HomeMy WebLinkAboutREPORT Estes Park Community Assessment 2013BUILDING BETTER COMMUNITIES BY PROVIDING ASSISTANCE TO
DOWNTOWNS, COMMERCIAL DISTRICTS AND TOWN CENTERS IN COLORADO
THROUGH EDUCATION, ADVOCACY, INFORMATION AND COLLABORATION
February 25-26, 2013
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Introduction 3
Executive Summary 3
Background Information and Historic Context 3-4
Focus Group Observations 4
Assessment Team Recommendations 4
Organization 4-6
Promotion 6-10
Economic Development & Restructuring 10-12
Design 12-14
Funding Mechanisms 15
Team Member Bios 16-17
Appendices and Action Matrix
Report Components
Team Members
The Estes Park assessment team appreciates the invitation to get to know the town and to assist
the community to maximize its considerable assets. The volunteers worked diligently, pre- and post-
visit to provide relevant and realistic input towards the betterment of your commercial district.
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
Zach Tyler, Independent Consultant
Greg Winkler, Regional Manager, Department of Local Affairs
Isabel Waldman, OSM/VISTA, Downtown Colorado, Inc.
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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.
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 community 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
Economic Development Task Force completed
The Estes Valley’s Economic Future: The Path
Forward, a draft action plan for economic
development; with coordination and leadership
from the Town, focus groups were planned,
extensive background information about the
history and status of Estes Park downtown
revitalization efforts and the issues facing the
community was provided.
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.
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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 east 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,” F.O
Stanley Hotel, Power Plant, Fairground, etc.
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 community 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 in community and
downtown revitalization planning and
initiatives.
• 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 community 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..
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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
the 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 reality 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.
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• 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
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whether they are around urban renewal,
performing arts, etc. Each stakeholder
group and initiative should have clearly
outlined reporting processes that post
information online, report back to the
community’s 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, investor, and
company interest. The initial stakeholder
meetings and analysis of interests is a
great first step. It would be beneficial to
outline the core economic stakeholders,
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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 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
An economic development corporation (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
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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.
• Consider 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 a 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
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Event Kids Young Families Retail Support Teen Down-town Fundraising Music Food Who Runs It?
Estes Park Winter Festival X X X X X X X X
Winter Trails Day X X X Lodging Assoc.
Rails in the Rockies X X
Estes Park Duck Race X
Jazz Fest & Art Walk X X X X
Wool Market
Coda Coffee Estes Park Marathon
X X X
Scandinavian Midsummer Festival
X X X X X X
July 4 Celebration X X X X X X
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Estes Park Winter Festival X
Winter Trails Day X
Rails in the Rockies X
25th Annual Estes Park Duck Race X
Jazz Fest & Art Walk
Wool Market X
Coda Coffee Estes Park Marathon X
Scandinavian Midsummer Festival X
July 4 Celebration X
Rooftop Rodeo X
Heritage Festival X
Longs Peak Scottish Irish Highland Festival X
Autumn Gold- A Festival of Bands, Brat & Beer X
Elk Fest X
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EventKidsYoung FamiliesRetail SupportTeenDown-townFundraisingMusicFoodWho Runs It?
Estes Park Winter FestivalXXXXX XXX
Winter Trails DayX X X Lodging Assoc.
Rails in the RockiesXX
Estes Park Duck RaceX
Jazz Fest & Art WalkXXXX
Wool Market
Coda Coffee Estes Park Marathon
XXX
Scandinavian Midsummer Festival
XXXXXX
July 4 CelebrationXXXXXX
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 (pg. 10)
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.
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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 tourists.
However, there is no marketing or
promotion aimed 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.
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
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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.
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
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 whose
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 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.
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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 real estate 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
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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 developer
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, avoid duplication
of resources where possible and
coordinate for maximum participation
for training and education for your
businesses.
• 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
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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
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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
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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 of 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 proposed new parking
structure may block visibility of the Visitor
Center.
Recommendation: Ensure that wayfinding
signage is improved so that visitors know that
there is a visitor’s center, and how they get to it.
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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
• EPIC
• EPTV Channel 8
• 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
• EVPC
• Good Samaritan
• Mayor of Estes Park
• Police Department
• Representative of U.S Senator Bennett
• Residents
• Restaurant Group
• Rocky Mountain National Park
• Simplicity Organizing
• Spruce House Inc.
• Stanley Hotel
• Stanley Village
• 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
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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 the 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,
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• 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.
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
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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
Es
t
e
s
P
a
r
k
23
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
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 Technical
Assistance and Community Report Coordinator
for Downtown Colorado, Inc. in partnership
with the AmeriCorps VISTA program, Office
of Surface Mining and the Western Hardrock
Watershed Team.
Dear Community Leader:
Thank you for your interest in revitalizing the downtown, the heart of your community. The board and staff of Downtown
Colorado, Inc. (DCI) would like to commend you on your initiative to focus your resources and planning efforts towards the
enhancement of the living room of your community. Throughout the appendices you will find tools to assist you in
implementing the recommendations listed in this report. We suggest that you hold a community meeting and use the
attached tools to facilitate moving forward.
•Action Matrix: breaks the recommendations down into a step-by-step process identifying timeline, action item, measure of
success, initiator, and potential partners
•Shop Local Campaign Development and Shop Local Matrix
•Menu of Technical Assistance: The menu of technical assistance is to provide ideas or a sampling of what DCI has
facilitated.
•Stakeholders Analysis: This form is used to analyze community information to ascertain which entities are most
important to the downtown and/or project and how best to approach them.
•Volunteers by Stakeholder Group: allows you to identify volunteers that link your organization to groups that are key to
your project.
•Volunteer by Desired Skill: allows you to review the skills you need and which volunteers can fill that need. It also allows
you to identify the skills that remain unmet in your pool of volunteers.
•Potential Partners: For each project, a partner list should be generated to ensure that you have tapped all possible
resources.
•Strategic Event Planning Matrix: allows you to list objectives and for each event to make sure that all objectives are
being met, and all events are serving a purpose.
•Strategic Event Planning Calendar: reviews all events on a timeline to ensure a well-rounded calendar.
•Downtown Organization Board Responsibilities and Job Descriptions: Highlights the responsibilities of a board of
directors and the officers that serve the organization.
•Downtown Manager Job Description: Identifies skills needed and activities required to manage a downtown
organization.
•Downtown Manager Evaluation: allows the downtown organization to evaluate the effectiveness of the Downtown
Manager.
•Employing an Intern or VISTA for downtown
•Organizational Succession Planning: Encourages consistency in leadership through transition.
•5 Steps for Improved Communications
•Sample Press Release
•Communication Strategy Matrix: Identifies the various modes of communication and the tools to make contact.
•Communication Planning Form: For each event or project, this form encourages you to think about communications in
advance and to develop a clear message.
•Example Online Marketing Timeline
•List of Resources: A list of organizations and which services they might provide.
Please do not feel overwhelmed by this list. The materials are easy to use and include instructions. However, if you would
like for DCI to assist you in facilitating meetings to complete the work indicated in these tools, please feel free to contact us.
Thanks,
Katherine Correll
11
Community:
Project:
September-13 Planning Months Out: 1 - 3 4 - 6 7 - 9 0 - 123 - 156 - 189 - 2122 - 2324 - 2527 - 2830 - 3132 - 3435 - 36
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Downtown sidewalks need
improved maintenance
Increase sidewalk maintenance Improve pedestrian safety
and visual appeal
Develop Sidewalk
Maintenance Plan &
Enforce Compliance
Sidewalk
Maintenance &
Enforcement Plan
City &, Downtown
Businesses
Downtown plantings are bare
during the winter
Include evergreen plantings in
downtown streetscape
To add year around color
and improve visual
aesthetics
Inventory downtown
plantings and develop a
landscape improvement
plan
Landscape
improvement plan
City, Downtown
Businesses, and
Landscape
Architect/Urban
Designer
There appears to be insufficient
downtown parking during the
summer months and major
special events
Consider demands of future
population growth projections
Determine future parking
demands of Estes Park
residents
Review parking study and
update or provide
additional information as
needed
A report providing
projected parking
needs to meet future
demands of Estes
Park residents
demands
City, Downtown
Businesses and parking
consultant
Improve the shuttle system from
remote parking lots/structures
To make the shuttle system
more user friendly thereby
making the remote parking
lots more attractive and
relieving the demand for
parking in the downtown
commercial core area
Study the current shuttle
system's equipment and
schedule to determine
where improvements need
to be made to achieve this
recommendation and
determine what the
associated costs would be
A shuttle system
study report that
identifies the systems
shortfalls, proposed
improvements,
associated costs, and
financing options
City, Downtown
Businesses, and
Transportation
Consultant
Increase remote parking to increase the amount of
remote parking spaces
thereby helping to alleviate
the demand for parking in
the downtown core
commercial area
Review parking study and
update or identify
opportunities for adding to
existing remote parking
areas and opportunities to
create new remote parking
areas
A remote parking
study report that
identifies opportunities
to increase remote
parking and estimated
associated costs and
funding options
City. and parking
consultant
Improve signage for shuttle routes,
stops, schedule, and remote
parking areas
To provide more visible,
easier to read information to
the public about the shuttle
system
Develop an improved
signage program for the
shuttle system (could be
part of an over all
improved wayfinding
signage program)
Proposed shuttle
system signage plan
and signage graphics
City and signage
consultant
Encourage business owners and
employees to use remote parking
and the shuttle system
To free up valuable
downtown parking for
customers
Identify measures that
would encourage business
owners and employees to
use remote parking and
the shuttle such as
reduced rate or free
parking in the remote
lots/structures
Submit a proposal to
City Council for
approval
City
Estes Park
Commercial District
Plan Start Date :
Design
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Initiate parking meter parking in the
core downtown area
to improve user turnover
(more customers) and
discourage business owners
and employees from using
prime (sales producing)
downtown parking spaces
Review parking meter
programs used in similar
cities, develop a program
for Estes Park, Purchase
and install parking meters
in the downtown core
commercial area
Parking meter study
report that includes a
recommended
program for Estes
Park, and associated
costs, income, and
funding options
City, parking consultant
The trail system has missing links
that discourage more utilization of
the trails
Fill in the missing links of the
existing trail system
To complete the trail
system, making it more
usable and attractive to trail
users.
Identify the missing links
and options to fill them in.
Develop a plan to
complete the missing links
A trail completion plan
and construction
plans for the missing
trail links
City and Landscape
Architect or Engineer
consultant
Investigate the potential of
connecting the downtown trail
system to Rocky Mountain National
Park, YMCA, and the County trail
system.
To improve multi-modal
connections from these
areas and facilities to the
downtown commercial core
of Estes Park thereby
increasing visitations and
sales revenues
Conduct a trail study to
identify potential
connection opportunities
and constraints, and
identify preferred routes
and estimates of their
associated costs
A comprehensive trail
plan and construction
phasing plan
City, County, Rocky
Mountain National
Park, YMCA,
Landscape Architect
consultant
Trail construction plans
and specifications
Trail construction
documents
City, County, Rocky
Mountain National
Park, YMCA,
Landscape Architect
consultant
Proposed new parking structure
may block visibility of the Visitor's
Center
Insure that wayfinding signage is
improved so that visitors know that
there is a visitor's center, and how
to get to it
Insure that visitors are able
to find the Visitor's Center
Develop a wayfinding
signage plan for the "post-
parking structure" visitor's
center
Wayfinding plan for
the Visitor's Center
City, Chamber of
Commerce, Signage
consultant
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Estes Park has a lot of resources
and assets working for it but it is
time to start acting with intention.
This community has too many
valuable assets, the land, built,
organization, and human
resources available are not
coming together in a cohesive
whole.
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 down
swings.
Begin collecting and
categorizing an asset
inventory (start with this
report) to identify assets
that should be cultivated in
the community.
List of assets
categorized by the
end user and potential
draw for Estes target
populations.
Economic development
group, partner with
Town, Schools,
Realtors.
Review and score the
assets in the community
for their draw for tourists,
locals, new residents,
employers and also by
seasonality.
Asset list is added to
map (included in this
report) and shared
with broader
community.
Economic development
group, partner with
Town, Schools,
Realtors.
Create a priority list of
assets that can be
developed today, in the
short-term, and long-term.
Short list of priority
projects is created
and posted on line to
share with potential
partners (perhaps a
"wanted poster").
Economic development
group, partner with
Town, Schools,
Realtors.
Develop a package of
materials highlighting the
assets based on their
potential draw.
Each project has a
detailed description of
investment needs and
potential return on
investment (don't
forget community
benefits in addition to
dollars).
Economic development
group, partner with
Town, Schools,
Realtors.
Organization & Funding Mechanisms
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Use the strategic planning
tools (outlined in detail in
promotions) to review
events and activities to
broaden the year round
appeal.
Comparison of
highlighted list of
assets to
events/activity
calendar to ensure
cross-pollination of
ideas with marketing
and economic
development.
Agenda from ED
meeting with
marketing folks.
Economic development
group, partner with
chamber, lodging
association, etc.
Use visual mapping to
identify how your physical
assets are connected.
Map (included in this
report) continues to
have additional
assets added and is
considered when
developing a plan for
new building,
infrastructure, or
enhancements.
Town and economic
development group.
The new economic realty is that
you must partner to conserve
resources and stop duplication or
you will fall behind.
Create stronger working
group of collaborating
partners.
