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HomeMy WebLinkAboutPACKET Community Development 1992-10-01AGENDA COMMUNITY DEVELOPMENT COMMITTEE Thursday, October 1, 1992 10:00 A.M. 1. Advertising Report a. Year-to-Date Statistics b. 1993 Fulfillment Program C. 3 CMA Award 2. Museum Report a. Estes Park Historical Museum Report from Long Range Planning Committee 3. Reports 4. Adjournment NOTE: The Community Development Committee reserves the right to consider other appropriate items not available at the time the agenda was prepared. 44 YEAR-TO-DATE STATISTICS (Not Available at this time) 1 - Town of Estes Park - Community Development Committee 9/28/92 Review: Proposed 1993 Operating Agreement with the Estes Park Area Chamber of Commerce for providing Advertising Fulfillment Services. Significant Points: 1. No rate increases for 1993. 2. Activity level guarantee for 1993 based on a 10% increase in packet requests and incoming telephone calls over 1992 projected levels as follows: A. Direct Response labels projected at 42,500 for 1993 at $0.30 per label resulting in an increase of payments of $1,149.60. B. Readership Service labels projected at 42,500 for 1993 at $0.05 per label resulting in an increase in payments of $191.60. C. Mail Preparation projected at 85,000 packets for 1993 at $0.18 per packet resulting in an increase in payments of $1,379.52. D. Quantity Shipping projected at 400 packages (no change) resulting in no increase in payments. E. Operator charges for 68,000 projected incoming 800 calls for 1993 at $0.60 per call resulting in 1993 payment increase of $3,648.00. Total cost increase due to projected volume increases: $6,368.72. Total Projected 1993 contract value: $71,375.00. Summary comparison of 1992 and 1993 attached. General Notes: The language of the contract details the responsibilities of each party as developed during 1991 and 1992. Copy of agreement attached. The activity rates in this contract match or are slightly below 1993 rates charged by private industry as well as 1993 rates planned by other membership entities performing identical services. 2 8/24/92 - Town of Estes Park - Comparison of Projected fulfillment services 92 Projected Projected 93 Projected Projected Increased Function 92 rates Volume Cost Volume Cost Cost Direct Response 0.30 38,688 $11,600.40 42,500 $12.750.00 $1,149.60 Readership Serv. 0.05 38,668 $ 1,933.40 42,500 $2,125.00 $191.60 Mail Prep. 0.18 77,336 $13,920.48 85,000 $15,300.00 $1,379,52 Quantity Shipping 1.00 400 $400.00 400 $400.00 $0.00 Operator Charge 0.80 61,920 $37,152.00 68,000 $40,800.00 $3,648.00 $65,00628 $71,375.00 $6,368.72 Relative increase in revenues 93 Projected over 92 ProJected: 9.80% 3 1993 Operating Agreement Between Town of Estes Park and Estes Park Area Chamber of Commerce The Town of Estes Park (Town) and the Estes Park Area Chamber of Commerce (Chamber) desire to provide information services to the potential Estes Park area visitor during the calendar year, 1993. In order to provide those services, the parties agree to the following criteria: I. Packets/Labels A. The Chamber will assemble information packets (packets) for distribution according to criteria established with the Town Advertising Manager. B. The Chamber will generate and affix to packets all labels created as a result of Direct Response inquiries received by the Chamber. The Town will pay the Chamber at the rate of $0.30 per label for this activity. C. The Chamber will accept and affix to packets all labels received from Readership Service inquiries. The Town will pay the Chamber at the rate of $0.05 per label for this activity. II. Mailing of Packets A. The Chamber will prepare and deliver packets to the Post Office for bulk mailing according to the U.S. Postal Service guidelines within 5 days of the inquiry, or receipt of Readership Service labels. The Town will pay the Chamber at the rate of $0.18 per packet for this activity. B. The Chamber will prepare and deliver packets to the Post Office for 1st class mailing when timing of visitor trip requires, or when the minimum bulk quantity is accumulating too slowly to meet the 5-day mailing criteria. The Town will pay the Chamber at the rate of $0.18 per packet for this activity. C. The Town will reimburse the Chamber for 1st class postage on the basis of actual cost of postage as determined by the Chamber's postage meter, and verified in the monthly reports. D. The Chamber will keep an accurate running balance of the funds available in the Bulk Postal account maintained by the Town. The funds in this account are to be used by the Chamber for the purpose of bulk mailings as verified in the monthly reports. 