It's been very much a community process and the plan that we're presenting this morning is a preliminary draft. It hasn't been vetted by anyone group of people, not the tourism staff or the tourism board or the town council. We really are in a loop, a feedback loop right now just gathering all the feedback we want can on this plan and then coming back to you and probably may with a revised plan. So I wanted to also add that this plan is additive to the work that snowmess tourism is already doing. We've had some question about what happened to sales and marketing and building awareness for the resort. All those core functions are still happening. This work is really about broadening the work that we're already doing. And I'd like to introduce Sarah Jane and Derek Shimmel. We've been very fortunate to work with the Roadmap Consulting team on this process. And they're gonna take you through this morning a little bit more about how this plan has come together and then guide you through the draft plan. So feel free as we go along to raise your hand if you have a question or put a question in the chat, but we will leave time at the end for some questions. The feedback loop will be open until March 21st. Here's kind of a draft schedule. We presented the plan to the tourism staff. We sent it to the tourism board and the department heads of the town of Snowmass Village. It was presented to Council on March 3rd. That is a public meeting and was recorded. They had a lot of great feedback to the plan, which will go into the revisions. This is the second of two virtual meetings we've done. We had one last Wednesday with some of our stakeholders. And again, thank you for joining us today. The feedback loop will close on March 21st, where we'll go back to revision of the plan based on everybody's feedback. and then sort of mid to late April, we'll go back to the tourism board who will give it the first approval before we go back to town council and then in the spring we'll talk about implementing the plan. The plan is long term, not all these strategies will be immediate. It really is setting a roadmap for snowmass tourism and the destination in the future. So with that, I'll pass it off to Sarah Jane Johnson, who's gonna guide us through the process. Good morning. This is great. I can't see exactly who we've got on, but I do see that we've got about 34 participants joining us this morning. So thank you for being here. This is just a bit of a kind of run of show. We've got until 10 o'clock, mountain time. And I think we're really going to give you a lot of kind of contextual information in terms of how we got here. How do we come to the point that we're at with some of the recommendations, strategies and actions that you will see in this draft plan. So we'll also walk you through how to read the plan. Obviously, there's probably folks on this call this morning that haven't had a moment to look at the plan. itself will show you where you can download a PDF version of it and where you can access the feedback form so that you can provide your comment and your feedback and any other ideas that you might have that we should be thinking about when we go into that final draft phase which will be throughout April. There is going to be some time for questions as well. So if you've got anything that you want to ask us, maybe make a note of that and we'll get to that in about 25 or 30 minutes. Okay, without further ado. So just a really quick overview. My name is Sarah Jane Johnson. I am a sustainable tourism consultant. I'm actually based in Carburndale. My colleague Derek Shimmel is on the line too. Derek is based down in Denver. We've been doing a lot of work in the field of tourism development, destination development, and sustainable tourism planning over the last few years. There's really been a shift in the industry to figure out ways to manage tourism in destinations. And this quote that you're seeing right now, at some point I must have heard it or it was part of a presentation that I was participating in, but I think it's really important to think about this. Destination management is about refining the invitation and bringing different folks to the table for tourism planning, different stakeholders, whether it is industry partners, community members, residents of the host community. So we think about this a lot and I think this is just keep this in mind while we're walking you through how we've done this work over the last seven months, but it's really important. We were tasked with drafting a destination management plan for snowmasterism and as Julian mentioned, yes, that is a little bit of a shift but it doesn't mean that anything like marketing or group sales or those existing functions and the work that snowmastorism does so well are going away, not at all. So the destination management plan, we've been throwing this acronym out there since September and we've shifted it a little bit. So now you are seeing the DMTP. We're trying to change the way that we talk about the plan and how we think about it. But we're also really thinking about like how it's going to support the tourism department to do their work moving forward. So Hens is calling this a destination management transition plan, i.e. we're supporting the transition into managing the destination. So this is really how we're trying to talk about the plan moving forward. We think about it as bringing new purpose and clarity, ideas, actions and innovation. And we've been beating this drum with the Snowmass Tourism team. This is our way. As I mentioned, this really is a plan that is designed to help Snowmass Tourism team evolve and really do good work around managing the destination for the community, for the environment and broader reasons why. But it's also this plan is going to be the roadmap for the work the team are doing. We've identified some timelines around some of the actions. We're already starting to think about whether to shift those, so you may have some kind of thoughts about that too. But as I said, this is not halting any of the marketing on group sales or visitor services or event work, not at all. This is our house. So we've been talking a lot about the functions of destination management and we refer to this lovely graph often. But this has been really helpful, I think, for a lot of folks, especially tourism industry partners, to really understand, like, what are the functions of destination management? We can see very clearly through the work that Snowmass