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COUNCIL - AGENDA ITEM - 06/08/2021 - VISIT FORT COLLINS DESTINATION MASTER PLAN AND REC
DATE: STAFF: June 8, 2021 Amanda King, Communications/Public Involvement Director WORK SESSION ITEM City Council SUBJECT FOR DISCUSSION Visit Fort Collins Destination Master Plan and Recovery Plan. EXECUTIVE SUMMARY The purpose of this item is to provide an update on the Destination Master Plan and Recovery Plan, recognizing the impacts to the travel and tourism industry. Cynthia Eichler, Visit Fort Collins President and CEO will be presenting along with a consultant. GENERAL DIRECTION SOUGHT AND SPECIFIC QUESTIONS TO BE ANSWERED 1. Does Council have any questions or feedback about the Destination Master Plan? 2. Does Council have any questions or feedback about the Destination Recovery Plan? BACKGROUND / DISCUSSION In 1984, Fort Collins instituted a 3% lodging tax. Shortly thereafter, the Fort Collins Convention and Visitors Bureau (now dba Visit Fort Collins) was formed to serve as the destinati on marketing and convention service agency for the City. The City contracts with Visit Fort Collins (VFC) to provide various convention and visitors services. Since 2006, the contract has been based on a funding model whereby VFC receives 70% of the lodg ing tax dollars; the Cultural Resources Board receives the remaining 30% to distribute as Fort Fund grants. Typically, the contract is renewed every five years through a competitive RFP process. In 2020, Council approved a one -year contract extension due to the ongoing impact and economic uncertainty related to COVID -19. An RFP process will be conducted again in late 2021 or early 2022. Within its contractual services, VFC oversees destination sales and marketing, and conference services. VFC provides information services for visitors and residents through public relations and marketing programs and produces an annual Visitors Guide with 40,000 distributed. The VFC website serves as an online hub of destination information and it shares a variety of divers e content across several social media platforms. VFC operates the downtown visitor information center and the state’s Colorado Welcome Center. VFC also facilitates the successful Certified Tourism Ambassador hospitality training program. Destination Master Plan: In 2019, a Tourism and Destination Master Plan was funded, with the City and VFC each contributing $50,000 to fund the plan. The planning process was paused in April 2020 due to impacts from the COVID-19 pandemic on the consulting partner, stakeholder participation and continued uncertainty within the tourism industry. The process resumed in January 2021 and the final plan has been drafted. Destination Recovery Plan: As the pandemic progressed, the travel and tourism industry experienced negative impacts at higher levels than most economic categories. With approval from the Visit Fort Collins Board of Directors, Clarity of Place was hired to facilitate a plan for recovery for travel and tourism in Fort Collins. Engagement for the Destination Recovery Plan began in January 2021. The strategic goals include short - and mid-term actions to move toward rebuilding economic vibrancy and resilience within the tourism industry sectors. June 8, 2021 Page 2 It will also provide a bridge to utilize the Destination Master Plan once immediate needs are met. In Fort Collins, lodging collections have been negatively impacted more than any other citywide category. Lodging tax collections were down 47.5% through December 2020. No other category comes close to this loss. Other metrics include decreased occupancy by 22%, average daily rate decreased by $27.24, and RevPAR (revenue per available room) by $40.89. Year to date, April 2021 is the first month improvement has been documented. Lodging tax increased by 48% which is at a similar collection level to benchmarks from 2010. The recently completed summary of economic impact demonstrates clear return on investment. • Direct economic impact was $220 million, up 26% from the previous reporting period. • Total jobs 4,197, an 10.4% increase from the previous reporting period. • Sales tax generated $10 million, an increase of 30.7% from the previous reporting period. A 2020 Year End memo was shared with Council and included an updated Visitor Study and Economic Impact Study: <https://citydocs.fcgov.com/?cmd=convert&vid=218&docid=3512847&dt=MAIL+PACKET> ATTACHMENTS 1. Destination Master Plan (PDF) 2. Destination Recovery Plan (draft) (PDF) 3. Lodging Tax Collections YTD April 2021 (PDF) 4. Rocky Mountain Lodging Reports (PDF) 5. PowerPoint Presentation (PDF) Destination Master Plan February 26, 2020 ATTACHMENT 1 What is a Destination Master Plan? Establishes destination direction across the entire community •Research •Justification •Strategic Recommendations •Expectations Establishes direction for a specific organization •Analysis •Rationalization •Strategic Guidance •Expectations Establishes annual tactical translation & deployment •Goals •Tactics •Assignments •Steps Destination Master Plan Summary 2 Destination Master Plan Strategic Plan Annual Business Plan •Drive a sustainable tourism development model. •Stimulate economic activity capable of generating inclusive employment. •Prepare Fort Collins for future destination opportunity. •Develop quality of place across all parts of the Fort Collins community. Master Plan Intent Destination Master Plan Summary 3 Gathering Stakeholder Input Assessing Tourism Assets Determining Destination Development Developing Strategic Recommendations 27 focus groups/interviews 130 individuals 18 person steering committee Fort Collins City Council VFC Board of Directors City leadership Fort Collins City Plan Fort Collins Transportation Plan FOCO Creates Arts & Culture Master Plan Talent 2.0 Regional Workforce Sports Complex Feasibility Study JLL hotel business mix review RRC Visitor profile study '17 & ‘19 Think! Tourism Sentiment Index 4 key themes 3 signature links 11 strategic priorities Visit Fort Collins future actions City of Fort Collins future actions Partner future actions Feedback on shifting these from “Objectives” (from RFP) to expressed or intended outcomes Destination Master Plan Elements Destination Master Plan Summary 4 Branding Pride of Place Expanding Basecamp: Fort Collins Investing in Quality of Place Improving Gateways & Corridors Responding to Community Issues Leveraging Community Connections Encouraging Aspirational Concepts Fostering Creative Community Harnessing the essence of Fort Collins Configuring Events Supporting the needs of the Nighttime Economy Striving for Inclusion Branding our Community Building our Community Sustaining our Community Including our Community Expecting Inclusion Feedback on whether this Signature Link should be “Expecting”, “Seeking” or “Striving” For Inclusion Determine and state all connections to Triple Bottom Line Connecting Priorities to Leadership Fort Collins Hotels MULTIPLE LEADERS Expecting Inclusion Connecting Talent 2.0 Responding to Community Issues Encouraging Aspirational Concepts Fort Collins community partners Configuring Events Supporting the needs of the Nighttime Economy Branding Pride of Place Expanding Basecamp: Fort Collins Leveraging Community Connections Funding the FutureHarnessing the Essence of Fort Collins Investing in Quality of Place Improving Gateways & Corridors Fostering Creative Community Connecting Priorities to Leadership Fort Collins Hotels MULTIPLE LEADERS Expecting Inclusion Connecting Talent 2.0 Responding to Community Issues Encouraging Aspirational Concepts Fort Collins community partners Configuring Events Supporting the needs of the Nighttime Economy Branding Pride of Place Expanding Basecamp: Fort Collins Leveraging Community Connections Funding the FutureHarnessing the Essence of Fort Collins Investing in Quality of Place Improving Gateways & Corridors Fostering Creative Community Connection to Business Mix Purpose of Overnight Trip from survey of Fort Collins hotels Current Market Mix (From hotel survey) Projected Opportunity (Hotels) Future Market Mix (JLL) Convention & Sports Bids 5%7% Government 8%6% In-house Hotel Group 13%13% CSU related 13%13% Business Transient 20%18% Marketable Leisure 41%43% TOTAL 100%100% Down by <5% Down by 5-10% Down by >10% Up by <5% Up by 5-10% Up by >10% Projected Opportunity No change Branding our Community Weaving the authentic and genuine brand promise that captures the appeal and mystique of Fort Collins. K EY T HEME I MPORTANCE •Brands define community promise •Larger than slogan and logo •Mental position of the community’s overall personae •Convergence of stakeholders, community, talent prospects & customers Branding Pride of Place Formulating and articulating the promise that Fort Collins offers inwardly and externally to the world S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL R EMAINING S TEPS •Competitive analysis & benchmark review •JLL databases •University City groups •Conversations with business & civic community •Focus groups & interviews •Strategic observations and casual input •Establish the brand development process •Connect to community pride •Form link with Talent 2.0 •Examining the Comparative Set to determine potential direction •Note that logos included are not always reflective of the community’s brand promise •Breweries Beckon •High tech & hip •University City •Recreational Retreats Branding Pride of Place R ESEARCH Branding Pride of Place R ESEARCH •Breweries focus group documented a relationship based co-dependence among the businesses. •Fostered elements of brand promise: •Appreciation of one another •Genuine love of community •Hunger to share with guests and •A need for nurturing respect of place by those guests •Concept began to be repeated across other topical gatherings (retail, outdoor recreation, and restaurants) •Demonstrable examples through encounters How could we capture this pride without disrupting it? 6 Degrees of Separation –Fort Collins style Branding Pride of Place D IRECTION /STEPS •Trace & document the connections •Research the connectivity to image •Actualize the promise through: •Creative development •Compelling narrative •Emphasize personal stories •Promise is social and engaged •Dare to be bold and defining 1. Traveled from Amarillo 3. Rafting guide suggested 2. Decided to go rafting 4. Tasting