community A
BLAZER TrailblazerBroadband.com f P
BROADBAND
Page 35
11/23/2022
Service Center Metrics
Year 1 Year 2
Year-Over-Year Service Center Statistics Sept2019- Oct 2020-
Sept 2020 Sept2021
Total Inbound Calls 1,710 3,315
Total Outbound Calls 2,395 4,912
Total Calls Handled 4,105 8,227
Average Monthly Calls(Inbound&Outbound) 316 686
%of Inbound Calls Answered in 30 Seconds 90% 85%
Queue Abandon% 5% 9%
Average Call Handle Time(All Calls in Minutes) 3:44 3:09
Customer Satisfaction Score(Calls Only) 97% 98%
Avg.Monthly Calls Handled by TSRS(Ft.Collins Tech Support)* 30 50,
•IGA Ft.Collins TSR Support started on 8/13/2020 with round the clock support beginning 8/24/2020.
TRAILM Connecting Our Community 4
BRND
BLLAZER TrailblazerBroadband.com [P
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TOWN oi ESTES PARK
Future Town Board Study Session Agenda Ite
November 22, 2022
December 13, 2022 Items Approved — Unscheduled:
• Annual Parking Management and Transit • 1A Renewal
Update • Governing Policies Updates
• Planning Division Review Deposit Fees • Stanley Park Master Plan
• Cleave Street Improvements Draft Design Implementation
• Downtown Loop Updates as Necessary
January 10, 2023
• Parks Advisory Board Sunset Review Items for Town Board Consideration:
• Transportation Advisory Board Sunset None
Review
January 24, 2023
• Building Codes
Page 37
F