tourism does at the moment. They're already doing a lot of these different functions already, such as data research. But there's definitely some opportunities to expand and really have a stronger focus around destination development or visitor management and education and especially stakeholder engagement. So how did we get here? Well, we'll just kind of go through how our team and the snowmaster isn't team, especially acknowledging what we called our core team. I think some of them are on the call this morning. It's been a very collaborative process and we're really grateful to the effort, the enthusiasm from the snowmaster isn't team in this work to help us get what we needed to do. So as I mentioned, this has been a seven-month planning process. We started out at the beginning back in September, doing a lot of public meetings to start to meet different partners in the community. And our team also conducted what we called destination discovery. That's where we really analyzed the enabling environment for tourism and started to identify different stakeholder groups that we wanted to be engaging with through this process. Then we moved into the second phase, which was really our kind of listening opportunity and engagement to we launched a series of surveys within the community with our industry partners and we also conducted one-on-one interviews and some focus groups. I think there's a few people who have participated in that process who are with us. Thank you for your efforts and your time. Then into phase three, we conducted a couple of community and industry partner workshops. That was a really great opportunity for us to start getting partners and residents especially to start thinking about what is the future of tourism? What does that look like? We also started plotting some really important work that had been identified way before this process and this plan, this work started up. Snowmass tourism had already identified that they wanted to build some focus into this plan and their work in the future around inclusivity. So we have been in the process of forming a tourism inclusivity coalition. And we're going to do similar work around sustainable tourism as well. We've just shifted our timelines on each of those, but we launched the tourism inclusivity coalition work in December and we held our first coalition meeting in January during phase four 4. Fates 4 is you'll see this is where we're at right now. We are in the process we have been working on drafting the plan we were at a stage I'd say I think about this plan it's it's got lots of ingredients in it it's probably about 40 50% baked right now while we're presenting it to you today. We're already getting more ingredients and ideas kind of going into the pot. So think about it like that, but that's where we're at. And we, we expect once we have finished this public consultation process, we close the feedback form. It will be several weeks in the month of April while we'll be revising the final plan. Excuse me. Okay. So we really like to think of this as a community driven plan. You'll see here there was a lot of different conversations happening. There was a lot of input, lots of great ideas, lots of shared voices coming into this conversation round the table. These were just a few of the topics that people were talking about and wanted to think about in the future of tourism within the destination. So from all of that listening and that feedback, our teams started to identify themes and we grouped a lot of these priority issues that were rising to the surface. We were able to kind of categorize them into these different themes and that's actually become the structure of our plan. It may shift a little bit further, but at the moment these are how the plan is structured. So we have community and this sense of local, what it means to be local, the organizational evolution of the tourism department and its functions. the value of tourism and how locals are understanding the positive impacts of a tourism-based economy. The outdoors, obviously snowmess is, it's a mountain community, there's lots of outdoor recreation including skiing and sustainability. The experience for visitors and what that looks like and feels like when visitors come to the destination and what are the opportunities there. And then workforce needs. Many of you on this call this morning, we were working the industry in the destination, you are an employer. This was a big priority area to focus on. And then of course, seasonality of tourism, we know we're understanding this as a, there is four seasons of tourism, they look very different, and that's something that we need to be very mindful about with tourism planning. So from the themes that were really our kind of findings, our team went away and put our heads together to really identify recommendations based on what we heard and what we learned in our destination discovery and assessment work and the stakeholder engagement process. So you'll see here we kind of organize these recommendations per category. I'll just touch on a few of them just to kind of give you some ideas. For example, recommendations around supporting small local businesses within Snowmass, defining what it is to be local, looking at investing in community engagement, identifying a destination management transition strategy that really enhances the functions of snowmast tourism, improving communication channels for the tourism department, ensuring tourism really benefits the local community. That's very important. Developing responsible visitor education and messaging campaigns. Aligning marketing with the local values, looking at opportunities for new or enhanced visitor product and experience, advocating for housing affordability, looking opportunities to create and support workforce training, and then enhancing seasonal offerings to reflect seasonality of tourism. Just by numbers, this is our dashboard we have presented this as we've been kind of progressing through the work that you'll see here. This really reflects a lot of the engagement efforts from our team having these conversations and really doing the research. And then just to touch on our tourism partners, these are the different stakeholder categories that we were able to identify in the destination. Our effort through engagement has ensured that we have really had a touch point with each stakeholder group, bar one, which is visitors. Visitors are obviously very important stakeholder group. We did not conduct any