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HomeMy WebLinkAboutPACKET Town Board Study Session 2013-05-14* Revised NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared. STUDY SESSION TOWN BOARD Tuesday, May 14, 2013 4:30 p.m. Rooms 202/203 170 MacGregor Ave. AGENDA 4:30 p.m. Future Study Session Agenda Items. 4:40 p.m. Capital Planning and Management Policy. 5:15 p.m. Break for Dinner. 5:30 p.m. Draft Economic Development Report by Downtown Colorado, Inc. 5:40 p.m. Evaluation of Special Events. Support for Highland Festival. 6:30 p.m. Meeting Adjourn. To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: May 14, 2013 RE: Future Town Board Study Session Items May 23, 2013 Strategic Initiatives – Review of Citizen Engagement May 28, 2013 Town Administrator Performance Review May 29, 2013 Town Board Retreat June 11, 2013 Mayor’s Contingency Fund Development Plan Review Process June 25, 2013 Update on Insurance Coverage June 26, 2013 Pre Budget Meeting July 9, 2013 Proposed Amendments to Policy 101 – Board Assignments Other Items Not Currently Scheduled for Town Board Study Sessions • Revision to Stanley Historic District Agreement Town Clerk’s Office Memo Administration Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Lowell Richardson, Assistant Town Administrator Date: 05/14/2013 RE: Capital Improvement Plan Policy Background: Starting in June 2010 staff presented to the Town Board a Capital Asset Management Plan a first attempt at tracking management practices related with the Town’s capital assets. Through the evolution of this process it became apparent the need existed to create a Capital Planning process which is specific to planning out capital expenditures for improvement projects, acquisitions of capital assets and new construction of capital assets. Therefore, before the development of a Capital Improvement Plan (CIP) could be completed it was identified that the development of a Town Board CIP policy was necessary. Built within the policy would be the critical components necessary to develop a CIP. The policy brought before the Town Board is in draft form. This draft policy outlines the following: 1) Purpose of the policy. 2) A Policy statement. 3) Procedures outlining the components of the CIP. 4) CIP community participation. 5) CIP management/monitoring and reporting. 6) Terms and Definitions. Important to this policy is defining what capital purchases, improvements, and construction projects become part of the CIP. Found in section 103.6 of this draft are suggested definitions that outlines capital values for the purpose of purchasing and planning. Budget: N/A Staff Recommendation: Staff recommends bringing this policy to the next available Town Board meeting for approval once any requested revisions are completed.       Effective Period:  Until Superceded  Review Schedule: Annually/October  Effective Date:  TBD  References:    ????    TOWN BOARD POLICY   CAPITAL IMPROVEMENT PLANNING  103.1 – 103.5     Revisions:     103.1 Purpose To design a capital planning process for capital acquisitions, capital improvements and new capital projects. 103.2 Policy Under direction of the Town Board of Trustees the Town Administrator is responsible for preparing a four to ten year Capital Improvement Plan (CIP). The completed CIP will be presented to the Town Board during the annual budget session. It is the intent of the Town Board through this policy that proper management and reporting is in place for all capital assets, acquisitions, improvements and construction projects. 103.3 Procedures Serving as a short to mid-range planning document the Town of Estes Park’s CIP shall contain the following components: 103.3.1 CIP Annual Timeline The CIP annual timeline schedule will coincide with the Town’s annual budgeting process to ensure funds are appropriated and available for any capital project requests. 103.3.2 CIP Planning Development Timeline Future capital initiatives shall be presented within the annually revised CIP. It will outline the expenditures, acquisitions, projects and improvements in support of effective capital asset management. The identified planning timeline shall be no less than four years and no more than ten years. 103.3.3 CIP Funding Requirements As capital projects are identified within the CIP each project shall contain a recommendation and identified funding source. It will outline the funding specifics for the identified project or it will provide a series of funding options for Town Board consideration.       Effective Period:  Until Superceded  Review Schedule: Annually/October  Effective Date:  TBD  References:    ????    TOWN BOARD POLICY   CAPITAL IMPROVEMENT PLANNING  103.1 – 103.5     Revisions:     103.3.4 CIP Priorities When prioritizing capital projects for the CIP the following considerations shall be given to each project: 103.3.4.1 Life/Safety 103.3.4.2 Legal Requirements 103.3.4.3 Essential Improvements 103.3.4.4 Quality of Life Improvements 103.3.4.5 Efficiency Improvements 103.3.4.6 Revenue Producing 103.3.4.7 Service Improvements 103.3.4.8 Service/Space expansion 103.3.5 CIP Framework The CIP is constructed for planning and addressing capital improvements, capital projects (new), purchases and other one-time cost projects. The framework of the CIP shall address capital needs under one of the primary categories and their subsets: 103.3.5.1 Infrastructure a. Streets b. I.T. c. Water d. Electric e. Drainage Master Plan f. Bridges 103.3.5.2 Public Facilities a. New construction b. Improvements c. Maintenance 103.3.5.3 Acquisitions       Effective Period:  Until Superceded  Review Schedule: Annually/October  Effective Date:  TBD  References:    ????    TOWN BOARD POLICY   CAPITAL IMPROVEMENT PLANNING  103.1 – 103.5     Revisions:     a. Land b. Structures c. Equipment d. Vehicles 103.3.5.4 Capital Services a. Master Plans b. Comprehensive Plan 103.4 CIP Community Participation A component of the CIP when practical may contain a component for community participation or as directed by the Town Board. 103.5 CIP Management/Monitoring and Reporting The Town Board encourages the use of contemporary project management tools and techniques for managing all capital projects. Built into any ongoing project shall be project updates. These reports shall address the project timeline, project milestones, budget updates and change orders exceeding the approved budget for the project. These reports shall be presented to the Town Board, a Town Committee and/or any other public forum as required. 103.6 Definitions 103.6.1 Capital Improvement Plan A Capital Improvement Plan (Program), or CIP, is a short to mid-range plan, usually four to ten years, which identifies capital projects and equipment purchases, it provides a planning schedule and identifies options for financing the plan. Essentially, the plan provides a link between the Town of Estes Park and its comprehensive and strategic plan and the annual budget. 103.6.2 Capital Expenditures The appropriation of bonds or operating revenues for improvements to Town infrastructure, facilities, roads, bridges, new construction and       Effective Period:  Until Superceded  Review Schedule: Annually/October  Effective Date:  TBD  References:    ????    TOWN BOARD POLICY   CAPITAL IMPROVEMENT PLANNING  103.1 – 103.5     Revisions:     purchases. These expenditures typically have a cost of $50,000 or more and have a useful life of three years. 103.6.3 Capital Improvement These are improvements to land, facilities, equipment and infrastructure. Costs associated with capital improvement projects cost $50,000 or more and have a useful life of five years or more. 103.6.4 Capital Outlay They are fixed assets which have a value of $5,000 or more and have a useful life of at least one year. 103.6.5 Capital Project A long-term investment project requiring relatively large sums to acquire, develop, improve, and/or maintain a capital asset (such as land, buildings, master drainage plan, roads etc…) 305.1 Waivers Any section of this policy can be waived by a majority vote of the Town Board. ___________________________________ William C. Pinkham Mayor Administration Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Lowell Richardson, Assistant Town Administrator Date: 05/14/2013 RE: Draft Economic Development Report by Downtown Colorado, Inc. Background: The draft report from Downtown Colorado, Inc. is attached to this memo for the Board’s review. The Estes Valley Economic Development Task Force has reviewed the report and submitted recommended corrections to DCI. These corrections regard organizational changes to the document, spelling and grammatical errors and any factual errors uncovered by the Task Force. DCI was clear they would not entertain any substantive changes to their recommendations. As such the DCI report remains essentially untouched. We can expect the final product from DCI within the next week. As the Task Force moves forward to end their part in the process of Estes Park’s future in Economic Development it is important to note that the Task Force conducted a follow up meeting with Longmont’s E.D. Director John Cody. This meeting was for some last minute direction and guidance and to answer questions the Task Force member’s might have had. The Task Force was particularly interested in validating its budget numbers. The original numbers forecasted within the Task Force’s draft report are over a year old. Since then we have come to realize the bottom line budget needs to increase by one position. The position increases the budget by $60,000. It was recommended by John Cody, for success to occur, the correct budget and correct staffing levels on the front end establishes appropriate expectations. It is the intention of the Task Force to move forward with convening the first Economic Development Board of Directors by August 2013. Throughout their presentations to the community and individuals the Task Force has emphasized the importance of an Estes Valley Economic Development Office that is comprised of public/private members. Based on research throughout Colorado it is apparent this is the most effective approach. The Task Force is requesting the Town Board to consider the appointment of Mayor Pinkham and Town Administrator Lancaster to this body once formed. The Task Force is more than willing to make the formal request in an open Board meeting when appropriate. The Task Force members realize budgets are set for the current but will be asking identified investors to contribute funds this year so the Office of Economic Development can open their office for business by August 2013. Introduction Welcome to the downtown assessment for the Colorado community of Estes Park. Qualifying communities in Colorado have the opportunity to apply for assistance through Downtown Colorado, Inc., in a downtown assessment process partially sponsored by the USDA Rural Development Rural Community Development Initiative (RCDI), and completed in collaboration with the Department of Local Affairs (DOLA). The Downtown Colorado, Inc. (DCI) downtown assessment and training program is a process of gathering community leaders and stakeholders and developing a structure and process for them to support local businesses and the vibrancy of the commercial district. The process results in a road map to guide community leaders in providing services and training to help local businesses thrive. Downtown Colorado, Inc., assembled a team of volunteer professionals including designers, planners, land use, and finance experts to work in Estes Park for two days and then contribute to this final report. The assessment team appreciated the invitation to learn about and assist your community and worked diligently to provide relevant and realistic input toward the betterment of downtown Estes Park. Team Members Troy Bernburg, Vice President of Finance, Stifel Nicolaus Katherine Correll, Executive Director, Downtown Colorado, Inc. Mike Hussey, Planning Manager, Nolte Vertical Five Michael King, Intern, Downtown Colorado, Inc. Carrie McCool, Owner & Principal, McCool Development Solutions Basil Ryer, Intern, Golden Urban Renewal Authority Mike Scholl, Senior Planner, City of Loveland Cheryl Scofield, Area Director, United States Department of Agriculture Zach Tyler, Independent Consultant Greg Winkler, Regional Manager, Colorado Department of Local Affairs Isabel Waldman, Community Report Coordinator OSM/VISTA, Downtown Colorado, Inc. Executive Summary In the winter of 2012, the Town of Estes Park requested a downtown assessment team visit from Downtown Colorado, Inc., (DCI) for February 25 and 26, 2013. The purpose of an assessment visit is to bring a team of consultants specializing in downtown and community revitalization to provide tools, insights, and direction to help the host community with its downtown revitalization goals. Most specifically, the Town of Estes Park looked to understand how to diversify a solely tourism based economy, and receive recommendations for sustaining and improving upon their local economy. The town expressed frustration with their dependency on the spending of dollars by