room rep suggested 5. Waitress suggested Branding Pride of Place A CTION On-going Actions: Culturize (mentally plant the promise) the brand throughout Fort Collins. Actions for Years One & Two: •Research the image of the Pride of Place o VFC leads o Integrate through committee •Develop the creative translation o VFC leads o Integrate through committee •Configure culturalization plan o VFC leads o CFC & Chamber key supporters o Integrate through committee Actions for Years Three & Four: •Implement and implant the brand through everything o Everyone! Expanding Basecamp: Fort Collins Bundling targeted regional visitor experiences during the soft season around key assets that build from Fort Collins as the hub S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS •Visit Fort Collins visitor profile research •Expansion of existing strategy •Input from stakeholders •Target audiences (lifestyle, geographic or both) •Itinerary builder •Connected to metrics (not awareness) Expanding Basecamp: Fort Collins R ESEARCH Recreation/general vacation detail. Average length of stay 3.6 nights (median 3 nights), party size average of 3.4 people (median 2 people), 60% traveling with spouse, 38% first time visitors to FC, top activities are dining out (74%), Downtown Fort Collins (70%), shopping (47%), general sightseeing (46%), visit breweries (46%), hiking/climbing (41%), people watching/hanging out (35%), Horsetooth/water sports (25%). Average nights in the area detail. The average nights in the area is 4.1, though most visitors are staying 3 or fewer nights (53%). The median number of nights is 3. The average is pulled up somewhat by 10% of respondents who said they were staying 10 or more nights. Expanding Basecamp: Fort Collins R ESEARCH •Seasonal need from November through opening week of Rocky Mountain National Park •Shift in how other destinations adopt Fort Collins assets as their own o More neighboring accommodations o Hub & spoke approach o Fort Collins assets borrowed then replaced •Regional assets fit with the allure and draw of Fort Collins •Past success in media coverage and interest from regional efforts Expanding Basecamp: Fort Collins D IRECTION /STEPS •Formalize past regional efforts into concerted investment to o Focus on soft season business opportunities o Build distinctive experiences •Enlist support and investment from regional destination partners •Build outreach using media relations and direct marketing •Use scalable destination system o Media relations o Content development o Direct promotions o Collateral Expanding Basecamp: Fort Collins A CTION On-going Actions: Assemble regional product components and conduct visitor research. Ties To: Branding Actions for Years One & Two: •Enlist regional partners into the vision o VFC leads o Constructed coalition •Develop the experiential concepts o Coalition driven o Utilize FOCO talent & entrepreneurs •Craft a budget for first year media relations o Establish minimum level •Add content development for second year program Actions for Years Three & Four: •Add direct marketing for third year program •Expand with creative, experiential collateral Encompassing Everyone Working to assure that the destination is truly representative of the community S IGNATURE L INK I NPUTS TO ESTABLISH LINK S TEPS •Discussion with community groups •Demographic and lifestyle data •Convene inclusionary leadership council •Promote personal stories •Reference within cultural events •Embed intentionality within programs Striving for Inclusion OR Expecting Inclusion •Establish tie with current city programming for Diversity, Equity & Inclusion •Benchmark other programs (InLivingColorUtah) •Intentionally weave into other priorities •Leveraging Community Connections •Creative Community •Essence of Fort Collins •Configuring Events •Harness the connections to brand promise o Promotion of personal stories D IRECTION /STEPS Actions for Years One & Two: •Convene inclusionary leadership council o CFC leads o Blend hospitality & community •Develop key linkages to each priority beginning with: o Leveraging community connections o Branding Pride of Place Actions for Years Three & Four: •Develop results report o Content created/Stories gathered o Conference/Group leads •Expand and elevate programming Building our Community Preparing the physical environment that enhances quality of place in Fort Collins S TRATEGIC T HEME I MPORTANCE •Provide an achievable level of quality and ongoing care across current facilities •Promote differentiation of Fort Collins from other communities •Fill needed recreational and social gathering gaps currently found in Fort Collins Investing in Quality of Place Providing public gathering areas for Fort Collins to fill community needs while engaging with visitors and residents alike S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS •Facility feasibility study •Review with VFC and CFC operators •Narrow priorities •Discuss highest & best use •Review financials •Determine gaps in amenities and infrastructure •Other needs to support facilities •Amenities & services Investing in Quality of Place R ESEARCH •Examining the Comparative Set for insight on options to determine potential direction •Brand connected facilities –Madison, Nashville, Louisville •Persona of community –Denver (Red Rocks), Lexington, Asheville Investing in Quality of Place R ESEARCH Brand reflective convention centers Louisville Kentucky International Conv. Center •200,000 sq. ft. exhibit center •Over 300,000 total sq. ft. Madison Monona Terrace Convention Center •40,000 sq. ft. exhibit center •200,000 total sq. ft. Nashville Nashville Convention Center •353,000 sq. ft. exhibit center •Over 500,000 total sq. ft. Investing in Quality of Place R ESEARCH Denver, CO Red Rocks Amphitheatre •30,000 sq. ft. visitor center •3,600 private events room Investing in Quality of Place R ESEARCH Lexington, KY Kentucky Horse Park •Working horse farm •Equestrian event center •Educational theme park •Opened in 1978 Investing in Quality of Place R ESEARCH Asheville, NC Riveter •40,000 sq. ft. total space •18,000 sq. ft. climbing Gym •Canopied Bike Park •Fitness Studios •Opened in January 2020 Investing in Quality of Place D IRECTION /STEPS •Assemble dual direction o Invest to enhance quality of existing sites and venues o Explore creation of unique facility tied to brand promise and essence of Fort Collins •Establish a facility leadership body o Advise on community investments o Structure priorities o Foster community support •Deliver facility direction based on commitment to quality of place •Gather key research findings from sports complex analysis Initial concept for exploration: •Indoor flexible event space specializing in: o Training seminars o Volleyball o Indoor gathering •Connect to social component of brand •High tech engagement through local suppliers •Public –Private Partnership •Blend in amenity offerings as part of development concept o Retail o Liquid Arts o Creative Community Investing in Quality of Place A CTION On-going Actions: Manage venues based on quality of facility and connection to brand promise Possible Facility Leadership Body: Visit Fort Collins, City of Fort Collins, Fort Collins Chamber of Commerce, CSU, Local Corporations, USDA, Triple Crown Ties To: Branding Talent 2.0 Configuring Events Leveraging Community Connections Essence of Fort Collins Actions for Years Three & Four: •Assemble P3 investment concept o CFC o Facility leadership body •Expand & continue examination on venue opportunities and needs Actions for Years One & Two: •Establish a quality measurement for existing and future facilities •Convene facility leadership body o CFC leads o Integrate through committee •Conduct Phase 1 feasibility assessment on new venue concept o CFC & VFC leads with consultant o Facility leadership body o Opportunity for public private partnerships Improving Gateways & Corridors S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS Facilitating both the aesthetics and flow of individuals moving through Fort Collins •Community comparisons along I-25 •Utilize and connect to the City Plan and current City corridor improvement plans (underway) •Conversations with community stakeholders •Examine transportation priorities •Work through future alternative options •Converge both outdoor scenic beauty with iconic public art investment •Create sense of arrival with tie to community branding R ESEARCH Improving Gateways & Corridors •Examining the Comparative Set for insight on options to determine potential direction •I-25 Overpasses •Wayfinding programs •Landscaping –Public Art –Signage installation D IRECTION /STEPS Improving Gateways & Corridors •Integrate components from City Plan •Determine possible target areas •Provide examples and possible outcomes •Prioritize needed investment areas •Create alignment with and support for East Mulberry Corridor Plan A CTION On-going Actions: Continually focus on quality of community aesthetics Ties To: Branding Talent 2.0 Quality of Place Improving Gateways & Corridors Actions for Years Three & Four: •Prioritize additional steps and efforts o CFC leads •Integrate the brand within gateway and wayfinding design o CFC –VFC –DOT collaborate Actions for Years One & Two: •Connect to existing gateway efforts o CFC leads o Integrate DOT and Talent 2.0 •Connect to East Mulberry Plan & Mulberry Annexation o CFC leads o Integrate a neighborhood association •Develop iconic image standards including wayfinding expansion o CFC & VFC leads o Encourage community-wide participation Responding to Community Issues S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS Utilizing the destination master planning process to assist with framing critical community challenges •Utilize and connect to the City Plan •Include the Affordable Housing Strategic Plan, especially around hospitality workforce needs •Conversations with community stakeholders •Assemble & prioritize the list of associated challenges •Build case studies and examples from other communities •Develop an organized system to show the interrelation •Ensure full tie-in with sustainability and bottom line initiatives R ESEARCH Responding to Community Issues •Conversations provided a definitive list of issues facing Fort Collins •Discussions to determine connection and linkage to tourism •Destination Master Plan Leadership Committee •Visit Fort Collins