kind of visitor intercept survey or any research around visitors, but we have got a lot of recommendations in the plan around conducting that work moving forward, but we know that's a really critical stake on a group. Okay, I'm going to stop talking soon and pass over to Derek, but let me just walk you through the planned framework. And if you scan this QR code, I'll just leave it on the screen for a moment. This will take you through to the town of Sonoma Village website. There is a really great helpful page that's got everything you need on there, including the PDF of the draft plan, as it is at the moment. There is also a link on that page to take you to the feedback form. If you want to follow along while Derek and I are getting into the gritty of the plan by all means scan the code and access the PDF and you can download it and start taking a look if you haven't done that yet. Okay. So, this lovely illustration helps us think about and helps us convey how the plan is structured and really how it functions. So there's snowmast tourism team, the staff members have come up with the vision of mission and also value statements for snowmast tourism and they really are the kind of starting point for the plan and for the organization. Then we've got our themes, those seven categories that we've organized the plan into. So we've got goals, strategies and then actions that are kind of funneling down within each theme. But we liken the plan to climbing a mountain. These are the mission, vision and value statements that were drafted by the snowmastorism staff. I'll just leave them up for a moment. I do, I mean, we really want the plan to support the vision and mission of the organization. There is something else that we've added in. We've added in a purpose statement specific to the function of this destination management transition plan. And you can see that right there. Okay, Derek, I'm handing the mic. So before anything, before I get into it, you know, we want to welcome encourage, struck the criticism criticism questions, comments, concerns. I don't know that there is the ability to speak. We ran into this last time that people weren't able to pose their questions locally. So I'm going to keep the chat box up as I speak. Please don't hesitate to write any questions, thoughts in there. And then we'll stop after each individual theme and just make sure that you don't have any questions that we can kind of take our time going through these as they are kind of the the meat and bones of the the entire plan. So as S.J. said, you know, I think we actually fix that I hope we fix that issue that people could unmute and ask questions but if you have a problem put it in the chat but we did have that issue last week but I think it's been resolved. Perfect. In that case, intro, I welcome intro. I was going to say, and Julie, would you mind kind of manning? if you have a problem put it in the chat, but we did have that issue last week, but I think it's been resolved. Perfect, in that case, inter- Right. I welcome inter- That's gonna say, and Julie, would you mind kind of manning the questions, like if you see a hang go up, if folks wanna do that, raise their hand when they have a question just because I can't see everybody on the screen. No problem. So thank you. Cool. So yeah, as S.J. said here, these are the seven different themes that we found. Again, these are a result of all of the different forms of research we did from interviews to the surveys, to the workshops. We did our best to kind of let the cream rise to the top and figure out ways to build seven different pillars that incorporate all of the different ideas that we found. So again, we looked at these earlier, but now you can see what the kind of symbols are. So they make a little bit more sense as you read through the plan as you see the rest of this presentation. Next slide, this Jane. So by the numbers, again, the 17s, as you mentioned earlier, 23 strategies and 61 actions in KPIs. I should note, it's a big number. You know, it may seem overwhelming, just looking at it, but we've had conversations internally, you know, a lot of these actions are relatively simple, some quick changes on websites, things like that. But it is also this long-term plan. So this is not something that we want every action implemented right away, but it kind of gives that road map for snowmastersism for Julia's team to kind of act moving forward and be able to kind of look back at this, keep it at the side of their desk and say, what could we do next, where are we now? Just have it be that kind of atlas that always guides them moving forward. As you're going to kick this one back over to you because I know you built this particular element with the specific term, um, tariff determination. Sorry. Um, so when you are reading through the action tables, you will see these icons that, um, are next to some of our tactics and initiatives. Um, as, as process got off the ground, snowmuss tourism wanted to really expand its focus around inclusivity in tourism. So where there is a particular action that is linking to that work, you'll see that icon. We've also identified specific sustainable tourism initiatives as well. And we see that work being overseen and supported by a sustainable tourism coalition that is in the process of being formed at the moment. And then we also wanted to highlight opportunities for innovation for the snowmast tourism staff. It might be that it's work that is particularly groundbreaking or innovative within the tourism industry. Plus, there's some ideas around having the snowmast tourism staff have a kind of sort of innovation lab where they are looking at ideas that we'll talk about including our Longshot Tourism Project idea. The idea is this is just an opportunity to really bring new ideas to the work that the entire department is doing. Okay. Cool. We can jump to the next line. So we're going to just look real quick of how to read the plan. Again, it is kind of in a table, chart form. So we want to make sure when you're reading this, you're able to understand where to look and how this is going to be ultimately implemented by this NOMAS team. So priority and timeline, you can see where that is, short-term, medium-term, long-term. Again, this is designed to be a five-year plan. That's not to say that it won't extend potentially further, but that's where that priority and timeline begins. Then moves on to the action itself. As you can click forward, as I speak. This is the actual