Create monthly meeting of
partners (go broad) to
engage town, economic
development, marketing
and tourism, county,
federal, and district
entities in thinking about
Estes collaboratively.
Broad list of invitees.
Announcements sent
to all (even if it starts
with low attendance).
Minutes and
discussion items
shares with all
(regardless of
participation).
Economic development
group, partner with Visit
Estes, Estes resort,
lodging association,
etc.
The community is lacking clear
direction and strategy to outline
how you want to move forward.
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
Consider the year round
residents, those in the
county, and surrounding
areas and how to engage
them through jobs,
educational opportunity, and
community initiatives.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Utilize your economic
development group to
collect demographics
(from Esri through DCI, or
the DOLA demography
office) to assess the
leakage and potential for
employers and accessing
underemployed.
Work with economic
development report
section to identify
target
demographic/approac
h for enhancing each
area the community
prioritizes (housing,
child care, employers,
and infrastructure)
Town works with
economic development
group, Visit Estes,
Estes resort, lodging
association, etc.
Contact DOLA, CHFA,
USDA, and Housing
Colorado to review
options for enhancing
workforce housing
options.
Outline of Estes Park
housing issues sent to
service providers with
request for meeting
date. Outline of
agenda for meeting.
Estes economic
development group with
DOLA, CHFA, USDA,
and Housing Colorado.
Create citizen poll to
assess child care needs
versus availability and
consider how a community
cooperative effort might
address needs and create
a community engagement
model.
Poll questions review
needs and availability
to donate hours,
space, services, etc.
Library together with
town, schools, and
economic development.
Use the economic
development visioning
material to shape a
discussion with all groups
and get buy in for
community-wide vision.
Town, economic
development, schools,
library, district, lodging
association, etc.
Develop one champion to drive the
economic and community
development process and
coordinate other entities.
Continue efforts to form
an EDC.
Bylaws and 501c3
status attained and
posted online.
Town and economic
development group.
Creative districts, historic
preservation, and the Colorado
Main Street Program would provide
additional resources and guidelines
to help shape your initiatives.
Link into potential
programmatic resources to
help shape community
engagement in a more
consistent and structured
form.
Develop invitation to
DOLA Main Street,
Colorado Creative
Industries, and State
Historical Fund to come
and review the list of
assets and short term
projects identified by the
economic development
group.
Invitation and outline
of projects shared.
Agenda for meeting
includes discussion of
resources for the
Town, non-profits, for
profits, and private
citizens.
Town, economic
development, and
USDA invite DOLA,
CCI, and SHF.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Most successful community
initiatives seem to be in opposition
to something.
Identify unifying concepts and
positive initiatives that people can
get behind.
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.
Meeting
announcements,
agendas, and minutes
posted online
consistently.
Economic development
group (and perhaps
CDC when formed)
take the lead.
Community engagement
processes can be driven
with economic
development, historic
preservation, culture and
arts, and nature and the
environment.
Use above meeting with
DOLA, CCI, and SHF to
outline opportunities to
build programs (informal
or formally) to use tools
outlined by these service
providers.
List of resources for
each area listed
online (econ devo
website?) with links to
each organization.
Economic development
group (and perhaps
CDC when formed)
take the lead.
Develop clear information
and awareness
campaigns around
initiatives whether around
urban renewal, performing
arts, etc.
These theme specific
projects/opportunities
should be included in
list of projects
(assets) above.
Theater/arts/historic
groups take the lead,
partner with eco devo.
You are what you find on the
internet.
Develop clear materials that outline
the benefits of living, owning a
business, or buying property in
Estes Park.
Develop a positive online
presence.
Use assets and target
demographic information
to highlight reasons to be
in Estes.
Brochure and
matching webpage
exists for businesses,
resident, relocation or
visit.
Visit Estes works with
eco devo group.
Focus on dark fiber, proximity to
airport, number of visitors, outdoor
activity options, quality of school
and library district, etc.
Use demographic info
above to create profile of
potential
companies/employers who
require these services and
create a package that
speaks to them.
Brochure and
matching webpage
exists for businesses,
resident, relocation or
visit.
Visit Estes works with
eco devo group.
Post map of all redevelopment
sites and prospective uses online.
Use asset list (above to
add to included map) and
post online with links to
project descriptions (from
above).
List of projects (from
asset inventory) is
posted online and
linked to map.
Economic development
group (and perhaps
CDC when formed)
take the lead.
Outline the simple steps for
opening a business or investing in
property online.
Review all processes,
permits, licenses, etc.
List of all required
steps and contacts
with links is online and
downloadable.
Eco Devo and Town.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
There appears to be several
efforts at enhancing
communication and building
relationships around economic
vitality.
Develop a stronger partnership of
economic development
stakeholders by outlining each role
and responsibility in responding to
developer interest.
Create a cohesive effort to
consolidate time spend and
reduce duplication.
Use regular meetings of
stakeholders to outline
roles for each group.
Matrix of roles and
responsibilities in
identifying and acting
on opportunities.
Town, Eco Devo, Visit
Estes, School,
Business, Banks,
Realtors
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.
List of professional
development
opportunities listed
online.
Business support
groups, Eco Devo, and
Town.
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. Ask DCI for
sample survey if needed.
List of professional
development
opportunities listed
online.
Business support
groups, Eco Devo, and
Town.
Begin to engage the Realtors and
banking community to identify how
they can contribute to furthering
community priorities.
Matrix of roles and
responsibilities in
identifying and acting
on opportunities.
Town, Eco Devo, Visit
Estes, School,
Business, Banks,
Realtors
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
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.
Estes Park will need a full time
staff person to coordinate
economic development and
business support programming
over time.
Select stakeholders develop
business plan from existing
templates personalizing as
necessary. The business plan
outlines funding mechanisms:
Work withVisit Estes Park
to provide a director
position via full time
equivalent employee
position out of existing
budget, funded by 2%
lodging tax
Staff position to
coordinate all entities
drawing people to
Estes.
Visit Estes, Eco Devo,
Town, businesses
Town of Estes Park
contributes business
license fees
Staff position to
coordinate all entities
drawing people to
Estes.
Visit Estes, Eco Devo,
Town, businesses
Businesses contribute
membership dues
Staff position to
coordinate all entities
drawing people to
Estes.
Visit Estes, Eco Devo,
Town, businesses
Staff position includes Grant
writing (e.g. state historical
funds, USDA)
Staff position to
coordinate all entities
drawing people to
Estes.
Visit Estes, Eco Devo,
Town, businesses
Consider how to create
Inter-governmental
agreements, subject to
annual appropriation to
make this staff permanent.
Staff position to
coordinate all entities
drawing people to
Estes.
Visit Estes, Eco Devo,
Town, businesses
Estes Park has limited space and
significant assets in underutilized
properties, need for incentives to
redevelop properties
Create Community Development
Corporation
Create an organizational
tool to identify catalyst sites
and spearhead responsible
redevelopment
Create working group to
explore the concept,
conduct research and hire
legal and professional
assistance (paid for by
grants) to establish
purpose and functionality
of CDCs
Organized group of
stakeholders guiding
redevelopment efforts
and identifying funding
sources
Officials from Town,
Visit Estes Park,
Sanitation Districts,
Hospital District, Rec
District, Retail
Associations
Create complete business
plan
Establish goals of
organization,
operations and
identify funding
sources
CDC Working Group
Formally establish
corporation, appoint initial
9 member Board
Board membership
posted online
CDC Working Group
Funding Mechanisms
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Work with non-profit
attorney to establish
501c3 tax exempt status
Bylaws submission
online
CDC Working Group
BoD explores local
contributions and grant
opportunities
Identify & generate
funding
CDC Board of Directors
Local government and non-profit
organizations are not working
together effectively towards
shared community goals nor are
resources being coordinated.
Create executive director position. Centralize business support
and economic development
efforts.
Analyze funding options
and conduct application
process for director
position.
Short list posted
online followed by
interviews and final
decision
CDC Board of Directors
The community needs to identify
appropriate funding mechanisms
for proposed economic
development and community
assets.
Develop community campus
concept
Design economic
development site w/wide
spread use/benefit to
community
Solicit letters of interest for
relocation - municipal
services - and new site
development - post
secondary education and
reuse of elementary
school
Identify components/
ideal tenants for
property
CDC Director
Determine appropriate
funding sources
Identify and apply for
available grants - DOLA,
GOCO, USDA - as well as
low interest financing -
USDA.
Deliver funding
resources
CDC Director
The Town has identified specific
areas for
redevelopment/development that
are best-suited for tax increment
financing.
Form URA with multiple, discrete
project areas
Develop/redevelop sites
based on unique needs and
revenue sources
Identify key
individuals/groups who will
support the URA creation
Form working group
of Town staff, Board
of Trustees,
interested developers,
property owners and
identify goals for the
district and specific
improvements
Town, CDC Director,
legal/professional
assistance
Engage consultants and
legal counsel to guide URA
formation process
Investigate funding options
to support URA creation.
Identify
resources/funds to
undertake a formal
consulting/legal
process to facilitate
the URA creation
process. URA
expertise as well as
legal expertise is
needed. $35-50k
depending on
complexity of district.
URA working group
As part of the URA
formation process,
undertake significant
stakeholder/resident/busine
ss outreach, generating
consensus around a formal
business plan for the URA.
Identify community
"gatekeeper" and
influential individuals who
need to engaged in the
process to make it
successful
Create stakeholder
group and develop
"road show" for public
engagement process
URA working group
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Explore and determine
appropriateness of sales
and/or property tax
increment revenue
streams. Clearly define
use of revenues around
community vision for
development.
Recommendation to
Town Board of
Trustees identifying
proposed revenue
stream and use of
funds.
Stakeholder group
URA creation. Proceed with URA
creation and bonding
authority election. Town
conducts public hearing
process followed by
ordinance adoption.
Town ordinance to
create URA. Submit
intent to go on ballot
to County Clerk in late
July.
Town, URA Working
Group
Adopt ordinance
certifying ballot
language and submit
to County Clerk by
first week of
September
Town
Election is held by mail
ballot. Property owners,
lessees
and property and
residents who are located
within the
proposed URA may vote
(Note: The ballots only go
to
individuals within the URA
area, not to the whole
community
Campaign plan that
includes creation and
dissemination of
informational and
promotional materials.
URA working group,
campaign committee
Majority of voters that
submit ballots must vote in
favor of URA creation and
bonding authority.
URA working group,
campaign committee
Proceed with URA
implementation
Select Board members (5-
11 persons, one of which
represented by Town)
Town Board of
Trustees
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
There seems to be a lack of vision for
the community.
Solidify the vision for Estes Park. Plan for the future to achieve
community goals.
Secure grant funding;
Facilitate community
engagement process; Draft
Comprehensive Plan update;
Draft Implementation Plan
2040 Comp Plan, CIP,
Implementation Plan
Larimer County, Service
Providers, Special
Districts, Downtown
Organizations,
Stakeholders, Business
Community, Residents
Developing business attraction and
retention programs could help
support business and improve the
economic conditions within the
community.
Review the regulatory processes and
documents to remove barriers to infill
& development.
Foster a business friendly
environment; Create a
balanced mix of land uses
(sustainability)
Secure grant funding;
Facilitate community
engagement process
Updated Estes Valley
Development Code
Larimer County, Service
Providers, Special
Districts, Downtown
Organizations,
Stakeholders, Business
Community, Residents
Conduct point of sale survey through
all businesses, the library, and all civic
entities.
Understand your businesses,
and both local and visitor
customer base. Track success
Conduct point of sale survey Point of sale survey
Utilize data to shape marketing &
events and business recruitment
strategies.
Successful marketing, events
and business recruitment
strategies
Analyze data Develop Marketing
materials, strategic
events and attractive
businesses recruited.
Work with 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.
Engage developers and banks.
Bring awareness of
community lease rates and
development processes.
Set up regular meetings with
property owners, realtors
and bankers.
Develop and continually
update a database of
available properties,
lease rates, etc. Create
materials on "How to
develop in Estes Park."
Make information
available on town and
downtown/economic
development
organization websites.
Businesses, Realtor
community; Banks,
Property owners, Town,
Chamber, Downtown
Organizations
Promote Estes Park as a great place to
work, live, play and stay.
Unique benefits of living and
working in Estes Park are
understood and promoted in a
consistent manner to
residents and visitors.
Engage the community in a
branding process.
Identify an Estes Park
"brand." Develop
marketing materials
(print, posters/banners,
videos, etc.) and
promote/make
available throughout
the community.
Residents,
businesses/employers,
local developers and
realtors, local
organizations, local
government,
tourism/visitor and
downtown organizations.
Develop a model of average retail
business in Estes Park to assess how a
private developer would identify
projects.
Benefits and realities of doing
business in Estes Park are
understood by the
community, the public, and
potential developers.
Engage Town and County
staff, SBDC and local
businesses to share
requirements, business
plans, challenges and
strengths, etc. Consider
data as part of a
Comprehensive Plan Update
process.
Materials on "Doing
Business in Estes Park"
are created. Materials
made available on town
website and in print at
the town, SBDC, and
downtown
organizations.
SBDC, businesses,
Downtown Organizations,
Town staff.
Businesses, Downtown
Orgs (i.e., Future CDC,
EALA), Wedding
Associations, Stanley
Village, Rocky Mtn
National Park, Visit Estes
There are benefits for businesses
and people to choose Estes Park to
do business, raise a family, recreate,
work and retire.
