but I can't see anybody else. So yeah, we'll just get kind of kicking off. Derek, my wingman will be connected to audio very soon. I'm sure. Thanks, Michelle. Okay. We'll kind of get moving. Great. Good morning, everybody. Thanks for joining us. Sorry, as always, you know, every meeting we're having a few tech issues, but we're getting there. Thank you again for joining us this morning. We appreciate it. Sarah Jane Johnson and Derek from Roadmap Consulting are going to take us through the destination management transition plan. I wanted to just talk a little bit about kind of where, well, Sarah Jane's gonna take us kind of how we got to this point, but I just wanted to say that our process has been very inclusive of the community and all of our stakeholders. And this really is a very preliminary draft that we are presenting today and your feedback and comments and questions on this are really vital to this process as we are in a kind of feedback gathering loop. And then we expect that we will come back with a revised plan in April. And S.J., if you just want to go to the next slide, I'll just talk a little bit about kind of what that process looks like. So the plan sort of is going out to everybody around the same time. It just went to the Snowmass Tourism team last week, as well as to the tourism board, the town department heads, and we presented to the Snowmass town council on Monday evening. The reason why is that we want everyone to look at the same document. We didn't want it validated by any single entity like the staff or the council. So this again is a very preliminary draft. We have today's presentation and we'll do another one next week. What is not on this agenda is that we will do a tourism board meeting, which is planned for March 20th to really hear, allow the tourism board. Some of them are joining these presentations, but their feedback will be critical to this process. And as I mentioned, we will be looking to bring a revised plan back to the board and the council likely in mid April with the goal of then getting approval late April May. We don't have that exact deadline. So with that, Sarah Jean is gonna guide you through sort of how we got here with the plan, what the engagement's been like, and then she's going to take you through the broad themes of the plan. I did send it out to most of the people registered. If you registered late, we'll let you know how to get to the plan. And then we'll leave some time for questions, comments, feedback. And then of course, the feedback loop's open till March 21. So it doesn't have to be today. have time to digest the plan and to come back to us. So with the the the the the the the the the the the the feedback and then of course the feedback loops open till March 21st so it doesn't have to be today you'll have time to digest the plan and to come back to us so with that I'll hand it off to Sarah Jane to take us through the agenda thank you. Great thanks Julia. Yes, Sarah, great. Sarah, good everyone I'm so excited. All right. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. I'm so excited. hopefully around kind of 2015 minutes to have Q&A. And for those of you that have got questions about what we're presenting this morning or you had time to review the plan, we are here to kind of feel questions. Really, you know, we want folks to really understand what this work is, what's gone into it and what it will mean, how it will support the snowmusterism team. So this is our kind of a run of show for this morning. Just to kind of set the tone, I really love this quote and I've kind of put it into some of our materials and talked about it a lot recently. You know our team was tasked with creating a destination management plan for snowmasterism And I think this quote is really important to think about destination management is about refining the invitation. So that means bringing different partners, including the community and residents of this host, that are the hosts of the destination, bringing different folks to the table to be involved with tourism planning. So we're going to get into a little bit of context around why we're now calling this the DMP. We have a new acronym, but just to set the tone, this plan is characterized by the strategies and actions that are going to support snowmastourism, adopt broader functions around destination management. That is really important to understand. This plan is really designed to give community and tourism partners, like many of you on this session this morning, this plan will give you confidence that somebody is actually managing tourism within the community. The plan has lots of purpose and clarity ideas, action and innovation and the snowmast tourism team have talked about this. This is going to be their why. So we started to characterize the plan as a transition plan because it really is designed, as we say, to support the Snowmasterism team, adopt new functions, support functions that are already in existence. The plan is not going to hold any destination promotion or marketing efforts, but rather kind of shift and enhance some of the messaging. And especially to speak more soundly to those really important themes that we've heard from the community during the planning process after the last seven months. We talk about our how. You've probably seen this in some of the presentation materials. This is that traditional structure of a destination management organizations through our work and understanding with the SNOMAS tourism team. You know there's a lot of this work and these functions that we see are happening and taking place, but we wanted to put more of a structure and framework around it and look at ways to enhance, for example, research or visitor management and education opportunities. So how did we get here? As you know, this has been a seven month planning process. We started this work in September. This project has been broken into four phases. We did a lot of destination discovery and research. In phase one, we held a lot of kickoff meetings with different partners and members of the tourism community. Then we moved into phase two. We did our stakeholder engagement and listening focus. That included surveys in the community, one-on-one interviews, more meetings to really engage with different groups that form the enabling environment of tourism in the destination. And then into phase three, some of you participated in our workshops in early December. We've also been able to bring the launch of a tourism inclusivity coalition to fruition. That's really important work. We started that in