guests within the community for their economic stability and the many impacts and challenges faced by the frequency of natural disasters. In anticipation of this visit, the Town of Estes Park completed The Estes Valley’s Economic Future: The Path Forward, a draft Action Plan for economic development, created an economic task force established for economic development, planned focus groups, and provided extensive background information about the history and status of Estes Park downtown revitalization efforts and the issues facing the community. Upon arrival in the community, team members were given a presentation on the history of downtown and toured the town. Afterward, the team met with the city staff for lunch, and then held four well-attended focus group sessions with community stakeholders and interested citizens. The purpose of the focus groups was to hear directly from citizens about the issues facing the downtown and the community as a whole; and to answer questions team members may have had about the perceptions, strengths, weaknesses, and opportunities related to downtown Estes Park. On day two, team members gathered to discuss their observations and formulate recommendations. That evening, team members presented their findings in the form of a PowerPoint presentation followed by a question and answer session open to the community at large. The following report provides an overview of the downtown assessment visit, identifies partners and resources to help the community, includes observations from the visit, identifies issue areas, and sets forth recommendations for actions the community can take to strengthen the downtown. Background Information and Historical Context The Town of Estes Park is a small community in Larimer County that is surrounded by some of the most breathtaking scenery in the state of Colorado. Its world class hiking and climbing, fishing snowshoeing, sightseeing and wildlife watching makes it a very popular vacation destination conveniently located 90 minutes from Denver and just ten minutes west of the headquarters for Rocky Mountain National Park lying along the Big Thompson River. In 1859 when gold was discovered in Colorado, a large number of people began to make their way into the Estes Valley. Although most of the gold mining was south of Estes Park, one miner who did make his way into this area, was Joel Estes. Estes Park is named after this Missouri native, who founded the community in 1859 and incorporated in 1917. Large cattle ranches were established in the 1870s by individuals like Alexander Q. MacGregor, who brought in prized herds of Aberdeen Angus. Another settler, W.E James, built the Elkhorn Lodge and supplemented income with a “fish ranch.” Observations The following observations were made in the four focus groups held on the first day of the downtown assessment. • People feel that Estes Park is in a strong position compared to other mountain towns, but is faced with increasing competition. • The community has identified many opportunities but lacks the organization necessary to capitalize on them. • There is not currently a year-round economy. • The town has potential to be a mecca for athletes of all ages. • There is a perception that the town is walkable but also unsafe for biking in the summer. • There was very little participation from downtown retailers. • There are many concerts and events in the summer. • The individual interests of shop owners, business association, and municipal departments have sometimes overwhelmed their commonalities. • Natural and community assets could be utilized to attract knowledge workers and their businesses to the town. • People sense that there is no single driving force behind development. • The town lacks a unified vision of what it wants to be in the future. Organization The first section of this report focuses on organization, which includes developing collaboration, volunteer recruitment and management, fund-raising for the organization, and developing operational strategies. Organization involves getting everyone working toward the same goal and assembling the appropriate human and financial resources to implement a downtown revitalization program. The three principal components of organization are: Public and media relations Volunteer development Fundraising A governing board and standing committees make up the fundamental organizational structure of a volunteer-driven program. Volunteers are best coordinated and supported by a paid, full-time or part-time program director. This structure not only divides the workload and clearly delineates responsibilities, but also builds consensus and cooperation among the various stakeholders. While a paid downtown coordinator may not currently be feasible, it is something to strive for in the future. Notwithstanding this fundamental description of a typical downtown organizational structure, numerous variations exist throughout the country and are driven largely by local circumstances. In some towns, for example, the Chamber of Commerce is strong enough to add an organizational component designated to focus on the downtown. Other districts develop some form of special district to dedicate resources and focus on downtown. Regardless of the organizational structure chosen, one overriding factor is demonstrated time and again in communities undertaking a program of downtown revitalization: the most successful communities accomplish their desired outcomes by developing a solid organizational component early in the process to oversee and manage their downtown revitalization efforts. If the community does not create and develop a solid organizational component to oversee and manage the process early on, despite the best intentions of all concerned, the program most likely will not accomplish the desired outcomes and risks fading away before it has a chance to succeed. Given these realities, we cannot overemphasize the importance of placing organizational development among the highest priorities of early revitalization activities. Most, if not all, of the recommendations in this report are made within the framework of this understanding. Partnerships Observation: Estes Park has many resources and assets working for it; however, now is time to start acting with intention. This community has so many valuable assets, e.g., the natural environment, beautiful buildings, organizational entities, and human resources available that are not coming together in a cohesive whole. Recommendations: Don’t rely on your good looks! The tourism that you benefit from is a gift that you cannot control in a changing economic environment. Focus on building your entire community and the long-term relationships that will sustain the community through tourism downswings. Consider the year-round residents, those in the county, and surrounding areas and how to engage them through jobs, educational opportunity, and community initiatives. The new economic realty is that you must partner to conserve resources and stop duplication or you will fall behind. This will mean forging partnerships and developing consistent and productive communication with the stakeholder groups who are all dedicated to bettering the community. Consider how to include all groups and ideas, record the minutes from meetings and share them openly, and engage in planning and implementation as much as possible. Observation: The community is lacking clear direction and strategy to outline how you want to move forward. A pattern of divisiveness and discord in planning and prioritizing needs haunts current attempts at redevelopment and establishing strong and cohesive partnerships. Recommendations: Develop one champion to drive the economic and community development process and coordinate other entities. There is a need to have a focused entity that can drive the processes for economic and community development in Estes Park. This entity will need to develop broad based community support, have focused long and short-term objectives (hopefully, some of these will come from this downtown assessment report), and the group must operate transparently with options for input and engagement of other groups. Identify a vision with clear priorities for the community. Community issues impacting long-term economic development should include affordable housing, child care, and infrastructure capacity. It is clear that issues around young families and sustainability will continue to plague Estes until they are addressed, but they are long term problems that will take consistent planning and innovation to address. Identify the key priorities for Estes Park and have a dedicated champion group, whether an economic development council or another entity that can build the foundation of ideas, resources, and community support to actualize these plans. Use visual mapping to identify how your physical assets are connected. As new assets and visual cues are incorporated into the downtown area, it will be important to use visual mapping to consider how the existing downtown assets, businesses, and natural environment are being including into planning. Creative districts, historic preservation, and the Colorado Main Street Program would provide additional resources and guidelines to help shape your initiatives. In conjunction with setting priorities, it will be useful to consider complimentary program based management options to help the community engage and celebrate the character of the community. While economic development is a key concept for Estes, using creative industry and a celebration of history and historic buildings will be an important part of holding on to the unique and special components that create ambiance and atmosphere in Estes Park. Observation: Most successful community initiatives seem to be in opposition to something. The passion that sparks conflict is much better than apathy. Harnessing that energy and creating a platform for inclusion of the various stakeholders will be key in creating broad based community support. Recommendation: Identify unifying concepts and positive initiatives that people support. The idea of community-wide priorities that have a broad base of support will assist in developing the underlying foundation of Estes Park’s vision for the future but it will take discussion and transparency to make it happen. Continue to facilitate regular meetings of businesses, business associations, non-profit, and other service providers in the community to enhance communication, joint planning, and partnership. Holding meetings with set dates and times, transparent processes and reporting, and open attendance. It is important to also allow for focus in meetings, so be sure to outline the agenda, planned outcomes, and participants while maintaining options for others to provide input and feedback about ideas. Community engagement processes can be driven with economic development, historic preservation, culture and arts, and nature and the environment. Identifying priorities and the themes that your community most values will be the key to building broad based support. The idea that your community’s priorities should shape your actions will be repeated throughout this report and DCI encourages you to continuously return to the question of priority and objectives at least annually in evaluating each aspect of your community and economic development work. Develop clear information and awareness campaigns around initiatives whether they be around urban renewal, performing arts, etc. Each stakeholder group and initiative should have clearly outline reporting processes that post information online, report back to the communities elected leaders, and also post information in town to create an accessible and clear understanding of initiatives. Communication Observation: You are what you find on the internet. While it can take time to establish a system of updating your online presence and efficiently utilizing social media and websites, the investment is worth it. Recommendations: Develop clear materials that outline the benefits of living, owning a business, or buying property in Estes Park. If this community hopes to engage locals, new residents, young families, and potential entrepreneurs, it is important to develop key messages to each of these groups. Consider the community as a whole, the schools, recreation, summer economy, winter economic potential, opportunity to engage in community and leadership, etc. Be sure to cross into every aspect of life because that is what you are selling, the life a family and business can access by living in Estes Park. Focus on dark fiber, proximity to airport, number of visitors, outdoor activity options, quality of school and library district, etc. When focusing on business attraction and the location neutral employee, it is important to highlight the ease of being in Estes Park. Consider working with folks who recently relocated or have a location neutral job in Estes Park and have them write testimonials outlining why they chose this community and what they love about it. Post a map of all redevelopment sites and prospective uses online. Identifying