[PAGE 1]
AGENDA
Town Hall 551 Hot Springs Blvd Pagosa Springs Area Tourism Board Meeting
Pagosa Spring, CO 81147 February 11, 2026 @ 3:00 PM
REMOTE PARTICIPATION
Join Zoom Meeting By Computer - https://zoom.us/j/84089494688
Dial by Phone - 1-669-900-6833 US - Meeting ID: 840 8949 4688
A Zoom link is made available. The Town cannot guarantee internet service or online broadcasting.
Remote participation is at the risk of attendees. The meeting will continue in person regardless of the broadcast capability.
I. CALL MEETING TO ORDER
II. ROLL CALL
III. PUBLIC COMMENT
Please sign in to make public comment
IV. DISCLOSURES AND/OR CONFLICT OF INTEREST
V. CONSENT AGENDA
1. Approval of the January 9, 2026 Meeting Minutes
2. Approval of January 2026 Event Funding Allocations
VI. REPORTS TO BOARD
1. Financial Report
2. Chair Report
3. Director Report
4. Chamber of Commerce Report
5. Board of Realtors Report
6. Lodgers Association Report
Public comment and agenda comment item sign-up sheets are available at the meeting
Copies of proposed Ordinances and Resolutions are available to the public from the Town Clerk
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[PAGE 2]
VII. UNFINISHED BUSINESS
VIII. NEW BUSINESS
1. B Press Relations Introduction
IX. NEXT MEETING: MARCH 11th AT 3:00PM
X. ADJOURNMENT
Public comment and agenda comment item sign-up sheets are available at the meeting
Copies of proposed Ordinances and Resolutions are available to the public from the Town Clerk
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[PAGE 3]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Approval of the January 9, 2026 Meeting Minutes
ACTION:
PURPOSE/BACKGROUND:
ATTACHMENTS:
1. 1.14.26 Draft Min
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[PAGE 8]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM: Jennifer Green
PROJECT: Approval of January 2026 Event Funding Allocations
ACTION: D iscussion and Action
PURPOSE/BACKGROUND:
The Board neglected to vote to approve the funding in the January meeting. A vote by the Board is
needed in order to process payments through the Town. It should be noted that the totals shared
during the meeting were incorrect, as the spreadsheet included 7 board members voting, rather than 8
board members for 5 of the events. One event only had 7 board members contributing recommended
amounts to the discussion. The link below shows the recommended amounts for each event by Board
member with the formula showing the calculations:
https://docs.google.com/spreadsheets/d/1hazMlFgdT4A2F_VU7kJBMSi7GN6GFcA0kHIXXcP2v78/edit?u
sp=sharing
ATTACHMENTS:
1. Event Funding - Round 1
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[PAGE 9]
Brews for Big Picture Pints, Pools
Board Member Winterfest Thingamajig Rescues Classic and Paddles 250/150
Shane Prince $15,000 $20,000 $5,000 $5,000 $3,000 $30,000
Gary Williams $10,000 $30,000 $5,000 $5,000 $4,000 $20,000
Sarah Mashue $5,000 $30,000 $5,000 $5,000 $2,500 $20,000
Rosanna Dufour $10,000 $30,000 $4,000 $4,000 $3,000 $20,000
John Ranson $10,000 $30,000 $5,000 $5,000 $4,000 $30,000
Austin Marchand $30,000 $5,000 $2,500 $4,000 $30,000
Amy Johnson $10,000 $30,000 $5,000 $3,000 $3,000 $25,000
Stuart Scull $5,000 $20,000 $5,000 $3,000 $3,000 $30,000
Shane Lucero
Divided by Voting Members $9,286 $27,500 $4,875 $4,063 $3,313 $25,625
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[PAGE 10]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Financial Report
ACTION:
PURPOSE/BACKGROUND:
ATTACHMENTS:
N one
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[PAGE 11]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Chair Report
ACTION:
PURPOSE/BACKGROUND:
Introduction of new Lodgers Association Representative
ATTACHMENTS:
N one
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[PAGE 12]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Director Report
ACTION:
PURPOSE/BACKGROUND:
TOURISM BOARD INFORMATION
The google drive folder featuring all materials related to the Tourism Board continues to be updated.
The folder includes a variety of information, such as meeting minutes, contact information, brand
overview, marketing plan, budget, research, bylaws, data, statewide research, mission statement and
much more.
https://drive.google.com/drive/folders/12Cy6vSyq_8oF5_nEMsG0tfe8aZgPV3Hu?usp=sharing.
LODGERS TAX FINANCIAL REPORT
October 2025 town collections were down 8.96%, or $7,697, compared to 2024. November 2025 was
up 6.8%, or $4,047. The spreadsheet has been updated with all Town collections through November.
December is incomplete, with multiple payments outstanding. The full detailed report is available
through google drive: https://drive.google.com/drive/folders/1VCvv4F3PFIixRkzwkXxmdAMoVS-
9Ksrp?usp=sharing
BLUE ROOM RESEARCH
All 2025 Blue Room reports have been included in the drive. The most recent report is included in the
packet. The Director has a meeting with Blue Room on 2/17 to discuss if there are better metrics to
report for Instagram. Instagram changed the definition and measurement of "reach" in late 2024. Their
year-over-year comparison does not reflect the significant growth in engagement we achieved in 2025.
VISITOR CENTER UPDATE
The Visitor Center lobby is open 7 days per week from 10am to 4pm. We aim to be open 362 days a
year, closed only on Thanksgiving, Christmas and New Years. The visitor center is fully staffed, with two
regular part-time staff members covering all open hours and two very part-time people available to fill
in any gaps as needed. Additionally, all full-time staff are able to assist when needed.
SOCIAL MEDIA UPDATE
Facebook - www.facebook.com/visitpagosasprings: 42,689 followers
Instagram - www.instagram.com/visitpagosa: 28,448 followers
Twitter / X - www.twitter.com/visitpagosa - 2,195 followers
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Youtube - www.youtube.com/visitpagosa - 1,99k+ subscribers; 3,203,076 video views
TikTok @visitpagosa - 4,250 followers, 23.9k likes
Below is a chart showing stats in December 2024 compared to early February 2026 (roughly 13
months):
12/24 2/26 % change # change
Facebook -
followers 38,067 42,689 12.14% 4,622
Instagram -
followers 25,489 28,448 11.61% 2,959
TikTok -
followers 3,529 4,250 20.43% 721
TikTok - likes 17,900 23,900 33.52% 6,000
YouTube -
followers 1,530 1,999 30.65% 469
YouTube -
video views 289,065 3,203,076 1008.08% 2,914,011
All detailed social media data can be reviewed in the google drive by month:
https://drive.google.com/drive/folders/1U7dqMzDtkH4YsLLSVySGWHeQqe1Qb1Fw?usp=sharing
Paid Meta campaigns currently running include: (1) event carousel with 2026 events, (2) hot springs
carousel (performing at $0.09 CTC), (3) Spring Break in Pagosa (targeting all top March 2025 DMAs) and
(4) Pagosa is Open. On March 1st, we will continue events (updated as needed), hot springs carousel
and add Spring video. Others will be evaluated based on performance and need.
Since we adjusted our strategy with META ads (April 2025), we have generated the following:
Impressions: 5,720,968
Reach: 2,515,296
Link Clicks: 105,044
CPC: $0.21
uCTR: 3.33%
APP USAGE UPDATE
App usage continues to grow. Total users in January 2025 was 1,851, compared to 3,966 in January
2026. Total sessions and page views have increased. We will work with Blue Room to add a chart to