There is opportunity to better
understand the local and visitor
customer base as well as your
business.
Economic Restructuring
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Engage SBDC to help businesses
prepare to succeed.
Connect the business
community with resources so
they can thrive.
Schedule meeting with SBDC
to continue offering regular
trainings targeted
specifically for Estes existing
and new businesses.
Engage businesses and
downtown organizations to
help identify effective and
appropriate topics of
interest.
Continued trainings and
materials that support
the unique needs of
Estes Park business
community.
SBDC, businesses,
Downtown Organizations.
Continue the educational speakers
and training offered by EALA (Estes
Area Lodging Associations), Library,
SBDC, and EVPC.
Ensure that the business
community is up to date on
trends, key information and
best practices.
Continue to support the
work of training
organizations. Encourage
them to collaborate so as
not to provide overlapping
services. Meet with them
regularly to ensure that they
are promoting the
community's vision.
Continued efficient and
effective training and
education available to
local businesses.
EALA, Library, SBDC,
EVPC, Town staff, local
businesses.
Encourage all employees to
participate in a familiarity tour.
Ensure downtown employees
are aware of services and
goods available throughout
the community and key points
of contact so they can become
community advocates,
educators and cross‐
promoters.
Engage SBDC and
Downtown/tourism
organizations to organize
tours (followed by
social/networking events)
and promote them to
employees. Work with
businesses to offer tours to
employees as paid training.
Regular familiarity tours
provided for local
employees.
SBDC, Downtown
Organizations, local
businesses.
Hold regular events for local “Third
Thursdays” to engage local
employees, businesses and residents
and encourage a sense of community
around the commercial district.
Build community support for,
understanding of, and pride in
local businesses.
Work with businesses to
identify appropriate events,
activities, and deals that can
help a range of businesses.
Consider rotating the theme
of "Third Thursdays" to
highlight different
businesses.
Regular events geared
at engaging local
residents and
employees.
SBDC, Downtown
Organizations, local
businesses, residents.
Track creative industries, where they
are based, when new businesses
form, etc.
Understand recent and
current trends in business
types.
Analyze new business
license applications and
changes in the Estes Park
business directory to
understand trends that
compliment the
community's vision.
Continue to update
Business Directory.
Provide information on
"Business Trends in
Estes Park."
Town staff, Downtown
and Tourism
organizations, SBDC.
Tap into retirees talents to provide
training and volunteers for small
business training and support.
Connect various sectors of the
Estes Park community to share
resources and build mutual
support.
Expand Estes Park volunteer
program to work with SBDC
and downtown
organizations on trainings
and events described
throughout this section.
Target volunteer outreach to
skilled retirees.
Continue to support
and expand the Estes
Park volunteer program
to share resources with
partner organizations.
Town staff, Downtown
and Tourism
organizations, SBDC,
residents.
Training and education could
significantly improve the business
environment.
The community would benefit from
a greater awareness of business
assets.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Cultivate a historic preservation ethic
by highlighting the history and saving
historic assets.
Promote voluntary efforts to
celebrate Estes Park's unique
culture and history.
Continue to support events
and activities at the Estes
Park Museum. Consider a
historic building survey to
identify individual structures
for state and/or national
historic registry.
Regular events
celebrating Estes Park
history. City‐wide
historic building
inventory.
Town of Estes Park
Museum, Friends of
Historic Preservation,
tourism organizations,
property owners,
residents.
Review home occupation licenses to
identify home based business needs
and potential conversion of
downtown storefronts to live/work
spaces.
Allow for a variety of business
and living opportunities.
Review home occupation
licenses and code and
update as needed.
Adopt code changes
that allow more
flexibility for live/work
opportunities
throughout the town.
Town staff, property
owners, merchants, and
downtown organizations
Consider how land uses support each
other e.g., commercial, retail,
employment, service, cultural assets.
Ensure that zoning is
supporting a healthy mix of
businesses.
Utilize a Comprehensive
Plan update process to
analyze current land
use/zoning map to
understand its impact on
businesses and developers.
Update as necessary and
appropriate.
Identify uses that fit in with your
community vision.
Ensure that the uses
permitted and promoted are
in line with the community's
vision for the future.
Reach out to the community
through the Comprehensive
Plan update to understand
needs. Conduct a retail void
analysis to understand
leakages and potential
saturation in the local
market.
Pursue public private partnerships to
access grants, funding and technical
assistance.
Leverage resources to support
redevelopment that is in line
with the community's vision.
Engage the development
community to identify
opportunities for
partnership projects.
Adequate funding and
support for new
projects which
contribute to overall
vision of the
community.
Town staff, local
developers.
Inventory underutilized properties. Understand the potential for
new projects.
Work with local realtors to
create and regularly update
inventory of vacant and
underutilized properties,
including information on
zoning, current use, value,
etc.
Complete and regularly
updated inventory map
and list.
Town staff, local realtors,
and downtown/tourism
organizations.
Identify catalyst sites. Promote development
opportunities that are in line
with the community vision
and which can have the
greatest positive impact on
the community.
Identify strategic sites from
the inventory above that can
serve as catalyst projects.
Actively promote sites to
area developers and new
businesses.
New projects are
supported by both the
town and community,
and contribute to
achieving overall vision
of the community.
Town staff, local realtors,
developers, businesses
and downtown
organizations.
There are a number of vacant or
under utilized properties that could
engage business and development
interests.
Updated Land Use and
Zoning Map, as
necessary.
Town staff, local
businesses and
developers, property
owners, community
members and downtown
organizations.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
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. 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
ld f iii i 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). 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
Improve all events through
strategic planning by
demographic.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
school, businesses, local
bands, Town and
economic development.
Improve all events through
strategic planning by
demographic.
Work with merchants, hotels
and event organizers to best
communicate opportunities
to capture winter tourists.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
school, businesses, local
bands, Town and
economic development.
Improve all events through
strategic planning by
demographic.
Work to develop an ongoing
music series for residents
that appeals to diverse
audiences (youth, seniors,
families).
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
school, businesses, local
bands, Town and
economic development.
Improve all events through
strategic planning by
demographic.
Work with students to plan
community events that
appeal to their
demographics (e.g., movies,
concerts) that can also be
open to the public.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
school, businesses, local
bands, Town and
economic development.
There are many marketing efforts
going on, however there is a need to
work together cohesively to better
utilize resources.
The downtown should have a unified
marketing strategy.
Promotions
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
Improve community
marketing by developing an
annual strategy with all
stakeholders
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)
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve community
marketing by developing an
annual strategy with all
stakeholders
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, and
recreation)
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve community
marketing by developing an
annual strategy with all
stakeholders
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.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve community
marketing by developing an
annual strategy with all
stakeholders
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.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve community
marketing by developing an
annual strategy with all
stakeholders
Add a locals/family oriented
event, or enhance and better
market those events already
scheduled.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve community
marketing by developing an
annual strategy with all
stakeholders
Consider a shop local
campaign by reviewing the
3/50 campaign online. Keep
it simple and done reinvent
the wheel..
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
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.
Observation Recommendation Objective Tasks to Reach Objectives Deliverables
Initiators/Partners/Sta
keholders/Expertise
Needed
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
ii i id
Develop a more district image
and brand for the place.
Brochure and matching
webpage exists for
businesses, resident,
relocation or visit.
Visit Estes works with eco
devo group.
Visit Estes Park is doing a great job of
marketing and bringing in tourist.
Increase focus within marketing and
promotions at prospective businesses
and residents.
Develop a more district image
and brand for the place.
Work with Organizational
section tasks for highlighting
assets and strengths Estes
Park to consider how to
appeal to prospective
businesses and residents
and communicate this.
Brochure and matching
webpage exists for
businesses, resident,
relocation or visit.
Visit Estes works with eco
devo group.
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.
Brochure and matching
webpage exists for
businesses, resident,
relocation or visit.
Visit Estes works with eco
devo group.
Improve all events through
strategic planning by
demographic.
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.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Improve all events through
strategic planning by
demographic.
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.
Development and
regular update of
strategic events matrix
and calendar. Share
online with partners.
Visit Estes works with
lodging association,
outfitting groups, Town
and economic
development.
Small Towns Shop Local Campaigns
Many communities in Colorado are looking to create a buy local campaign, especially for small towns. Shop local is
more than a slogan or a flyer that you begin posting around town. It is a campaign to help businesses develop a larger
and more loyal customer base, enhance knowledge of local products and services, change behavior and understanding
of the community, and engage the community in supporting the community.
Shop Local Objectives
•Support local and independent businesses by developing a local customer base;
•Create a broader understanding of locally grown products and services;
•Assist in changing the behavior and understanding of local businesses and citizens;
•Bring community stakeholders together to foster a greater sense of place and community.
Steps to Successful Shop Local Program
It is important to adapt all recommendations to fit the needs and unique characteristics of your town.
Step 1: Engage your stakeholders
Reach out to all businesses, business support organizations (nonprofits, chambers, downtown business associations,
local library, etc.), as well as to the local government, county government, and economic development groups. Bring in
5-10 key representatives to start the process. Invite them to a simple discussion to assess what to highlight and how to
approach the new campaign.
Step 2: Conduct an audit of goods and services available downtown.
All over the state we hear how small towns may not have everything that people need. Downtowns are different than
they once were; they may not all be able to provide thread or socks, or other daily needs. There will always be things
that people need to leave town to find. But you might even surprise yourself with what you do have. Conducting a survey
or simply asking local businesses to provide a list of “Did you know we have?” can enable you to highlight each store
online or through local outlets to inform the community of local goods and services. This will also help you to develop
collateral materials including online and printed directories.
Step 3: Determine the best slogan to fit your community’s character.
Anyone can say “Shop Local,” but how do you remind consumers to shop local in your community? Commonly used
slogans include Buy Local First and Live Local but many cities have more success creating customized logos and
slogans. Remember that you are trying to engage your locals so a slogan that doesn’t resonate with your hometown
character won’t be nearly as effective.. Determine which best suits your town or create your own unique slogan. Some
Colorado examples are:
- Colorado Springs: There is only one Downtown
- Boulder: Love the Local
- Parker: Go to Town
- Brush: Don't Rush through Brush!
Step 4: Develop targeted collateral materials.
Resources are often tight in a small community, but a few targeted materials can go a long way.
•Print window stickers for your local businesses to display. This is a quick and easy way to grab the attention of
downtown passersby and connect your local businesses.
14
•Design a printed directory for your downtown and distribute it. It is important to have an online directory, but for
those who are wandering through downtown, a printed guide can be a big help to encourage shopping. Check out
Denver’s Old South Pearl Street guide for a good example. Many downtowns also build a large downtown directory,
similar to what one might see in a mall. Use this content to develop an online directory as well.
•Build loyalty through local currency, coupon books, and gift certificate programs. Loyalty programs are
everywhere these days and for good reason. You can create your own loyal following by offering benefits through
coupons, gift certificates, or frequent shopper programs geared toward downtown stores. La Plata County created a
Be Local coupon book of local retailers. The Colorado Springs Downtown Partnership created a Downtown Colorado
Springs gift card in varying denominations that is accepted in more than 100 local retailers. Carbondale has held a
drawing for an electric car; shoppers receive a ticket when they shop at one of 200 participating Carbondale
businesses. Local currency programs include Lake City DIRT Dollars and Brush Chamber Bucks.
Step 5: Educate consumers on shopping local.
Shopping local is frequently becoming an ethical decision for consumers who want to reinvest in their communities.
Teach people the benefits of voting with their dollars locally by educating them on how shopping locally positively
impacts their community. Both Golden and Boulder have created online web pages to do just this.
Explain that local services such as local law enforcement, fire, libraries, and schools are funded by sales tax dollars.
Highlight that spending in the community, helps to keep your community top notch. Spending elsewhere supports
someone else’s school.
Step 6: Spread the word.
•Reach out to your local media. In smaller communities especially, the local media has as much interest in
supporting buy local campaigns as any other local business. Draft a press release with details and contact the
local media directly to ask if you can provide further information.
•Develop a social media campaign. Use your community website as well as Facebook, Twitter, and other
social media sites to engage the community.
•Present at local events and meetings. Have an exhibitor table at any local events to talk to residents directly.
Remember those stakeholders you engaged in step 1? Ask if you can have a few minutes to present to their
organizations.
Step 7: Assess and analyze!
Once you begin the campaign, you want to be able to point to the success of it, or be able to identify areas that need
adjustment or need to be strengthened. The best way to do that is to ask questions of your community, both residents
and businesses, most often through a survey or similar questionnaire. You can find examples of surveys almost
anywhere, from local community colleges to small business development centers, or even the Office of Economic
Development and International Trade. And if you don’t have the manpower to conduct the survey or gather the results,
students in marketing or business classes may be available at little or not cost. Below are a few questions to get you
started:
Businesses:
•Did you actively participate in the shop local campaign? (In what capacity? Sticker in window? Coordinated store
hours?)
•Did you notice an impact from the shop local campaign? Higher sales? New customers?
•Did you gather point of sale information (e.g., zip codes) to show
15
•Which aspects of the shop local campaign do you feel helped you most?
•Is there anything you would do differently?
Residents (Consumers)
•Were you aware of the Shop Local campaign?
•How did you learn of the Shop Local campaign?
•Did the Shop Local campaign influence your behavior? Did you buy more from local businesses? Did you visit
businesses you don’t normally shop in?