and mapping underutilized properties and creating a Request for Proposals from developers is a great way to highlight opportunities in the community. Be sure to review the community priorities when selecting sites and consider what resources the town or other stakeholders are willing to put forth to incentivize development of key properties. For example, if work force housing is a necessity, consider options to stimulate this type of construction like creating some deed restricted areas, or consider community owned (or rent to own) housing to be available to civil servants, teachers, and other important employee groups. Outline the simple steps for opening a business or investing in property online. Creating a one- stop shop that outlines everything a potential business must do to open in Estes, is key to demonstrating that your community is business friendly. Most business owners love what they do e.g. baking cupcakes, but they may not love running a business. So, the simpler you can make the business management and permitting processes, the less stress the business owner will have in moving to your community. Observation: There appears to be several efforts at enhancing communication and building relationships around economic vitality. When the community organically begins to focus on an issue, it likely means the time is right to move forward. Recommendations: Develop a stronger partnership of economic development stakeholders by outlining each role and responsibility in responding to developer interest. The initial stakeholder meetings and analysis of interests is a great first step. It would be beneficial to outline the core economic stakeholders, as well as outlining the various tiers of stakeholders as they relate to Downtown Estes Park and broader economic development. By identifying how each group fits into the puzzle, you can then develop a plan of action for creating key messages, responding to interest from developers and potential businesses, etc. Work with businesses and non-profit groups to develop clear job descriptions (paid or not) to engage youth and unemployed spouses looking to integrate into the workforce. In considering youth and young families, it is very important to use the community priorities to identify the roles that need to be filled. Even a volunteer position updating social media or creating material highlighting the benefits of the schools and opportunities for youth can lead to greater community engagement and potentially development of a paying job. The first step is to work with stakeholder groups, like the school, housing authority, local government, or economic development group, to have them outline what they need. Begin to engage the Realtors and banking community to identify how they can contribute to furthering community priorities. The real estate and banking communities are key partners that are currently less engaged than is optimal. Working to outline real estate opportunity and options for accessing financing is a key component to telling the story of why a business or family might want to be in Estes Park. Financing Options Observation: Estes Park has limited space and significant assets in underutilized properties, a need for incentives to redevelop properties to minimize sprawl, and diversification of the shoulder season economy. Recommendation: Create a community development corporation and/or and economic development council. Community development corporations (CDCs) have become increasingly important tools in the arena of community redevelopment and revitalization. CDCs are non-profit corporations that focus their resources on: • Tackling development or redevelopment projects that are too difficult or costly for the private sector to undertake alone • Catalyzing private sector investment in tough to develop areas • Providing economic development incentives to help disadvantaged businesses An economic development council (EDC) will be able to continue facilitating the much needed dialogue and focus on economic development. This entity should serve as a key public-private partnership inclusive of local stakeholders coming from business, educational groups, local government, and non-profit organizations. This entity might focus more on business attraction and retention, highlighting investment opportunity, and large issues like housing and benefits for young families. If Estes Park moves forward with an EDC, try to acquire a 501 c (3) status so that this organization can accept tax exempt donations. It is also important to allow an EDC to be a fluid group that works towards community priorities but with flexibility to produce innovative plans that truly reflect the distinct characteristics of the community and the economic environment. Observation: Estes Park will need a full time staff person to coordinate economic development and business support programming over time. Recommendation: Select stakeholders should develop a business plan from existing templates personalizing as necessary. The business plan should analyze some of the funding mechanisms outlined below: Visit Estes Park provides director position via full time equivalent employee position out of existing budget, funded by 2% lodging tax. Town of Estes Park contributes business license fees to support the economic developer position. Businesses contribute membership dues to funding this position that directly benefits new and existing business. Grant writing (e.g. state historical funds, USDA) and working with support groups like the Small Business Development Centers can identify additional funds that may be more program based and less operational. Inter-governmental agreements with the County, Valley, school or library district may be able to provide additional funds to supplement this position, though they will likely be subject to annual appropriation. Considet working with Small Business Development Center (SBDC) to create a business plan for the EDC or CDC to ensure that the model is sustainable. Treat it like a business to ensure that the foundation is strong and the services are something partners and community are willing to support financially. Observation: The community needs to identify appropriate funding mechanisms for proposed infrastructure needs and community assets. Recommendation: Form an urban renewal authority to address blighted, under-utilized properties and fund community campus. Urban Renewal exists to stimulate private sector investment into redevelopment projects like historic preservation or brownfields. While Estes Park may have encountered “mission creep” and the former urban renewal authority was disbanded, there are some issues in the community e.g. land fill, that may not have any other solution. Urban renewal is a great tool that can supplement other community and economic development initiatives by directing private sector investment into hard to fund community priorities. Promotion Promotion is another of the four key points in building a vital downtown. According to the National Trust Main Street Center, promotion sells a positive image of the commercial district and encourages consumers and investors to live, work, shop, play, and invest in the Main Street district. By marketing a district’s unique characteristics to residents, investors, business owners, and visitors, an effective promotional strategy forges a positive image. This image can then be reinforced through advertising, retail promotional activity, special events, and marketing campaigns carried out by local volunteers. These activities improve consumer and investor confidence in the district and encourage commercial activity and investment in the area. Observation: In a small community that is experiencing volunteer fatigue, it is important to maximize all available resources, information, equipment and volunteer energy. By aligning events with overall downtown goals, a year-long calendar of activities can improve economic slow periods, attract repeat visitors, fill lodging vacancies and unite the community. Even in slow periods, it is important to keep some entertainment options for residents and travelers. By working together and having effective communication, retail and restaurants can coordinate with winter travel groups to strategically plan activities. Look for activities that embrace different demographics including youth and seniors.   Recommendations: • Downtown must be kept vibrant and relevant year round by engaging locals with live local music; discounts or activities (consider youth, seniors, other specialty groups). • Work with merchants, hotels and event organizers to best communicate opportunities to capture winter tourists. • Work to develop an ongoing music series for residents that appeals to diverse audiences (youth, seniors, families). • Work with students to plan community events that appeal to their demographics (e.g., movies, concerts) that can also be open to the public. Observations: Estes Park has unmistakable natural beauty and amenities that can’t be duplicated- use this advantage at every step! Your town is much more than a stop before Rocky Mountain National Park. Explore how Estes Park can generate on going tourism year round from your other natural strengths. • Consider the tourist from the baby boomer generation who would come to Estes Park as a not so far destination that was affordable and stunningly beautiful. How can this experience be translated to the Millennial family? Consider programs and messages to encourage the Front Range visitor to come to Estes and stay for a week each summer because of the programs, the amenities, and the roots they can develop by engaging in the small town feel.. Observation: There are many marketing efforts going on, however there is a need to work together cohesively to better utilize resources. Recommendations: • The downtown should have a unified marketing strategy. • Utilize the event planning matrix to identify desired goals for local events (e.g., drawing overnight visitors, uniting businesses, appealing to local residents and families) • Plan a shoulder season event, either in April/May or Oct/Nov. Design the event so that it will encourage overnight visitors as well as day-trippers from Estes Valley, Longmont, Loveland, Fort Collins, Boulder and Denver. • Use the event to market the community (e.g., come for the event, stay for dining, historic sites, recreation and the hot springs) • Consider adding a second shoulder season event. This event may be geared to locals, or may be a second event meant to draw out-of-town visitors during the shoulder season. • Host an annual familiarity tour for employees (also called hospitality training) meant to familiarize all front-line employees with area attractions, other businesses, and public parking policies. Evaluate successes of each event. • Add a locals/family oriented event, or enhance and better market those events already scheduled. • Consider a shop local campaign. Observations: The absence of a clear brand identity (one that flows consistently through communication and marketing goals) does not give prospective businesses and residents an accurate picture of Estes Park’s strengths. Recommendations: • Identify and embrace a brand that is distinctly Estes Park, unique and authentic. Something that will have wide spread “buy-in” from community stakeholders and that is easy for the entire community to use. Be sure that the message of that brand is integrated into all collateral about Estes Park. Utilize this brand message in a multitude of communication mediums. It is important to remember it takes time and repetition to create a brand. Although it may feel like the same message over and over to citizens, for many visitors or prospective residents, this is the first time they are hearing the message. Avoid changing or diluting the brand with sub brands. Develop a strong message and integrate it in everything you do. • Visit Estes Park is doing a great job of marketing and bringing in tourist. However, there is a lack of focus within marketing and promotions at prospective businesses and residents. Determine what assets and strengths Estes Park can use to appeal to prospective businesses and residents and communicate this. Observation: Events are important to the community and to attract visitors but individual organizations and resources are being stretched thin. The number of event organizers and pool of volunteers is not realized making event selection, promotional resources, and quality execution challenging. Recommendations: • Identify the community event objectives and strategically plan events that focus on quality over quantity to maximize visitors, volunteer capacity and economic impact to Estes Park. • Assess all events with community objectives to determine best use of resources to support defined priorities, with a specific focus on shoulder and winter seasons. • Create an inventory or clearinghouse of volunteers. This will help to better understand the skills represented in the town and how to best utilize these. Economic Restructuring The focus of economic restructuring is to assist in efforts to