boots on the ground type action that will be taken in order to promote the pillar where each of these live. Action, quite simply, what are we going to do and how is it going to be done? Next, we have the destination management function. There's really not many of these in the categories, but you can see stakeholder engagement, partnerships are a huge, huge part of what this plan entails. We've been made aware through our research and throughout this feedback loop, there are so many great organizations inside of Snowmass already, all throughout the Ruanfork Valley for that matter, that are doing a lot of great work that already focus on these pillars. And that's where we're going to kind of make sure that we're taking the lead we being some esterisms take lead only when necessary. Those experts those organizations that have already been working on some of these different actions and in different pillars. We're going to do our best to partner with them and show that you are the leaders you are the experts. We don't want to step on anybody's topic, but we want to help promote what that work is already being done. The um and show that you are the leaders, you are the experts. We don't want to step on anybody's toes, but we want to help promote what work is already being done. The KPIs, again, how we are going to jump back real quick. Sorry. The KPIs, just how they're actually going to be judged, to make sure some of us terrorism and the rest of the group is staying on us. We can go back and see what's working, what isn't. Next slide, Mr. Stray. So now we're gonna really get into it. What are the strategies and actions? We took a look at the strategies before and then we're gonna kind of dig in a little bit deeper picture we went back and forth with, but absolutely loved that community picture. That is actually- And that is snowmess. Snowmess. I'm gonna call it a cop time. Yeah, believe it or not, that is not an AI image. That is a real picture from Stomach, despite the helicopter and the interesting 80s looking entire. snowmess. Snowmess. It's a helicopter. Yeah, believe it or not, that is not an AI image. That is a real picture from snowmess, despite the helicopter and the interesting 80s looking at higher. So, the community really starts with community. Everything first and foremost, everything we heard, everything we've done, it all starts with community. There's a really strong sense of pride, cultural heritage, you know, from skiing today to the rural roots, agricultural roots, you know, 50-100 years ago to the native tribes that lived there before that and even back to the ice age. So there is a lot of pride, a sense of community inside of snowmass and that's something we want to build on. Community kind of is the umbrella that oversees all of the different actions that we'll be looking at, but it is so incredibly important that we want to make it its own pillar as well. So with the strategies there, again, preserving local identity, what does it mean to be a snowmass local? How can snowmasters operate from a management perspective to support the residents while also encouraging visitation? It doesn't necessarily mean putting one in front of the other but linking them together. Where does that Venn diagram land so that everybody is remaining happy again with the kind of community resident centric model first. Communing creating community interactive spaces. This is something for those of you that sat in on any of the workshops. Building out spaces where visitors and residents can interact organically. We had a lot of conversation about a multi-use center potentially building out the rodeo grounds. You know, a lot of conversation about a multi-use center, potentially building out the rodeo grounds, you know, a lot of these different ideas. And this is not to say that's no masterism can just, you know, suddenly take the bull by the horn and say, we're in a build a two thousand seat multi-use center for four seasons. No, but it does mean that they can have a seat at the table with the rest of the organizations and show this is what the residents are saying. How can we support these goals? Supporting local businesses, of course, you know, the small businesses are kind of the part and so the economy of snowmass, both in the village and the mall. So not only supporting local businesses, but also making sure there's linkages between the village, between the all, between those different paths, town park as well. How can we make sure that all of the local businesses are supported no matter how big or small they may be? And inclusivity and tourism, in fear of getting too deep into the political scene that's happening right now, with diversity, equity, inclusion, accessibility, is wildly important. We've heard it from the beginning, and we continue to hear it throughout our research. So it is something that's going to be supported throughout this community pillar. And I would make one comment as well. Since we've started previewing the draft plan, we have had conversation around, you know, having palatable language, having appropriate language about how we're talking about inclusivity. And so we may be striking and just modifying some of the language that you're seeing in this copy of the draft plan. OK. You can jump forward. It's value of tourism. Before I get to deep into this one, any questions, I do see some comments rolling in there. Thank you, Debbie, for those notes there on On the vision statements, but just stop for a second. Make sure nobody has questions, it's most particularly on the community because that is kind of the heart and soul of the plan. Alrighty, so next value of tourism, this is an interesting one. We've gotten some feedback, both plus pro and con for this one. But what we did find is that there was a need to kind of show where tourism supports the community. Not only from an economic value, I think that kind of speaks for itself, you know, being able to bring in money for the different businesses, the hotels, you know, a lot of that business community is reliant on tourism. But also, how do we showcase that? Is it through the showing of tax dollars, how taxes are reduced for residents as a result of tourism? Is it about community outreach that visitors and residents can kind of link together? And part of the reason that it makes it a special place is that you can interact with people from all over the US, all over the world. You never know who you're gonna have a conversation with when you're struggling