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HomeMy WebLinkAboutPACKET Joint Town Board County Commissioners 2024-09-09TOWN OF ESTES PARK BOARD OF TRUSTEES BOARD OF LARIMER COUNTY COMMISSIONERS Joint Study Session No public comment will be heard Monday, September 9, 2024 5:00 p.m.- 6:30 p.m. Town Hall Board Room This study session will be streamed live and will be available on the Town YouTube page at www.estes.org/videos. Agenda I.Introductions. II.Visit Estes Park Operating Plan. (Chair Jurgens, Interim CEO Zumbaugh & CSO Mackin) III.Proposed 6E Funding Plan. (Manager Bangs) IV.Commissioner & Trustee Comments & Questions. V.Adjourn. NOTE: The Town Board and County Commissioners reserve the right to consider other appropriate items not available at the time the agenda was prepared. Visit Estes Park Operating Plan – Link to COUNTY COMMISSIONERS AND TOWN BOARD JOINT STUDY SESSION September 9, 2024 Visit Estes Park Operating Plan – Link to Presentation: https://www.canva.com/design/DAGPQZMACaA/1YPOY_Vj- Mv_pRsHKhdwbg/view?utm_content=DAGPQZMACaA&utm_ca mpaign=designshare&utm_medium=link&utm_source=view Plan: https://dms.estes.org/WebLink/DocView.aspx? id=293055&dbid=0&repo=TownofEstesPark&searchid=bd42d2e2 -c58b-4769-b904-e36952d4da4a       Visit Estes Park Operating Plan D R A F T Table of Contents The Significance of Tourism Lodging Tax Letter from the Larimer County Commissioners Letter from the Estes Park Mayor Letter from the Visit Estes Park Board of Directors Introduction to Visit Estes Park Destination Stewardship Extend the Season Paid Media Content Development Social Media Public Relations Tourism Advocacy & Community Relations Sales & Services Finance & Administration Key Terms Visit Estes Park Staff 3 4 5 6 7 8-20 21-25 26-44 45-55 56-62 63-65 66-70 71-80 81-88 89-97 98 99 Tourism is the backbone of the Estes Valley economy. It anchors the community around us and has driven significant growth in the area for generations. Because of tourism and events, local businesses have the opportunity to thrive and job opportunities remain ample. And beyond its economic advantages, tourism significantly enhances the quality of life. in Estes Park, funding year-round amenities and essential public safety services that protect the community. Recognizing the potential impacts of sustained growth, Visit Estes Park places destination stewardship. at the heart of our mission. We collaborate closely with destination development counselors, as well as local businesses and residents, to foster a dynamic, responsible tourism industry that benefits both visitors and the community. Our efforts ensure that the natural beauty and unique character of the Estes Valley are preserved for future generation. s, maintaining the delicate balance between economic stability and growth, and environmental conservation. The Significance of Tourism quality of life destination stewardship preserved for future generations, 3 The availability and affordability of workforce housing and childcare has been a significant challenge in the Estes Valley for decades. Until Visit Estes Park’s lodging tax extension (ballot initiative 6E) passed on November 8, 2022, a consistent, meaningful funding mechanism to finance these issues had not been available. As of January 1, 2023, the lodging tax in Estes Park increased from 2% to 5.5% and is collected on overnight stays at hotels, motels, RV parks, campgrounds, guest ranches, rental properties, and other lodging facilities. Two percent is used to fund the Estes Park Local Marketing District. The remaining 3.5% is for funding dedicated workforce housing and childcare projects, with 90% of the funds going to the Town of Estes Park and 10% remaining with VEP for marketing and education, as required by the Colorado statute. In 2023, this meant $5.9 million in lodging taxes would be earmarked for workforce housing and childcare in Estes Park. Thanks to tourism and lodging taxes, a pathway to significant, positive impacts on these two issues is now in action. In addition to funding public safety services and local amenities, tourism is the engine that drives funding for our community’s workforce housing and childcare programs. What does this mean? A strong tourism economy is crucial in order to create a sustainable community ecosystem where local workers can live and prosper. Tourism success is more significant than ever. What Tourism and Lodging Tax Means to Our Workforce 4 John Kefalas Commissioner, District I Kristin Stephens Commissioner, District 2 Jody Shadduck-McNally Commissioner, District 3 Estes Park's beauty, recreational opportunities and cultural offerings are among the many reasons Larimer County is a remarkable place to live and visit. Built on sustainable tourism principles, Visit Estes Park’s important work in destination stewardship contributes to a welcoming destination that thrives economically and conserves the area’s natural beauty for residents, visitors and future generations. This approach addresses the pressure visitors can place on the environment and quality of life in communities like the Estes Valley that serve as gateways to some of Colorado’s most spectacular natural areas. Alongside Visit Estes Park, we value these important principles to ensure this delightful destination retains its wonder for our residents and guests. We look forward to continuing to collaborate toward a future where our shared community is a welcoming place for all to thrive. Letter from Larimer County Commissioners 5 Estes Park is a vibrant mountain community that is fortunate to be a place visitors choose to travel to each year. The town’s proximity to Rocky Mountain National Park complements a welcoming destination full of irresistible services and amenities for locals and visitors. This results in a strong tourism economy that supports the quality of life our residents enjoy every day. In 2025, we look forward to continuing our collaborative relationship with Visit Estes Park to serve the Estes Park community. Shared missions of destination stewardship that strive to balance our community's needs while conserving our natural resources and creating a positive visitor experience drive both of our organizations. Collaboratively, we aim to be good stewards of our destination so that it continues to be a wonderful place to live and visit. Letter from the Mayor of Estes Park Mayor Gary Hall 6 Letter from Visit Estes Park Board of Directors Sean Jurgens Board Chair Deborah Gibson Jerusha Rice Kirby Hazelton Vice Chair Secretary/Treasurer Director & Town Trustee Director Director Director Pat Murphy Rich Chiappe Nick Smith Through the dedicated work of local businesses, organizations and community partners, Estes Park is on its way to becoming a true year-round destination. This extended economic opportunity is integral to our tourism economy and our community’s quality of life. In support, Visit Estes Park remains committed to sustainable destination development and responsible tourism marketing that prioritizes inclusion and sustainability. In 2025, staff will continue establishing destination drivers like Catch the Glow Holiday Season while using technology and data-driven marketing strategies to attract guests who value our community. This community-driven approach is rooted in our commitment to being good partners in destination stewardship and focuses on conserving our vibrant mountain town for future generations. 7 Here in Estes Park, we are building a better future. From the infrastructure improvements that surround us to the ever- changing digital landscape at our fingertips, it’s evident that Estes Park is evolving for generations to come. This 2025 Operating Plan outlines how Visit Estes Park will be responsible destination stewards throughout this significant growth period, by implementing proactive marketing and management tactics that foster sustainable visitation, drive economic opportunity and support our workforce. We are setting our sights on innovation to help deliver the right message, to the right travelers, at the right time through the use of powerful data and technology. This will attract travelers who will care for our destination and align with our community values. And our destination development objectives are designed to better serve these conscientious travelers while they are in town. Our work to become true destination stewards is the underlying foundation for these marketing and development efforts. In alignment with the industry best practices found in the Colorado Tourism Office’s state-wide Destination Stewardship Plan, we are embracing action, both short and long-term, that demonstrates how we can share Estes Park responsibly. This includes responsible messaging and content, a new level of community engagement and active stakeholder participation across all categories. As stewards of these lands and this community, Visit Estes Park strives to increase the strength of tourism to ensure economic vitality, while protecting community character and resident satisfaction. Collectively, we can take proactive steps to encourage tourism success and mitigate its impacts. And together with the community, we can safeguard the natural wonders that draw visitors to our doorstep. Introduction: Building a Better Future 8 Visit Estes Park nurtures visitor reverence of this vibrant mountain town for business success, environmental sustainability and community harmony. To be a year-round, family-friendly tourism and event destination that supports our vibrant mountain town with a balance of financial success, positive and memorable experiences for guests and a meaningful quality of life for our community. Mission Vision 9 Values Collaboration Innovation Empathy Passion Resilience Stewardship 10 Destination stewardship allows us to work toward striking the right balance between achieving economic vitality, enhancing the visitor experience and preserving the quality of life in the Estes Valley. Becoming a true steward of Estes Park is a paradigm shift in how we optimize our visitor economy and leverage tourism sustainably. Evolving the important work of promoting and managing our destination, stewardship emphasizes long-term community vitality, active stakeholder involvement and preserving Estes Park’s authentic character, while working to conserve the lands that brought us here. Through our Destination Stewardship Plan, we defined underlying principles that inform our annual operating plans and guide our daily decisions by carefully considering our work's economic, social and environmental impacts. Alongside our partners, we’re building a shared vision for how tourism supports and contributes to our community's future. Estes Park's long-term sustainability depends on this work, found through destination stewardship, both as a place for our guests to visit and as a thriving, vibrant community. Destination Stewardship is Our Cornerstone Destination Stewardship Destination Promotion Destination Management Finance Administration 11 Organizational Stewardship Imperatives Continue to provide an excellent visitor experience and evolve the product to attract target audiences who appreciate and seek the quality, authentic experiences that Estes Park offers. To ensure that Estes Park’s visitor economy evolves in a way that not only attracts more higher-spend visitors and enhances the overall quality of the visitor experience, but also cultivates the town’s authentic character and contributes to the town’s quality of place, Visit Estes Park will continue to address four imperatives to care for the destination in the long-term: Ensure that the visitor economy continues to drive the Town’s economic vitality and provide opportunities for engagement from all stakeholders in the community. Lead the visitor economy in adopting and implementing practices that protect the Estes Park’s natural resources and ensure the area’s long-term vibrancy. Provide Best-in-Class Visitor Experiences Optimize the Positive Impacts of the Visitor Economy Steward the Environment Prioritize the needs of residents when encouraging enhancements to the Town’s product and working to grow visitation. Share Estes Park Responsibly 12 Effective destination stewardship is rooted in strong partnerships between governmental agencies and partner organizations within a destination. Knowing this, Visit Estes Park actively maintains collaborative partnerships with the the Town of Estes Park, Larimer County, Estes Park Visitor Center and Rocky Mountain National Park. Visit Estes Park will continue to strengthen relationships with Arapaho-Roosevelt National Forest, Hermit Park Open Space, Rocky Mountain National Park visitor centers, and the Colorado Welcome Centers through communications, information exchange and programming development. Together with these partners, Visit Estes Park will continue implementing its Destination Stewardship Plan, which was developed in collaboration with destination development counselors Clarity of Place and the Colorado Tourism Office. Partners in Destination Stewardship 13 Brand Attributes We support and foster relationships with local businesses, leaders and community members while identifying new opportunities for innovation and collaboration. We strive to welcome all to Colorado’s Original Playground and emphasize that everyone can experience and thrive in the great outdoors. We make decisions based on data to sustainably attract guests and proactively adjust our strategies. Through the latest AI technology, we drive real-time conversation, booking and advanced content creation. We embody sustainability and empower guests to do the same. This is key to preserving the natural beauty that surrounds us. We educate guests about how to experience Estes Park and the surrounding public lands so they have the best experience while maintaining the charm of our local community and natural environment. Community Oriented Inclusive & Accessible Data & Tech-Driven Sustainable Educational 14 Messaging for an Evolving Travel Landscape Deciding Factors Here in Estes Park, visitors and residents share a common goal for an uncommon land. We treat our guests as we do our neighbors, just as we ask them to treat the local wildlife: with awareness and appreciation. Together, we are supporting our community. Promoting sustainability. And focusing on social, economic and environmental impacts. Because if we take care of this beautiful place that has drawn us together, we can continue to to honor what brought us here. When travelers are considering a destination, we position Estes Park as an authentic, vibrant mountain town, offering activities, events, dining, shopping and an experience that is welcoming and approachable. Estes Park is affordable to families and offers a multitude of activities in every season, while also offering a basecamp to world-class adventure and outdoor experiences. 