December and that group held their first meeting in January during Phase 4. And now we're at the last phase. Our team in partnership and collaboration with the core team at Snowmusturism and their wider staff members. We've been doing a lot of work and having a lot of meetings over the last few weeks. We've drafted this plan and we're now validating it. And it is a community driven plan. We've heard so many different things, lots of feedback, lots of topics and priority issues as you see on the screen here. We've synergized all of that. We've got a whole report with a summary of the findings over the course of this project through the stakeholder engagement and research. Those findings then led to particular recommendations, which we're going to talk about in the strategies coming up in the plan. You've probably seen these numbers as well. This is just our dashboard of the engagement work that we've done over the last few months. And we refer to this a lot. This is our different stakeholder groups within the destination. These are really the tourism partners for Snowmass Tourism and I think this plan really helps to identify different groups that can be at the table and support the work of snow masterism as it moves forward managing the destination. All really critical partners most especially local community and residents. Okay so now we're going to get into the plan framework. This is really where we're going to kind of dig in, look at the plan itself and help you understand what it all means, how it structured, and then how to read the plan so that you can really understand it, think about questions, and think about any feedback that you have, which you can provide to the consulting team. If you want to take a moment here, you can scan this QR code. This will actually take you directly to the town of Snowmass Village webpage, which has got a lot of great information about how to access the plan. You can get to the PDF copy of the document. You can also access the feedback form, and then there's other background information too. So take a moment to scan that. Okay. Oh, forgive me, sorry. So we call this the plan framework, and I'll just kind of give you a bit of an overview of how the framework and the continuity of the plan, how does it all work together? So we liken this to climbing a mountain. I think many of us here are used to that. So we start at the bottom with the vision and mission statement for the organization. From there we have identified particular themes in the research and findings. Those really were the priority topics that came to the surface in our research and our stakeholder engagement and so we've organized the plan around these seven themes at the moment. We're looking at whether or not that might need to shift, but I want you to think about the different themes as we're presenting them and do they make sense. We identified a goal that supports each theme in the plan and the goal is then supported by some strategies and then actions, i.e. how we are going to do this work. So first of all let me present to you the vision, mission and values. These really have been developed by the Snowmass Tourism team. This was their first draft and when we met with them last week and gave them this presentation of the plan for the first time, we have charged them with revisiting these statements, especially the values, to see if they really continue to align with what they're seeing in the plan. And so I expect there will be some revision around this and we welcome everybody here as well to be thinking about this. And if you've got some ideas or maybe some enhancements to this language or there are other values that you feel are really striking and need to be included here, we welcome you to provide input. So I'll just leave you a moment just to digest these. Okay, we also included in this draft plan what we call a purpose statement and this is really to try and set the tone for how this plan supports the organization. It's very specific to the document itself. just take a moment to review that and see again, we welcome your feedback if you've got ideas around this, strong feelings or like how it sounds. We welcome your feedback. Okay, now let's touch on the emerging themes. Actually, Derek, I'm going to hand this over to you if you want to take it away and I'll try to find the slides. Sure. So there were quite a few themes that came out of this. Just to reiterate before we get to deep into this, that's our Jane has been saying this all time. No, this comes from everything we've heard, various different interviews, community, visioning workshops, focus groups. So, we did our best to really capture everything that we heard. Feel free to stop me, stop, Sarah Jane, as we're talking. You know, we want your input as much as possible. We're going to be having a small Q&A at the back end, but don't be bashful. stop us whenever you kind of have questions, comments, concerns, standard marks, whatever that may be. So the really big seven key themes that came out here, you can see it starts with community. You can read the other ones. We'll go through them piece by piece, but community really is the key. We want to make sure tourism isn't working above or below the community, but in conjunction with the community. There know, there's so many different organizations that are already active inside of Snowmass. So we wanna make sure that Snowmass tourism is taking the lead one possible, but also making sure that they're acting as the partners that need advocates. So it's not the step of anybody to us and just offer support for a lot of these different organizations that are early in existence. You can go to the next slide, let's change. So, seven themes. As we saw a moment ago, there's 23 different strategies and 61 actions in KPIs. We will not be reviewing all the different 61 actions in KPIs, but we're going to run through those quickly the 23 strategies here. And if you did download the PDF of the plan and you're starting to look at it while we're talking, and when you get to those tables, we'll actually walk you through how to review the action tables. But if there's something in there that you're seeing, there's an action that maybe you've got questions about or that really resonates with you and your organization feel free to talk about that when we get to our Q&A section. I'll just touch very quickly on how to read this plan. Some of our action items have an icon next to the particular action item in the tables, and I'll just explain what these mean. Snowmass tourism had identified that it particularly