recruit, retain and expand opportunities for investment in downtown. This is accomplished by ensuring that investors and businesses are aware of all of the resources available for assistance and all of the benefits of choosing to locate their business in downtown, including the opportunities that may exist to capitalize on promotional activities. It also works to build strong relationships between downtown businesses, residents, and users. Observation: There seems to be a lack of vision for the community. Recommendations: Solidify the vision for Estes Park. Estes Park has many organizations and individuals working to improve the community. However, for any of these individual efforts to be effective, they must be coordinated with and guided by a common vision that presents a comprehensive strategy to shape the community’s future. A Comprehensive Plan is a decision-making roadmap that sets forth a community’s vision and serves as a tool to help a community ensure that it grows and evolves in a manner that is consistent with their vision. The Town’s current comprehensive plan has served this purpose for nearly twenty years; however, there have been many changes in the town, County, and State since 1996. As such, this document should be updated to reflect those changes while being dynamic enough to reflect the community’s values and vision over the near and long-term. In addition to expressing a long-term vision for the community, a Comprehensive Plan promotes orderly growth and economic health, represents the public interest, provides policy direction, guides land use decisions, coordinates city functions, helps balance competing interests, and encourages regional cooperation and consideration for both the built and natural environment. Engaging the community in the planning process will help to ensure that all partners and stakeholders understand their unique role in guiding the changes that will support the entire community into the future. As with all planning efforts, collaboration, consensus building, and ownership of the Plan is the key to its ultimate adoption and implementation. The appointment of a Comprehensive Plan Steering Committee who’s role would be to provide guidance and community insight throughout the development of the Plan will ensure community ownership and support of the adopted document. Representation of the downtown area will be vital to ensure that downtown challenges are addressed and opportunities are capitalized on proving to benefit the Estes Valley as a whole. In order to adequately plan and budget for new capital construction, capital improvements and replacements, street improvements and capital expenditures, the town should continue their efforts to complete a Capital Improvement Plan (CIP). Utilizing the comprehensive plan update process to obtain input from the community on their capital improvement priorities while linking them to the realities of the annual budget fosters community support as community aspiration and intentions are accomplished over the short and long-term. To assess any comprehensive plan’s effectiveness in responding to changing conditions, the Plan should contain an Implementation Plan that outlines how to conduct periodic reviews, refinements and updates, as necessary. It should include detailed action steps that must be taken to achieve the goals, objectives and vision contained within the newly updated comprehensive plan. Review the goals and strategies annually to evaluate the community’s progress and to ensure they are still valid. Major updates to the Comprehensive Plan should be completed every five (5) years, or more frequently if necessary to reflect changes in community goals and objectives. A joint comprehensive plan like the Estes Valley Comprehensive Plan update should take no longer than one year. The town may want to spend some time exploring various funding What is a Comprehensive Plan? “The Comprehensive Plan is a framework and guide for accomplishing community aspirations and intentions. It states goals and objective and recommends courses of action for future growth and development of land, public facilities and services and environmental protection.” -Colorado Department of Local Affairs alternatives to augment existing town staff resources that could include sponsorship, grants and loans. The Department of Local Affairs (DOLA) is an excellent place to start as they have the Energy & Mineral Impact Assistance Fund program that provides grants and loans for planning projects. The program gives priority to projects that foster in intergovernmental cooperation and demonstrate community support. The dedication, commitment and funding put forth on this Technical Assistance visit speaks volumes in terms of demonstrating community support. Observation: Developing business attraction and retention programs could help support business and improve the economic conditions within the community. Recommendations: Review the regulatory processes and documents to remove barriers to infill and development. The development climate has shifted to make developers take a more cautious approach to new projects. As such, regulations intended to protect and enhance the character of Estes Park may instead be discouraging or impeding new development and redevelopment, and thus new businesses. Once the community vision is solidified, implementation tools such as the Estes Valley Development Code, town land use policies and documents should be updated to reflect that vision. The Town and County should conduct an audit of its land use regulations to identify regulatory barriers to development or starting, expanding and retaining businesses as well as strategies to preserve the community’s natural beauty while facilitating economic growth. Facilitate a community engagement process to obtain input from all stakeholders on their experiences with the development review and permitting process. The following are suggestions to consider as the two jurisdictions embark on a land use code update process: Create streamlined development review processes. Consider administrative approval processes (Town Administrator approval) for projects downtown. Capitalize on opportunities to increase density in the town’s core, e.g., encourage a mix of housing types, densities and styles. Ensure a balanced mixture of land uses/zoning, e.g., commercial, industrial, zoning, employment zone districts. Ensure flexibility in the PUD review process. Consider a rural subdivision review approval process to preserve open space, wildlife corridors and natural areas by clustering residential housing development. Observation: There is opportunity to better understand the local and visitor customer base as well as your business. Recommendations: Conduct point of sale survey through all businesses, the library, and all civic entities. Utilize data to shape marketing, events and business recruitment strategies. Some of the Estes Park businesses and services may keep records of where their customers are from, but many others, including the town, may not. A point of sale survey is a tool to track this information, and the results can be useful for developing marketing materials. For example, some forms of outreach can target the areas and people most likely to visit and patronize local businesses. Conversely, the survey may uncover key gaps location or demographics of visitors, and marketing and recruitment strategies can be adjusted accordingly. Work with the realtor community to assess commercial lease rates to further engage developers and banks. Monitor and be aware of commercial properties that are for sale in your community. Understanding the local real estate market can make the town a more effective partner in promoting Estes Park to potential developers and entrepreneurs. The town should set up regular meetings with local property owners, realtors, developers and bankers to create and continually update a database of available properties and lease rates. This information can be made available on the town and downtown organizations’ websites. Observation: There are benefits for businesses and people to choose Estes Park to do business, raise a family, recreate, work and retire. Recommendations: Promote Estes Park as a great place to work, live, play and stay. Estes Park is known for the unique amenities it offers to visitors as a tourism destination. But less well understood and supported is what the town offers to its permanent residents and business owners. An effective method for promoting the Town in this way is to develop and market a brand for the Town, separate from its proximity to Rocky Mountain National Park. The process for developing a brand should be open and inclusive of the broader Estes Valley community, including business and property owners, community and tourism organizations, and residents. Develop a model of average retail business in Estes Park to assess how a private developers would identify projects. If the Town wants to get involved in promoting Estes Park to potential investors and developers, it is important that the key spokespeople understand the perspective and approach of developers. The Town should work with community partners to identify and articulate the benefits and realities of doing business in Estes Park. It may be helpful to incorporate this work into the regulatory code audit or branding efforts described above. The information that will come out of this will help Town Staff and the community to understand, and is essential to recruiting potential developers, new business owners, and eventually new residents. Engage SBDC to help businesses prepare to succeed. The Larimer County Small Business Development Center (SBDC) offers valuable training resources to existing and new business owners. SBDC should thus be included in all community visioning and branding, code update, and other activities recommended in this section. The SBDC has important insights into local and state trends and best practices, which can help inform what the city can be doing to support development and new businesses. Their participation will also help ensure that the information SBDC provides reflects the needs of Estes Park businesses, and supports the community’s long- range vision for the future. Observation: Training and education could significantly improve the business environment. Recommendations: Continue the educational speakers and training offered by EALA (Estes Area Lodging Associations), Library, SBDC, and EVPC. There are a number of existing organizations in the Estes Valley area that provide valuable training and educational services for business owners. These resources are important to entrepreneurs looking to start a new business, as well as for established businesses to expand or adapt to changing technologies and trends. In particular, many of the above organizations can help businesses tailor their businesses model to the unique culture and location of Estes Park. The town should continue to support the important work these organizations do in the community. Encourage all employees to participate in a familiarity tour. Local employees are not always aware of the goods and services offered throughout the community. The town can work with its partners to develop “familiarity tours” to educate employees about other businesses in town so that they can become advocates for the community and spur cross-promotion of downtown businesses. The tours can also serve as social and networking opportunities for employees and employers. Hold regular events such as local “Third Thursdays” to engage local employees, businesses and residents and encourage a sense of community around Downtown Estes Park. Communities that focus on tourism sometimes run the risk of alienating residents. Events such as “Third Thursdays” function by engaging businesses to offer special deals once a month for local residents and employees. Such events should continue year round, and be separate from community and tourism events. The event can apply to any business within the commercial district, or it can rotate themes throughout the year to highlight different businesses or types of businesses each month. The city can spearhead the effort, or can partner with downtown organizations and businesses to organize and promote the events. This is a fun way to build community support for, understanding of, and pride in local businesses. Observation: The community would benefit from a greater awareness of business assets. Recommendations: Track creative industries, where they are based, when new businesses form, etc. For the Town of Estes Park to be an effective partner in supporting and promoting its business community, it must understand and be current on what kinds of businesses are thriving, which are struggling, and why. Analyzing business license applications and renewals is a way for the Town to understand and capitalize on trends that inform and compliment the community’s vision. This information can also be paired with analysis of regulatory barriers for businesses, to ensure that businesses that want to locate in Estes Park receive the support