•Have you seen the list of goods and services available downtown? Were you surprised to see anything on this
list?
When you are trying to make the most of your scarce resources, a shop local campaign can help your small town. We
highly recommend tracking of volunteer hours and activities through this process. If you have more examples, stories,
surveys or ideas, we'd love to hear them at events@downtowncoloradoinc.org.
16
ELEMENTS FOR DOWNTOWN ECONOMIC & COMMUNITY DEVELOPMENT
Downtown Colorado, Inc. (DCI) offers a series of targeted technical assistance, referral, and on-site services to local
governments, non-profit organizations, community groups, and others working on downtown revitalization. Services are
tailored to meet the needs of each request and range from consultant referral, phone consultation, and coordination of
panel discussions for public awareness, renderings of improvements to building and streetscape façades, facilitation of
local discussions by focus groups, strategic planning with creation of implementation steps, and detailed training. DCI
utilizes both staff and consultant volunteers to guide communities through the downtown revitalization process so that
the community better understands the process to save time and money, as well as to better achieve the community’s
objectives. MENU OF TECHNICAL ASSISTANCE
ORGANIZATION
•Getting Started: Getting people organized, focused and
enthused
•Fundraising for downtown organizations
•Board development and facilitation of board retreat
•Main Street program feasibility – Are we ready? Will we
benefit? What do we need?
•Volunteer recruitment, training, retention and reward
•Work plan development
•Visioning and creating a mission statement
•Building effective public and private partnerships
•Determining the best district management organization
e.g. business improvement district, downtown
development authority, etc.
•Communications planning – who do we need to contact,
how, and when
PROMOTION
•Marketing and Branding Review
•Developing marketing and branding strategies
•Review and critique of current event promotions
•Special event development
•Development of appropriate promotions strategies
•Hospitality Training for Hotel and Restaurant Staff
•Strategic Event Planning
DESIGN
•Design and Historic preservation assessment
•Providing local design assistance
•State and National historic designation process
•Certified Local Government
•Streetscape plan review
•Do we need a plan? What type (i.e. design, market-
based, etc.)?
•Infill construction
•Parking and traffic strategies
•Creating a façade improvement program
•Creating design guidelines
•Merchandising and window displays
•Conducting a windshield survey and inventory of historic
properties
ECONOMIC RESTRUCTURING
•Understanding the market analysis process and its
applications
•Understanding how to develop a marketing plan for
downtown
•Business development strategies
•Creating market niche strategies
•Business mix and clusters analysis
•Funding mechanisms for downtown revitalization –
alphabet soup
•Project feasibility – right project at the right site?
•Creating economic incentive
17
Stake Holder Analysis
Steps:
1.List desired downtown participants across in the left hand column
2.List what their interest might be in the success of downtown in the “Stake or Interest” column. Record if the stakeholder is supportive, how important are they to the
success of the project or organization, what you would like to have them contribute, what would be the best approach to contact them, and who should make the
contact.
3.Develop a plan for communicating with each stakeholder and execute.
Stakeholder
for Project
Stake or Interest Supportive
of Project
Relative
Importance
Potential Contribution or
Withholding
Approach/Responsible
Yes No
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Identify Potential Volunteers by Stakeholder Groups
Steps:
4.List desired downtown participants across the top of the matrix.
5.List potential individuals or organizations to recruit to fill those participant needs in the left-hand column.
6.Recruit accordingly!
Stakeholder Groups____
Volunteer Source
(individual or organization)
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Potential Project Partners
Steps:
1.List downtown’s annual projects in the left-hand column.
2.List potential organizational partners across the top of the matrix.
3.Check any groups that might have a shared interest or mission in accomplishing each project.
4.Recruit accordingly!
Stakeholder groups____
Projects/Events
Project Name…
Project Name…
Project Name…
Project Name…
Project Name…
Project Name…
Project Name…
Project Name…
Project Name…
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Sample Strategic Event Planning Matrix
Steps:
1.Gather downtown focus group and brainstorm and prioritize objectives for events downtown.
2.List all events that impact downtown (or the town) in the left hand column and objectives along the top row.
3.Review each event and the objectives that are being met, then consider how to incorporate other objectives into current and new events to increase quality and
make a bigger impact. Don’t just create or keep holding events if they aren’t working toward objectives.
4.Remember to revisit each year as a part of evaluation, determine if there are objectives have changed, and make improvements each year.
Objective► Event▼ Community Kid friendly Fund Raising Traffic Generating Promotes Retail Restaurant Downtown Component Green Initiatives Historic Accentuated Lead Org Partner Orgs Demographic Reached
Outdoor Market X X X
Concert at Park X X
July 4th Parade X X X X
Christmas Event X X
Halloween X X X
Concerts in the Business districts
$5.00 Thursdays
Movie Night-dinner
First Friday Art Walk
Pub crawl/bonfire
Soap box derby or big wheel race
Festival
Home tour
Ghost tour or haunted house
Primary Demographic Groups 1.Local 2.Surrounding Area 3.Regional 4.Larger area
21
Sample Strategic Event Planning Calendar
Steps:
1.It is important for downtown to be a gathering place and a habit for all of your locals.
2.Assess the current calendar of events identify any large gaps in the calendar. When thinking of new events, think strategically about when the events should be to
accentuate your current calendar.
3.List all events that impact downtown (or the town) in the left hand column and objectives along the top row.
4.Review each event and the objectives that are being met, then consider how to incorporate other objectives into current and new events to increase quality and
make a bigger impact. Don’t just create or keep holding events if they aren’t working toward objectives.
5.Remember to revisit each year as a part of evaluation, determine if there are objectives have changed, and make improvements each year.
Objective►
Event▼
Community Kid
friendly
Fund
Raising
Traffic
Generating
Promotes
Retail
Restaurant Downtown
Component
Green
Initiatives
Historic
Accentuated
Lead
Org
Partner
Orgs
Demographic
Reached
Outdoor Market X X X
Concert at Park X X
July 4th Parade X X X X
Christmas Event X X
Halloween X X X
Concerts in the Business districts
$5.00 Thursdays
Movie Night-dinner
First Friday Art Walk
Pub crawl/bonfire
Soap box derby or big wheel race
Festival
Home tour
Ghost tour or haunted house
22
Basic Responsibilities of Nonprofit Boards1
1.Determine the organization's mission and purposes
2.Select the executive staff through an appropriate process
3.Provide ongoing support and guidance for the executive; review his/her performance
4.Ensure effective organizational planning
5.Ensure adequate resources
6.Manage resources effectively (the buck stops with them, ultimately)
7.Determine and monitor the organization's programs and services
8.Enhance the organization's public image
9.Serve as a court of appeal
10.Assess it's own performance
Responsibilities of a Board Member
Board members usually have specific responsibilities that are unique to the organization they serve, but every board shares a set of general
responsibilities that board members should be prepared to assume when they serve.
Attendance: Board members agree to attend board meetings, the annual board retreat, and participate in some committee or volunteer work.
LIST EVENTS HERE
Term: Directors are (generally) elected for three-year terms. A Director should be on the Board at least one year prior to running for office.
Mission: Directors agree to define the mission and participate in strategic planning to review the organization’s purposes, priorities, financial
standing, and goals. Directors publicly support and are emissaries for the organization and its programs, events, or activities.
Executive Director: Directors must be prepared to approve the selection, compensation, and if necessary, dismissal of the chief executive, and to
assure regular evaluation of the executive's performance.
Finances: Directors must assure financial responsibility by:
•Approving the annual budget and overseeing adherence to it.
•Contracting for an independent audit.
•Controlling the investment policies and management of capital or reserve funds.
Development: Actively participate in fundraising, development and/or membership campaigns including:
•Participating in the process of securing sponsorships for programs and events each year;
•Identifying and soliciting support to achieve the organization’s annual fundraising goals; and
•Actively participating in cultivating membership or investors when necessary.
Individual Board Member Support of the organization: All board members must be members/investors of the organization. An annual
contribution is expected from each board member in the form of membership, sponsorship or programmatic support to the organization during each
fiscal year to demonstrate the board’s support of the organization to constituents and funding sources.
Ways in which a board member may contribute to the organization:
•Pay annual dues;
•Sponsor or bring in sponsorship(s) for annual events, identify participants for awards programs, etc.;
•Sponsor new member(s)/investor(s);
•Conduct training, workshops or other informational meetings;
•Chair a standing board committee;
1 "Ten Basic Responsibilities of Nonprofit Boards," published by the National Center for Nonprofit Boards, Washington, DC 20036.
http://www.ncnb.org
23
•Attend board meetings as regularly as possible;
•Sponsor a publication;
•Provide a service to the organization such as donating frequent flyer miles, designing the website or data base, providing printing and/or
design services or volunteering to help staff the conference;
EVERY BIT HELPS!
Planning oversight and support: Directors agree to oversee and evaluate strategic organizational plans and support management in carrying out
those plans.
Board effectiveness: Directors must evaluate how well the board is performing and maintain an effective organization, procedures and recruitment.
Growing pains: As an organization evolves from startup to growth toward maturity, the responsibilities and character of its board of directors will
evolve as well. Challenges that may come with growth include:
•Weaning directors away from involvement in operations and management.
•Addressing the needs and problems of a large staff.
•Bringing aboard new people and new ideas.
Board Officer Job Descriptions 2
Basic Board Member Job Description
1.Regularly attends board meetings and important related meetings.
2.Makes serious commitment to attend at least 1-2 events per year.
3.Volunteers for and willingly accepts assignments and completes them thoroughly and on time.
4.Stays informed about board and committee matters, prepares well for meetings, and reviews and comments on minutes
and reports.
5.Gets to know other board and committee members and builds a collegial working relationship that contributes to
consensus.
6.Is an active participant in the board's annual evaluation and planning efforts.
Board President Job Description
1.Serves as a member of the Board
2.Serves as a partner with the Executive Director in achieving the organization's mission
3.Provides leadership to the Board of Directors, who sets policy and to whom the Executive Director is accountable.
4.Presides over meetings of the Board after developing the agenda with the Executive Director.
5.Encourages Board's role in strategic planning
6.Appoints the chairpersons of committees, in consultation with other Board members.
7.Discusses issues confronting the organization with the Executive Director.
8.Helps guide and mediate Board actions with respect to organizational priorities and governance concerns.
9.Reviews with the Executive Director any issues of concern to the Board.
10.Monitors financial planning and financial reports.
11.Formally evaluates the performance of the Executive Director and informally evaluates the effectiveness of the Board
members.
12.Evaluates annually the performance of the organization in achieving its mission.
13.Performs other responsibilities assigned by the Board.
2 The following descriptions were adapted from materials from BoardSource
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Board Vice-President Job Description
This position is typically (but not always) successor to the President position. In addition to the Board Member
responsibilities, this position:
1.Serves as a member of the Board
2.Performs President responsibilities when the President cannot be available (see President Job Description)
3.Reports to the Board's President on assigned tasks
4.Works closely with the President and other staff
5.Participates closely with the President to develop and implement officer transition plans.
6.Performs other responsibilities as assigned by the Board.
Board Secretary Job Description
1.Serves as a member of the Board
2.Maintains records of the board and ensures effective management of organization's records.
3.Manages minutes of board meetings.
4.Ensures minutes are distributed to members shortly after each meeting
5.Is sufficiently familiar with legal documents (articles, by-laws, IRS letters, etc.) to note applicability during meetings.
Board Treasurer Job Description
1.Serves as a member of the Board
2.Manages finances of the organization
3.Administrates fiscal matters of the organization
4.Provides annual budget to the board for members' approval
5.Ensures development and board review of financial policies and procedures
Committee Chair Job Description
When using the Main Street Approach, there should be four committees, one for each of the Four Points: Organization,
Economic Restructuring, Promotions, and Design. In the initial stages, sometimes the board will fill the role of the
Organization Committee. Each committee should develop their own mission statement and work plan on an annual basis.
1.Serves as a member of the Board
2.Sets tone for the committee work.
3.Ensures that members have the information needed to do their jobs.
4.Oversees the logistics of committee's operations.
5.Reports to the Board's President.
6.Reports to the full Board on committee's decisions/recommendations.
7.Works closely with the Executive Director and other staff as agreed to by the
Executive Director.
8.Assigns work to the committee members, sets the agenda and runs the meetings, and ensures distribution of meeting
minutes.
9.Initiates and leads the committee's annual evaluation.
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Executive Director Job Description
Work Objectives
The Downtown executive director coordinates activities within a downtown revitalization program that utilizes historic
preservation as an integral foundation for downtown economic development. He/she is responsible for the development,
conduct, execution and documentation of the Downtown program. The executive director is the principal on-site staff
person responsible for coordinating all program activities and volunteers, as well as representing the community
regionally and nationally as appropriate. In addition, the executive director should help guide the organization as its
objectives evolve. Full Range of Duties to be Performed
The executive director should carry out the following tasks:
Coordinate the activity of the Downtown program committees, ensuring that communication among committees is well
established; assist committee volunteers with implementation of work plan items.
Manage all administrative aspects of the Downtown program, including purchasing, record keeping, budget development,
accounting, preparing all reports required by the coordinating Downtown program, assisting with the preparation of reports to
funding agencies, and supervising employees or consultants.