15 Messaging Key Points Outdoor Experiences Easy Access Unique Local Offerings & Events Year-round Affordability Inclusion Sustainability-focused Travel 16 Estes Park loyalists who have traveled to the destination in the past Active adults, outdoorsy couples and outdoor enthusiasts Couples looking for a romantic getaway Multigenerational travelers visiting as a family with grandparents Adults and families interested in events Meeting planners and travel advisors Travelers who value sustainable tourism Digital Nomads, remote workers who travel while working Pre-tirees, travelers reaching retirement age and work part time Age: 25-54 with an emphasis on 45+ Family-friendly audience: 60+ with an emphasis on Multi-generational Household income: $100K+ Demographics Target Audiences 17 Scenic beauty, relaxing mountain getaway, mountain biking and hiking, outdoor adventure / enthusiast, backpacking, trails, national parks, road trips, craft beer, romantic getaways, family friendly, easy access, eco-tourism, wildlife viewing, events Cross country skiing, winter climate, snowboarding, snowshoeing, backcountry skiing and split boarding, avalanche education, sledding, ice climbing, mountain town, concerts, events Mountain biking, outdoor adventure/enthusiast, backpacking, golf, hiking trails, live music, events, road trips, craft beverages/breweries, fall colors, change of season, spooky travel Target Audience Interest Overall Interests Winter/Spring Interest Summer/Fall Interest 18 Los Angeles San Francisco Orlando Tampa Miami Ft Lauderdale Denver, Colorado Springs, Fort Collins, Boulder, Loveland, Longmont, Greeley Laramie, CheyenneWyoming: Colorado: Geographic Focus Dallas-Fort Worth DMA Omaha Kansas City Chicago Iowa Houston DMA 19 Tax Revenue Occupancy Average Daily Rate (ADR) Revenue Per Available Room (RevPAR) Stakeholder Engagement Advertising Public Relations Social Media Website AI Travel Planner Categories of Key Performance Indicators (KPIs) Destination Focus Marketing Focus 20 Destination Stewardship Goals 21 Key Organizational Goals Continue executing the Destination Stewardship Plan Execute programming to support the workforce and contribute to community sustainability efforts Communicate the Destination Stewardship Plan and generate support from key partners 22 Strategy Develop existing and introduce new programs that contribute to the pillars of sustainable tourism within our destination. Track and support important destination issues within the community related to tourism. Tactic 1 Tactic 2 Tactic 3 Goal Regularly meet with the organizations working on these issues, including the Town of Estes Park, Larimer County, The Estes Chamber Economic Development Workforce Council, Rocky Mountain National Park, Estes Valley Housing Authority and EVICS. and the NOCO Hospitality Partnership. Contribute to solutions by supporting these organizations’ initiatives with Visit Estes Park resources where appropriate. Partner with organizations and services that are working to make Estes Park more inclusive and sustainable. 23 Strategy Bring the Colorado Green Business Network (CGBN) to Estes Park. Tactic 1 Tactic 1 Tactic 2 Tactic 3 Goal Strategy Develop existing and introduce new programs that contribute to the pillars of sustainable tourism within our destination. Build on the Estes Experiences momentum to support our workforce. Increase workforce participation by 10% to educate tourism workers about the destination, improve visitor experience, and contribute to economic opportunity at a foundational level. Partner with the Community Recycling Committee to introduce and implement the program. Recruit local facilitators to do the in-market work of the CGBN. Promote the program through Visit Estes Park partner channels to encourage participation. Cont’d 24 Strategy Develop existing and introduce new programs that contribute to the pillars of sustainable tourism within our destination. Support the Estes Nonprofit Network’s effort to “tap into tourism” to enable their support of Estes Park nonprofits. Tactic 1 Tactic 2 Goal Support the Be a Giving Guest program by including it across owned media channels, such as inclusion in blog posts, social media posts and short-form videos and on VisitEstesPark.com Support the accommodation donation program through inclusion in Visit Estes Park owned media and in other inclusion and sustainability efforts. Cont’d 25 Extend the Season Goals 26 Extend the Season: SkiJor Estes Park 27 Key Organizational Goals Drive visitation during January need period through the sponsorship of a new multi-day signature winter event, which encourages overnight stays. Collaborate with Estes Valley businesses to foster economic stability by creating ancillary offerings through the Beyond program to complement this new flagship event. Develop an advertising, paid social media, public relations and content creation campaign to attract consumers interested in winter sports to experience Estes Park’s newest cold weather event and ancillary offerings. 28 Strategy Support large-scale, multi-day events that reflect community character and are able to draw overnight visitors during off-peak and need periods. Collaborate with Running Wild Events by sponsoring the inaugural Ski Jor Estes Park in January 2025 with financial and marketing support. Tactic 1 Tactic 2 Tactic 3 Goal Collaborate with event producers to aid in developing the Ski Jor event weekend and satellite events. Launch an integrated marketing campaign to target travelers interested in winter sports, events and experiences, highlighting unique selling propositions. Work with partners to create lodging packages, satellite events and special offers to boost the economic impact in the community. 29 Extend the Season: Frozen Dead Guy Days 30 Key Organizational Goals Increase the Frozen Dead Guy Days (FDGD) festival attendance to 7,000 attendees, boosting both overnight and day visitation during a slower season Continue to enhance the FDGD festival experience to include more elaborate and immersive experiences Secure a strong lineup of FDGD-themed offerings from lodgers, restaurants and local businesses to encourage spending beyond the festival footprint and within the destination Develop an integrated marketing campaign and include new relevant content on FDGD website Expand FDGD marketing to reach a national audience in key target markets 31 Goal Strategy Expand the Frozen Dead Guy Days festival with new and elevated Estes twists. Partner with Bosco Productions to produce Frozen Dead Guy Days 2025 with more elaborate and immersive experiences to engage attendees and visitors. Develop additional activities and areas for different audiences, including families and other niche audiences. Increase local partners' participation in the food village and expand bar offerings. Tactic 1 Tactic 2 32 Strategy Expand the Frozen Dead Guy Days festival with new and elevated Estes twists. Foster stakeholder collaboration during Frozen Dead Guy Days to strengthen community partnerships and enhance the festival experience. Tactic 1 Tactic 2 Tactic 3 Goal Increase community and partner participation in the festival, garnering their support and enthusiasm for this signature destination event. Increase partner participation with pre and post-festival events to encourage longer stays and increased visitor spending and attendance. Provide training and FDGD partner toolkits for local businesses to participate in the event. Cont’d 33 Goal Strategy Generate awareness and visitation to Estes Park during Frozen Dead Guy Days through an integrated marketing strategy. Create a multi-channel marketing campaign complete with advertising, public relations, social media and content strategies to maximize awareness, tickets sales and travel booking. Align ticket sales launch with the spooky season in October, leveraging the national interest in Estes Park during that time and offering a longer sales window to secure more ticket sales. Activate paid social media efforts aimed at increasing ticket sales, email sign-ups and awareness by targeting FDGD fans and band followers, as well as consumers with similar interests. Formulate an advertising campaign reaching new and return attendees through digital display, out-of-home (OOH), television and radio promotions. Tactic 1 Tactic 2 Tactic 3 34 Goal Strategy Generate awareness and visitation to Estes Park during Frozen Dead Guy Days through an integrated marketing strategy. Create a multi-channel marketing campaign complete with advertising, public relations, social media and content strategies to maximize awareness, tickets sales and travel booking. Influencer marketing campaign including ongoing partnerships spanning from ticket sales launch through to event week. Execute an ongoing editorial calendar to manage a consistent stream of website content, social media and blog posts covering the event. Public relations efforts including press releases, pitches and TV appearances centered around the major event milestones including tickets on-sale, line-up announcement and headliner announcement. Tactic 4 Tactic 5 Tactic 6 35 Cont’d Cont’d Extend the Season: April & August 36 Key Organizational Goals Drive visitation during need periods of April and late August by sponsoring and developing signature events. Develop an advertising, paid social media, public relations, and content creation campaign to attract consumers likely to travel in April and late August, including couples, milestone travelers, and retirees/pre-retirees. 37 Strategy Boost visitor numbers in April, a critical period in spring before the bustling summer season. Collaborate with strategic partners to plan a successful event season in April, including sponsoring the return of the Stanley Horror Film Festival and organizing VEP’s 2nd Annual Earth Week. Tactic 1 Tactic 2 Tactic 3 Tactic 4 Goal Collaborate with strategic partners to aid in developing, promoting, and marketing the return of the Stanley Horror Film Festival. Execute the 2nd Annual Earth Week as an authentic Estes Park experience. Launch an integrated marketing campaign to target travelers most likely to travel in early spring/April. Support event and project development through a sponsorship program and marketing and staff support. 38 Strategy Increase visitation in the late August need period when summer occupancy levels soften. Support and promote an enticing late August visitor experience, including arts-focused events, while encouraging destination development of ancillary local events. Tactic 1 Tactic 2 Goal Support local event and activity development through a sponsorship program. Launch an integrated marketing campaign to target travelers most likely to travel in late August, with a focus on extended locals. 39 Extend the Season: Winter & Holidays 40 Key Organizational Goals Prolong the busier season and foster economic stability by implementing initiatives that attract visitors seeking memorable and rewarding winter travel experiences. Achieve sustainable destination development by sponsoring Winter/Holiday programs to enhance the area's appeal, attract more visitors and bolster the local economy during a critical need period. Increase winter/holiday visitation by positioning and promoting Estes Park as a non-ski outdoor adventure getaway. Enhance our winter wonderland image through advertising, paid social media, public relations and content creation efforts. 41 Extend the tourism season to support local businesses, retain skilled employees, and increase revenue streams for the community. Goal Leveraging the success of last years Catch the Glow launch, continue to enhance the winter experience in Estes Park by transforming the destination into a classic winter wonderland through the collaborative efforts of the community and stakeholders. Strategy Tactic 1 Tactic 2 Enhance and grow a signature Catch the Glow weekend event series to enhance, support and encourage overnight stays during the holidays. Encourage business owners to decorate for the holidays through development and sponsorship of decoration contests. 42 Extend the tourism season to support local businesses, retain skilled employees, and increase revenue streams for the community. Tactic 3 Tactic 4 Tactic 5 Goal Leveraging the success of last years Catch the Glow launch, continue to enhance the winter experience in Estes Park by transforming the destination into a classic winter wonderland through the collaborative efforts of the community and stakeholders. Strategy Encourage lodging partners to create or enhance holiday packages to encourage overnight stays. Continue to enhance Bond Park, Elkhorn and main arterial corridor lighting. Support event and destination development of ancillary events to enhance existing programming through a sponsorship program and marketing support. Cont’d Cont’d 43 Strategy Increase awareness and visitation to Visit Estes Park in the Winter and holiday season through an integrated marketing strategy. Use comprehensive tracking, combined with travel data, to guide season- specific targeting for media placements to prospects in key markets. Support the marketing plan with public relations and content efforts. Tactic 1 Tactic 2 Tactic 3 Goal Execute a dedicated winter marketing campaign with season-specific interests and targeting. Position Estes Park as the picturesque winter wonderland, offering an affordable family-friendly getaway, through media pitches, social media and blog content. Promote winter activations and activities through paid, owned and earned media channels, as well as social media influencer partnerships and engaging collateral pieces. 44 Marketing 45 Key Organizational Goals Generate 900 million paid and earned media impressions Exceed 10 million paid and organic social media impressions Drive 2 million views on VisitEstesPark.com Deliver 400,000 referrals to lodging partner booking engines and websites Obtain 20,000 engagements on Rocky Mountain Roamer AI travel planner Integrate messages of sustainability, inclusion and preserving community character at all levels of guest communications 46 Paid Media 47 Tactic 1 Tactic 2 Tactic 3 Goal Increase destination demand i n all market segments, specifically during need periods, to ensure economic stability, disperse visitors and moderate congestion. Showcase ease of access from Denver International Airport (DEN) to Estes Park to flight markets, as well as short drive for drive markets. Strategy Generate an increase in demand for overnight lodging stays by driving intent to visit Estes Park during need p eriods including April, late August, fall weekdays, winter and spring. Engage with potential visitors through mass reach and niche targeting, ensuring we capture the interest of all key audiences. Continually optimize campaigns based on data and analytics. 48 Tactic 4 Tactic 5 Tactic 6 Goal Increase destination demand i n all market segments, specifically during need periods, to ensure economic stability, disperse visitors and moderate congestion. Strategy Generate an increase in demand for overnight lodging stays by driving intent to visit Estes Park during need p eriods including April, late August, fall weekdays, winter and spring. Leverage the power of analytics and strategic regional NoCo partnerships to identify and tap into emerging markets, staying ahead of trends and capturing new opportunities. Market to visitors more likely to travel during slower times, including couples and milestone travelers. Develop advertising campaigns specific to Extend the Season destination development efforts. Cont’d Cont’d 49 Tactic 1 Tactic 2 Tactic 3 Goal Maximize an alytics & data optimization. Test different creative messages to different audience segments within digital and paid social to gain a deeper understanding of their preferences and responsiveness. Strategy Build strateg y and tactics on robust analytics leveraging data to optimize efforts. Utilize sophisticated targeting and retargeting strategies to reach and engage the right audience with personalized messages, delivered at the optimal time for maximum impact. Leverage analytical tools to optimize digital messaging and delivery to maximize performance and goal conversions that deliver on Key Performance Indicators (KPIs). 