they need. The Town can also promote information about trends to potential developers and entrepreneurs as a way to recruit new businesses. Tap into retirees talents to provide training and volunteers for small business training and support. The amenities of Estes Park have made it a magnet for people retiring, and these community members represent a wealth of knowledge and experience. The Town already runs a successful volunteer program, and should expand it by partnering with SBDC and various downtown and tourism organizations. Many of the town’s retired residents may be able to offer experience and assistance on many of the recommendations presented in this section. Cultivate a historic preservation ethic by highlighting the history and saving historic assets. In recent years, the Town of Estes Park has chosen to not pursue a local Historic Preservation ordinance; however, there are many other ways to promote voluntary efforts to celebrate Estes Park's unique culture and history, both for tourism and to recruit new development, businesses and residents. Supporting and diversifying the activities and events put on by the Town Museum is one method. In addition, the town should consider conducting a historic building survey to identify individual buildings that might qualify for State or National designation, if the property owner desires. Review home occupation licenses to identify home based business needs and potential conversion of downtown storefronts to live/work spaces. Technology improvements and shifting cultural tastes have made live/work opportunities much more popular in recent years. Upon a cursory review of the business licenses, there seem to be a large amount of home-based businesses located throughout the community. Reaching out to those home-based businesses and figuring out their business needs might lead to the potential conversion of downtown storefronts to live/work spaces thereby activating the streets in the town’s core. Observation: There are a number of vacant or under-utilized properties that could engage business and development interests. While land in Estes Park goes for a premium, there are sites that due to former use or current uses are not meeting their potential. Recommendations: Consider how land uses support each other e.g., commercial, retail, employment, service, cultural assets. Many business models rely on complimentary businesses, services and amenities nearby to thrive. It is thus important for the Town’s current zoning to support a healthy mix of land uses that create a synergy and balanced economy. Identify uses that fit in with your community vision. Part of attaining a healthy and appropriate mix of land uses requires ensuring that the uses designated on a Future Land Use Plan are consistent with the Official Zoning Map and Estes Valley Development Code. Pursue public-private partnerships to access grants, funding and technical assistance. Public private partnerships have become increasingly efficient and effective tools for leverage resources, making projects possible that otherwise might not be. Pursuing such partnerships can also help ensure support for redevelopment projects that are in line with the community's vision. Inventory underutilized properties. The town should work with local realtors to create and regularly update an inventory map and list of vacant and underutilized properties. This list should include information on zoning, current use, square footages, value, etc. This will help the town understand potential for new projects in general, and to identify sites ripe for investment. In addition, the town can create materials on "How to develop in Estes Park." Make all information available on town and downtown/economic development organization websites. Identify catalyst sites. The above inventory is a starting point for marketing and promotional work. Based on the inventory, the town should work with developers, businesses and downtown and tourism organizations to identify strategic sites for catalyst projects that will be in line with the community vision, and which can have the greatest positive impact on the community. These sites can then be actively promoted to developers. Design Design takes advantage of the visual opportunities inherent in downtown by directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, landscaping, merchandising, displays, and promotional materials. Its aim is to stress the importance of design quality in all of these areas, to educate people about design quality and to expedite improvements in the downtown. At the forefront of the design effort is the restoration of historic buildings, which helps provide the backdrop for downtown’s sense of place. Observations: Walkability is at the core of design, making it possible to explore and connect the downtown with the community. The walkability of Estes Park is good in downtown, but the sidewalk maintenance needs to be improved. There was ice and debris on sidewalks, particularly on the south (shaded) side of the street (especially Elkhorn Avenue). This lack of maintenance decreases pedestrian walkability in the downtown resulting in fewer customers who will also spend less time and money downtown. Recommendation: Increase maintenance of sidewalks by shoveling and sweeping them more often during the winter months to reduce hazardous icy spots and improve sidewalk aesthetics by removing debris. Observation: Downtown planters are bare and unattractive during the winter, which does not help attract pedestrian traffic and customers. Recommendation: Include evergreen plants in the downtown streetscape – especially the planters. Replant planters with elk resistant plants and add plant baskets to lamp posts. Making the downtown more aesthetically appealing during the winter months will help attract people to the area and increase revenue for local businesses year-round. Observation: Although there is significant off-street parking in the downtown, there appears to be insufficient parking during the summer season and major special events. Recommendations: By improving parking more people will be encouraged to visit and more easily participate in events thereby increasing revenue in the downtown commercial area. There are several suggestions on how the current parking situation might be improved as outlined below: • Conduct a parking study. Improved parking should consider the demands of future population growth projections. • Improve the shuttle system from remote parking to downtown by increasing the frequency and improving the timing of the shuttles. These improvements could be adjusted to best fit the different seasons and events. • Increasing remote parking (e.g., the visitor center parking garage, shared parking at the proposed community campus, the fairgrounds parking lot. A parking study would help to identify other potential opportunities). • Improve signage for shuttle routes and stops, and remote parking areas. • Encourage business owners and employees to use remote parking and shuttle system – perhaps reduced rates, or even free parking for business owners and employees. • Initiate meter parking in the core downtown area. This will improve turnover (more customers) and discourage business owners and employees from parking in the prime (sales producing) on-street parking spaces. Observation: The trail system has missing links that inhibit people from more utilization of the system. Recommendation: Fill in the missing links of the trail system. Filling in the missing links will make the system easier to navigate from surrounding areas to the downtown commercial core. Ensure the one section of the Riverwalk Trail that is missing is completed as part the new the construction of the new performing arts center to improve the walkability in the downtown commercial core. Recommendation: Investigate the potential of connecting the downtown trail system to Rocky Mountain National Park, YMCA, and the County trail system. Observation: The purposed new parking structure may block visibility of Visitor Center. Recommendation: Insure that wayfinding signage is improved so that visitors know that there is a visitor’s center, and how they get to it. Observation: There are redevelopment opportunities in the downtown area. Recommendation: Utilize the “mothballed” school site east of downtown for the development of a community campus. One vacant lot in the downtown core is already being developed as a new performing arts center. Identify opportunities in the core downtown to create more “vertical mixed use” with retail uses on the ground floor and residential on the upper floor(s). Increasing residential use in the core downtown will create more of a “24/7” population to support a more consistent, demand for retail and restaurant businesses. Participating Stakeholders • Association for Responsible Development • Business and Property Owners • EALA • Eagle Rock School • EMPC • EPIC • EPTV Channel 18 • Estes Park Condos • Estes Park Medical Center • Estes Park Resort • Estes Park Sanitation District • Estes Park School District • Estes Park Fire District • Estes Valley Library • Estes Valley Planning Commission • Estes Valley Recreation Park District • EVFPD • EVPC • Good Samaritan • Mayor of Estes Park • Park Hospital District • Police Department • Representative of U.S Senator Bennett • Residents • Restaurant Group • Rocky Mountain National Group • Simplicity Organizing • Spruce House Inc. • Stanley Hotel • Stanley Village • Town Board • Town of Estes Park • Town Trustees • Trail Gazette • Upper Thompson Sanitation • Visit Estes Park • Wishes Fulfilled Funding Mechanisms Observation: Estes Park has limited space and significant assets in underutilized properties, need for incentives to redevelop properties instead of creating sprawl, and diversifying the shoulder season economy. Recommendation: Create a community development corporation. Community development corporations (CDCs) have become increasingly important tools in the arena of community redevelopment and revitalization. CDCs are non-profit corporations that focus their resources on: • Tackling development or redevelopment projects that are too difficult or costly for the private sector to undertake alone • Catalyzing private sector investment in tough to develop areas • Providing economic development incentives to help disadvantaged businesses Among the benefits of CDCs is their 501c3 tax-exempt organizational status, meaning the public sector can easily contribute funds to the corporation, and that grant dollars are easier to access. CDCs can generate funding in a variety of ways, including: • Business/corporate donations, so those companies may receive a tax write-off • Banks are often required to give a portion of their revenues back to the community • Donors looking for a tax write-off and a community benefit from their contribution • The town, county and other governmental entities, through actual cash infusions or by partnering on other incentives • Local, national and federal government grants (which typically can only be given to 501c3 entities) CDCs work very effectively and nimbly in managing tough redevelopment projects in cities, often by acquiring land or property, assembling key parcels, cleaning them up, adding incentives, and marketing the land or building back to the private sector for redevelopment. In this way, the CDC gets a return on the investment that can then be reinvested in other projects. CDCs may be started by any individual(s) with an interest in catalyzing community development. The process to create a CDC requires that the interested parties create a business plan, from existing templates, for how the CDC will work, how it will generate funding, and the like. They then apply for 501c3 tax-exempt status through the IRS. Typically, this process can take up to a year, and completing and submitting the application requires the assistance of a qualified legal professional. Once created, the CDC leaders appoint a board of directors and begin generating funds according to their plan. The CDC working group should be composed of community’s participating stakeholders including: Town of Estes Park Park Re-3 School District Upper Thompson Sanitation District Estes Park Sanitation District Estes Valley Park & Recreation District Estes Valley Investment in Childhood Services Estes Park Building Authority Estes Park Medical Center Visit Estes Park (marketing district) Estes Valley Planning Commission Estes Valley Partners for Commerce Estes Park Library District Estes Valley Fire Protection District   Observation: Local government and non-profit organizations are not working together effectively towards shared community goals nor are resources being coordinated. Recommendation: The CDC shall identify funding sources to create executive director position. This full time position will lead efforts - economic development and business support programming – as outlined in the CDC business plan/by laws. This position can capitalize on efforts completed by local government and non-profit organizations and focus various resources towards mutual goals of