4 Operating Agreement, P.2 III. Quantity Shipping A. The Chamber will prepare and ship quantities of collateral material in response to requests and according to guidelines established with the Town Advertising Manager. The Town will pay the Chamber at the rate of $1.00 per shipment. B. The Town will reimburse the Chamber for shipping costs on the basis of actual cost as reported on the shipping invoices for the period, plus the current carrier pick-up charge (current U.P.S. pick-up charge is $5.00). IV. Incoming 800 Operators A. The Chamber will provide and train adequate staffing to answer incoming 800 calls within standards and guidelines established with the Town Advertising Manager. The Town will pay the Chamber at the rate of $0.60 per call as reported by the monthly AT&T Masterline billing. C. The Chamber will provide all hardware (equipment) and software (programming) necessary to accomplish point IV-A within the standards and guidelines established with the Town Advertising Manager. V. Reports A. The Chamber will generate monthly reports including but not limited to: 1) Inquiry counts by state, by source, by month and year-to-date, including a monthly "Total" report by state, by month and year-to-date. 2) Monthly and year-to-date detailed summary of bulk mailings, first class mailings, quantity shipping activity to support and verify Chamber billing of monthly charges. The Town will pay up to $4.00 per page of the Inquiry count reports not to exceed 35 coded pages per month. B. The Chamber will provide all hardware (equipment) and software (programming) necessary to accomplish point V-A within the standards and guidelines established with the Town Advertising Manager. VI. Compensation for Services A. In order for the Chamber to plan appropriate staff levels required to perform the tasks outlined in paragraphs I - V, the Town agrees to a compensation package based on meeting or exceeding the following 1993 calendar year minimum activity levels: 5 Operating Agreement, Page 3 1. Direct Response requests based on no fewer than 42,500 labels. 2. Readership Service requests based on no fewer than 42,500 labels. 3. Operator charges based on no fewer thar 68,000 calls. 4. Quantity Shipping of no fewer than 400 units It is understood that any combination of acti--ity levels that results in total compensation equivalent to total compensation for activity levels described in paragraphs VI. A. 1-4 above meets the criteria of minimum compensation to perform the required activities during calendar year 1993. B. It is understood that the Town may withhold payment for services not performed according to the standards required by the Town Advertising Manager. Any withheld payments will be deducted from "total compensation" as described in paragraph VI- A. above. Standards of Performance (Standards) are to be established and agreed to by both parties and made part of this agreement prior to initiation of this agreement on January 1, 1993. C. Renegotiation of this agreement for any subsequent year must be completed by August 1 of the year prior to the year under consideration. for Town of Estes Park for E.P. Chamber of Commerce Date Date 6 . Copy of News Release Prepared for the media by Sally Anderson -Market Reach. DATE: September 30, 1992 Town of Estes Park Wins "Savvy" Award For the second consecutive year, the Town of Estes Park has been recognized by the City-County Communications and Marketing Association (3cma) for excellence in local government communications and marketing programs. Estes Park received a Silver Circle Runner Up award in the special publications category for its conference center brochure, a presentation piece used to introduce the facility to meeting planners unfamiliar with the Estes Park area as a conference destination. The brochure is an eight-page, five color piece designed to promote the new 20,000 sq.ft. conference facility which opened in August 1991. The Savvy Award represents work directed by Peter Marsh, advertising manager for the Town of Estes Park. The entry was judged on the basis of achieving specific goals, overall creativity, quality of content, production, effectiveness and cost efficiency. "The conference center represents a direct effort to improve the off season (winter) economy by providing a facility for regional organizations which tend to hold meetings and conferences between October and May" said Marsh, "and the brochure needed to reflect the quality of the center and help us meet our specific objective of presenting the facility and the area to the conference market". In its first year, the conference center bookings more than doubled the number estimated for the first year, according to a 12-month operations report prepared by conference center marketing director Tom Pickering. The feasibility study prepared by Browne, Bortz and Coddington (BBC) projected 6,000 conference attendees during the first year; the actual number was nearly 14,000, a level of use projected by BBC for the 5th year of operation. Estes Park's national and regional advertising campaign promoting the town as a destination resort was named a top winner in the nation in 1991. One goal of that program was to increase the number of incoming "800" telephone calls by 20 percent; the actual increase was 32 percent. 7 Savvy Awards - Page 2 The third annual Savvy awards were presented in September in San Francisco to 15 winners and 13 runners up. The competition distinguishes between jurisdictions based on populations of more than and less than 50,000 people. The 1992 competition drew 120 entries from cities and counties across the countty. 