Board •Visit Fort Collins staff •Averaged ratings by each group R ESEARCH Responding to Community Issues •Benchmarking with other communities provided additional insight: •Nature of community issue •Extent of community issue •Possible solutions •Results from programming ISSUE IMPACT ON TOURISM PRIORITY | ROLE 1 (low) 5 (high) RESPONSE FROM TOURISM Affordable Housing Pushes workforce to commuter locations Adds another factor to Transportation congestion Impacts talent recruitment and retention 5 | 2 JLL, 5 | 2.5 VFC Board, 5 | 1 VFC staff •Advocate for affordability of housing •Benchmark other communities Cannabis Creates a short-term tourism opportunity Prompts law enforcement challenge Adds a challenge to accommodations & venues 3 | 3, 1.5 | 1, 2 | 2 •Help develop policies •Disseminate information to visitors Childcare Creates challenge for workforce Impacts talent recruitment and retention 3 | 4, 4 | 2, 3 | 1 •Explore industry specific solution •Participate in community efforts Congestion & Transportation Slows distribution of guests and workforce through community 1 | 2, 4 | 3, 4 | 3 •Advocate for alternative transportation solutions and use •Benchmark other communities Diversity, Inclusion & Equity Must represent entirety of community Without diversity community feels less inviting Major component of brand promise make-up 5 | 5, 4 | 4, 4 | 3.5 •Include within all marketing material •Participate in conversations •Highlight engagement opportunities Environmental Sustainability Part of the essence of Fort Collins Connected to waste management, energy conservation & water quality 5 | 1, 4 | 1, 4 | 2 •Help encourage policies •Encourage conversation •Connect to City efforts Homelessness Affects perceptions of safety Exists in close proximity to downtown 5 | 3, 4 | 2, 4 | 2 •Advocate for alternative solutions for underperforming lodging properties •Benchmark other communities Over Crowding of Outdoors Affects Environmental stewardship Lowers visitor satisfaction Creates potential for local clashes with visitors 5 | 4, 4 | 4, 5 | 4 •Help develop policies •Disseminate information to visitors •Participate in community efforts Short Term Rentals Changes nature of neighborhoods Component of destination offering Linked to Affordable Housing issue 4 | 4, 4 | 2.5, 4 | 4 •Help develop policies •Determine balance within lodging •Research locally, benchmark others Responding to Community Issues Determine who is “Tourism”. CFC, VFC, hotel association, or other. A CTION On-going Actions: Compile and keep list of key issues & connection to tourism Ties To: Striving for Inclusion Talent 2.0 Creative Community Essence of Fort Collins Responding to Community Issues Actions for Years Three & Four: •Add third & fourth priority (score 4) in year 3 Actions for Years One & Two: •Adopt Issue & Response List o VFC Board & CFC •Prioritize to prepare responses (Score of 5) o VFC & CFC o Integrate through response committee •Add second priority (score 4) in year 2, if ready •Continue to investigate how other destinations are addressing issues Funding for the Future Securing competitive level funding for implementation of plan and showing the overall value of tourism to Fort Collins S IGNATURE L INK I NPUTS TO ESTABLISH LINK S TEPS •Funding comparisons across Colorado •Examples of funding/structural models •Supportive links between funding and outcomes •Develop approach with City and Hotel leaders •Provide modeling and strategy for investment •Assemble legal steps Destination 2018 Budget Lodging Tax Total Tax Assessment Rate Visit Denver $ 38,800,000 10.8%14.75%1% Snowmass Tourism $ 7,200,000 2.4%12.40% Breckenridge Tourism Office $ 5,682,000 3.4%10.90% Visit Colorado Springs $ 4,862,747 2.0%10.25% Visit Aurora $ 4,065,000 8.0%12.50%$2 Visit Estes Park $ 3,001,283 2.0%10.70% Aspen Chamber Resort Assoc.$ 2,900,000 2.0%11.30% Visit Grand Junction $ 2,890,000 6.0%14.02% Gunnison/Crested Butte $ 2,300,000 4.0%9.00% Telluride Tourism $ 2,300,000 2.0%12.65% Boulder CVB $ 2,021,315 7.5%12.49% Visit Fort Collins $ 1,293,582 3.0%10.55% Visit Durango $ 1,212,954 4.0%10.40% Visit Loveland $ 1,107,524 3.0%9.70% Visit Glenwood Springs $ 1,019,242 2.5%11.10% Steamboat Springs Chamber $ 850,000 3.0%11.40%** Visit Pagosa Springs $ 800,000 4.9%11.80% Alamosa Conv. & Visitors Bureau $ 739,620 5.9%13.90% •Pursue Tourism Business Improvement District funding structure o Assemble the steps and understanding o Develop the funding level model o Construct the benefit strategy o Navigate the legal and approval process •Convene informational workshops to build understanding •Operationalize the funding model & structure •Empower accommodations leadership •Increase meetings and information dissemination to hotel owners, GMs and sales leaders D IRECTION /STEPS Actions for Years One & Two: •Perform funding feasibility study o Civitas Advisors conducts o VFC leads o Integrate through finance committee •Develop the funding response plan o Civitas Advisors leads o Hotel participation Actions for Years Three & Four: •Implement and fund new programs o VFC leads Funding for the Future Sustaining our Community Ensuring that the future of Fort Collins is innovative and successful. S TRATEGIC T HEME I MPORTANCE •Triple bottom line is part of the core ethos of Fort Collins •Full tie to CSU programs and businesses •Connected to elements that define the culture or brand promise of Fort Collins Creative Community Profiling the artistic and cultural pursuits sought by visitors to Fort Collins. S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS •Visitor profile activity research •Social media engagement •Conversations with cultural & creative community representatives •Connection to the FoCo Creates: Arts and Culture Master Plan •Highlight key products that use cultural scenarios to drive overnight demand R ESEARCH Creative Community The Arts & Cultural Attraction of Fort Collins The culture we offer The artistic and cultural pursuits sought by visitors to Fort Collins •Music •Performance •Public Art •Museums •Galleries •Heritage •History •Events & Festivals D IRECTION /STEPS Creative Community A CTION On-going Actions: Continue growth of event options in Fort Collins while expanding the focus into visitor producing opportunities. I NSTIGATORS City of Fort Collins, Event Producers, Visit Fort Collins Ties To: Branding Talent 2.0 Quality of Place Creative Community Actions for Years Three & Four: •Implement and implant the brand through everything o Everyone! Actions for Years One & Two: •Research the image of the Pride of Place o VFC leads o Integrate through committee •Develop the creative translation o VFC leads o Integrate through committee •Configure culturalization plan o CFC & Chamber leads o Integrate through committee Essence of Fort Collins Defining the elements that create and bolster the pride of place to deliver a Fort Collins lifestyle. S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS •Visitor profile activity research •Social media engagement •Conversations with hospitality leaders and employees •Display the Attractor/Attractions data •Extend the research to build experiential scenarios and highlights R ESEARCH Essence of Fort Collins The Lifestyle of Fort Collins The culture we are The lifestyle components that help define Fort Collins •Rams Colorado State University •Liquid Arts Breweries/Distilleries •Music Bands/Venues •Outdoors Parks/Scenic Beauty •Recreation Biking/Rafting/Hiking •Downtown Retail/Charm/Dining •Innovative Entrepreneurial/Tech •Leadership Engaged & Recognized D IRECTION /STEPS Essence of Fort Collins A CTION On-going Actions: Continue growth of event options in Fort Collins while expanding the focus into visitor producing opportunities. Year One-Two Actions: Year Three-Four Actions: I NSTIGATORS City of Fort Collins, Event Producers, Visit Fort Collins Ties To: Branding Talent 2.0 Quality of Place Essence of Fort Collins Configuring Events Constructing a sustainable approach for leveraging tourism producing events. S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL N EEDS •Calendar of needs •Role of venue and event space •Building event planning tools •Determining leadership role •Balancing event fatigue with event opportunity •Balancing return on quality of life with return on business impact •Balancing costs of safety & services with event success R ESEARCH Configuring Events D IRECTION /STEPS Configuring Events A CTION On-going Actions: Continue growth of event options in Fort Collins while expanding the focus into visitor producing opportunities. Year One-Two Actions: Year Three-Four Actions: I NSTIGATORS City of Fort Collins, Event Producers, Visit Fort Collins Ties To: Branding Talent 2.0 Quality of Place Configuring Events Embracing the Nighttime Economy Cities that build 18-hours of activity offerings require action teams that plan for engagement, assure safe environs, and enhance vibrancy. C ONCEPT N EEDS I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL •Density and interconnectivity of experiences •Key elements/shifts in forming nighttime options •Organizational & regulatory guidance from FCPD •Illustrate the trends of nighttime activity •Create a potential structure for implementation •Construct the value and needs associated with the timeframe •Connect to Music City initiatives R ESEARCH Embracing the Nighttime Economy D IRECTION /STEPS Embracing the Nighttime Economy A CTION On-going Actions: Continue growth of event options in Fort Collins while expanding the focus into visitor producing opportunities. Year One-Two Actions: Year Three-Four Actions: I NSTIGATORS City of Fort Collins, Event Producers, Visit Fort Collins Ties To: Branding Talent 2.0 Quality of Place Embracing the Nighttime Economy Connecting for Talent Joining the destination invitation with efforts to attract, retain and flourish prospective employees of all types. S IGNATURE L INK I NPUTS TO ESTABLISH LINK S TEPS •Talent 2.0 Regional Workforce Strategy •Conversations with economic development and business leaders •Build the Community Connections strategy detail •Drive involvement from primary employers •Connect to overcome related community issues •Construct hospitality workforce ideas Including our Community Empowering the greatest asset of Fort Collins, our people. S TRATEGIC T HEME I MPORTANCE •Tap the expertise and talent base within Fort Collins •Consider