the monthly report to compare the same month-to-month comparisons that are not available through
Visit Widget (only allows current month to previous month). All data can be found
at: https://drive.google.com/drive/folders/11aqW9ivJGBetGrhCYUeyH_5VoDdDNQPI?usp=drive_link.
A 2025 app usage overview is in the folder to show 2025 versus 2024 growth.
The Visit Widget AI tool has been added to the app and website. We signed the contract before the
end of 2025, saving the $2,000 set-up fee. We will begin tracking usage as data comes in.
WEBSITE REDESIGN
The website redesign effort is underway. A meeting with vendor and staff is scheduled for February
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[PAGE 14]
12th to review wireframe concepts. The recently hired Tourism Coordinator will be involved to keep
the project on track and help coordinate all needed info from the Visit Pagosa team.
RECENT & UPCOMING PROMOTIONS
The proposed 2026 Marketing Plan and advertising schedule can be found at:
https://drive.google.com/drive/folders/1helnoOme7T3Jfx4dDSIYs06j_r_grR4N?usp=sharing
We have begun implementing 2026 campaigns. META campaigns and YouTube ads continue. Digital
Ad placements through Orange 142 channels will begin in late February. We received a free in-state
newsletter through CTO, which launched on February 3rd. Initial campaigns with 5280 and Texas
Monthly have been negotiated. For 5280 test campaign, we are running a campaign in June, aligned
with editorial focus on Colorado Staycations: 1 month campaign includes full page in 5280 Magazine +
Native Sponsored Content article on 5280.com (5280 builds out a dedicated URL and article landing
page to host content - this also helps google index it at a higher rate and improves SEO). Program
includes 50K Banner impressions on 5280.com, the Local E-Newsletter sponsored content posts (2
days), the Local E-Newsletter banner sponsorship, (1x) E-Blast to targeted list, 5280 Facebook post. The
campaign will generate at least 329,000 impressions. Texas Monthly includes 12 months Digital Travel
Guides+ ROS digital with hero in May (article, video, photos, digital ads, quarterly newsletter listing, full
page ad in June CO-focused issue; Travel Newsletter (50k opt in specific to travel) with a Pagosa-only
message for over 4,000,000 estimated impressions (over 1M digital). We budgeted $50,000 for test
campaigns across both outlets; the combined ad buy for the test campaigns is $29,500. There is
opportunity to add more in fall, if proven successful.
The advertising schedule in the Google Drive is being kept updated.
2026 CTO MARKETING GRANT
The final report for the 2025 grant will be submitted on February 9th. We were provided notification in
mid-January that we could begin working on the 2026 grant, once all paperwork had been approved by
the State. We had a kick-off meeting with the Visit Alamosa team on January 27th. There is a lot of
videography in the grant budget to generate content around the soon-to-be-created Southern Colorado
Heritage Trail. We anticipate beginning to film as soon as it looks greener. The grant also has a
significant amount of money for paid META and CTV to promote the Trail.
PRESS & MEDIA RELATIONS
The newly hired PR agency, B Public Relations team will attend the February 11th Tourism Board
meeting. Their team of 5 will be in Pagosa February 10 - 12th for a site visit and strategy discussions.
We have scheduled lodging property tours, hot springs access, restaurant and business visits to give
them a quick, but thorough overview of Pagosa.
SIGNAGE
The newly hired Tourism Coordinator will coordinate signage efforts and keep everything moving
smoothly. There are multiple existing signs to be replaced or repaired in 2026. Additionally, we applied
for the Tourism Management Grant through the Colorado Tourism Office to provide funding for a
broader wayfinding plan to be installed once downtown construction is completed. Award notification
is expected in early March.
AMBASSADOR PROGRAM
Staff had a kick-off meeting with the CTO team and consultants that will be working with us to develop
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[PAGE 15]
the CTO Pagosa Learning Labs, an online training module for front-line employees. We were awarded
this free opportunity through a CTO grant competitive process. We expect the training module to be
live by June. The Tourism Coordinator and Tourism Manager will be working towards a bigger 2026
launch for the ambassador program in May.
250 / 150 CELEBRATIONS
Tourism staff is working with all the entities to compile information to help promote. We aim to print
and distribute posters prior to spring break traffic with all the event details. We will also add a landing
page to the website. Additionally, we have identified Colorfest as the event to host the CTO-sponsored
free drone show, on Saturday, September 19th. We are working to get a 250/150 display through the
State to display at the Visitor Center and key events throughout the year.
2026 TOURISM EVENTS
Staff met with Town and County public works on February 4th. The goal is to offer a voucher program
for one free truck / trailer load per household (they must pick up vouchers in person at soon-to-be
determined locations) for the month of May. We tested the voucher concept in 2024 to reduce wait
times on Trujillo. The team is working out other details before reviewing with Town Council and BoCC.
The goal is to begin promoting it in late March. Staff plans to organize the annual Holiday Lighting
Contest and Old Fashioned Christmas for 2026. We have a meeting scheduled in early February with
Town and County public works to discuss Big Spring Clean. A budget will be better understood
following that meeting. The annual holiday lighting contest costs $4,375 in prizes for the 9 winners of 3
different categories. Old Fashioned Christmas costs approximately $4000 for annual Pagosa Springs
ornaments, sign printing, band, stage and heater rentals. Most likely the 3 events will cost no more than
$10,000. Staff has no intention to organize the 2026 Halloween Hootenanny and seeks direction from
the Tourism Board if they would like to identify a 3rd party event organizer to coordinate.
ATTACHMENTS:
1. Visit Pagosa Springs - Research Update - December 2025 Review
2. Visit Pagosa Springs_ 2025 Advertising Results
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Research Insights
December 2025 Review
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[PAGE 17]
U.S. Market
Review
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[PAGE 18]
U.S. Market Review
The Dow Jones Industrial Average
• “The DJIA increased moderately in
December, adding 0.7 percent, or 346.9
points, to finish the month at an all-time
monthly high of 48,063.3 points.”
• “This is the eighth consecutive monthly
increase in the Dow and the ninth of the
year.”
• “In December, investors were largely
focused on the Federal Reserve Bank’s
0.25-point interest rate cut and strong
corporate earnings.”
• “And while this monthly close was a record,
it was actually just below the all-time high for
the DJIA of 48,714 on Dec. 12.”
• “Gains on Wall Street have been impressive
this year, with the index up a dramatic 13.0
percent, or 5,519 points since Jan. 1.”
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Source: DestiMetrics (1/13/2026)

