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PACKET Town Board 2014-10-28
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared. The Mission of the Town of Estes Park is to provide high‐quality, reliable services for the benefit of our citizens, guests, and employees, while being good stewards of public resources and our natural setting. BOARD OF TRUSTEES - TOWN OF ESTES PARK Tuesday, October 28, 2014 7:00 p.m. AGENDA PLEDGE OF ALLEGIANCE. (Any person desiring to participate, please join the Board in the Pledge of Allegiance). PROCLAMATION: National Philanthropy Day. PRESENTATION: Recognition of the Town of Estes Park's Support to the Community of Glen Haven. PUBLIC COMMENT. (Please state your name and address). TOWN BOARD COMMENTS / LIAISON REPORTS. TOWN ADMINISTRATOR REPORT. 1. CONSENT AGENDA (Approval of): 1. Town Board Minutes dated October 14, 2014 and Town Board Study Session Minutes dated October 14, 2014. 2. Bills. 3. Committee Minutes: None. 4. Transportation Advisory Committee Minutes dated September 17, 2014 (acknowledgement only). 5. Parks Advisory Board Minutes dated September 18, 2014 (acknowledgement only). 6. Estes Valley Planning Commission Minutes dated September 16, 2014 (acknowledgement only). 2. LIQUOR ITEMS 1. NEW LIQUOR LICENSE - MURPHY'S RESORT AT ESTES PARK, LLC DBA MURPHY'S RESORT, 1650 BIG THOMPSON AVENUE, ESTES PARK, CO, BEER & WINE LIQUOR LICENSE. Town Clerk Williamson. 3. ACTION ITEMS: Prepared 10/20/14 *Revised NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was prepared. 1. RESOLUTION #28-14 ESTES PARK LOCAL MARKETING DISTRICT BUSINESS AND OPERATING PLAN FOR 2015. Administrator Lancaster & Visit Estes Park President & CEO Fogarty. 2. ORDINANCE # 16-14 EXTENDING INTERIM FLOOD PLAIN REGULATIONS. Chief Building Official Birchfield. 3. PURCHASE OF AIR AMBULANCE SERVICE. Director Williamson. 4. REPORT AND DISCUSSION ITEMS: 1. 2014 CITIZEN SURVEY RESULTS. Public Information Officer Rusch. 2. FLOOD RECOVERY UPDATE. Director Chilcott. 3. CODE COMPLIANCE UPDATE. Planner Kleisler & Code Compliance Officer Reichardt. 5. ADJOURN. * Town of Estes Park, Larimer County, Colorado, October 14, 2014 Minutes of a Regular meeting of the Board of Trustees of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town of Estes Park on the 14th day of October, 2014. Present: William C. Pinkham, Mayor Wendy Koenig, Mayor Pro Tem Trustees John Ericson Bob Holcomb Ward Nelson Ron Norris John Phipps Also Present: Frank Lancaster, Town Administrator Greg White, Town Attorney Jackie Williamson, Town Clerk Absent: None Mayor Pinkham called the meeting to order at 7:00 p.m. and all desiring to do so, recited the Pledge of Allegiance. PRESENTATION. Brian Berg/Parks Municipal Worker presented the Town Board with awards the Town received from America in Bloom, including winning the population category for 4,500 – 10,000, special award for Overall Impression on how the community recovered from the flood, and Circle of Champions. The Board thanked staff and the steering committee for their achievements. The Town is the youngest community to make the Circle of Champions and was encouraged to enter in the international competition. PUBLIC COMMENTS. Jean McGuire/League of Women Voters stated a candidate forum would be held in the Town Board room on October 16, 2014. TRUSTEE COMMENTS. Trustee Ericson stated ballots for the General Election were mailed out by Larimer County. The Transportation Advisory Committee would meet at noon on October 15, 2014 and the Community Development/Community Services Committee would meet at 8:00 a.m. on October 23, 2014. Trustee Phipps reminded the community of the Joint Meeting of the County Commissioners, Town Board and Planning Commission on October 15, 2014. He reviewed the items to be discussed at the upcoming Planning Commission meeting on October 21, 2014 including Falcon Ridge and Planning Commission bylaws. He congratulated Families for Estes on the success of their new event Pumpkins and Pilsners. Mayor Pro Tem Koenig stated Sister Cities would meet October 15, 2014. One of the main topics would be the need to recruit new members and board members. Trustee Norris commented the Visit Estes Park Board would hold their regular meeting on October 21, 2014. The Town continues to accept applications for two positions on the Visit Estes Board through October 20, 2014. He attended a focus group conducted by the Larimer County of Aging to understand the needs and issues of elder care in Estes Park. TOWN ADMINISTRATOR REPORT. Policy Governance Policy 3.3 Financial Planning and Budgeting – Administrator Lancaster reported full compliance with the exception of 3.3.4 and 3.3.5. He stated the Board of Trustees – October 14, 2014 – Page 2 Town would likely expend more funds than the Town would receive in the fiscal year due to considerable flood recovery work being completed in the fourth quarter of 2014. The fund balance in the General Fund may fall below the 25% level set by the Board due to use of the fund for emergency flood recovery expenditures. 1. CONSENT AGENDA: 1. Town Board Minutes dated September 23, 2014 and Town Board Study Session Minutes dated September 23, 2014. 2. Bills. 3. Committee Minutes: a. Community Development / Community Services, September 25, 2014. 4. Estes Valley Board of Adjustment Minutes dated September 9, 2014 (acknowledgement only). 5. Energy Impact Assistance Fund grant for Estes Park Flood Recovery Staffing - $392,512. 6. Resolution #21-14 – Scheduling a Show Cause Liquor Hearing for Everest Kitchen LLC., dba Famous Eastside Groceries, 381 S. St. Vrain Avenue, 3.2% Beer Off Premises Liquor License on November 11, 2014. 7. Resolution #22-14 – Scheduling a Show Cause Liquor Hearing for Rocky Mountain Park Inn, LLC., dba Rocky Mountain Park Inn, 101-201 St. Vrain Avenue, Hotel & Restaurant Liquor License on November 11, 2014. 8. Resolution #23-14 – Scheduling a Show Cause Liquor Hearing for Estes Valley Recreation and Park District ETAL., dba Hangar Restaurant at the Estes Park Golf Course, 1480 Golf Course Road, Hotel & Restaurant with Optional Premise Liquor License on November 11, 2014. 9. Resolution #24-14 – Scheduling a Show Cause Liquor Hearing for Two Dolphins Inc., dba The Grubsteak Restaurant., 134 W. Elkhorn Avenue, Hotel & Restaurant Liquor License on November 11, 2014. 10. Resolution #25-14 – Scheduling a Show Cause Liquor Hearing for M & S. Inc. and La Sierra LLC., dba La Hacienda Bar & Grill , 165 Virginia Drive Unit #18- 1 & 18-2, Tavern Liquor License on November 11, 2014. 11. Resolution #26 -14 Setting Public Hearing date of October 28, 2014, for a new Beer and Wine Liquor License Application filed by Murphy's Resort at Estes Park, LLC dba Murphy's Resort, 1650 Big Thompson Avenue, Estes Park, CO. 12. Audit Committee minutes dates September 26, 2014 (acknowledgement only). It was moved and seconded (Holcomb/Phipps) to approve the Consent Agenda, and it passed unanimously. 2. REPORT AND DISCUSSION ITEMS (Outside Entities): 1. MOUNTAIN STRONG FOR NONPROFITS. Jill Lancaster/Estes Park Non Profit Center Director provided an overview of the Mountain Strong for Nonprofits campaign which allows local and out-of-state Estes Valley enthusiast to donate directly to the nonprofits in Estes Park. The project provides local nonprofits a mechanism to recover from the financial implications Board of Trustees – October 14, 2014 – Page 3 of the flood and grow their donor base. All donations go directly to the nonprofits. 3. ACTION ITEMS: 1. PARKS ADVISORY BOARD BYLAWS. The Town Board approved Resolution 12-14 establishing the Parks Advisory Board to replace the former Tree Board. The Parks Advisory Board has established bylaws to address their new roles and responsibilities as well as reduce the member term from 4 years to 3 years. It was moved and seconded (Koenig/Phipps) to approve the Parks Advisory Board bylaws, and it passed unanimously. 2. RESOLUTION #27-14 SUPPORTING LARIMER COUNTY BALLOT 1A. K-Lynn Cameron/campaign co-chair to Preserve Open Lands Issue 1A presented information on the ballot issue to continue the existing ¼ of one percent open space sales tax originally approved in 1995 and set to sunset in 2018 if not extended. Open space continues to be one of the top five issue the citizens would like Larimer County to focus on, parents in Larimer County find value in spending time outdoors with their children, it continues to be a major component in the quality of life, enhances property values and visitor spending attributes to open space through the tax. The extended tax would sunset in 25 years and would not be taxed on groceries or prescription drugs. After further discussion, it was moved and seconded (Norris/Phipps) to approve Resolution #27-14 Supporting Larimer County Ballot 1A, and it passed unanimously. 3. EASEMENT AGREEMENT BETWEEN THE TOWN OF ESTES PARK AND JOHN AND WINIFRED SPAHNLE. Administrator Lancaster presented the agreement stating it would allow the Spahnle’s to have legal right to use the driveway that is located on Town property. The Town has no current use for the land and it would not affect future town operations. It was moved and seconded (Norris/Holcomb) to approve the driveway easement agreement with John C. and Winifred Spahnle, and it passed unanimously. 4. LOCAL MARKETING DISTRICT ADVISORY COMMITTEE INTERVIEW TEAM APPOINTMENT. The Town’s Policy Governance requires the appointment of two members of the Town Board to conduct interviews for the Local Marketing District Board. At the study session Trustees Holcomb and Norris expressed interest in conducting the interviews. It was moved and seconded (Koenig/Phipps) to approve the appointment of Trustees Holcomb and Norris to the Local Marketing District Board interview panel, and it passed unanimously. 4. REPORT AND DISCUSSION ITEMS: 1. SINGLE AUDIT REPORT. Finance Officer McFarland stated the Town completed the annual Comprehensive Annual Financial Report and submitted the report to the appropriate authorities. The Town was required to complete a single audit because the Town expended more than $500,000 in federal grant funds. The audit was presented for the Board’s review. Whereupon Mayor Pinkham adjourned the meeting at 8:18 p.m. William C. Pinkham, Mayor Jackie Williamson, Town Clerk Town of Estes Park, Larimer County, Colorado October 14, 2014 Minutes of a Study Session meeting of the TOWN BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the Rooms 202/203 in said Town of Estes Park on the 14th day of October, 2014. Board: Mayor Pinkham, Mayor Pro Tem Koenig, Trustees Ericson, Holcomb, Nelson, Norris and Phipps Attending: All Also Attending: Town Administrator Lancaster, Town Attorney White, Finance Officer McFarland and Town Clerk Williamson Absent: None. Mayor Pinkham called the meeting to order at 4:30 p.m. TRUSTEE COMMENTS & QUESTIONS. Trustee Norris commented on the need to send a letter to WAPA. A letter from the mayor would be sent this week with the previously approved Resolution 18-11 outlining the Town’s concerns with the Estes-Flatiron project. Board discussion was heard on the NEPA meeting held for the Downtown Loop project. The meeting was unclear and a discussion on the process at the beginning of the meeting would have been helpful for the public. The Trustees stated a number of the public assumed they had the ability to choose a traffic option and that was the purpose of the meeting. The Board requested staff prepare a summary article to outline the NEPA process for the public and the intent of future meetings. Administrator Lancaster stated the Board selected the one-way couplet when it applied for the grant and the one-way couplet would remain the preferred alternative unless additional information comes forward to change the Board’s decision. To change the road alignment the Board would have to take formal action. Mayor Pinkham stated the Town has advertised for two Local Marketing District board positions, and therefore, the Board must appoint two members to the interview committee. Trustees Holcomb and Norris expressed interest in sitting on the interview panel. FUTURE STUDY SESSION AGENDA ITEMS. Trustee Nelson requested a future study session be held to conduct a visioning session for the downtown area/neighborhood plan. Trustee Phipps questioned when the Board would review the bids for the parking garage. Administrator Lancaster stated the two grants received for the structure are in direct contradiction with how the bids should be submitted. CDOT continues to work with the two agencies on the Town’s behalf to determine how to move the bidding process forward. Administrator Lancaster stated the consultants working on the new utility rates are available to attend the Town Board study session on November 11, 2014 to provide the Board with an overview of rates and the rate study. Public Information Officer Rusch would provide the Town Board with the results of the citizen survey for review and present an overview of the survey to the community at the Town Board Study Session – October 14, 2014 – Page 2 regular Town Board meeting on October 28, 2014. The Board would discuss the survey at the November 25, 2014 study session if further discussion is needed. FOLLOW UP DISCUSSION ON SEASONAL TOUR BUSINESS ISSUES. Administrator Lancaster stated the Town did not receive complaints related to the trolley business operating out of the Visitor Center parking lot. The horse drawn carriage businesses did receive some complaints. The Town does not have the authority to regulate the carriages on state highway; however, they can be regulated on local streets. Staff may want to review changes to the Development Code as it relates to the need for a brick and mortar location to conduct business downtown. CODE OF CONDUCT. Administrator Lancaster presented the Board with a revised Code of Conduct for their consideration. Attorney White reviewed a number of changes to the code which were reviewed by the Board. Discussion followed on the appropriateness of corresponding with constituents when a message has been sent to the full Board and the use of official Town letterhead when responding. TOWN WATER OWNERSHIP AND ISSUES. Attorney White provided a review of the Town’s water rights, including contract rights, direct flow rights, pros and cons of each type of water right, augmentation plan and other water related issues. He stated the augmentation plan is integral to the Town’s municipal water system and is designed to maximize the use of the Town’s water rights. The Town has contract rights for water through the Bureau of Reclamation, Colorado Big Thompson, and Windy Gap which is fully consumable water and is used for augmentation. The Town’s direct flow water rights include Glacier Creek, Estes Park Town Company Pipeline and Estes Park Cascade Diversion. Attorney White reviewed the pros and cons of each water right including type of right, yield, cost, single versus variable yield, limited treatment, use for augmentation plan, carry over limitation, no volumetric limitation for direct flow and can be used 365 days a year, and variable water flow. The Water department considers issues related to the adequacy of the Town’s water rights portfolio for future water system demand, future of integrated operations in the new Carriage contract with the Bureau of Reclamation for the Windy Firming Project, the effect of the Windy Gap Firming Project on the Town’s future water demands, maximizing the Glacier plant treatment capacity, redundancy in treatment and transmission, Colorado River issues including the Colorado River compact call, climate change, and other environmental concerns. He informed the Board that staff continues to work with the Prospect Mountain Water Company to deliver water to 137 customers. The Town has provided water to the system for the past two years and has been working toward a permanent agreement. The Town has bought and incorporated a number of smaller water companies in the valley over the years. The main issue revolves around the fact the current water users should not subsidize the new users on the system that have not paid taps and rates. There being no further business, Mayor Pinkham adjourned the meeting at 6:30 p.m. Jackie Williamson, Town Clerk Town of Estes Park, Larimer County, Colorado, September 17th, 2014 Minutes of a Regular meeting of the Transportation Advisory Committee of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Town Hall Rooms 202 & 203, in said Town of Estes Park on the 17th day of September, 2014. Present: Kimberly Campbell Cory LaBianca Stan Black Belle Morris Bryon Holmes Gregg Rounds Amy Hamrick Also Present: Greg Muhonen, Public Works Director Kevin Ash, Public Works Civil Engineer Jen Imber, Public Works Administrative Assistant Sandy Osterman, Shuttle Committee Representative Absent: Ann Finley Thom Widawski Chair Campbell called the meeting to order at 12:05 p.m. GENERAL DISCUSSION Chair Campbell welcomed new member Amy Hamrick, who attended the meeting as the ninth official committee member. Amy gave a brief overview of her interest in serving on the committee and her experience as an avid cyclist, o wner of Kind Coffee and service on the Estes Valley Library Board of Trustees. Minutes from the August meeting were reviewed by members. It was moved and seconded (Black/Labianca) to approve the August minutes, with the motion passing unanimously. Director Muhonen reported he had been contacted by VanGo Vanpool Services out of Fort Collins regarding van service options for commuters traveling to Estes Park on Highway 34. The company has vans available for Estes Park commuters and is gauging interest in the program. Local employers could announce the opportunity to employees and recruit interest in ridership. Vanpool members pay a monthly fee that helps cover the costs of the van, fuel, maintenance and insurance. Driving responsibility is shared and negotiated amongst the drivers. A GOCO grant was recently awarded to the Estes Valley Recreation & Park District for creation of a trail master plan. The committee would like to invite EVRPD Director Skyler Rorabaugh to a future meeting to talk about development intent. With a portion of the 1% sales increase the Town has received is reserved for trails in Town , the committee feels the Town should work with EVRPD to incorporate trail systems. BUS/RV PARKING IN MUNICIPAL LOT Kevin Ash reported observations made on RV, buses and other vehicles in the Municipal/Library parking lot during the summer months. Many small passenger vehicles were parking in RV/bus spaces. If the RV/bus spaces were eliminated, ten additional vehicle spaces would become available, but an entire reconfiguration of the parking lot would be necessary. With impending changes in parking and traffic flow due to the FLAP project and construction of the parking structure, Director Muhonen recommended tabling a parking lot reconfiguration. A new way of thinking will be cultivated along with these capital projects that could alleviate issues with RVs and buses. PARKING STRUCTURE UPDATE The Town is planning to get the parking structure out to bid in October, with construction Transportation Advisory Committee – September 17th, 2014 – Page 2 to take place in November 2014. Contractors will be asked to bid the full package, with deductive items so cost can be controlled as needed. Public will have the opportunity to comment at the Town Board meeting when the contract is awarded. The consultant has advised the project be referenced henceforth as the Visitor Center Transit Hub, instead of the parking structure. The committee would like Public Works to provide monthly updates on the Transit Hub for the duration of the project. FLAP PROJECT UPDATE Four stakeholder groups, including representative with interests in environmental, alternative modes of transportations, and downtown businesses, will be selected to guide the concepts and design efforts for the FLAP project. Director Muhonen suggested the Town’s TAC could effectively participate with one member joining each stakeholder group and potentially chairing the group. A public open house is scheduled for October 8th; all TAC members should plan to attend for an opportunity to provide input. The committee would like Public Works to provide monthly updates on the FLAP project for the foreseeable future. DOWNTOWN PARKING The committee discussed effective ways to advise the Town Board on paid parking in the downtown corridor. The majority of the committee feels paid parking would elevate the consumer experience by encouraging shuttle ridership and walking instead of driving circles trying to find a parking space. The topic continues to be a priority of discussion. HIGHWAY 34 PERMANENT RECONSTRUCTION Kevin Ash gave an update on CDOT’s plans for permanent reconstruction of Highway 34. Construction is planned for the fall of 2015, with 16 miles of needed repair causing a much more significant impact on traffic. CDOT is looking for input on design from local stakeholders. The TAC would like to provide detailed input on bike-friendly components and the committee suggested a letter from the Town and mayor to CDOT in support of multi-modal elements. Belle Morris and Bryon Holmes volunteered to write a draft, with other members invited to send Belle an email with suggestions of ideas to be included. Chair Campbell adjourned the meeting at 2:01 p.m. Town of Estes Park, Larimer County, Colorado, September 18th, 2014 Minutes of a Regular meeting of the Parks Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held in the Town Hall Room 202, in said Town of Estes Park on the 18th day of September, 2014. Present: Dewain Lockwood Merle Moore Ronna Boles Chris Reed Celine Lebeau Also Present: Greg Muhonen, Public Works Director Kevin McEachern, Public Works Operations Manager Jen Imber, Public Works Administrative Assistant Bob Holcomb, Town Board Trustee Russ Franklin, Parks Supervisor Absent: Terry Rustin Kevin McEachern called the meeting to order at 4:04 p.m. WELCOME NEW MEMBERS Three new members were welcomed to the board, with two of them in attendance at the September meeting. Ronna Boles and Merle Moore introduced themselves and gave a brief overview of their related experience and interest in the board. The third new member, Terry Rustin, looks forward to meeting the board at the October meeting. APPROVAL OF NEW BYLAWS The bylaws for the Parks Advisory Board were reviewed by members. Minor amendments were proposed to Section III, A and Section VII, A. A motion was made (Moore/Lockwood) to approve the bylaws with amendments, with all voting in favor. BUDGET APPROVAL FOR PURCHASE OF TREES Manager McEachern reported on 2014 Parks Advisory Board budget. One of the requirements for Tree City USA the Town must spend $2 per capita toward planting, care and removal of city trees. This budget must be tracked and spent appropriately by the Parks Advisory Board. Manager McEachern will provide a report of 2014 expenditures, as well as the proposed 2015 budget, at the October meeting. POLICY & PROCEDURE A priority for the Parks Advisory Board is the creation of an Art in Public Places policy. Director Muhonen led a discussion on the PAB’s responsibility in this process. PAB members felt it would be most productive for staff to research and collect sample policies to provide as examples. PAB members could then provide input on individual elements that would work well for the Town’s policy. Director Muhonen and staff will develop a schedule for completion, with the process resulting in an art ordinance and policy to recommend to the Town Board. The creation of a tree care ordinance is also needed, but less urgent, as policies currently exist that can be expanded on when needed. 511 W. ELKHORN AVENUE IMPROVEMENTS A townhome development along West Elkhorn has requested the Town-owned sidewalk area along their private property be improved. The new property owner is putting millions into redeveloping his property and would like the Town to invest in improvements for the area instead of keeping it in a natural state. Budget money would be needed for improvements and additional annual money for maintenance would also be required. The Town is seeking suggestions from the PAB on upgrades to this location. Bob Holcomb suggested adding it as a Town Board Study Session item if PAB Parks Advisory Board – September 18th, 2014 – Page 2 is in favor of these improvements. Director Muhonen asked PAB members to walk the area and consider options to be discussed at the October meeting. OTHER BUSINESS A new meeting time of 12:30 pm on the third Thursday of the month was proposed. A motion was made (Reed/Lebeau) to change the time of the meeting to 12:30 pm on the third Thursday of each month, with voting in favor. Manager McEachern spoke to the need of the Parks Advisory Board to elect a chair and co-chair of the board. All members were asked to consider serving in these roles, with an election of officers to be voted on at the October meeting. With no other business to discuss, a motion was made (Boles/Lockwood) to adjourn the meeting at 4:58 pm, with all voting in favor. TOWN CLERK Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: October 28, 2014 RE: Liquor Licensing: New Beer & Wine Liquor License Application for Murphy’s Resort at Estes Park, LLC dba Murphy’s Resort, 1650 Big Thompson Avenue Objective: Approval of a new Beer & Wine liquor license located at 1650 Big Thompson Avenue, Estes Park, Colorado. Application filed by Murphy’s Resort at Estes Park, LLC, dba Murphy’s Resort. Present Situation: An application for a new Beer & Wine liquor license was received by the Town Clerk’s office on September 25, 2014. All necessary paperwork and fees were submitted; please see the attached Procedure for Hearing on Application – New Liquor License for additional information. The applicant is aware of the Town Board’s Training for Intervention Procedures (TIPS) requirement. The applicant has not yet attended TIPS training, however several of their staff members completed the course in September 2014. The liquor license application has been sent to the Colorado Department of Revenue Liquor Enforcement Division (LED) for a concurrent review as requested by the applicant. This allows the LED to review the application simultaneously with the Town and expedites the issuance of the new liquor license. Proposal: Town Board review and consideration of the application for a new Beer & Wine liquor license. Advantages: Approval of the license provides the business owner with the opportunity to operate a liquor-licensed establishment in the Town of Estes Park. Disadvantages: The owner is denied a business opportunity to serve alcohol to patrons of the hotel. Action Recommended: Approval of the application for a new Beer & Wine liquor license. Budget: The fee paid to the Town of Estes Park for a new Beer & Wine Liquor license is $1112. The fee covers the administrative costs related to processing the application, background checks, and business licensing. In addition, the annual renewal fee payable to the Town of Estes Park for a Beer & Wine Liquor license is $662. Level of Public Interest Low Sample Motion: The Board of Trustees finds that the reasonable requirements of the neighborhood are/are not met by the present liquor outlets in the neighborhood and that the desires of the adult inhabitants are/are not for the granting of this liquor license. Based upon these findings, I move that the application for a new Beer & Wine Liquor license filed by Murphy’s Resort at Estes Park, LLC dba Murphy’s Resort be approved/denied. Attachments: 1. Procedure for Hearing 1 July 2002 PROCEDURE FOR HEARING ON APPLICATION NEW LIQUOR LICENSE 1. MAYOR. The next order of business will be the public hearing on the application of Murphy’s Resort at Estes Park, LLC dba MURPHY’S RESORT for a new Beer & Wine Liquor License located at 1650 Big Thompson Avenue, Estes Park, Colorado. At this hearing, the Board of Trustees shall consider the facts and evidence determined as a result of its investigation, as well as any other facts, the reasonable requirements of the neighborhood for the type of license for which application has been made, the desires of the adult inhabitants, the number, type and availability of liquor outlets located in or near the neighborhood under consideration, and any other pertinent matters affecting the qualifications of the applicant for the conduct of the type of business proposed. OPEN PUBLIC HEARING 2. TOWN CLERK. Will present the application and confirm the following: The application was filed September 25, 2014. At a meeting of the Board of Trustees on October 14, 2014, the public hearing was set for 7:00 p.m. on Tuesday, October 28, 2014. The neighborhood boundaries for the purpose of this application and hearing were established to be 4.25 miles. The Town has received all necessary fees and hearing costs. The applicant is filing as a Limited Liability Company. The property is zoned A which allows this type of business as a permitted use. The notice of hearing was published on October 17, 2014 . The premises was posted on October 16, 2014 . 