wanted to put emphasis and focus on the work of inclusivity for the tourism industry and also sustainable tourism practices. When we talk about sustainable tourism, we're not just talking about environmental sustainability practices. We're also thinking about the impact of tourism on people and also from an economic standpoint as well. So that's what we think about with sustainable tourism. We've also highlighted what we're calling tourism innovation projects. This might be a particular initiative or program, some work that snowmust tourism is going to undertake that might have a particular innovation to it. Some of you who've sat in workshops, you might remember what we called at the time, the Long Shop Tourism Project. This was where we were really looking at how we can come up with some kind of signature or flagship initiative. And we see that the work around that as falling into this category. So you'll see this kind of cog icon throughout the plan as well. So I'll just quickly talk you through how to read through the action tables, and then I'll kind of pass the the mic back to Derek to get into the strategies. So as you'll see here, this is how the plan is organized into these action tables. We've really spent time identifying, remember this is a five plus year plan for snowmasterism and we've tried to identify the priority for that particular area of work, whether it is short term and our timeline might be work that needs to get done within the first year of implementation, medium, two to three years, and then long term might be a longer process in timeline. As I explained, actions, these are the tactics, the work that is going to get done. It might be new programming, it might be an initiative, it might be building on existing work, that snowmust tourism or partners have in place. As we were charged with creating a destination management plan, we really wanted to support the team by identifying what function of destination management is required around this particular area of work. So you'll see that table there, that column, sorry. Oh, hang on. Sorry, I just want to highlight as well. Obviously we've got KPIs, we've identified what success looks like for each of the actions. Some of them are metric based and others are just a preferred outcome of that work. You'll also see there, we've identified the role for snowmass tourism, whether or not it is leading on a project or it is partnering and we're trying to look at suitable partners that can support snowmass tourism in that work. Many partners, for, may be within the town of Snowmass Village, i.e., other departments or even advisory boards. There may be other tourism industry partners that are local or regional. It might be that there are partners at a state level or national, international organizations that can bring expertise to support snowmouse tourism. We've also identified a particular resource need that might be there to do that work. So is it, for example, staff capacity or is it particular funding, for example? And it might be that there's an opportunity to identify something, for example, like a grant program funding that could be coming from our state tourism office to support a particular area of work. So those are all things to be thinking about as you're looking at the action tables in the plan. Okay, Derek. All right, back to me. So again, it starts a community, it ends with community. This is yes, one of the pillars, one of the seven pillars, but we really wanna emphasize that this is kind of the all-encompassing theme. So it was incredibly important to recognize that this is its individual pillar, but kind of understand like if you were to be writing a book report, this is kind of the first statement that's going to be on top. It's all about community. So again, partnerships, it's part community starts with partnerships, understanding that there already are quite a few organizations out there. And snowmessorism doesn't necessarily have to take a lead on these projects, but kind of partner with these organizations and make sure that the experts are doing what they do and those that have been doing it for a long time continue to have that support. You can see the strategies below, preserving that local identity, this idea of heritage. We were very surprised to learn how much of sense of pride there is in the ranching roots and even the native tribe roots behind it and even the ice age discoveries parr discoveries parrard of that so Really understanding that that heritage the cultural identity is super important incorporating that into everything that is done moving forward Interactive spaces for those of you that were at the community visioning workshop Understanding that we really need a place where both residents and visitors alike can go and kind of interact organically You might remember those of you that were there. We did a long shot idea and a lot of this kind of multi-use, multipurpose event space came up quite a bit. So that's the focal point of a lot of the strategies as well. Supporting local businesses big and small, you know, the idea of spending your money locally, this tourism multiplier, economic value, is always going to be important front and center, and inclusivity, diversity, equity, inclusion, you know, despite or in spite of everything that's happened politically over the last few weeks, you know, it is something that continued to come up and something that we will advance. Next slide. Value of tourism. So this is maybe a tougher one to understand, kind of the value of tourism is how we describe this internally, but knowing that you know some residents may not fully grasp the economic importance of tourism, how it lowers folks tax bills and allows for a greater diversity of restaurants food and beverage options. So showcasing tourism's positive impact again. This isn't kind of spinning the story and saying, you know, we don't love visitors, but good news, there's a new coffee shop kind of thing. It really does go a long way, economically, environmentally, socially. So really understanding how these snowmasters and team and beyond can celebrate that message for the residents. And then of course, that includes engaging in community outreach, both for residents and frontline workers as well. And the idea of demonstrating the impact of terrorism, that's kind of the economic value. How much maybe tax bills are lower, what options are available as a result of terrorism. And there's a handful of actions related to that. Move on to the next one please. Teres and workforce. So again, we heard this almost