[PAGE 19]
U.S. Market Review
The Consumer Confidence &
Consumer Sentiment Index
• “The CCI and CSI were mixed in December, with
the CCI declining moderately and the CSI
increasing from near-historic lows.”
• “The CCI was down 3.8 points, or 4.1 percent, to
finish the month at 89.1 points from an adjusted
November close of 92.9. This is the lowest
confidence reading since April 2025, and only the
second time confidence has been below 90 points
since the peak of the pandemic in February 2021.”
• “In 2025, the CCI gained in two months and
declined in ten and is currently down a dramatic
18.6 percent YOY from the 109.5-point reading in
December 2024.”
• “The University of Michigan’s CSI picked up very
slightly in December, adding 1.9 points and
finishing at 52.9 points. This is the first increase in
the CSI since July and only the second time this
year.”
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Source: DestiMetrics (1/13/2026)

[PAGE 20]
U.S. Market Review
The Consumer Confidence &
Consumer Sentiment Index
(continued)
• “As with the CCI, consumers were
concerned about the labor market in
December, but their outlook on inflation
was better this month than last, though
is still well below where it was at the
beginning of the year.”
• “The CSI is currently 28.5 percent, or
21.1 points, below its December 2024
reading of 74.0 points.”
• “Declines in consumer confidence and
sentiment undermine supplier’s ability to
demand higher prices without negatively
impacting volume, something that we’ve
been monitoring since April 2025.”
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Source: DestiMetrics (1/13/2026)