50 Tactic 1 Tactic 2 Tactic 3 Goal Obtain maximum value from advertising campaigns through optimized media plans. Focus budget on the most effective measures and added value must-haves. Strategy Distribute advertising on media channels specific to the media usage habits of each audien ce segment. Use effective media partnerships to reach consumers most likely to visit. Monitor key performance metrics by using media that delivers measurable results in the form of impressions, click-through rates and net economic impact. Tactic 4 Maintain paid social media throughout the year to continue consumer conversations and promote year-round offerings. 51 Tactic 1 Tactic 2 Tactic 3 Goal Leverage marketing assets t o target audiences. Integrate video assets into cross-channel units maximizing views and increasing click-throughs. Utilize staff photographer to continuously refresh assets. Strategy Harness the power of video and image assets to craft inspirational narrat ives which create emotional connections and amplify aspirational desire among travelers. Develop high-impact interactive gamified units with proven success to deliver a high-end user experience driving engagement and clicks. Engage potential visitors through dynamic visual storytelling including listicles, search engines and print ads prioritizing attractive creative assets. 52 Tactic 4 Tactic 5 Tactic 6 Goal Leverage marketing assets t o target audiences. Evolve the Estes Inspired storytelling campaign featuring exceptional stories from Estes Park locals, encouraging responsible visitation. Strategy Harness the power of video and image assets to craft inspirational narrat ives which create emotional connections and amplify aspirational desire among travelers. Present Visit Estes Park as an outdoor destination offering activities accessible to all ages and abilities, in all seasons. Create a dedicated sustainability campaign on paid social media and search promoting the second season of Do Estes Right educational PSA videos. 53 Cont’d Cont’d Tactic 1 Tactic 2 Tactic 3 Goal Utilize paid media to driv e visitors to new travel planning tools and resources using AI and social media. Develop a programmatic display and paid social media campaing to increase visitor guide sign-ups and requests. Strategy Develop a dedicated paid media strategy for travel planning tools in order to reach visitors in unique ways. Utilize programmatic display and paid social media to drive potential visitors to Rocky Mountain Roamer AI travel planning tool, available on our website, WhatsApp, Facebook and Instagram. Leverage paid social media to drive visitors to VEP influencer page, for firsthand information and tips from an Estes Park local. 54 Paid Media Allocation 55 Content Development 56 Tactic 1 Tactic 2 Tactic 3 Goal Use storytelling to showcase the range of activities and businesses offered in Estes Park and educate guests on how to do Estes right. Utilize an artificial intelligence (AI) platform to create more high-quality and relevant content in the VEP brand voice and style while saving time and resources on content production. Strategy Develop, curate and promote world-class content through dynamic and diverse storytelling. Maintain and expand a robust content library to generate affinity for the destination, highlight distinctive brand attributes and evoke an emotional connection with the consumer. Partner with businesses on content development to bring a diverse range of perspectives and foster community involvement and a sense of ownership. 57 Tactic 4 Tactic 5 Tactic 6 Goal Use storytelling to showcase the range of activities and businesses offered in Estes Park and educate guests on how to do Estes right. Highlight businesses implementing green practices to attract environmentally conscious guests and maintain a regular cadence of sustainable travel articles. Showcase a diverse representation of identities and abilities to position Estes as a welcoming destination. Increase short-form video content to convey a sense of connection with the destination and to create a participation culture across platforms like TikTok, Instagram and YouTube. Strategy Develop, curate and promote world-class content through dynamic and diverse storytelling. Cont’d Cont’d Tactic 7 Complete a second season of Do Estes Right PSA videos and Estes Inspired community storytelling videos. 58 Goal Tactic 1 Tactic 2 Develop strategic content to boost engagement, visitation and cultivate reverence. Utilize data research to implement technical and content recommendations provided by Simpleview's Search Engine Optimization team. Tactic 3 Strategy Optimize the Visit Estes Park online experience on VisitEstesPark.com, social media channels and Rocky Mountain Roamer artificial intelligence (AI) travel planning tool, in order to educate and inspire all audiences. Channel advertising and social communications towards the AI travel planning tool, in addition to VisitEstesPark.com content and landing pages, and track referrals to stakeholder booking engines and websites. Evolve and manage a comprehensive editorial calendar, while optimizing the VisitEstesPark.com homepage to serve as an ideal landing page for digital visitors. 59 Tactic 4 Tactic 5 Tactic 6 Goal Develop strategic content to boost engagement, visitation and cultivate reverence. Captivate web users with content that strikes a balance between practical destination insights and resources, and aspirational storytelling. Strategy Optimize the Visit Estes Park online experience on VisitEstesPark.com, social media channels and Rocky Mountain Roamer artificial intelligence (AI) travel planning tool, in order to educate and inspire all audiences. Create web content that aligns with Google priorities in a new AI era, by focusing on actions and content that is user and audience-focused and leads with key information and summaries. Apply search optimization techniques, including keyword research and best practices, to enhance new content pages. Cont’d Cont’d 60 Goal Tactic 1 Tactic 2 Build visitor inten t to travel through strategic outreach. Build the e-newsletter subscriber database, grow click-through and open rates through A/B testing and optimizing our content pillars. Tactic 3 Strategy Optimize a n online outreach program that leverages email newsletters to consumers. Create a well-crafted welcome email drip campaign for new subscribers consisting of responsible travel trips, an introduction to the destination and other ways to engage and make them feel valued from the start. Design targeted re-engagement campaigns to win back inactive subscribers or those who haven't interacted with our emails for a while. 61 Goal Tactic 1 Tactic 2 Provide comprehensive travel planning tools for potential visitors. Evolve the Rocky Mountain Roamer AI travel planning tool with new features and enhanced user experience. Tactic 3 Strategy Create travel planning tools available through various channels and mediums to reach consumers where and how they prefer to research. Research if a new visitors guide is necessary, which would pull the most valuable resources on VisitEstesPark.com into a print and digital guide. Continue guide partnerships for visitors in market via print and digital. Stay abreast of new guide parntership opportunities. Grow the Visit Estes Park social media influencer account @clairefromestes, providing first hand knowledge from an Estes Park local. 62 Social Media 63 Tactic 1 Tactic 2 Tactic 3 Goal Boost engagement to maximize reach across all soci al channels. Strategy Use key social media channels to drive awareness and create engagement with traveling consumers . Continue building a highly engaged community of followers by communicating regularly with them to influence and promote Visit Estes Park's Instagram, Facebook, X, TikTok, YouTube and LinkedIn accounts. Increase short-form video content to convey a sense of connection with the destination and to create a participation culture across platforms like TikTok, Instagram and YouTube. Utilize social media to expand presence on Google’s search results page by utilizing forums like Reddit or TripAdvisor, and creating a consistent flow of content on VEP’s influencer page. 64 Goal Tactic 4 Tactic 5 Boost engagement to maximize reach across all soci al channels. Strategy Use key social media channels to drive awareness and create engagement with traveling consumers . Highlight the Visit Estes Park team and board along with key stakeholders and their efforts on business-focused channels like LinkedIn. Use paid social media to reach our target markets and demographics by lifestyle preferences, expand the reach of marketing campaigns and generate awareness for destination events. Cont’d Cont’d 65 Public Relations 66 Tactic 1 Tactic 2 Tactic 3 Goal Earn coverage positioning Estes Park as an authentic, vibrant mountain town, offering sustainable recreation and dynamic activities to all. Strategy Communicate and emphasize all there is to see and do in Estes, including locally-owned shops you won’t find any where else, exciting attractions, food for every taste and world-class recreational opportunities. Host press trips, group FAMs and attend media marketplaces to develop and strengthen media relationships, including media from a diverse range of backgrounds. Write and distribute seasonal “what’s new” press releases, as well as monthly press releases on major initiatives. Supply destination information to PR agency for inclusion in monthly pitching and press releases, highlighting offerings that are unique to Estes Park, emphasizing authentic Estes stories. 67 Tactic 4 Tactic 5 Tactic 6 Goal Earn coverage positioning Estes Park as an authentic, vibrant mountain town, offering sustainable recreation and dynamic activities to all. Strategy Communicate and emphasize all there is to see and do in Estes, including locally-owned shops you won’t find any where else, exciting attractions, food for every taste and world-class recreational opportunities. Continue to update the online newsroom and press kit collateral to meet journalist needs, including photo/video. Maintain an ongoing social media influencer program showcasing Estes Park from a firsthand POV. Measure success by evaluating earned coverage against PR goals designed to support marketing goals and increase overall brand awareness. Cont’d Cont’d 68 Tactic 1 Tactic 2 Tactic 3 Goal Increase national brand awarene ss of Estes Park. Strategy A. Leverage national trav el trends to increase national brand awareness. B. Create newsworthy communications of Estes Park's seasonal offerings to drive year-round media interest and coverage. Attend PR events and media marketplaces to connect with publications reaching our target audiences. Develop engaging, personalized itineraries for individual press visits to facilitate authentic, firsthand stories. Create content for news, pitches and editorials across audiences, including media, to maximize message reach, boost awareness and create synergy among VEP communications platforms and media outreach initiatives. 69 Tactic 1 Tactic 2 Tactic 3 Goal Increase international brand awareness of Estes Park. Strategy Leverage Colorado Tourism Office partnerships to increase brand awareness on an international level. Develop a deeper understanding of Estes Park's top international markets and what inspires them to visit the destination. Attend Colorado Tourism Office calls and media missions reaching target international markets. Include the international team on VEP’s media list. Participate in hosting press trips arranged by the Colorado Tourism Office to provide international journalists with firsthand experiences in the destination. Respond to requests for information with curated information to suit international publications. 70 Tourism Advocacy & Community Relations 71 Goal Strategy Establish and strengthen partner relationships with Visit Estes Park. Support partners through education, connection and staff resource support. Host an annual open-house event that provides partners with OLIVE training. Host DTN to connect partners with advertising opportunities. Organize two community roundtables to share information, gather input, and provide guest speakers, such as community leaders and experts. Offer meetings to discuss the opportunities available through Visit Estes Park. Tactic 1 Tactic 2 Tactic 3 Tactic 4 72 Goal Strategy Establish and strengthen partner relationships with Visit Estes Park. Cont’d Cont’d Support partners through education, connection and staff resource support. Tactic 5 Tactic 6 Tactic 7 Tactic 8 Engage partners in the Beyond Program. Continue to offer the Visit Estes Park sponsorship program to provide financial and in-kind marketing support for events and projects. Host a state of the tourism industry event that allows for two-way dialogue. Maintain an increased presence at Estes Park and Larimer County events to serve as a community resource and demonstrate support during events. 73 Goal Strategy Establish and strengthen partner relationships with Visit Estes Park. Cont’d Benchmark resident and partner tourism sentiment. Conduct a resident sentiment survey.Conduct a partner sentiment survey. Tactic 1 Tactic 2 74 Goal Establish and strengthen partner relationships with Visit Estes Park. Cont’d Champion the community’s interesting programs and local businesses’ inclusion and sustainability efforts to Visit Estes Park audiences. Tactic 1 Tactic 2 Tactic 3 Strategy Post at least six blogs showcasing the interesting and admirable things local tourism businesses and organizations do. Post at least 12 Facebook posts that focus on sustainable tourism messages. Post at least 2 Instagram reels that focus on sustainable tourism information. 75 Communicate Visit Estes Park initiatives and programs to the community. Reach the Estes Park community through written communication and in-person interactions. Tactic 1 Tactic 2 Goal Strategy Develop a robust editorial calendar that leverages written content and video content distributed through advertorials in the Estes Park Trail-Gazette, Visit Estes Park’s stakeholder e-newsletters, the Visit Estes Park Partners Facebook Group, press releases and the partner's pages on VisitEstesPark.com. Enable the community relations team to communicate these messages during in-person meetings by informing them of key talking points. 76 Leverage data to advocate for tourism in Estes Park. Tactic 1 Tactic 2 Goal Strategy Develop a program to demonstrate the value of tourism to partners and residents using data. Incorporate monthly messaging into partner newsletters and Partners Facebook Group posts. Develop a partner communication program to share personalized data with individual businesses. 