from every conversation that we had. We want to find a way to allow those that work in snowmast to live in snowmast, live where you work, work, replay, et cetera, et cetera. So it's a lot of having to do with housing. You know, that was the first conversation that came up especially for the interviews and conversations that we have at the private sector, the hoteliers, the restaurants. It's important, you know, folks don't want to have to travel down Valley, down mountain, in order to get to and from work. So collaborating on workforce housing solutions again, this is one financially, you know, very, very very nice chunk of the snowmessorism budget goes towards workforce housing. So we don't want to ignore that, but also understanding that there are other groups that snowmessorism can partner with to make sure that that workforce housing solutions continue to evolve and be updated and find ways to get that frontline staff living more locally. That goes alongside employer attention, so that's kind of one in one A. The closer people live to work, the easier it is to retain them. And then launching tourism-specific industry training. So this could be for the J-1s or folks even that have been there for a long time. Not necessarily only bringing them together at the beginning of each season, beginning of summer, being any of winter, to let them know what snowmass has to offer them of events perspective, from a large perspective, from a product development perspective, but also letting them kind of get equity and understanding their industry together. What can we do to not only convince them to kind of be advocates and stewards of the destination, but also, you know, all in love with it, you know, even if they're only there for six months or a year if they're on those J1 visas, we want them to really kind of love where they work and you know, find ways to celebrate that pride with the visitors. They are the face of the community for better or worse. So engaging with them is super important. Next slide, please. In one moment, I'm having a tech issue. Hold on. I apologize. Hold on. We could maybe take this time. Does anybody have any immediate questions or looking at these first few pillars or what's I'm not sure if it's the right time to start the day. I'm not sure if it's the right time to start. I'm not sure if it's the right time to start. I'm not sure if it's the right time to start. I'm not sure if it's the right time to start. I'm not sure if it's the right time to start. I'm not sure if it Maybe you could time to stop before we continue forward. Okay, yeah, we'll keep moving and next slide here, Edert. So visitor experience. Again, we see you kind of want to highlight the word authentic high quality, responsible visitor experience as you see in that goal there. So there's very much this idea of the just big enough campaign that came out of the comp lands some years ago with the town of Stomach Village and we want to be respectful of that and kind of celebrate it even further. So this doesn't necessarily mean building all willy nilly and understanding that the more the matter, this isn't kind of the more the better. This is understanding what the needs are of the community and building or creating functionally in a way that supports the residents just as much as it does the visitors. So that's where you can see there that to develop signature experience along with marketing, along marketing with local local values, promote responsibility tourism. Again, this is kind of that snowmass local campaign. So we don't want to go in and create visitor experience that is just for the visitor. Somebody a family that's visiting from Brazil or somebody like myself coming out from the front range. We want to make sure that any visitor experience speaks to the residents first and foremost. What the residents love the visitors will love. So how can we design that snowmast local type campaign and promote responsible tourism, not only again for the visitors, but for all the people that are kind of living and working in snowmast? Next slide. Organizational evolution. So this is kind of a more of a nod to Julia and her team at snowmast tourism. You know, we've started, I've worked with a handful of different DMOs over the years, all over Colorado, all over the country, frankly, internationally as well. So, SRism is an incredibly strong destination marketing organization. They do an excellent job with the budget they're given. They have excellent partners, excellent creatives. So, when we say organizational evolution, this isn't necessarily saying that we're gonna take this organization and flip it on its head, but start to have it evolve so that it's using these marketing, or these management tactics to help support a more organic and fluid marketing campaign. So again, this doesn't necessarily mean there's gonna be stopping advertising, we're gonna kind of bring in fewer people. No, no, we love the numbers that there are. That's something we've been hearing. People really do love the level of visitation. We'll touch up on that a little bit for a room of seasonality. But what actions can we offer to support Julie and her team to kind of start shifting some of those efforts towards a management structure, which really focuses on the community, as I said. So a lot of that is collaboration, not only internally, but with different sections of the town of Snowmass Village, with the collaboration with the businesses, the residents, really understanding that everybody needs to play a role in this. And proving data-driven decision making, there's a lot of different softwares out there that can study visitorship, visitor profile studies, what we call them. So who's coming, when are they coming, where are they coming from, where are they going once they leave, how long are they staying, where are they spending their money. All of these different metrics are really, really important to look at to know that we're not only making decisions based on what we hear and see, but based on what the data is showing as well. And then or your marketing communications to support destination management functions, that's as I said, kind of holistic way of saying marketing is not going away. But on than what the data is showing as well. And then, or marketing communications to support destination management functions, that's, as I said, kind of, holistic way of saying marketing is not going away. But understanding that this management is gonna plan role in how the marketing moves forward. So talking with the creatives, focusing on that snowmass local