[PAGE 21]
U.S. Market Review
The National Unemployment Rate
• “Job Creation and the National Unemployment Rate
continued to show softness in December, while both
October and November data were restated downwards as
the Bureau of Labor Statistics worked to catch up
following the extended government shutdown in the fall.”
• “Employers added 50,000 jobs to payrolls during the
month, and the national unemployment rate declined
slightly from 4.6 to 4.4 percent.”
• “A total of 584,000 jobs were added in 2025, an average
of roughly 49,000/month, the fewest since the pandemic
and a sharp decline from 2024 when 2.2 million--or
183,000 jobs per month--were added to payrolls.”
• “November jobs were adjusted down by 8,000 positions,
while October was revised down sharply by 68,000 to
record a deep loss of 173,000 positions.”
• “The Hospitality sector performed well in December,
especially the Food and Beverage subsector, which
added 27,200 positions, while Accommodations added a
marginal 3,000 jobs.”
• “Wages, meanwhile, increased in December, gaining 0.3
percent from November, and are up 3.8 percent year-
over-year, helping keep consumers ahead of inflation.”
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Source: DestiMetrics (1/13/2026)

[PAGE 22]
U.S. Market Review
The National Inflation Rate
• “National Inflation Rate and the Consumer Price Index (CPI)
were mixed in December, with the CPI rising 0.3 percent
from November while the national inflation rate remained
steady at 2.7 percent.”
• “Consumer prices increased in 10 of the 11 months of 2025
that we have data for (October is unavailable due to the
government shutdown), and that 2.7 percent national
inflation rate is down just 0.3 percentage points from the 3.0
percent reading from January 2025, and up 0.4 points from
its low of 2.3 percent in April--just before global tariffs were
rolled out.”
• “On a more positive note, the gap between earnings and
inflation, which has been narrowing in recent months,
opened up considerably in December, with annualized wage
growth at 3.8 percent, 1.1 percentage points ahead of
inflation, which may help ease consumers’ price concerns,
though one month is unlikely to have any real impact.”
• “Ongoing price pressures are creating several challenges
for destination travel, with consumers finding daily price
pressure making expensive travel less palatable, while
suppliers struggle to find the combination of low rate and
occupancy that drives enough revenue to stay ahead of the
CPI. “
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Source: DestiMetrics (1/13/2026)