Develop, in conjunction with the Downtown program’s board of directors, downtown economic development strategies that are
based on historic preservation and utilize the community’s human and economic resources. Become familiar with all persons and
groups directly and indirectly involved in the downtown. Mindful of the roles of various downtown interest groups, assist the Downtown
program’s board of directors and committees in developing an annual action plan for implementing a downtown revitalization program
focused on four areas: design/historic preservation; promotion and marketing; organization/management; and economic restructuring/
development.
Develop and conduct on-going public awareness and education programs designed to enhance appreciation of the downtown’s
assets and to foster an understanding of the Downtown program’s goals and objectives. Use speaking engagements, media
interviews, and personal appearances to keep the program in the public eye.
Assist individual tenants or property owners with physical improvement projects through personal consultation or by obtaining
and supervising professional design consultants; assist in locating appropriate contractors and materials; when possible, participate in
construction supervision; and provide advice and guidance on necessary financial mechanisms for physical improvements.
Assess the management capacity of major downtown organizations and encourage improvements in the downtown community’s
ability to carry out joint activities such as promotional events, advertising, appropriate store hours, special events, business
assistance, business recruitment, parking management, and so on. Provide advice and information on successful downtown
management. Encourage a cooperative climate among downtown interests and local public officials.
Advise downtown merchants’ organizations and/or chamber of commerce retail committees on The Downtown program activities
and goals; help coordinate joint promotional events, such as festivals or business promotions, to improve the quality and success of
events and attract people to downtown; work closely with local media to ensure maximum coverage of promotional activities; encourage
design excellence in all aspects of promotion in order to advance an image of quality for the downtown.
Help build strong and productive relationships with appropriate public agencies at the local and state levels.
Utilizing the Downtown program format, develop and maintain data systems to track the progress of the local Main Street
program. These systems should include economic monitoring, individual building files, photographic documentation of physical
changes, and statistics on job creation and business retention.
Represent the community to important constituencies at the local, state, and national levels. Speak effectively on the program’s
directions and work, mindful of the need to improve state and national economic development policies as they relate to commercial
districts.
Resource Management Responsibilities
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Executive Director Job Description (Con’t)
The executive director supervises any necessary temporary or permanent employees, as well as professional
consultants.
He/she participates in personnel and project evaluations. The executive director maintains local Main Street program
records and reports, establishes technical resource files and libraries, and prepares regular reports for the Town Council
and board of directors. The executive director monitors the annual program budget and maintains financial records.
Job Knowledge and Skills Required
The executive director should have education and/or experience in one or more of the following areas: commercial district
management, economics, finance, public relations, planning, business administration, public administration, retailing,
volunteer or non-profit administration, architecture, historic preservation, and/or small business development. The
executive director must be sensitive to design and preservation issues and must understand the issues confronting
downtown business people, property owners, public agencies, and community organizations. The director must be
entrepreneurial, energetic, imaginative, well organized and capable of functioning effectively in an independent
environment. Excellent written and verbal communication skills are essential. Supervisory skills are desirable.
27
Director Annual Evaluation
Suggested Evaluation Procedure:
1.Executive Committee finalizes list of major areas of responsibility (Section I) with staff input
2.Committee obtains input on all sections from all board members
3.Committee compiles input and develops an aggregate evaluation
4.Committee presents evaluation to staff verbally and in writing
5.Staff and board president sign this form after the verbal and written review.
Name: Title:
I. Performance in major areas of responsibility
II.Comments about Staff Performance
III.Identify staff’s greatest contributions to MAIN STREET during the past year.
IV.Identify any areas of performance which need improvement:
V. SIGNATURES: I have reviewed this document and have discussed the contents with the Main Street executive
committee. My signature means that I have been advised of my performance evaluation and does not necessarily imply
that I agree with this evaluation.
Employee Date President Date
Does not meet Meets Exceeds Far Exceeds
Project/Event Management
Donor/Member Relations
Support to the Board of Directors
Support to the Committees
Public Relations/Outreach
Other:
Other:
Other:
Other:
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Name: Title:
I. ONGOING RESPONSIBILITIES: summarize the basic and ongoing functions of the job that recur annually,
as stated in the current job description:
II.2010 SPECIAL ACTIVITIES: List 4 - 6 specific or measurable outcomes, results, and products to be
achieved based on priority areas of work for staff:
III.2009 EMPLOYEE DEVELOPMENT OBJECTIVES: List 1-2 skill-building activities:
IV.Signatures
Employee Date Supervisor Date
29
AmeriCorps VISTA
Many small Colorado communities do not have the budget to create a position for a full-time employee dedicated to downtown. These
communities have been able to incorporate an AmeriCorps VISTA to coordinate downtown needs. The purpose of the AmeriCorps
VISTA program is to provide full-time volunteers (VISTAs) to support projects at nonprofit, grassroots organizations, and local
government agencies that operate programs to alleviate poverty. VISTAs work to improve organizational infrastructure, expand
community partnerships, secure long-term resources, train program participants, and develop other activities that help build long-term
sustainability for overcoming poverty. Victor, Silver Cliff and Westcliffe have all utilized the VISTA program to hire additional staff to be
responsible for downtown revitalization through the Western Hardrock Watershed Team. (Note: Communities may also apply directly to
the AmeriCorps VISTA program.)
Downtown revitalization groups and organizations can utilize the VISTA program for a variety of projects. If you are considering
applying for an AmeriCorps VISTA through the Western Hardrock Watershed Team or another VISTA service organization, it is
important to first formulate the project plan and outline to meet the mission of VISTA. Consider including items specific to alleviating
poverty in your community:
•Developing a business attraction plan, market analysis, and business cluster study
•Applying for grants to improve the appearance of downtown and the upkeep of historic buildings to attract potential
businesses, and make downtown a pleasant place for residents and visitors to shop
•Working with volunteer committees to develop events and festivals that bring tourism to the community
The Western Hardrock Watershed Team
Requirements for communities to qualify for AmeriCorps VISTA through the Western Hardorck Watershed Team include:
•Demonstrate the capacity for effective supervision and support for an OSM/VISTA member.
•Develop a project work plan that reflects the Hardrock Team's Core Goals (1. Build local capacity supporting environmental
stewardship; 2. Promote environmental stewardship activities in rural communities; 3. Engage economic redevelopment
around environmental stewardship; 4. Enhance outreach and education around environmental stewardship; 5. Promote
professional development for OSM/VISTA members)
•Sign a memorandum of agreement.
•Be able and willing to pay a yearly administrative fee to support the volunteer position.
•Be able and willing to pay the fringe cost of hosting an OSM/VISTA Volunteer (travel, office, mailing, printing, etc).3
Applying Directly to AmeriCorps
Interested organizations may also apply directly to AmeriCorps (www.americorps.gov). To apply for an AmeriCorps VISTA member, the
potential sponsor must contact the Corporation State Office to discuss application requirements and procedures. Colorado’s corporate
state office can be reached at 303.390.2212 (Locate contact information for other state offices at
http://www.americorps.gov/about/contact/stateoffices.asp). The state office will provide technical assistance during your application
process. The length of the application process varies, but the average time from the initial contact to a final decision is 3 to 5 months.4
Applying for AmeriCorps VISTA requires a two-step process:
3 http://www.hardrockteam.org/
4 http://www.americorps.gov/for_organizations/apply/vista.asp
30
Step 1: Submit AmeriCorps VISTA Concept Paper: Organizations submit an AmeriCorps VISTA concept paper to the corporation
state office. This is the preliminary screening tool to determine if the project will be a good fit.
Step 2: Submit AmeriCorps VISTA Project Application If the concept paper is approved, the organization submits an AmeriCorps
VISTA project application. The application is completed online and the project must be based on the initial concept paper.
The VISTA Sponsor application requires:
•A Community Need Statement: This details the specific need the project will address.
•Goal Statement: This will describe the impact the project will have on the need provided. This will be the goal for the entire
three years of VISTA sponsorship.
•Milestones: What will the project accomplish in a 12-month period? This will include a tentative schedule of when milestones
should be accomplished and how milestones will be evaluated and measured.
•Budget: The application will provide a budget template which must be completed.
AmeriCorps VISTA Sponsorship Requirements
The organization must:
•Be a public sector organization or a private organization designated as nonprofit by the IRS;
•Have resources available for VISTAs to perform their tasks ( i.e., space, consumable supplies, telephone, on-the job
transportation reimbursement) and be able to provide emergency cash advances when needed;
•Have the capacity and commitment to recruit, orient, train, supervise and otherwise support the VISTA;
•Have the capacity to involve the beneficiary community in order to achieve project self-sufficiency after the VISTA term;
•Sign a memorandum of agreement that outlines the legal responsibilities of both parties.
The project must:
•Address the needs of low-income communities;
•Lead to building organizational and/or community capacity to continue the efforts of the antipoverty project once VISTA
resources are withdrawn;
•Describe in measurable terms the anticipated self-sufficiency results at the conclusion of the project, including results to the
sustainability of the project activities;
•Clearly state how VISTAs will be trained, supervised, and supported to ensure the achievement of program goals and
objectives;
•Be internally consistent. The problem statement which demonstrates need, the project plan, the assignment, and all other
components must be related logically to each other;
•Ensure that VISTA and community resources are sufficient to achieve project goals;
•Involve beneficiaries in project development and implementation throughout the life of the project as an advisory group;
•Have the management and technical capability to implement the project successfully;
•Have an appropriate number of requested members for project goals. The skills and qualifications described in the application
must be appropriate for the assignment(s);
37
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Best and Brightest 5
The Best and the Brightest Internship Program places students who are pursuing a Masters in Public Administration or Political
Science from the University of Colorado Denver in administrative roles in small and/or rural governmental jurisdictions. Objectives of
the program include:
•Providing a cost-effective way to help support the increasing administrative needs of small and/or rural governments;
•Offering students a unique opportunity to complete their graduate degree while gaining practical work experience;
•Cultivating potential local government managers;
•Providing an opportunity for Colorado Department of Local Affairs (DOLA) to help meet the administrative support needs of
small and/or rural jurisdictions in a cost effective manner.
What is needed to gain a Best and Brightest Intern?
•Applicant jurisdictions must submit a description of the jurisdiction and needs.
•In the application, jurisdictions must develop a work plan and job description for the intern. Students have the understanding
that responsibilities can range from public works to preparing the annual budget.
o Work plan should describe any potential special projects and daily duties.
•Jurisdictions must also provide a plan for mentoring the intern during the entire internship.
o This plan will list the staff person responsible as the primary mentor and how the intern will be mentored.
o Mentor opportunities should also include attending commission or council meetings and attending workshops and
conferences.
•Towns and counties must match DOLA’s award with $17,500 per year to go toward the student’s annual salary and benefits
package.
To determine your eligibility, please contact your DOLA Field Manager.
5 The Cathy Shipley “BEST and the BRIGHTEST” Internship Program Overview
32
Internships
If there is staff to supervise, a project-based internship can be a great way to do research on downtown buildings and development
opportunities, determine retail leakages and rental rates to develop a market analysis, work on renderings for downtown facades and
improvements, and develop marketing plans for social media, event promotions, and many more.
Tips for Planning an Internship
Before developing an internship program, you must first determine your community needs and a plan for executing the program which
benefits both your organization and the prospective interns.
1.Who will supervise the intern? Your downtown intern may know about downtown development practices, or they may be
completely new to the topic. Regardless, it is important for a staff (city or town employee, nonprofit director, main street
manager, etc.) to be responsible for the intern. Remember, your intern is a reflection of your organization and any
communication they have with the community-at-large will reflect on you!
2.What needs does your downtown have that are feasible for an intern? Through a technical assistance visit, downtown
assessment, or other downtown planning process, the needs and priorities of your community have been established.
Evaluate the needs of downtown and determine what can be feasibly accomplished by an intern during a 3- to 6-month period
of time.
3.How will you promote the internship opportunities? Be sure to post the internship on job boards for local colleges and
universities, the DCI website Job Board, and other resources in your community and throughout the state.
Sample Internship Job Descriptions:
The following are sample internship descriptions that can be adapted to fit the needs of your organization and downtown.
Sample Internship Description: Economic Restructuring/Development Intern
Organization: _______________________________________________________________
Job Type: Internship
Degree/Major Preferred: Business, Management, Economics, Accounting, Statistics, Planning, Economic/Community Development,
Public Affairs or Administration, Political Science
Location: ___________________________________________________________________
Job Description: The intern will follow the Economic Restructuring model of the Main Street Four Point Approach, learning about the
recruitment of new businesses and economic uses, and conversion of underused space into more economically productive property.
Projects may be determined by the intern, or supervising organization, but may include studies of:
•Downtown rental rates
•Measuring retail leakages, sales gaps, analyze trends and census data, and determining market feasibility for potential
businesses
•Research on for niche industries in similar communities to determine which types of businesses may work well downtown
•Fundraising and grant-writing
•Business inventory analysis
•Business cluster analysis
•Planning for business incubators
33
•Creating plans for development which include research on potential grants, and analyzing sponsorship opportunities to
improve downtown
Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power
Point. He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff,
business owners, and residents.
Benefits: The Economic Restructuring/Development intern will have the opportunity to personally contribute to the revitalization of
downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as great deliverables for future
employment opportunities.
Sample Internship Description: Urban Design/Architecture/Planning Internship
Organization: ___________________________________________________________________
Job Type: Internship
Degree/Major Preferred: Planning, Landscape Architecture, Interior Architecture, Urban Design, Sustainability Planning, Public Affairs
or Administration, Historic Preservation
Location: _______________________________________________________________________
Job Description: The intern will follow the Design model of the Main Street Four Point Approach, working on the enhancement of the
physical aspects of the downtown district through the rehabilitation of historic buildings, streetscaping projects, and support of planning
personnel.