and working with the local community to know how those marketing functions are gonna come as a result of the destination management plan, transitional plan, excuse me. Next slide. Natural environment, you know, this goes without saying anybody that's ever taking a look walking out their door or a place of work in Stomach, and those that is one of the most beautiful places in Colorado, perhaps even in the entire country. So, natural environment supporting these partners, SIFT, tourism programs, there's a lot of different green business initiatives, and then the adaptation for climate change. So this is not only just picking up trash along the trails. Of course, it doesn't include those low hanging fruits like that, interpretive signage along the trails, but really just understanding what is going to happen moving forward, the environments and ever-changing thing, and preparing for climate change kind of, is that last little bit there? We like to say climate change adaptation, you know, understanding that it's coming, whether we like it or not, in a place that's heavily dictated in the winter by snowfall, We want to make sure we're ready for what's to come. And this is again, it's not necessarily something that's no Mr. Erasm can take the lead on. But that's heavily dictated in the winter by snowfall. We want to make sure we're ready for what's to come. And this is, again, it's not necessarily something that snowmasters and could take the lead on, but partnering with those right organizations, whether it's the NGOs, the nonprofits, in snowmast, down Valley, all throughout the Roan-Hurve Valley, even partnering with the state of Colorado. There's a lot of different opportunities here so that we can be proactive rather than reactive in working with the natural environment and making sure that we're preserving it for generations to come. And seasonality. So this is a big one here. We have went into this process thinking that there was going to want to be an extension of the shoulder season. So how can we get those lips spinning through the first part of October later in April? We were surprised to find out that this is not what the community wants. So really, when we look at seasonality, there is a wanting to have that downtime in April and May and October and November. And that's great. Folks work hard. The front line staff, business owners, even the residents. It's heavy to be in a place where there's such heavy visitation during certain times. What we did learn is that there's a wanting to make sure there's further consistency within the seasons. So if you look at December through March or if you look at June through August, there's certain peaks within those high seasons and it makes a tough for the hotels, the restaurant tours to plan for how to staff their place, how to order particular restaurants with the food, for example. So what can we do to create more consistency within season? So it's kind of if you think about it, the seasonality within the seasonality. We don't want peaks and valleys during the high season. We want a level of consistency. So that business owners, even the residents themselves can prepare for what's to come and know how to plan accordingly. So some action highlights and I'll feel free to jump in here as needed SJA, but you know we have as I said over 60 different actions that are attached to each of these themes, but we wanted to just highlight a couple here so you can read as I you know, as I speak, but this idea of partnership and collaboration, it's a wildly important. You've heard me say it, you know, in the couple of times in the last few minutes that I've been speaking, but I'm making sure that we use those partnerships, especially as it relates to sustainable tourism, so the economy, the environment, and the social elements, you know, what can we do to utilize partnerships inside of Snowmass? And again, even beyond the role of the Rournfork Valley, to ensure that Snowmass terrorism is speaking and having those conversations with the right people. The community engagement, you know, there's always going to be sentiment surveys for you all to fill out. We want to hear from you. And this doesn't start an end with the surveys, you know, our hope is to have kind of and open door policy between the residents and snowmessors and Julia and her team. So, you know, have it be a safe place. Nobody's ever bashful. If you have ideas, if you have any thoughts, come to the team and there's always going to be well until listen. Partnerships again, businesses and educational organizations to create business trainings and networking opportunities. So we've had a lot of interesting ideas for creating kind of a young professionals type organization and a really just kind of building not only a way to get frontline staff more involved with the community but get them kind of building out their networks further. So it gives them more incentives to stay. And then you have the Asmr Airport closure in 2027 making sure that there's certain actions attached to that. So that's no masterism is able to take the lead or partner on helping folks to continue to come in find ways to get them into snowmass even when that report is shut down for a bit in a couple of years. Again, we have another action towards business networking and we include this as well just to show how important it is the frontline staff to get them further involved. So, you know, it's not only trainings, but things as after hours, other ideas were all years, you know, we welcome any further insights of what we all think we can do to get that front line staff more engaged. Snowmass Future Found, it's a grant program to provide investment for preservation of community and cultural environmental assets. This is something that Julia had champion during during her time working for a DMO in Oregon. It was super duper successful. So we have some experience there. We're definitely going to want to see what we can do to launch that inside of Snowmass. The outdoor recreation partners goes without saying outdoor wreck is wild, the important, perhaps the most important element of tourism inside of Snowmass. So making sure that snowmass is acting when needed as the partner, but also as advocates of the environmental stewardship, again, working with USFS, working with the different organizations in Picking County and making sure that everybody is involved as needed. And then that responsible visitor education messaging, again, you're seeing more of that kind of natural environment, but again, that snowmass local. Not only starts with responsible