[PAGE 23]
U.S. Market Review
America’s Current Financial
Situation
• “Travel spending stayed resilient in
2025, driven disproportionately by
higher-income households amid a
continued K-shaped recovery.”
• “These travelers comprised an outsized
share of total spend and reported far
stronger financial gains than middle-
and lower-income groups.”
• “Looking to 2026, a cooling labor
market, lower tax rates, and persistent
uncertainty are likely to temper both
willingness and ability to spend —
elevating the importance of policy,
access and experience.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 24]
U.S. Market Review
Looking Forwards & Backwards - Results for 2025 and Drivers for 2026
• “The travel industry ended 2025 in a very different place than it began.”
• “Consumer uncertainty, geopolitical tension, a government shutdown and a cooling job market in the
back half of the year slowed what had been shaping up as a year of sustained growth.”
• “Total travel spending is expected to finish essentially flat with 2024, at roughly $1.3 trillion.”
• “Domestic travel proved resilient in the face of economic headwinds, while international inbound travel
declined annually for the first time since 2020—an important signal for an industry that depends on
global demand.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 25]
U.S. Market Review
Domestic Travel Sustained the Industry in 2025
• “Domestic travel finished 2025 largely flat overall, but the underlying trends point to how the market is
evolving—and what will matter most in 2026.”
• “Air reached new highs. TSA screened 906 million passengers in 2025, with a holiday-driven
rebound in the second half pushing domestic air travel to record levels. Eight days in 2025
exceeded three million travelers, a level that had never been reached until occurring just twice in
2024. This is clear evidence that high demand is no longer an anomaly and that sustained
investment in infrastructure is increasingly urgent.”
• “Modernization matters. Expanded use of technology and traveler-friendly policies—keeping shoes
on, laptops in bags and potentially allowing larger liquids—can improve throughput, reduce friction
and support stronger demand in 2026.”
• “Hotel demand remained steady—but trended slightly lower year-over-year, declining in the low
single digits.”
• “National parks saw sharper impacts, with visits falling as budget constraints and the government
shutdown limited access and operations. Total visits declined 2.2% to 325 million—more than
seven million fewer visits compared with the prior year’s record high.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 26]
U.S. Market Review
Declines in International Inbound Travel Continue
• “International inbound travel weakened meaningfully in 2025. In October, U.S. Travel projected a 6.3%
decline in inbound visits, and preliminary data through year-end largely confirms that outlook. Total
international arrivals are estimated to have fallen from 72.4 million in 2024 to 68.5 million in 2025—a
decline of 5.4%.”
• “December followed the pattern seen throughout the second half of the year. Visits from Canada
were down 25.1% year-over-year, while travel from Mexico increased 4.8% and overseas visitation
declined 1.3%.”
• “Mexico surpassed Canada as the top source market for the first time since 2021. Visits from
Mexico rose 8.5% in 2025 to 18.4 million, supported by currency strength and relatively lower
geopolitical friction—momentum that carries into 2026.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 27]
U.S. Market Review
Change in Visits from Canada
• “Canada, with 15.7 million visits, fell
to second place for just the third
time this century.”
• “While Canada still led all countries
in U.S. travel spending at nearly $16
billion, the early and sustained
decline in visitation reflects deeper
challenges that won’t be fully
captured by near-term year-over-
year comparisons.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 28]
U.S. Market Review
Entering 2026 - Where We Stand
• “Travel enters 2026 facing a mix of real opportunity and real risk.”
• “Global mega-events—including the FIFA World Cup and America 250—have the potential to drive
meaningful growth in both domestic and international inbound travel.”
• “Tax reductions could further support business investment and consumer spending.”
• “Meanwhile, consumer uncertainty, geopolitical tensions, restrictive policy decisions and negative global
perceptions threaten to suppress international demand, capping growth and constraining the U.S.’s
ability to seize the opportunity ahead.”
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Source: U.S. Travel Association (1/21/2026)

[PAGE 29]
U.S. Market Review
U.S. Hotel Market – 2025 Results & 2026 Forecast
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Source: STR/CoStar (1/15/2026)

[PAGE 30]
U.S. Market Review
U.S. Hotel Market – 2026 Forecast by Chain Scale
Page 30 of 79
Source: STR/CoStar (1/15/2026)

[PAGE 31]
U.S. Market Review
Short Term Rentals Update
December 2025
• “U.S. short-term rental occupancy in 2025 landed
at 56.9%, a roughly quarter-percentage-point
increase from 2024’s 56.7%. While the annual
figure suggests stability, performance varied
significantly over the course of the year.”
• “Examining occupancy across the two years
shows that 2025 began strong, posting sizable
gains in January, February, and April. As the year
progressed, trade policy uncertainty, lingering
inflation, a softening labor market, and declining
consumer confidence appeared to weigh on
demand. As a result, occupancy declined year-
over-year in every month after May.”
• “The most pronounced decline occurred in
September. These declines in occupancy also
appear to have translated into weaker pricing
power for hosts, with September posting the
largest YoY decline in ADR since 2023.”
Page 31 of 79
Source: AirDNA (1/20/2026)

[PAGE 32]
U.S. Market Review
Short Term Rentals Update December 2025 (continued)
• “While pricing posted several strong months in 2025, resurgent inflation following April’s “Liberation
Day” tariff announcement appears to have once again constrained consumer budgets. This led to
disappointing summer rates and full-year ADR growth of 1.8%, well below the 2.7% average inflation
rate.”
• “Rate growth strengthened toward the end of the year, however, accelerating to 3.3% year-over-year in
December after two months of 1.8% growth.”
Key U.S. Short Term Rental Performance Metrics for December 2025
• Available listings reached 1.66 million, a 3.4% increase YoY
• Demand nights were up 1.9% in December
• Occupancy averaged 51.0%, down -1.7% YoY
• Average Daily Rate (ADR) climbed to $248.57, up 3.3% from last year
• Revenue per Available Rental (RevPAR) increased 1.8% Year-over-Year (YoY) to $126.97
Page 32 of 79
Source: AirDNA (1/20/2026)