2 There is a police report with regard to the investigation of the applicant. Status of T.I.P.S. Training: X Unscheduled Scheduled Completed There is a map indicating all liquor outlets presently in the Town of Estes Park available upon request. 3. APPLICANT. The applicants will be allowed to state their case and present any evidence they wish to support the application. 4. OPPONENTS. The opponents will be given an opportunity to state their case and present any evidence in opposition to the application. The applicant will be allowed a rebuttal limited to the evidence presented by the opponents. No new evidence may be submitted. 5. MAYOR. Ask the Town Clerk whether any communications have been received in regard to the application and, if so, to read all communication. Indicate that all evidence presented will be accepted as part of the record. Ask the Board of Trustees if there are any questions of any person speaking at any time during the course of this hearing. Declare the public hearing closed. 6. SUGGESTED MOTION: Finding. The Board of Trustees finds that the reasonable requirements of the neighborhood are/are not met by the present liquor outlets in the neighborhood and that the desires of the adult inhabitants are/are not for the granting of this liquor license. Motion. Based upon the above findings, I move that this license be granted/denied. RESOLUTION # 28-14 WHEREAS, the Estes Park Local Marketing District has filed with the Town Clerk the Estes Park Local Marketing Business and Operating Plan for 2015 along with its proposed budget for the 2015 calendar year; and WHEREAS, pursuant to Section 29-25-110 C.R.S. and the applicable provision of the Intergovernmental Agreement dated August 26, 2008, between the Town of Estes Park and the Board of County Commissioners, Larimer County, the Town Board shall approve or disapprove the Operating Plan within thirty (30) days after receipt of said Plan, the proposed budget and all additional documentation requested by the Town; and WHEREAS, the Town Board has reviewed the Operating Plan and proposed budget and has determined that the Operating Plan will provide efficient and cost effective marketing and promotion services for the Estes Park Local Marketing District Service Area. NOW, THEREFORE, BASED UPON THE RECITALS SET FORTH ABOVE WHICH ARE INCORPORATED HEREIN BY REFERENCE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES PARK, COLORADO AS FOLLOWS: 1. The Estes Park Local Marketing District Business and Operating Plan for 2015 as filed with the Town Clerk is hereby approved. Dated this___________________________, 2014. ______________________________ Mayor ATTEST: ________________________________________ Town Clerk ESTES PARK LOCAL MARKETING DISTRICT ______________________________________________________________________ VISIT ESTES PARK 2015 OPERATING PLAN Approved September 16, 2014 Visit Estes Park – 2015 Operating Plan Page 1 Table of Contents Page Visit Estes Park Organizational Structure ..................................................................................................................... 1 Visit Estes Park Mission, Vision, Core Values .............................................................................................................. 3 Timeline .................................................................................................................................................................................... 4 Local Marketing District Overview .................................................................................................................................. 6 Travel & Tourism ..................................................................................................................................................................... 7 The Basis of the Estes Park Economy ....................................................................................................... 7 Travel Trends ...................................................................................................................................................... 8 The Power of Travel & Tourism Promotion ........................................................................................... 9 Destination Product Development .......................................................................................................... 11 State Tourism ................................................................................................................................................... 12 Wellness Tourism ........................................................................................................................................... 12 Regional Tourism ............................................................................................................................................ 13 2015 Marketing Plan ........................................................................................................................................................... 13 Advertising ........................................................................................................................................................ 14 Media .................................................................................................................................................................... 16 Creative Assets ................................................................................................................................................. 19 In‐Market Engagement ....................................................................................................................................................... 20 Public Relations ..................................................................................................................................................................... 20 VisitEstesPark.com Website............................................................................................................................................. 24 Social Media ............................................................................................................................................................................ 26 Email Marketing .................................................................................................................................................................... 28 Collateral Development ..................................................................................................................................................... 29 Partnership Development ................................................................................................................................................. 31 2015 Budget ............................................................................................................................................................................ 37 Visit Estes Park – 2015 Operating Plan Page 2 Visit Estes Park Organizational Structure Organization The Estes Park Local Marketing District (LMD) is the legal entity under which the 2% lodging tax is submitted. The registered “doing business as” is Visit Estes Park. The formation of the Local Marketing District and the 2% lodging tax were approved by District voters in November 2008 and lodging tax collections went into effect on January 1, 2009. Staffing and operations began in January 2010. The Visit Estes Park Board focuses direction to the President & CEO, other than ordinary involvement in committees, in order to keep reporting direct and focused, without confusion. We believe this is very important to keep individual agendas from getting involved. Any necessary communication and direction to be given to the President & CEO during periods between board meetings will be handled by the Visit Estes Park Chair. In the absence or incapacitation of the Chair, this responsibility will be handled by the Vice Chair. The Local Marketing District (LMD) Model According to Colorado State Statute, the Local Marketing District may provide any of the following services within the district: (a) Organization, promotion, marketing, and support of public events; (b) Activities in support of business recruitment, management, and development; Coordinating tourism promotion activities. (c) No revenue collected from the marketing and promotion tax levied under section 29‐25‐112 may be used for any capital expenditures, with the exception of tourist information centers. (d) To have the management, control, and supervision of all the business and affairs of the district and of the operation of district services therein; (e) To appoint an advisory board of owners of property within the boundaries of the district and provide for the duties and functions thereof; (f) To hire employees or retain agents, engineers, consultants, attorneys, and accountants; (g) To adopt and amend bylaws not in conflict with the constitution and laws of the state or with the ordinances of the local government affected for carrying on the business, objectives, and affairs of the board and of the district; and (h) To exercise all rights and powers necessary or incidental to or implied from the specific powers granted in this article. Such specific powers shall not be considered as a limitation upon any power necessary or appropriate to carry out the purposes and intent of this article. Visit Estes Park – 2015 Operating Plan Page 3 Visit Estes Park Board of Directors Bill Almond, Chair ‐ YMCA of the Rockies Jon Nicholas, Vice Chair ‐ Estes Park Economic Development Corporation Scott Webermeier, Secretary/Treasurer – National Park Village Lindsay Lamson – Rocky Mountain Resorts & EALA Board Lynette Lott – Rocky Mountain Resorts & EALA Board Chris Wood – McGregor Mountain Lodge & Rocky Mountain Performing Arts Center Adam Shake ‐ Neanderthal Productions Social Media Consulting & EVPC Board The seven member Board is appointed, with five members appointed by the Town of Estes Park Board of Trustees and two by Larimer County Board of County Commissioners. Each serves a four year term. Current bylaws limit each member to two consecutive terms. Visit Estes Park Staff Peggy Campbell – President & CEO – Retired on June 13, 2014 Elizabeth Fogarty – President & CEO – Began on June 14, 2014 Suzy Blackhurst – Director of Operations & Finance Brooke Burnham – Director of Public Relations & Communications Kirby Hazelton ‐ Director of Partnership Development Kellen Toulouse – Digital Communications Manager Key Players Visit Estes Park Board of Directors Visit Estes Park Staff Town of Estes Park Elected Officials & Staff Larimer County Elected Officials & Staff State Elected Officials & Staff Rocky Mountain National Park Rocky Mountain Conservancy Tourism Partners Community Partners Visit Estes Park Mission, Vision, Core Values Mission: Attract guests to the District through effective and efficient destination marketing and management in order to drive year‐round economic growth. Vision: To be a year‐round tourism, group and event destination that supports our healthy mountain village with a balance of financial success, positive and memorable experiences for guests, and quality of life for our community. Core Values: Accountable, Ethical, Proactive, Respectful, Responsive, and Transparent Visit Estes Park – 2015 Operating Plan Page 4 Timeline Projects & Marketing Partners 2008: Lodging tax passed with voter approval in November 2009: 2 percent lodging tax collections went into effect January 1. 2010: Strategic Marketing Plan (Hannah Marketing) Turner PR hired 2011: Year‐round visitor study (Hannah Marketing) National Consumer Brand Awareness – Perception Study (YPartnership) Began Destination Brand Strategy (Duane Knapp) 2012: Destination Brand Strategy (Duane Knapp) Economic & Fiscal Impact of Tourism on the Estes Park Economy research study (Tucker Hart‐Adams of Summit Economics) IGA between LMD and Larimer County was established and confirmed distribution of payments in lieu of taxes (PILT) for 2% of rental fees for all camping and cabins owned by Larimer County. 2013: New marketing Creative & Advertising (Cultivator Advertising & Backbone Media) New website & mobile site (simpleview) Customer Relationship Management system (simpleview) Brand Culturalization – Began Phase 4 Earned DMAI (Destination Marketing Association International) DMO accreditation; in effect for four years. Digital Communications Manager added to staff (July). Eliminated two positions post‐flood. Confirmed partnership with Town of Estes Park and their certified annual financial review with Clifton Larson Allen, LLC. Total post‐flood grant award: $75,000 2014: Began using Barcelona Principles for PR tracking Visit Estes Park – 2015 Operating Plan Page 5 Received the Award of Excellence, along with Turner PR, from the Public Relations Society of America for Crisis Communications after the September 2013 flood Total post‐flood grant award: $421,560 Past Catastrophic Events 2012: In 2011‐2012, Colorado had an extremely dry winter. This resulted in over 21 wildfires during 2012 and garnered national media attention. The most notable in regards to destruction and/or proximity to Estes Park were: Woodland Heights Fire (Estes Park), Fern Lake Fire (Rocky Mountain National Park), Waldo Canyon Fire (El Paso & Teller Counties), Flagstaff Fire (Boulder County), and High Park Fire (Larimer County). 2013: Summer season again started with catastrophic wildfires in Colorado and the west, and again garnered much unwanted national media attention. The Black Forest fire, near Colorado Springs, began on June 11, 2013. The evacuation area covered 94,000 acres, 13,000 homes and 38,000 people. The fire was 100 percent contained on June 20, 2013, but 14,280 acres had burned, at least 509 homes were destroyed, and two people had died. This was the most destructive fire in the state's history. The natural disaster of the 2013 Colorado flood began on September 9, 2013 and peaked in Estes Park on September 13. A slow‐moving cold front stalled over Colorado, combined with warm humid monsoonal air, caused up to 20” of rainfall in some areas. This resulted in catastrophic flooding, causing President Obama to declare a state of emergency for Larimer County (a total of 14 counties were designated state of emergency). The devastation isolated the town for weeks, due to the immense damage to Highways 7, 34 and 36. Homes and businesses were destroyed, leaving many displaced and seeking temporary housing. According to FEMA, the recovery from a disaster of this caliber will take an average of 3‐5 years, however Estes Park is already showing signs of resiliency and renewed strength following the one year anniversary of the 2013 flood. The federal government shutdown began on October 1, 2013 and caused Rocky Mountain National Park to close, further delaying Estes Park’s flood recovery. Thankfully, an agreement was reached between the Interior Department and Governor Hickenlooper to reopen the park with donated state funds, thus reopening the park on October 12. 2014: In 2014, Visit Estes Park was charged with mitigating the negative impact the September 2013 flood had on the perception of Estes Park and the consumer demand to travel to Estes Park. There were businesses that could not re‐open due to lost revenue and cost of repairs. Others tried to hold on, but eventually closed due to decreased sales as well. Many residents and businesses applied for loans and grants. Continued media coverage of the tragic flood proved challenging, yet the community joined efforts to create a consistent message that Estes Park was open and welcoming guests. Visit Estes Park – 2015 Operating Plan Page 6 Visit Estes Park sought every available resource to effectively combat misperceptions of devastation, overcome challenges of road closures and to reposition a “damaged” Estes Park as a rebuilt destination offering renewed and expanded high‐quality guest experiences. These efforts included applying for and obtaining alternative funding in the forms of contributions, increased investments and grants. The additional funds received allowed Visit Estes Park to conduct both short‐term and long‐term investments in advertising and public relations. Emergency funding through regional and partner contributions and grants in 2014 totaled $421,560. Regional $ 45,000 EDA $126,683 CDBG‐DR $149,877 Town of Estes Park $100,000 Emergency funding through regional & partner contributions and grants in December 2013 totaled $75,000. Northern Colorado Community Foundation $ 74,000 Individual Contribution $ 1,000 Highway 36 delays and closures continue to present Estes Park with challenges, although we continue to work with Colorado Department of Transportation and local media, supplemented by our own marketing efforts. Local Marketing District Overview The Estes Park Local Marketing District continues to be organized by Intergovernmental Agreements (IGA) among the LMD, the Town of Estes Park and Larimer County. Funding and Revenue The primary funding source for the district continues to be the 2% lodging tax which is collected by district lodging properties from their guests for stays of fewer than 30 days. This tax is remitted to the Colorado Department of Revenue on a monthly and quarterly basis (depending on size of business) and then distributed to the Estes Park LMD. LMD 2% lodging tax collections were $1,250,623 in 2010, $1,343,774 in 2011, and $1,513,414 in 2012. The 2013 lodging tax revenue totaled $1,359,532, a 10% decrease from revenues derived in 2012. A host of factors contributed to the decline: A significant quantity of back taxes and fines payments seen in previous years was not realized in 2013. Heavy snowfall during the spring months led to a drop in travel to the Estes Valley. The September 2013 flood also had a major impact. Continuing to work with independent financial auditors and the Town of Estes Park to ensure a smooth process and a successful audit will again be important in 2015. Visit Estes Park’s audit is Visit Estes Park – 2015 Operating Plan Page 7 integral to the Town of Estes Park’s CAFR (Comprehensive Annual Financial Report). The LMD audit was approved, showing no material weakness or significant deficiency. Visit Estes Park will continue its work with the State of Colorado Department of Revenue in pursuing the collection of outstanding lodging taxes. Visit Estes Park will also place additional energy on both in‐Town vacation rentals and ‘County’ vacation rentals (those rental properties located outside of Estes Park Town limits, but inside the County / Local Marketing District). We will work closely with the Town regarding VRBO regulation and tax submissions as well. Revenue is also received as a result of offering advertising to our stakeholders to promote their business through Visit Estes Park. Fires & Floods Vacationers are leery of traveling to an area where there were forest fires. The Fern Lake Fire in Rocky Mountain National Park that began in late 2012 was not declared extinguished until June 2013. At about the same time in June, national news coverage of massive wildfires in Colorado Springs, the Royal Gorge, and southern portions of the state led to a drop in tourism throughout Colorado, including Estes Park. The September flood virtually stranded Estes Park for a short period, due to Hwy 7, 34 and 36 being closed due to flood damage. Trail Ridge Road and Colorado Hwy 7 from Nederland was reopened in October. Unfortunately, this was followed by the US Government’s shutdown in early October. The State of Colorado funded park operations, thereby reopening RMNP, before the federal government’s shutdown ended. Staff Partnerships with Town of Estes Park Visit Estes Park staff will continue to work closely with the Visitor Center, Visitor Services, and Events, ‐‐all funded and managed by the Town of Estes Park, and are part of the Town’s Community Services Division. The new Event Coordinator position, voted upon by Town Board September 2014, will help enhance our quality of life and build a year‐round economy. Travel & Tourism Tourism: The Basis of the Estes Park Economy In 2012, Visit Estes Park commissioned the first ever study to define the impact of tourism on the Estes Park economy. The Economic & Fiscal Impact of Tourism on the Estes Park Economy research study was conducted by Tucker Hart‐Adams of Summit Economics. The study found that: Tourism is the basis of the Estes Park economy Estes Park welcomes over 2 million visitors per year (Per Summit Economics 2012 report) Estes Park’s 2 million visitors spend about $187 million per year in the area Tourism provides more than half the jobs in Estes Park Visit Estes Park – 2015 Operating Plan Page 8 Tourism jobs result in $46.7 million in earnings each year Guests provided the Town about 54.1% of its revenues, almost $18 million annually The tourism industry saves each Estes Park resident $418 annually in municipal costs Tourism enhances the quality of life for each resident Travel Trends* The 2014 Editions of the State of the American Traveler (published every six months), review the travel intentions, interests, visitor behavior and media usage of American travelers. Travel Intentions Stronger but Uneven: Travel intentions are affirming – with 32% of Americans indicating they intend to travel more in the coming year. This is an increase from 30.2% noted in the prior July 2013 report. However, the recovery remains stilted and uneven with many still citing financial or other reasons for not traveling more in 2014. Affluent Americans, however, are significantly more bullish and represent a larger part of the travel market. Spending expectations are also robust, with 32.5% expecting to increase their leisure travel spending in 2014. The July 2013 report cited 31.1%. Masses of Media: Media use in travel planning remains highly complex and multi channeled, with mobile devices continuing its rise as a source of travel information (both before and after travel) and a similar percentage of travelers (45%) still using print as a source of information. This intersection of mobile and print use is likely to be an important staging post in the use of print in travel planning. For example, to complement digital channels, augmented reality software will drive users to mobile content. This sparks traveler interest even more to the dreaming and inspiration stage of travel planning. Awareness of a destination is initiated by internet (57%), word of mouth (48%), and print (32%). Content is King: Investment in deep, rich, relevant information about a destination is highlighted as central to the decision of travelers to visit a destination. Relevant content on activities, and things to do with practical cost considerations such as hotel prices and the cost of getting to the destination are the most influential drivers. This shows powerful, inspirational imagery and editorial needs to be complemented with practical planning tools such as hotel and airline pricing. Travel discounts and bargains: Continue to be less and less attractive to America's leisure traveler. Over the past several years, a continued decline in traveler interest in saving money through discounts has been seen. The proportion of American leisure travelers who expect to actively look for travel deals and discounts has been in a strong decline over the last three years. Fewer than half (43.2%) were so inclined. In January of 2010, fully 63.1 percent of travelers said they would be actively seek out deals and discounts in the upcoming year. The most impactful topic that persuades travelers is “Things to see and do” at 53.5%. Hotel costs and cost of getting to the destination take a distant 2nd and 3rd place. Again, the experience is determining the choices travelers make. Visit Estes Park – 2015 Operating Plan Page 9 Travel Sentiment and Intentions Remain Upbeat: With the continuing recovery from the global financial crisis, 30% expect to travel more, 10% less and 60% of Americans expect to travel the same in 2014‐2015 as in the past 12 months. However, travel intentions are like much of the economy: At two speeds, with the top 20% of income earners extremely positive about travel—including international travel—and the middle class still cautious. Takeaway: Destinations and businesses successfully targeting the affluent traveler are enjoying real strength. Print Remains Strong: There is clearly no evidence of a long term decline in print or DMO guide usage. The State of the American Traveler (which is independent research) has consistently shown strength and even slow growth in print usage over the last five years. Takeway: Print is not dead— or even showing signs of decline in travel planning use—but its purpose, content, distribution and how it integrates with digital platforms (especially mobile) is rapidly changing. Print needs to evolve to remain relevant. Baby boomer: 1946 – 1964 Gen X: 1965 – 1983 Gen Y/Millennial: 1984 ‐ 2002 Millennials Define Themselves: Mobile‐centric, urban, seeking authenticity, interesting cuisine and cultural experiences are terms that describe Millennial travelers (teens to age 30 or so). They are also the most ethnically diverse and liberal (on social issues) of any US generation to date. Gen Y (Millennials) are as numerous as Baby Boomers and, of course, the future of travel. Takeaway: Destinations seeking younger travelers need to take a closer look at their specific needs and tailor their content, marketing and media to this new audience. More rural, or nature‐ based destinations, face particular challenges. Millennials Love Digital AND Print: Despite 72%+ of Millennials using smartphones in trip planning (vs. only 26% of Baby Boomers); they are just as likely to use print overall, almost as likely as Baby Boomers, to order an official print guide and more likely to visit a DMO website. Takeaway: Multimedia—indeed, “Masses of Media”—is critical for reaching and engaging with younger US travelers. *Source: Miles Media, Destination Analysts and The State of the American Traveler The Power of Travel & Tourism Promotion* While advertising and promotion spending may be seen as easy targets in a time of tight budgets, experience shows that failing to invest in promotion reduces a destination’s competitiveness in the travel marketplace. States and cities that neglect their promotion budgets weaken their destination brands and lose market share. Nationwide, 14.6 million Americans – or one in eight in the private sector – are employed in jobs dependent on travel and tourism. Travel is a top 10 employer in 48 states and the District of Columbia. Unlike jobs in industries such as manufacturing and information technology, travel jobs cannot be shipped overseas. Visit Estes Park – 2015 Operating Plan Page 10 The most recent data show that the travel industry continues to outpace the rest of the U.S. economy when it comes to adding jobs. As of June 2013, the travel industry added jobs at a 20 percent faster rate than the rest of the economy since March 2010. Travel represents an important and growing source of revenue for cash‐strapped state and local governments. In 2012, travel generated $129 billion in tax revenue to government at all levels. This travel‐generated revenue represents the equivalent of a $1,100 tax break for each American household, which is what they would have to pay in additional taxes without the travel’s contribution. In addition to helping states and localities build a strong tax base, a vibrant travel and tourism industry improves the quality of life for local residents and makes a community more attractive to potential employees and businesses. Developing a region’s travel‐related assets, therefore, serves the dual purpose of attracting both. More guests and more businesses is a win‐win proposition for a local economy. A 2013 survey of corporate executives offers compelling evidence. More than one‐ fifth (22%) of corporate executives cited “quality of life concerns” as the primary reason for the need to relocate a facility, ahead of factors such as healthcare