messaging, but understanding the importance of respecting the environment, the importance of spending your money locally, the importance of learning when people are there, what makes snowmass special from a historical perspective. So that's where that responsible travel messaging comes in. Okay. Well that was a lot of information. And I think we did pretty well. We managed to get through that in about 30 minutes. So I want to kind of open up the floor and we are here to really kind of answer any questions that may have come up during this presentation or if you have had a chance to get more intimate with the plan and you've been reading it. We'd love to hear from you. What are your first impressions of it? I guess questions around, you know, what what kind of contextual information might you need to understand it in a different way? Are the themes that we've identified during our research? Do they resonate? Do they make sense? Yeah. We would we're open for questions if anyone wants to take the mic. If I may and not to put somebody in particular on the spot, but I see you on the culinary. Mary was one of the people that we had a monomone interview with, so I'd be curious if you can and no pressure. Just to get your thoughts, do you think that what you've seen in her here supports the accommodation community and supports what your needs are. Maybe we we lost Mary. What about this maybe it's an easier one, but sorry, maybe it sounds like people don't have maybe access to the mic. And they can't unmute. That's unfortunate. And maybe one second, I will fix that. Thanks, Michelle. I could just make a comment too. And I think Derek did allude to this in the seasonality. But as I mentioned at the top of the session, you know, there's some language that does need to be tightened up. And I, you myself and the team didn't start revising this plan before it went out. And so I would say don't get too hung up on the exact words. When we talk about seasonality, there's things that Derek mentioned about like off season or shoulder season. That language will get tightened up so that we may even define those off seasons and kind of change some of that language around there. And there's things that I see in my team season in terms of some of the language in there, but I think just seeing that the themes and the ideas that we're presenting sort of resonate or don't in any comments you may have on that. as I mentioned, we got great feedback from the town council and I think we'll really come back with a new and improved plan but I think you may have on that. As I mentioned, we got great feedback from the town council. And I think we'll really come back with a new and improved plan, but I think it's a really great start. If you, I think we're working on getting you microphone access, I apologize for that. And you're also welcome to put anything in the chat. If you have any questions or comments, and then And as Sarah Jane mentioned, there's also a feedback loop on that TOSV website. It's a pretty simple form where you can just put any thoughts. You're certainly also welcome to email me any thoughts or pick up the phone and call me. It doesn't have to be today. And then we do have a exact same session next Wednesday. So if you wanna invite anybody from your teams, please have them join us next week. And again, you can certainly just, we can talk offline too. Michelle, how are we doing on microphone access? Are we making any progress? It is not working for me. Oh my gosh, Bob. I'm going to make. Is Mary, I can make her a presenter, so she could speak. OK, let's try it and see. Let's try it. That's what Mary on the spot, but we'll test. Thanks, Michelle. Yep. Now can you can you hear me? Yeah. Yeah. Okay. Perfect. It works. Thank you. Thank you for all your hard work. It's great to see everything in one document. And I think it's a lot of things that we've been doing. So I think it's a great for, again, to have it all in one document and to move it forward. And so I'm really excited to see how we're going to take all of this and make it all, you know, what it, what all the details to move forward now. But it's a great presentation and thank you all for your hard work. Thanks Mary, appreciate that. I do think, you know, there will be once we get the plan revised and approved by both the tours and board which you sit on in the town council, there will be a pretty heavy implementation phase of how we're going to achieve this work. And you are right, some of it we are already doing and some of it sort of enhancing the work that we do and broadening the work we do. And as I think both Sarah Jane and Derek mentioned, it's also relying on partnerships. even within the town, it'd be like, you know, you'll see things about housing and transportation and car free itineraries. I think there's partnerships with even within the other departments we can lean on as well as other partners within Snowmass. So some of the work, you know, obviously the bulk of the work will be done by the tourism team, but we'll be relying on partnerships to really complete this. So thanks for your feedback on that. Does anybody else want to have the mic? You could drop us a note in the chat. Okay. I want you to be able to unmute now so if you do not then please let me know. Um a question from Caitlin. This is this all is exciting. My apologies if this is already detailed within the plan but it seems as though this is targeted towards people who have previous knowledge of the destination or currently are in the destination. Is there a focus on capturing an audience of those who have never heard of the destination and igniting excitement and wanderlust for them to visit? That's a great question. This plan really is additive to the work that we already do. And our marketing campaign does exactly that. It's reaching out to new audiences and loyal audiences like our direct flight markets to inspire a visitation to Snowmass. So that will continue and it's not really detailed in the plan because that is really what Virginia and the marketing team are working on a daily basis. I think what you'll see in this plan that maybe is additive to that is reaching new markets. You'll see things around under these sort of inclusivity goals will be you know capturing new markets like some travelers with physical disabilities like an accessible travel guide, visitors in the LGBTQ plus community, different types of visitors. So I think the work that you're reading in this plan is really additive to the work that we already do and marketing visitation will remain a core