77 Goal Strategy Prioritize partnerships within the Estes Valley, Larimer County and the state of Colorado. Collaborate with Northern Colorado partners on initiatives and projects that will lift the region. Participate in Northern Colorado winter marketing campaigns. Participate in Northern Colorado international travel trade familiarization tours and international promotion efforts like IPW. Be available and prioritize participation in opportunities as they arise. Tactic 1 Tactic 2 Tactic 3 78 Prioritize partnerships within the Estes Valley, Larimer County and the state of Colorado. Continue to develop relationships with Roosevelt National Forest, Hermit Park Open Space, Rocky Mountain National Park Visitor Centers and Colorado Welcome Centers. Tactic 1 Goal Strategy Request biannual meetings with each organization to share information, explore how we can work together and report on shared projects. Cont’d 79 Prioritize partnerships within the Estes Valley, Larimer County and the state of Colorado. Strengthen relationships with Rocky Mountain National Park, the Town of Estes Park, Larimer County and the Estes Park Visitor Center. Tactic 1 Goal Strategy Continue building value in partnerships with these organizations, while regularly pursuing and developing effective ways to collaborate. Cont’d 80 Sales & Services 81 Boost the number of travel trade bookings and sales both domestically and internationally. Participate in relevant domestic and international trade shows, conferences and industry events to connect with travel trade professionals and showcase Estes Park’s offerings. Tactic 1 Tactic 2 Tactic 3 Goal Strategy Build and maintain relationships with key travel trade partners, nurturing existing partnerships and exploring new collaboration opportunities. Connect partners with key receptive international operators in order to get them listed as participating hotels/lodges with static rates. Work with the Colorado Tourism Office to host domestic and international travel/trade FAM tours. Attend relevant trade shows and events, including IPW and Go West, and partner with local businesses where possible. When applicable, share relevant learnings or show stakeholders how it brings value back to the community. 82 Boost the number of travel trade bookings and sales both domestically and internationally. Develop compelling sales and marketing materials, including wedding and group/conference materials, itineraries, videos, and other online content, highlighting Estes Park's selling points. Tactic 1 Tactic 2 Tactic 3 Goal Strategy Create a comprehensive travel trade webpage with relevant information, resources, and tools specifically designed for travel trade partners, with a focus on group, wedding, and international travel. Utilize digital marketing channels to reach travel trade professionals and generate leads. Utilize white-label AI tool to assist in developing sales and marketing materials in languages other than English. Cont’d 8 3 Boost the number of travel trade bookings and sales both domestically and internationally. Encourage local businesses to increase travel trade inventory and encourage destination development opportunities. Tactic 1 Tactic 2 Goal Strategy Provide education and training opportunities for local businesses to familiarize themselves with the travel trade industry and Visit Estes Park resources. Connect lodgers and attractions with receptive tour operators in order to contract, build and sell itineraries to the international traveler. Cont’d 84 Increase the number of group bookings for meetings, conferences, reunions, weddings and events, encouraging occupancy during need periods. Participate in relevant trade shows, conferences and industry events to connect with meeting and event professionals and showcase Estes Park’s offerings. Tactic 1 Tactic 2 Tactic 3 Goal Strategy Attend networking and educational events to connect with meeting planners and industry professionals. Renew and engage with industry groups that provide quality leads and RFPs. Attend valuable trade shows to grow meeting planner connections and collect leads for follow-up. 85 Increase the number of group bookings for meetings, conferences, reunions, weddings and events, encouraging occupancy during need periods. Collaborate with local businesses to create a comprehensive network of event services and facilitate seamless planning for group bookings. Tactic 1 Tactic 2 Tactic 3 Tactic 4 Goal Strategy Facilitate recurring and one-off educational events to empower partner businesses to engage with groups. Attend local wedding association and alliance meetings to connect with partners and stay informed. Establish strong partnerships with local wedding and event planners, offering them incentives or referral programs, when it makes sense, to bring their clients to Estes Park. Sponsor and host a familiarization trip in partnership with the Wedding Industry Professional Association (WIPA) to garner industry-wide exposure through firsthand experiences. Cont’d 86 Tactic 1 Tactic 2 Increase the number of group bookings for meetings, conferences, reunions, weddings and events, encouraging occupancy during need periods. Goal Cont’d Strategy Design marketing campaigns specifically tailored to reach meeting and event planners. Optimize website’s meeting and event pages and online listings to highlight group, wedding and reunion offerings. Concentrate efforts on markets that are a good fit for Estes Park. 87 Increase the number of group bookings for meetings, conferences, reunions, weddings and events, encouraging occupancy during need periods. Tactic 3 Tactic 4 Tactic 5 Goal Promote specials, discounts and value-added packages specifically for mid-week, shoulder seasons and other need periods. Showcase testimonials from meetings and events held in Estes Park. Produce group/wedding focused video and photography assets for use in sales pitch efforts and at trade shows. Cont’d Strategy Cont’d Design marketing campaigns specifically tailored to reach meeting and event planners. 88 Finance & Administration 89 Key Organizational Goals Ensure adherence to financial and budgetary regulations and requirements. Foster a productive, fulfilling work environment for employees. Ensure that equipment, technology, and facilities adequately support the organization's needs. Empower the organization with comprehensive data and insights to facilitate informed decision-making. Continue to provide a transparent and accountable budgeting process. 90 Goal Tactic 1 Tactic 2 Ensure that Visit Estes Park aligns its financial and budgetary practices with the standards established by the Governmental Accounting Standards Board and adheres to best practices identified by other Destination Marketing Organizations. Produce precise and timely financial statements to assist the board and management in making well-informed decisions regarding the organization's financial matters. Tactic 3 Strategy Continue to adhere to and enhance established financial data reporting systems where applicable. Follow the Colorado Open Records Act (CORA) by promptly addressing all public records requests. Create and execute an annual budget that corresponds with the organization's strategic and operational objectives. 91 Goal Establish a work environment that is positive and supportive, ensuring employees feel valued and acknowledged. Strategy Align human resources practices with the organization's strategic goals. Ensure access to training programs that focus on enhancing employees' skills and knowledge relevant to their job responsibilities. Provide a work environment that encourages continuous learning and growth which allows employees to seek out new challenges and opportunities to enhance their skills. Encourage employees to seek out opportunities to connect and learn from one another. Provide opportunities for employees to openly discuss organizational goals, challenges, and strategies for improvement so they may contribute their insights, share ideas, and collectively address issues or obstacles. Tactic 1 Tactic 2 Tactic 3 Tactic 4 92 Goal Tactic 1 Tactic 2 Make sure Visit Estes Park has the essential equipment, technology, and facilities to efficiently conduct its operations. Provide employees with the necessary tools, training, and resources to excel in their roles. Tactic 3 Strategy Collaborate with all departments to optimize the delivery of support services, ensuring efficiency, effectiveness, and responsiveness. Embrace innovative technology solutions to optimize efficiency and effectiveness in our operations. Implement process improvement initiatives to eliminate bottlenecks and simplify workflows. 93 Goal Tactic 1 Tactic 2 Establish a culture within the organization that is driven by data. Evaluate Visit Estes Park's competitive stance in the Rocky Mountain area, and identify overall tourism patterns and developing markets. Tactic 3 Strategy Assist staff and stakeholders in utilizing various data sources, enabling data-driven decisions. Assist Visit Estes Park staff by offering research and insights to support their decision-making for marketing and tourism projects. Collaborate with a Data Dashboard provider to establish a system that displays all relevant data clearly and concisely. 94 Goal Tactic 1 Tactic 2 Create a transparent and accountable budget that aligns with Generally Accepted Accounting Principles (GASB) and industry standards. Provide the budget details to the State of Colorado annually as mandated. Tactic 3 Strategy Establish a budget that is meaningful and beneficial for Visit Estes Park stakeholders. Work with all departments to establish the budgetary needs of the organization. Incorporate flexibility into the budgeting system to streamline future years processes. 95 District Tax Fund 10% of 3.5% 6E Funds 6E Passthrough Funds Web Listing Sales Investment Interest$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Lodging tax on stays less than 30 days in the District boundaries. VEP receives the 2% base district tax fund, plus retains 10% of the 6E 3.5% incremental tax increase for marketing purposes. The remaining 90% of the 6E funds are forwarded by VEP to the Town of Estes Park for workforce housing and childcare initiatives. Income from paid placement on VisitEstesPark.com Interest earned from reserve funds $612,500 $5,512,500 $250,000 T o t a l B u d g e t e d R e v e n u e s : $9 ,9 0 0 ,0 0 0 O p e r a t i n g B u d g e t : $4 ,3 8 7 ,5 0 0 $3,500,000 $25,000 96 Personnel Expenses Program Expenses Indirect Expenses 6E Passthrough Funds$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 T o t a l B u d g e t e d E x p e n s e s : $9 ,9 0 0 ,0 0 0 O p e r a t i n g E x p e n s e s : $4 ,3 8 7 ,5 0 0 $1,350,000 $2,887,500 $5,512,500 $150,000 97 Key Terms Destination Stewardship Colorado Tourism Office's official definition of destination stewardship is that it is "a transformational holistic approach that seeks to find harmony between quality of life for residents and a strong visitor economy while protecting our cultural and natural resources." Responsible Tourism According to the Colorado Tourism Office (CTO), responsible tourism is important because "[w]ith many Colorado residents voicing concerns about the impacts of travelers on special places and natural resources, the [CTO] Roadmap’s steward pillar laid the groundwork for a new partnership aimed at protecting what makes Colorado such a special destination. As part of this initiative, the Colorado Tourism Office is encouraging travelers to explore off- peak seasons and less-visited destinations, while inspiring them to travel like a local, engage in voluntourism and support causes important to Coloradans." Values-Based Approach Additionally, Destination International makes the case that "words matter in politics, and those words need to be chosen carefully. If we are going to be successful in changing the narrative surrounding our industry, it starts with a values-based approach. That means talking to stakeholders in a manner that is simple and emotional and connects their values to your organization. In this policy brief, we demonstrate why our industry must utilize a new tourism vocabulary to connect with stakeholders in a meaningful way and better illustrate the value of destination organizations. 98 Visit Estes Park Staff Rebecca Domenico Gelsinger Cindy Mackin Rachel Ward OppermannDana Paiement Operations Director Chief Strategy Officer Advocacy & Sustainability DirectorDestination Development Director Kara Franker Chief Executive Officer Heidi Barfels Mike Zumbaugh Kendall AkinJohn Berry Claire Mollé Chief Marketing Officer Chief Financial Officer Creative ManagerPhotographer/Videographer Communications Manager 99 Visit Estes Park Joint Town & County Meeting Organizational Updates 2025 Operating Plan Welcome! Larimer County Commissioners Jody Shadduck-McNally, County Commissioner District III, Chair John Kefalas, County Commissioner District I Kristin Stephens, County Commissioner District II Town of Estes Park Gary Hall, Mayor of Estes Park Marie Cenac, Mayor Pro Tem Kirby Hazelton, Trustee Bill Brown, Trustee Mark Igel, Trustee Frank Lancaster, Trustee Cindy Younglund, Trustee Travis Machalek, Town Administrator Jason Damweber, Deputy Town Administrator Visit Estes Park, Local Marketing District Sean Jurgens, Chair Deborah Gibson, Vice Chair Jerusha Rice, Secretary/Treasurer Pat Murphy, Director Rich Chiappe, Director Kirby Hazelton, Director and Town Trustee Nick Smith, Director Mike Zumbaugh, CFO/Interim CEO Cindy Mackin, CSO Heidi Barfels, CMO Agenda Organizational Updates Construction Marketing Destination Stewardship Regional Partnerships Extend the Season 2025 Operating Plan Questions & Next Steps Organizational Updates Construction Marketing V i s i t E s t e s P a r k Goal: Support Businesses Affected by Construction V i s i t E s t e s P a r k ’s S u m m e r M a r k e t i n g S t r a t e g y : E x e c u t e a m u l t i f a c e t e d s u m m e r m a r k e t i n g c a m p a i g n t h a t p r o v i d e s s h o r t -t e r m a n d l o n g - t e r m s u p p o r t t o h e l p i n s p i r e v i s i t a t i o n a n d e n c o u r a g e g u e s t s t o e x p e r i e n c e E s t e s P a r k l i k e a l o c a l , a s w e l l a s t o b e a w a r e o f c o n s t r u c t i o n a n d h o w t o n a v i g a t e i t . T a c t i c s : P r o g r a m m a t i c d i g i t a l a d v e r t i s i n g 1 . E n c o u r a g e a n d i n c e n t i v i z e g u e s t s t o s h o p l o c a l t h r o u g h a p a s s p o r t p u n c h s y s t e m a n d a p p 2 . U t i l i z e s t o r y t e l l i n g t h r o u g h E s t e s I n s p i r e d I n i t i a t i v e 3 . T a r g e t e x t e n d e d l o c a l s a s p a r t o f a S t a y c a t i o n C a m p a i g n f o r A u g u s t 4 . P r o v i d e m a r k e t i n g s u p p o r t a n d p r o m o t e s u m m e r a n d f a l l e v e n t s 5 . P r o v i d e t a l k i n g p o i n t s a n d a p l u g a n d p l a y t o o l k i t t o s t a k e h o l d e r s 6 . V i s i t E s t e s P a r k Construction Resources for Guests: Map + Podcast V i s i t E s t