around the village, the mall. And then demonstrating that in fact of tourism, again, not only economically, but socially, culturally, environmentally, these are things as we hear about the terms like sustainability and tourism, regenerative terrorism, what can terrorism do and how can we show that terrorism is actually making a greater impact on snowmast. People are leaving the place better than they found it. So a lot of kind of high level strategies, but the actions in there are really, really more particularly geared towards snowmast. Next slide. I see there's a lot of folks on the call here. A couple from Aspen. Aspen, SkiCo. Anybody that has worked in tourism in a mountain community. Frankly, anywhere in tourism all over the world, you know how important tourism workforce is to the community. We kind of put tourism workforce and housing workforce on that same plane. This is called tourism workforce, but housing is a very, very big part of it as well. What can snowmasters and do to help support the workforce, the frontline staff to not only continue to have well paid jobs, but also be able to live where they work and work where they play. That also kind of relates itself to employee retention. Again, it's so important to find ways to have folks interact with the community where they're working, not only for the J1 visas, but people that are coming from up and down the RONFORG Valley even further beyond. We know it is a big issue, not only in Slamas, but all over the RONFORG Valley, all over the As I said, all over the world, you go to any mountain destination, ski destination, even cities nowadays, it's really, really difficult for the tourism workforce to find affordable housing and have that justifiable salary to remain where they are. And it's that longevity that really makes build a sense of pride in a place. So it all kind of relates together, being able to live where you work, be proud of where you work, be knowledgeable about where you work. And as that time goes on, they really do build a further sense of community. So building all of that together, what can we do as a tourism kind of leader to make sure that the frontline staff acts as the ambassadors, the proud ambassadors of the place. Visitor experience, I'm just going to stop real quick and look at the chat here at celebrating workforce through service appreciation programs. That's really interesting. No Debbie. We actually have a note about that in the actions. And we're going to touch on one other individual action there as well. That was a really unique idea that we got on one other individual action there as well. That was a really unique idea that we got from a couple of our interviews as well. So I'm really, really, excellent idea. Visitor experience. You know, this is product development. What type of experiences products can be offered inside of snowmass. And beyond snowmass, really, for enhancing that visitor experience. You know, this the skiing and the hiking and the biking, it all speaks for itself. Like, off course, coming up, Brush Creek, it's all there. You know, it goes without saying that this is what makes many of the visitors come, but there is so much more room to develop signature experiences, utilizing the beauty, utilizing the altitude, utilizing the agricultural roots to build some further unique opportunities that speak to the cultural heritage and history of snowmass. Again, making sure they align with the local values. We're not just going to be throwing new hotels and restaurants willingly just to support the economy, but making sure whatever products are added, whatever we do to enhance that visitor experience is aligned with the local values. Again, community comes first and promoting responsibility tourism. This is that kind of thing where you've heard me say before and I'll say it again, it's not only economy but it's environmental and cultural heritage. So it's kind of that three-legged stool that all live together. One of them falls, the rest of them are form behind it. Organizational evolution, this is really more of a nod to Julie and her team in status-numesturism. They... all live together, one of them falls, the rest of them are falling behind it. Organizational evolution, this is really more of a nod to Julie and her team in status-numesturism. They, I will say, and I don't say this lightly, you know, Sargent and I have worked with a lot of different DMOs all over the state, all over the country, internationally as well. The level of intellect, and when it comes to marketing is unprecedented in Stonest. They do an absolutely excellent job in building out their marketing strategies, promoting it to the proper target markets. So this is where this is an interesting one and the organizational evolution is that we are not going to be moving away from marketing. By no means is it going to be fewer visitors. We're going to continue to build on those marketing strategies and help the organization evolve so that they're really implementing more management inside of that marketing. With proper management, comes a more enhanced marketing plan. So what does that look like? The implementation of this plan, first and foremost, what can we do to help Julia and her staff kind of transition to different functions that not only help support marketing, but then have a little bit of a nod towards management throughout their daily activities. Collaboration, as I said before, the partnerships are wildly important. They are not going to pretend to be the experts on things that they don't know, but look at the organizations, the different nonprofits, NGOs, other sectors within the town of Snowmass Village, and know if you are the expert, we're gonna let your remain as that expert, but we wanna make sure we've received the table and help support anyway we can. And proved data driven decision making, tourism tech is becoming more and more prevalent, especially as a release of visitor profile study, short-term rental reports, all those fun things, if you all know, data files, art, go lighthouse, tourism economics, There's many, many organizations out there. And despite it being an emerging technology, it's becoming smarter and smarter. So what can we do to utilize that data, the data analytics to make proper decisions for evolving the evolving the organization, excuse me. And then orienting marketing communications to support destination management functions, kind of a holistic way to say proper management lends itself to proper organic marketing. They