costs (19%), poor infrastructure (17%) and labor availability (17%). Although we do not need to look beyond the stark reality of Colorado’s experiment in 1993, when the tourism budget of $12 million was slashed to zero (dropped the state from 1 to 17 in national ranking for summer visitation, and lost over $2 billion in tourism revenue); let us cite one other more recent example to show the trend hasn’t changed. In 2011, Connecticut eliminated its entire tourism budget. After just one year of this disastrous experiment, Connecticut’s travel‐related tax revenue growth slowed to half the pace it achieved even during the deep recession of 2009. To reverse this decline, the travel industry helped lead a campaign to educate state and local officials about the virtuous cycle of travel promotion in terms of its positive impact on tax revenues, jobs and economic development. By changing course quickly and pumping $15 million back in to the Connecticut economy, the state rebounded quickly and began regaining market share in 2013. Washington State and San Diego offer similar examples of the catastrophic financial decline that occurs when tourism investment is slashed. The Bottom Line: Legislators and policymakers often face a hard task in balancing the desire for fiscal responsibility with the need to make strategic investments that produce long‐term benefits for states and communities. When it comes to investing in travel promotion efforts, however, the decision should not be difficult. Wise investments in travel promotion programs feed a virtuous cycle of economic benefits – growing the number of travelers boosts spending at community businesses, which supports more jobs and increases tax revenue. Study after study points to a consistent outcome in relation to the tourism industry. Travel is a vital contributor toward local communities. Travel spending not only sustains local jobs and businesses, it represents a critical source of tax revenue for funding local services such as fire and police protection and education. Additionally, it creates an appealing environment to recruit even more travel and non‐travel related businesses. Investment in travel promotion is crucial to maintaining market share. Destinations that view travel promotion budgets as easy savings rather than strategic Visit Estes Park – 2015 Operating Plan Page 11 investments pay the price in the self‐defeating form of fewer visitors, less travel spending and lower tax revenue. Enhanced travel‐related offerings produce dividends for destinations. Destinations with stronger travel assets and more developed product offerings improve the quality of life for local residents, attract new businesses and skilled employees, and increase the appeal to potential visitors. * Source: U.S. Travel Association – The Power of Travel Promotion Destination Product Development The tourism industry is the most competitive industry in the world. This industry also provides quick and efficient growth opportunities for destinations looking to embark on a new revenue source as they build their destination of choice for would‐be travelers. Because of this, countries have chosen this industry to ignite their economies and are making major investments in infrastructure and marketing to ensure sustainable economic growth. Estes Park competes on this international scale, as well as regionally in Colorado. We have witnessed the most dramatic effects of tourism infrastructure expansion as other Colorado mountain communities grow their seasons to attract year‐round guests. Primarily, the ski resorts have ignited their summer season by developing national forest land and investing in high‐adventure activities that cater to multi‐generational families. Estes Park must begin to analyze our current assets and evaluate what can be expanded on, what needs to be replaced, and what developments can attract private investors. We must first begin this infrastructure phase by partnering with the Town of Estes Park and Estes Park Economic Development Corporation, as we embark on this next stage of Visit Estes Park’s vision and goals. We plan to work with downtown and the community to discuss options for the FLAP Grant, and research how each available option will affect the downtown corridor. We will partner with the events department as we strive to utilize all areas of Estes for new opportunities at Bond Park, Performance Park, Lake Estes, the riverwalk, etc. We will continue to participate on the RTA evaluation committee and also assess options for a Downtown Development Authority, Urban Renewal Authority, Business Improvement District, etc. Destination product development includes opportunities as small as working with the Rec. District to add paddle boards as part of the amenities available for guests at Lake Estes, to working with the county and national forest to research opportunities for land development. Visit Estes Park plans to work closely with the Economic Development Corporation as we embark on this next stage of Visit Estes Park’s vision and goals, which will also include involvement in Estes Park Event Complex, community wellness industries, regional tourism, and Rocky Mountain Performing Arts Center. We are not just the marketing arm of the community, providing for a quality and memorable experience for guests. We also cultivate a quality of life for our residents that will always strike a balance between sustainability and calculated & profitable growth. Visit Estes Park – 2015 Operating Plan Page 12 State Tourism Visit Estes Park looks forward to partnering with the State of Colorado as we cultivate the wellness industry in Estes Park. *Colorado is building health and wellness into the state brand and aims to be the healthiest state in the nation. The state is collaborating with the public and private sectors, as well as nonprofit foundations. With more than 253,000 health and wellness workers across the state and a $11.3 billion annual payroll, the health and wellness industry has a compelling economic impact within Colorado. *Colorado Office of Economic Development & International Trade We will continue discussions with the State of Colorado, Colorado Tourism Office and CO national parks to consider a state‐wide campaign, similar to Utah, celebrating the national parks of Colorado. Rocky Mountain National Park, Mesa Verde, Great Sand Dunes and Black Canyon of the Gunnison, are home to some of the world’s most breath‐taking and diverse scenery. *The state of Utah is spending millions of dollars promoting its "Mighty 5" national parks. The marketing campaign features a one‐minute commercial of a family exploring Utah's five national parks, which are Arches, Bryce Canyon, Canyonlands, Capitol Reef and Zion. The ad blitz includes billboards and online content, as well an international marketing campaign. *Public News Service – Utah, March 2014 The Mighty 5 campaign has been very successful and has created renewed awareness of what Utah has to offer. Wellness Tourism We look forward to partnering with the Estes Park Medical Center, Grand Heritage Hotel Group, University of Colorado, and local businesses as we cultivate the wellness industry in Estes Park. As Colorado begins to brand itself as a “wellness state,” we will aspire to be a leader in the $439 billion dollar wellness industry. We can consider branding Estes Park as a sanctuary which can be defined by each guest’s interest of choice. It can include everything from our awe‐inspiring wildlife that is already part of our established brand; to high‐altitude training; to spas that cater to wellness in the form of massage, acupuncture, or essential oils; to Estes Park being a respite for active and retired military personnel and families. Each guest can determine their own meaning of sanctuary. Visit Estes Park’s role will be to help define these industry pockets within the wellness brand and assist in partnering with our local businesses to assist them in generating their own profitable business plans within this growing industry. We will continue to cultivate year‐round business attraction within the wellness industry through our partnership with the Estes Park Economic Development Corporation and Larimer Small Business Development Center. Visit Estes Park – 2015 Operating Plan Page 13 Regional Tourism Visit Estes Park will continue to collaborate and participate in regional tourism with our partners, if the opportunities complement our current branding direction and enhance our ongoing marketing plan. Front Range Travel Region – The exposure that we receive through the Front Range Region cooperative allows Estes Park to be regionally positioned and reminds guests of the incredible variety of experiences they can have within the Front Range region. We will continue our collaboration with muti‐day Northern Colorado trip itineraries, craft brewery tours and scenic byways. Grand Lake – Collaboration with RMNP Centennial and scenic regional byways promotion. 2015 Marketing Plan Media Spend: 2010‐2014 Marketing Plan Ongoing Focus A diverse media mix has proven to be the most effective at reaching specified target markets. Looking year over year, there's a clear shift in the allocation of media dollars across mediums. The trend in destination marketing has shifted to digital as more and more people depend on digital and mobile platforms for researching and making travel decisions, and we're seeing greater conversion on those platforms every day. That said, we continue to place greater emphasis on digital advertising, allowing for a more efficient and effective media buy. Digital provides the opportunity to glean insight about the best‐performing feeder markets and the type of people who visit Estes Park. Not 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 2010 2011 2012 2013 2014 Magazine Newspaper/ OOH Broadcast/Radio Digital: Social, SEM, Banner Ads & SEO Visit Estes Park – 2015 Operating Plan Page 14 only does digital give us the ability to be highly targeted against our audience, but we are also able to continually optimize ad units and placements to work toward our media objectives. In 2014, our print advertising investments evolved with the acquisition of additional marketing dollars through grants and financial contributions. During the spring‐summer campaign, we targeted smaller publications in specific geographic areas such as the Denver, Kansas City and Dallas‐Fort Worth metro areas. As additional funds came available in the summer and fall, we reinstated some of the larger, adventure publications and targeted Colorado news, parenting and adventure publications to both gain awareness and expand our share of voice within Colorado. In all of this, we are able to maintain a solid mix of national and regional advertising to reach our audiences, while delivering the right message at the right time and continuing the practice of large, inspiring creative. Marketing Plan 2015 Highlights will include new social media programs, local campaign support, promotional campaigns to drive new guest traffic, Rocky Mountain National Park centennial promotion, and a series of seminars for business stakeholders to help them not only capitalize on our marketing efforts, but refine their own as well. In addition, we will continue to leverage the Where Wild Meets Life creative campaign, first introduced in summer 2013, that positions Estes Park as a welcoming, friendly destination that serves as the ideal basecamp for a variety of Rocky Mountain adventures. The campaign will evolve to include other seasonal stories and additional ways to experience Estes Park, targeting outdoor adventurists, couples, empty nesters and families. Visit Estes Park has formed a team of marketing experts to extend our internal resources in the areas of Advertising and Marketing, Public Relations and Media Strategy and Buying. Cultivator Advertising and Design, Turner PR, and Backbone Media have come together to create an extended marketing team to support Visit Estes Park’s ongoing efforts. Advertising In 2014, Visit Estes Park worked with Backbone Media and Cultivator Advertising to build upon the campaign established in the summer of 2013. While hindered by the constraints brought on by the flood, the Where Wild Meets Life campaign resonated with consumers and showed continued promise to effectively showcase the Estes Park brand in 2014. Advertising Objectives Advertising Objectives Ongoing Focus: Reinforce the awareness that Estes Park is the premiere Rocky Mountain destination Reinforce the message Estes Park is open, rebuilt and offering exceptional guest experiences Build awareness of the RMNP Centennial celebrations Continue to reach previous and familiar consumers with a high propensity to travel to Estes Park Visit Estes Park – 2015 Operating Plan Page 15 Continue to encourage overnight stays in Estes Park by highlighting all amenities, activities, and events. Reinforce the emotional connection with guests Continue to drive awareness, attendance and lodging surrounding key events Continue to position Estes Park as a unique mountain village getaway by emphasizing our unique wildlife viewing, RMNP, and adventure opportunities. Continue to convey diversity of outdoor adventure Reinforce the perception of Estes Park as a year‐round destination Highlight our affordability and accessibility during the winter season, including lack of traffic jams, and peaceful & serene village & landscapes. Advertising Objectives 2015: Expand Advertising Creative: Utilize the creative assets created in 2013 to build on the Where Wild Meets Life campaign to feature more specific calls to action and to highlight the RMNP Centennial Secure our summer business: We will continue to provide core focus on sustaining our summer season tourism business through a collection of proven marketing tactics that not only drive awareness and consideration for visits to Estes Park, but also encourage both new and seasoned travelers to make Estes Park their destination of choice for next season’s travels. In addition, we want to reinforce trip duration by helping guests understand the full scope of activities and amenities that Estes Park offers. Also, to succeed in protecting our summer season, destination product development must be a priority. Generate awareness for diversity of activities: While visits to RMNP continue to lead the charge of destination activities, we want to build greater awareness for the diversity of activities that lead to extended stays and ever‐greater memory making for our guests. This expanded array of featured experiences will continue to include more active and recreational activities in Estes Park and Rocky Mountain National Park. Grow our year‐round base: While we appreciate the importance of our summer base business, we also realize the opportunity we have to grow our shoulder‐season and winter business with more regional drive‐market guests. This largely untapped market has the single biggest opportunity for year‐over‐year growth, not only with our lodging base, but with stakeholders across the spectrum of guest services. Celebrating “adventure at all levels” will provide us year‐round opportunities to highlight Estes Park and RMNP. Advertising Strategy Advertising Strategy Ongoing Focus Raising awareness, increasing competitive share of voice and building relevancy Maintain national, regional, and international media mix Continue to deliver the right message at the right time – creative should match the media environment Highly targeted advertising placements, optimizing for reach and frequency Visit Estes Park – 2015 Operating Plan Page 16 High‐impact creative sizes (full pages, dynamic digital) Reach customers in high‐visitation areas and related demographics Maintain high investment in digital advertising Speak to the appropriate target audience based on overall marketing goals and budget Target the leisure market, including families, empty‐nesters and adventurists Advertising Strategy 2015 Be a bigger brand: Our competitive set includes an ever‐expanding set of world‐class mountain destinations that have the potential to erode our core base. With the evolution of our advertising campaign, we have taken a look‐of‐the‐leader attitude in our communications, with larger format ad units, and a campaign platform that creates a more unique position that we can own. Inspire our loyalists: Our “tribe” includes not only those guests who consider Estes Park their regular destination, but also our local workforce and residents that have the opportunity to live the brand in the community and deliver on our promise to the guest. We need to assure that everyone that already knows and loves Estes Park has the information on our brand character so they are empowered to present the brand to our guests in their own, unique way. Extend our seasons: To many, the “off” season is really the “on” season, when the character of the village takes on a decidedly more relaxed attitude, trail traffic diminishes to a whisper and the mountains unveil an entirely new style of breathtaking beauty. While the activities may shift, the variety and diversity of adventure does not. Also, with our generally gentle climate, guests can experience everything from golf and fly fishing to snowshoeing and Nordic skiing, all within a short excursion from the ultimate Colorado basecamp. Leverage the Centennial: The onset of the year‐long Rocky Mountain National Park Centennial celebration in September of 2014 offers the destination a unique opportunity to remind guests of the rich history of the park and the destination; to reconnect them with the nostalgia of past visits and family connections; to raise awareness of the diverse adventures offered within the park; and to compel them to visit during this special anniversary year. Leverage upcoming events: Town of Estes Park Anniversary and National Park System Anniversary Media Objectives Media Objectives Ongoing Focus Identify best media placements and executions for communicating Estes Park messaging to the target audience Develop thorough media plan that delivers best mix of reach and frequency Optimize media plan towards advertising objectives Media Objectives 2015 Objectives for 2015 remain consistent with, yet expand on, those of prior years. We plan to increase overnight visitation and awareness for Estes Park as the ideal Rocky Mountain destination and position ourselves as a unique getaway. We would like people to be inspired by Estes Park and spend Visit Estes Park – 2015 Operating Plan Page 17 more time here, so we will encourage overnight stays by establishing an emotional connection with guests, and celebrating all that Estes Park has to offer. We will grow as a year‐round destination with great diversity in outdoor adventure. We will strive to retain loyal guests and attract newcomers, ultimately increasing intentional visitation and its economic benefits to the community. Estes Park’s guests range from families to empty‐nesters to adventurists – our media will speak to the appropriate target audience, always taking into consideration overall marketing goals and budget. Backbone will work closely with Visit Estes Park staff to identify the best media placements and executions for communicating the Estes Park message to the target audience, working hard to deliver the best mix of reach and frequency. The 2015 plan will be built with consideration of learnings from 2014 about engagement and conversion. While Backbone strongly supports a data‐ driven approach, they also understand the importance of the human element in the media planning process. Alignment with Visit Estes Park and their stakeholders' goals, thoughts and objectives are paramount to the continued success of this campaign. Media Strategy Media Strategy Ongoing Focus In 2014, Visit Estes Park continued with Backbone Media managing the media planning and buying, along with Cultivator to develop and produce new advertising creative. The agencies collectively enabled Visit Estes Park to effectively manage the post‐flood advertising campaign and advertising strategies. Along with the Visit Estes Park team, they built upon the Where Wild Meets Life Campaign to reach past and potential guests , and together they will build on that momentum into and throughout 2015. Specializing in destination and mountain lifestyle brands, Backbone works hard to maximize our advertising investment. They collaborate with Visit Estes Park staff regularly to execute the media plan, review and present new opportunities, brainstorm ideas and negotiate advertising contracts. They successfully implemented Cultivator’s Where Wild Meets Life creative platform across all mediums. The campaign plays up the breadth of Estes Park’s year‐round activities, while engaging with potential guests in a fun, authentic way. Media Strategy 2015 Through the implementation of a progressive and forward‐thinking strategy, the 2015 advertising strategy will continue to raise awareness, increase competitive share of voice and build relevancy resulting in greater overnight visitation. Backbone will develop the media plan to maintain a healthy mix of national and regional advertising. They will create a well‐balanced, integrated mix comprised of print, digital, radio and social media. Backbone will deliver the best mix of reach and frequency that will speak to both current and new guests. The message will be scaled to effectively engage our target markets in an authentic and credible way. Our media will reach consumers at all stages of the funnel – from awareness to consideration to conversion. Media Tactics Media Tactics Ongoing Focus: Visit Estes Park – 2015 Operating Plan Page 18 Data‐driven approach Targeted Beautiful and inspiring, full‐page print ads in relevant print and digital sites Target people who have shown interest in Estes Park Drive traffic to the website Ensure media is working at the most relevant times Continued focus on online advertising for efficiency, tracking, and precise targeting Put learning plan in place to track performance for continued optimization and improvement Test digital with findings from pixel placement, along with view‐through and click‐through conversion reporting while continually optimizing Leverage the RMNP centennial anniversary and related events to encourage visitation, overnight stays and brand engagement Be thoughtful in creative direction and use the appropriate call‐to‐action in each and every application to drive results Implement video in digital ads to increase consumer engagement Engage our guests in social media partnerships While the 2014 media plan reacted to the situation created by the 2013 flood, evolving with additional funding from grants and contributions, the 2015 plan will shift to include more awareness advertising and an increased effort in reaching new markets. Digital advertising will continue to be an integral part of the advertising mix. Not only does digital enable our messaging to be highly targeted and tailored to the relevant audience(s) and to deliver the right message at the right time; it also improves efficiency and tracking ability. We’ll continue to feature beautiful and inspiring creative that speaks to adventurists and focuses on outdoor, active lifestyles. We will continue to invest in newspaper and radio to effectively reach select regions (Front Range and surrounding areas, as well as Texas and other key markets that drive traffic), and we will continue to look for and implement new advertising methods that will help us reach our goals. In 2015, Visit Estes Park will continue to promote the national park centennial through advertising, tying in to social media and public relations efforts on the same theme. The centennial will be leveraged to position Estes and Rocky as an easy‐access adventure retreat for Front Range residents, re‐branding Estes Park in the eyes of Colorado residents from a “tired and worn tourist trap” to a high‐adventure and modern destination. Realistically, this transition will need to include new tourism infrastructure. We plan to partner closely with the Town of Estes Park as we move in this direction. Our focus on new and expanded events for Estes Park will essentially buy us time, until the infrastructure can be built. All placements will focus on high‐impact creative sizes, including full pages in print and dynamic ad units in digital. The addition of video ads in 2015 will enable a more dynamic and engaging presence in the quickly progressing digital advertising arena. This addition will continue to advance Estes Park’s campaign, catching the attention of more online consumers and enticing them to engage. Given the success of the 2014 digital ads that featured stronger calls to actions and landed consumers on pages with Visit Estes Park – 2015 Operating Plan Page 19 conversion elements (coupons, packages and listings), this tactic will continue in the creative of 2015. Strategy and scope will be aligned with opportunities that fit within the budget. Backbone will ensure our media is working at the most relevant times, and that the creative matches the media environment across all platforms. We will engage existing customers who have already shown interest in Estes Park and people who live in Colorado or neighboring states, to capitalize on opportunity for conversion. The call‐to‐action will primarily center on Visit Estes Park’s website, offering opportunities for deep brand engagement and conversions through coupons, packages and special offers, as well as online booking. Visit Estes Park will continue efforts to reach out to local tourism partners, helping them to develop packages and promotions that are compelling to guests and beneficial to the businesses. A focus on educational classes for stakeholders will be a focus for 2015, in order to optimize and improve our overall campaign objectives. Creative Assets Creative Assets Ongoing Focus: Visit Estes Park continues to expand our collection of creative assets for use in paid, earned and owned media. In 2014 we have done this with assistance from our creative agency, Cultivator, to expand our collection of ‘hero’ shots created by Allen Kennedy for use in the new Where Wild Meets Life campaign. In 2014, we have also expanded our relationships with local photographers and stakeholder to utilize their assets for Estes Park marketing purposes, most notably on the website an in social media. Creative Assets 2015: In 2015, Visit Estes Park will continue to expand on the existing library of photography and video, for use in earned owned and paid media. To expand the photo library for use in the Visitor Guide, as well as online, we have planned a photo shoot at local stakeholder establishments. Specific areas of need include groups and weddings, family reunions, adventure activities, autumn and winter photography, new and recently added events, and sports/recreation. It is important that these photos feature models that are of a variety of ages and ethnicities and vary within group composition. Visit Estes Park will also grow the library of “hero” shots used in the Where Wild Meets Life campaign by contracting a photographer through Cultivator that will exhibit a similar look and feel to existing campaign photos. These will focus more on adventure travelers and the variety of experiences available in Estes Park and Rocky Mountain National Park. Additionally, Visit Estes Park will work to obtain video assets over the coming year. This could include partnering with local tourism partners to take footage on behalf of Visit Estes Park and/or contracting a videographer to shoot and edit the video. Visit Estes Park – 2015 Operating Plan Page 20 In‐Market Engagement 2015: Visit Estes Park will be expanding our guest reach into the destination, implementing tools that will engage guests while they are in Estes Park and having real‐time experiences. To be effective, these in‐market engagement tools will need promotion support in order to drive awareness and increase interactions. These supportive tools could include elements such as posters, stickers, coasters and table tents. By year‐end we hope to implement an in‐market campaign that engages our guests with the RMNP Centennial. We will work with Cultivator to find a craft beer partner to possibly sponsor coasters and/or table tents. We will also highlight this campaign with posters throughout town. To round out this Centennial campaign, we are looking to partner with a Colorado brewery to host a “Centennial Brew” that we can market state‐wide to further highlight the Centennial and celebrate this anniversary regionally. Public Relations Ongoing Focus and Stats: Thus far, 