four populations: •Residents •Commuter workforce •Students •Visitors •Leverage local culture by understanding the people that shape the culture Leveraging Community Connections Canvasing community, corporate & campus leaders to expand group business. S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL R EMAINING S TEPS •Analysis of Visit Fort Collins database •Conversations with business community •Conversations with VFC staff •Assess the potential market •Develop the promotional system •Prioritize the partners needed for success Leveraging Community Connections R ESEARCH Business / college-related visitors Average of 3.2 nights (median of 3 nights) Party size of 3.1 people (median of 2) 27% first time visitors (73% repeat visitors) Top activities: •Dining out (71%) •Downtown Fort Collins (65%) •Shopping (50%) •Visit breweries (35%) •General sightseeing (33%) •Hiking /climbing (28%) •Horsetooth/water activities (25%) (fewer activities overall compared to general vacation) Leveraging Community Connections R ESEARCH Leveraging Community Connections D IRECTION /STEPS a.Construct sales program •Local market contacts o Work current list of connections o Add more individuals to the list •Assemble examples and testimonials •Relationship building programs •Tool kits and incentives •Objectives & Metrics for success b.Widen asset inventory •Current topical areas o Who are the local corporations & individuals? o What do they produce or know that could be useful? o Specs for events •Tapped versus untapped o Does VFC have a working relationship already? •Build section with detail in CRM Connecting Priorities to Leadership Configuring Events Supporting the needs of the Nighttime Economy Branding Pride of Place Expanding Basecamp: Fort Collins Leveraging Community Connections Funding the Future Harnessing the Essence of Fort Collins Investing in Quality of Place Improving Gateways & Corridors Fostering Creative Community Fort Collins Hotels MULTIPLE LEADERS Expecting Inclusion Connecting Talent 2.0 Responding to Community Issues Encouraging Aspirational Concepts Fort Collins community partners Encouraging Aspirational Concepts Challenging community thinking for big, audacious innovations that further define the Fort Collins brand. S TRATEGIC C ONCEPT I NPUTS TO U NDERSTAND C URRENT /FUTURE P OTENTIAL R EMAINING S TEPS •Conversations with community stakeholders •Gather input from city leadership •Align a list of possible options •Prioritize options R ESEARCH Encouraging Aspirational Concepts D IRECTION /STEPS Encouraging Aspirational Concepts A CTION On-going Actions: Continue growth of event options in Fort Collins while expanding the focus into visitor producing opportunities. Year One-Two Actions: Year Three-Four Actions: I NSTIGATORS City of Fort Collins, Event Producers, Visit Fort Collins Ties To: Branding Talent 2.0 Quality of Place Encouraging Aspirational Concepts Next Steps Next Steps •Detail out remaining Themes, Links and Priorities •Add more details, examples and images •Reconnect to all objectives especially: •Business Development •Triple Bottom Line •Community Issues March April May Planning Timeline •Details for: •SUSTAINING OUR COMMUNITY o Fostering Creative Community o Harnessing the essence of Fort Collins o Configuring Events o Supporting the needs of the Nighttime Economy •Talent 2.0 •INCLUDING OUR COMMUNITY •Leveraging Community Connections •Encouraging Aspirational Concepts •Confirmation •Detail Building •Report crafting •Presenting © 2019, Jones Lang LaSalle Americas, Inc. All rights reserved. Rebuilding For Resiliency A PATH FORWARD FOR VISIT FORT COLLINS Draft for Review -May 2021 ATTACHMENT 2 VI SIT FORT COLLINS: REBUILDING FOR RESILIENCY | PAGE 2 Secure Competitive Funding Without competitive funding,recovery actions to build market will be severely compromised. Leverage Brand Promise Building on the brand promise of Fort Collins establishes an emotional bond between residents and guests. TABLE OF C ONTENTS Executive Summary page 3 Strategies and Tactics page 8 Develop Community Connections Meetings and conferences will come back more slowly than youth sports and leisure,but destinations that rebuild group business from within will prosper more rapidly and be more resilient in the long-term. Visit Fort Collins plays an active role in helping the community navigate its way through recovery from the impacts of COVID-19.The strategic recommendations for action fall into four areas,each with ties to the Destination Master Plan. Re -examining the Destination page 5 Actions that Contribute to the Community's Recovery page 15 Differentiate Basecamp Fort Collins Leisure markets and youth sports will be the first facet of tourism rebuilding. Fort Collins will attract more leisure travel by marketing its unique character and leveraging its proximity to regional attractions. Appendix: Stakeholder Participation page 17 To capitalize on pent-up demand for travel and to rebuild the city’s tourism and hospitality programming, Visit Fort Collins engaged with Clarity of Place to identify ways to begin the recovery and identify ways to make the sector more resilient and increase the ability to weather external shocks and global changes to travel behavior. The results of those efforts are summarized in this strategic recovery report.Rebuilding for Resiliency identifies areas where Visit Fort Collins should quickly reposition efforts to advance existing programming to capture greater shares of leisure and business travel as COVID-19 induced regulations around gathering lessen and confidence in travel grows.It also looks at ways to re-start implementation of the city’s Destination Master Plan and evolve those recommendations to address changes in travel behavior. Just as addressing the impacts of COVID-19 required collaboration among all within the city, supporting the recovery and rebuilding of Fort Collins as a destination will be a team effort. Along with identifying key initiatives where Visit Fort Collins must act to encourage and assist the comeback of visitors, Rebuilding for Resiliency recommends areas in which the organization should lend support to others to nurture the recovery of the community and its quality of place as a whole. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 3 The businesses that make up Fort Collins’ tourism and hospitality sector continue to suffer from the negative impacts of the closures and changed travel behavior sparked by COVID-19. Despite a brief boost in overnight business resulting from resident displacement during wildfires in the summer of 2020, as the city enters the Summer 2021 travel season, overnight stays and visitor spending in the city continues to be at only a fraction of previous years’ levels given the lack of events, challenges to in-person classes and activities at Colorado State University and substantial decreases in business travel. Executive Summary VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 4 BUILDING ON A STRONG BASE In 2019, The City of Fort Collins and Visit Fort Collins partnered to develop a Destination Master Plan which identified ways Visit Fort Collins could encourage greater levels of visitation and increase visitor spending.The Plan sought to leverage the activity and draw of Colorado State University,the city’s dynamic corporate base, and its proximity to Rocky Mountains National Park, as well as signature events and the city’s burgeoning entertainment scene. The Plan examined how Fort Collins compares to other destinations and uncovered that funding levels for Visit Fort Collins were at a comparative disadvantage to competitor communities across Colorado. The implications of its lack of robust funding was that Visit Fort Collins’marketing and programming efforts could not be as targeted as those of competitor destinations and that there were few resources for programming to engage and connect the city’s tourism and hospitality infrastructure. With the onset of the COVID-19 pandemic and forced closures in March of 2020, Visit Fort Collins was forced to place implementation of the Destination Master Plan on hold and stepped in to help the community of Fort Collins proactively build support for local restaurants, retailers, and other businesses devastated by the effects of significant declines in resident and visitor demand. 2020 DESTINATION MASTER PLAN:KEY FINDINGS Community connections facilitate an avenue for group business growth >Talent retention and attraction provides connective fiber across multiple strategies >Maintaining quality venues & park assets provides a gateway for new opportunities > >Visit Fort Collins funding level is not competitive >Fort Collins can leverage the brand promise of its collaborative, sharing nature VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 5 To understand what Visit Fort Collins must do to help the city's economy recover, Clarity of Place reexamined Fort Collins' competitiveness as a destination in three different areas –Input/Trends,Challenges, and Opportunities.This will allow Visit Fort Collins to build its recovery efforts given changes in the local market, as well as leveraging changes externally—either in competitive markets or in travel behavior. Input/Trends To understand the effect of the COVID closures and changes to travel behavior as a result on Fort Collins,Clarity of Place examined: •Traveler Sentiment -Monitoring traveler sentiment allows Visit Fort Collins to understand when travelers are ready to return and when residents are ready to welcome them. •Leisure growth -Pent-up demand is driving interest in leisure and youth sports. Competition is intense for these market segments, as it now includes destinations that would normally focus on meetings and conventions. Service challenges arise as businesses seek to refill front-line positions. Re-examining the Destination •Hotel performance -Inventory growth across the region creates a more competitive marketplace. Hotels are seeing variances in the pace of recovery as rate competition creates different value points for the consumer. In addition to the above trends, the advantages Fort Collins possessed as being a top university city became a challenge during COVID as a large source of demand for the city's visitor facing businesses were sent home.Likewise,as businesses transitioned to work-from-home policies, and eliminated non-essential