have a snowmessers and has a great team. Denver and Glenwood Springs, a couple of other partners that help operate their creative assets that help operate their website. website, they're all going to be involved in this implementation to help not only make these changes but show the world that these new marketing transition strategies are being implemented. And again, it's not going to necessarily lower visitation, but enhance visitation and bring a more mindful highly valued guest inside of snowmasters and snowmasters. Excuse me. Next slide. I just wanted to have one more comment to that last bullet point. It's certainly many DMOs are finding that it's not that their audience has changed, but they need to be communicating and marketing not just to visitors, but also to their industry partners and to residents in the community. So that's, we've got some actions in the plan that support that strategy pretty well. Natural environment, anybody that's been just no mass knows how the views, the sightlines really make what makes it such a special place. You know, this came up pretty much in almost every interview, every focus group that we conducted, whether directly or indirectly showing the importance of what tourism can do to help regenerate the natural environment, keep those sightlines, continue to focus on that just big enough campaign that's NMS celebrates and drew up during their comp plan, writing I think probably five or six years ago. So natural environment again, this kind of goes without saying when we're working in a mountain community like Snowmass, how important it is. So what we do to develop, promote sustainable tourism programs and partnerships, this is a big one here. There are so many organizations out there that focus on natural environment. So who can we team up with? Who can we make sure we're lending a hand when needed to make sure that those natural environments, again, from the winter times, skiing to the summertime biking and everything in between as preserved green business initiatives. there's quite a few actions that we have around this. So this is not only local organizations, but international and national organizations as well, to help promote those green business initiatives more and more visitors, travelers, I should say, are making decisions based on destinations that are more sustainable. So utilizing those green business initiatives to help promote SNOM as a natural and environment mindful destination and then preparing for climate change. You know again sometimes a little bit of a charge statement but there's been loads of conversations in all of our interviews and research about climate change. Knowing that climate adaptation, climate change adaptation is a big part of what's going to have to happen moving forward. You know, there's no changing the climate, but being able to adapt and remain fluid to, to kind of be flexible with what's going to happen in the in the coming years as a result of climate change. Next slide. And actually, it's good to mention this morning, actually, that it was just announced yesterday that snowmasturism is going to be one of four destination participants in a Colorado tourism office program called climate champions. And this is the first first program of its kind to be offered by a state tourism office. Our good friends, Aspen, Chamber Result. And this is the first first program of its kind to be offered by a state tourism office. Our good friends Aspen Chamber Resort Association will also be participating in this program that is really a sort of training and learning lab to understand what climate mitigation looks like within the tourism industry and how a destination management organization can start to create a very kind of entry level action plan that supports climate mitigation. It might be developing actions and programs such as low impact travel, car free itineraries for visitors, things like that. But that's a really exciting opportunity that was identified a couple of months ago. We're really excited for Julia and her team that they're going to be participating in that program. And before we jump forward, as we jump forward, Matt, to just adding reducing resource usage and waste generation, that's absolutely an excellent suggestion, something that we've taken into consideration and we'll be building, hopefully building into our actions. This idea of waste reduction, whether we're cycling, composting, wherever that may be. So often visitors visit a place and they kind of forget their roots of what it is to be creating garbage, bringing garbage into a place. So yes, that doesn't go on deaf ears, Matt. I think that's an excellent suggestion and something that we will take into consideration as we do the final edits. Seasonality. This is a big one. I really want to emphasize here that when we first started this project, our research, we were kind of get kind of guessed that there was a wanting to build out the shoulder seasons, get the lifts to be running a little bit more during October, November, maybe keep the season open a little bit later. I know that's a challenge with National Forest Lands, but I will say right out of the gate we were told that this is not what is necessary, this is not what's wanted. Instead, there's a wanting to kind of reduce the seasonality within the seasonality. There is an importance inside a snowmage to keep that shoulder season as it is so that the workers, everybody inside the residents themselves can take a break. They like the breaks. They don't want to touch those breaks. So instead, what we heard is a wanting to kind of build more consistency within the season. So the moment those lifts start running, thanksgiving, early December, all the way through late March, early April, there are peaks and valleys that we see. We've seen that we've talked to the restaurantters, we've talked to the hoteliers, and they all say, it makes it challenging with those peaks and valleys to plan ahead with their workforce, with ordering, whether it's food, our staffing, whatever that may be. So what can we do to help remain consistent within those seasons, within the winter, within the summer, was particularly in the summer. There's a lot of peaks and valleys in the summer season. We want more consistent visitation so that, again, the owners and the managers can plan ahead and make sure that there's not these peaks and valleys within the busy seasons. What does that look like promoting sustainable low impact events again events that