the community. Funding sources identified in business plan may include: • Visit Estes Park donating in-kind a director position via full time equivalent employee • Town of Estes Park contributing business license fees • Membership dues • Grant writing (e.g. state historical funds, USDA) • Inter-governmental agreements Observation: The community needs to identify appropriate funding mechanisms for proposed economic development and community assets. Recommendations: The community campus (Graves Ave and Community Drive) concept including proposed services/amenities listed below will be a source of economic development and is most effectively financed through alternative means such as grants and USDA loans. • recreation center near/in place of vacant elementary school, • daycare and preschool, operated by school district, • potential post-secondary positioning, • relocated town hall; library, senior center, and cultural services (i.e. museum). A preschool and daycare facility would be operated by the school district, but may be subsidized by other governmental entities and local non-profit organizations via inter-governmental agreements (IGAs). IGAs with the Town and other political subdivisions will need to be subject to annual appropriation to comply with the Taxpayer Bill of Rights (TABOR). Observation: The Town has identified specific areas for redevelopment/development that are best-suited for tax increment financing. Recommendation: Form urban renewal authority with multiple project areas to address blighted, under-utilized and developable properties. The CDC in conjunction with the Town and other community stakeholders shall conduct a public engagement process outlining the objectives, boundaries, and expected funding sources. Given the location of proposed catalyst sites, its likely discrete project areas will be set up with a mixture of property and/or sales tax increment, dependent on what’s most appropriate per site. With general agreement on the structure of the URA, the legal formation process can begin which is then finalized with voter approval. Upon successful voter approval of URA formation and bonding authority, bonds may be issued to fund large infrastructure projects. Alternatively, a portion of the revenues may be used annually for smaller scale projects as well as maintenance and upkeep. FISCAL MECHANISMS Team Member Bios Troy Bernberg Vice President of Public Finance, Stifel Nicolaus Mr. Bernberg is a 10-year veteran in municipal finance with Stifel Nicolaus. Since 2005, Mr.Bernberg has completed over $623 million in municipal financings for various governmental borrowers. Mr. Bernberg provides a wide range of investment banking services including capital planning and structuring of tax-exempt and taxable bonds for new money projects and refunding’s. Mr. Bernberg’s expertise includes all financing options available to issuers - general obligation bonds, enterprise/project revenue bonds, sales and use/excise tax revenue bonds and certificates of participation. Mr. Bernberg also develops private placement/direct loan transactions on behalf of his clients. Katherine Correll Executive Director, Downtown Colorado, Inc. Katherine Correll has experience spanning the fields of community outreach to advance downtown and community development, not-for-profit administration, project development and management, local government planning, marketing, financial and economic development services, and education. Katherine joined Downtown Colorado, Inc. as the director of communications and operations in 2006; in 2007 she became the executive director. Born and raised in Denver, Colorado, Katherine has worked with development initiatives in Denver, New York, Chicago, and the former Soviet Union. Her focus on strategic planning and organizational development and management includes building viable and sustainable private, public, and non-for-profit institutions and programs. Prior to her current position, Katherine managed the American Councils' portfolio for the Republic of Moldova, focusing on building civil society initiatives, education, and public administration reforms. She was also responsible for management and growth of the American Language Center, language and professional training school. Katherine received her master's degree in Public Administration from Rutgers University and her bachelor's degree in Politics with a minor in Urban Studies from New York University. Michael Hussey Planning Manager, Nolte Vertical Five Michael Hussey is the manager of planning and landscape architecture for the Colorado Springs office of Nolte Associates, Inc. Michael has over 30 years of experience in a wide variety of urban design, landscape, planning, environmental engineering, and architectural projects. He has worked on urban development and renewal, and downtown streetscape improvement projects including Billings, Montana (downtown), Raton, New Mexico (downtown Master Plan), Colorado Springs (Downtown BID), Avon (Town Center), Manitou Avenue (Manitou Springs downtown), Monte Vista (downtown), Broomfield (US 287), and Fountain (US 85). Project responsibilities have included grant opportunity identification and application, master planning, urban and site design, and construction observation and management. Michael has participated in numerous DCI/CCRA workshops and conference programs, and has served as a team member on several Community Revitalization Program (CRP) visits. Michael is also the co-author of “Grow Native,” one of the earliest Colorado xeriscape landscape guides, and has worked on a number of award winning projects – including the Colorado Springs Downtown Business Improvement District and Manitou Avenue Revitalization. Carrie McCool, Principal & Owner, McCool Development Solutions Carrie McCool is the founder and principal of McCool Development Solutions, LLC, a land use consulting firm specializing in providing municipal planning services to Colorado’s small- to mid- size communities. Carrie has more than sixteen years of national and international experience in all aspects of planning. Much of her work focuses on developing comprehensive land use plans, development code revisions, downtown revitalization, diagnosis and drafting of land use policies, design standards and guidelines; preparing implementation strategies and action plans, as well as community engagement strategies and consensus building. Prior to forming McCool Development Solutions, LLC, in 2001, Carrie held staff planner positions for high-growth communities including Arapahoe County, Douglas County, and the City of Greeley. Her focus in all three jurisdictions was current and long-range planning, streamlining the development review process, and development code revisions. Carrie received her master’s degree in Urban and Regional Planning from the University of Colorado at Denver and her bachelor’s degree in International Affairs with a minor in Environmental Issues from the University of Hawaii. Basil Ryer Intern, Golden Urban Renewal Authority Before returning to graduate school, Basil worked in the medical field. He worked in a range of settings that included assisting an orthopedic surgeon in the operating room, running the surgeon’s practice, and selling medical equipment. As a sales representative, he was awarded the company’s “New Frontier Award” as the top new sales rep. In 2008, Basil returned to graduate school at the University of Colorado-Denver where he completed Master’s degrees in Urban Design and Landscape Architecture. While completing his degrees, Basil was a teaching assistant at both the Boulder and Denver campus. He is passionate about promoting healthy and engaging communities, reshaping our transportation systems, and encouraging ecological design. He is currently interning at Golden Urban Renewal Authority. Basil and his wife Megan recently welcomed the arrival of their first child, Trey. Mike Scholl Senior Planner, City of Loveland Mike Scholl has a Master's Degree in Public Policy, a Master's Degree in Urban Planning and a BA in Political Science from the University of Michigan. Mike worked in the House of Representatives in Washington DC before discovering his true passion was community development. Mike worked for three years for Juergensen and Associates as a senior associate doing urban revitalization plans for local communities. In addition, the firm did a number of real estate trainings through the National Main Street Center. More recently, Mike has been working to revitalize Downtown Loveland where he recently completed a $5 million dollar public/private project in the heart of downtown. The project is a 20,000 square foot three story expansion of the historic theater and with a new privately owned restaurant and commercial office space. Mike is also scheduled to become a Certified Economic Development Finance Professional through the National Development Council in April of 2012. Emerging Leader Team Support Michael King Intern, Downtown Colorado, Inc. Michael King is originally from Philadelphia, PA but recently returned from three years abroad in Chile and the Dominican Republic. During his time in Latin America, Michael worked as a teacher and program administrator at two different educational nonprofit organizations, honing his Spanish fluency in the process. In 2011 he returned to the United States to enroll in a Masters of International Development at the University of Denver's Josef Korbel School of International Studies. His interests include sustainable urban development in an international context and after graduation he hopes to work in the fields of development, urban planning, and environmental management. He is currently an intern with Downtown Colorado, Inc. Zach Tyler Independent Consultant Zach Tyler is a recent graduate of The University of Alabama, where he received a MS in Geography with a focus in Urban, Environmental, and Regional Planning. Moreover, he also possesses a BA in GIS. With his degrees, he aspires to strengthen communities through initiating and identifying sustainable practices that help improve the quality of life for their citizens. Isabel Waldman Community Report Coordinator OSM/VISTA, Downtown Colorado, Inc. Isabel Waldman is a graduate of the University of Oregon where she received a bachelor’s degree in International Studies with a concentration in Environmental Studies and Latin America and a minor in Planning, Public Policy, and Management. Her field of study gave her the opportunity to study community development and resource planning in Chile and Bolivia. Isabel grew up in Southwest Colorado and is currently serving as the Community Report Coordinator for Downtown Colorado, Inc. in partnership with the AmeriCorps VISTA program, Office of Surface Mining and the Western Hardrock Watershed Team. . List Appendices • Matrix • Sign in sheets • Stakeholder Analysis • Strategic Event Matrix • Communication Planning Form • Agenda • DID Matrix • Development & Improvement District Survey Tourism and RetirementBusiness Business Business RetentionBusiness AttractionEconomic Vitality KEY FINDINGS™Develop Economic Vision™D l E i St t i Pl™Develop Economic Strategic Plan™Business Recruitment-Retention-Expansion™Lacks Year Round Economy™Economic Competition™Community Lacks Any Sustainable Economic Support™Create Office of Economic Development™Create Office of Economic Development RECOMMENDED ACTION PLANAdopt Investor Investor ModelHire Executive DirectorCreate Office of Economic DevelopmentAction PlanDevelop BudgetEstablish Economic Development CouncilIdentify Funding SourcesPursue Funding SourcesSourcesSources ORGANIZATIONAL STRUCTUREGeneral InvestorsEstes Valley Economic Development pCouncilBoard of DirectorsDirectorsExecutive Director FINAL REVISIONS•Community Engagement•Community Assessment DCI-Report•Lessons Learned (Assessment and Outreach)•Implement Action Plan•Implement Action Plan•Next Steps•Develop Economic Strategic Plan•Form Economic Council•Task Force Transition Responsibilities•Continued Community Engagement by EDC•Continued Community Engagement by EDC To: Honorable Mayor Pinkham Town Board of Trustees Town Administrator Lancaster From: Bo Winslow, Events and Fairgrounds Manager Date: May 14, 2013 RE: Evaluation of Special Events Report: Staff was asked to put together an evaluation process for events conducted in Town. This process focuses on a cost/benefit evaluation of each event the Town is a part of. Staff looked at events that are either managed or supported by the Town. Example: Managed by Town • Jazz Fest • Wool Market • Fireworks • Rodeo • Elk Fest • Catch the Glow Supported by the Town • Winter Festival • Hunter Jumper • Sr. Rodeo • Scottish Festival • Dressage Show • Draft Horse Show Included in your packet is an event evaluation sheet which allows staff to look at each event and rate the event based on criteria developed. This criteria is similar to the Community Services Memo information Visit Estes Park uses to plan the marketing strategies for the events in Town. Staff feels as though evaluating the following categories in each event will help Town Board during the budgeting