2014 has been a very productive year in earning publicity and media interest for the Estes Park destinations and our stakeholders, keeping in pace with 2013 YTD performance. We continue to work with Turner Public Relations (with offices in Denver and New York), to expand our media relationships, increase awareness of Estes Park, and garner attention from the media. The media landscape continues to evolve with changing demands of the consumer. Shorter articles, round‐ups and more “authentic” experiences grow in relevance and writers continue to search for related content. Consumers also continue to rely more and more on digital media and trusted referrals in making travel decisions. Estes Park has developed successful strategies to continue expanding our relevance to writers and editors as these changes are taking place, resulting in a healthy consumer reach. In addition to the continued changes in consumer interests, media landscapes and digital content needs, tracking for PR measures also continues to evolve. The prior measures of ad value and impressions become increasingly difficult to accurately track as more and more media go online and through social channels. To keep up with these changes, and to balance these less‐than‐accurate measurements, in 2014 Visit Estes Park has included the Barcelona Principles in their PR tracking toolbox. The Barcelona Principles assign a point value (based on a 100‐point scale) to articles or published stories, based on predetermined goals and target publications. While this system will better enable Visit Estes Park to target, monitor and track the effectiveness of PR efforts, the traditional tracking methods, of impressions and ad value, may decrease as a result in this shift in focus. With limited funding relative to our competition, Visit Estes Park depends heavily on earned media, or press exposure, to supplement our national, regional and local advertising campaign. For this reason it is imperative that we continue to garner national and regional attention to increase awareness of the Estes Park destination brand, as well as to stay top of mind in the local and Visit Estes Park – 2015 Operating Plan Page 21 statewide markets. As of this writing (YTD August 2014), Visit Estes Park’s reach is 224.7 million people through media outreach with articles running in a variety of mediums from local to international, newspapers to digital. Press coverage is often measured by ad equivalency, the price paid for advertising of the same size in each publication. Occasionally, businesses will put a multiplier on that value to represent the added value of the information coming from the publication, rather than through a paid ad; however, Visit Estes Park does not use multipliers. In the first eight months of 2014 Visit Estes Park’s ad equivalency (AE) is at $4.7 million, essentially increasing the overall Estes Park brand exposure by that amount of advertising. On the scale of 100, according to the Barcelona Principles, the average score for stories achieved through Visit Estes Park’s PR efforts is 55. Notable Stories Include: “5 Romantic Getaways for Valentine’s Day” on the Today Show, 1.8M viewers; $70K AE, and a pick‐up on NBCNews.com “6 Romantic Getaways Across America” on TravelandLeisure.com; 431K impressions; $14K AE “Vote for America’s Coolest Small Towns” on BudgetTravel.com; 1.2M impressions; $11K AE; 7 follow‐up/syndicated stories (including Budget Travel, Huffington Post, and Weather.com) with almost 68.7M impressions and $1.2M AE “The Ultimate Guide to the West’s National Parks” in Sunset Magazine; 1.3M impressions; $904K AE “Explore Colorado: Fun in Estes Park” on KDVR Fox 31; 819K impressions; $7.5K AE “The Latest Way to Camp in the Rockies” ion TravelandLeisure.com; 246K impressions; $2.3K AE “5 Scenic Drives (and What to do Along the Way)” on Weather.com; 36M impressions; $330K AE “After the Flood: Colorado Resort Town Rebuilds in Time for Tourist Season” on Weather.com; 36M impressions; $330K AE “A Fresh Look at our National Parks” on Outside Magazine & Online; 2.2M impressions; $108.8K AE “Inspired Travel: Cliffside Camping & More in Colorado” on ShermansTravel.com; 551K impressions; $5.1K AE “Get Your Viking on: Scandinavian Midsummer Festival in Estes Park” in the Denver Post & online; 4M impressions; $112.5K AE “A Beginner’s Guide to Photographic Flowers” on Mashable.com; 1.6M impressions; $150K AE Travel Writer FAM (Familiarization Tour) Program Highlights Did a desk‐side FAM trip to New York in April 2014 to meet with prominent outdoors, athletic, family and travel writers and editors resulting in multiple articles. Hosted a group FAM in August in conjunction with Visit Denver and CTO centered on history and the RMNP Centennial. Visit Estes Park – 2015 Operating Plan Page 22 Participated in the 2014 DMAI Influencer Rally, resulting in 15 influencer meetings and 25 new influencer connections. YTD have hosted 5 domestic and 5 international FAM tours and media visits – another 4 are in the planning stages. Arranging for a regional desk‐side FAM tour in Denver in the fall. Organizing an influencer campaign in late fall/early winter as part of the CDBG‐DR grant program. PR value PR Value Ongoing Focus & Stats While continuing to achieve significant media stories in print, digital and television broadcast, an increase in focus on targeted publications and audiences has contributed to a slight decrease in media value and impressions year‐to‐date. . Total advertising equivalency is down from $4.79M YTD in 2013 to $4.70M July YTD in 2014, a drop of 1.31% Media impressions have also fallen slightly from 228M YTD in 2013 to 225M July YTD in 2014 (‐ 1.86%) The newly‐implemented Barcelona Principles’ score for articles through July 2014 is at an average 55 points out of 100 PR Value 2015 We will continue to integrate public relations (earned media) strategies and tactics with those of paid and owned media. Public relations efforts in the coming year will have an increased emphasis on reaching the national audience, targeting key national media with pitches geared at increasing awareness of the destination, promoting the national park’s centennial and positioning Estes Park as the ideal mountain base camp for families, active couples and empty nesters. This will be done by highlighting the outdoor adventures and experiences unique to Estes Park within our media outreach, pitches, FAM tours, wire stories, and press events. In addition to traditional and digital media, Visit Estes Park will continue to expand efforts in 2015 to build relationships with online influencers – especially to promote niche markets such as adventure travel, weddings, group travel and family travel. The coming year will continue to present challenges in educating the media and the public as to travel conditions and road construction. As the permanent repairs on Highway 36 come to a close, we will have to shift our focus to the closure of Highway 34. Visit Estes Park will continue to collaborate with area and state officials to best position this information and to inform stakeholders through education and by offering talking points and up‐to‐date information for them and their guests. Visit Estes Park will also continue outreach efforts to the local news media both in anticipation of and reaction to potentially negative stories. Visit Estes Park – 2015 Operating Plan Page 23 In 2015, Visit Estes Park’s PR team will continue to track and rate articles based on the Barcelona Principles. This system focuses on qualitative reporting (based on reach and impact on audiences) and creates transparency and replicable results by setting tangible goals; measuring the effect of media placements on outcomes and business results; and determining both quality and quantity of coverage. Turner PR and Visit Estes Park will continue to transition from a traditional advertising value/impressions results measurement system to one that focuses on the following: A predetermined list of top 100 targeted publications Visuals, such as photos or infographics Headline Positioning Messaging Coverage prominence (feature story vs. roundup) Call to action/brand mention Advertising Value Impressions Through Stakeholder communications ‐ utilizing educational sessions, the new extranet and CRM functionality, and traditional means ‐ the team will increase the collaboration with stakeholders on developing media‐friendly packages, specials and stories. In 2015, we will expand our efforts in providing advice and education to stakeholders surrounding media relations. This will include media training, planning resources, FAM trip tips, product development ideas and story development, among other things. We will continue to explore, through relationships with Cultivator, Backbone and Turner, the possibility of partnering with a complementary brand to do cross‐ or co‐promotions in advertising, social media and/or public relations. This type of partnership can be very beneficial in furthering our brand strength, expanding reach and awareness, increasing consumer trust and creating long‐term relationships and associations. International Marketing & PR International Marketing Ongoing Visit Estes Park will continue to collaborate with the Colorado Tourism Office’s international division and their International Promotion Committee to engage with and learn from their efforts. Internationall Marketing 2015 In 2015, Visit Estes Park will continue to expand efforts in attracting international travelers through international travel trade and media outreach, as well as collaboration with local and state tourism partners. This may also include attending one or more international travel tradeshows where Visit Estes Park can promote the destination and work with travel trade representatives to increase Colorado products featuring Estes Park. Go West Summit is being held in Colorado Springs this year. In addition to possibly attending the Go West event, Visit Estes Park will host up to 34 international travel industry partners, in partnership with CTO, to introduce them to Estes Park. Visit Estes Park – 2015 Operating Plan Page 24 Visit Estes Park will also work with local tourism partners to establish a better understanding of the value and the market processes within the destination, and further identify local partners who want to more actively pursue the international markets. As budget allows, Visit Estes Park will develop digital content for our website in 2015 that will speak directly to specific international target markets in their language, tying in their culture and addressing their specific travel trends and preferences. VisitEstesPark.com Website 2014: Website Ongoing & Stats The Visit Estes Park website was launched in June 2013 with simpleview, Inc, the leader in destination marketing solutions. This new website was a result of a planned and purposeful multi‐ year strategy. As expected, this strategy has led to the new website exceeding the performance of the previous website. The result is a website that elevates the on‐line Estes Park experience through inspiration and information. The Visit Estes Park website is creative and feature rich, utilizing the latest technology and destination marketing best practices. The goal of the website is to improve internal efficiencies, provide real value to our stakeholders, reflect the Estes Park brand promise, delight the consumer planning their trip, effectively compete with any other destination website, and increase visitor conversion. The website was developed with the consumer in mind, giving them the features they have come to expect from a top tier travel website. Since the start of 2014, the Visit Estes Park website continues to see key indicator growth for website performance and engagement, as reflected in Google Analytics reporting. So far in 2014, VisitEstesPark.com has been visited by 507,441 people. This is 62,096 more people compared to the same time frame in 2013 (which was 445,345 people), a 13.94% increase. We are continuing to see that with additional and authentic content, easy navigation, intriguing features, and an SEO‐friendly navigation structure, more first time users are visiting the site, users are visiting more pages on the site, and they are staying longer. YTD July 2014 improvements to site engagement: 41.26% increase in average session duration – Visitors are on site almost 2 minutes longer 13.94% increase in Users‐New & returning users that had at least one session within the time period 4.95% increase in pageviews – More individual pages overall are being viewed 6.85% increase in pages per session – Visitors are viewing more pages during their visit 16.59% increase in new visitors – More first time visitors to the site 18% improvement in bounce rate – More visitors are viewing two or more pages 48% (Tablet) and 15.7% (Mobile) increase in sessions on mobile and tablet devices 1142 average per day lodging BookDirect click‐throughs to lodging website/booking Visit Estes Park – 2015 Operating Plan Page 25 engine, a 1.9% increase over the same time period last year Website 2015 After seeing positive and affirming growth throughout the first year of the new VisitEstesPark.com website, we continue to focus on fine‐tuning enhancements, improvements, and content on the desktop, mobile site and customer relation management module. These enhancements across various areas throughout the website will increase satisfaction in user experience, and result in longer time spent on site, more pages visited and a decreased bounce rate. We will be increasing the amount of support hours with simpleview, which will allow us to implement “phase two” items including additional web cams, enhanced social integration, and further incorporating our Wildlife Welcoming Committee characters in the website through fun interactive elements. As we see a continued trend in mobile use going into 2015, we will further evaluate the performance of the mobile version, making necessary updates to enhance the mobile experience. If the budget allows, we plan to upgrade our current website to a responsive design site. Responsive design offers an optimal viewing experience with easy reading and navigation with a minimum of scrolling, panning and resizing across a variety of devices from mobile phones, tablets, to desktop computers. It allows the site to adapt to the layout of the viewing environment. The process of monitoring, analyzing, and making necessary updates to the website is an ongoing and fluid process that develops with changes stemming from industry standards, internal review, website best practices, analytic reporting and consumer use trends & feedback. BookDirect ‐ JackRabbit BookDirect Ongoing & Stats JackRabbit Systems lodging on‐line BookDirect feature was implemented with the new website with the goal of driving higher lodging revenue to the Estes Park market. Visit Estes Park chose the BookDirect solution because unlike OTA’s (Online Travel Agencies), such as Travelocity, Expedia, Priceline and Orbitz, JackRabbit’s BookDirect solution: 1) is the only solution dedicated to driving booking reservations directly to the lodging property website, 2) there is no cost to our stakeholders, 3) does not require lodging properties to manage separate inventory, 4) there are no additional ‘middleman’ fees incurred by our stakeholders, 5) results in a better guest experience as the guest has a direct relationship with the lodging property, 6) even if a property does not have an on‐line booking engine, they can still participate and be listed, 7) includes Facebook and mobile integration for DMO’s, 8) drives high quality leads directly to our lodging partners helping to increase and realize more bookings for our stakeholders from VisitEstesPark.com, and 9) is cost effective. Visit Estes Park – 2015 Operating Plan Page 26 Highlights from 2013 JackRabbit BookDirect performance on VisitEstesPark.com include: 162,388 total referrals to lodging properties, from launch (June 5, 2013) to 2013 end of year. 773 average referrals per day, from launch to 2013 EOY. 1,361 average referrals per day, from launch to flood (September 11, 2013). 249 average referrals per day, from flood to 2013 EOY. 2,234 referrals for highest referral day on June 25, 2013. Highlights from YTD July 2014 JackRabbit BookDirect performance on VisitEstesPark.com: 242,203 total referrals to lodging properties 1,142 average referrals per day 3,223 referrals for highest referral day on July 2, 2014 Referrals averaged 2,361 per day in July 2014, compared to an average of 1,650 per day in July 2013. Social Media Social Media Ongoing & Stats Social Media includes multiple digital channels where individuals interact in a virtual, yet social way. These channels also provide opportunities for brands and organizations, such as Visit Estes Park, to directly interact with guests and potential guests. These conversations can take place in real time and offer the opportunity for consumers to become brand advocates by sharing their positive experiences with their friends and family. Visit Estes Park works to leverage these conversations to provide information, encourage engagement/sharing, answer questions and tell the Estes Park story to tens of thousands of ‘followers’ and, in turn, their friends and followers as well. These efforts grow the reach of the Visit Estes Park messaging and enhance the guest experience through transparent and authentic online conversations. In 2014, the focus and goal of the Visit Estes Park social channels has been to continue increasing the number of fans & followers who are actively exposed to the Estes Park message, create strategic content for all channels that encourages engagement through comments, shares, likes and retweets, using our followers as ambassadors who share our message. We strive to have an appropriate mix of marketing and social content, while focusing on increasing traffic from our social channels to the Visit Estes Park website. Since the start of 2014 through July, traffic to the visitestespark.com website from Facebook has increased 273% from the same time period in 2013. As social media continues to grow exponentially in both exposure and users, it will continue to be a vital part of telling the Estes Park story to key targeted audiences, creating brand ambassadors, converting past guests to returning guests and being the tipping point for consumers considering booking a trip to Estes Park. Notable Key Indicators in 2014: Visit Estes Park has achieved considerable growth in social media followers so far in 2014, expanding our reach and increasing the opportunities for delivering a Visit Estes Park – 2015 Operating Plan Page 27 branded message, building authentic relationships and converting online fans into physical visitors to Estes Park. Facebook: Grew by 22.5% in number of ‘Likes’ (followers) from 53,085 followers to 65,052 (11,967 new followers), making us the number two destination marketing organization in Colorado in number of followers, lead only by Visit Denver. Twitter: Offering an opportunity to share real‐time information, news and tidbits, Twitter has been a growing channel for direct communication to our followers. The use of hash tags (#EstesElkWatch) and the inclusion of other prominent handles (such as @Colorado) allows topic‐based conversations and indirect exposure to our messaging. Tracking of keyword mentions (such as “Estes Park” or “Rocky Mountains”) also gives us a chance to engage guests in conversation, make recommendations and dispel misinformation. Our following grew by 35.4% in number of followers, from 3,310 to 4,485 (1,175 new followers) so far in 2014. YouTube: 14,173 cumulative YouTube views since account was formed Jan. 2011. Of these, 4,055 views were from Jan. 2014 ‐ Sept. 2014. Pinterest: A virtual bulletin board for sharing images and linking to additional information, Pinterest allows branded messaging to potentially drive traffic to our website and blog. Our following grew by 42.7% in number of pin‐board followers, from 1,396 to 1,992 (596 new followers) so far in 2014. Google+: Used mainly as a tool to enhance our Search Engine Optimization (SEO) by helping us rank better organically through keyword‐related content, Google+ was a focus of rebuilding and regrowth beginning in March of 2014. After extensive research and discussion with simpleview SEO experts, a strategic plan was developed to launch a new Visit Estes Park Google+ page under the original Visit Estes Park Google/YouTube account. This move to house all Google profiles under one main account significantly increases SEO presence for the VisitEstesPark.com website and keyword searches to relevant Estes Park terms. We have already seen a 166% growth in followers to a total of 85 followers since March of 2014 and an increase in traffic to the VisitEstesPark.com website from the Google+ page as compared to previous periods. We have also seen an increase in Visit Estes Park Google+ content that now appears on first‐page search results for events and general Estes Park keyword searches. Instagram: The fastest‐growing social media channel in 2014, with 200 million monthly active users (third only behind Facebook and Twitter), Instagram has given Visit Estes Park the opportunity to engage a new, younger audience through photo sharing and interaction with those who post photos taken in and around Estes Park. Our following grew by 134%, from 941 to 2210 (1,269 new followers) so far in 2014. Flickr & Vine: As consumers are moving more towards Instagram for photos and video, we analyzed interaction and engagement revolving around the Estes Park brand on Vine and Flickr and found a similar pattern of user migration. With this information, Visit Estes Park moved forward with phasing out these channels and are putting photo and micro video content on Instagram and other social channels. Visit Estes Park – 2015 Operating Plan Page 28 Social Media 2015 With 74% of travelers accessing social media during their vacation and 76% of those travelers using a social platform to share their experiences through updates, photos, and videos while traveling, Visit Estes Park recognizes the critical importance of using social media to create authentic relationships with those Estes Park travelers, before, during, and after their visit. In 2015, Visit Estes Park will continue to expand our social reach in both paid and organic efforts to increase awareness, attract followers and grow engagement through promotion, interaction and branded content creation. We will achieve this by using strategic online social tactics and a developed in‐market awareness campaign. Using authenticity and transparency as a guide, Visit Estes Park will develop content that is a mix of fan‐generated, partner‐generated, and our own content. The goal of the content is to drive traffic to the VisitEstesPark.com website and increase SEO performance. We will continue to use the Visit Estes Park blog as an information hub, which is then shared throughout the social platforms, while strategically crafting each blog to encourage additional page views throughout the VisitEstesPark.com website. Additionally, as video content continues to overtake content consumption, we will be focusing on development and increased placement of video on appropriate social platforms including Instagram video, Facebook and Youtube. Email Marketing Email Marketing Ongoing & Stats Email marketing continues to be a strong and successful method for awareness and engagement for Visit Estes Park’s digital communications mix. Email allows us to convey our message with past and potential guests about the Estes Park brand to a group of recipients who have opted‐in to receive email communication. Within the past year, our email newsletters have become regular, targeted emails that contain carefully created and strategically placed content that encourages interaction and conversions to our blog and website. Our visitor e‐Newsletter gained a total of 3,476 subscribers; 20.1% increase so far by July 2014 and maintains an average open rate of 31% since the start of 2014. We continue to see high open rates and engagement since switching to Distribion email software in September 2013 (from Mailchimp, ‐‐then moved to Distribion), which allows integration with the new CRM and a branded template that mimics the look and feel of the new website. Email Marketing 2015 Each newsletter will continue to be strategically crafted to increase awareness of Estes Park news & events, focusing on driving traffic to pages that have high performance rates in conversions to lodging properties booking engines. The performance of every newsletter is carefully monitored and evaluated to make necessary enhancements to receive the maximum views and conversions. In 2015, the email newsletter program will expand to include dedicated advertising opportunities for partners with the goal of driving traffic to specific partner’s listings or websites. These advertising Visit Estes Park – 2015 Operating Plan Page 29 opportunities provide increased exposure to participating businesses and engage readers with informative partner related services, news, or events. A deeper look will also be given to the placement and amount of emails received through use of the sign‐up widget within the website and social channels. This will assist in finding the optimal placement, thereby increasing visibility of the sign‐up option and increasing the amount of email addresses opting into our eNewsletter program. To accommodate the consistent new subscriber growth, we plan to increase the email contract with Distribion. Collateral Development Estes Park Official Visitor Guide Digital Only for 2014 (Print was cancelled post‐flood): Even before the formation of a Local Marketing District, for decades the Official Visitor Guide to Estes Park has been a self‐sustaining publication. By September 1, Visit Estes Park was on pace to produce the 2014 Official Visitor Guide, with ad space commitments nearly complete. While collections had begun, advertiser deposits weren’t due until September 12, and the deadline for receipt of final payments was scheduled for September 27. When the devastating flood hit the area between September 11 and 13, cutting off all traffic to Estes Park, it became apparent that adjustments were needed. By the end of September a decision was made to present the 2014 Official Visitor Guide as a digital‐only publication for 2014. Production partners Moore+Beckman slightly revised the magazine layout. All advertising purchased for the 2013 Visitor Guide was positioned throughout the Guide. Visitor Guide development was completed by November 30, 2013. The digital guide, produced in cooperation with Nxtbook Media, was posted on VisitEstesPark.com by mid‐January 2015. Is the Visitor Guide Still Relevant?