were. The residents and the communities can take part in, can speak to, can be proud of, and then again, a hatching the shoulder season events. Again, that's not necessarily focusing on the times when people might leave count and take their breaks and Costa Rica or mix whoever that may be, but really focusing on the edges of those seasons to make sure make sure visitation remains consistent while the lifts are running. Again, I say that all the time and that's how I kind of visualize in my head. Once end of our beginning of October rolls around around end of September, you know, end of March, early April, that's when things start to slow down. We don't want to extend that instead. We want to make sure there's consistency throughout those busy seasons so that the restaurant tours, the managers, the GMs of the hotels can continue to push forward with consistency. Action highlights, just a couple here to show you what they look like. As you read through the plan, you will see all of these actions, but this is just a little bit of a preview, so you'll know what you'll be seeing. As an example here, starting with sustainable tourism advisory coalition, you know, they're building that out, continuing to support them to help steer elements of the DMTP, continuing with the surveys, both the tourism industry surveys as well as the resident sentiment surveys on a biannual basis so that we continue that feedback. That's another measurable KPI to see that resident sentiment, tourism industry sentiment, see how they are reacting to the engagement with the plan. Partner with Business and Educational Organization to create small business training and network opportunities for snowman small business community. This was a really great one that we heard. Essentially, what can we do to build more of a community for the workforce? Whether that is kind of young professional organizations, happy hours, trainings before or after work, before at the beginning and into the seasons, what can we do to kind of help support different line staff while also involving a small business community? And then of course, collaboration for continued visitation during the airport closure in 2027, what can we do to partner with different communities inside the Rwornport Valley, even further up and down I-70 utilizing Grand County's airport, Eagle County airports, what can we do to make sure that we are well prepared? Again here, you can see further ideas with that programming for Frontline staff. The young professionals I the business after hours developing launching a snow mass future fund this is something that Julia took the lead on during her time with the with the DMO in Oregon and she deserves all the praise that she has received for it so we have a great leader there to kind of help build that snow mass future fund engaging with the public land and private outdoor regional outdoor recreation partners on initiatives around environmental stewardship. I've said it before and I'm going to say it again there are experts out here that are doing many of these things. Semesters will remain humble and know when they can't take the lead on things but they will want to have a seat at the table and help support those organizations that are arguing things as they relate to environmental stewardship. And then launching responsible visitor, education messaging. Again, whether that's through interpretive signage, through all elements of that traveler life cycle, when they book the hotel, when they arrive, when they leave, how they're gonna share, making sure that visitor, excuse me, visitor education messaging is celebrated and promoted throughout all levels of the tourism travel life cycle. visit, visit, or visit, or look at the plan, you will see them in those tables where we have identified a potential timeline, who is going to do that work. Is it in partnership with other departments or advisory boards or community partners, our broader industry stakeholders. We've started the process of identifying how Sanomas tourism is going to do the work and who they're going to do the work with. If there's a partnership opportunity, plus we've also identified what does success look like. Is it, is there a metric? What is the KPI? There's some definition in there. So we really want this to be a plan that creates success and it's easy to achieve when it's in the implementation phase. So I hope that helps and helps you connect with what is in the draft plan document. I know we are at 94747, but there is some time for a bit of Q and A. And I'm so sorry, because I can't see the meeting chat, but I wonder, Julia, if there's any questions in there that we can answer anybody's, wanted to raise their hands. Thanks, Sir Jane. There are some great comments in the chat, which we are capturing as part of the feedback loop. So feel free to add comments, appreciate the ones that are in there so far. Also feel free to unmute and jump in with any questions. Excuse me. And then as Sir Jane mentioned, there is, if you got that link earlier in the presentation, there is a Google form there where you can also provide feedback after you've had time to digest the plan. So it doesn't need to be in the next 10 minutes. You can certainly take some time between now and March 21st to give any feedback on what you like, what you don't like, you know, any comments you may have on the plan, feel free to put those in. So are there any questions today or any other comments that people wanna add before we finish up? Eliza. Hello. Congratulations on all this great work. I just have some sort of minutia questions. The future fund that you just were talking about would that be funded through your budget and then you grant it out or are you looking to kind of fund raise? That would be that's a great question and that would be a portion of our budget. I don't, we haven't really identified what portion. And this idea sort of came about even in my first year on the position where businesses or nonprofits asked for support in different areas. And I had been thinking before we started this plan that it might be nice to formalize that and make sure that money that wears, you know, if we're sponsoring an event or supporting an event aligns with specific goals. And it's similar to what I did in Oregon where in that in that future fund model, we identified three key goals and they might be different for snowmass, but for that future fund, it was arts and culture, diversity, equity, inclusion, and sustainability. And then