e s P a r k Content about Navigating Downtown Ridership was up 4.50% YoY in July V i s i t E s t e s P a r k Ads Promoting Businesses Impacted by Construction Promoted 25 Businesses Impressions: 1,596,472 Clicks: 57,327 Impressions: 647,34 Clicks: 3,572 Engagement exceeded benchmark by 261% Impressions: 660,340 Clicks: 6,353 Engagement exceeded benchmark by 289.5% V i s i t E s t e s P a r k | 2 0 2 2Visit E s t e s P a r k | 2 0 2 3Visit E s t e s P a r k Extended Locals Campaign: Staycation Ads Web Banners Print Ads V i s i t E s t e s P a r k Estes Inspired Storytelling Initiative S t o r i e s f e a t u r i n g : W e n d y K o e n i g o n h e r t i m e i n t h e O l y m p i c s a n d c o m m u n i t y s u p p o r t L o r e n S h r i v e r o n h i s e x p e r i e n c e s i n s p a c e a n d m o v i n g t o E s t e s P a r k N i c o S t r a n g e O w l a n d h e r f a m i l y ’s a r t g a l l e r y a n d t i e s t o t h e l a n d R i s i n g B u f f a l o o n h o w h e ’s h e a l i n g t h e r e l a t i o n s h i p b e t w e e n n a t i o n a l p a r k s a n d i n d i g e n o u s t r i b e s V i s i t E s t e s P a r k Estes Inspired Introduction Video EstesInspired.com Watch all videos here: V i s i t E s t e s P a r k H o w i t w o r k s f o r g u e s t s : F r e e t o p a r t i c i p a t e T h e u l t i m a t e m a p t o s h o p p i n g l o c a l i n E s t e s : f e a t u r i n g s p e c i a l o f f e r s a n d p o i n t i n g y o u t o w a r d s l o c a l b u s i n e s s e s “C h e c k -i n ” a s y o u m a k e y o u r w a y a r o u n d t o w n a n d h a v e t h e c h a n c e t o w i n p r i z e s Encouraging Guests to Shop Local Estes Explorer Savings Pass Amplifying Retail Rally V i s i t E s t e s P a r k | 2 0 2 2Visit E s t e s P a r k | 2 0 2 3Visit E s t e s P a r k Thank You Activations D o w n t o w n a c t i v a t i o n d e s i g n e d t o s a y t h a n k y o u f o r v i s i t i n g d u r i n g t h e c o n s t r u c t i o n p e r i o d . H a n d e d o u t s h o p p i n g b a g s f i l l e d w i t h D o E s t e s R i g h t p r o m o t i o n , l o c a l c a n d y , E s t e s E x p l o r e r S a v i n g s P a s s & m o r e ! V i s i t E s t e s P a r k Rodeo Parade Larimer County Parade & Estes Park Visitor Center Destination Stewardship V i s i t E s t e s P a r k | 2 0 2 2Visit E s t e s P a r k | 2 0 2 3Visit E s t e s P a r k Destination Stewardship Plan Update P r i n c i p l e s f r o m t h e d e s t i n a t i o n s t e w a r d s h i p p l a n a r e e m b e d d e d i n t o t h e 2 0 2 5 o p e r a t i n g p l a n . C l a r i t y o f P l a c e , o u r s t e w a r d s h i p c o n s u l t a n t s , r e c o m m e n d b u i l d i n g u p V E P ’s c a p a c i t y t o m o n i t o r a n d m a n a g e s t e w a r d s h i p . T o d o t h i s , t h e c o n s u l t a n t s r e c o m m e n d e d u s i n g W a y f i n d e r , a d e s t i n a t i o n m a n a g e m e n t a n d s t e w a r d s h i p p l a t f o r m . W a y f i n d e r o f f e r e d V E P f r e e a c c e s s t o t h e p l a t f o r m t o t e s t h o w t o b e g i n i n t r o d u c i n g o u r d e s t i n a t i o n s t e w a r d s h i p p l a n t o s t e w a r d s h i p p a r t n e r s . V i s i t E s t e s P a r k | 2 0 2 2Visit E s t e s P a r k | 2 0 2 3Visit E s t e s P a r k Outdoorist Oath Event Sponsorship V i s i t E s t e s P a r k s p o n s o r e d t h e O u t d o o r i s t O a t h e v e n t h e l d i n R o c k y M o u n t a i n N a t i o n a l P a r k . W e a r r a n g e d a s u b s i d i z e d r o o m r a t e w i t h t h e Y M C A t o e n c o u r a g e o v e r n i g h t s t a y s , p r o v i d e d l o c a l g i f t s f o r a t t e n d e e g i f t b a g s a n d e v e n t p h o t o g r a p h y b y J o h n B e r r y . O u r t e a m a l s o p r o m o t e d a Y M C A m e t e o r s h o w e r e v e n t f o r a t t e n d e e s w h o s t a y e d o v e r n i g h t . V i s i t E s t e s P a r k Through a CTO grant, we directed a photoshoot highlighting diverse and welcoming activities in Estes Park. On August 26-27, we captured: Families hiking on accessible trails Couples enjoying Ember Restaurant Trail running Mountain biking in Hermit Park Father and son rock climbing A family on the Aerial Tramway Colorado Tourism Office Photoshoot V i s i t E s t e s P a r k Media Coverage Highlight: V i s i t E s t e s P a r k Social Media Highlight: Lily Yu @deafjourney D e a f T r a v e l C r e a t o r V i s i t e d M a y 3 1 -J u n e 2 3 9 K f o l l o w e r s o n I n s t a g r a m C o n t e n t m e n t i o n e d : T h e A s p i r e S p a B r u n c h & C o . E m b e r A e r i a l T r a m w a y K E P E x p e d i t i o i n s M u s t a n g M o u n t a i n C o a s t e r R M N P T h e S t a n l e y H o t e l Regional Partnerships V i s i t E s t e s P a r k Noco Campaign P a r t n e r s : L o n g m o n t , E s t e s P a r k , B o u l d e r , F o r t C o l l i n s , G r e e l e y a n d L o v e l a n d W i n t e r c a m p a i g n t o r u n a t C h i c a g o O ’H a r e I n t e r n a t i o n a l A i r p o r t (O R D ) B r a n d i n g h a s b e e n s e l e c t e d D e d i c a t e d l a n d i n g p a g e l a u n c h : S e p t e m b e r 1 6 A d v e r t i s i n g C a m p a i g n D a t e s : S e p t e m b e r 1 6 t h r o u g h O c t o b e r 1 3 Extend the Season V i s i t E s t e s P a r k What’s New this Holiday Season A 3 6 -f o o t L E D -l i g h t -i n f u s e d p i n e t r e e w i l l a n c h o r t h e f e s t i v i t i e s i n B o n d P a r k . H u n d r e d s o f t h o u s a n d s o f l i g h t s w i l l c o v e r t h e t r e e , w h i c h w i l l f e a t u r e a f r e e n i g h t l y l i g h t s h o w s e t t o h o l i d a y m u s i c f r o m 5 t o 9 p .m . W e 'r e a l s o p l a n n i n g : N e w i n t e r a c t i v e l i g h t d i s p l a y s a n d p h o t o o p s i n B o n d P a r k M o r e l i g h t s t o c o v e r t h e t r e e s a l o n g E l k h o r n A v e n u e T o b r i n g b a c k t w o w e e k e n d a n c h o r e v e n t s : C a t c h t h e G l o w – S n o w m a n F e s t i v a l D e c e m b e r 7 t h C a t c h t h e G l o w – S w e e t S t r o l l D e c e m b e r 2 1 s t V i s i t E s t e s P a r k Skijor: January 24-26, 2025 E s t e s P a r k S k i j o r i s a n a c t i o n p a c k e d c o m p e t i t i o n w h e r e a h o r s e a n d r i d e r p u l l a s k i e r a s f a s t a s p o s s i b l e t h r o u g h a c o u r s e i n c l u d i n g g a t e s , j u m p s a n d o b s t a c l e s . E s t e s P a r k S k i j o r c o m b i n e s C o l o r a d o 's s k i i n g h e r i t a g e w i t h i t s C o w b o y r o o t s , m e r g i n g t h e s e t w o w o r l d s i n t o t h e b e s t o f b o t h . C o m p e t i t o r s r a c e f o r c a s h a n d p r i z e s t h r o u g h o u t t h e w e e k e n d . Visit Estes Park Operating Plan Table of Contents The Significance of Tourism Lodging Tax Letter from the Larimer County Commissioners Letter from the Estes Park Mayor Letter from the Visit Estes Park Board of Directors Introduction to Visit Estes Park Destination Stewardship Extend the Season Paid Media Content Development Social Media Public Relations Tourism Advocacy & Community Relations Sales & Services Finance & Administration Key Terms Visit Estes Park Staff 3 4 5 6 7 8-20 21-25 26-44 45-55 56-62 63-65 66-70 71-80 81-88 89-97 98 99 Tourism is the backbone of the Estes Valley economy. It anchors the community around us and has driven significant growth in the area for generations. Because of tourism and events, local businesses have the opportunity to thrive and job opportunities remain ample. And beyond its economic advantages, tourism significantly enhances the quality of life. in Estes Park, funding year-round amenities and essential public safety services that protect the community. Recognizing the potential impacts of sustained growth, Visit Estes Park places destination stewardship. at the heart of our mission. We collaborate closely with destination development counselors, as well as local businesses and residents, to foster a dynamic, responsible tourism industry that benefits both visitors and the community. Our efforts ensure that the natural beauty and unique character of the Estes Valley are preserved for future generation. s, maintaining the delicate balance between economic stability and growth, and environmental conservation. The Significance of Tourism quality of life destination stewardship preserved for future generations, 3 The availability and affordability of workforce housing and childcare has been a significant challenge in the Estes Valley for decades. Until Visit Estes Park’s lodging tax extension (ballot initiative 6E) passed on November 8, 2022, a consistent, meaningful funding mechanism to finance these issues had not been available. As of January 1, 2023, the lodging tax in Estes Park increased from 2% to 5.5% and is collected on overnight stays at hotels, motels, RV parks, campgrounds, guest ranches, rental properties, and other lodging facilities. Two percent is used to fund the Estes Park Local Marketing District. The remaining 3.5% is for funding dedicated workforce housing and childcare projects, with 90% of the funds going to the Town of Estes Park and 10% remaining with VEP for marketing and education, as required by the Colorado statute. In 2023, this meant $5.9 million in lodging taxes would be earmarked for workforce housing and childcare in Estes Park. Thanks to tourism and lodging taxes, a pathway to significant, positive impacts on these two issues is now in action. In addition to funding public safety services and local amenities, tourism is the engine that drives funding for our community’s workforce housing and childcare programs. What does this mean? A strong tourism economy is crucial in order to create a sustainable community ecosystem where local workers can live and prosper. Tourism success is more significant than ever. What Tourism and Lodging Tax Means to Our Workforce 4 John Kefalas Commissioner, District I Kristin Stephens Commissioner, District 2 Jody Shadduck-McNally Commissioner, District 3 Estes Park's beauty, recreational opportunities and cultural offerings are among the many reasons Larimer County is a remarkable place to live and visit. Built on sustainable tourism principles, Visit Estes Park’s important work in destination stewardship contributes to a welcoming destination that thrives economically and conserves the area’s natural beauty for residents, visitors and future generations. This approach addresses the pressure visitors can place on the environment and quality of life in communities like the Estes Valley that serve as gateways to some of Colorado’s most spectacular natural areas. Alongside Visit Estes Park, we value these important principles to ensure this delightful destination retains its wonder for our residents and guests. We look forward to continuing to collaborate toward a future where our shared community is a welcoming place for all to thrive. Letter from Larimer County Commissioners 5 Estes Park is a vibrant mountain community that is fortunate to be a place visitors choose to travel to each year. The town’s proximity to Rocky Mountain National Park complements a welcoming destination full of irresistible services and amenities for locals and visitors. This results in a strong tourism economy that supports the quality of life our residents enjoy every day. In 2025, we look forward to continuing our collaborative relationship with Visit Estes Park to serve the Estes Park community. Shared missions of destination stewardship that strive to balance our community's needs while conserving our natural resources and creating a positive visitor experience drive both of our organizations. Collaboratively, we aim to be good stewards of our destination so that it continues to be a wonderful place to live and visit. Letter from the Mayor of Estes Park Mayor Gary Hall 6 Letter from Visit Estes Park Board of Directors Sean Jurgens Board Chair Deborah Gibson Jerusha Rice Kirby Hazelton Vice Chair Secretary/Treasurer Director & Town Trustee Director Director Director Pat Murphy Rich Chiappe Nick Smith Through the dedicated work of local businesses, organizations and community partners, Estes Park is on its way to becoming a true year-round destination. This extended economic opportunity is integral to our tourism economy and our community’s quality of life. In support, Visit Estes Park remains committed to sustainable destination development and responsible tourism marketing that prioritizes inclusion and sustainability. In 2025, staff will continue establishing destination drivers like Catch the Glow Holiday Season while using technology and data-driven marketing strategies to attract guests who value our community. This community-driven approach is rooted in our commitment to being good partners in destination stewardship and focuses on conserving our vibrant mountain town for future generations. 7 Here in Estes Park, we are building a better future. From the infrastructure improvements that surround us to the ever- changing digital landscape at our fingertips, it’s evident that Estes Park is evolving for generations to come. This 2025 Operating Plan outlines how Visit Estes Park will be responsible destination stewards throughout this significant growth period, by implementing proactive marketing and management tactics that foster sustainable visitation, drive economic opportunity and support our workforce. We are setting our sights on innovation to help deliver the right message, to the right travelers, at the right time through the use of powerful data and technology. This will attract travelers who will care for our destination and align with our community values. And our destination development objectives are designed to better serve these conscientious travelers while they are in town. Our work to become true destination stewards is the underlying foundation for these marketing and development efforts. In alignment with the industry best practices found in the Colorado Tourism Office’s state-wide Destination Stewardship Plan, we are embracing action, both short and long-term, that demonstrates how we can share Estes Park responsibly. This includes responsible messaging and content, a new level of community engagement and active stakeholder participation across all categories. As stewards of these lands and this community, Visit Estes Park strives to increase the strength of tourism to ensure economic vitality, while protecting community character and resident satisfaction. Collectively, we can take proactive steps to encourage tourism success and mitigate its impacts. And together with the community, we can safeguard the natural wonders that draw visitors to our doorstep. Introduction: Building a Better Future 8 Visit Estes Park nurtures visitor reverence of this vibrant mountain town for business success, environmental sustainability and community harmony. To be a year-round, family-friendly tourism and event destination that supports our vibrant mountain town with a balance of financial success, positive and memorable experiences for guests and a meaningful quality of life for our community. Mission Vision 9 Values Collaboration Innovation Empathy Passion Resilience Stewardship 10 Destination