function of the team. It's really just how we are broadening our roles in marketing and outside of marketing into the management realm. So hopefully that answers your question there. I would just add one comment. I think this is about destination management. And when a DMO is really doing that work, I think ultimately enhances the visitor experience when the guest arrives in the destination. So I think overall, when this plan is moving through implementation phase, I think that will be the ultimate end experience for the target audiences that are coming to Snowmass? Yeah, that's a great point, SJ. Other questions or comments? Put them in the chat or it sounds like you could unmute and jump in if you'd like. No pressure. Okay. Okay. Any other comments, S.J. or Derek that you want to make? I don't, I figured me because I can't see who else is in the chat this morning in which. upon as we've got. I'm really curious if we've got any small business operators that are here and if they are particularly seeing anything so far that they feel is going to be useful for them or supportive or if there's anything that you know might meet their needs specifically. Okay, before we get to that, just a note in the chat that the QR code is deactivated for Suzanne. I didn't actually try it. What we can do is basically send the link where this takes you on the TOSV website. We can send that to all the participants right after the call, and that'll take you right to the plan. So apologize if that's not working. One question I could have maybe, if you're Virginia, if you're with us and can hear us. I know sometimes when during these presentations, it can kind of scare folks because we hear management. It's like we're taking away marketing dollars and there's going to be fewer people coming, notably for the accommodation sector. Do you have your thoughts again, candid, the good and the bad of how you as kind of the marketing guru first and there is no masterism reacts to a plan like this. Oh, Virginia got kicked off. Just some tech issues, you know. Oh, you couldn't hear the rest of the questions. Do you want to repeat that, Derek? Hey, Virginia, sorry. I was so lost there. So many times, these kind of plans kind of scares the accommodation sectors, because it leads them to believe that there's going to be less visitation and the visitor that make the hotels and the accommodation restaurant sectors go around. So as the marketing guru as the marketing guru of the team, you know, how do you react to a plan like this? How would you kind of, yeah, for better or worse, express your sentiment towards partners to let to either say, you know, this is scary because we're putting some of our efforts away towards marketing or it's going to help it further. How would you react to the plan in having an audience such as this? You mean relative to lodging partners? Just in general, like the fact that so many times people hear these plans and it's like, we're moving away from marketing. We're not going to try and do our best to welcome people, but we're putting all of our efforts towards the local community. So, yeah, for somebody that may be scared that suddenly, you're going to be a lucky dollar's going around. Certainly, I mean, we have not discussed any shifts away from marketing and inviting people to this community. I think we all really understand that strong occupancy fills this village and makes the, you know, makes really is the foundation of the economy. So, there's by no means any intent to move away from occupancy. And I think we understand that there are certain pressure points, you know, the things like parking and, you know, certain communications. But it's really, you know, one of the things that I think we expressed throughout the process and is reflected in the plan is that we want to create stability throughout the course of what we've already identified as our core season and so a little bit more consistency across the board so that we don't have you know what is part of our on season, but it's very very quiet or otherwise. And so I think that's something where partnering across the board with stakeholders is going to make a really big difference and being able to bring in enough people that it's really worth it for our partners and the local businesses to be open and operating. And then also a consistent strong enough product that people when they're here, that they feel that great vibe and vitality that, you know, we're all really striving towards. So yeah, no, no, we're not going to stop inviting people to snowmass. That's for sure. Thanks for junior Thanks for joining. And Drew, I would propose the same question to you. I know I asked you last week, but you've had more time to digest this plan. Groups houses wildly important to the bottom line if snowmessed hers and meant the entire town. So same thing for you, Drew. Is this, do you see it as a positive and negative? Is it more work for your team, less work for your team? Does it help to bring in groups? I got it. Can you guys hear me? Okay. Things very slow on my end. So I'm hoping you can't hear me. I think I'll kind of recap what we talked about on that topic, I think last week or so, when we met in person here is, you know, our team already tends to lean into a number of these things. So I don't see it as being a lot more work. It's more of a, it gives us a lot more focal points and it allows us to take those things and customize them to the conversations that we're having with our customer base. So when we're doing the education and outreach that we do when we're on the road, this gives us a lot of different tools that we can say, yes, our destination aligns with this and your value. with our customer base. So when we're doing the education and outreach that we do when we're on the road, this gives us a lot of different tools that we can say, yes, our destination aligns with this and your values and this corporation or your values in this group. And we can mix and match that and make it a customized approach to where it's a more attractive destination in multiple areas to different customer bases. So I think overall it's a huge benefit for us. It's not something that we as a team need to use all the time in every situation, but it allows us to customize that and make it exactly what we need to be most effective. So I think it's a great approach. So I don't think it causes that much more work for us. It just enhances what we're doing already. Thanks, Drew. Any other questions from any of the participants before we adjourn? We've got about 10 minutes left on the