8 SEP 25 F?; ESTES PARK AREA HISTORICAL MUSEUM LONG RANGE PLANNING COMMITTEE PO Box 1691 Estes Park, CO 80517 Mr. Gary Klaphake,Town Administrator September 22,1992 Town of Estes Park PO Box 1200 Estes Park, CO 80517 Dear Mr. Klaphake, During a breakfast meeting on September 16, 1992, the Long Range Planning Committee of the EPA Historical Museum gave unanimous approval to the proposal for a Cultural and Information Center contained in the enclosed Memo dated September 1, 1992. This proposal will now serve as the basis of the second edition of the Museum's Long Rmige Plan to be completed by the end of this calendar year. This letter and Memo will apprise you of the basic concept that has been adopted formally for our planning. We need now also to obtain your suggestions on a critical aspect of our proposals, specifically, the assumptions we should make regarding the present and proposed locations of the Museum or of the Center of which the Museum would become a key component. Accordingly, the Committee has asked me to arrange a meeting with you and the Committee on October 14, 19, 20, or 21. If none of these dates is convenient to you, I will call you to arrange a mutually convenient date. At the urging of the Committee members, we have tried to be creative on future possible locations. Locations that have been discussed are: the Knolls property area (most recently proposed for the factory outlet stores); an area adjacent to the Stanley Hotel Complex; an area adjacent to the present Chamber of Commerce Information Center; and the location of the present Historical Museum Complex. On the assumption that the Town Council approves our general concept of a Cultural and Information Center, we need your guidance on other buildings that you might want to cluster with our proposed Center. For example, we should perhaps plan for space for the Central City Opera House building, if the present proposal to move that structure would result in favorable consideration of Estes Park as a possible site. Also, we should perhaps design our new location to make possible the addition of an Art Museum when and if the proponents are prepared to make such a proposal We look forward to your comments to the enclosed Memo and the proposed meeting. Sincerely Yours, ~ 15-2 -Q_€ H.William Koch Co-Chair (with Roger Thorpe) Long Range Planning Committee 9 To: Long Range Planning Conunittee of EPAHM (Lennie Bemiss,Jack Brooks,PoUy Garrett,Frank Hix,Bill Koch, Duke Sumonia,Lynn Swain,Roger Thorp) From: Bill Koch September 1,1992 Subject: Working Paper II on Historical Museum Audiences C. Museum Audiences-Present and Projected I. INTRODUCTION Audiences of the Historical Museum can be measured approximately by the sum of the numbers of guest-book registrations at the main Museum building and of attendees at various outreach programs sponsored by the Museum. This total, when compared to similar numbers from other Museums and Town attractions (specificalty, the Stanley Hotel and the Chamber of Commerce Information Center) will show that the Historical Museum is probably the most under-used and greatest-potential facility of all Town resources. Further, the numbers will be the basis for a proposal by the Long Range Planning (LRP) Committee to redesign the museum buildings and programs so as to reach the full potential of the Museum "for increasing public awareness, understanding, and appreciation of the cultural and historic heritage of the Estes Park Area to both residents and visitors." This section on Audiences will outline how this part of the Museum's Mission Statement could be accomplished. The consensus of the LRP Committee is that the full potential of the Museum could be reached during the next five years by relocating a new Museum building adjacent to the Chamber Information Center, by enlarging the Museum building at the time of relocationfroma 9,000 sq.ft. structure to about a 25,000 sq. ft. structure, and by recognizing thal the Museum is by its nature a microcosm of the people, buildings, history, pictorial arts, and performing arts - past and present - in the Estes Park Area. Because it is presently such a microcosm requiring only an enlarged, improved, relocated building to exhibit fully its programs and holdings, the Historical Museum has the potential for helping to nuture an expanded public awareness nationa14, of Estes Park as a resort community. It also has the potential for nuturing the development localty at other locations in Estes Park of, for example, an Art Museum, a Performing Arts Center, and a Classic Car Museum. A model for the concept to be proposed is the cultural and information center al the entrance to Wiliamsburg, Virginia. 1A II. MEASUREMENTS OF CONSTITUENCIES AND AUDIENCES - The Museum draws upon two main constituencies for its audiences. The first is the permanent and summer residents in the Area. In the 1990 census, the Town of Estes Park proper had approximdely 3300 permanent residents. The population of the surrounding areas, including the Town, has been estimated al about 7000 permanent residents, swelling to approximately 25,000 at the height of the summer. The second constituency is the 3 million touristsi who are estimated to enter the Rocky Mountain National Park each year, mostly between Memorial Day and Labor Day. Part of this constituency spends several nights in the Estes Park Area occupying the more than 13,400 pillowsz available for tourists. Assuming these "stop-over" tourists each spend more than lweek because of the nlinimum rental requirements al many of the lodges, then there are less than 134,000 such individuals during a ten-week summer. Because the "pass-through" touristsi would not be expected