business travel, lodging and other visitor-facing businesses felt the impact. Challenges As Visit Fort Collins begins to refocus its marketing and programing to prompt the destination’s recovery,the organization must address and mitigate a number of challenges specific to Fort Collins as a destination: •Funding:The Destination Master Plan VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 6 identified that Visit Fort Collins is on the lower end of the spectrum in terms of organizational funding.The lack of funds to fine-tune marketing campaigns and take advantage of the market segments that are returning first is even more pronounced in the recovery. •Competition for overnight stays:With the return of leisure travel before group or business travel re-starts, Visit Fort Collins must compete with a larger group of destinations to attract visitors to the city. •Increased lodging inventory in the region: Fort Collins has a strong mix of lodging properties that appeal to a broad mix of visitor audiences. The refocused visitor marketing campaigns needs to be positioned to drive overnight stays to all types of lodging properties. •Community involvement: Prior to the pandemic,one of Fort Collins' strongest assets was the deep sense of community pride held by its residents and visitor-facing businesses.As Visit LEVERAGE EVENTS AND LOVE OF PLACE Use the Fort Collins' distinct personality and visitor offerings to encourage leisure visits Fort Collins works to rebuild sustainable visitor business,it needs to be aware of the local tolerance for "opening"too soon and aware of resident sentiment towards tourism in the post-pandemic environment. Opportunities The Destination Master Plan identified some significant strengths in the Fort Collins visitor experience.As it looks to help the city recovery, Visit Fort Collins can leverage these strengths to drive re-ignited visitor interest and encourage sustainable levels of visitors during the recovery period and as travel confidence (and resident acceptance of visitors) stabilizes. Recovery will require interaction with demand drivers in innovative and non-traditional ways to differentiate Fort Collins as a destination. The social unrest that occurred across the country during the summer of 2020 highlighted the need for a greater emphasis on the importance of Diversity,Equity and Inclusion (DEI) in all community aspects. Visit Fort Collins can leverage the community's love of place and welcoming nature to demonstrate the destination and community's commitment to DEI principles. QUALITY AND SUSTAINABILITY In efforts to rebuild revenue/activity lost because of the pandemic,keep the city's long-term sustainability in mind ADD STRATEGIC TARGETING As funds allow,add strategic,targeted marketing to leisure visitor audiences that are most likely to be converted into visitors and that will not overly tax the city's hospitality infrastructure as the travel market rebuilds. KEY RECOVERY OPPORTUNITIES VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 7 - 21% Hotel Demand According to STR (a data provider for global hospitality sectors) over the course of 2020 hotel demand in Fort Collins dropped by 31% compared to 2019.This drop erased the progressive growth in demand established over the previous six years. - 31% COVID -19 IMPACT AND RESPONSE COVID-19 caused shifts in operations such as virtual classes at Colorado State University,gathering limitations for fall football games and other events.The overall decline in traveler demand dramatically impacted the Fort Collins hospitality industry.Despite seeing an up-tick in leisure travel as restrictions eased in the Summer of 2020 and as travelers looked for outdoor activities like those the city has to offer, lodging properties in the city suffered a severe decline in performance. The inability to host and organize events not only negatively impacted overnight stays to Fort Collins, but also caused the city's primary event development organization,the Downtown Business Association,to pause and alter its operations. In addition to turning its marketing efforts inward to encourage residents to support local businesses as much as possible given the closures, Visit Fort Collins seized the moment and created an online "marketplace" to allow shoppers to access and buy locally-made products. The organization received national publicity for the innovation and ease of the Fort Collins Marketplace.Nevertheless,Visit Fort Collins'marketing impact will remain limited until travel confidence returns. Festivals and Events Fort Collins is known for its signature events, such as Tour de Fat and Colorado State University Rams football games. All signature events were canceled in 2020 Historically, participants and spectators at these activities spend in the city during their stay. In the absence of such events,net taxable sales in the entire downtown area were down 9% in 2020. Downtown College Corridor CSU was forced to transition to virtual classes for a substantial period during the pandemic. In large part due to the absence of student activity/demand, net taxable sales within the downtown College Corridor were down 21% according to the City of Fort Collins. All Canceled VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 8 ENSURING SAFETY FOR ALL As a community partner, Visit Fort Collins immediately pivoted to facilitating critical communication to our residents, businesses and visitors. Daily updates were provided from state, county, and city resources, recognizing health and safety was the first priority. In April 2020 Visit Fort Collins created a safety pledge. This information was hosted on our website and in conjunction with our hotel teams to instill a common goal and knowledge base for how to navigate our community safely. Additional components were added to enhance safety as guidelines changed in a near constant manner. QR Codes were added to our visitor guides to link users immediately to local health guidelines and business capabilities. It included information on hours,curbside or pick up options, recreation and retail operations. QR Codes were also distributed for display to all hotel partners to assist front desk personnel with contactless information, again keeping working residents and visitors safe. FoCo ToGo was added to the list highlighting business who were operating and how to best access their services. Ensuring our residents and hospitality sector employees are safe will continue to be front and center in all strategic actions and as an integral component of the Destination Recovery Plan. Health officers and medical professionals throughout the state,county, and city are addressing and updating safety programs and support on an ongoing basis. Visit Fort Collins will continue to stay informed with these measures and act as a resource for disseminating those messages, to both visitors, hospitality partners, and the community. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 9 Strategies and Tactics This Destination Recovery Plan is meant to provide a clear direction for Fort Collins to rapidly regain lost ground across the tourism- related economy and emerge as a more strategic and sustainable destination. The primary goal of the recovery plan is to give Visit Fort Collins immediate and short-term actions that will continue to support the destination and community in its recovery from the impact of the pandemic and return to its growth trajectory.. Additionally,the destination strategic recovery plan identifies ways that Visit Fort Collins can adjust implementation tactics of its longer-range Destination Master Plan to position the city to be more competitive and resilient given the changes in travel behavior and the even greater competition to attract visitors of all types. The plan is built around three guiding principles to ensure that Fort Collins as a travel destination will emerge stronger from the COVID crisis and continue to contribute to the city’s overall recovery. GUIDING PRINCIPLES Hone marketing and programs to encourage the return of visitors by placing destination partners and service providers at the heart of destination recovery; Communicate Fort Collins’ commitment to safety for residents, community members,and visitors as the city reopens and recovers; Build a foundation for resiliency— adjust strategic initiatives to make Fort Collins less vulnerable to external shocks. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 10 Strategy 1: SECURE COMPETITIVE FUNDING Without competitive funding,recovery actions will reflect pandemic impacted revenues and take longer to positively influence recovery. The competitive funding disparity became more pronounced during COVID-related closures when Visit Fort Collins needed the resources to nimbly adapt to the rapid changes in competitive market dynamics." The Destination Master Plan recommended that Visit Fort Collins explore the creation of a Fort Collins Tourism Improvement District (FCTID)to add a tourism benefit assessment to hotels and overnight accommodations. The funds raised from the assessment will be spent to provide marketing and sales support for hotels within the district. Recovery Challenge:The changes in travel behaviors due to COVID-19 highlighted the need for a nimble response to stay focused on targets that fill market needs. During 2020, other Colorado destinations in resort locales maintained their business volume levels during the pandemic and in some cases grew business volume by targeting specific audiences with a proclivity towards leisure travel during the pandemic. To ensure that Visit Fort Collins has ample marketing resources to create targeted and customized campaigns to take advantage of increased leisure travel demand going forward, acceptance of the FCTID is even more critical. Response Action:To ensure it has adequate budget to deliver targeted marketing to leisure travel in the short term and to expand and prepare for group and business travel when those markets return, Visit Fort Collins should continue to advocate for passage of the FCTID and solidify hotel support. Specifically,the organization should: •Describe projected benefit of increased investments in tourism marketing and programming to hotel and lodging partners •Act with sense of urgency for rebuilding sustainable destination business. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 11 •Continue the visitor marketing plan for leisure and group sales that will benefit the participating properties and encourage greater levels of overnight visits. •Continue to advocate for FCTID approval by hoteliers. How the FCTID Will Work 1.City of Fort Collins authorized the legislation to create a FCTID (completed) 2.Hotel leaders are in the process of creating a governing board for the FCTID 3.Hotels in the city must agree to place their properties in the FCTID and be assessed the fee. As of the publication of this report (May 2021), several have done so. 4.Fort Collins is developing a plan for using the additional funds;the plan will show how the hotels/ businesses that are assessed the fee will benefit 5.The governing board approves the plan and contracts Visit Fort Collins to carry it out. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 12 Strategy 2: DIFFERENTIATE BASECAMP FORT COLLINS Leisure travelers will be the first to return.Visit Fort Collins should continue to market its unique character and proximity to regional attractions to prompt travel decisions. Prior to the pandemic, the existing "Basecamp: Fort Collins" concept helped position the area as a hub for recreational activities, craft beverages, and leisure outings.Itinerary-based marketing helped to encourage visitor interaction and spending throughout the city. Recovery Challenge: As leisure travel ramps up with openings post-COVID-19 and travel confidence increases, more destinations will be marketing themselves as the ideal vacation location. Visit Fort Collins can better its chances of creating interest and capturing a greater share of the leisure visitors by coupling the convenience of the city's proximity to regional attractions with signature events and a broad range of visitor offerings within the city. The combination of great location coupled with a variety of authentic visitor experiences experience will set Fort Collins apart as a basecamp where the visitor can have it "all."The basecamp concept allows Visit Fort Collins to build around regional outdoor recreation assets and layer in other experiences. Additionally, the concept can be redeployed weekly to include updates on activities and options. This "hook" allows Visit Fort Collins to position Basecamp as an active, evolving experience versus a more static hub and spoke itinerary. Response Action: Creating and enlisting the help of destination partners to make the Fort Collins visitor experience appeal more deeply to various leisure travelers will require a more resource-intense campaign than merely itinerary-based marketing. To implement the elevated basecamp strategy and differentiate "Basecamp:Fort Collins,"Visit Fort Collins should: •Develop an implementation plan around weekly offerings scheduled for the remainder of calendar year 2021 and in 2022. The implementation plan should include ways to connect the event-based VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 13 itineraries to the key drive markets. It should also include methods to reach the targeted leisure audiences. •Expand the role of the visitor center and Visit Fort Collins staff to include enhanced visitor interaction to support lodging and other hospitality service providers. •Assemble and enlist destination partners to create and deliver experiences that allow the visitor to participate in an authentic aspect of the city while not over-taxing resources/staff. •Encourage sports planners to utilize the Basecamp concept as they plan and host youth sporting events within the Fort Collins area Timing •Visit Fort Collins will work with the producers of signature, visitor-facing events to optimize with community needs and opportunities. •Visit Fort Collins will continue to reach out to destination partners to introduce the marketing plan and identify ways the individual destination partner can contribute to the visitor experience. •Visit Fort Collins will identify additional roles and responsibilities for team members to help execute/enhance visitor experiences once in the destination. Needed Partners •Destination partners to build immersive experiences •Event producers to host events following new gathering protocols •City of Fort Collins Event Services to help enhance the event optimization. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 14 Strategy 3: DEVELOP COMMUNITY CONNECTIONS Meetings and conferences will come back more slowly than leisure, but destinations that rebuild group business from within will prosper more rapidly and be more resilient in the long-term Preparation for the return of group gatherings needs to begin during recovery as sports bookings will continue to grow while meetings and conferences slowly re-emerge. Recovery Challenge:Local contacts and connections are essential for facilitating conference,sporting event,and corporate and academic meeting bookings in Fort Collins. The Destination Master Plan recommended leveraging connections in the community to better Visit Fort Collins chances of recruiting such events. With competition for pursuing these activities heightened as destinations attempt to recover from the effects of 2020 and adapt to new meeting requirements,active prospecting and relationship building must be the priority of Visit Fort Collins and hotel partners. Response Action: To proactively engage meeting and sports planners as they consider scheduling events in the post pandemic travel environment,Visit Fort Collins should: •Develop a contact referral program to build local connections to boards of directors and organizations,identify meetings or events in which the contact is engaged,and solicit the contact's help in making the case for Fort Collins as an ideal location for the event; •Utilize an in-progress Pilot Program with a dedicated, third-party call center to consistently reach targeted and qualified meeting and sports planners and invite them to consider Fort Collins. •Follow-up with vetted leads identified by the third-party call center firm. •Develop a partner integration plan to encourage hotel involvement around leads related to the business transient market. Needed Partners •Corporate representatives who are responsible and have interest in supporting business travel to Fort Collins. •Community leaders, corporate citizens, and Colorado State University faculty and staff to identify potential meeting or event leads. •Greater Fort Collins Chamber of Commerce and local business leaders to facilitate business connections, introductions, and networks. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 15 Strategy 4: LEVERAGE BRAND PROMISE Building on the brand promise of Fort Collins establishes an emotional bond between residents and guests Fort Collins residents and businesses possess a natural and easy-going disposition for sharing their love for Fort Collins.This trait was apparent during the creation of the Destination Master Plan and was manifested more as the community came together to support visitor service providers when travel demand dropped. Encouraging residents to exude the character and culture of the destination in the minds of potential visitors are effective motivators when considering a visit. Recovery Challenge: Authentic branding helps elevate destination awareness and interest.Similar to augmenting the Basecamp concept with events and experiences that allow visitors to experience an authentic Fort Collins experience, the deep love of place of the city's residents and businesses can serve as a way to set visits to Fort Collins apart. Connecting to the city's love of place has the associated benefit of including all hospitality and service businesses in the recovery efforts. Response Action:To further differentiate a visit to Fort Collins and harness the passion of residents and businesses around the strong quality of place the city exudes, Visit Fort Collins should: •Translate the city's brand promise into an evocative look and feel by engaging a marketing agency to interpret Fort Collins' brand promise. •Assemble brand icons or individual local ambassadors who are engaged in various aspects of the community to personify the Fort Collins’“sharing the love” passion. •Integrate the developed brand promise into all messaging, marketing, & operations. •Encourage businesses and destination partners to adopt the brand promise and assimilate it into their marketing where appropriate. Timing •Visit Fort Collins should contract with a marketing agency to translate the community's identified brand promise into messaging and collateral that describe it. •Visit Fort Collins should develop a new marketing campaign that includes the messaging and identified imagery •Visit Fort Collins should share the messaging and developed brand promise concept with destination partners and encourage them to adopt and utilize wherever possible. Needed Partners •Destination partners to adopt and integrate the brand promise concept (and messaging and imagery where appropriate) into their marketing and messaging. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 16 Visit Fort Collins is the official destination marketing organization for Fort Collins and is responsible for marketing Fort Collins to travelers from around the world.In addition to the focused strategies and tactics outlined above to encourage increased visitation and help the city's tourism and hospitality sector recover,Visit Fort Collins should also support activities in the medium-and long-term that help other areas of the community rebuild.Rebuilding the entire Fort Collins community is important as it will strengthen the city's quality of place and ensure that Fort Collins remains a competitive destination for visitors,talent,and residents. Actions that Contribute to the Community's Recovery Creative Community The negative impact to creative providers requires many organizations to help with recovery.Visit Fort Collins will serve as a resource to this group and will support initiatives that contribute to the recovery of the creative community Visitor -facing Business Segments Recovery looks different for each business segment based on their needs. Visit Fort Collins will remain attuned to challenges faced by each segment and lend support where appropriate. Configuring Events Events will continue to be important activities for the city.Visit Fort Collins will work with destination partners to reposition events to better support community needs, seasonality, and sustainability. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY |PAGE 17 Stakeholder Participation During the course of this engagement,Clarity of Place benefited from the insights and input from a diverse group of Visit Fort Collins's stakeholders.The individuals listed below gave of their time and energies to provide feedback on the contents of this plan. •Gary Ozzello, Board Chair, Director of • University Relations, Canvas Credit Union •Molly Skold, Executive Board, Vice President Marketing and Communications,Campus Realty •Kate Cooper,Executive Board,Director of Events and Community Involvement, Ginger &Baker •Daylan Figgs,Director Larimer County Natural Resources,Larimer County •Jennifer Wright, Manager of Special Projects and Executive Support,Colorado State University •Sandra Fredrickson, General Manager, Marriott Fort Collins •George Pine,General Manager,The Armstrong •Chris Ashby,Director,The Ranch,Larimer County •Abbie Stout,Owner,The Edwards House Bethany Cloud,Tap Room Manager, Odell • Brewing Company Daniel Benton, General Manager, Hilton • Fort Collins • •Lauren Gleason,Director of Events and Conference Services,Colorado State University •Sean Godbey, Owner, Old Town Spice Shop •Amanda King,Communications and Public Involvement, City of Fort Collins •Matt Robenalt,Executive Director, Downtown Development Office •Katy Schneider,Director of Marketing, Visit Fort Collins •Erik Barstow,Director of Sales,Visit Fort Collins •Justin Koroneos,Partnership Manager, Visit Fort Collins •Drew Southers,Colorado Welcome Center Lead,Visit Fort Collins Melissa Draxler, Executive Assistant and Office Manager,Visit Fort Collins Taylor Grummert, Downtown Visitor Information Center Lead,Visit Fort Collins •SeonAh Kendall,City Recovery Manager, City of Fort Collins •Ginger Graham,Owner, Ginger &Baker •John Williams,SVP Industrial &Medical & Global Services,Advanced Energy •Cheryl Zimlich,Executive Director, Bohemian Foundation •Jim McDonald,Director,Cultural Services, City of Fort Collins •Ann Hutchinson, President & CEO, Fort Collins Area Chamber of Commerce •Mike Hooker,Director,Media Relations & Denver Outreach May 2021 www.clarityofplace.com 201720182019202020212021 over/ under 20202017-2021JAN79,597.00$ 101,000.00$ 136,670.00$ 133,029.00$ 76,463.00$ -42.5%$450,296.00FEB72,367.00$ 84,000.00$ 92,474.00$ 91,951.00$ 48,774.00$ -47.0%$340,792.00MAR80,606.00$ 85,000.00$ 87,042.00$ 99,669.00$ 55,481.00$ -44.3%$352,317.00APR98,356.00$ 114,000.00$ 152,919.00$ 62,987.00$ 93,453.00$ 48.4%$428,262.00MAY103,539.00$ 118,000.00$ 132,354.00$ 20,049.00$ -100.0%$373,942.00JUN138,868.00$ 161,000.00$ 174,588.00$ 26,717.00$ -100.0%$501,173.00JUL179,706.00$ 226,000.00$ 227,780.00$ 68,002.00$ -100.0%$701,488.00AUG174,399.00$ 207,000.00$ 241,809.00$ 91,000.00$ -100.0%$714,208.00SEP184,716.00$ 201,000.00$ 209,336.00$ 118,310.00$ -100.0%$713,362.00OCT172,270.00$ 212,000.00$ 220,543.00$ 116,566.00$ -100.0%$721,379.00NOV143,977.00$ 169,100.00$ 172,206.00$ 139,231.00$ -100.0%$624,514.00DEC92,164.00$ 115,000.00$ 99,000.00$ 53,743.00$ -100.0%$359,907.00TOTAL1,520,565.00$ 1,793,100.00$ 1,946,721.00$ 1,021,254.00$ 274,171.00$ -73.2%$1,520,565.00CITY OF FORT COLLINSLODGING TAX COLLECTIONSC:\Users\aking\AppData\Local\Microsoft\Windows\INetCache\Content.Outlook\U15XOWY4\Lodging Tax Collections YTD April 2021.xlsxATTACHMENT 3 ROCKY MOUNTAIN LODGING REPORT Colorado Edition December 2020 2020 YEAR-TO-DATE 2019 YEAR-TO-DATE ROOM NIGHTS OCC OCC OCC LOCATION AVAILABLE OCCUPIED % ADR REVPAR % ADR REVPAR % ADR REVPAR DENVER 1,146,539 379,428 33.1% $84.04 $27.81 41.7% $104.53 $43.60 74.3% $146.14 $108.64 COLORADO SPRINGS LEVEL 1 105,493 33,170 31.4% $95.28 $29.96 45.1% $109.13 $49.19 68.5% $125.73 $86.08 LEVEL II 62,930 27,722 44.1% $80.53 $35.48 58.6% $93.37 $54.70 72.7% $109.62 $79.73 TOTAL 168,423 60,892 36.2% $88.57 $32.02 50.0% $102.42 $51.19 70.0% $119.62 $83.76 RESORTS VAIL 47,045 21,414 45.5% $466.73 $212.45 41.6% $371.36 $154.53 52.5% $348.40 $182.92 ASPEN 25,730 10,072 39.1% $807.62 $316.14 56.1% $598.18 $335.73 66.2% $569.17 $377.01 TELLURIDE 14,999 4,686 31.2% $609.95 $190.56 48.5% $419.61 $203.71 52.8% $369.02 $194.87 BRECKENRIDGE 39,376 20,890 53.1% $342.82 $181.88 47.0% $246.20 $115.82 55.6% $223.25 $124.16 STEAMBOAT SPRINGS 23,002 10,515 45.7% $188.39 $86.12 54.6% $166.13 $90.63 65.6% $174.66 $114.65 OTHER RESORTS 121,891 44,813 36.8% $394.77 $145.14 43.9% $313.34 $137.42 55.4% $296.68 $164.48 TOTAL RESORTS 272,043 112,390 41.3% $425.49 $175.78 46.3% $334.74 $155.05 56.7% $318.72 $180.64 DURANGO 18,507 7,301 39.4% $103.70 $40.91 53.5% $119.04 $63.70 69.8% $132.86 $92.69 GRAND JUNCTION 29,711 11,909 40.1% $60.44 $24.23 51.7% $69.75 $36.04 60.4% $84.00 $50.73 GLENWOOD SPRINGS 35,836 18,523 51.7% $138.23 $71.45 57.0% $131.58 $74.96 65.0% $143.52 $93.31 ESTES PARK 26,108 9,473 36.3% $178.19 $64.65 42.0% $195.66 $82.12 54.9% $195.83 $107.56 LONGMONT 29,481 7,759 26.3% $72.13 $18.98 34.3% $87.39 $29.94 61.4% $120.56 $73.98 FT. COLLINS 56,749 14,728 26.0% $87.98 $22.83 44.4% $98.40 $43.70 67.3% $125.64 $84.59 LOVELAND 31,961 10,796 33.8% $82.18 $27.76 48.3% $98.58 $47.60 71.2% $125.14 $89.05 GREELEY 21,421 9,418 44.0% $72.24 $31.76 50.6% $84.85 $42.93 75.4% $106.38 $80.21 CRAIG 13,404 5,751 42.9% $73.57 $31.57 50.0% $79.15 $39.55 51.8% $81.98 $42.44 OTHER COLORADO 57,357 22,659 39.5% $84.01 $33.19 49.0% $86.47 $42.35 59.2% $99.41 $58.83 TOTALS 1,907,540 671,027 35.2% $143.92 $50.63 44.0% $133.16 $58.64 69.7% $160.21 $111.59 Colorado Hotel & Lodging Association 1701 California Street, Suite LL-1061 Denver, Colorado 80202 (303) 297-8335 FAX: (303) 297-8104 www.coloradolodging.com AFFILIATED WITH AMERICAN HOTEL AND LODGING ASSOCIATION The Rocky Mountain Lodging Report is compiled by Plante Moran, in cooperation with the Colorado Hotel & Lodging Association, Robert S. Benton & Associates, Inc. and W. R. Hopping & CO. Readers are advised that the above do not represent the data contained herein to be definitive. Neither should the contents of this publication be construed as a recommendation on policies or actions. This report is subject to copyright laws. Reproduction of this report, in whole or in part, without written permission, is prohibited. For additional information, please contact Robert Benton at (303) 840-1666, Bill Hopping, MAI (303) 798-4045 or Bob Hottman at (303) 740-9400 The Rocky Mountain Lodging Report • P.O. Box 632242 • Littleton, CO 80163 • rockymountainlodgingreport@comcast.net • www.rockymountainlodgingreport.com PANDEMIC IMPACT ON ROOMNIGHT AVAILABILITY Due to the COVID-19 pandemic, some hotels have elected to temporarily close their doors. To be consistent with past methodology for when hotels close, either temporarily or permanently, closed rooms and hotels are removed from inventory so that calculated occupancies and average daily rates shown in the report reflect data only for those rooms that are available for occupancy. Hotels open for a portion of the month are included in the survey, and rooms available reflect the portion of the month that the hotel was open. As hotels reopen or make some of their rooms available for occupancy in the future, that supply will be added to the rooms survey when available for occupancy. ATTACHMENT 4 ROCKY MOUNTAIN LODGING REPORT Summary of Occupancy and Average Daily Room Rates for the Colorado OCCUPANCY AVERAGE REVENUE PER PERCENTAGE DAILY RATE AVAILABLE ROOM 2020 2019 2020 2019 2020 2019 JANUARY 58.1% 58.7% $167.32 $169.79 $97.15 $99.69 FEBRUARY 63.5% 64.1% $172.18 $174.87 $109.28 $112.15 MARCH 38.8% 69.3% $151.15 $169.00 $58.65 $117.05 APRIL 16.8% 66.3% $82.23 $139.00 $13.80 $92.16 MAY 26.5% 69.5% $83.27 $142.94 $22.07 $99.30 JUNE 38.3% 80.5% $104.85 $166.65 $40.19 $134.17 JULY 48.9% 85.4% $132.06 $176.31 $64.57 $150.55 AUGUST 51.1% 81.3% $131.64 $167.13 $67.28 $135.80 SEPTEMBER 50.8% 76.6% $121.04 $159.70 $61.50 $122.39 OCTOBER 50.5% 71.9% $110.29 $151.84 $55.66 $109.14 NOVEMBER 34.4% 58.1% $99.20 $130.27 $34.16 $75.69 DECEMBER 35.2% 53.4% $143.92 $167.38 $50.63 $89.45 YEAR TO DATE 44.0% 69.7% $133.16 $160.21 $58.64 $111.59 90 75 60 45 30 15 180 160 140 120 100 80 60 COLORADO PERCENTAGES OF OCCUPANCY 2020 vs. 2019 2020 OCCUPANCY 2019 OCCUPANCY COLORADO AVERAGE ROOM RATES 2020 vs. 2019 JAN MAR MAY JUL SEPT NOV FEB APRIL JUN AUG OCT DEC 2020 AVERAGE RATE 2019 AVERAGE RATE JAN MAR MAY JUL SEPT NOV FEB APRIL JUN AUG OCT DEC ROCKY MOUNTAIN LODGING REPORT Colorado Edition April 2021 2021 YEAR-TO-DATE 2020 YEAR-TO-DATE ROOM NIGHTS OCC OCC OCC LOCATION AVAILABLE OCCUPIED % ADR REVPAR % ADR REVPAR % ADR REVPAR DENVER 1,136,252 592,943 52.2% $95.94 $50.06 43.4% $90.37 $39.24 47.0% $123.66 $58.09 COLORADO SPRINGS LEVEL 1 98,407 59,295 60.3% $106.42 $64.12 46.4% $101.75 $47.23 40.3% $108.99 $43.87 LEVEL II 60,900 42,178 69.3% $90.18 $62.46 55.6% $85.70 $47.69 46.4% $87.31 $40.53 TOTAL 159,307 101,473 63.7% $99.67 $63.49 49.8% $95.14 $47.40 42.5% $100.51 $42.68 RESORTS VAIL 41,789 12,634 30.2% $295.25 $89.26 52.4% $436.02 $228.63 62.4% $501.25 $312.83 ASPEN 17,739 6,108 34.4% $442.37 $152.32 47.3% $653.73 $309.11 73.1% $731.05 $534.55 TELLURIDE 8,694 2,557 29.4% $247.30 $72.73 46.5% $519.12 $241.47 60.2% $473.89 $285.50 BRECKENRIDGE 36,589 15,314 41.9% $203.71 $85.26 58.2% $298.05 $173.38 71.8% $314.51 $225.84 STEAMBOAT SPRINGS 23,940 7,902 33.0% $113.90 $37.59 52.0% $188.10 $97.81 66.1% $208.74 $137.99 OTHER RESORTS 122,375 34,118 27.9% $237.59 $66.24 40.7% $334.91 $136.25 56.6% $352.92 $199.74 TOTAL RESORTS 251,126 78,633 31.3% $244.05 $76.42 47.1% $371.44 $174.80 62.3% $405.91 $252.82 DURANGO 17,490 10,276 58.8% $99.71 $58.58 48.0% $95.58 $45.89 39.2% $91.49 $35.89 GRAND JUNCTION 25,980 18,480 71.1% $85.89 $61.10 57.0% $73.08 $41.65 41.0% $64.51 $26.45 GLENWOOD SPRINGS 34,680 22,598 65.2% $123.72 $80.62 61.9% $130.30 $80.63 46.7% $127.56 $59.51 ESTES PARK 29,821 10,570 35.4% $155.96 $55.28 32.9% $153.77 $50.59 22.6% $144.37 $32.60 LONGMONT 24,180 10,800 44.7% $86.74 $38.74 34.4% $76.67 $26.41 32.2% $99.25 $31.94 FT. COLLINS 53,718 30,375 56.5% $97.93 $55.37 44.2% $92.58 $40.96 41.0% $99.93 $40.96 LOVELAND 31,140 18,091 58.1% $96.04 $55.79 48.7% $92.25 $44.96 42.6% $110.89 $47.25 GREELEY 21,600 14,334 66.4% $87.22 $57.88 56.1% $81.16 $45.53 53.4% $95.44 $50.94 CRAIG 13,230 5,180 39.2% $72.59 $28.42 37.2% $70.00 $26.03 33.4% $70.63 $23.56 OTHER