clock or nine minutes. I don't really have a question, but I will jump in just from a log in partner perspective. I have not personally been involved in a lot of the discussions surrounding the plan. So I think I'm kind of missing a good amount of the detail here. But just from my perspective, I handle the East Coast for our property. And I feel like I'm constantly having to sell the destination first. And it's just not a well known thing. So So for me my initial reaction is, well wait a minute this is potentially going against like what I'm out here trying to do in my market but you know understanding like what Drew just said that there's potentially some new tools for us to be utilizing through this plan. And that's exciting. So I guess I'm looking for more detail and understanding as to how this applies to the lodging communities too. When you say it works against what you're doing, can you be more specific just so I understand that for clarity? I mean, just in terms of, if we're not putting the spend, which I might have misunderstood that, um, into marketing in a way of attracting new customers to the destination, um, it's already a hard sell just because we're not as well knownknown as some of our direct competitors in terms of destinations. Right. So that's all I'm speaking to. Yeah. And again, this, and I'm sorry if it wasn't clear, but this plan is definitely very additive to the work that we're already doing. So Drew and his team are going to continue with their group sales efforts. Virginia and her team are going to continue with marketing efforts to get, attract visitors to the resort to build brand awareness. Drew will be continuing to target group sales. I think what this plan shows is just some additive work to the team in terms of connecting the community into the know, the community into the plan, which hasn't been done before. So, you know, up until recently, tourism organizations such as ourselves would just be writing this plan and kind of forging ahead with like a sales and marketing plan. This is really inviting the community to be part of the process and to talk about what's important to them. And, you know, I think, as Derek mentioned, like, you know, one thing that's come out of it is people want to protect the off season, but we're also hearing probably from lodges like yourself that we need more consistent business in the seasons. And we may even choose to like define that in the revised plan to say, you know, Drew's team is really working on this midweek business. Virginia is working on, you know, the leisure side of it and really getting the brand awareness out there. That's going to continue and only grow. But then we might be doing other things like partnering new partnerships and, you know, more inclusive tourism, including other groups, types of groups, attracting different types of groups when maybe, you know, the rates permits, other types of groups to in and experience snowmast for the first time. Drew's working on some of those initiatives for April as an example with the first time bringing in MTS. We're working with the skiing company, I'm bringing in a group with culture shifters. So it is by no means when you read this plan to say that we're getting away from traditional sales and marketing and attracting visitors to the resort. It really is broadening the work we do, probably broadening the partnerships and really including the community into this plan so that you noticed in the first pillar, you know, what probably hasn't been done as much in the past as something we'll look for in the future, is making sure that our tourism efforts not only attract visitors to the resort, but they provide a great experience for the visitors, but that they're also in line with what the community is asking for. Things like a distinct offseason, things like quality of experience, things like taking care of the natural environment. So it really is sort of a plus plus, not a taking away of any of our initiatives that would support the lodges. I think some of the other initiatives are further supporting businesses, you know, how can we support small businesses? How can we potentially provide some of those functions that might be more similar to like a chamber of commerce, like the networking, the engagement. So I wouldn't read this plan as we're taking away anything to drive business to your door and happy to talk more on that if there's more questions. I'll add to that, Julia. I think, Suzanne, to your point, I think one of the biggest things that we always see is the education process is being front and center of letting people know who we are, what we're all about. And really, this doesn't change that. That's still the same objective. It's still the same thing we're gonna be doing on the road and getting in front of people. I see it as adding to the toolbox and the explanation of who we are as a destination what our identity is that help that education piece. And what I mean by we're not going to use all of it all the time on the sales side of things. It's more enhancing individual conversations and tailoring who we are and what we are to those individual folks. to help that education piece. And what I mean by, we're not gonna use all of it all the time on the sales side of things. It's more enhancing individual conversations and tailoring who we are and what we are to those individual folks to show how we fit their needs and their overall perspective of things. So, change is nothing we're already doing. If anything, I agree with Julia. This enhances our efforts that we're already doing. Give us a better identity. Thanks, what's good? Thanks, Suzanne. Does anybody else have any questions or comments before we adjourn? I wanted to thank everyone for joining us today. Feel free to reach out with any questions that may arise as you kind of dig into the plan. Again, we're opening the feedback loop through March 21st. And then my team is working very hard on how this into the plan. Again, we're opening the feedback loop through March 21st. And then, you know, my team is working very hard on how this impacts their roles or adds to their roles and what, you know, making sure the plan resonates with the work we want to put forward, it will ultimately be approved by the Tourism Board and Town Council. So we have some work to do before we get there. And thank you all for your time. Really appreciate you joining us today. Thank you, Sarah Jane and Derek, for the work you've done in the presentation this morning. And thank you, team, for joining. Thanks, everybody. Appreciate it. you you you