to take time to visit the present Historical Museum, the potential audience per year for the Museum would be the "stop-over" tourists (134,000) plus the summer residents (25,000) for a total of 159,000 individuals, A summary of these estimates of the populations of residents and tourists is given in Table I. 1 The number of visitors entering the Beaver Meadow entrance to RMNP is estimated to be 1.1 million per year; the number for the Fall River entrance is 0.95 million per year. Including the western Grand Lake entrance, the total is 3 million per year. 2 Fred Foster of Accomodations Association, Inc. reported the number of pillows available in the Estes Park Area including those at the YMCA. 3 U these "stop-over " tourists were to make an assumed 5 trips into the Park during their stays, the eslimate of the number of "pass-through" tourists whoare there only part of one day and are heading forother destinations would be greater than 3 million tess (134,000 X (5 Park visits per stop-over tourists) or 2.33 million "pass-through" tourists compared to the 11/AAA Il---- ---I# 6.--2- Table I - POPULATIONS OF RESIDENTS AND TOURISTS IN THE ESTES PARK AREA EACH YEAR RESIDENTS PERMANENT 7,000 (YEAR-ROUND) SUMMER 25,000 (707>IL) TOURISTS "STOP-OVER" 134,000 (5 NGHTS OR MORE) "PASS-THROUGH" 2.33 MILLION An evaluation can be now made of the performance of the present Historical Museum in reaching these potential audiences. In order to do so, the perfonnances of other Museums in the area should be examined. Table II gives data of the number of visitors per year at various locations. Table II - DATA FOR AREA MUSEUMS AND OTHER ATTRACTIONS VISITORS EXHIBIT STORAGE OTHER PER YEAR SPACE-S.F. SPACE-S.F. SPACE-S.F. 1. MAC 5,000 GREGOR' 2.YMCA 7,025 MUSE UM 3.EPAH 8,200 4,100 4,400 520 MUSEUM 4. MOR. PK. 91,290 6,800 MUSEUM 5. TRAIL 200,000 RIDG. CTIC 6. STANLEY 300,000 HOTEL ~ 7. CH. COM 700,000 VISIT. CTR. · ' 4 The individual museums provided the data for calendar years 1990 and 1991. EPAHM data were for 1988-1990. ~ A Ranger at the Visitor's Center made the estimate based on an earlier 1 9 Note that the first three Museums listed have comparable numbers of visitors. The fourth museum (Moraine Park Museum) is one order of magnitude (10 times) larger as is the Trail Ridge Visitors Center number (more than 20 times). An interpretation of these data is that the first three Museums compete for an audiencefromthe total of the stop-over tourists and summer residents and they all do it about equally well The fourth museum's number is ten times (or more) larger because of the probable visits from among the 2.33 million pass- through visitors as well as the 159,000 stop-over tourists and summer residents. Additiona14, the Moraine Park Museum is the single prominent information center along the highly-traveled Bear Lake Road and would be expected to attract many visitors. The large number for the Trail Ridge Visitors Center is obviously strongly affected by the large number of pass-through visitors in RMNP. The average of the total audiences at the Museum for each of three years before 199P was 8200 guest-book registrations plus 2100 attendees al outreach programs. Oftheformer (8200), on4 8% (656) were from Estes Park; 24% were from the rest of Colorado; and 66% were from out-of-state. On the assumption that all of the attendees at the outreach programs were Estes Park residents, the numbers suggest a three times greater interest (2100/656) on the part of residents in attending an outreach program than in visiting the Museum. Compatible with the lesser interest in visiting the Museum is the result from a recent Museum survey that a discouragingly large proportion of residents who are "Museum Goers" do not think to recommend a visitation to the Museum to their guests. Also, consistent with this lack of interest in visiting the Museum building is a lack of interest in participating as members in Museum activities. There are only 250 individual and business members. III. METHODS FOR IMPROVING AUDIENCES AT HISTORICAL MUSEUM The Museum should have a renewed focus on both of its constituences- residents and tourists-to improve the size of its audiences. 13 m FOCUS ON RESIDENTS The Museum staff should become more active and intense in utilizing the present buildings and volunteers to further its educational efforts among the residents. For-example, most of the exhibits are permanent and only a small fraction are ever changed. Additionally, the Museum building itself is poorly- ventilated and poorly-lighted and has a well-earned make-do appearance~. As a result, the exhibits are unattractive to residents and their guests after they have seen the exhibits once as the guest-book registrations suggest. In order to make the Museum more resident-oriented, it would be important to renovate the building at low cost inside and out to make it an attractive facility. Also, every effort should be made to change a bigger fraction of the exhibits - including art and photographs - a bigger fraction of time. It may be necessary to borrow exhibits to accomplish this goal Then, with the present staff work on the popular outreach programs and on historic sites and walks accomplishing greater visibility, it should be possible to promote effectively Museum programs and activities through the use of