[PAGE 33]
U.S. Market Review
Price Tier Drives Widening
Gaps in Market Performance
• “The pattern in rates paints a clear picture of
the “K-shaped” economic growth seen
throughout 2025. Higher-income travelers
continued to support premium leisure
destinations such as beach and ski resorts,
despite the season, while other locations kept
prices lower to maintain occupancy among
guests with increasingly stretched budgets.”
• “Price-tier analysis reinforces this trend, with
upscale and luxury-tier properties posting
stronger occupancy growth than budget and
economy listings in nearly every month of
2025. Occupancy growth in the luxury
segment was particularly strong in January,
when favorable snow conditions boosted ski
resort performance, and in April, when the
Spring Break calendar shifted from March.”
Page 33 of 79
Source: AirDNA (1/20/2026)

[PAGE 34]
Lodging Tax
Collections
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[PAGE 35]
Organic Website Performance
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[PAGE 36]
Organic Website Performance
*
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[PAGE 37]
Organic Website Performance
*
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*2025 Town collections through November

[PAGE 38]
Organic Website Performance
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[PAGE 39]
Sales Tax
Collections
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[PAGE 40]
Short-Term Rentals
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Source: City of Pagosa Springs

[PAGE 41]
Short-Term Rentals
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Source: City of Pagosa Springs

[PAGE 42]
Short-Term Rental
Performance
(Airbnb & Vrbo)
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[PAGE 43]
AirDNA - Definitions
• Active Listings – Total number of listings whose calendars had at least one day classified as available
or reserved during the reporting period.
• Average Daily Rate – Average daily rate (ADR) of booked nights in USD (ADR = Total Revenue /
Booked Nights).
• Demand (Listing Days Booked) – Total number of days booked during the reporting period.
• Supply (Listing Days Available) – Total number of days available during the reporting period.
• Occupancy Rate – Occupancy Rate = Total Booked Days / (Total Booked Days + Total Available
Days). The calculation only includes vacation rentals with at least one Booked Night.
• Revenue (USD) – Total revenue (in US dollars) earned during the reporting period. Includes the
advertised price from the time of booking, as well as cleaning fees.
• RevPAR – Revenue Per Available Rental = ADR * Occupancy Rate
Page 43 of 79
Source: AirDNA

[PAGE 44]
AirDNA Geographical Boundary
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Source: AirDNA

[PAGE 45]
Short-Term Rentals
Page 45 of 79
Source: City of Pagosa Springs

[PAGE 46]
Short-Term Rentals
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Source: City of Pagosa Springs

[PAGE 47]
Short-Term Rentals
Page 47 of 79
Source: City of Pagosa Springs

[PAGE 48]
Social Media
Performance
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[PAGE 49]
Organic Website Performance
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[PAGE 50]
Organic Website Performance
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[PAGE 51]
Organic Website Performance
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[PAGE 52]
Organic Website Performance
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[PAGE 53]
Placer.ai
Geolocation Data
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[PAGE 54]
Placer.ai - Definitions
• Overnight Trips – “Overnight trips counts the total number of separate overnight trips (i.e. trips that
include 1 or more overnight stays) made to the selected region within the selected timeframe, including
multiple visits by the same person (so long as the multiple visits are in separate months; Multiple visits
by the same person within a given month will be counted as 1 visit). Overnight Trips are counted for
visitors whose home location is at least 10 miles away (changeable via the Filters).”
• Visit Nights – “Visit Nights counts the total number of Overnight stays made by people visiting the
selected region within the selected timeframe. Visit Nights are counted for visitors whose home location
is at least 10 miles away (changeable via the Filters).”
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Source: Placer.ai

[PAGE 55]
Placer.ai – Overnight Trips
Overnight Trips
2024 2025
75,000
63,100
60,600
60,000
48,400
45,000 46,500 44,000
38,300 38,800
40,500 33,500
32,000
30,400
29,900
30,000 37,100 25,100
23,900
31,600
28,600 26,900 28,800
16,100
24,500
23,300
15,000
15,100
-
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Page 55 of 79
Source: Placer.ai

[PAGE 56]
Placer.ai – Visit Nights
Visit Nights
2024 2025
240,000
194,300
200,000
184,700
160,000
141,800 131,400
123,800
130,800 122,100
120,000
87,900 86,800 86,700
120,600 105,900
77,700
80,000 67,200 76,700
84,800 83,300
65,300 79,000
40,200 72,600
66,300
40,000
35,900
-
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Page 56 of 79
Source: Placer.ai

[PAGE 57]
Consumer
Sentiment
Page 57 of 79

[PAGE 58]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 58 of 79
Source: Longwoods International

[PAGE 59]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 59 of 79
Source: Longwoods International

[PAGE 60]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 60 of 79
Source: Longwoods International

[PAGE 61]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 61 of 79
Source: Longwoods International

[PAGE 62]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 62 of 79
Source: Longwoods International

[PAGE 63]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 63 of 79
Source: Longwoods International