Projects may be determined by the intern, or supervising organization, but may include studies of:
•Research on historic downtown properties, including tax credits for rehabilitation, development of stories to tell the history of
downtown, etc.
•Sketching potential building or façade rehabilitation
•Developing renderings for future public facilities and downtown structures
•Illustrating design guidelines
•Working with city planners or local designers to develop way-finding strategy
Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power
Point; He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff,
business owners, and residents.
Benefits: The Urban Design/Architecture/Planning intern will have the opportunity to personally contribute to the beautification and
revitalization of downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as great deliverables
for future employment opportunities.
34
Sample Internship Description: Events and Promotions Intern
Organization: ___________________________________________________________________
Job Type: Internship
Degree/Major Preferred: Marketing, Mass Communications, Public Relations, Business, English, Tourism and Hospitality, Historic
Preservation
Location: _______________________________________________________________________
Job Description: The intern will follow the Promotion model of the Main Street Four Point Approach, working on the cultivation of a
positive image of downtown through marketing its characteristics toward residents, investors, and visitors. The intern will work with staff
and promotions committee in coordinating, promoting, and executing downtown special events and marketing for the downtown district.
Projects may be determined by the intern, or supervising organization, but may include:
•Recruiting and coordinating event volunteers
•Plan, coordinate and make logistical arrangements for events
•Attend event planning meetings
•Investigate and solicit event sponsorships
•Promote downtown area and special events through social media, traditional media, and grassroots efforts
•Devise and implement marketing or social media plan
•Design/develop marketing materials
•Develop and market a “Shop Local” campaign or event to encourage residents to visit downtown or local businesses
Skills and Abilities: The intern should have a basic understanding of Microsoft Office programs including Word, Excel, and Power
Point; He or she should have the ability to work independently on projects, and communicate both in-person and in writing to staff,
business owners, and residents.
Benefits: The Events and Promotions intern will have the opportunity to personally contribute to the marketing and promotions of the
downtown district, and events held downtown. Interns will work on tangible projects that can be used in portfolios of work and serve as
great deliverables for future employment opportunities.
35
Sample Internship Agreement
This Internship agreement (the “Agreement”) will confirm the terms and conditions of your Internship with
___________________(Organization Name) located at _______________________________________ (address)
Please review this Agreement carefully, sign it and return it to the your supervisor by ____________ , 2012. This is a legal binding
document.
1) I accept the internship, which has been awarded to me by ___________ (Organization Name) and understand the following:
(a) The internship period will begin on ______________ , 2012 and go through _____________, 2012;
(b) Upon successful completion of my internship, __________________________________(Organization Name) will pay me a stipend
of $_____ (If applicable). Successful completion of my internship is defined as:
•Successful completion of X hours/week during entire stated intern period
•Successful completion of ________________________________________ (list duties here)
•Successful completion of ________________________________________ (list any additional duties here)
•Participation in monthly progress reviews
•Successful completion of final review and exit interview;
(c) DCI accepts no responsibility for costs arising from accidents and/or illness incurred during my internship.
(2) I undertake the following obligations with respect to the internship program:
(a) To observe all applicable policies of the Organization as laid down in the Policy & Procedure Manual and Organization By-Laws;
(b) To always represent ____________(Organization Name) in a professional manner and to refrain from any conduct that would
adversely reflect on the organization;
(c) To keep confidential any and all unpublished information made known to me by the accepting office or department during the
course of my internship that I know has not been made public;
(e) To provide immediate written notice of planned absences or in case of circumstances that might prevent me from completing the
internship.
(f) To complete the internship exit interview at the end of my internship.
Intern Signature:__________________________________________________
Date:___________________________________________________________
36
Sample Internship Learning Objectives
What specifically would you like to gain from this internship? We want to help you to maximize your internship with ___________
(Organization Name) to ensure it is a rewarding learning experience. It is important that you communicate with us what you hope to
gain from this internship so that we can strive to incorporate these goals if it is at all possible. Please think about the goals you would
like to attain through this internship and be prepared to discuss them one week from start date. Consider the following general
objectives: skill development, broader knowledge, career awareness, and personal development.
Please list below what you hope to achieve and/or take away from this internship. Please be as specific as possible so that we can do
our best to help you meet your stated objectives.
1.)
2.)
3.)
Resources for VISTA and Interns to Access
•The DCI Online Resource Library (available to DCI members only)
•Standards for the treatment of historic properties: http://www.nps.gov/hps/tps/standguide/
•Main Street Solution Center (Must be a member of the National Trust for Historic Preservation to access):
http://www.preservationnation.org/main-street/resources/
•A step-by-step guide to a market analysis: http://fyi.uwex.edu/downtown-market-analysis/
37
Succession Planning Matrix
Steps:
1.Planning and consistency for organizational leadership is important to success. Once a board and committees are formed, it is a good idea to start planning for the
future.
2. Complete the below chart but don’t forget to include important volunteers, key business leaders, or representatives from the Town who serve on your board.
3.Remember to revisit each year as a part of your annual retreat.
Leadership Position Name Time remaining
in term
Who will replace them? Is the successor
confirmed?
Necessary next steps to ensure
a smooth transition
President/Chair
Vice President/Chair
Secretary
Treasurer
Design Committee Chair
Organization Committee Chair
E.R. Committee Chair
Promo. Committee Chair
Significant Business 1.
Significant Business 2.
Other:
Other:
38
COMMUNICATIONS STRATEGIES
AU
D
I
E
N
C
E
S
Everyone
*(Bare
Website
Create one website for
communities/downtown to market.
Consider something clever.
Websites are among today’s most
important tools for communicating
Social Media
Linked to website as a way to
drive traffic to website,
communicate up-to-date
information
Get youth involved in using these
mediums to market the
communities?
Marketing/ Advertising
Create well established identity and
package for branding
Engage the communities in the role
out of a joint marketing campaign
Special Events
Concentrate on year-round activation
with emphasis on shoulder seasons
Community Members Community events calendar
Community news and projects
Community resources
Community business listings
Newsletter opt-in
Facebook Shop Local campaign
Standard window posters, in
restaurant table tents or placemats,
etc.
Bill stuffers to promote community
events and business
Community member discount cards
Create special events task force
consisting of Merchants Assoc.,
Chamber, community members, and
businesses.
Conduct an analysis of events,
develop strategic initiatives
Event planning matrix – meet goals
for audience, year-round activation
Day-cation
Visitors
What do they need to plan a trip for a
day?
Package experiences/ build an
itinerary
Maps (of businesses, historical trails &
walks, recreational amenities, etc.)
“Twisitor Center” – visitors can
send in questions about the
community via Twitter and get
responses
Target marketing to key visitor areas
(via ads/ billboards), tour bus groups,
etc.
Printed map(s)
Strengthen Visitor’s Center?
Event series released in advance with
cooperative ideas
Unique experiences at camps for day
visitors
Bring people to town for the day or
evening
Destination
Visitors
Vacation planner
Lodging resources in the region
Links to other visitor sites
Flickr (gorgeous pictures of the
town or view)
Targeted viral marketing for key
interest groups
Visitor Info Packet
Business
Owners/
Investors/ Entrepreneurs
Data about communities to encourage
new business development
Package “doing business” information
Training to diversity with online
businesses
Social media training for
businesses, link them to main
website
Market free business training &
support (i.e. merchandising, basic
customer service and hospitality
training)
Focus on consistent weekend hours
Business Plan Contest
Package “doing business” information
for print
Signature event as business
development strategy
Orgs (Govt,
Chamber,
Non-Profits, etc.)
Common place to post info about
projects, community news
All use same tools (one go to
place for community to find latest
news)
Create and market similar business
incentive policies between the two
communities
Monthly informal meetings to share
info w/& get input from businesses
Business planning/entrepreneurs
training by SBDC
5 Steps to Successfully Plan for Your Community Meetings
Perhaps the most important component necessary for a community meeting to be successful is civic engagement.
There is no one best way to get your community involved, or even one best way to communicate to the entire
population, as this will vary by community. However, below are some best practices to keep in mind for
communicating with your local organizations, business owners, property owners, and residents.
1.Be clear about your message. Be sure you understand the purpose of your meeting as community
members are bound to have questions. You also want to communicate what kind of participation is needed and
why it is to their benefit to have their voices heard by participating in the focus groups or dicsussions. Emphasize
that problems cannot be solved if they are not first identified, and strengths cannot be maximized if you do not
know what they are. It is important for the facilitator or follow up team to hear all community voices to determine
the best action steps for revitalizing your downtown.
2.Identify your stakeholder organizations. Make a list of all organizations and people who have an
investment in your community so that you are certain not to overlook anyone. Remember the chamber of
commerce, visitor and convention bureau, local businesses, large employers, non-profits, hospital, school district,
real estate offices, banks, fire district, library district, town staff, county staff, all elected officials, arts groups,
community colleges, and volunteer associations (e.g., 4H, Masons, and Lions Club).
3.Create your message. There are a variety of ways for communities to reach their populations. Some
communities put an announcement in the local newspaper and others include an announcement with local utility
bills. Below is a listing of basic mediums you should prepare for use. Be sure to include an email address or
phone number for attendees to RSVP or ask questions.
•Personal invite/letter
•Press release
•Flyer
•Website page or posting
•30-60 second verbal presentation that volunteers can make in person
4.Spread the word. Your community is composed of many organizations and individuals. The most successful
community meetings include participation from a variety of community representatives. Not all of the public can
be reached via the same medium. Consider the following options when reaching out to encourage greater
community participation.
Local government (e.g., city and county officials):
•Email or mail a letter detailing the process and
inviting participation
•Follow-up phone calls to reiterate invite
•Send a press release
•Create a flyer to be posted
Business owners:
•Email or mail a letter detailing the process and
inviting participation
•Follow-up phone calls to reiterate invite
•Send a press release
•Create a flyer to be posted
•Visit in person
•Ask to leave flyers for customers
Other local government and organizations (e.g., police
departments, school district, library district, chamber of
Local newspapers:
40
commerce, convention & visitors’ bureau, volunteer
associations, business associations, seniors groups
and hospitals):
•Email or mail a letter detailing the process and
inviting participation
•Follow-up phone calls to reiterate invite
•Send a press release
•Create a flyer to be posted both for employees
and for visitors
•Send a flyer home to parents through the
schools
•Send a press release
•Contact a reporter to promote the downtown
assessment visit prior to the day and to cover
the story the day of the event
•Contact the calendar editor to have it
published in the calendar online and in print
•Place an announcement in the paper
Local radio:
•Send a press release
•Contact station producer to ask if they will
interview a community spokesperson about the
upcoming event
o Be sure to provide the station
producer with a list of questions to ask
interviewee
o Be sure to provide the interviewee
with the same list of questions AND
the answers
•Ask the radio station to post information on its
website
Local television:
•Send a press release
•Contact a reporter to promote the meeting
prior to the day and to cover the story the day
of the event
o Be sure to provide the station
producer with a list of questions to ask
interviewee
o Be sure to provide the interviewee
with the same list of questions AND
the answers
•Ask the TV station to post information on its
website
Online:
•Post the information on your city’s website
•Ask county officials to post the information on
their website
•Ask local organizations to post the information
on their website
•Post the information on social media sites your
community uses, e.g., Facebook, Twitter
Flyers:
•Post flyers at local libraries, post offices,
museums, municipal buildings, and local
businesses (e.g., coffee shops)
5.Plan your agenda carefully. Give careful consideration to when it will be most convenient for community
stakeholders to attend meetings. You want to encourage maximum participation in the process. For example, if
you have a large commuter population, be sure to hold a focus group in the evening; if you have a large business-
owner population, hold a focus group after business hours.
41
Sample Press Release
FOR IMMEDIATE RELEASE
CONTACT: NAME, TITLE
CITY
PHONE, EMAIL
CITY NAME to Participate in Community Revitalization Partnership Technical Assistance Visit with
Department of Local Affairs and Downtown Colorado, Inc. Community Members Encouraged to Participate in
Focus Groups on DATE
CITY NAME – Month XX, 2009 – The City/Town of Name is pleased to announce the upcoming Community Revitalization
Partnership (CRP) visit in conjunction with the Department of Local Affairs (DOLA) and Downtown Colorado, Inc. (DCI) on
Month X-X, 2009. Local organization representatives, business owners, property owners, and residents are encouraged
to participate in focus groups on Month X, 2009.
The CRP program is designed to provide downtown revitalization and economic development technical assistance to
Colorado communities with a population of 20,000 or less and is coordinated by DOLA and DCI, a nonprofit membership
organization committed to building better communities by providing assistance to Colorado downtowns, commercial
districts and town centers, as well as the coordinator of the Colorado Main Street program.
Since 2005 DOLA and DCI have teamed up to offer technical assistance visits to communities involved in downtown
revitalization. Focusing on current conditions in the downtown, a team of three to five professionals spends two days
evaluating the community and facilitating focus groups to provide valuable information about the strengths and
opportunities of the downtown, as well as creating the foundation from which a work plan can be developed.
Through the CRP program, a technical assistance visit, valued at more than $19,000, is provided to accepted applicant
communities for only $3,000 plus travel expenses, after DOLA’s reimbursement. A majority of the team volunteers their
services and the remainder provides services at a highly discounted cost.