stewardship allows us to work toward striking the right balance between achieving economic vitality, enhancing the visitor experience and preserving the quality of life in the Estes Valley. Becoming a true steward of Estes Park is a paradigm shift in how we optimize our visitor economy and leverage tourism sustainably. Evolving the important work of promoting and managing our destination, stewardship emphasizes long-term community vitality, active stakeholder involvement and preserving Estes Park’s authentic character, while working to conserve the lands that brought us here. Through our Destination Stewardship Plan, we defined underlying principles that inform our annual operating plans and guide our daily decisions by carefully considering our work's economic, social and environmental impacts. Alongside our partners, we’re building a shared vision for how tourism supports and contributes to our community's future. Estes Park's long-term sustainability depends on this work, found through destination stewardship, both as a place for our guests to visit and as a thriving, vibrant community. Destination Stewardship is Our Cornerstone Destination Stewardship Destination Promotion Destination Management Finance Administration 11 Organizational Stewardship Imperatives Continue to provide an excellent visitor experience and evolve the product to attract target audiences who appreciate and seek the quality, authentic experiences that Estes Park offers. To ensure that Estes Park’s visitor economy evolves in a way that not only attracts more higher-spend visitors and enhances the overall quality of the visitor experience, but also cultivates the town’s authentic character and contributes to the town’s quality of place, Visit Estes Park will continue to address four imperatives to care for the destination in the long-term: Ensure that the visitor economy continues to drive the Town’s economic vitality and provide opportunities for engagement from all stakeholders in the community. Lead the visitor economy in adopting and implementing practices that protect the Estes Park’s natural resources and ensure the area’s long-term vibrancy. Provide Best-in-Class Visitor Experiences Optimize the Positive Impacts of the Visitor Economy Steward the Environment Prioritize the needs of residents when encouraging enhancements to the Town’s product and working to grow visitation. Share Estes Park Responsibly 12 Effective destination stewardship is rooted in strong partnerships between governmental agencies and partner organizations within a destination. Knowing this, Visit Estes Park actively maintains collaborative partnerships with the the Town of Estes Park, Larimer County, Estes Park Visitor Center and Rocky Mountain National Park. Visit Estes Park will continue to strengthen relationships with Arapaho-Roosevelt National Forest, Hermit Park Open Space, Rocky Mountain National Park visitor centers, and the Colorado Welcome Centers through communications, information exchange and programming development. Together with these partners, Visit Estes Park will continue implementing its Destination Stewardship Plan, which was developed in collaboration with destination development counselors Clarity of Place and the Colorado Tourism Office. Partners in Destination Stewardship 13 Brand Attributes We support and foster relationships with local businesses, leaders and community members while identifying new opportunities for innovation and collaboration. We strive to welcome all to Colorado’s Original Playground and emphasize that everyone can experience and thrive in the great outdoors. We make decisions based on data to sustainably attract guests and proactively adjust our strategies. Through the latest AI technology, we drive real-time conversation, booking and advanced content creation. We embody sustainability and empower guests to do the same. This is key to preserving the natural beauty that surrounds us. We educate guests about how to experience Estes Park and the surrounding public lands so they have the best experience while maintaining the charm of our local community and natural environment. Community Oriented Inclusive & Accessible Data & Tech-Driven Sustainable Educational 14 Messaging for an Evolving Travel Landscape Deciding Factors Here in Estes Park, visitors and residents share a common goal for an uncommon land. We treat our guests as we do our neighbors, just as we ask them to treat the local wildlife: with awareness and appreciation. Together, we are supporting our community. Promoting sustainability. And focusing on social, economic and environmental impacts. Because if we take care of this beautiful place that has drawn us together, we can continue to to honor what brought us here. When travelers are considering a destination, we position Estes Park as an authentic, vibrant mountain town, offering activities, events, dining, shopping and an experience that is welcoming and approachable. Estes Park is affordable to families and offers a multitude of activities in every season, while also offering a basecamp to world-class adventure and outdoor experiences. 15 Messaging Key Points Outdoor Experiences Easy Access Unique Local Offerings & Events Year-round Affordability Inclusion Sustainability-focused Travel 16 Estes Park loyalists who have traveled to the destination in the past Active adults, outdoorsy couples and outdoor enthusiasts Couples looking for a romantic getaway Multigenerational travelers visiting as a family with grandparents Adults and families interested in events Meeting planners and travel advisors Travelers who value sustainable tourism Digital Nomads, remote workers who travel while working Pre-tirees, travelers reaching retirement age and work part time Age: 25-54 with an emphasis on 45+ Family-friendly audience: 60+ with an emphasis on Multi-generational Household income: $100K+ Demographics Target Audiences 17 Scenic beauty, relaxing mountain getaway, mountain biking and hiking, outdoor adventure / enthusiast, backpacking, trails, national parks, road trips, craft beer, romantic getaways, family friendly, easy access, eco-tourism, wildlife viewing, events Cross country skiing, winter climate, snowboarding, snowshoeing, backcountry skiing and split boarding, avalanche education, sledding, ice climbing, mountain town, concerts, events Mountain biking, outdoor adventure/enthusiast, backpacking, golf, hiking trails, live music, events, road trips, craft beverages/breweries, fall colors, change of season, spooky travel Target Audience Interest Overall Interests Winter/Spring Interest Summer/Fall Interest 18 Los Angeles San Francisco Orlando Tampa Miami Ft Lauderdale Denver, Colorado Springs, Fort Collins, Boulder, Loveland, Longmont, Greeley Laramie, CheyenneWyoming: Colorado: Geographic Focus Dallas-Fort Worth DMA Omaha Kansas City Chicago Iowa Houston DMA 19 Tax Revenue Occupancy Average Daily Rate (ADR) Revenue Per Available Room (RevPAR) Stakeholder Engagement Advertising Public Relations Social Media Website AI Travel Planner Categories of Key Performance Indicators (KPIs) Destination Focus Marketing Focus 20 Destination Stewardship Goals 21 Key Organizational Goals Continue executing the Destination Stewardship Plan Execute programming to support the workforce and contribute to community sustainability efforts Communicate the Destination Stewardship Plan and generate support from key partners 22 Extend the Season Goals 26 Extend the Season: SkiJor Estes Park 27 Key Organizational Goals Drive visitation during January need period through the sponsorship of a new multi-day signature winter event, which encourages overnight stays. Collaborate with Estes Valley businesses to foster economic stability by creating ancillary offerings through the Beyond program to complement this new flagship event. Develop an advertising, paid social media, public relations and content creation campaign to attract consumers interested in winter sports to experience Estes Park’s newest cold weather event and ancillary offerings. 28 Extend the Season: Frozen Dead Guy Days 30 Key Organizational Goals Increase the Frozen Dead Guy Days (FDGD) festival attendance to 7,000 attendees, boosting both overnight and day visitation during a slower season Continue to enhance the FDGD festival experience to include more elaborate and immersive experiences Secure a strong lineup of FDGD-themed offerings from lodgers, restaurants and local businesses to encourage spending beyond the festival footprint and within the destination Develop an integrated marketing campaign and include new relevant content on FDGD website Expand FDGD marketing to reach a national audience in key target markets 31 Extend the Season: April & August 36 Key Organizational Goals Drive visitation during need periods of April and late August by sponsoring and developing signature events. Develop an advertising, paid social media, public relations, and content creation campaign to attract consumers likely to travel in April and late August, including couples, milestone travelers, and retirees/pre-retirees. 37 Extend the Season: Winter & Holidays 40 Key Organizational Goals Prolong the busier season and foster economic stability by implementing initiatives that attract visitors seeking memorable and rewarding winter travel experiences. Achieve sustainable destination development by sponsoring Winter/Holiday programs to enhance the area's appeal, attract more visitors and bolster the local economy during a critical need period. Increase winter/holiday visitation by positioning and promoting Estes Park as a non-ski outdoor adventure getaway. Enhance our winter wonderland image through advertising, paid social media, public relations and content creation efforts. 41 Marketing 45 Key Organizational Goals Generate 900 million paid and earned media impressions Exceed 10 million paid and organic social media impressions Drive 2 million views on VisitEstesPark.com Deliver 400,000 referrals to lodging partner booking engines and websites Obtain 20,000 engagements on Rocky Mountain Roamer AI travel planner Integrate messages of sustainability, inclusion and preserving community character at all levels of guest communications 46 Tourism Advocacy & Community Relations 71 Key Organizational Goals Establish and strengthen partner relationships with Visit Estes Park. Communicate Visit Estes Park initiatives and programs to the community. Leverage data to advocate for tourism in Estes Park. Prioritize partnerships within the Estes Valley, Larimer County and the state of Colorado. 46 Finance & Administration 89 Key Organizational Goals Ensure adherence to financial and budgetary regulations and requirements. Foster a productive, fulfilling work environment for employees. Ensure that equipment, technology, and facilities adequately support the organization's needs. Empower the organization with comprehensive data and insights to facilitate informed decision-making. Continue to provide a transparent and accountable budgeting process. 90 District Tax Fund 10% of 3.5% 6E Funds 6E Passthrough Funds Web Listing Sales Investment Interest$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 Lodging tax on stays less than 30 days in the District boundaries. VEP receives the 2% base district tax fund, plus retains 10% of the 6E 3.5% incremental tax increase for marketing purposes. The remaining 90% of the 6E funds are forwarded by VEP to the Town of Estes Park for workforce housing and childcare initiatives. Income from paid placement on VisitEstesPark.com Interest earned from reserve funds $612,500 $5,512,500 $250,000 T o t a l B u d g e t e d R e v e n u e s : $9 ,9 0 0 ,0 0 0 O p e r a t i n g B u d g e t : $4 ,3 8 7 ,5 0 0 $3,500,000 $25,000 96 Personnel Expenses Program Expenses Indirect Expenses 6E Passthrough Funds$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000 T o t a l B u d g e t e d E x p e n s e s : $9 ,9 0 0 ,0 0 0 O p e r a t i n g E x p e n s e s : $4 ,3 8 7 ,5 0 0 $1,350,000 $2,887,500 $5,512,500 $150,000 97 1. Appear before the Town Board to request a vote on the Operating Plan. Date requested: September 24, 2024. 2. Appear before the Larimer County Commissioners to request a vote on the Operating Plan. Date requested: October 1, 2024. 3. Thursday, December 5, 2024 - Regular Meeting & Public Budget Hearing, 2 pm - online. 4. Thursday, December 19, 2024 - Budget Approval, 2 pm - online. Q U E S T I O N S ? N E X T S T E P S Cindy Mackin, cindy@visitestespark.com Mike Zumbaugh, mike@visitestespark.com Heidi Barfels, heidi@visitestespark.com C O N T A C T I N F O       1 | Page 2025 Workforce Housing and Childcare Funding Plan Purpose The purpose of the 6E Annual Plan is to outline how the Workforce and Childcare Lodging Tax funds (6E) will be passed through from the Local Marketing District, which levies the tax, to the Town and allocated between workforce housing and childcare in 2025. This plan will further discuss how the funds will be administered and for what purpose. The Annual Workforce and Childcare Funding Plan outlines how funding decisions are made to address the needs in the Estes Valley for workforce housing and childcare in 2025, and beyond. Overview In November 2022, residents of the Visit Estes Park Local Marketing District voted to approve Ballot Initiative 6E to increase the total lodging tax rate from 2% to 5.5%. This 3.5% increase in tax provides approximately $5 million in funds to address workforce housing and childcare needs in the Estes Valley. The Board of Visit Estes Park (VEP) determined to serve as a “pass- through” of the funds and rely on the Town of Estes Park, in coordination with Larimer County, to decide how to administer 6E revenue. The Workforce Housing and Childcare Lodging Tax funds received by the Town are administered in accordance with the Intergovernmental Agreement (IGA) between the County and Town of Estes Park by the Housing and Childcare Manager. The Housing and Childcare Manager works hand-in-hand with the Estes Park Housing Authority to strategically identify future needs and outline how they will be addressed, resulting in the proposed 6E Annual Plan. When the Town entered into a memorandum of understanding in July 2023 with the Estes Park Housing Authority, it formalized its role to administer and use the Workforce Housing and Childcare Lodging Tax revenue dedicated to workforce housing. The Housing and Childcare Manager administers the distribution of funds retained by the Town to address childcare. The Annual Funding Plan is drafted based on the initial framework presented in the ballot language in 2022. The initial framework included priorities consistent with the present workforce housing and childcare initiatives outlined below. 