COLORADO 53,040 31,867 60.1% $81.10 $48.73 50.6% $87.85 $44.43 37.7% $86.38 $32.56 TOTALS 1,851,564 945,620 51.1% $109.04 $55.69 45.2% $133.72 $60.45 47.0% $160.06 $75.18 Colorado Hotel & Lodging Association 1701 California Street, Suite LL-1061 Denver, Colorado 80202 (303) 297-8335 FAX: (303) 297-8104 www.coloradolodging.com AFFILIATED WITH AMERICAN HOTEL AND LODGING ASSOCIATION The Rocky Mountain Lodging Report is compiled by Plante Moran, in cooperation with the Colorado Hotel & Lodging Association, Robert S. Benton & Associates, Inc. and W. R. Hopping & CO. Readers are advised that the above do not represent the data contained herein to be definitive. Neither should the contents of this publication be construed as a recommendation on policies or actions. This report is subject to copyright laws. Reproduction of this report, in whole or in part, without written permission, is prohibited. For additional information, please contact Robert Benton at (303) 840-1666, Bill Hopping, MAI (303) 798-4045 or Bob Hottman at (303) 740-9400 The Rocky Mountain Lodging Report • P.O. Box 632242 • Littleton, CO 80163 • rockymountainlodgingreport@comcast.net • www.rockymountainlodgingreport.com PANDEMIC IMPACT ON ROOMNIGHT AVAILABILITY Due to the COVID-19 pandemic, some hotels have elected to temporarily close their doors. To be consistent with past methodology for when hotels close, either temporarily or permanently, closed rooms and hotels are removed from inventory so that calculated occupancies and average daily rates shown in the report reflect data only for those rooms that are available for occupancy. Hotels open for a portion of the month are included in the survey, and rooms available reflect the portion of the month that the hotel was open. As hotels reopen or make some of their rooms available for occupancy in the future, that supply will be added to the rooms survey when available for occupancy. ROCKY MOUNTAIN LODGING REPORT Summary of Occupancy and Average Daily Room Rates for the Colorado OCCUPANCY AVERAGE REVENUE PER PERCENTAGE DAILY RATE AVAILABLE ROOM 2021 2020 2021 2020 2021 2020 JANUARY 35.1% 58.1% $133.34 $167.32 $46.82 $97.15 FEBRUARY 43.3% 63.5% $144.42 $172.18 $62.58 $109.28 MARCH 51.3% 38.8% $149.44 $151.15 $76.68 $58.65 APRIL 51.1% 16.8% $109.04 $82.23 $55.69 $13.80 MAY - - - - - - JUNE - - - - - - JULY - - - - - - AUGUST - - - - - - SEPTEMBER - - - - - - OCTOBER - - - - - - NOVEMBER - - - - - - DECEMBER - - - - - - YEAR TO DATE 45.2% 47.0% $133.72 $160.06 $60.45 $75.18 90 75 60 45 30 15 180 160 140 120 100 80 60 COLORADO PERCENTAGES OF OCCUPANCY 2021 vs. 2020 2021 OCCUPANCY 2020 OCCUPANCY COLORADO AVERAGE ROOM RATES 2021 vs. 2020 JAN MAR MAY JUL SEPT NOV FEB APRIL JUN AUG OCT DEC 2021 AVERAGE RATE 2020 AVERAGE RATE JAN MAR MAY JUL SEPT NOV FEB APRIL JUN AUG OCT DEC Visit Fort Collins – Tourism Update Destination Master Plan and Road To Recovery Agenda•Tourism & Visit Fort Collins Update•COVID19 Impacts•Destination Master Plan•Destination Recovery Plan Fort Collins Tourism ~ Total economic impact for tourism for the community was $346MTotal jobs increased 10.4% to 4,197 ROI to influence leisure trip spending by Visit Fort Collins was $35 to $1 2020 Sales & Use Tax Lodging tax collections were down -47.6% Restaurant and Bars down -16.7% Sales Tax in City’s Downtown Area -9.6%Hotels, Restaurants, and Retailers are Significantly ImpactedYear 2010 2011 2012 2013 2014 2015Lodging Tax $807,748 $908,908 $1,001,840 $1,102,694 $1,304,613 $1,451,008Year 2016 2017 2018 2019 2020Lodging Tax $1,453,307 $1,520,567 $1,793,693 $1,946,406 $1,021,171Compounded Annual Growth Rate between 2010 – 2019 was 10.3%2020 Lodging Tax Revenue lost 8 years of lodging tax revenue growth. What did Visit Fort Collins do while travel paused? •Website – highlighting COVID health and safety information and FoCo To Go and FoCo From Home •Safety Pledge to inspire travel and resident confidence•QR Code implementation –Signage at hotels front desk, QR stickers on our Visitor Guides and posters in our window at the Downtown Visitor Information Center •Information sharing with direct ties to help them operate •Kept Public Relations and Social Media efforts in place to maintain readiness for when travel returns •Partner with City, County and State •Launched an eCommerce site –The Fort Collins Marketplace Destination Master Plan2020 Master Plan Intent •Drive a sustainable tourism development model •Stimulate economic activity capable of generating inclusive employment•Prepare Fort Collins for future destination opportunity•Develop quality of place across all parts of the Fort Collins community Essential Checklist to Forming DecisionsGathering Stakeholder Input Assessing Tourism Assets Developing Strategic Recommendations 27 focus groups Fort Collins City Plan Four Key Themes130 individuals Fort Collins Transportation Plan Three Signature Links18 person steering committee FOCO Creates Art & Culture Master Plan 11 Strategic PrioritiesFort Collins City Council Talent 2.0 Regional Workforce Visit Fort Collins Future ActionsVisit Fort Collins Board of Directors Sports Complex Feasibility Study City of Fort Collins Future ActionsCity Leadership JLL Hotel Business Mix Review Partner Future Actions RRC Visitor Profile Study ‘17 and 19’Think Tourism Sentiment Index Three Signature Links Eleven Strategic Priorities •Striving for Inclusion•Connecting for Talent•Funding the Future •Responding to Community Issues •Branding Pride of Place•Expanding Basecamp•Leveraging Community Connections•Encouraging Aspirational Concepts•Fostering Creative Community•Harnessing the Essence of Fort Collins•Configuring Events•Improving Gateways and Corridors•Supporting the needs of the Nighttime Economy •Investing in Quality of Place •Sustaining Community•Including Community•Building Community•Branding Community Four Key Community Themes Recovery Plan2021 Rebuilding For ResiliencyAPATHFORWARDFOR VISIT FORT COLLINS ENSURING SAFETY FOR ALLEnsuring our residents and hospitality sector employees are safe will continue to be front and center in all strategic actions and as an integral component of the Destination Recovery Plan. Health officers and medical professionals throughout the state, county and city are addressing and updating safety programs and support on an ongoing basis. Visit Fort Collins will continue to stay informed with these measure and act as a resource for disseminating those message for visitors, hospitality partners and the community. VISIT FORT COLLINS: REBUILDING FOR RESILIENCY | PAGE 2A PATH FORWARD Strategies andTacticsVisit Fort Collins plays an active role in helping the community navigate its way through recoveryfrom the impacts of COVID-19.The strategic recommendations for recovery actions fall into fourareas, each with ties to the Destination Master Plan.Re-examiningthe DestinationAdditional Actionsthat Contribute to the Community's RecoveryBuilding on a Strong Base Strategies and TacticsThis Destination Recovery Plan is meant to provide a clear direction for Fort Collins to rapidly regain lost ground across the tourism-related economy and emerge as a more strategic and sustainable destination.The primary goal of the recovery plan is to give Visit Fort Collins immediate and short-termactions that will continue to support the destination and community in its recovery from the impact of the pandemic and returnto its growth trajectory.The plan is built around three guidingprinciples to ensure that Fort Collins as atravel destination will emerge stronger fromthe COVID crisis and continue to contribute tothe city’s overall recovery.GUIDING PRINCIPLESElevate marketing and programs to encourage the return of visitors by placing destination partners and service providers at the heart of destination recovery;Communicate Fort Collins’ commitment to safety for residents, community members, and visitors as the city reopens and recovers;Build afoundation for resiliency—adjust strategic initiatives to make Fort Collins less vulnerable to external shocks. Strategies and TacticsWithout competitive funding, recovery actions will reflectpandemic impacted revenues and take longer to positivelyinfluence recovery. Leisure travelers will be the first to return. Visit Fort Collins should continue to market its unique character and proximity to regional attractions to prompt travel decisions.Meetings and conferences will come back more slowly than leisure, but destinations that rebuild group business fromwithin will prosper more rapidly and be more resilient in the long-termBuilding on the brand promise of Fort Collins establishes anemotional bond between residents and guestsStrategy 1:Secure Competitive Funding Strategy 2:Strategy 3:Strategy 4:Differentiate Basecamp Fort Collins Develop Deep Community Connections Leverage Brand Promise Visit Fort Collins is the official destination marketing organization for Fort Collins and is responsible for marketing Fort Collins to travelers fromaround the world. In addition to the focused strategies and tactics outlined above to encourage increased visitation and help the city's tourismand hospitality sector recover, Visit Fort Collins should also support activities in the medium- and long-term that help other areas ofthe community rebuild. Rebuilding the entire Fort Collins community is important as it will strengthen the city's quality of place and ensure that Fort Collins remains a competitive destination for visitors, talent, and residents.Actions that Contribute to the Community's RecoveryCreative CommunityThe negative impact to creative providers requires many organizations to help with recovery. Visit FortCollins will serve as a resource to this group and will support initiatives that contribute to the recovery of the creative communityVisitor-facing Business SegmentsRecovery looks different for each business segment based on their needs. Visit Fort Collins will remain attuned to challenges faced by each segment and lend support where appropriate.Configuring EventsEvents will continue to be important activities for the city. Visit FortCollins will work with destination partners to reposition events to better support community needs, seasonality, and sustainability. Wrap Up Question Opportunity•Does Council have any questions or feedback about the Destination Recovery Plan? •Does Council have any questions or feedback about the Destination Master Plan?