newspaper articles, spot radio announcements, andfree brochures at Estes Park Area lodges and motels. This effort on expanding community support is essential because state and national grant funding sources are shrinking and are becoming almost non- existent. It should be noted here that the renewed focus on residents has already paid off in the first six months of the calendar year 1992. Since the Museum became a Town Agency on January 4 1992, the audiences have increased by 88% above those in the same period of 1990. AdditionaUy, the fraction of the increased audiences that were Area residents has also increasedfrom 8% in 1990 to 24.2% in 1992. The Committee attributes these increases to the important series of outreach programs initiated this year as well as to the increased promotion by radio and newspaper and talks by the Museum's Director. Thus there is little question that audience increases of 2 to 3 times the numbers given for the Historical Museum shown in Table II are attainable. The question now is how could these be increased to the type of numbers given for the Moraine Park Museum. The Committee believes the answer will come from its plan to focus on tourists. 14 ' See report dated Juty 18,1991 on General/Facilities Survey by Cart 1 g.- ... n..-. ... n , TY• b. FOCUS ON TOURISTS The Committee has concluded that this improved focus on Tourists will require a completely new concept for the Museum's operations. This concept involves the Museum as the foundation of an all-purpose cultural und information center. In such a center, the goal would be to have something informative and interesting to every tourist and resident entering the building. The concept comes from the recognition of the uniqueness of the Town of Estes Park in serving as the Gateway to the Rocky Mountain National Park. Somehow, the committee concluded, the Estes Park Area must tap into the large imflux (3 ntillion per year) of tourists coming through the Park and the Area so as to educate those tourists about the attractiveness of the facilities, people, history, and culture in the Area. This tap is the Chamber of Commerce Information Center and the mechanisms for providing the education are the programs and activities of the Historical Museum, which are broad-based and, indeed, are a microcosm of all of the cultural and informational activities of the urea. As an illustration of how broad-based the museumts programs and activities are, the following listing of visitor interests and activities shows the sampling available at the Museum: Visitor Interests Museum Exhibits & Programs L Adults interested <1 Women in Mountaineering in Mountaineering b. Environmental Impact of mountaineering,Prospecting, and Tourism. 2. Chikiren a. Hands-on Exhibits b. History Camp 3. Homes a. McDonald Cabin b. RMNP Headquarters 4. History and culture of area a. Quilt Erhibit b. Stick Architecture 5. Other Museums a. Historical Museum could encourage visits to other Area museums. 19 6. Pictorial Arts a. Museum has 2500 photo images, 30 oil paintings, 30 miscellaneous sketches, and 5 sculptures. 7. Performing Arts a. Museum produces plays and educational displays in its outreach progrant. 8. Classic Cars a. Museum has a Stanley Steamer and needs exhibit space for 2 or 3 other cars to demonstate the role classic cars played in establishing Estes Park Area as the premier US Mountain Resort Community. IV. COMMITTEE PROPOSALS The Committee proposes the relocation of the Museum to the confluence area of the two principal routes into Estes Park-Routes 34 and 36. This location is approximately where the Chamber's Information Center is presently located, If at all possible the Information Center and the Historical Museum should be located under one roofwith shared facilities including parking and access from both routes. This combined cultural and information center should have a collection of related facilities. For example, the Center should have an auditorium at which the present weU=attended outreach programs of the Historical Museum could be held, as well as other community Junctions. Also, because the Information Center directs tourists to different parts of our Estes Park Area and because the Museum's programs relate to the history and culture of those same parts, there should be a large topographic, plaster-cast map that could be used to show locations and display colored slides of the Area. The map should be designed to be similar to the map at the Air Force Academy facilities i the Information Center in Colorado Springs. Further, the new Historical Museum should have sulficient space to exhibit the photographs andpaintings of artists who have lived and worked in the Area. Once the Center has attracted all classes of tourists and residents discussed above, then it would be possible to educate them about the history and culture of the Area Only then would it be possible for the Historical Museum to become part of a major attraction and community asset in Estes Park. The audiences could then be expected to be large and comparable in magnitude to those of the 1 A . Moraine Park Museum. Conversion of this institution into a major tourist attraction would be expected to do a superb job of telling the story of the Estes Park Area as the Mountain Resort Conuminity of the U,S. to large audiences of tourists. i7