[PAGE 64]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 64 of 79
Source: Longwoods International

[PAGE 65]
American Travel Sentiment Study Wave 103
*Survey fielded January 6-9, 2026: U.S. National Sample of 1,000 adults 18+
Page 65 of 79
Source: Longwoods International

[PAGE 66]
THANK YOU
Page 66 of 79

[PAGE 67]
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[PAGE 68]
Visit Pagosa Springs
2025 Marketing Results — At-a-Glance Evaluation
Compiled through ChatGPT evaluating 2025 results from app usage, lodging tax collections,
mobility data, organic social media, Google search, paid social and digital ad placements.
2025 marketing efforts were highly effective.
They increased destination awareness, supported year-round travel demand, improved the
quality of visitation (longer stays), and aligned closely with lodging tax growth. Results show a
mature, well-coordinated marketing system rather than isolated tactics.
1. What We Invested In (The Strategy)
In 2025, Visit Pagosa Springs focused on:
● Efficient paid digital advertising (Meta + programmatic display)
● Video-first storytelling (social + YouTube)
● High-intent demand capture (search and in-need placements)
● Targeted regional markets most likely to generate overnight stays
This approach prioritized visitor quality, seasonality balance, and sustainability, not just
volume.
2. What the Marketing Delivered
Advertising Performance (Efficiency & Reach)
● Paid Meta reached 2.5+ million people with 5.7 million impressions
● Generated 105,000 high-intent clicks at a very low $0.21 cost per click
● Click-through rates consistently exceeded industry benchmarks
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[PAGE 69]
What this means:
Marketing dollars were used efficiently and reached people who were likely to travel—not just
scroll.
Digital & App Engagement (Planning Behavior)
● Visit Pagosa App:
○ Users +138%
○ Sessions +185%
○ Nearly 60% returning users
● Engagement extended beyond summer into fall and winter
What this means:
People weren’t just inspired — they actively planned trips and used local information.
Video & Awareness Growth
● YouTube views increased from ~53,000 (2024) to 1.79 million (2025)
● Social video (reels, short-form) delivered the strongest engagement across platforms
● Winter, fall color, and hot springs content performed especially well
What this means:
Pagosa Springs is increasingly seen as a year-round destination, not a single-season one.
Search & Travel Intent
● Google search rankings improved into the top 10 by fall and winter
● Strong branded and “things to do” searches throughout the year
● November and December search demand remained stable or increased
What this means:
Marketing translated into real intent — people actively looked for Pagosa Springs when planning
travel.
3. What Actually Happened on the Ground
Overnight Visitation (Mobility Data)
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[PAGE 70]
● 366,000 overnight trips (+0.5% YoY)
● 1.1 million visit nights (+3.0% YoY)
● Growth driven by longer stays, not more crowding
What this means:
Marketing improved stay length and value, which matters more than raw visitor counts.
Lodging Tax Results (Economic Outcome)
● ~$866,000 in lodging tax collected
● ~8% year-over-year growth
● Performance remained strong in shoulder and winter months
● Collections stayed well above pre-COVID levels
What this means:
Marketing directly supported the type of visitation that generates local revenue.
4. How It All Connects
Marketing worked as a full system:
Advertising & video
→ App engagement & trip planning
→ Search demand & consideration
→ Overnight stays
→ Lodging tax revenue
Importantly:
● Visitor volume stayed relatively stable
● Visitor value increased
● Demand extended beyond peak summer months
This is the definition of healthy, sustainable destination marketing.
5. What Worked Best in 2025
✔ Paid Meta advertising (high efficiency, strong intent)
✔ Video storytelling (especially seasonal and experiential)
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[PAGE 71]
✔ Search-based and in-need placements during planning windows
✔ Focus on regional drive markets
✔ Emphasis on longer, immersive stays
6. Overall Evaluation
2025 marketing efforts were successful and well-aligned with community goals.
They:
● Increased awareness without over-crowding
● Encouraged longer stays instead of more visitors
● Supported year-round demand
● Delivered measurable economic benefit through lodging tax
Bottom Line
Visit Pagosa Springs’ 2025 marketing program delivered strong returns, demonstrated
accountability, and positioned the destination for continued, sustainable growth.
Evaluation: 2026 Marketing Plan
Alignment with 2025 Results
Compiled through ChatGPT using evaluation of 2025 results with proposed 2026 marketing and
advertising plan
Executive Takeaway
The proposed 2026 marketing plan is strongly aligned with what demonstrably worked in
2025.
It does not represent a directional shift; rather, it formalizes, scales, and refines proven