The CRP team’s schedule includes a detailed tour of the community and a full day of focus groups with local government
representatives, local organization representatives, business owners, property owners, and residents. The two-day visit
will conclude with a presentation to the public providing an assessment of the community as well as action steps. A
detailed hard-copy action matrix is provided to city officials following the CRP visit.
All local organization representatives, business owners, property owners, and residents interested in participating are
asked to contact Name at Phone or email by date to learn more details about the focus group times.
For further details on how the DOLA/DCI CRP program works, please visit the website at www.downtowncoloradoinc.org.
# # #
Communications Planning Form
42
Today’s Date:_______________Organization/Contact:_______________________________________________________ _____________
Email: _____________________________________________Phone #______________________________________________________
Event Title/Topic to promote & Description: _________________________________________ ________________________________
________________________________________________________________________________________________________________
_________________________________________________________________Date (s) Needed: ________________________________
Goals & Objectives
What are the goals of the community engagement event? (Specific goal of communication activity:)
___Raise awareness about an issue/program ___Encourage Attendance at an Event
___Recruit Volunteers ___Publicize News
___ Recognize Someone/Announce an Award ___Correct Misinformation/Misperceptions
___Other (attach additional information)
Target Audience:
General public County Government
Youth Local Government
Special Interest: students Community partners/agencies
Veterans Neighboring Communities
Retirees Educational institutions
Local Non-Profits, Churches, Associations Developers
Business Owners Media
Property Owners Boards & Commissions
Downtown Employees Other
Geographic:
Downtown Mountain Communities
All of Town Front Range
Neighboring Communities All Colorado
All County Neighboring State
Message to communicate:
•Talking point 1_________________________________________________________________________________________________
_______________________________________________________________________________________________________________
•Talking point 2_________________________________________________________________________________________________
_______________________________________________________________________________________________________________
•Talking point 3________________________________________________________________________________________________
_______________________________________________________________________________________________________________
43
Desired result
______ # of attendees to the event ______Story in the media ______Internal communication ______Fundraising
Outreach to Consider:
Face to Face Community Engagement
Public meeting (town hall, public hearing)
Presence at Community Event ( Boulder Creek Hometown Fair)
Presentations to local service organizations or non profits(HAS, Rotary, Kiwanis, Sierra Club, etc)
Resolution/Proclamation (November is adoption awareness month)
Live streaming video of meeting
Other
Media Options to be used
Traditional Media (to be coordinated with our PIO Barb Halpin and Dan Rowland
Press release (longer communication which would lead to a story in the newspaper, TV or radio news)
Public Service Announcement (short announcement to be read or promoted, usually event driven, which is for public interest or safety)
Editorial board with newspaper
Newspaper feature article
Live or taped radio announcement (KGNU)
Social Media (coordinated by Dan Rowland)
Website (internal/ external)
Blogs
Facebook/Twitter/Youtube
LinkedIn
Handouts and other collateral to be used
•Inserts/FAQ/ to be posted on your website or have inserted in the newspaper
•Flyers
•Direct mail piece (goes to a specific person)
•Annual Report
•Calendar
•Article in Boulder County News
Internal communications
Organizagional
Town-wide
Department Internal Site (SharePoint)
All County
Employee Meetings, Picnics
Employee Recognition Events
Distribution:
Downtown Director Board of Directors Town Government All town Sponsors
44
- Make Facebook page for “Downtown _____”, upload your logo or profile picture, invite
community stakeholders to like and share the page
- Add link to town/downtown website to “Like Downtown____ on Facebook”
- Spend 15-30 minutes each day on your Facebook page:
o Do you have a lot of community photos from past events, promotions, etc? Upload 2-3
archived photos each day. Doing this daily will make your page appear on news feeds
frequently.
o Reply to any comments or inquiries.
o “Like” the organizations and businesses in the downtown business district, create a
schedule for promotion:
Week 1
Downtown Business Name Day of Promo
____ Restaurant Monday
____ Store Wednesday
____ Salon Friday
Week 2
____ Restaurant or Store Monday
____ Service Wednesday
____ Service Organization Friday
Week 2–-
- Continue to post old photos each week, post 2-3 at a time throughout week
- Ask business owners to post about their business, photos, and events
- Create your Twitter Account and Hootsuite account (www.hootsuite.com) to schedule posts in
advance)
- Follow downtown businesses, local, regional and state-wide news outlets, tourism groups,
neighboring towns, etc.
o Schedule posts throughout the week for upcoming events, linking to business websites.
o Every Friday list any events or specials for weekend travelers
Week 3—
- Continue Facebook and Twitter posts
- Search for area businesses on Google Places, Yelp, or any other consumer review website
- Post links to these reviews on Facebook, ask fans to review their favorite local restaurant
EXAMPLE: Weekly Goals to Jumpstart Social Media Marketing in Your
Downtown Week 1–-
45
ORGANIZATIONS TO REVIEW (Information, Technical assistance, Funding)
•American Institute of Architects (AIA), publications, architects, etc.
•American Society of Landscape Architects (ASLA), Landscape Architecture magazine)
•Colorado Brownfield Foundation – Environmental assessments and grants
•Colorado Preservation Inc. (advocacy, state preservation awards, etc.)
•Downtown Colorado, Inc., technical assistance, Colorado Main Street program
•Downtown Institute from Downtown Colorado, Inc. (quarterly training focused on the Main Street Four Point
Approach) Colorado Great Outdoors Colorado (GOCO) Trust Fund (parks, trails, recreation, open space
grants)
•Historical Society (historic surveys, preservation, tax credits, etc.)
•Department of Local Affairs (technical assistance, Energy Impacts Assistance grants, Community
Development Block grants, etc.)
•Downtown Idea Exchange/Downtown Promotion Reporter publications
•US Department of Housing & Urban Development (Housing development, HUD, Economic Development
Initiative grants, etc.)
•Historic Georgetown, Historic Boulder, Historic Denver, Inc. (organizational development for advocacy,
building restoration projects)
•International Downtown Association (IDA)
•League of Historic American Theaters (successful preservation, adaptive re-use projects, national conferences
& workshops)
•Market Analysis Foundation (many good private consultants)
•National Main Street Center (National Town Meeting; publications on Organization, Design, Promotions, &
Economic Restructuring)
•National Trust for Historic Preservation (small grants, Preservation magazine)
•RUPRI Center for Rural Entrepreneurship www.rupri.org Support practice-driven research and evaluation and
facilitate shared learning among practitioners, researchers and policy makers.
•State Historical Fund (grants for surveys and historic preservation)
•TEA-21 Enhancements (grants for trails, transportation corridors, adaptive re-use of bridges, rail corridors,
etc.)
•Traditional Building magazine
•Urban Land Institute (ULI)
Often the best resource is another downtown. Downtown Colorado, Inc. is happy to facilitate a visit, call, or presentation with
another community
Visit: Littleton (gateways, maintenance of civic functions downtown, facade loans, signage, maintenance & cleanliness, etc.);
Loveland (historic theater, public art, compact similar-size downtown); Lamar (authentic prairie downtown, new businesses serving
emerging Hispanic markets, newly formed URA, etc.); Gunnison (arts center, retail mix, Main Street as highway, etc.), Montrose
(special events, bookstores, restaurants, utilizing former railroad property, consolidation of organizations, and newly formed DDA,
etc.); Grand Junction (wayfinding signage, parking solutions, theater(s), public art, DDA, etc.); Longmont (wayfinding signage,
streetscaping, etc.); Greeley (building restorations, civic uses, design guidelines); Durango (heritage tourism, design guidelines,
riverfront uses); Arvada (design guidelines, special events, streetscape, etc.), Lake City (volunteer recruitment and management,
grant writing, cross organization collaboration, heritage tourism and marking historic district as an asset), Steamboat Springs
(downtown organization representing businesses to city, resort oriented chamber, and “The Mountain”, innovative events, etc.)
48
6/13/2013
1
Estes Park
Downtown Colorado, Inc.
Estes Park Downtown Assessment
February 25-26, 2013
Estes Park
Downtown Colorado, Inc.
BUILDING BETTER COMMUNITIES BY PROVIDING ASSISTANCE TO DOWNTOWNS,
COMMERCIAL DISTRICTS & TOWN CENTERS IN COLORADO THROUGH EDUCATION,
ADVOCACY, INFORMATION & COLLABORATION
Membership
Advocacy & Information
Current Events
Legislation
Referrals
Research
Job Announcements
Education
20 Events:
Annual Conference
Issue Forums
Downtown Institute
Tech Assistance
Downtown
Assessments,
Facilitated & Panel
Discussions,
Community Activation,
and more
Estes Park
Why Downtown?
Estes Park
Team Members
Troy Bernburg, Stifel Nicolaus
Katherine Correll, Downtown Colorado, Inc.
Michael Hussey, Nolte Vertical Five
Michael King, Downtown Colorado, Inc.
Carrie McCool, McCool Development Solutions
Basil Ryer, Golden Urban Renewal Authority
Mike Scholl, City of Loveland
Zach Tyler, APA
Isabel Waldman, Downtown Colorado, Inc.
Estes Park
Thank you participants!
•Association for Responsible
Development
•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 Dept.
•Representative of U.S Senator Bennett
•Restaurant Group
•Rocky Mountain National Park
Estes Park
Thank you participants!
•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
6/13/2013
2
Estes Park
Fortune Cookie Lesson
Let your intentions inform
your actions and not the
reverse.
Estes Park
Estes Park
Getting Direction
This is our opportunity area!
Estes Park
Vision Market
PHYSICAL
IMPROVEMENTS
ECONOMIC/ ECONOMIC/
BUSINESS
DEVELOPMENT
MARKETING/
COMMUNICATIONS
HOW DO WE FUND IT?
Estes Park
Focus Group Observations
•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 lots of 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.
Estes Park
Focus Group Observations
“We need to move beyond studies to action.”
6/13/2013
3
Estes Park
Organization
Resource Management
Collaboration
Volunteer Recruiting &
Management
Fund-raising
Estes Park
Observation:Estes Park has a lot of resources
and assets working for it.
Recommendations:
•Don’t just rely on your good
looks! The tourism that you
benefit from is a gift that
you cannot control; focus on
building your entire
community.
•The new economic reality is
that you must partner to
conserve resources and stop
duplication or you will fall
behind.
Estes Park
Observation: The community is lacking clear
direction and strategy to outline how you want
to move forward.
Recommendations:
•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.
•Use visual mapping to identify how your physical assets
are connected.
Estes ParkSites for Redevelopment
Estes Park Estes Park
Observation: The community is lacking clear direction
and strategy…
Recommendations:
•Declare business a priority and
garner political support and
resources behind these efforts.
•Develop one champion to drive the
economic and community
development process and
coordinate other entities.
•Creative districts, historic
preservation, and the Colorado
Main Street Program would provide
additional resources and guidelines
to help shape your initiatives.
6/13/2013
4
Estes Park
Observation: Most successful community
initiatives in Estes Park seem to be in opposition to
something.
Recommendation: Identify unifying concepts
and positive initiatives that people can get
behind.
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.
Estes Park
Observation: Most successful community
initiatives in Estes Park seem to be in opposition...
Recommendations:
•Community engagement
processes can be driven with
economic development, historic
preservation, culture and arts,
youth engagement, and nature
and the environment.
•Develop clear information and
awareness campaigns around
initiatives whether around urban
renewal, performing arts, etc.
Estes Park
Observation: A large retiree population is a
great resource.Recommendation: Utilize job
descriptions from non-
profits, small business, and
the economic
development initiative to
access skills and volunteer
hours and engage more
community members in
your processes.
Estes ParkCommunications & Promotions
Estes Park
Observation: You are what you find on the
internet.
Recommendations:
•Develop clear materials that outline the benefits of living , owning a
business, or buying property in Estes Park year round.
•Focus on available dark fiber, proximity to DIA, Loveland, Denver,
number of visitors, outdoor activity options, quality of school and
library district, etc.
•Post map of all redevelopment sites and prospective uses online.
•Outline the simple steps for opening a business or investing in
property online.
Estes Park
Audience Website Social Media Advertising
Everyone Website for communities or
projects to market.
Linked to website
Communicate up-to-date
information
Youth involved
identity and branding
Engage the community in
joint marketing campaign
Community Community news and
projects
Community resources
Newsletter opt-in
Community business
listings
Highlight successes
Invite input
Ask for support
Link to similar projects
Bill stuffers to promote
community events and
business
Community member
discount cards
Partners List and link all partners
Create partner information
downloads
Consistent sharing of up to date
information on project and
about partners
Utilize other advertising
initiatives to promote your
project
Communications Strategy
6/13/2013
5
Estes Park
Observation: There appears to be several efforts at
enhancing communication and building relationships
around economic vitality.
Recommendations:
•Develop a stronger partnership of economic development
stakeholders by outlining each role and responsibility in
responding to developer interest.
•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.
•Begin to engage the Realtors and banking community to
identify how they can contribute to furthering community
priorities.
Estes Park
Partnership for Economic
Development
Estes Park
Economic
Development
Function
Affordable
Housing
Seasonality Child Care
Business
Attraction
Identify potential
redevelopment sites
and outline
investment
opportunities.
Work to develop a location
neutral relocation package
for business.
Focus on industry and
employment options
for younger
demographics.
Business
Retention
Consider a program to
assist year round
businesses to access
lending programs for
home purchase.