2 | Page Funding Allocations and Projections In January of each year, a lump sum is retained at the Town for personnel and operating expenses related to the position of Housing and Childcare Manager. Throughout the year, a predetermined percentage of the revenue every month is transferred directly to EPHA. This percentage is presented in the Annual Funding Plan each year. Funding decisions are made based on the evaluation of needs in the community and the consideration of maximizing the impact of Workforce Housing and Childcare Lodging Tax funds. All funding decisions will be made in accordance with the Intergovernmental Agreement between Larimer County and the Town of Estes Park and the adopted Annual Funding Plan (including this plan for 2025). The 2025 Fund Plan pulls from and builds upon reports such as the 2023 Housing Needs Assessment, the Childcare and Housing Task Force recommendations, previous 6E Funding Plans, and the recently completed 2024 Childcare Needs Assessment and Strategic Plan. This Funding Plan acts as guidance and a framework for both EPHA and the Town to implement and measure the success of strategies presented in the Housing and Childcare Strategic Plans. The Town will monitor the impact 6E funds have on both housing and childcare in the Estes Valley with additional Needs Assessments every 3 to 5 years. Visit Estes Park projects slightly higher 6E revenue in 2025 than in 2023 and 2024. In 2025, the Town will retain 20% rather than 12% from previous years. This proposed change is aligned with the anticipated trajectory of the increased need to allocate funds to childcare. Projected total 6E Passthrough: $5,512,500 ● 80% Workforce Housing: $4,410,000 ● 20% Childcare: $1,102,500 In addition to reports and assessments, the Town initiates public outreach each year in preparation for the next year’s funding plan. Public outreach and stakeholder's feedback is included as Exhibit C of this plan. The following proposed funding plan demonstrates how Workforce Housing and Childcare Lodging Tax funds (6E Funds) directly and strategically support childcare and workforce housing needs in the Estes Valley. All dollar figures are approximations contingent on several factors including actual collections each year. The timing of collections impacts how much can be spent and at what point in the year. Funds received for childcare in 2024 but not distributed will roll over into the 2025 plan and are approximations based on the timing of this drafted plan (August 2024). Additional funding requests may be made that will lower the rollover funds available in 2025. Those dollars will be highlighted in the 2025 plan as “reserve” and are contingent upon the needs that may arise in the second half of 2024. 3 | Page The Town’s Workforce Housing and Childcare funding policies dictate the eligibility for awards and how they can be used. These policies are informed by the Town’s existing finance policy, which limits administrative purchasing authority to $100,000 or less. New fund accounts have been established within the Town budget for Workforce Housing and Childcare and distribution of the Workforce Housing funds are transferred to the Estes Park Housing Authority monthly. Approval by the Town Board is required for the creation of funding programs for both childcare and workforce housing, as outlined in the MOU with EPHA. Reporting on the use of funds is conducted at least annually and upon request by either the Town Board, County Commissioners, or Visit Estes Park. Detailed expenditure reports for the previous year is presented to both boards by April 15 each year. Childcare Workforce Housing and Childcare Lodging Tax funds, along with the Town’s direct contribution, will be used to address the varied challenges faced by families in need of childcare, as well as the workforce challenges providers, early childhood teachers, and support staff experience. The Town retains 20% of the expected 6E revenue in 2025, totaling approximately $1,102,500. The estimated revenue and budget for childcare is an approximation and is subject to change based on opportunities that arise and all funds may not be spent each year but may carry over to the following year. With a growing reserve fund and approximately $1,000,000 in revenue to spend on childcare needs, there is potential to implement impactful strategies outlined in the 2024 Childcare Needs Assessment and Strategic Plan. The Strategic Plan provides strategies to address workforce challenges, tuition assistance, facilities and capital needs, and out-of-school programming. The Strategic Plan includes targets for 2027 and 2030. Taking these targets into account, the following targets have been included in the 2025 6E Funding Plan for 2025: Current 2025 Target 2027 Target 2030 Target ECE Staff 27 30 30 40 Home Providers 2 3 4 6 Infant Classroom 0 1 1 2 Toddler Classroom 1 2 2 3 Preschool Classroom 3 3 4 4 After-school Spots 52 85 104 - Summer Spots 163 225 228 - Reserve Fund $306,392 $500,000 $1,000,000 $1,500,000 4 | Page Tuition Assistance Tuition Assistance is a prioritized strategy for addressing childcare challenges in the Estes Park community. The development of a robust framework of tuition assistance programs alters the childcare system to allow childcare providers to charge closer to the actual cost of care while making care affordable for more families. With tuition assistance that supports low- to moderate- income working families, providers can charge tuition rates closer to the actual cost of care without burdening the families with higher tuition rates. As a recipient of the Buell Foundation Local Financing for Early Childhood grant, the Town seeks expertise and consulting assistance to meet the needs of families in the Estes Valley. By working with local and regional organizations, cost modeling and the development of an assistance program will complement the existing programs available to Estes Park families. Based on the strategies outlined in the Needs Assessment and Strategic Plan, the Town looks to serve families with incomes up to 100% AMI, while also supporting local private assistance programs that serve low-income families. The distribution of 6E funds to private assistance programs, such as the EVICS Childcare Scholarship Program will be reviewed annually through the Childcare Funding Application. Addressing Childcare Workforce Challenges Funds to support childcare providers and early childhood teachers and support staff are needed to stabilize our workforce and bridge the gap between what providers can afford to pay staff and what is deemed to be a reasonable living wage. To establish stability with the existing childcare providers and proactively distribute funds to childcare providers, the Early Childhood Workforce Subsidy was introduced in 2023. The second year of the annual Childcare Workforce Subsidy application opened in March 2024 and funds were distributed to two childcare centers. The Annual Childcare Workforce Subsidy required that providers be on the Quality Improvement Plan with the state childcare agency and introduced a required minimum wage of $20/hour for Teachers and $16/hour for Aides and Paras. Recipients of the subsidy in 2023 used the funds to increase the minimum wage across all their staff, provide retention bonuses, and supplement free childcare for their staff. This program has successfully increased wages and provided financial benefits to the childcare workforce in the Estes Valley. The program will continue into 2025 while long-term systematic structures are created to support these workforce benefits. Additionally, the Childcare Workforce Subsidy will adapt to the 2024 living wage for a single adult ($24.52 per hour, based on the MIT Living Wage Calculator for Larimer County). While this subsidy program is successful in supporting childcare centers, it has not served Family Childcare Home providers. The Town will support Family Childcare Home providers by creating a designated grant program to support expenses related to health and safety improvements and start-up costs for new providers. Grants will support home-based providers with costs associated with childproofing, fencing, materials, etc. Funding for emerging providers has always been available through the 5 | Page Childcare Funding Application, a more formal rollout of capital funding and facility grant program will provide the needed structure and messaging to impact the recruitment of additional Family Childcare Home providers. Additional objectives such as mortgage/rental assistance, healthcare for childcare providers, and the inclusion of early childhood education in the Career and Technical Education program at the high school, require collaborative efforts between the Town and community-wide organizations, and may or may not require 6E funding. ● Mortgage and Rental Assistance for Providers: By using the Workforce Rental Assistance framework, funded by 6E revenue, the Town will work with the Estes Park Housing Authority and Crossroads Ministry to develop a rental and mortgage assistance program for childcare providers. Whether renting space for a center or paying the mortgage for a home where childcare is offered, real estate is one of the greatest expenses for providers. ● Healthcare for Childcare Providers: In collaboration with Salud Family Health and the Estes Park Salud Foundation, the Town is exploring how to increase access to affordable healthcare for childcare providers and their families. To ensure childcare is seen as a viable profession and stable field of work, childcare staff must receive appropriate benefits to meet their basic needs, including healthcare, dental care, and mental health. Initial exploration of a pilot program has been successful with Salud in 2024. ● Early Childhood Education Career Path: Under the Career and Technical Education program at Estes Park High School, offers an opportunity for high school students to start their careers and graduate with skills and knowledge to be successful in their industry. P-TEACH (Pathways to Teaching) is a dual enrollment program that offers high school credit, career education, and certification to help high school students before K- 12 teachers. Expanding this program (or developing a similar program) to support high school students to receive the credentials necessary to become early childhood staff would create a new pipeline of opportunities to train and retain childcare staff. The framework for programs such as these exists throughout the state and country. It is essential to work with local and county-wide organizations to ensure we are not duplicating services or programs, but rather expanding upon them to meet the unique needs of our local workforce. Out-of-School Programming Childcare for school-age children during the summer months, after and/or before school, and on out-of-school days like Teacher Professional Development days, will be subsidized through an application process by entities that provide care. Administering of such funds will be reviewed through the Childcare Funding Guidelines and Funding Application. Funds allocated to programs and organizations serving children out-of-school must increase capacity. Funding to support out-of-school programs will be awarded based on the current 6 | Page provider’s ability to expand to meet the 2025 targets. Existing childcare providers may apply for operational funds as long as they demonstrate that they will increase capacity and meet the eligibility standards outlined in a funding program. Capital and Facilities The development of the childcare capital and facilities grant will provide the needed structure to fund facilities and larger expenditures while allocating a specific amount each year to that program. The “reserve” fund will remain as a savings account for large one-time childcare expenditures and revenue that will sustain funding programs through years with variations in projected revenue. The creation of a capital and facilities grant program in 2025 would strategically address the need to provide funding for facility costs, as outlined in the Strategic Plan. Strategy 2A states, Maintain a capital grants program to support the development, redevelopment, remodel, or expansion of childcare facilities. The Town’s capital grants program should be continued with additional structure and guidelines. A grant fund for capital projects should include criteria for the creation of new facilities, the redevelopment or remodeling of existing facilities, and the expansion of facilities to serve additional children. The Town will also consider creating an incentive fund for the conversion of existing commercial spaces into childcare facilities. An incentive program may bring together public and private partners to collaborate on the conversion of existing spaces into childcare facilities. This fund would be an expansion of the capital and facilities grant and was recommended by the Strategic Plan to be a matching grant to encourage partners to come to the table with ideas for promising projects. The Housing and Childcare Manager will also begin exploring Development and Municipal Code changes to support the development of childcare facilities in the Estes Valley. Workforce Housing The Estes Park Housing Authority (EPHA) exists to create and facilitate housing opportunities in the Estes Valley. In July 2023, the Town entered into a memorandum of understanding to transfer Workforce Housing and Childcare Lodging Tax funds to EPHA. EPHA has the authority to make purchasing decisions as outlined in the aforementioned MOU to administer and manage the various programs presented in the Annual Funding Plan. All expenditures by the EPHA will be subject to regular audits. The Estes Park Housing Authority was created by the Town and is a quasi-governmental entity. The EPHA Board Members are appointed by the Town Board, and it is subject to the same auditing requirements as other public entities in Colorado. 