* As much as we’re tied to our tablets, smartphones, apps and computers, there’s still no substitute for holding something tangible in your hands. In 2012 the Center for Marketing Technology at Bentley, University in Waltham, Massachusetts conducted a research study to answer the question about the need for printed materials. What they found was very interesting and can guide decision‐making when it comes to printing and distribution. Here’s what they found: The primary sources that impacted final decisions during the planning of a trip were based on: 57% ‐ The Internet 48% ‐ Word of mouth – recommendations from friends & relatives 32% ‐ Printed brochures 25% ‐ Maps or guides 15% ‐ Mobile apps 8% ‐ Billboards, signage & advertising Printed brochures, maps and guides impacted the final decision a third of the time – behind the Internet and word of mouth. Visit Estes Park – 2015 Operating Plan Page 30 During the trip additional decisions were made as follows: 81% from locally distributed brochures 70% ‐ Internet 66% ‐ Friends, relatives 63% ‐ Maps or guides 34% ‐ Mobile apps 31% ‐ Billboards, signage and advertising Seven out of ten visitors pick up at least one brochure while on a trip. Of those, nearly half (42%) plan on purchasing goods or services as a result of picking up brochure(s). *Roger Brooks International Visitor Center Material To assist guests who visit the information desk in the Town of Estes Park’s Visitor Center, Ambassadors and Visitor Center staff rely on an annual multi‐page ‘Lodging Grid’ publication that details the features of lodging properties, bed and breakfasts and campgrounds. The grid‐format guide is created internally by Visit Estes Park. Cost to print the brochure is borne by The Town of Estes Park. Visit Estes Park continues to publish Estes Park Happenings, a weekly publication designed to enhance the guest experience. Happenings, a one page publication, highlights Estes Park’s events and entertainment for a specific timeframe, and is a very popular piece, that is consistently published by the two local newspapers and shared on social media. The piece is emailed to all stakeholders and is used by our local businesses, Visitor Center, and residents. Visitor Center 2015 The printed Visitor Guide will return for 2015. Ad sales for the guide are currently taking place. Providing visitor materials that reflect the Estes Park brand will continue to be of significant importance in 2015. Working in collaboration with the Estes Park Visitor Center, collateral to be distributed will include newly designed maps and the annual lodging grid. The Visitor Center will continue serving as one of the primary distribution points for the Official Estes Park Visitor Guide. Working in partnership with the Town of Estes Park, we will begin implementing digital touchscreens at the Visitor Center. Initially, we will maintain both the brochure racks and the touchscreens. As budget and stakeholder engagement allows, the brochures will be phased out over time. Although our Visitor Center visitation numbers are strong, we follow the industry standard for lack of repeat Center visitation from return guests. It is important we constantly exhaust our opportunities to share with guests everything there is to do in Estes Park, including new businesses and activities. We will begin conversations with the Town of Estes Park to create an “Activity Center” within the Visitor Center. We hope to partner with area recreational businesses and assist in organizing demos at the Visitor Center, to get guests engaged and knowledgeable with our adventure tourism opportunities. Visit Estes Park – 2015 Operating Plan Page 31 We plan to invest in a portable visitor center that can be utilized at the Farmers Market, area conferences around town and out of town expos and events. This furthers our reach with guests that may not enter the Visitor Center. This allows us to take information to the guest, rather than hoping they come to us. Partnership Development Partnership Development objectives entail three main areas: 1. Destination Partnerships 2. Destination Brand Strategy 3. CRM Enhancements All three areas are tightly knit and together, provide a great opportunity for Visit Estes Park to augment its role in the Estes Park community. Destination Partnerships Ongoing Focus In Visit Estes Park’s nearly five year operational history, the need for and power of collaboration and partnership between Visit Estes Park and Local Marketing District businesses has become increasingly evident. It is clear that Visit Estes Park’s relationships with local business owners and constituents are an integral cornerstone to the success of the destination. Visit Estes Park’s goal is to continue to build strong and productive stakeholder partnerships that help to enhance the destination experience and its associated growth. In August 2014, “Stakeholder Relations & Communications” transitioned to “Partnership Development” in order to more accurately express the maturity of the DMO and its relationships with community constituents. The Visit Estes Park role is essential to creating a community‐wide effort to improve and elevate Estes Park’s tourism industry, and the Estes Park Destination Brand. Visit Estes Park’s ongoing focus in the department of Destination Partnerships: Focused on open communications and advocacy by continuing successful programs and launching new partner communication channels. Developed in‐depth, detailed partner communication strategy to define tactics that will allow Visit Estes Park to further enhance the quality of relationships between the Visit Estes Park team and the Estes Park community. Continue to enhance communication structure between Visit Estes Park and stakeholders, beyond traditional methods and utilizing new DMO tools, including the CRM and stakeholder extranet Continue to assume the role of destination partner with the Town of Estes Park, Rocky Mountain National Park, tourism and business associations, and other community groups (Estes Valley Partners for Commerce, Estes Area Lodging Assoc., Estes Park Wedding Assoc., Estes Park Nonprofit Resource Center, Rocky Mountain Performing Arts Center, and others). Visit Estes Park – 2015 Operating Plan Page 32 Annual Visit Estes Park Stakeholder Meeting, now renamed “Visit Estes Park Tourism Summit,” held on May 22 at The Stanley Hotel. Summit included general session review of 2013‐2014, as well as breakout sessions allowing for direct partner participation and feedback. The 2015 Tourism Summit will continue with interactive opportunities. Visit Estes Park’s President & CEO, Elizabeth Fogarty, sits on the Estes Area Lodging Association Board of Directors, representing Visit Estes Park as a key supporter and partner of the local lodging community. Visit Estes Park’s Director of Partnership Development, Kirby Hazelton, continues to sit on the Estes Valley Partners for Commerce Board of Directors, representing Visit Estes Park as a key supporter and partner of the local business community. o Visit Estes Park will continue to work with the Downtown Business Partners (part of the Estes Valley Partners for Commerce), an organization dedicated to the promotion of downtown Estes Park as a center of business, culture and entertainment. Visit Estes Park President & CEO, Elizabeth Fogarty, is a board member of the Estes Park Economic Development Corp. Jon Nicholas, Local Marketing District Board Member, is President and CEO of the Estes Park EDC. By continuing to lead the Association Forum (which includes participation from the Town of Estes Park, Rocky Mountain National Park, Estes Park Economic Development Corporation, Estes Valley Partners for Commerce, Estes Area Lodging Assoc., Estes Park Wedding Assoc., Estes Park NonProfit Resource Center, Rocky Mountain Performing Arts Center, and others), Visit Estes Park will look to increase the level of cooperation and collaboration for a destination‐wide approach to driving travel and tourism in Estes Park, while cultivating and balancing a high quality of life for our community. Provide exceptional customer service to stakeholders, including one on one visits. Destination Partnerships 2015 In 2015, Visit Estes Park will continue to focus on community outreach to solicit ongoing feedback, inform partners about the role of Visit Estes Park as the marketing expert in the Estes Park community; as well as the DMO’s mission, vision, marketing strategies, and accomplishments. To further enhance and strengthen these business/DMO relationships, Visit Estes Park will specifically focus on marketing/educational opportunities available for stakeholders. A significant focus of 2015 will be the launch of marketing educational sessions for Visit Estes Park business partners. These seminars will be designed to help businesses capitalize on Visit Estes Park marketing efforts, and to enhance and improve their own marketing efforts. Sessions will include topics such as social media, delivering the Estes Park Promise, co‐op advertising, and how to read and interpret website analytics reports. The Partnership Development Director will involve other Visit Estes Park staff and will engage Visit Estes Park industry partners such as Cultivator, Backbone, simpleview, and Turner PR. Visit Estes Park will concentrate on further developing partner advertising programs, both for in‐ market pieces and for website opportunities. Strict attention will be paid to enhancing current offerings and appraising new products, reevaluating pricing and placement structures, and reporting Visit Estes Park – 2015 Operating Plan Page 33 current and accurate performance indicators. Visit Estes Park partner advertising programs allow local tourism businesses to participate in Visit Estes Park national and international message, engage in the destination brand, and reinvest in Visit Estes Park’s marketing efforts. In 2015, increased attention will be given to establishing individual and/or group emails & meetings with Visit Estes Park partners to review analytics, conversions, and overall performance statistics for all advertising programs. Destination Brand Strategy Destination Brand Strategy Ongoing Integrated brand strategy creative and messaging continues to be implemented across all advertising and marketing platforms including print, digital, social and the new VisitEstesPark.com website. We are in the final stage of Phase 4 where we help partners understand that creating and providing exceptional experiences for Estes Park guests would be one of the most significant post‐flood impacts they can control. Note this community rollout phase, unlike the first three phases of Brand Strategy, is an ongoing process and will continue throughout 2015 and beyond, in order to continue to ensure community engagement, engage new and seasonal staff, resident participation, and more. Destination Brand Strategy 2015 In 2015, Visit Estes Park will continue to share and implement destination brand strategy within the Estes Park community. By continuing to provide community‐wide interactive sessions detailing the work of the project and focusing specially on the promise concept, “Everyone’s A Guest.” Visit Estes Park will be able to target not only business owners and managers, but also front line workers, seasonal employees, international employee and residents. It is imperative now more than ever that Estes Park experiences are exceptional for guests, and this can be achieved by building emotional connections and delivering a consistent brand experience. Visit Estes Park will also focus on opportunities for local businesses to develop tangible “brand promise signals.” These signals will include creative implementations of the brand strategy in external marketing, guest interactions, product development, and more. These concepts will allow guests and residents alike to understand the power and value of the brand’s economic impact on the destination. CRM Enhancements CRM Enhancements Ongoing In 2013 Visit Estes Park implemented simpleview CRM (Customer Relationship Management) System, which is integrated with the VisitEstesPark.com website. The CRM is a single, integrated web‐based system that replaced old legacy databases and accompanying technologies. The simpleview CRM, created specifically for destination marketing organizations, allows Visit Estes Park to centralize all operational data and as a result, work more cohesively across all spectrums of the DMO. Visit Estes Park – 2015 Operating Plan Page 34 CRM ‐ Stakeholder Relations & Communications The CRM’s effectiveness is based on the concentration and housing of all DMO interactions in one system to allow communications to be more effectively integrated across Visit Estes Park’s operations. The following are organized within the CRM: Partner records, website listings, communication logs, amenities, invoices, media articles, reports, site visits, local business host records, leads, consumer information (including e‐newsletter signups, Contact Us records, Visitor Guide requests, and more) is all available via the CRM. The CRM allows the DMO’s operations and efforts to be integrated, rather than isolated in several different databases. This allows the Visit Estes Park team to work more intimately and efficiently. The simpleview CRM also allows all staff members to effectively review other facets of stakeholder engagement, including responsiveness to group leads, participation in media groups, and more. CRM ‐ Public Relations The CRM system allows for easier and more in‐depth tracking of media relations. This includes tracking of media hits, press visits and press relationship management. Articles can be entered into the CRM and tagged to stakeholder accounts. Similarly, when media representatives visit Estes Park we are able to compile the experiences they had in the CRM and link those experiences to the associated stakeholder account. All of these entries, articles, and visits are also linked to the journalist and publication accounts so that we can easily track how productive a particular visit, journalist, or publication has been for Estes Park’s media exposure. Communications are also tracked in the CRM, making it easy to report on and keep up with media connections and relationships. Stakeholder benefits, such as media tour participation and/or article mentions, are also tracked in the CRM and will be displayed in the extranet, so both the stakeholder and Visit Estes Park can see, at a glance, the impact of our media efforts. By having a single system whereby we track communications with media and with stakeholders, the Visit Estes Park team is able to keep up to date on connections and communications made with each stakeholder. This vastly improves the efficiency of our stakeholder relations and enables us to be more informed on how each relationship is developing. CRM ‐ Group Sales & Services Features now available within the Visit Estes Park CRM have greatly improved reporting for the group sales business. Several reports, including leads sent to stakeholders and leads pending, are now available in real‐time in the CRM. This allows Visit Estes Park to more effectively monitor lead status information for each individual stakeholder. The communications feature makes it possible to track when the lead was sent, which stakeholder received the lead, and continue to communicate with those stakeholders as additional requests are made by the group guest. This tracking through the CRM communication feature creates a clearer picture of the steps taken by Visit Estes Park to assist the stakeholder in booking the group. This enhanced level of communication also extends to the extranet, in which stakeholders are now able to track their leads from Visit Estes Park. By responding to leads via the Visit Estes Park extranet, a stakeholder provides information to the Visit Estes Park Group Sales and Services Visit Estes Park – 2015 Operating Plan Page 35 Manager which can then be used to better assist the guest. The collaboration between Visit Estes Park and the business stakeholder increases the potential for group business conversion. In addition, response data entered by stakeholders builds a more accurate record for each lead and allows Visit Estes Park to supply stakeholders with more definitive results. Allowing increased opportunities for Visit Estes Park and our stakeholders’ group sales managers to share information, and housing this information in one place, results in a better picture of how Visit Estes Park provides value to our stakeholders. It also gives Visit Estes Park a more realistic picture of how our group market business is being captured, leading to more effective and efficient destination‐wide group sales and services efforts. CRM Enhancements 2015 The Visit Estes Park CRM has allowed the DMO to work more effectively, and the full utilization of this system will continue in 2015. The Director of Partnership Development will make it a priority to work with partners to encourage and sustain the use of the extranet. This forum allows stakeholders to view the benefits of their partnership and engagement with the DMO, while also allowing the DMO to expand their communications’ reach and education of the partner base. Group Sales & Services Ongoing Visit Estes Park’s group sales and services department has recently operated as an inside sales operation and an extension of local business partners’ sales teams. The goal is to increase room nights booked by providing exceptional customer service, quickly qualifying leads, sharing leads and information with partners, and following through with both partners and guests. Primary sources of leads include Estes Park Visitor Center (phone and walk‐ins), Visit Estes Park website and trade show attendance. In 2015, groups will continue to be provided with utmost service, ensuring they reserve their reunions, weddings, conferences, and retreats in Estes Park. Qualified leads were at 154 YTD (thru Aug) for 2014, which is a 21% decrease over Aug 2013’s total of 196. Approximately 48% of all 2014 leads were weddings, 41% were reunions, and 11% were meetings. 2015 Visit Estes Park may partner with the Community Services staff and the Estes Park Events Complex, to find opportunities to better service the adventure group traveler (i.e., fly fishing exhibitions, rock climbing retreats, etc.). If budget allows we hope to hire an administrator that can take on the group lead follow‐up and also actively pursue leads. This team member can also partner with the Event Complex team to assist with closing contracts (no operational duties). This admin. can also assist with entering events on Visit Estes Park – 2015 Operating Plan Page 36 website, and Estes Park Happenings planning. We also plan to work with our foothills neighbors to cultivate partnerships with their group contracts. Key Performance Indicators Tracking and reporting will continue, as we monitor the return on investment for each initiative, allowing adjustments where necessary. Additional activities will be monitored particularly as it relates to social media and website. Regional & National Advocacy and Professional Development Financially support and actively engage in leading industry associations and organizations. Turner PR media training in Denver for Brooke Burnham and Elizabeth Fogarty Four staff members attended the Destination Marketing Association International (DMAI) Conference in Las Vegas, NV. Elizabeth Fogarty will continue with CDME certification (Certified Destination Management Executive). Phase 1 began at the 2014 DMAI Annual Conference, Las Vegas, NV. It is a program that must be completed within four years. Tourism Industry Association of Colorado (TIAC) – Brooke Burnham attended the annual legislative reception in Denver The Assembly – Year Round Mountain Tourism Symposium, sponsored by DestiMetrics, LLC, was attended by Brooke Burnham simpleview Summit – An annual conference for online tourism marketing and sales for destination marketing organizations, was attended by Kellen Toulouse. Participated in community key initiatives including Economic Development Task Force, Economic Development Corporation, Town of Estes Park Master Planning, MPEC Center analysis, Performing Arts Center, Creative Arts District, America in Bloom, Visitor Center Parking Garage Structure, Community Wellness Center, and others Colorado Association of Destination Marketing Organizations (CADMO) attended by Elizabeth Fogarty Visit Denver Orientation attended by Elizabeth Fogarty and Brooke Burnham Annual Estes Park Tourism Summit Visit Estes Park – 2015 Operating Plan Page 37 Estes Park Local Marketing District 2015 Budget ‐ Annual Operating Plan Actual 2013 Budget 2014 Projected 2014 Budget 2015 Revenues Visitor Guide $23,700 $130,000 $137,000 $140,000 2% Tax* $1,365,383 $1,100,000 $1,400,092 $1,414,616 Stakeholder Services $159,536 $140,000 $170,000 $190,000 Town of Estes Park Marketing Investment $0 $0 $0 $0 Larimer County PILT $9,524 $9,500 $10,615 $10,000 Alternative funding sources (Town & County) $100,000 $115,000 Worker Comp. Dividend Income $1,867 $0 $7,250 2014 Grants & Awards $0 $0 $306,559 Tourism Recovery Fund $73,000 $0 $0 Foothills Contribution $30,000 Other $5,000 $0 $60 Investment $40 $0 $0 $0 Total Revenues $1,638,050 $1,479,500 $2,176,576 $1,754,616 Expenses Personnel Services $496,280 $446,670 $478,508 $566,990 Marketing & Operations $1,300,183 $1,032,890 $1,032,890 $1,803,368 2014 Grants & Awards $336,559 Total Current Expenses $1,796,463 $1,479,560 $1,847,957 $2,370,358 Total Expenses $1,796,463 $1,479,560 $1,847,957 $2,370,358 Excess (deficiency) of revenues over expenditures ($158,413) ($60) $328,619 ($615,742) Other financing sources (transfers in) $0 $0 $0 $0 Other financing uses (transfers out) $0 $0 $0 $0 Increase (decrease) in fund balance ($158,413) ($60) $328,619 ($615,742) Beginning Fund balance $1,045,536 $887,123 $887,123 $1,215,742 Ending Fund balance $887,123 $887,063 $1,215,742 $600,000 RESTRICTIONS TABOR RESERVE: 3% OF EXPENDITURES $53,893.89 $44,386.80 $55,438.71 $71,110.74 COMMUNITY DEVELOPMENT Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Will Birchfield, Chief Building Official Alison Chilcott, Director David Shirk, Senior Planner Date: October 28, 2014 RE: ORDINANCE #16-14 EXTENDING INTERIM FLOOD PLAIN REGULATIONS Objective: Extend and amend interim flood plain regulations adopted in November 2013. The consideration of Ordinance 16-14, establishing temporary building requirements for development on lots adjacent to drainages. This is an interim measure pending flood recovery mapping and/or stream/river restoration. Present Situation: Ordinance 13-13 was adopted by the Town Board on November 12, 2013. This ordinance replaced emergency provisions that were put in place immediately following the September 2013 flood that had limited permanent construction adjacent to drainages. Ordinance 13-13 was adopted as an interim measure to establish the high-water mark of the 2013 flood as the regulatory floodplain pending revision to the Flood Insurance Rate Maps. The FEMA Flood Insurance Study and associated Flood Insurance Rate Maps are used by the Town of Estes Park Floodplain Manager to regulate special flood hazard areas (areas with a 1% annual chance of flooding). In many areas the study and maps are no longer accurate and cannot be relied on to protect life and property. Ordinance 13-13 provides regulations for the permanent construction adjacent to drainages affected by the September 2013 flood. These regulations establish building permit submittal requirements such as a FEMA Elevation Certificate and high water marks from the flood. These regulations also require that construction be built a minimum of one vertical foot above the flood of record. This ordinance is set to expire on November 11, 2014. Proposal: Ordinance 16-14 allows for permanent construction in areas affected by the 2013 flood, while taking appropriate measures to reasonably protect lives and properties from flooding and minimize potential non-compliance with FEMA regulations (namely, updated floodplain maps). The Ordinance further ensures that staff have all necessary information when reviewing building and floodplain permit applications. Ordinance 16-14 provides criteria for reviewing building permit applications for structures on properties located adjacent to drainages. Ordinance 16-14 will replace Ordinance 13-13, and includes a variety of minor revisions related to effective dates and terminology (“floodplain” replaces term “building”). Ordinance 16-14 also authorizes the floodplain administrator to use best available data regarding peak flows (paragraph two, Exhibit A). Effective Period If passed, this ordinance will take effect immediately upon adoption by the Town Board and continue until Tuesday, November 10, 2015. Staff anticipates that requirements of this Ordinance will be in effect until new regulatory floodplains are established with revised Flood Insurance Study and associated Flood Insurance Rate Maps. Advantages: • Allows for continued for new construction in areas affected by recent flooding. • Lives and properties are better protected from future flood events and more likely to be in compliance with future floodplain maps. • Consistent with management practices suggested by FEMA. • Increases likelihood that FEMA Public Assistance and the Federal Highways Administration will fund public infrastructure improvements (e.g. bridge and culvert replacements) designed for post-flood design flows. For example, instead of rebuilding a bridge to accommodate 400 cfs it could be rebuilt to accommodate 900 cfs. Disadvantages: • Additional building permit submittal requirements for some customers. • High water marks are not fully mapped. Action Recommended: Staff recommends adoption of Ordinance 16-14. Budget: N/A Level of Public Interest Moderate Sample Motion: I move to adopt/deny Ordinance Number 16-14 to extend temporary building requirements for development on lots adjacent to drainages. Attachments: 1. Ordinance 16-14 2. Exhibit A 3. Memo from November 12 2013 Town Board meeting. 4. Colorado Water Conservation Board FAQs ORDINANCE NO. 16-14 AN ORDINANCE OF THE TOWN OF ESTES PARK, LARIMER COUNTY, COLORADO, EXTENDING INTERIM REQUIREMENTS FOR DEVELOPMENT ADJACENT TO DRAINAGES. WHEREAS, the Town of Estes Park has adopted Estes Park Municipal Code Chapter 17.28 Floodplain Regulations to identify and clarify where flood hazards may exist and to ensure that potential buyers and builders are aware that certain properties are in areas with special flood hazards; and WHEREAS, on September 12, 2013, Estes Park was impacted by a severe flood event; and WHEREAS, on November 12, 2013, the Town of Estes Park enacted temporary requirements for development on properties located within the Town and adjacent to the Black Canyon, Fish Creek, Fall River and/or the Big Thompson River drainages; and WHEREAS, the temporary requirements enacted on November 12, 2013, will expire on November 11, 2014; and WHEREAS, due to the September 2013 flood event, the Town does not know the final location of stream/river channels or banks; the final location of floodplains; and final base flood elevations; and WHEREAS, the Town wants to ensure compliance with FEMA regulations to ensure businesses and residents are eligible to purchase flood insurance; and WHEREAS, the Town recognizes that property owners may wish to initiate, continue, and complete construction adjacent to stream/river channels; and WHEREAS, the Board of Trustees hereby determines that it is in the public interest to adopt this Ordinance in order to adopt floodplain standards for properties located within the Town and adjacent to the Black Canyon, Fish Creek, Fall River or the Big Thompson River drainages. NOW, THEREFORE, BE IT ORDAINED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES PARK, COLORADO AS FOLLOWS: Section 1. Temporary floodplain standards and regulations for properties located within the Town and adjacent to the Black Canyon, Fish Creek, Fall River and/or the Big Thompson River drainages is hereby established, as more fully set forth on Exhibit A attached hereto and incorporated herein by this reference. Section 2. The temporary floodplain standards and regulations set forth on Exhibit A shall take effect upon the effective date of this Ordinance and continue until November 11, 2014 unless amended, extended and/or terminated by further action of the Board of Trustees. WHEREAS, the immediate passage of this Ordinance is necessary for the preservation of health, safety and welfare of the citizens of the Town in order to prevent unsafe construction adjacent to drainages, and therefore the Ordinance shall take effect and be in force immediately after its passage, adoption, and signature of the Mayor. INTRODUCED, READ, AND PASSED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES PARK, COLORADO, on this 28th day of October, 2014. TOWN OF ESTES PARK By: William Pinkham, Mayor ATTEST: Jackie Williamson, Town Clerk I hereby certify that the above Ordinance was introduced and read at the meeting of the Board of Trustees on the 28th day of October, 2014, and published in a newspaper of general circulation in the Town of Estes Park, Colorado, on the _______ day of __________________, 2014. _____________________________ Jackie Williamson, Town Clerk EXHIBIT A Flood Protection Elevation In order to account for the impacts of future development on flood depths and to ensure the least expensive insurance rate for property owners, all new structures, substantial changes and additions on properties located within the Town and adjacent to the Black Canyon, Fish Creek, Fall River and/or the Big Thompson River drainages shall be built a minimum of one vertical foot above the flood of record. The flood of record shall be measured from the high water marks from the September 2013 flood event, as minimum elevation regardless of the current regulatory flood location. When the high water mark and FEMA regulatory floodplain are inconsistent with one another, the more restrictive shall govern. To administer the floodplain regulations, the Town floodplain administrator is authorized to use best available data, including, but not limited to revised/increased peak discharge flows for the 1% annual chance flood. At the present, these numbers are 990 cubic feet per second (cfs) for Fish Creek and 1670 cfs for Fall River. These flows are approximately 