we had specific goals that needed to align before we grant money out. I see this as being probably a smaller dollar amount, where we can just give some small support to businesses and nonprofits that align with goals in the plan. So it would be a smaller percentage of our total budget, I would say. And then it had it split into so we were kind of in the plan, you'll see it's almost like there's two actions relating to ground programming. One that is is kind of. there towards sustainable tourism initiatives, maybe environmental initiatives and the other that is for inclusivity focus. And then at the beginning, you talked about having an inclusivity coalition and then a sustainable tourism advisory council. It's got coalescence. Yeah, we're calling each of them co. Yeah. And so those are all volunteer from kind of snowmess stakeholders, right? And in addition to having a marketing advisory committee, is that right? Yeah, that's a great question. Actually, then we need to reach out to you because we don't want to overlap efforts because the inclusivity coalition, we had the first meeting of interest, we had great interest in the first meeting, but we realized it's not really specifically snowmass, you know, we did have some Aspen partners there, like Aspen Out, Aspen Ski Company, and you know, I was going to reach out to you to see if there's room to collaborate because we don't feel like it has to be, it's probably more of a Valleywide initiative than it is a snowmass initiative. So our next meeting, we were going to plan with what kind of as this plan is more finalized and kind of look at some of these goals that are specific to inclusivity, but we were going to widen that coalition to include Aspen. So let's talk offline about. And if there's room to collaborate since we're obviously sharing partners in that space. Yeah, that would be great. And same with sustainability. I mean, I see that being probably a broader group. I think as Sarah Jain mentioned, both Aspen and Snowmass is part of this climate change pilot program with Colorado Tourism Office. So I would imagine that we might have some joint goals around that. You know, we may have separate goals as well that are specific to our destination. But again, I think there's probably room for us to collaborate there. And I'm excited as well. Sorry, just one comment about that. I think, you know, obviously, snowmasters are a very different stage to your Aspen that launched its destination management plan several years ago. So I think, you know, we're just kind of getting started with work and focus and ideas and initiatives around sustainability in the tourism industry. So I think there is, we have a lot that can be learned from industry best practices, including partners like Acra and other mountain resort destinations across the Western United States that are doing good work in this space. Thanks, Lazy. Did you have any other questions? No, that was all. Thank you. Thank you. Good work. Yeah, thanks for joining me. Debbie, did you have a question? Yeah, I just wanted to say great job so far. I mean, it is tough right at the beginning of a plan to take everybody's feedback and try to incorporate all of it. So I think you guys are doing a really good job. I think your draft is solid. My only suggestion would be if you stripped out the word snowmass from your entire plan, is this a boilerplate plan or could people realize that this is snowmass as plan? So make sure to keep all of the unique aspects of snowmass and the things that make you all so special. Make sure they're into that plan. So it doesn't just seem like this plan could get dropped into tell your ride or to any other resort. But I love where you guys are going. I think you're doing a great job. And Eliza and I are here for anything you might need. But I think you're in really great hands with SJ and Derek. Thanks Debbie. That's actually great feedback and something that we also heard at town council is that the plan is probably missing, you know, some really snowmass specific language and that's why when I got on the call in the beginning, I was like, this plan is fairly raw and there is some wordsmithing that needs to be done. I think some suggestions that were left out to make it more snowmass specific is family friendly. I'd like to see ice age called out as one of our unique stories. So that I think you'll see in the final plan some more specific language to make it feel really unique to snowmass. So I appreciate that feedback and something that we've heard before. So good point. Yeah, and I think a lot of that color will be added to the kind of long form version when we get into that. Building that out in April. But yeah, I think, you know, there's a good observations. Great, thank you. Any other comments or questions or feedback? Feel free to put it in the chat or we have five minutes left if you want to raise your hand you are welcome. I'll take note in the meantime I saw here Matt. I don't know if you're still on the call tried some test strategies and see how they pan out before committing to large scale permanent ideas. I think that's absolutely spot on and something we've discussed. We talk a lot about our long shot ideas and what those look like, but those are going to be put on the backburners. You know, we don't want to go diving into something wildly big, whether it's financially or community changing without kind of working towards these smaller short-term goals as well. So as you said there, Matt, Avoid Large Scale Moonshot projects, but check carefully and thoughtfully. It's exactly what we had planned. You know, we had initially in Alcandre built out some some moonshot or long shot slides here, which we we took out. We didn't want to start overwhelming the community during this feedback process, but know that it's something we're remaining mindful of. And they will be kind of a backend portion of the plan. Thanks, Derek. Anything else before we adjourn? Have any other questions or comments? Otherwise, we'll say thank you for your time. Appreciate you all of you joining. Appreciate everybody's participation in this process. It's been definitely a community-wide process where everybody's been engaged. I really appreciate that and everybody's time this morning. Thanks to Sarah Jane and Derek for presenting the plan. Feel free to reach out with any other feedback after you've digested. And if there's nothing else, we can adjourn. Thanks everybody for being here. Thank you everyone. Thank you so much.