7 | Page Decisions regarding distribution will be made in collaboration with the Estes Park Housing Authority and specifics are informed by the Housing Needs Assessment and Strategic Plan, which was transmitted to the Town in January 2023, and the Annual Housing Supply Plan drafted by EPHA, which provides insight into the organization’s future planning. Again, it is important to note that the estimated revenue and budget for workforce housing is an approximation and is subject to change based on opportunities that arise and that all funds may not be spent each year but may carry over to the following year. Current 2025 Growth 2028 Target Preserving Property 36 90 100 more preserved or enhanced DRPP 0 5 20-39 units preserved New Development 0 0 300-400 units eDPA 0 5 5-10 transactions per year Rental Assistance 7 25 10-20 rentals annually Property Acquisition A key strategy outlined in the 2023 Housing Needs Assessment and Strategic Plan was land banking, or the acquisition of property for future development, redevelopment, or for preservation of existing housing stock. EPHA quickly capitalized on this strategy and took advantage of the opportunities they presented. Since the signing of the MOU with the Town of Estes Park, EPHA has utilized 6E funding to secure or enter into purchase agreements for the following assets: ● Acquired: 775 Riverside (2.72 acres)- $884,000 ● Acquired: 0 Mary’s Lake Rd (11.35 acres)- $1,375,000 ● Acquired: 507 Grand Estates (Existing 16 unit multi-family)- $4,800,000 ● Purchase Agreement: 1700/1738 HWY 66 (Existing 20 unit multi-family)- $4,690,000 The acquisition or anticipated acquisitions outlined above provide an opportunity for EPHA to build up to 78 new workforce housing homes in the Estes Valley. Additionally, the purchase of Grand Estates allows EPHA to extend the current workforce restrictions on eight units which are set to expire in 2040 while further adding restrictions on the other eight units which are not currently restricted. The anticipated acquisition of 1700/1738 HWY 66 should result in a conversion of 20 units currently operating as short-term rentals into long-term workforce rentals. The presence of 6E funds has allowed EPHA to move quickly and nimbly to preserve existing workforce housing, ensure affordability is retained in workforce-restricted housing options, increase the inventory of available workforce housing, and position our community for the development of new housing options based on our community’s need. 8 | Page Predevelopment of Existing Property The Estes Park Housing Authority projects the creation of approximately 291 units through the development of four capital development projects within the next five years. These projects are dependent upon market forces and the availability of funding sources beyond 6E revenue. All projects are under the direct control of the Estes Park Housing Authority or the Town of Estes Park. Workforce Housing and Childcare Lodging Tax funds, in partnership with various Prop 123 initiatives, or other available federal and state funding sources will support the development of these projects. Property owned by the Town of Estes Park slated for concept work and possibly the development of housing in upcoming years include the Fish Hatchery Housing Development, 179 Stanley Circle Drive, and the Dry Gulch Property. The collaboration between the Town and EPHA will allow for efficient planning and development of these properties. The Fish Hatchery Housing Development has been in predevelopment since 2021, but the Town stepped back from pursuing a workforce rental development at that location due to changes in the financial market, construction costs, and market demand. EPHA and the Town will continue to work together to jumpstart a redevelopment of mixed-income workforce housing at the site. EPHA anticipates pursuing Low-Income Housing Tax Credits (LIHTC) to develop the site in coordination with development partners. As of July 2024, EPHA has selected a planning and entitlement partner for the Fish Hatchery Workforce Housing Development. EPHA, operating as the developer of the site on behalf of the Town of Estes Park, anticipates making significant progress in 2024 to put them in a position to apply for required low-income housing tax credits in 2025. Deed Restriction Purchase Program/Enhanced Down Payment Assistance The Housing Program Manager at EPHA is working on the development of both an enhanced down payment assistance program (eDPA) and a deed restriction purchase program (DRPP). The current goal is to create a program or set of programs, that would assist local members of the workforce in purchasing an existing home in the Estes Valley. In exchange for a potential public investment in an eDPA or DRPP, the community would receive a workforce deed restriction on an existing property. This would, over time, increase the amount of restricted home inventory in the Estes Valley, and most likely increase the availability of affordable single- family homes available for purchase to the local workforce. EPHA anticipates initial funding of this program of about $400,000 and seeks to remain flexible in the allocation of funding to these programs should the local community find them useful. Rental Assistance The current Workforce Rental Assistance (WFRA) pilot program runs through the end of 2024. Through July 2024, the program has approved eight applications for assistance which represented $38,400 in direct rental assistance. In January EPHA will analyze the program and present program performance, lessons learned, and any anticipated modifications to the EPHA Board of Directors and the Town of Estes Park Board. At this stage in the program, EPHA 9 | Page anticipates allocating $1,000,000 to housing programs in total (including the eDPA and DRPP). Funding allocations will remain dependent upon demand for the program and the evaluation of the 2024 pilot program. Staffing and Capacity Building The existence of 6E funds has allowed EPHA to increase staff capacity, thus increasing the organization’s ability to execute housing strategies to address the needs and enact the strategies outlined in the 2023 Housing Needs Assessment and Strategic Plan. EPHA is fully staffed as originally planned and scoped after the passage of the Lodging Tax Extension and as a result, is positioned to deliver housing solutions to the Estes Valley Community. EPHA anticipates additional staffing needs in 2025 to ensure proper coverage and expertise within the organization. Additional staffing is needed in financing and accounting, as well as operations. As a standard, operational positions are paid for by operating revenue (rent) from each respective property, however, EPHA may temporarily use additional 6E funds to aid in the scaling of rental operations to ensure adequate resources are in place for successful operations and execution. 10 | Page Exhibit A: Process for Development of the Yearly Annual Workforce and Childcare Funding Plan for Lodging Tax (6E) Funds (and beyond) The timeline below outlines the high-level steps in the development of the 2024 Funding Plan and for future years. The process will be revisited annually in coordination with Larimer County. Changes to the process can be made at any time based on mutual agreement between the Town of Estes Park and Larimer County. Quarter 1 January- March • Previous year’s financial report is presented, outlining the itemized expenditures of funds and the roll-over of funds into the current year. Quarter 2 April-June • Town Board engages in the Strategic Planning process for the following, year, which informs the development of the next year’s budget • Estes Park Housing Authority presents its Annual Housing Supply Plan to outline the future development of housing Quarter 3 July- September • Visit Estes Park determines the projected 6E revenue for the following year • Public outreach and stakeholder feedback informs the drafted plan • The drafted 6E Funding Plan is proposed to Visit Estes Park to be included in their Annual Operating Plan and Budget • Visit Estes Park Board considers the approval of the Plan Quarter 4 October- December • Town adopts the Town Budget, approving the Annual 6E Funding Plan • Town files the proposed VEP Operating Plan and Budget that includes the Annual 6E Funding Plan with Larimer County by November 1 • Larimer County considers the approval of the VEP Operating Plan and Budget, including the Annual 6E Funding Plan, and they can request changes by December 1 11 | Page Exhibit B: Proposed Childcare Program Budget An allocation of funds for each grant program ensures that funds are available to distribute and directs the prioritization of awards. Allocation of funds for each program are based on previous data and expected needs. The Annual Childcare Workforce Subsidy will be in its third year. To fund the existing childcare centers and leave room for additional home and center-based childcare centers, it is recommended that $100,000 be allocated to that program. Additionally, the funds needed for Tuition Assistance are based on two years of distribution and projection of need. These programs do not represent the total expected revenue in 2025. Funds may be distributed up to the amounts outlined in the proposed program budget and may change throughout the year. 2025 Proposed Program Budget Annual Workforce Subsidy $100,000 Childcare Facility and Capital Grant $200,000 Tuition Assistance $250,000 Out-of-School Funding Grant $100,000 TOTAL PROGRAM BUDGET $650,000 12 | Page Exhibit C: Community Outreach and Feedback While drafting the annual funding plan, the Town engages the public in several ways to gauge the direction of the proposed plan for the next year. In 2024, the Town conducted a childcare needs assessment and strategic plan, so an additional stakeholder meeting was offered to discuss the strategies and the alignment of the goals with the distribution of 6E funds. • Childcare Specific Stakeholder Meeting- 17 individuals in attendance • 6E Funding Stakeholder Meeting- 13 individuals in attendance • Public Presentation- 27 individuals attended one of two different public meeting opportunities at the Estes Valley Community Center • Online Feedback Form- 5 individuals feedback via an online form o Responses from the online feedback form are below: After reviewing the 2024 Funding Plan, what summarized suggestions do you recommend for 2025? 1. Continue working with varying ideas to see what works best and how to best leverage the funds. 2. After the last meeting, I believe that all suggestions offered there sound like the appropriate path to move forward with. 3. tuition assistance (expanded), out-of-school programming, and addressing workforce challenges 4. My suggestion is to increase funds towards child care initiatives. I think this is especially relevant as CCAP enrollment remains frozen. 5. As youth populations decline, it will still be important to maintain the levels of funding to support these operations. What are your key observations from the use of 6E funding in 2024? 1. Seems to be taking advantage of opportunities that have come along 2. I think this has been an amazing program and is growing by leaps and bounds. Significant progress has been made and the future of this program is exciting! 3. It does not appear that funding is getting to the people who need it most particularly in the area of childcare 4. I commend Estes Park for creating a local, policy driven solution. I appreciate the integration of community feedback into decision making. My observation, combining the fund usage report with the child care strategic plan, is that a high portion of the funds should be allocated towards child care solutions. 5. You have built a good plan and found a path forward. Please share your reasoning for suggesting any increases/decreases: 1. I agreed with the idea of increasing the childcare portion for next year to better meet the needs of the community. 2. I feel that housing and childcare go hand in hand. It won't do any good to have a surplus of housing if the childcare needs are not being met. 3. I believe that increasing affordable and accessible housing is vital, but without child care, residency for many families still will not be sustainable. 13 | Page 4. I have heard that this was not enough money for the childcare needs in our community. Please share your reasoning for suggesting any increase or decrease in priority areas for housing: 1. Increased need/desire for home ownership among those in the workforce. Needed alternative to renting. 2. I think those with more intimate knowledge of the housing priority areas would be better suited to speak to priority areas than I would be. 3. I believe that the acquisition of land and the build is happening faster than the need. Please share your reasoning for suggesting any increase or decrease in priority area for childcare: 1. There does not seem to be much for after school and summer alternatives for students. 2. I think we're on the right path and are giving each "bucket" the appropriate priorities. 3. These are all lacking. What reporting mechanisms, metrics, or data points do you feel are necessary to see "success" within these different initiatives? 1. Public presentations, news articles, social media postings 2. I definitely think continuing the work started with the strategic plan would be a good measure of success. 3. Regular reports from the entities that are administering the programs but do not burden them with excessive reporting. Reports should be targeted but not excessive. 2025 6E Funding Plan This Photo by Unknown Author is licensed under CC BY-NC Annual Timeline Quarter 2 Town Board engages in Strategic Planning process which informs the development of the next year’s budget Estes Park Housing Authority develops strategic plan for workforce housing development and programming Quarter 1 Presentation of previous year’s fiscal report and expenditures Quarter 3 Visit Estes Park determines projected 6E revenue for following year Final draft of the Funding Plan is proposed to VEP Operating Plan and Budget Quarter 4 Town files proposed Annual Funding Plan with the County by November 1 Town Board adopts the Town Budget, including Annual Funding Plan County approves or requests changes by December 1 80/20 2025 Projected Revenue $5,512,500 An 80/20 split between childcare and housing would project approximately $1,102,500 in revenue in 2025 Going into 2025… •Annual Financial Report •2024 Childcare Needs Assessment and Strategic Plan •EPHA has hired key staff Current Landscape •Childcare capacity is a fraction of the total number of children of working families needing care. •One third of our workforce commutes. •Most renters in the Estes Valley are cost burdened. Nearly half of Estes Valley families are making below $100,000 a year. 16% of families who responded to the Childcare Needs survey have an income lower than $50,000. Majority of families in the Estes Valley work in education, health, or social assistance. Estes Valley population is aging as more retirees move to Town, and less families with children. Tuition Assistance Facilities and Capital Out-of-school Programming Childcare Current 2025 Target 2027 Target After-school Spots 52 85 104 Summer Spots 163 225 228 Addressing Workforce Challenges Childcare ●Continuation of the Annual Childcare Workforce Subsidy ●Available in May ●Requires minimum wage ●Development of a funding program for Family Childcare Home (FCCH) providers ●Collaborative programs ●Mortgage and Rental Assistance ●Healthcare for Childcare Providers ●Early Childhood Education Career Path Metrics and Targets: Childcare Current 2025 Target 2027 Target Childcare Staff 27 30 30 Home Providers (FCCH)2 3 4 Infant Classroom 0 1 1 Toddler Classroom 1 2 2 Preschool Classroom 3 3 4 Workforce Housing Property Acquisition Reserve (Land-banking, financing, etc) ●Acquired: 775 Riverside ●2.72 acres- $884,000 ●Acquired: 0 Mary’s Lake Rd ●11.35 acres- $1,375,000 ●Acquired: 507 Grand Estates ●Existing 16 unit multi-family- $4,800,000 ●Purchase Agreement: 1700/1738 HWY 66 ●Existing 20 unit multi-family- $4,690,000 Predevelopment (work for property already in real estate portfolio) Deed Restriction Purchase Program/Down Payment Assistance Workforce Housing Rental Assistance Staffing and Capacity Building Workforce Housing Metrics and Targets: Housing Current 2025 Growth 2028 Target Preserving Property 36 90 100 more preserved or enhanced DRPP 0 5 20-39 units preserved New Development 0 0 300-400 units eDPA 0 5 5-10 transactions per year Rental Assistance 7 25 10-20 rentals annually 2025 Budget Snapshot Projected Revenue Roll-over from 2024/Reserve $300,000 Revenue $1,102,500 TOTAL $1,402,500 Projected Expenditures Facility Purchase Repayment $425,000 Funding Programs $650,000 TOTAL $1,075,000 2025 Proposed Program Budget Annual Workforce Subsidy $100,000 Childcare Facility and Capital Grant $200,000 Tuition Assistance $250,000 Out-of-School Funding Grant $100,000 TOTAL $650,000