Work with local residents
and businesses to create
shoulder season activities
and shop local campaigns.
Work with
underemployed to
develop professional
development for
potential providers.
Tourism Work to develop materials
and events that will bring
visitors in during winter and
shoulder seasons.
Estes Park
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 are not realized and
untapped.
Recommendations:
•Identify the community event objectives and strategically plan events to
best utilize volunteer resources and maximize economic impact to Estes
Park.
•Create an inventory or clearinghouse of volunteers. This will help to
better understand the skills represented and needed for events.
Estes Park
Event Kids Young Families Partnerships Retail Support Teen Downtown Fundraising Music Food Who Runs It?
Estes Park Winter Festival
X X X X X X X X X
Winter Trails Day
X X X X Estes Area Lodging Assoc.
Rails in the Rockies X X
25th Annual Estes Park Duck
Race X
Jazz Fest & Art Walk X X X X X
Wool Market
Coda Coffee Estes Park Marathon
X X X
Scandinavian Midsummer
Festival X X X X X X
July 4 Celebration X X X X X X X
Strategic Event Objectives
Estes Park
Observation: By aligning events with overall downtown
goals, a year long calendar can improve economic slow
periods, attract repeat visitors, fill lodging vacancies
and bring the community together.
Recommendations:
•Engage locals with live local music, discounts, or other activities (consider
youth, seniors, and specialty groups)
•Work with merchants, hotels, and event organizers to best communicate
opportunities to capture winter tourists.
•Consider working with YMCA to create events within Estes Park in the
winter season (i.e. snowshoeing, cross-country skiing)
•Work with students and youth to plan community events that appeal to
them (i.e. movies, concerts) that can also be open to the public.
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Estes Park
Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec
Estes Park Winter
Festival X
Winter Trails Day X
Rails in the Rockies X
25th Annual Estes
Park Duck Race X
Jazz Fest & Art Walk
Wool Market X
Coda Coffee Estes
Park Marathon X
Scandinavian
Midsummer Festival X
July 4 Celebration X
Rooftop Rodeo X
Heritage Festival X
Longs Peak Scottish
Irish Highland Festival X
Autumn Gold- A
Festival of Bands, Brat
& Beer
X
Elk Fest X
Catch the Glow
Holiday
Parade/Celebration
X
Strategic Events Calendar
Estes Park
Observation: There are many marketing efforts going on,
however there is a need for the downtown merchants to
cohesively work together to better utilize resources.
Recommendation:
•The Rocky Card is a great initiative
that many residents are using!
•However, there is a need to
explore a larger shop local
campaign
•Plan a shoulder season event.
Design the event so that it will
encourage overnight visitors as
well as day trippers from the front
range.
Estes Park
Recruit, retain and
expand
opportunities
for investment.
Estes Park
Observation: There seems to be a
lack of vision for the community.
Recommendations: Solidify the
vision for Estes Park.
•Update the 1996 Estes Valley
Comprehensive Plan
•Adopt a five year Capital
Improvements Program (CIP)
•Implementation Plan
Estes Park
Observation:Developing business friendly process could help support business
and improve the economic conditions within the community.
Recommendations: Review the regulatory processes and documents to remove
barriers to infill & development. Facilitate a community engagement process for
development code revisions:
•Capitalize on opportunities to increase density in the town’s core, i.e.,
encourage a mix of housing types, densities and styles
•Ensure a balanced mixture of land uses/zoning, i.e. commercial,
industrial, zoning, employment zone districts
•Ensure flexibility in the PUD review process
•Work with the County to revise Estes Valley Development Code (EVDC)
•Consider a rural subdivision review approval process (conserve open
space, wildlife corridors)
•Streamline review processes
Estes Park
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.
•Work with Realtor community to assess commercial lease
rates for Estes Park to further engage developers and banks.
•Monitor and be aware of commercial properties that are for
sale in your community.
•Track success!
6/13/2013
7
Estes Park
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.
•Develop a model of the average retail business in Estes Park to
assess how a private developer would identify projects.
•Engage SBDC to help businesses prepare to succeed.
Estes Park
Observation: Training and education could significantly improve
the business environment.
Recommendations:
•Continue the educational speakers and training offered by EALA,
Library, SBDC, and EVPC.
•Encourage all employees to participate in a familiarity tour.
•Hold regular events for local “Third Thursdays” to engage local
employees, businesses and residents and encourage a sense of
community around the commercial district.
Estes Park
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.
•Tap into retirees talents to provide training and volunteers for small
business training and support.
•Cultivate a historic preservation ethic by highlighting the history and
saving historic assets.
•Review home occupation licenses to identify home based business
needs and potential conversion of downtown storefronts to live/work
spaces.
Estes Park
Observation: There are a number of vacant or under utilized
properties that could engage the business development climate.
Recommendations:
•Consider how land uses support each other e.g., commercial,
retail, employment, service, cultural assets.
•Identify uses that fit in with your community vision.
•Pursue public private partnerships to access grants, funding and
technical assistance.
•Inventory underutilized properties and consider best uses that are
consistent with your vision.
•Identify catalyst sites.
Estes ParkSites for Redevelopment Estes Park
Catalyst Sites
6/13/2013
8
Estes Park
Catalyst Sites
Estes Park
Templeton Gap Landfill Concept
•CBF equity project/
CBF project lead
•Privately Owned
•El Paso County
Enclave
•44 Acre Footprint
•Landfill served the
community from
1957 until 1980
•Now under Cleanup
Order with the State
Jesse Silverstein
Executive Director
Colorado Brownfields Foundation
Estes Park
Site Criteria for Renewable Energy
• Buildable Land
• Resource Quality
• Transmission Infrastructure
• Permitting / Zoning
• Market for Energy
• Land Cost
– Highest & Best Use?
• Limited Liability
Estes Park
Design
Enhancing the unique functional and
visual quality of downtown by
addressing all design elements
creates an appealing environment
Estes Park
Observations: The walkability is good in downtown Estes Park,
but the sidewalk maintenance needs to be improved
Recommendation: Improve maintenance sidewalks
Estes Park
Observation: Downtown planters are bare and unattractive
Recommendation: Include evergreen plants and basket plants
to lamp posts
6/13/2013
9
Estes Park
Observation: Although there is significant off-street parking in
the downtown there is a parking shortage during the summer
season and events
Estes Park
Recommendations:
•Improve shuttle system from remote parking to downtown
•Increase remote parking
•Better street signage for shuttle routes and stops
•Enhance the timing of shuttle routes
•Encourage business owners and employees to use remote
parking and shuttle system.
•Meter parking
Estes Park
Observation: Missing links in the trail system
Recommendation: Fill in the mixing links
Estes Park
Funding Mechanisms
Estes Park
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.
Recommendations:
Create a Community development corporations (CDCs) , 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
Estes Park
Recommendation: The CDC would identify funding sources to
create executive director position:
•Visit Estes Park donates in-kind director position via full time equivalent
employee
•Town of Estes Park contributes business license fees
•Businesses contribute membership dues
•Grant writing (e.g. state historical funds, USDA)
•Inter-governmental agreements
Observation: Local government and non-profit
organizations are not working together effectively
towards shared community goals.
6/13/2013
10
Estes Park
Observation: The community needs to identify
appropriate funding mechanisms for proposed
economic development and community assets.
Recommendation: The community campus concept –
potentially including daycare/preschool facility, year
round recreation center, post secondary satellite, and
relocated municipal services – will be source of
economic development and is most effectively financed
via alternative means such as grants and USDA loans.
Estes Park
Observation: the Town of has identified specific
areas for redevelopment/development best
suited for tax increment financing.
Recommendation: Form URA with multiple
discrete project areas to address blighted,
under-utilized and developable projects.
Estes Park
What else is in your tool box?
Estes Park
Organizational Models for Downtown
Urban Renewal
Authority(URA)
Community Development Corp.
(CDC)
Colorado Main Street
Background/
Summary
Established to eliminate
blighted areas for development
or redevelopment by
purchasing, rehabilitating and
selling land for development.
Non-profit community organization with
public/private orientation.
Usually 501(C)(3)
Volunteer driven model with paid staff
usually housed in a non-profit. Can be
housed in another organization or be a
501(C)(3), 501(C) (6), or 501 (c) (4)
Focus Real Estate Development,
Rehab Financing, Infrastructure.
Oriented to advance real estate and
business development. Provides
planning and project development
services.
Uses Four Point Approach: Organization,
Promotion, Economic Restructuring, and
Design.
Pros/Cons Can generate sales and/or tax
increment to finance future
development. Increment needs
approval from county entities;
can be controversial.
Facilitator and problem solver for
otherwise challenging projects
There is no financing built in. Requires
staff and volunteer focus on
contributions, grants, fees and earned
income
Serves as a champion and umbrella for
everything that impacts the commercial
district; enhances and data collection and
reporting for all stakeholder groups; Relies
heavily on volunteers. There is no financing
built in.
Estes Park
Stakeholder Analysis
Stake holder Interest Support
(Y/N)
Import
(1-5)
Contribution Approach
Local Gov’t
(Core Team )
Econ Dev,
Planning,
Y 5 Communications,
Funding,
Zoning,
Coordination
(Internal: Direct or
thru Dept Heads )
Formal:
Presentation to City
Council
Church or Non-
Profit
Ability to
pursue
grants
Y 3 Info Distribution&
Volunteers
Informal: Flyers and
email Invitations
Community
College
Image
Building
N 4 Meeting Space and
Volunteers
Formal: Proposal
and Presentation
School
Administration
Leadership
Program
N 3 Info Distribution,
Meeting Space &
Volunteers
Formal: Letter,
Invitation, Meeting
Estes Park
Action Matrix
Time Task Measure of
success
Initiator Partners
1-3 M Declare the
commercial core a
priority.
Adopt a mission
statement for
improving the
commercial
district.
Town Board Businesses,
Residents,
School,
3-6 M Form Downtown
committee to begin
implementing
priorities set by
visioning committee
Monthly reports
to Visioning
Committee on
progress, Work
plans for
implementation
Business
association or
champion
Visioning
Committee
6/13/2013
11
Estes Park
Thank you
For more information contact
Downtown Colorado, Inc. (DCI), 303.282.0625
www.downtowncoloradoinc.org
Entity Economic
Vitality
Areas of Focus
Economic
Development
Non-profit CDC
with EDC and
Historic
Preservation
functions
Business Attraction
o Identify opportunities for diversifying business mix with business concepts, leakage reports,
and demographic needs.
o Identify opportunities for locations, redevelopment, and investment in the community.
o Create relocation material for prospective businesses/property owners and the prospective
residents that would own them.
o Outreach to county and other economic stakeholders to create regular communications and
response plan around opportunities and threats.
o Point of contact for all new business and property owners.
o Develop relocate to Estes Park tab for website and brochures for distribution.
o Develop an incentive package for relocation and new business to receive sales tax rebate,
waivers on permitting or capital expansion fees, etc.
o Work with planning commission to create policy and procedures for permitting and
development review processes.
Small Business
Support
Estes Valley
Partners for
Commerce
Business Retention
o Ambassador program to visit regularly and identify and track needs and concerns of business.
o Advocate and represent business to the Town and economic stakeholders.
o Connect with library, SBDC, and other partners to maintain and enhance training for existing
and start up businesses.
o Enhance awareness of what products and services can be purchased and accessed locally.
o Networking and familiarity of businesses and property for employees and locals.
o Identify needs for financial assistance and represent collective business community to the
banking sector.
o Educate locals about the benefits of spending tax dollars where you live.
Tourism
Visit Estes
Attract visitors to visit Estes Park
o Fill lodging establishments.
o Drive sales tax dollars.
o Connect with all tourist and convention industry clusters.
o Maintain strong internet and social media presence.
Entity Economic
Vitality
Seasonality Affordable Housing Child Care
Economic
Development
Non-profit CDC
with EDC and
Historic
Preservation
functions
Business Attraction
o Identify opportunities for locations, redevelopment, and
investment in the community.
o Create relocation material for prospective
businesses/property owners and the prospective residents
that would own them.
o Point of contact for all new business and property owners.
o Develop relocate to Estes Park tab for website and
brochures for distribution.
o Develop an incentive package for relocation and new
business to receive sales tax rebate, waivers on permitting
or capital expansion fees, etc.
o Work with planning commission to create policy and
procedures for permitting and development review
processes.
o Outreach to county and
other economic
stakeholders to create
regular communications
and response plan
around opportunities
and threats.
o Identify opportunities for
diversifying business mix
with business concepts,
leakage reports,
demographic needs.
o Work with underemployed
spouses and retired to
engage in training to
develop more options for
child care.
Small Business
Support
Estes Valley
Partners for
Commerce
Business Retention
o Ambassador program to visit regularly and identify and
track needs and concerns of business.
o Advocate and represent business to the Town and
economic stakeholders.
o Connect with library, SBDC, and other partners to maintain
and enhance training for existing and start up businesses.
o Enhance awareness of what products and services can be
purchased and accessed locally.
o Networking and familiarity of businesses and property for
employees and locals.
o Educate locals about the benefits of spending tax dollars
where you live.
o Identify needs for
financial assistance and
represent collective
business community to
the banking sector.
o
Tourism
Attract visitors to visit Estes Park
o Fill lodging establishments.
Visit Estes o Drive sales tax dollars.
o Connect with all tourist and convention industry clusters.
o Maintain strong internet and social media presence.