250% of pre-flood flows. Building Permit Submittal Requirements All applications for development review shall submit the following information in addition to standard submittal requirements: i. Site plan shall include: a. Current Regulatory Floodplain. Location of the current regulatory floodplain, including elevation points adjacent to proposed development and distance to proposed development; and b. High Water Marks and Lines. High water mark and line locations from the September 2013 flood event, including elevation points adjacent to proposed development, and distance from marks and lines to the proposed development. ii. Federal Emergency Management Agency Elevation Certificate (FEMA Form 086-0-33; Revised 7/12). A FEMA Form 086-0-33, Revised 7/12 or subsequent revisions, shall be submitted for each structure within a proposed development, taken from the regulatory floodplain. iii. A qualified Colorado registered professional engineer in good standing shall direct or supervise floodplain projects within the regulatory floodplain and/or the high water mark from the flood of record. Project designs within the regulatory floodplain shall be certified and sealed by the Colorado registered professional engineer of record. iv. Measurements shall be taken in accordance with Estes Valley Development Code §1.9.D.2. v. The location of fill material to be imported to the site and confirmation from a qualified expert that the engineering characteristics of the fill are appropriate for development. vi. The location where material being exported from the site will be deposited. The land owner or agent accepting the deposit must be identified and approval confirmed by staff. vii. Identification of all structures on, or adjacent to the site that may be affected by grading and development, and presentation of detailed mitigation measures to reduce any negative impact to existing structures during development. viii. Staff may waive submittal requirements depending on the amount of information necessary to perform a complete and reasonable review of the development. Answers to Frequently Asked Questions about the Colorado 2013 Flood Event Following the recent flooding events for Front Range communities in Colorado, property owners, communities, and the National Flood Insurance Program are being presented with some new challenges in the areas of floodplain administration and potential flood insurance impacts. In many areas, the location and other characteristics of channels and streams have been altered significantly. As communities and property owners rebuild, they are presented with a unique opportunity to build structures that are better, stronger, and more resilient. With the devastating impacts of the recent floods fresh in our minds, we are poised to use the lessons we have learned to minimize the damages from future events that, as history has shown us, will take place. The answers to some of the following questions are separated into two major categories: a. What can be done in the short-term to get our communities operational? b. How can we rebuild with long-term impacts in mind, such as building requirements, flood maps, and insurance? Q1: How does a town regulate fill and construction in and adjacent to waterways? Are floodplain permits needed only for work in the mapped Special Flood Hazard Areas (SFHAs), and not near new channels and streams created by the flood? A1a (short-term or “emergency” recovery): FEMA defines emergency protective measures as “actions taken by the community … before, during, and after a disaster to save lives, protect public health and safety, and prevent damage to improved public and private property.” Many communities are currently working to ensure that their communities are safe and functional. FEMA considers such activities, including the “restoration of access” (i.e., the reconstruction of damaged roads), as emergency protective measures. For such work, floodplain permits are indeed required, but the community is not required to obtain an approved Conditional Letter of Map Revision (CLOMR) before performing the work. The community should certainly be aware of and take into consideration the impacts, both upstream and downstream, of the emergency measures that they are proposing. A CLOMR is encouraged but is not required. A U.S. Army Corps of Engineers (USACE) Section 404 Clean Water Act permit is required for dredging or placing fill in waters of the United States, including rivers, lakes, streams, creeks, and wetlands (contact the USACE Denver Regulatory office at 303-979-4120). However, division engineers are authorized to approve special processing procedures in emergency situations. An emergency is defined a situation that would result in an unacceptable hazard to life, a significant loss of property, or an immediate, unforeseen, and significant economic hardship if corrective action requiring a permit is not undertaken within a time period less than the normal time needed to process the application under standard procedures. For any activities that are not emergency protective measures (i.e., permanent work or final reconstruction), all regular permitting and regulatory processes apply, as outlined below. Answers to Frequently Asked Questions about the Colorado 2013 Flood Event Therefore, communities should keep the long-term recovery requirements in mind as they move through the initial construction stages of emergency protective measures. A1b (long-term recovery): If a “waterway” has an identified SFHA on an effective FEMA Flood Insurance Rate Map (FIRM) and the community participates in the National Flood Insurance Program, then a floodplain development permit must be obtained for any proposed manmade activity in the SFHA before work begins. This applies even if the proposed work is funded by FEMA or completed by the community (or its contractor), with or without a loan requiring the mandatory purchase of flood insurance. Due to the recent flood events, new channels and streams may or may not be delineated on the FIRM. If the community is able to obtain and use better data that displays a higher or changed risk profile for a certain area, it is in the community’s best interest to regulate construction in that area to the more conservative risk profile or larger floodplain. Any changes in floodplain development requirements (such as using better data) must be approved and adopted by the community. As always, residents should contact their local floodplain administrator for specific rules and locally adopted ordinances pertaining to fill and construction in the floodplain. A community may be regulating construction in additional areas not shown as SFHAs on the effective FIRM. Q2: How should a community regulate floodplain development now? Should it be based on the high-water marks from this event, the mapped Special Flood Hazard Areas (SFHAs) shown on the effective Flood Insurance Rate MAP (FIRM), or the new stream and river channels? A2: Communities are required to use the information shown on the effective FIRM for floodplain management purposes, or to use State and local regulations if they are more restrictive. However, the effective FIRMs will not reflect recently realigned stream and river channels. If the high-water mark is greater or more conservative than the Base (1-percent-annual-chance) Flood Elevation (BFE) on the effective FIRM, it is advised and would be beneficial for a community to use this information as a point for consideration in regulating rebuilding efforts. Thus, communities are advised to use all available risk information for redevelopment purposes. This risk information could include high-water marks, new topography/LiDAR, Advisory Base Flood Elevations, and local information and knowledge, and it can be used to regulate construction until the FIRMs are updated. New topographic data and risk assessment calculations (hydrology and hydraulics) can be used to update community’s FIRM, although the information being used by a community during the rebuilding process (such as high-water marks) may or may not be incorporated into an updated study produced by FEMA. Note that FEMA’s process to produce a new Flood Insurance Study and FIRM takes, on average, 3 to 5 years from start to finish. Interim advisory maps, whether they are produced by the community, the State, FEMA, or other Federal agencies, are just that – advisory. However, until FEMA can produce updated flood maps that formally identify new or modified SFHAs, advisory maps allow the community to Answers to Frequently Asked Questions about the Colorado 2013 Flood Event rebuild structures that are stronger and more flood-resilient by referencing the local information and knowledge. Q3: Can fill be used to return streams/rivers to their pre-flood boundaries? A3a (short-term or “emergency” recovery): Yes. However, communities should be cautious to minimize the use of fill in the floodplain and should consider the impacts that the placement of fill will have on properties upstream and downstream, as noted in answer A1a. We understand that severe road erosion in several areas across the State has resulted in the relocation of streams to the positions where the roads once stood. In many of these cases, the placement of fill is the only alternative for restoring access . This is permissible with the caveats outlined in answer A1a, and it is again recommended that communities keep in mind the long-term recovery requirements outlined in answers A1b and A3b while implementing their emergency protective measures. A3b (long-term recovery): Yes. Fill material must be obtained from an existing stockpile or permitted commercial operation. Any new or expanded sources of fill material must be approved by the State Historic Preservation Officer (720-544-2810). Sediments deposited in the channel may be used, provided the project sponsor obtains and complies with the appropriate Federal, State, and local laws or ordinance and obtains the appropriate permits. We recommend that local governments submit a Conditional Letter of Map Revision (CLOMR) application, followed by a Letter of Map Revision (LOMR) request to update the Flood Insurance Rate Map (FIRM). A CLOMR provides FEMA’s comments on a proposed project that will, upon construction, affect the hydrologic or hydraulic characteristics of a flooding source and thus modify existing regulatory floodways, Base Flood Elevations (BFEs), or Special Flood Hazard Areas (SFHAs). It documents FEMA’s assessment that a proposed project complies with the minimum criteria for National Flood Insurance Program (NFIP) floodplain management. FEMA charges a fee for processing a CLOMR, and Endangered Species Act documentation may be needed. NFIP regulations do not require a CLOMR for all projects in the regulatory floodway or base floodplain. However, a CLOMR is required for projects that will cause any BFE increase within a regulatory floodway or that will cause the BFE to increase more than 0.5 foot (State requirement) along streams with specified BFEs but no designated floodway. More information about CLOMRs is available on the FEMA website at www.fema.gov/national- flood-insurance-program-2/conditional-letter-map-revision. Once a project has been completed, a community must request a revision to the FIRM to reflect the project. “As-built” certification and other data will be needed to support the revision request. All requests for map revisions should be submitted through the Chief Executive Officer of the community, because the community must adopt any changes to the FIRM. To help communities compile the data required to support map revision requests, FEMA has developed a package of step-by-step instructions and forms. These forms and cost Answers to Frequently Asked Questions about the Colorado 2013 Flood Event information for map revisions are available on the FEMA website at www.fema.gov/mt-2- application-forms-and-instructions. Following a review of the community’s map revision request and supporting data, FEMA will revise the FIRM and Flood Insurance Study report, if appropriate, by issuing a LOMR or by republishing the mapping products through the Physical Map Revision process. FEMA uses the shorter and more cost-effective LOMR process as much as possible. Both processes effect official changes to BFEs, base flood depths, floodplain boundaries, regulatory floodways, and other mapping features. All affected communities are provided with copies of the revised information and given a review period. If appropriate, a statutory 90-day appeal period will take place prior to the revisions becoming effective. Q4: Does the local floodplain manager review and issue permits for channel modifications? A4: Yes. A community that participates in the National Flood Insurance Program (NFIP) requires permits for all development in Special Flood Hazard Areas (SFHAs) and ensures that construction materials and methods will minimize future flood damage. Permits ensure that proposed projects meet both the requirements of the NFIP and the community’s floodplain management ordinance. This is true for both emergency protective measures and permanent work, even if the work is performed by the community and funded by FEMA (through the Public Assistance Program, for instance). For situations where the watercourse alignment has been significantly altered and the FEMA- identified SFHA no longer reflects the area’s flood risk, the community may choose to use better data to administer the floodprone areas, even if they are not identified on the Flood Insurance Rate Map (FIRM). In such instances, the community would have to identify and adopt (by resolution) the new data for the floodplain administrator to have authority to regulate areas not shown on the FIRM and/or described in the community floodplain ordinance. Please note that a community must also review proposed development projects to assure that all necessary permits have been received from governmental agencies from which approval is required by Federal or State law. These permits and/or requirements may include, but are not limited to, those from the following entities: FEMA: CLOMRs; State of Colorado: floodplain regulations;i and U.S. Army Corps of Engineers (USACE): a Section 404 Clean Water Act permit is required to dredge or place fill in waters of the United States, including rivers, lakes, streams, creeks, and wetlands (contact the USACE Denver Regulatory office at 303-979-4120). Q5: What entity can provide advice on stream/river restoration or modification? A5: The Colorado Water Conservation Board (CWCB) supports watershed planning as well as projects designed to restore and protect watersheds. The CWCB partners with numerous Answers to Frequently Asked Questions about the Colorado 2013 Flood Event organizations to plan and undertake multi-objective projects designed to reduce flood hazards, stabilize and restore stream channels, provide habitat, reduce erosion, and increase the capacity to utilize water. Inter- and intra-agency coordination, communication, and prioritization are essential components of the CWCB’s efforts. Specifically, the CWCB supports watershed protection and restoration efforts through the administration of the Colorado Watershed Restoration Program, Colorado Healthy Rivers Fund, and Fish and Wildlife Resources Fund. If FEMA funding is requested to help with a floodplain restoration project, the National Environmental Policy Act requires an Environmental Impact Statement. Q6: What entity can assist with identifying areas where additional destabilization and erosion could occur during the spring run-off, and what can be done now to eliminate/minimize additional damage? A6: The United States Army Corps of Engineers or the Natural Resources Conservation Service “Stream Teams” can provide technical assistance related to identifying and controlling stream bank erosion and destabilization. Please visit www.cwcb.state.co.us/environment/watershed-protection-restoration/ for more information on accessing the Stream Team resources. Q7: In general, what post-flood recommendations do you have for local floodplain managers? A7: As floodplain managers, stormwater managers, scientists, engineers, and planners, it is incumbent on us to work tirelessly to help our neighbors, friends, families, and visitors get back on their feet. Floodplain professionals also have the obligation to provide future generations with more resilient communities than the recent past or the present provided against the floods that will visit Colorado and other States again. Consider making detailed flood hazard assessments before issuing building permits, to provide time for collecting post-flood information and creating community reconstruction plans from that information. Support the public safety intent behind the State Floodplain Regulations by instituting them immediately for all rebuilding efforts. These regulations are available on the Colorado Water Conservation Board website (http://cwcb.state.co.us/legal/Pages/CWCBFloodplainRulesandRegulationsProcess.aspx)The CWCB, in a special meeting on Oct. 21st, 2013, in Denver, issued a policy statement indicating that because state funds are being offered for flood recovery, the processes associated with the use of these state funds shall follow the established State Floodplain Regulations, regardless of the status of local adoption. This policy statement may be found at http://cwcb.state.co.us/legal/Documents/Policies/21FloodplainStandards.pdf Answers to Frequently Asked Questions about the Colorado 2013 Flood Event Develop Advisory Base Flood Elevations for rebuilding structures in and around flooded areas. This analysis should include high-water marks from the 2013 flooding, historic flood records, and FEMA Flood Insurance Study data. Whenever possible, rebuild outside the floodplain to reduce the potential for future damage. One of the most effective ways to mitigate future losses is to relocate structures and infrastructure outside known hazard areas. Support the implementation of master plans, locally and regionally, by executing them during flood recovery rebuilding efforts, rather than replacing old plans in-kind. Consider FEMA’s repetitive flood loss clauses that affect the cost of flood insurance in areas most frequently affected by flooding. Local governmental entities should consider available flood evidence and history before issuing permits in Special Flood Hazard Areas, especially in the Front Range canyon watersheds and along the South Platte River. Q8: Can a community realign a section of stream to its previous channel? A8: This type of work is typically undertaken as permanent work. As such, the project sponsor must obtain the appropriate Federal, State and local permits, including those issued by the U.S. Army Corps of Engineers under Section 404 of the Clean Water Act. Streams should not be altered unless the project proponent demonstrates through a floodway analysis and report, sealed by a Colorado Registered Professional Engineer, that the project will not have any adverse impact on the floodway. This requirement only applies to stream reaches where Base (1-percent-annual-chance) Flood Elevations (BFEs) have been established. A Conditional Letter of Map Revision (CLOMR) provides comments on a proposed project that will, upon construction, affect the hydrologic or hydraulic characteristics of a flooding source and thus modify existing regulatory floodways, BFEs, or Special Flood Hazard Areas (SFHAs). It documents FEMA’s assessment that a proposed project complies with the minimum criteria for National Flood Insurance Program floodplain management. FEMA charges a fee for processing a CLOMR, and Endangered Species Act documentation may be needed. More information about CLOMRs is available on the FEMA website at www.fema.gov/national- flood-insurance-program-2/conditional-letter-map-revision. A Letter of Map Revision (LOMR) is used to modify the BFEs, base flood depths, floodplain boundaries, regulatory floodways, and other mapping features shown on a Flood Insurance Rate Map (FIRM). “As-built” certification and other data will be needed to support a LOMR request that follows a CLOMR. All requests for map revisions should be submitted through the Chief Executive Officer of the community, because the community must adopt any changes to the FIRM. LOMR forms and cost information are available on the FEMA website at www.fema.gov/mt-2-application-forms-and-instructions. Answers to Frequently Asked Questions about the Colorado 2013 Flood Event Q9: If communities upstream or downstream from me realign their stream, how will this affect my community’s effective Flood Insurance Rate Map (FIRM)? A9: If the realignment is reported to FEMA through a Letter of Map Revision (LOMR) request, the requirements of the LOMR process state that the model must extend upstream and downstream far enough to match the previously published flood hazard information. Also, Federal regulations – 44 CFR 60.3 (b)(6) and (7) – require that the adjacent communities are notified and that the streams’ carrying capacity is maintained. If multiple communities are affected by a new stream alignment (whether caused by a flood event or a manmade effort), the LOMR process may not be appropriate and a larger study (i.e., a Physical Map Revision) may be necessary. Q10: Are there efforts or resources in place to remap and/or assess new floodplains caused by channel migrations? A10: At this time, the resources to update, assess, or remap changed floodplains are limited. To identify and record an altered watercourse and its floodplain that fall outside the Special Flood Hazard Area (SFHA) shown on an effective Flood Insurance Rate Map (FIRM) requires a new flood hazard study. Completing a new study or restudying a stream affecting one or more FIRM panels takes a considerable amount of time – the process includes identifying the scope of the study, funding, and following the study processes and methodology that have been established to ensure consistent application and regulatory compliance. On average, a flood hazard study takes 3 to 5 years to complete after the scope has been established and funding secured. In some cases, a Letter of Map Revision (LOMR) may be the best approach for a community to report the altered watercourse and have the information reflected on the FIRM. Under certain circumstances (with proper justification and documentation to support the request), the LOMR application fee may be waived. For mapped watercourses with Base Flood Elevations/floodways, a Conditional Letter of Map Revision may also be required. In accordance with Section 72.5 of the NFIP regulations, review and processing fees are not required for the following types of map change requests: Map changes based on mapping or study analysis errors; Map changes based on the effects of natural changes within the SFHA; Requests for Letters of Map Amendments; Federally sponsored flood-control projects where 50 percent or more of the project's costs are federally funded; Map changes based on detailed hydrologic and hydraulic studies conducted by Federal, State, or local agencies to replace approximate studies conducted by FEMA and shown on the effective FIRM; and Map changes based on flood hazard information meant to improve upon that shown on the flood map or within the flood study. NOTE: Improvements to flood maps or studies that partially or wholly incorporate manmade modifications within the SFHA are not exempt from fees. Answers to Frequently Asked Questions about the Colorado 2013 Flood Event Q11: How have communities in other disaster areas regulated development to their locally adopted floodplain management ordinances in areas where the stream channel has shifted both horizontally and vertically? A11: Communities may use the “best available data” that is at their disposal for floodplain management purposes. In this process, the community would identify areas that they want to manage as a FEMA floodplain, although those areas are not included as a floodplain on the Flood Insurance Rate Maps. The community must identify and include these areas in its ordinance in order to have regulating authority. The Federal flood insurance requirement does not apply to structures in these more conservative areas. Q12: If community officials are interested in remapping their floodplains, what process do they need to follow, and what resources are available to them? A12: Through the Letter of Map Revision (LOMR) process, a community can submit scientific or technical data to FEMA to improve the flood hazard information shown on an effective Flood Insurance Rate Map (FIRM). A LOMR is one way FEMA modifies Base (1-percent-annual- chance) Flood Elevations (BFEs), base flood depths, floodplain boundaries, regulatory floodways, and other mapping features. All LOMR requests should be submitted through the Chief Executive Officer of the community, because the community must adopt any changes to the FIRM. Following a review of the community’s map revision request and the supporting data, FEMA will revise the mapping and the Flood Insurance Study report, if appropriate, by issuing a LOMR or by republishing these mapping products through the Physical Map Revision process. The LOMR application forms and cost information are available on the FEMA website at www.fema.gov/mt-2-application-forms-and-instructions. Because a LOMR officially revises the effective FIRM, it is a public record that the community must maintain. Any LOMR should be noted on the community’s master flood map and filed by panel number in an accessible location. For available resources, contact the Colorado Water Conservation Board to express interest in potential technical and financial resources. Q13: Can the temporary construction of bridges, utilities, bank stabilization, and shoring up buildings be exempted from local floodplain management requirements? A13: A community that participates in the National Flood Insurance Program (NFIP) requires permits for all development in Special Flood Hazard Areas (SFHAs) and ensures that construction materials and methods will minimize future flood damage This is true for both emergency protective measures and permanent work, even if the work is performed by the community and funded by FEMA (through the Public Assistance Program, for instance). Permits ensure that proposed projects meet both the requirements of the NFIP and the community’s floodplain management ordinance. Answers to Frequently Asked Questions about the Colorado 2013 Flood Event The CWCB encourages communities to develop procedures for issuing temporary floodplain development permits for emergency work. Temporary permits for emergency work must be limited to repairs necessary to restore access and vital services and to prevent further damages caused by erosion and bank failure. A temporary floodplain development permit must be valid for a limited period of time, i.e., 180 days. The permit may be renewed upon the condition that the applicant is working to meet the conditions of the local floodplain ordinance. Any work permitted under a temporary, emergency permit must use methods and practices that minimize flood damage. Any permanent repairs must meet the local floodplain regulations and adhere to all map change requirements, including the requirement to obtain necessary CLOMRs and LOMRs. The community should develop policies and procedures for issuing temporary, emergency permits that stipulate requirements for the information to be submitted and all permit conditions. Recommended Best Practices: Communities are encouraged to use the best practices for stream crossings and temporary crossings in the FEMA booklet Private Water Crossings, P-778, June 2009, available from FEMA at http://www.fema.gov/media-library/assets/documents/17542?id=3896 Emergency and temporary stream crossings should be sized and armored for the types of flood flows to be encountered during the life of the project, e.g., spring snowmelt runoff season, flash flood season, post-wildfire increased risk, etc. For situations where the watercourse alignment has been significantly altered and the FEMA- identified SFHA no longer reflects the area’s flood risk, the community may choose to use better data to administer the floodprone areas, even if they are not identified on the Flood Insurance Rate Map (FIRM). In such instances, the community would have to identify and adopt (by resolution) the new data for the floodplain administrator to have authority to regulate areas not shown on the FIRM and/or described in the community floodplain ordinance. A community must also review proposed development