strategies while addressing gaps identified through 2025 performance data.
In short: 2026 is a smarter continuation of 2025, not a reset.
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[PAGE 72]
1. Strategic Priorities: Directly Informed by 2025
Outcomes
What 2025 Showed
● Overnight trips were stable, but visit nights increased (+3%)
● Lodging tax grew ~8% YoY
● Strongest gains occurred in shoulder seasons and winter
● High-value markets (TX, AZ) produced longer stays
● Video-led campaigns and paid Meta delivered the highest efficiency
How 2026 Responds
The 2026 plan explicitly prioritizes:
● High-value, long-stay markets (TX, AZ, OK)
● Shoulder season growth (spring & fall)
● Winter positioning built around hot springs
● Video-first creative across platforms
✅ Assessment: Strategic priorities are a direct response to measured 2025 success, not
assumptions.
2. Media Mix: Scaling What Worked Best
2025 Evidence
● Paid Meta produced exceptional efficiency (low CPC, high CTR)
● YouTube views increased from ~53K to 1.7M+
● Orange 142 campaigns performed best when:
○ Search-based
○ In-need
○ Video-supported
● Display alone was less effective without intent layers
2026 Plan Alignment
● Paid social budget increases (Meta, YouTube)
● Orange 142 retained with two seasonal flights (spring + late fall/winter)
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[PAGE 73]
● Continued mix of:
○ Search-based display
○ Native
○ Instream video
● Test campaigns (Texas Monthly, 5280) focus on affluent, long-stay markets
✅ Assessment: The 2026 media mix reflects performance-based confidence, not
experimentation for its own sake.
3. Seasonality Strategy: Correctly Adjusted
What 2025 Proved
● Summer does not need aggressive growth marketing
● Fall, winter, and spring produced better ROI
● Winter demand (search, visitation, tax) was stronger than expected
● Video content performed best in non-summer seasons
2026 Response
● Spring & Fall defined as growth seasons
● Summer shifts to maintenance mode
● Winter framed as “Hot Springs Season”, not ski-dependent
● Video-first assets prioritized in shoulder and winter months
✅ Assessment: This is a data-driven seasonal correction, reducing pressure on peak
months while strengthening revenue stability.
4. Visit Pagosa App & Marketing Backbone: Justified
Investment
2025 Results
● App users +138%
● Sessions +185%
● ~60% returning users
● App supported:
○ Trip planning
○ In-destination navigation
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[PAGE 74]
○ Alerts and destination management
2026 Plan
● Continued investment in:
○ App platform
○ AI tools (app + web)
○ Booking engine
○ UGC (Crowdriff)
○ Email platform enhancements
✅ Assessment: Backbone investments are justified by measurable engagement gains and
support both marketing and destination management goals.
5. Measurement & Accountability: Improved and Aligned
2025 Reality
● Success was most clearly reflected in:
○ Lodging tax
○ Mobility (overnight stays, visit nights)
● Channel-specific conversions were less meaningful alone
2026 Measurement Framework
● Explicitly ties success to:
○ Lodging and sales tax
○ Mobility data
○ App usage
● Commits to:
○ Ongoing optimization
○ Monthly reporting
○ Flexibility to adjust campaigns mid-flight
✅ Assessment: Measurement priorities match how destination marketing actually
performs, avoiding misleading vanity metrics.
6. Budget Growth: Proportionate and Defensible
● 2026 budget increases ~16.7%
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[PAGE 75]
● Increase is driven by:
○ Proven paid channels
○ Expanded video
○ Grant-leveraged opportunities (CTO)
● Significant portion remains flexible and adjustable
✅ Assessment: Budget growth is proportionate to results, not speculative, and includes
built-in adaptability.
Overall Evaluation
● 2025 proved the strategy works
● 2026 applies those lessons intentionally
● The plan:
○ Favors quality over volume
○ Prioritizes longer stays
○ Extends demand year-round
○ Aligns marketing with economic outcomes
Bottom Line for Decision-Makers
The proposed 2026 marketing plan is well aligned with 2025 results and represents a
logical, responsible evolution of a successful strategy.
It scales what worked, corrects what didn’t, and strengthens accountability—positioning Visit
Pagosa Springs for continued, sustainable growth.
Page 75 of 79

[PAGE 76]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Chamber of Commerce Report
ACTION:
PURPOSE/BACKGROUND:
ATTACHMENTS:
N one
Page 76 of 79

[PAGE 77]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Board of Realtors Report
ACTION:
PURPOSE/BACKGROUND:
ATTACHMENTS:
N one
Page 77 of 79

[PAGE 78]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM:
PROJECT: Lodgers Association Report
ACTION:
PURPOSE/BACKGROUND:
ATTACHMENTS:
None
Page 78 of 79

[PAGE 79]
AGENDA BRIEF
MEETING: Pagosa Springs Area Tourism Board Meeting
FROM: Jennifer Green
PROJECT: B Press Relations Introduction
ACTION: D iscussion
PURPOSE/BACKGROUND:
Representatives with B Public Relations will be in attendance with a brief presentation and Q&A.
ATTACHMENTS:
N one
Page 79 of 79