process: • Local Attendance • Promotes Overnight Stay • Unique to the Visitor • Historical/Tradition • Good Fit for Estes Park • Takes Place in Winter Months • Length of Event • Attendance • Profit/Loss (based on Event’s budget) A sample evaluation sheet has been filled out to show how Winter Festival “rates” in the process. Many events are still in the startup stage and it is important to remember it usually takes 3-5 years to know if an event is going to be successful. Some events may never generate a profit for the Events Department, however the economic impact on the community is what justifies the event. Event Attendance Numbers 2007‐2012Performance Park 2007 2008 2009 2010 2011 2012May 15-16 Jazz Fest 1,395 1,235 1,500 1,250 628 433June 12 Pensacola Childrens Choir N/A N/A New in '10 60 N/A N/AJune 13 Estes Park Jazz Big Band 250 250 250 300 150 150June 13 Youth Orchestra of the Rockies 60 80 N/A N/A N/A N/AJune 14 Revelation Choir N/A N/A New in '10 50 N/A N/AJune 15 Soul Seekers N/A N/A N/A 50 N/A N/AJune 16 Wednesday Night Concert Series N/A 175 N/A N/A 100 100June 18 High Praise Concert N/A N/A New in '10 100 N/A N/AJune 23Wednesday Night Concert Series – Dick Orleans N/A 325 125 150 100 125June 24Thursday Night Live - Longmont Concert Band N/A N/A 142 336 20 35June 28 Estes Park Jazz Big Band 250 250 250 N/A 50 50June 30Wednesday Night Concert Series – Kelly Aspen 250 350 175 75 150 125July 1 Thursday Night Live - Kings of Swing N/A N/A 62 120 100 100Jl2TPN/AN i '09300300150N/AJuly2 Tea PartyN/A New in '09 300 300 150 N/AJuly 4 Estes Park Village Band 300 400 400 350 400 350July 6 Calico & Boots N/A N/A New in '10 100 N/A N/AJuly 6 Candidate Forum N/A N/A New in '10 300 N/A N/AJuly 7Colorado Music Festival Orchestra Patriotic Concert 600 400 N/A N/A N/A N/AJuly 7 Wednesday Night Concert Series N/A 250 N/A N/A 200 200July 8Thursday Night Live - Crossroads Summer Song Fest N/A N/A 150 200 150 150July 10Supporters of the Performing Arts (SOPA) -Chased N/A N/A New in '10 100 N/A N/AJuly 14Wednesday Night Concert Series - Vic Anderson 150 300 100 75 150 75 Event Attendance Numbers 2007‐2012Performance Park continued… 2007 2008 2009 2010 2011 2012July 15Thursday Night Live - Highland Brass Quintet N/A N/A 72 252 150 125July 17 SOPA - McPhly N/A N/A New in '10 150 N/A N/AJuly 17-18 Soggy Noodle Acting Troupe N/A New in '09 275 N/A N/A N/AJuly 19 The Incredible Circus MAT 350 400 N/A N/A N/A N/AJuly 21 Yeahbut Shoehead Band N/A New in '09 175 N/A N/A N/AJuly 21Wednesday Night Concert Series – Max Wagner N/A 200 200 125 250 300July 25 312th Army Band N/A N/A New in '10 100 N/A N/AJuly 25 Estes Park Jazz Big Band N/A N/A 250 100 150 250July 25 The Chosen Ones N/A New in '09 30 N/A N/A N/AJuly 28Wednesday Night Concert Series - Kim Lankford 125 175 75 100 200 75July 29Thursday Night Live – Estes Park Village Band N/A N/A 140 485 150 125July 30 High School Leadership Training Concert N/A N/A New in '10 75 N/A N/AJuly 31 Estes Valley Workforce Benefit N/A N/A New in '10 100 N/A N/AJl31MdHN/AN/AN i '1050N/AN/AJuly31 Mad Hatters N/A N/A New in '10 50 N/A N/AAug. 1 Call of the Brass N/A New in '09 15 N/A N/A N/AAug. 4Wednesday Night Concert Series – Elk Hallow 175 150 200 75 100 125Aug. 5 Thursday Night Live - Jeff VanDevender N/A N/A 258 134 150 125Aug. 7 SOPA - Metropolitian Jazz OrchestraN/AN/A New in '10 100 N/A N/AAug. 11Wednesday Night Concert Series – Laurie Dameron N/A 150 135 50 100 150Aug. 12Thursday Night Live - Dick Zavodny Polka Band N/A N/A 301 311 150 150Aug. 14 Bluegrass Gospel Festival N/A New in '09 75 200 N/A N/AAug. 18Wednesday Night Concert Series – Dennis-Tobias Band N/A 100 115 150 543 350 Event Attendance Numbers 2007‐2012Performance Park continued… 2007 2008 2009 2010 2011 2012Aug. 19 Kids Paint Out N/A N/A New in '10 45 N/A N/AAug. 19Thursday Night Live - Estes Park Village Band N/A N/A N/A 546 100 250Aug. 21 SOPA - Mark & Tia N/A N/A New in '10 150 N/A N/AAug. 22 Estes Park Jazz Big Band 200 200 200 100 125 125Aug. 25Wednesday Night Concert Series - Ron Ball N/A 100 100 150 150 150Aug. 26 Thursday Night Live - Brad Fitch N/A N/A N/A 700 150 225Sept. 19 Peregrine Road & Friends Concert N/A New in '09 75 N/A N/A N/ATotal: 8,119 9,506 10,163 12,184 8,838 4543Fairgrounds at Stanley Park Events2007 2008 2009 20102011 2012May 22 Safety Fair 400 750 500 400 500 350May 26-28 Circus3000May 29-31 Antique Show 1,600 1,600 1,659 1,660 1,569 1500June 10-13 Wool Market 8,600 7,258 7,850 8,000 7,511 7326J10 11WlMktWkh291227224200280144June10-11Wool Market Workshops291227224200280144June 14 Ride the Rockies1200June 19 Gymkhana 35 35 50 40 35 35June 17-18 Mounted Shooting New in '11 350 400June 18 Cat Show New in '11 200 N/AJune 23-27 Miniature Horseshow 338 200 283 275 250 200June 24-25 Westernaires New in '11 1,525 *600July 1-4 Arabian Horseshow 398 350 500 400 168 60July 3 Community Block Party1500July 4 Red, White, and Cool 4th of July Celebration 2500July 6-11 Rooftop Rodeo 8,028 8,560 10,773 11,642 13,489 14,015July 6-11 Rodeo Contestants 416 553 604 641 706 735Fairgrounds at Stanley Park Events2007 2008 2009 20102011 2012 Event Attendance Numbers 2007‐2012July 6 Rooftop Rodeo Parade 4,000 3,500 5,000 5,000 6,000 6,000July 17-18 Team Penning 225 250 N/A 150 150 200July-Aug.21 Hunter Jumper Horseshow 4,533 5,000 4,200 3,500 3,000 3680Aug. 3 Marshall Tucker Band Concert300Aug. 5 Michael Martin Murphey Concert New in '11 350 N/AAug. 14-16Colorado Junior Rodeo Association - State Rodeo Finals New in '08 1,000 1,000 N/A N/A N/AAug. 19-20 Suri Network 35 40 50 50 N/A N/AAug. 20-22 Dressage Horseshow New in '08 350 400 538 527 550Aug. 20-21 Colorado Senior Pro Rodeo N/A N/A New in '10 1,000 1,200 1400Aug. 22 Draft Horseshow N/A N/A New in '10 1,000 1,500 1500Aug. 28 Gymkhana 45 40 35 40 70 N/ASept. 4-5 Barrel Race New in '11 200 225Sept. 4-5 Alpaca Market 1,500 2,000 2,250 2,000 2,100 2000Sept. 4-5 Sheriff's Posse Rodeo 125 N/A N/A 150 N/A N/ASept. 4 John Denver Tribute Concert 1,000 680 857 1,300 904 900Sept. 9-12Scottish Festival (Fairgrounds and Stanley Park) 70,000 75,000 50,000 80,000 45,000 65,000Sept. 21-24 Snow and Ice Conference 1,000 970 1,000 1,000 1,200 1000Sept.21 24Snow and Ice Conference 1,0009701,0001,0001,2001000Nov. Catch the Glow Parade 20,000 18,000 25,000 22,000 20,000 28,000Total: 124,576 128,371 114,244 142,996 110,795 145,732Bond Park Events 2007 2008 2009 20102011 2012Jan. 16-17 Winter Festival N/A N/A New in '10 1,000 4,000 9,000Feb. 20-21 Dog Pull 200 125 300 250 300 350April 15 Tea Party N/A N/A 150 300 N/A N/AMay 16 Parade of Years at Senior Center until 2010 100 200 150May 29-30 Art Market 36,000 24,500 25,000 36,000 20,000 20,000Bond Park Events 2007 2008 2009 20102011 2012June 13 Estes Park Marathon Kids Fun Run N/A 275 300 300 275 250 Event Attendance Numbers 2007‐2012June 13-15 Cowboy Sing Along 200 avg 150 avg 200 150 100 125June 20-22 Cowboy Sing Along 200 avg 150 avg 200 150 120 120June 27-29 Cowboy Sing Along 200 avg 200 avg 200 150 135 140June 26-27 Scandinavian Festival 8,000 8,000 8,000 10,640 20,000 16,000July 4 Coolest Car Show 2,500 2,500 3,000 3,200 3,500 3500July 4-6 Cowboy Sing Along 200 avg 200 avg 200 150 300 250July 11-13 Cowboy Sing Along 200 avg 200 avg 200 150 210 240July 18-20 Cowboy Sing Along 200 avg 200 avg 200 150 213 200July 20-22 Mid Summer Festival5,000July 25-27 Cowboy Sing Along 200 avg 200 avg 200 150 200 200July 30 Praise in the Park N/A New in '09 150 175 150 175Aug. 1-3 Cowboy Sing Along 200 avg 200 avg 200 150 200 225Aug. 8-10 Cowboy Sing Along 200 avg 175 avg 200 150 150 225Aug. 14 Auto Extravaganza 1,050 cancelled 1,500 2,000 120 N/AAug. 15-17 Cowboy Sing Along 200 avg 175 avg 200 150 140 125Aug. 21-22 Heritage Festival 4,000 6,500 7,000 3,000 5,500 3,000Aug. 27 Praise in the Park N/A New in '09 150 105 cancelled 150Sept. 4-6 Labor Day Arts & Crafts Show 35,000 N/A 15,000 16,000.0 20,000 18,000Sept. 18-19 Fine Arts Guild Art Show 15,000 16,000 17,000 18,000.0 15,000 15,000Sept.18 19Fine Arts Guild Art Show 15,00016,00017,00018,000.015,00015,000Sept. 25-26 Autumn Gold 11,000 11,500 12,000 12,000 13,200 12,000Oct. 2-3 Elk Fest 8,000 9,000 10,000 11,000 11,500 15,000Total: 122,757 80,408 103,559 117,580 117,524 121,437All gray highlighted areas are actual numbers. All other numbers are estimates. Event Revenues and Expense Report2011 Actuals 2012 ActualsEVENTREVENUES EXPENSESPROFIT/ LOSSREVENUES EXPENSESPROFIT/ LOSSREVENUES EXPENSESPROFIT/ LOSSJazz Fest$2,800 ($37,805)($35,005)$2,500 $39,451($36,951)$2,500 $41,699($39,199)Wool Market$87,276 ($124,163)($36,887)$82,120 $116,897($34,777)$70,054 $127,970($57,916)Miniature Horse Show $6,254 ($8,807)($2,553)$3,781 $8,815($5,034)$2,990 $10,806($7,816)Rooftop Rodeo$172,569 ($202,408)($29,839)$186,319 $210,785($24,466)$195,427 $218,807($23,380)Elk Fest$18,971 ($34,057)($15,086)$17,218 $33,162($15,944)$19,584 $34,215($14,631)Arabian Horse Show$10,733 ($13,242)($2,509)$5,428 $12,905($7,477)$2,654 $14,983($12,329)Christmas Parade$1,850 ($71,564)($69,714)$6,000 $72,258($66,258)$7,591 $75,464($67,873)Dressage Horse Show $10,601 ($8,694) $1,907 $12,262 $8,685 $3,577 $12,494 $10,902 $1,592Hunter Jumper Shows$179,829 ($126,558) $53,271 $152,957 $130,239 $22,718 $145,400 $130,595 $14,805Scottish FestivalN/A ($68,899)($67,576.00)$1,587 $71,742($70,155)$2,227 $76,519($74,292)Draft Horse ShowN/A ($7,247)($7,247.00)$50 $7,188($7,138)$0 $10,902($10,902)Other Events$83,743 ($75,947) $7,796 $82,646 $75,626 $7,020 $65,073 $78,413($13,340)Downtown Events$16,610 ($58,325)($41,715)$968 $58,633($57,665)$290 $62,308($62,018)Special EventsN/A ($243,795)($234,254.00)$2,033 $243,952($241,919)$1,074 $192,281($191,207)Westernaires$14,449 $14,449 $8,254 $16,091($7,837)Senior Rodeo$8,765 ($7,247) $1,518 $9,798 $7,188 $16,986 $12,171 $16,091($3,920)Winterfestival$0 $9,931($9,931)TOTAL $600,001 ($1,067,420)($477,893)$580,115 $1,097,526($503,035)$547,783 $1,127,977($580,194)2010 Actuals Rooftop Rodeo2009 2010 2011 2012Total Revenues 149,840$  172,569$   186,319$ 195,427$ ExpensesPersonnel 48,627$    57,249$      52,356$   53,060$   O & M 132,929$  145,159$   158,429$ 165,747$ Public Works 174$         Total Expenses 181,556$  202,408$   210,785$ 218,981$ Profit/Loss (31,716)$   (29,839)$    (24,466)$  (23,554)$  Event Attendance 10,773 11,642 13,489 14,015Volunteer Hours 6728 6527 5882 7528Event description and justification:  The Rooftop Rodeo is an event that is sponsored and produced by the Town.  This event falls into the following 3  categories:  brings participants to Town, another activity for the visitor to do and large local attendance.  This event is supported by Estes Park Western Heritage Inc;  a friends organization of the rodeo.  It is a newly formed organization that has a MOU with the Town.  As a leader in the nation, Rooftop Rodeo offers 87 years of history and tradition to its participants, both locally and nationally.Revenues come from Sponsorships (solicited by the Town Staff and rodeo friends group), Ticket sales for admissions to rodeo, feed sales to contestants and vendor fees.  Expenses are rodeo stock contract, purse money and other associated fees.   Jazz Fest*2011 & 2012 attendance numbers are off due to inclement weather.2009 2010 2011 2012Total Revenues 2,500$     2,800$       2,500$     2,500$     ExpensesPersonnel 7,481$     8,808$       8,055$     8,163$     O & M 27,152$   28,997$    31,396$   33,536$   Total Expenses 34,633$   37,805$    39,451$   41,699$   Profit/Loss (32,133)$  (35,005)$   (36,951)$   (39,199)$  Event Attendance 1,500 1,250 *628 *433Volunteer Hours N/A N/A N/A N/AEvent description and justification:  Jazz Fest is an event that is sponsored  by the Town.  This event falls into 4 categories: brings people to Town, another activity for the visitor to do, early  season event  and local attendance.A producer is hired to produce Jazz Fest.  This producer hires musicians, sound tech and books lodging for the event.  Staff supports producer.  This event brings in mostly Front Range and local attendance.  Sponsorships come from local businesses.Revenues come from sponsorships.  Expenses are from producer contract, costs to hire musicians and sound technicians. Wool Market2009 2010 2011 2012Total Revenues 74,745$    87,276$    82,120$   70,054$   ExpensesPersonnel 44,886$    52,846$    48,329$   48,978$   O & M 55,162$    71,317$    68,568$   78,992$   Total Expenses 100,048$  124,163$  116,897$ 127,970$ Profit/Loss (25,303)$   (36,887)$   (34,777)$   (57,916)$   Event Attendance 7,850 8,000 7,791 7,470Volunteer Hours 1,052 7,151 6,797 7251Event description and justification:  The Estes Park Wool Market is an event that is sponsored and produced by the Town.  This event falls into 4 categories: brings people to Town, offers another activity for the visitor, early  season event and community involvement.  This event also is known as one of the top wool/fiber shows in the Nation.  Revenues come from animal entry fees, animal pen fees, vendor fees, workshop fees and sponsorships.  