projects to assure that all necessary permits have been received from governmental agencies from which approval is required by Federal or State law, including those issued by the U.S. Army Corps of Engineers under Section 404 of the Clean Water Act. Q14: Can the owners of extremely eroded properties rebuild using the effective Flood Insurance Rate Map? A14: FEMA recommends that these owners consult their local building department to determine the requirements, elevations, and any construction requirements that apply to the property. Q15: If a new river channel crosses a property so that a damaged structure is either impossible to repair or rebuild, or the rebuilding or repair would create a high risk of flooding in the future, what should a community do? Answers to Frequently Asked Questions about the Colorado 2013 Flood Event A15: Community officials are required to regulate based on their effective Flood Insurance Rate Map; however, they should give additional consideration in situations such as this to the dynamic nature of the stream channel. Those developing or redeveloping in the floodplain are required to obtain a floodplain development permit from their local floodplain manager in order to determine whether a building is substantially damaged. Substantially damaged flood-insured structures could be eligible for Increased Cost of Compliance coverage, which would help the owners rebuild in compliance with the current flood damage prevention standards. FEMA is coordinating with State and local governments to understand the extent of the stream migrations and to propose solutions, if required, for select areas. If the community would like to acquire or relocate such structures, the community and State can apply for funding from various Federal grant programs. For additional information on FEMA Mitigation Grant programs, contact the State of Colorado Hazard Mitigation Officer. i In order to assist the CWCB in carrying out its mission to protect the health, safety, welfare and property of the public, through the prevention of floods in Colorado, the CWCB requires the following: A. Detention/flood control storage and LID should be considered, when practicable, as part of a basinwide program for the watershed. B. Flood control channels shall include a low-flow channel with a capacity to convey the average annual flow rate, or other appropriate flow rate as determined through a hydro- geomorphological analysis, without excessive erosion or channel migration, with an adjacent overbank floodplain to convey the remainder of the 100-year flow. The channel improvement shall not cause increased velocities or erosive forces upstream or downstream of the improvement. C. Channelization and flow diversion projects shall appropriately consider issues of sediment transport, erosion, deposition, and channel migration and properly mitigate potential problems through the project as well as upstream and downstream of any improvement activity. A detailed geomorphological analysis should be considered, when appropriate, to assist in determining the most appropriate design. D. Project proponents for a mitigation activity must evaluate the residual 100-year floodplain. Proponents are also encouraged to map the 500-year residual floodplain. E. All public and private flood control structures shall be maintained to ensure that they retain their structural and hydraulic integrity. Annual inspections including, as appropriate, field surveys of stream cross-sections, shall demonstrate to the appropriate regulatory jurisdictions that the project features are in satisfactory structural condition, that adequate flow capacity remains available for conveying flood flows, and that no encroachment by vegetation, animals, geological processes such as erosion, deposition, or migration, or by human activity, endanger the proper function of the project. If any significant problems, as identified within annual inspection reports, the facility or project owner shall notify the CWCB within 60 days of the inspection. The inspections shall be conducted by the local Answers to Frequently Asked Questions about the Colorado 2013 Flood Event jurisdiction for all publicly owned or publicly maintained facilities, and shall be conducted by the property owner or facility owner for all privately owned and maintained facilities. F. Any stream alteration activity proposed by a project proponent must be evaluated for its impact on the regulatory floodplain and be in compliance with all applicable federal, state and local floodplain rules, regulations and ordinances. G. Any stream alteration activity shall be designed and sealed by a Colorado Registered Professional Engineer or Certified Professional Hydrologist. H. All activities within the regulatory floodplain performed by federal agencies using local or state funds, or by private, local or state entities shall meet all applicable federal, state and local floodplain requirements. I. Stream alteration activities shall not be constructed unless the project proponent demonstrates through a floodway analysis and report, sealed by a Colorado Registered Professional Engineer, that there are no adverse floodway impacts resulting from the project. This requirement only applies on stream reaches with Base Flood Elevations established. J. No adverse floodway impact means that there is a 0.00-foot rise in the proposed conditions compared to existing conditions floodway. K. Whenever a Stream Alteration activity is known or suspected to increase or decrease the established Base Flood Elevation in excess of 0.3 vertical feet (or a more stringent standard adopted by the local government authority), a Letter of Map Revision showing such changes shall be obtained in order to accurately reflect the proposed changes on FEMA’s regulatory floodplain map for the stream reach. The local community is responsible for ensuring that this process is pursued. This section herein does not require a Conditional Letter of Map Revision to be applied for, unless mandated by the local government having land use authority. Administrative Services Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Jackie Williamson, Town Clerk Date: October 24, 2014 RE: Purchase of Air Ambulance Service Objective: To add an additional employee benefit and to help reduce insurance costs related to emergency transport to the valley for employees and their families. Present Situation: The Town has medical insurance that covers a portion of the cost of air ambulance service to the valley during an emergency. The benefit for air ambulance is the same as an ambulance, subject to the calendar year deductible and payable at 90%. The covered member would be responsible for their deductible plus 10%. It is estimated the covered member’s cost would be approximately $2,500 for the flight only. Additional costs for medical treatment would be payable based on the insurance coverage. Proposal: AirMedCare is an air medical membership network, providing air ambulance services throughout the United States to its members. The membership, if offered through the employer, is as little as $50 a year and covers an entire household no matter the relationship; i.e. spouse, children, grandparents, uncle, aunt, etc. The members must be registered at the household in order to be covered. The membership provides unlimited use of the service during the covered year and provides coverage for all medical services provided during transport. The covered member has no out of pocket expenses. The Town was informed by the AirMedCare representative that emergency responders do not think twice during an emergency to transport an individual if they know the individual is covered by AirMedCare. This sometimes can save valuable time in treating a serious injury or life threatening condition. The Town would like to offer this benefit to all employees interested in a membership for 2015. Advantages: To provide an additional benefit that would reduce the out of pocket expenses for the employee and their family members during an emergency. Disadvantages: Additional cost to the Town. Action Recommended: Staff recommends adding the benefit for the employees as the cost of providing the service is minimal. Budget: The additional benefit would be funded through the Medical Insurance fund at an approximate cost of $6,000 if each employee were to sign up for the service. Sample Motion: I move to approve/deny the addition of AirMedCare ambulance membership as a benefit for employees in 2015. Attachment AirMedCare Brochure America’s largest air medical membership network, providing the highest levels of care and access for you, your family and your community. The AirMedCare Network combines the membership programs of four leading air ambulance operators, the largest of its kind in the United States. Through the AirMedCare Network, each company’s membership enjoys the benefits of the membership program across a combined 28 state service area. For those of us living in rural America, our recovery can depend on how much time it takes to be transported to emergency medical treatment. An air ambulance can cut that transportation time in half. In the event you are flown for a life or limb- threatening emergency, we will work with your benefits provider to secure payment for your flight. Whatever your benefits provider pays will be considered payment in full. Even with medical insurance, an air medical transport can leave you with unexpected out-of-pocket expenses, burdening your finances & family. As a member you will have no out-of-pocket expenses related to your flight if you are flown by any AirMedCare Network participating provider. Each membership applies to any member in a participating company who is transported by another participating company. All members share the same best-selling membership plan, under the same terms and conditions and at the same low price. •Over 200 aircraft locations across 28 states. •More than 1,400,000 network members. •Over 70 years of combined experience. •Most Commission on Accreditation of Medical Transport Services (CAMTS) accredited aircraft locations in any membership network. AirMedCare Network Base Locations By the Numbers Over 1,400,000 Members Over 200 Locations In 28 States 24 Hours a Day 365 Days a Year Join today and you can receive membership in the AirMedCare Network at the same low price as the individual membership programs, giving you membership across 4 leading air ambulance operators for the price of 1! Completed enrollment forms may be mailed to: AirMedCare Network P.O. Box 948, West Plains, MO 65775. If you have any additional questions please do not hesitate to contact me. Our mission is to make it possible for people living in rural areas to get the life- saving emergency care they need, when they need it. Thanks to the support of over 1,400,000 members, AirMedCare Network providers can provide financial peace of mind for you and your family…while providing this vital service to our community. Page 1 To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Kate Rusch, Public Information Officer Date: October 23, 2014 RE: 2014 Citizen Survey Results Background: As outlined in the Town Board’s strategic plan, the Town of Estes Park conducted a citizen survey this summer using the National Citizen Survey (NCS) model. The NCS provides a statistically valid survey of resident opinions about the community and the services provided by local government. The NCS provides the Town with a customized, yet uniform, survey tool used by more than 500 local jurisdictions across the country, which allows benchmarking with the results from those jurisdictions. The Town previously conducted this survey in 2011, which allows comparisons to past results. Specific uses of the results include monitoring trends in resident opinions, measuring government performance, and informing decisions on budget, land use and strategic planning. Methods and Response: The Estes Park Citizen Survey was administered by mail to a random sample of 1,200 households within Town limits beginning in late June of 2014. Of 1,181 valid addresses, 558 households responded with completed surveys, a response rate of 47%. Response rates in other communities typically range from 25% to 40%. Responses were weighted to reflect the overall demographic composition of the community. In August, the survey was posted to the Town’s website and promoted to the general population for voluntary participation. The online survey was completed by 290 people. These non- scientific results are reported separately from the scientific results. Complete results reports for both the scientific and non-scientific surveys are available at www.estes.org. Highlights of the scientific survey results are provided in the attached presentation. Administration Memo The National Citizen Survey Town of Estes Park, Colorado 2014 Results Summary www.estes.org/news ©2010 Survey conducted by: National Research Center, Inc. • 3005 30th St. • Boulder, CO 80301 • (303) 444-7863 • www.n-r-c.com In this presentation… 1. Survey Background and Methods 2. Highlights of Community Ratings 3. Highlights of Services Ratings 4. Custom Questions 5. Next Steps 6. Q & A National Citizen Survey •International City/County Management Association and National Research Center initiative –Statistically valid survey of resident opinions about community and local government services –Customizable template –Benchmark comparisons –More than 500 jurisdictions Scientific Methods and Response •Late June and July •Multi-contact mailed survey •Random sample of 1,200 households •47% response rate •5% margin of error •Data weighted to reflect overall population demographics Additional Web Survey •Online survey •Three weeks during August •Promoted for voluntary response •290 responses •Non-scientific results •Overall results similar to scientific results Uses Benchmark service ratings Inform budget, land use and strategic planning decisions Measure government performance Monitor trends in resident opinions Scientific Survey Summary Complete results: www.estes.org Trends: How do 2014 results compare to 2011 results? •Similar to 2011 results •Higher •Lower •New question; no trend available National Benchmarks Percent who rated good or excellent •Much above national benchmark: •Above national benchmark: •Similar to national benchmark: •Below national benchmark: •Much below national benchmark: •National benchmark unavailable: Community Characteristics Percent who rated good or excellent, trend, benchmark •Overall appearance: 86% •Overall quality of life: 79% •Place to retire: 84% •Place to raise children: 59% •Estes Park as a place to live: 85% Mobility/Transportation Percent who rated good or excellent, trend, benchmark •Overall ease of travel 69% •Car travel: 47% •Travel by bicycle travel: 35% •Ease of walking: 77% •Paths and walking trails: 70% •Traffic flow on major streets: 36% •Amount of public parking: 29% Economic Sustainability and Development Percent who rated good or excellent, trend, benchmark •Employment Opportunities: 16% •Economic Development: 41% •Shopping Opportunities: 27% •Estes Park as a place to work: 39% •Overall Economic Health: 45% •Cost of Living Public Safety Percent who feel safe, trend, benchmark •Overall feeling of safety: 94% •Safe in neighborhood: 98% •Downtown/commercial area: 96% Natural Environment Percent who rated good or excellent, trend, benchmark •Cleanliness of Estes Park: 91% •Quality of natural environment: 94% •Air quality: 95% Built Environment Percent who rated good or excellent, trend, benchmark •Overall built environment: 60% •New development: 41% •Affordable quality housing: 16% •Housing options: 22% •Public places: 78% Community Engagement Percent who rated good or excellent, trend, benchmark •Opportunities to participate in community matters: 75% •Opportunities to volunteer: 88% •Neighborliness: 64% Public Trust and Engagement Percent who rated good or excellent, trend, benchmark •Services provided by Estes Park: 78% •Customer Service: 77% •Value of services for taxes paid: 62% •Overall direction of Estes Park: 51% •Welcoming citizen involvement: 65% •Confidence in Town Government: 52% •Being honest: 56% •Treating all residents fairly: 50% Services Percent who rated good or excellent 0-32% •Street Repair: 22% Services Percent who rated good or excellent 33-66% •Traffic enforcement: 62% •Bus or transit services: 56% •Preservation of natural areas: 64% •Open space: 61% •Storm drainage: 52% •Land use, planning and zoning: 34% •Code enforcement: 40% Services Percent who rated good or excellent 33-66% •Economic development: 41% •Recreation centers: 46% •Recreation programs: 62% •Building permits: 40% •Estes Park Conference Center: 62% Services Percent who rated good or excellent 67- 100% •Police services: 82% •Crime prevention: 81% •Fire prevention: 87% •Emergency preparedness: 70% •Street lighting: 74% •Snow removal: 84% •Sidewalk maintenance: 70% •Drinking water: 90% Services Percent who rated good or excellent 67- 100% •Power utility: 88% •Utility billing: 81% •Town parks: 84% •Special events: 75% •Public information: 73% •Estes Park Museum: 79% •Estes Park Senior Center: 85% •Estes Park Visitor Center: 85% •Fairgrounds and Special Events: 82% Custom Question: Service reductions in case of budget shortfall If necessary, most supported: o Museum Services o Conference Center o Code Enforcement If necessary, least supported: o Police Services o Street Repairs o Snow Plowing Custom Question: Likelihood of using existing channels to access Town of Estes Park information (percent very/somewhat likely) 1.Local newspapers: 94% 2.Word of mouth: 82% 3.Town website: 75% 4.Town newsletter by mail: 61% 5.Email news from the Town: 59% 6.Network television news: 54% 7.Town social media: 37% 8.Watch public meetings online: 34% 9.Channel 8: 13% 10.Channel 12: 12% Custom Question: Likelihood of using potential channels to access Town of Estes Park information (percent very or somewhat likely) 1.Electronic newsletter: 64% 2.Non-emergency alerts via LETA911: 62% 3.Emergency radio station: 60% 4.Text messages: 42% 5.Electronic message board: 35% 47%39%30% 40% 56% 26%22%26%31% 41%41%41%44% 65% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Stocked food/provisions for 3 days Created backup of docs Prepared evac kit Wildfire mitigation Signed up for LETA911 Created a list of emer info sources Alternate power/heating source Percentage of households who answered yes Percent of households who answered no Custom Question: Has your household done any of the following to prepare for an emergency? Conclusions Residents enjoy a high quality of life. •4 out of 5 residents rate overall quality of life as excellent or good. •77% would be very or somewhat likely to recommend Estes Park as a place to live. •Most ratings remained stable from 2011 to 2014. Conclusions The economy is important. •More residents than in 2011 thought the economy would have a positive impact on their incomes in the near future. •Economic development services ratings increased from 2011 to 2014 and were similar to benchmark. •Ratings for Estes Park as a place to work and its employment opportunities, shopping and cost of living were lower than benchmark. •Almost all residents gave excellent or good ratings for Estes Park as a place to visit; higher than national benchmark. Conclusions Mobility is a key focus area. •Several aspects of mobility were rated lower in 2014 when compared to 2011. o Travel by car, bicycle, ease of walking o Paths and walking trails o Traffic enforcement o Street repair Conclusions Estes Park is an engaged community. •Community Engagement indicators were similar to or higher than in comparison communities. •A higher number of Estes Park residents than those in comparison communities have : o stocked supplies for an emergency o walked or biked instead of driving o worked in Estes Park o attended a Town-sponsored event o campaigned, volunteered or participated in a club o attended or watched a public meeting o voted in local elections Questions? Next Steps? To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Will Birchfield, Chief Building Official and Floodplain Manager Alison Chilcott, Community Development Director Date: October 28, 2014 RE: Flood Recovery Update Objective: Report to the Estes Park Town Board of Trustees on flood recovery efforts. Provide information to aid in decision-making about floodplain management, stream/river corridor protection, short-term stabilization, and long-term restoration of rivers and streams. Decisions will continue to have ecological and economic impacts and will require community input. Present Situation: I. Community Development Role - Floodplain Management and Stream/River Corridor Protection A. Floodplain management is a core service provided by the Town. The Town has adopted local regulations that are intended to: 1. Provide adequate zoning regulations to minimize death, injury, and losses to public and private property due to flooding. 2. Identify and clarify where flood hazards may exist and to ensure that potential buyers or builders are aware that certain properties are in areas with special flood hazard. (Summarized from Estes Park Municipal Code Chapter 17.28 Floodplain Regulations, 17l.28.010 Purpose) Regulations are administered by local floodplain manager, Will Birchfield. Community Development Memo Page 1 of 9 The Town participates in the FEMA National Flood Insurance Program (NFIP) which provides eligibility for flood insurance, flood disaster assistance, state and federal grants, loans and buyout funds for flood-prone property. Compliance with floodplain regulations is necessary in order to continue to qualify for the program and related benefits. The Town’s regulations meet and in some cases exceed minimum standards established by the NFIP. B. Stream/River Corridor Protection Regulations are in place within the Estes Valley to promote, preserve and enhance the important hydrologic, biological, ecological, aesthetic, recreational and educational functions that stream and river corridors, associated riparian areas and wetlands provide (from Estes Valley Development Code Section 7.6 Wetlands and Stream Corridor Protection, A. Purpose and Intent). Regulations are administered by the Town of Estes Park Planning Division for the entire Estes Valley. Stream and river corridors and associated riparian areas are wider than flood hazard areas. C. Geologic and Wildfire Hazards Purpose: Protect residents from fire, floodwaters, geologic hazards and other damages (from Chapter 1.3 Purpose and Intent) Regulations are in place to review development and subdivision proposals for hazards. Hazards include, but are not limited to, the following: wildfire, avalanche, landslide, rock fall, mud flow and debris fan, unstable or potentially unstable soils, seismic effects, radioactivity, ground subsidence and expansive soil and rock. Regulations are administered by the Town of Estes Park Planning Division for the entire Estes Valley. II. Fall River and Fish Creek Master Plan – Purpose and Status The Town of Estes Park is preparing Master Plans for Fall River and Fish Creek Corridors, with Colorado Water Conservation Board support. The Master Plans are collaborative in nature, drawing on the expertise of engineers, fluvial geomorphologists, ecologists, fisheries biologists, and risk experts, and informed by input from impacted home and business owners and the community at large. This involves a fundamental shift in how we view and plan for our rivers. Many think of the rivers as a problem to be fixed. Instead, this Master Plan is based on river Page 2 of 9 processes. The objective is to work with the river rather than forcing it into a mold of what we think it ought to be. The Master Plan builds flood recovery work on a foundation of strong science and engineering, vetted through the community. This is an innovative risk-based approach to resiliency. The master plans (to be completed Winter, 2014) consider risks associated with geomorphic hazards in addition to flood hazards and identifies potential mitigation projects for the corridors, including the corridor running through downtown. The ultimate result of master planning efforts and subsequent project implementation is increased resiliency in our community, economy, and river systems. The Master Plan has/will: Start the coalition on a successful path to maximize future funding opportunities for needed recovery and restoration projects. Create a long term implementable vision for the Fall River and Fish Creek corridors for recovery and restoration. Create prioritized lists of scientifically defensible recovery and restoration projects that have been shaped by and have the support of the community. Create a strategy to reduce the impact of future flooding on the community of Estes Park and its economy. Develop strategies to restore the river’s ecological health and resiliency. Recommend aquatic and terrestrial (riparian) wildlife habitat improvement and restoration—including fish passage improvements. Recommend river channel stabilization, relocation, and/or reconfiguration. Identify wetland and riparian areas to protect and restore. Recommend recreation network expansions and improvements, including trail and/or maintenance access development. Employ qualitative and quantitative risk assessment tools that distill extensively complicated factors into information the town can use to make informed long‐term and short‐term recovery and planning decisions. Incorporate public input into development of the Master Plan including volunteer engagement. Guide future Fall River and Fish Creek Corridor recovery and restoration projects. Outline project prioritization and cost estimation. Coordinate current exigent project efforts into long‐term planning. Status: More detailed information about the master plans can be found at www.fallrivercoalition.org and www.fishcreekcoaliltion.org. Master planning processes Page 3 of 9 for Fall River and Fish Creek began in February/March 2014. The final plan is due to be complete this fall/winter. III. Transition to Watershed Coalition (independent from Town government) To best accommodate the many different parties with interests in Fall River and Fish Creek, the Town of Estes Park helped assemble the Fall River and Fish Creek coalitions to help coordinate interested parties and most effectively advocate for health and resiliency of the stream corridors and the Town. At the heart of the master planning process are the River Advisory Committees (RAC), volunteer planning advisory committees for the Fall River and Fish Creek Corridors. The River Advisory Committees are a means to foster ownership of the planning process in the community, create a constant stream of public engagement, promote understanding of the issues and process, and expedite the acceptance and implementation of a final plan. The RACs hold bi-weekly meetings which inform and guide the planning process. This is a forum in which invested individuals and organizations have the opportunity to help define values and vision, define issues, propose projects and management strategies, and provide input on the final plans. Representatives from every reach of the river, and from all sectors of the community, encourage all members and the planning team to consider Fall River and Fish Creek as systems. This is the key for the plans’ success. Fall River and Fish Creek Coalitions are informal coalitions consisting of property owners and other stakeholders. Prior to spring runoff off, coalition meetings included information on both emergency repairs for runoff mitigation as well as long-term planning for watershed restoration. Coalitions create a forum for residents to get to know their neighbors and work cooperatively to restore the rivers. The Town served as a catalyst for the coalitions after the September 2013 floods. Coalition meetings to date have focused on spring-runoff preparations and master planning for Fall River and Fish Creek. The coalition is now transitioning to a formal watershed coalition structure, e.g. a non-profit organization with a formal board, staff, mission and vision, with the goal of a formal structure in place by December 2014. At a coalition meeting on October 16th the Fall River and Fish Creek Coalitions decided to merge into the Estes Valley Coalition and expand to represent the Big Thompson and Black Canyon Creek. Since then stakeholders met to develop a mission and vision for the non-profit and to identify a fiscal sponsor during the interim period while a request for 501(c)3 approval is pending. Once the coalition structure Page 4 of 9 is in place and a fiscal sponsor is identified, grants are available to fund watershed coalition staff position(s). IV. Flood Recovery Temporary Staffing A. Environmental Planner/Planner III Position Starting In September, the Town received a grant from the Colorado Division of Local Affairs to fully-fund a two-year staff position, an Environmental Planner/Planner III. The primary purpose of this staff position is to assist with flood recovery work – (1) to ensure flood recovery sustainability through regional resiliency strategic planning processes, and (2) help guide the Estes Park community to rebuild better and stronger to increase its resiliency to future disasters. This staff person will assist with implementing the risk-based watershed master plans, including identifying and applying for grant funding, coordinating with stakeholders such as the watershed coalition(s), downtown businesses and property owners. This Planner will also assist the Town Floodplain Manager with new flood insurance studies for Estes Park and joining the FEMA Flood Insurance Program Community Rating System, which can reduce flood insurance rates. The position is currently being advertised locally and nationally. B. Flood Outreach Coordinator Position Ending Donna Hasman was hired as Flood Outreach Coordinator in the spring of 2013. Her position, which was fully funded by Larimer County Work Force Center grant, ends on September 30th. She has been as a temporary part-time employee of the Town through November 21st. Donna has been instrumental in coordinating with the Long-Term Recovery Group, applying for HMGP and CDBG-DR funds for the Downtown Estes Park Flood Mitigation Project, spring-runoff outreach, and master planning. V. Master Plan Implementation Funds are needed to implement the Master Plan. Below is a summary of funding status. A. Grant Funds Awarded Colorado Water Conservation Board: $200,000 for Fish Creek restoration project (Country Club to Brook Drive reach). This is a collaborative project with property owners, the Estes Valley Recreation and Park District, and the Estes Valley Land Trust. Page 5 of 9 B. Grant Funds Requested (Pending) – Downtown Estes Park Flood Mitigation Project FEMA Hazard Mitigation Grant Program/HUD Community Development Block Grant (CDBG) – Disaster Recovery Funds: $13.5 million for Downtown Estes Park Flood Mitigation Project. General objectives of this project are: • Reduce future flood risk in downtown Estes Park. • Create a strong and safer downtown to reduce loss of life and property. • Enable individuals and the community, including downtown as a whole to recover more rapidly from future flood events. • Lessen the financial impact of flooding, i.e. reduce the risk of repetitive losses from flooding in downtown Estes Park. • Use natural materials and avoid hardening where possible. Specific objectives are: • Contain floodwaters (from a 1% annual event) within river channels and under bridges to the maximum extent practical. • Where floodwaters cannot be contained within the channel, water will be managed and safely returned to the rivers, avoiding damage to buildings. • Remove assets from hazard areas and reduce inundation depths by increasing flood conveyance. • Maintain as much natural and aesthetic appeal of the rivers as possible. • Prevent as many buildings in the downtown corridor from being placed in revised Special Flood Hazard Areas. Due to the complexity of this project and the need for revised hydrology for Fall River and Big Thompson, the Town has applied for grant funding for a phased project. Phase I includes data collection, public meetings, and preliminary design. Phase II is construction. Community Development and Public Works staff worked together with river engineers to preliminarily identify six locations that provide the potential to reduce future flood risk and that align with FEMA Hazard Mitigation Grant Program objectives. Future work at these sites could significantly reduce the risk of flooding throughout the commercial downtown corridor of Estes Park, thereby protecting the economic engine of the town and thus the well-being of its citizens. The six potential project locations are: 1. East Riverside Drive (Confluence Bridge Improvements) Page 6 of 9 2. West Elkhorn Avenue (Waterwheel Bridge) Improvements on Fall River 3. Piccadilly Square Improvements on Big Thompson River 4. Big Thompson from Piccadilly Square to Ivy Street 5. Rockwell Bridge on Big Thompson 6. Fall River Upstream of Spruce Drive C. Future Funding Opportunities The next round of grant applications will be for HUD CDBG–DR which includes $25 million for a W atershed Resilience Pilot Program. HUD describes this as: A holistic program designed to provide watershed restoration, risk mitigation and community and economic development using a collaborative, coalition-of-partners approach. The program will support capacity building, additional watershed master planning and conceptual design activities, including modeling and mapping, planning for multi-objective uses such as - green infrastructure, greenways, recreation, transportation and recreation and funding for the implementation of projects agreed to in cooperative planning efforts. Staff is also monitoring other grant opportunities including, but not limited to: 1. Colorado Water Conservation Board grants; 2. National Resource Conservation Service request for additional funding from Congress for the 2013 floods; and 3. HUD National Disaster Resiliency Competition – CDBG. HUDs goal is to get resources to communities to help them develop innovative, data-driven, community led approaches to recover from disasters and increase resilience to future threats. The State of Colorado has created working groups to develop and application. 4. Partnership with the US Bureau of Reclamation and State Engineers Office to improve conveyance capacity/reduce backwatering by the flume located near the Visitor Center. VI. Spring Runoff Wrap-Up Five emergency watershed protection projects were completed in Town. One project, Fish Creek 1 (Stonebridge) was originally identified for funding by NRCS; however it did not qualify due to limited risk of additional structure damage from spring runoff. A second project, Fall River 3 (Bugle Point) initially qualified for funding. Work was complete by the property owner the fall of 2013, removing the immediate threat. The property owner has requested that staff appeal the NRCS decision. Page 7 of 9 Total project cost for the five projects is roughly $1 million, of which 12.5% is a local match. Property owners in the project areas are responsible for this match. Town staff expects to meet the match requirement with the in-kind contributions, e.g. the value of the rock and rock hauling, used in the project. This is temporary work and has not been approved by FEMA as a permanent repair. VII. Interim Floodplain Regulations The Town continues to regulate floodplains with interim regulations in this post-flood environment. The staff goal over the past year has been, and remains, revising Flood Insurance Studies and maps after as many as possible of the mitigation measures identified in the master plans are implemented. Based on new hydrology reports prepared for the Fish Creek Public Infrastructure Project, flows on Fish Creek for a 100-year event are anticipated to increase at least two times. Preliminary hydrology studies for Fall River show a similar increase. Proposed mitigation will reduce the number of homes and businesses placed in revised Special Flood Hazard Areas (FEMA Regulatory floodplain), but not eliminate all. Some property owners likely to be placed in revised SFHA have been approached about voluntary property acquisition. Most property owners declined. Staff has begun overlaying hydrologic model output on aerial photography and topographic maps to determine which areas are most heavily impacted. Maps have been reviewed in River Advisory Committee meetings, a Partners for Commerce meeting, discussed in general at Town Board meetings, and reviewed with individual property owners. They will be posted on coalition websites. Ordinance #13-13 allows for permanent construction in areas affected by the 2013 flood, while taking appropriate measures to reasonably protect lives and properties from flooding and minimize potential non-compliance with FEMA regulations (namely, updated floodplain maps). The Ordinance further ensures that staff have all necessary information when reviewing building and floodplain permit applications. Ordinance 13-13 provides criteria for reviewing building permit applications for structures on properties located adjacent to drainages. The Town is regulating to the high-water mark of the event using best available data for revised 100-year hydrology. This ordinance is due to expire on November 11, 2014 unless amended, extended and/or terminated by further action of the Board. Interim regulations are still needed and Page 8 of 9 staff will be in front of Town Board with proposed regulations before the November 11th expiration date. Staff will ask to continue to use the high water mark as the vertical boundaries of the floodplain and to use the best available data for peak flow discharges. By using those two criteria we will be able to set property owners up for success, rather than failure, when applying for permits for work within the floodplain. Proposal: None. Advantages: N/A Disadvantages: N/A Action Recommended: Report only. No action needed at this time. Budget: N/A Level of Public Interest: Very High Sample Motion: N/A Attachments: Community Development/Community Services Committee Staff Report Dated October 24 2013 Flood Recovery Update Page 9 of 9 To: Community Development/Community Services Committee Town Administrator Lancaster From: Will Birchfield, Chief Building Official and Floodplain Manager Alison Chilcott, Community Development Director Date: October 24, 2013 RE: Floodplain Management and Stream/River Corridor Protection Objective: Report to Community Development/Community Services Committee on floodplain management and stream/river corridor protection activities since the September flood. Provide information to aid in future decision-making about floodplain management, stream/river corridor protection, short-term stabilization and long-term rehabilitation of river and streams. Decisions will have ecological and economic impacts and will require community input. Present Situation: I. Floodplain Management and Stream/River Corridor Protection 1. Floodplain management is a core service provided by the Town. The Town has adopted local regulations that are intended to: a. Provide adequate zoning regulations to minimize death, injury, and losses to public and private property due to flooding; and b. Identify and clarify where flood hazards may exist and to insure that potential buyers or builders are aware that certain properties are in areas with special flood hazard. (Summarized from Estes Park Municipal Code Chapter 17.28 Floodplain Regulations, 17l.28.010 Purpose) Regulations are administered by our local floodplain manager, Will Birchfield. Community Development Memo Page 1 of 8 The Town participates in the National Flood Insurance Program (NFIP) which provides eligibility for flood insurance, flood disaster assistance, state and federal grants, loans and buyout funds for flood-prone property. Compliance with floodplain regulations is necessary in order to continue to qualify for the program and related benefits. The Town’s regulations meet and in some cases exceed minimum standards established by the FEMA National Flood Insurance Program. 2. Stream/River Corridor Protection Also, within the Estes Valley regulations are in place to promote, preserve and enhance the important hydrologic, biological, ecological, aesthetic, recreational and educational functions that stream and river corridors, associated riparian areas and wetlands provide (from Estes Valley Development Code Section 7.6 Wetlands and Stream Corridor Protection, A. Purpose and Intent). Regulations are administered by the Town of Estes Park Planning Division for the entire Estes Valley. Stream and river corridors and associated riparian areas are wider than flood hazard areas. II. Flood Impact 1. Within the Estes Valley, the flood caused major changes to Fish Creek and portions of Fall River. Big Thompson and Black Canyon experienced less change. a. Watercourses migrated (50 feet or more in some areas), Fall River Migration & Alluvial Deposits Home at River’s Edge was 50 feet from Fall River b. An enormous amount of alluvial debris was deposited (with depths of at least 3 feet). c. Fish Creek no longer meanders in many areas. d. Stream/river beds were lowered (maybe as much as 5 feet). Page 2 of 8 e. Stream/river corridors widened (50+ feet in some areas). Rain triggered rock and mud slides which removed vegetation. ] Giant Track Mountain Rock Slide MacGregor Mountain-Slide off Fall River Road 2. Infrastructure, homes, and businesses in stream and river corridors were damaged or destroyed. Fish Creek- roads & utilities destroyed Stream/river migration and erosion has rendered some lots along Fish Creek and Fall River temporarily or permanently unbuildable. Approximately half the structures (3,750) in the Estes Valley were affected by the rains and flood; e.g., located in the no flush zone, had groundwater in the crawl space, basement, or first floor living space. . . In terms of numbers, severe physical damage to homes and businesses was minimal within Town limits. One home was substantially damaged (50% or more of valuation to fix), fourteen additional buildings experience some level of structural compromise, but at this point we do not think they meet the substantial damage criteria. For those who Page 3 of 8 suffered losses the loss is tremendous. All these structurally damaged buildings were outside the mapped special flood hazard area. Structural damage & Fish Creek channel migration. Homes were 30 feet from Fish Creek Fall River undercutting bank / encroaching on home III. Flood Hazard Areas Have Moved The FEMA Flood Insurance Study and associated Flood Insurance Rate Maps are used by the Floodplain Manager to regulate special flood hazard areas (areas with a 1% annual chance of flooding). In many areas the study and maps are no longer accurate and cannot be relied on to protect life and property. IV. Temporary Suspension of Permitting for Permanent Construction 1. The final location of our watercourses has ecological and economic impacts, and requires community input. Because of this the Town has implemented a temporary suspension for existing and new building permits in or along our waterways. Returning streams and rivers to their pre-flood locations and reclaiming land is not allowed at this time. This suspension is based on several factors, such as not knowing the final location of the stream/river channels, floodplain, and to ensure businesses and residents remain eligible to purchase flood insurance. Page 4 of 8 2. Emergency provisions need to continue beyond the initial “sunset” date of Tuesday, November 12th. Staff is using the high water mark of this event as current floodplain boundaries. Both FEMA NFIP representatives and other experts agreed this is an appropriate approach. FEMA floodplain experts reviewed and advised that the Town’s floodplain ordinance supports this approach. 3. Temporary Work. Permits are being issued for temporary work necessary to prevent further loss of property, such as bank stabilization, shoring buildings, repairing private bridges and utility infrastructure. There are no fees for the floodplain permits or for the associated building permit authorizing work on a temporary basis. Work can only be approved on a temporary basis until more information is obtained regarding the magnitude and significance of the flood event. At this time only engineers can apply for flood plain permits. We have chosen not to limit this to hydrologists only. V. Short-Term Stream/River Stabilization 1. Short-term bank stabilization is needed prior to spring runoff. Remobilization of materials in debris fans can cause further scouring and bank erosion. The window for stabilization is closing. Ideally work would be complete before ground freezes. Tasks Include: a. Identify roles and expectations for private, local, state, and federal entities. Status: Bank stabilization is a private responsibility on private property. Permitting is required. Roles and expectations to minimizing hazards related to re-mobilization of debris fans prior to spring run-off are TBD. b. Identify priorities for restoration (e.g. who needs to do what and where, enforcement of floodplain regulations, etc.) Status: At this point, Community Development priorities are (1) Stonebridge Estates on Fish Creek (2) Fall River from Estes Condos/Bugle Point upstream to the Fish Hatchery. Significant work is required along most of Fish Creek. With the fine sedimentary soils further incision, downward cutting of the stream bed is possible per Natural Resource Conservation Hydrologist Steve Yochum. Responsibilty for Fish Creek rehabilitation needs to be determined, i.e. with the Town or County take the lead. c. Identify public and private resources/grants Page 5 of 8 Status: FEMA assists with bank stabilization when structures/improvements are threatened and/or man-made banks are damage. The Natural Resource Conservation Corps can step in where FEMA leave off assisting with stabilizing natural banks. Federal funding from the Natural Resource Conservation Service may be available (75% federal/25% match); funding will be prioritized and requires a sponsor, e.g. the Town of Estes Park. Sponsorship will be acted on at the next Town Board meeting. The 25% match does not have to be Town funds. Technical assistance and grants are also available from the Corps of Engineers, Colorado Water Conservation Board, FEMA. Staff is also looking into grants from foundations. d. Implementation Schedule (e.g. bank stabilization prior to spring runoff). Status: Some private property owners have attempted to stabilize banks. Current temporary mitigation activities are using available materials which may not always comply with best practices. VI. Long-Term Stream/River Rehabilitation Rehabilitation of streams/rivers requires planning. Rehabilitation projects can take eighteen months or longer. For long-term rehabilitation, staff recommends adopting best practices as identified by experts such as FEMA and NRCS for rehabilitation. 1. Answers are needed to questions such: a. Can/should a river segment be moved back to its former location, remain in its current location, or moved to a new location? b. How does moving a river impact upstream and downstream properties? Discreet unplanned projects can negatively impact up and downstream property owners? c. Who pays for the work? d. Is acquisition of conservation easements or land needed? If so, by who and with what funds? 2. Developing criteria and standards for permitting permanent work where the flood hazard areas and floodway have moved with the watercourse need is required. Page 6 of 8 VII. Ongoing Work Staff are: 1. Continuing to consult with, and learn from, experts about best practices. This includes: Stream Restoration Coordinator at the Colorado Water Conservation Board; District Conservationist and Hydrologists from the Natural Resources Conservation Service; FEMA Floodplain Specialists (one of whom is embedded with Community Development); private consultants such as ICON or Stantek, if funds allow, City of Fort Collins and Larimer County Floodplain Managers; Estes Valley Land Trust, and Colorado Association of State Stormwater and Floodplain Managers. 2. Engage stakeholders in short stabilization and long-term rehabilitation discussions. One of the next steps is to create, or participate in, a local Stream Taskforces, as recommended by the Colorado Water Conservation Board. 3. Work towards adopt an Advisory Map. Adopt an advisory map for regulatory purposes until a new Flood Insurance Study is completed, which may not occur for a year or more. Staff is in contact with the Colorado Water Conservation Board which plans to prepare recovery maps. High-water marks from this flood event along with peak stream/river flows need to be obtained to create the advisory/recovery maps. NRCS has prioritized Fall River and Fish Creek for peak flow estimates. Also, staff will determine if the Town can use current study where there is no alteration of course, conveyance capacity. 4. Glossary of Terms. Prior to the CD/CS meeting a Glossary of Floodplain Plain Management terms is attached and will be posted at www.estes.org. Trustees are likely to hear these terms frequently over the next year or two. Proposal: At the October 24, 2014 CD/CS meeting, staff will report to CD/CS. Staff will report to Town Board on November 5, 2014. Advantages: N/A Disadvantages: N/A Action Recommended: Report only. No action needed at this time. Page 7 of 8 Budget: TBD Level of Public Interest: Very High Sample Motion: N/A Page 8 of 8 Community Development Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Wes Reichardt, Code Compliance Officer Phil Kleisler, Planner II Date: October 28, 2014 RE: Code Compliance Update Background: The Town of Estes Park’s Code Compliance Program was created to enforce the Estes Valley Development Code and Estes Park Municipal Code regulations through education, outreach and enforcement. The Town held a series of public meetings in 2013 to establish the priorities for the Program. Since then the Town has hired a full time Code Compliance Officer, finalized the Code Compliance Policy and continuing to make headway on code violations in the Estes Valley. Priorities: The Code Compliance Policy establishes a prioritization method for each case, which was largely informed by the 2013 community input sessions. Once received, new cases are given a ranking: Priority A: Code violations having life, safety, or health concerns. This includes potential danger to life or the environment, including Flood Plain Violations and wildlife. Priority B: Code Violations having significant negative impact on properties, property values, and/or quality of life. Typical B violations consist of junk/trash accumulation, Sign Code, noxious weeds, exterior lighting, non-conforming uses, and short term vacation rentals. These items were identified through the community input sessions. Priority C: Nuisance complaints that have moderate, negative impact on surrounding properties, property values, and/or quality of life. Priority C violations typically are only visible to the complainant. Priority D: Nuisance complaints that have moderate, negative impact on surrounding properties, property values, and/or quality of life. Non-Priority Cases: Violations that do not meet the criteria above and will be responded to in the order received and as resources are available. Outreach and Education Weeds: Noxious weeds are an increasing problem in the Estes Valley. The Town continues its partnership with the Estes Land Stewardship Association, Larimer County Weed District and Rocky Mountain National Park for the management and eradication of noxious weeds. The Town recently partnered with Eagle Rock School students to assist a property owner in pulling noxious weeds on his property. In this case the property owner was unable to perform any work due to long-term health limitation and a recent surgery. Moving forward we hope to continue this partnership with Eagle Rock to assist property owners with limited mobility or other special circumstances. Presentations: Over the last six months of the code compliance program, staff made the following presentations: Estes Land Stewardship Association: program overview; Board of Realtors: Code Compliance policy and sign code overview. Association for Responsible Development: update on vacation homes. Outreach: In addition to walk-in consultations during business hours, staff now occasionally works on weekends with a primary focus on the downtown area. Weekend outreach has helped staff address code violations and to a large extent, establish new relationships with downtown business owners and residents along our commercial corridors. Enforcement Dashboard Summary The Town tracks key indicators for the Code Compliance Program. A dashboard summary is provided with this report for the months of April through September, 2014. The dashboard does not include minor infractions that were handled in person or over the phone. The types of complaints remain varied, with most relating to junk accumulation, weeds and sign code violations. As expected, the number of minor walk- in consultations increases substantially during the summer months. Enforcement Actions If possible, staff strives to resolve code compliance matters voluntarily prior to taking legal action. In the last six months, staff has reached compliance on 83% of violations with a courtesy Notice of Request, 16% with a formal Notice of Violation, and 1% with a summons to Municipal Court. In the coming week, staff plans on issuing one summons to Municipal Court for case inside the town limits and a similar notice for a property in the unincorporated Estes Valley. Some of the larger cases that have been resolved or are in the process of reaching compliance are: Junk and Flood Hazards Upstream of Downtown While preparing for the 2014 spring runoff staff received a complaint about junk accumulation just north and upstream of downtown. Staff communicated the need to quickly address the situation to the property manager, who cleaned the property within two weeks. Given the close proximity to Fall River staff had serious concerns about the litter creating flood hazards during the spring runoff. Junk and Litter A property containing over a dozen inoperable vehicles and extensive junk/litter was recently cleaned and sold. Staff worked with the State-appointed executor for roughly six months. Through that process the vehicles were towed and the property was eventually sold and cleaned. Illegal Recreation Vehicles A property along Highway 34 has allowed residents to occupy recreational vehicles on a long-term basis. With the exception of established RV parks, no recreational vehicles Before After Before After may be used as a dwelling or have utility connections; the RVs on this site are in violation of both of these standards. Staff worked with a County representative to assist the RV occupants with applying for State and Federal assistance, with the intent of transitioning them to a permanent home. While the occupants did gain access to public assistance, the property did not come into compliance by the mutually agreed upon date. Therefore, Town staff brought this matter to the Larimer County Board of County Commissioners for review. The Commissioners found that there is a violation on the site and established a nine month deadline to come into compliance. Expired Permits A property near Wonderview Avenue had over 50 expired building permits for various approved and unapproved construction work. Town staff worked with the property owner to reduce the number of expired permits to eleven (11), and will inspect and close the remaining permits. Budget: N/A Staff Recommendation: This report is informational only. No action is requested at this time. Sample Motion: N/A Attachments: 1. Dashboard Report Town of Estes Park Code Compliance Summary Report: April - September Number of Cases Received Over Time Cases Opened/Closed General Updates Cases by Category Mission Statement: To contribute to the safety, aesthetics, and quality of life in the Estes Valley by ensuring compliance with adopted codes in a fair and comprehensive manner. Mission focus is on achieving voluntary compliance through cooperative efforts between through cooperative efforts between code officials and citizens. Education/Outreach Code compliance officer received ICC Zoning inspector certification. Code complaince officer received CACEO certification. Enforcement The Town strives for voluntary compliance, enforcement actions are still necessary Official Correspondence Courtesy Letter of Request 47 Notice of Violation 9 Summons/public mtg 1 16 4 7 15 5 10 0 2 4 6 8 10 12 14 16 18 1-Apr 1-May 1-Jun 1-Jul 1-Aug 1-Sep Signs, 20% Junk/Trash, 12% Weeds, 10% Work w/o Permit, 3% Private Matter, 0% Vacation Home 31% Misc. Land …Other, 7% Flood-Related0% April May June July Aug Sept Closed (12)(2)(5)(13)(9)(9) Opened 16 4 7 15 5 10 Net Cases Open (Closed)4 2 2 2 (4)1 (25) (20) (15) (10) (5) 0 5 10 15 20 25 Contact: Wes Reichardt Code Compliance Officer wreichardt@estes.org