Expenses are tent rental, purse money, ribbons, teachers and judges fees. Miniature Horse Show2009 2010 2011 2012Total Revenues 7,624$     6,254$     3,781$    2,990$    ExpensesPersonnel 3,741$     4,404$     4,027$    4,082$    O & M 4,286$     4,403$     4,788$    6,724$    Total Expenses 8,027$     8,807$     8,815$    10,806$ Profit/Loss (403)$       (2,553)$   (5,034)$   (7,816)$   Event Attendance 283 275 250 200Volunteer Hours N/A N/A N/A N/AEvent description and justification:  The Miniature Horse Show is an event that comes to Town and rents the Fairgrounds.  This event falls into 3 categories: brings people to Town, another activity for the visitor  and local participation.  This event has been with the Town for more than 20 years and is currently paired with other events at the Fairgrounds on the same weekend.  Revenues come from facility rental:  arenas, stalls, buildings, RV spots and feed sales.  Expenses come from normal facility use such as:  manure disposal, arena prep and other associated costs. Elk Fest2009 2010 2011 2012Total Revenues 16,542$   18,971$    17,218$    19,584$   ExpensesPersonnel 18,703$   22,019$    20,137$    20,408$   O & M 11,219$   12,038$    13,025$    13,807$   Public Works 103$        Total Expenses 29,922$   34,057$    33,162$    34,318$   Profit/Loss (13,380)$  (15,086)$  (15,944)$    (14,734)$  Event Attendance 10,000 11,000 11,500 15,000Volunteer Hours 826 560 199 150Event description and justification:  Elk Fest is an event that is sponsored and produced by the Town.  This event falls into 4 categories: brings participants to Town, another activity for the visitor , late season event,  and local attendance.Revenues from this event come from sponsorships, vendor fees, viewing tour ticket sales and merchandise sales.  Expenses come from entertainment and merchandise. Arabian Horse Show2009 2010 2011 2012Total Revenues 13,569$  10,733$  5,428$    2,654$     ExpensesPersonnel 3,741$     4,404$     4,027$    8,163$     O & M 8,070$     8,838$     8,878$    6,820$     Total Expenses 11,811$  13,242$  12,905$ 14,983$   Profit/Loss 1,758$     (2,509)$   (7,477)$   (12,329)$  Event Attendance 500 400 168 60Volunteer Hours N/A N/A N/A N/AEvent description and justification:  The Arabian Horse Show has been with the Town for over 20 years.  This is an event that comes to Town and rents the Fairgrounds..  This event falls into 3 categories:  brings participants to Town, another activity for the visitor  and local attendance.Revenues come from facility rental:  arenas, stalls, buildings, RV spots and feed sales.   Expenses come from normal facility use such as:  manure disposal, arena prep and other associated costs.This event has been declining over the last few years and will now be paired with another event for 2013, in hopes to generate more participation as well as help with shared expenses.  Staff attributes decline in participation to both the economy and poor show management.  The show has experienced several changes in show management and it is going to take some time to get back on track.  Staff continues to work with the show to develope it to its full potential.  Catch the Glow Parade2009 2010 2011 2012Total Revenues 8,150$       1,850$       6,000$      7,591$     ExpensesPersonnel 33,665$     39,634$     36,247$    36,734$   O & M 31,756$     31,930$     36,011$    38,730$   Police 2,720$     Public Works 1,185$     Total Expenses 65,421$     71,564$     72,258$    79,369$   Profit/Loss (57,271)$   (69,714)$    (66,258)$   (71,778)$  Event Attendance 25,000 22,000 20,000 28,000Volunteer Hours 233 67 206 195Event description and justification:  The Catch the Glow Parade has been going down Elkhorn Avenue for 25 years.  This is an event that is  produced by the Town.  This event falls into 4 categories: brings people to Town, another activity for the visitor, late season event,  and local attendance.Revenues are generated by sponsorships of the different Town produced floats.  Expenses are for float design, supplies and construction.   Dressage Show2009 2010 2011 2012Total Revenues 10,155$  10,601$  12,262$ 12,494$ ExpensesPersonnel 3,741$     4,404$     4,027$    4,082$    O & M 4,190$     4,290$     4,658$    6,820$    Total Expenses 7,931$     8,694$     8,685$    10,902$ Profit/Loss 2,224$     1,907$     3,577$     1,592$     Event Attendance 400 538 527 550Volunteer Hours N/A N/A N/A N/AEvent description and justification:  The Dressage Show is in its 4th year with the Fairgrounds.  This is an internationally recognized show that brings competitors from all over the world (horse and rider).  This is an event that comes to Town and rents the Fairgrounds..  This event falls into 3 categories: brings participants to Town, another activity for the visitor  and local attendance.  This event has been  paired up with 3 other events in the past and in 2013 will be by itself August 16‐18.  This is a goal of staff; to bring in new events develope them and have them either stand alone or bRevenues come from facility rental, manure disposal, feed and shavings sales.  Expenses come from staff time, arena prep, manaure disposal and other associated costs.  Hunter/Jumper Shows2009 2010 2011 2012Total Revenues 189,421$  179,829$  152,957$ 145,400$ ExpensesPersonnel 29,924$    35,230$    32,219$   32,652$   O & M 91,662$    91,328$    98,020$   97,943$   Total Expenses 121,586$  126,558$  130,239$ 130,595$ Profit/Loss 67,835$    53,271$    22,718$    14,805$    Event Attendance 4,200 3,500 3,000 3,680Volunteer Hours N/A N/A N/A N/AEvent description and justification:  The Hunter/Jumpers show is an event that come to Town and rents the Fairgrounds. This show has signed an agreement with options through 2021.   This event has the greatest net revenues of all events currently booked at the fairgrounds  This event falls into 3 categories: brings participants to Town, another activity for the visitor  and local attendance.Revenues come from facility rental.  The event currently rents the entire facility for one lump sum for 4 weeks.  Expenses come from staff time, manure disposal, trash, arena prep and other associated expenses.  This event also rents flowers, trees, and shrubs from the Town and at the end of the show  Scottish Irish Festival2009 2010 2011 2012Total Revenues 1,077$        2,038$        1,587$       $2,227ExpensesPersonnel 14,962$      17,615$      16,110$     $16,326O & M 48,844$      51,284$      55,632$     $60,193Public Works $1,338Police $10,006Total Expenses 63,806$      68,899$      71,742$     $87,863Profit/Loss (62,729)$    (66,861)$     (70,155)$    ($85,636)Event Attendance 50,000 80,000 45,000 65,000Volunteer Hours N/A N/A N/A N/AEvent description and justification:  The Scottish Irish Festival is an event that is sponsored by the Town and is a private event.  This event falls into 4 categories: brings people to Town, another activity for the visitor , late season event,  and local attendance.  This event is also known as one of the largest festivals of it's kind in the Nation.  Revenues come from feed sales.  Expenses come from rental of rooms for performers and other associated event expense including PD and Public Works. Other Misc. Events2009 2010 2011Total Revenues 81,403$    83,743$     82,646$    ExpensesPersonnel 33,665$    39,634$     36,247$    O & M 34,485$    36,313$     39,379$    Total Expenses 68,150$    75,947$     75,626$    Profit/Loss 13,253$    7,796$       7,020$       Event Attendance N/A N/A N/AVolunteer Hours N/A N/A N/AEvent description and justification:  These are miscellaneous shows, in which the Events Department does not breakdown and/or track on an individual basis.  Revenues are from misc. feed sales, misc facility rentals, misc sponsorships, misc vendor fees and PRPA grant for economic development.  Expenses are from small or new events that are not tracked at this time.  This would include events such as:  Bond Park Craft and Arts Shows,  Sr. Rodeo, Alpaca Market, Tribute to John Denver Concert and Safety Fair. Downtown Events2009 2010 2011 2012Total Revenues 656$           16,610$     968$          290$        ExpensesPersonnel 26,184$     30,827$     28,192$    28,571$   O & M 26,250$     27,498$     30,441$    33,737$   Total Expenses 52,434$     58,325$     58,633$    62,308$   Profit/Loss (51,778)$    (41,715)$    (57,665)$    (62,018)$  Event Attendance 110,073 125,984 122,640 123,968Volunteer Hours N/A N/A N/A N/AEvent description and justification:  These are events that take place in Bond Park and at Performance Park.  Revenues are generated from staff time as an attendant at the various events at Performance Park.  (Note: 2010 number in revenues was deposited in wrong project code and should have been placed in Other Misc. Events).  Expenses in this area represent staff time at events in the Downtown area, utilities at the different venues and other associated expenses.  Downtown Events Special Events2009 2010 2011 2012Total Revenues‐$                   ‐$                2,033$         1,074$       ExpensesPersonnel 100,994$     118,903$    108,740$    81,631$     O & M 124,909$     124,892$    135,212$    110,650$  Total Expenses 225,903$     243,795$    243,952$    192,281$  Profit/Loss (225,903)$   (243,795)$   (241,919)$    (191,207)$  Event Attendance N/A N/A N/A N/AVolunteer Hours N/A N/A N/A N/AEvent description and justification:  This category are the expenses and revenues that occur with the fairgrounds and are not assigned an event.Expenses in this area are not assigned a specific event as they are normal every day operating expenses.  The one exception is the Fourth of July fireworks show is in this category.   Draft Horse Show2009 2010 2011 2012Total Revenues‐$              ExpensesPersonnel 4,082$     O & M 6,820$     Total Expenses 10,902$   Profit/Loss (10,902)$   Event Attendance 1,500Volunteer Hours TBDEvent Description and Justification:  This show is privately run.  It was started because of the growing popularity as well as to offer a nice support event for other events.  This event grows each year and continues to be a great support event.  The event is also conducted at the end of August which is a time when things do start to slow down slightly.This event does not generate any revenues to the facility.  It is an event that is heavily attended by our local residents as well as many from out of town.  Expenses are shavings, staff time and prize fund.   Westernaires2009 2010 2011 2012Total Revenues 8,254$    ExpensesPersonnel 8,163$    O & M 7,928$    Total Expenses 16,091$ Profit/Loss (7,837)$   Event Attendance 600Volunteer Hours N/AEvent description and justification:  The Westeraires have been a long time part of the facility and were gone for over 10 years.  They are a great support event where the facility can do horseshows during the day and have the Westernaires perform at night.  Westernaires provide and evening event for the locals, our guests as well as bring people up from the valley. Revenues come from ticket sales.  Expenses are staff time, shavings and feed.  Revenues are shared with Westernaires once a negotiated revenue is reached.  (Woodland Heights fire caused cancellation of second show, hence the loss) Winterfestival2009 2010 2011 2012Total Revenues‐$            ExpensesPersonnel 8,163$    O & M 1,768$    Total Expenses 9,931$    Profit/Loss (9,931)$   Event Attendance 9000Volunteer Hours TBDEvent description and justification:  This event is a private event held at the fairgrounds.  This event was started to create winter economy.  This events meets several event criteria, draws people in from out of town, promotes overnight stay, local community involvement and late season event.Revenues from this event come from facility rental.  Per Town Board $5,000 was put in the Events budget to cover expenses.  This money was used for transportation and to cover facility rental. SPECIAL EVENTS EVALUATION 2013 “Event Name” _________________________________________________________________________________ Rating: _____ • DATE/MONTH: ♦ Key ƒ Peak Months, June-August: (1) ƒ May & September: (2) ƒ April & October: (3) ƒ November-March: (5) Rating: _____ • NO. OF YEARS: ♦ Key - Sustainability, Familiarity, Tradition ƒ Over 5 years: (5) ƒ Under 5 years: (2) Rating: _____ • NO. OF DAYS: ♦ Key - Number of days per event in relation to overnight stays ƒ Day only: (1) ƒ 1 night stay: (3) ƒ 2 or more nights: (5) ______________________________________________________________________________ Rating: _____ • EVENT ATTENDANCE TYPE: ♦ Key (circle all that apply) ƒ ATTENDEES: (3) Local (3) Other Colorado (5) Out State ƒ Total Attendance (2) under 2,000 (3) 2,000-5,000 (4) 5,000-10,000 (5) over 10,000 Rating: _____ • EVENT CHARACTERISTICS: ♦ Key (circle all that apply) ƒ Good Fit for Estes Park (5) ƒ Unique to Estes Park (5) ƒ Originality (5) ƒ Known Internationally (5) Rating: _____ • PROFIT AND LOSS MARGINS (in regards to events budget only): ♦ Key ƒ Event operates at a profit (5) ƒ Event operates at a loss (2) ___________________________________________________________________________________ Total Score: ______ (56 possible) Comments: ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________ ____________________________________________________________________________________