HomeMy WebLinkAboutPACKET Town Board Study Session 2019-12-02 Rescheduled from 2019-11-26
Tuesday, November 26, 2019
Rescheduled to December 2, 2019
4:45 p.m. – 6:40 p.m.
Rooms 202/203
4:30 p.m. - Dinner
4:45 p.m. Downtown Estes Loop Quarterly Update.
(Director Muhonen)
5:10 p.m. Thumb Open Space Proposal.
(Town Administrator Machalek)
5:40 p.m. Broadband Update.
(Director Bergsten & Manager Swoboda)
6:00 p.m. Update on Fish Hatchery Property Workforce Housing Project.
(Town Administrator Machalek)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:15 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
2
PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Greg Muhonen, PE, Public Works Director
Project Technical Advisory Committee (TAC)
Date: November 26, 2019
RE: Quarterly Update on Downtown Estes Loop Project (DEL)
Objective:
Update the Town Board on the progress and activities that have taken place on the
Downtown Estes Loop Project (DEL) since the September 2019 Town Board Study
Session.
Present Situation:
• Right of Way: Offers for all seven of the full acquisitions have been made to
property owners. Purchase of four parcels is complete. The Transportation
Commission approved CDOT’s request for authorization to condemn the three
remaining parcels. Agreements for Possession & Use are in place for these 3
parcels, and the property owners have been paid the appraised value for their
parcels. The district court will determine if additional compensation is warranted.
• CDOT consultant relocation agents continue to meet with tenants and owners
who will be relocated to discuss the process and cost eligibility.
• The owners of the Donut Haus have posted on social media that they will reopen
this year in a new location on Moraine Avenue.
• Hydraulics: Selection of a less-expensive single-span bridge has been confirmed
at the Ivy Street crossing over the Big Thompson River. The Project team will
need to submit a Conditional Letter of Map Revision (CLOMR) to FEMA in order
to incorporate the associated changes into the new floodplain maps.
• Schedule: The project schedule anticipates completion of the construction
documents in the fall of 2020. Right of way and easement acquisitions are
expected to extend into 2020 as well. Project construction is expected to begin in
the fall of 2021, while demolition of acquired buildings is expected to occur in the
first quarter of 2020. Water line upgrade work is currently under construction by
the Town crews near the post office.
• Scope Revision: As directed by the Town Board at the May 14 meeting, the
Town hired AECOM to prepare and submit an application on July 19 for a federal 3
BUILD grant that would fund increased project scope to include the Riverside
and Rockwell Bridges and channel widening downstream to US36. The US
Department of Transportation notified us on November 12 that this grant
application was not funded. This Ph 2 work is no longer under consideration for
incorporation into the Ph 1 project. Possible work scope reductions are being
explored as a precautionary measure to address potential project cost increases.
Proposal:
The TAC proposes to continue the design and right-of-way acquisition efforts in
preparation of bidding the construction work in early 2021. A future amendment to the
Memorandum of Agreement may be requested if scope or cost sharing modifications
are needed for the project.
Advantages:
The project benefits are numerous and include relief to the Town’s downtown traffic
congestion problems, improved downtown mobility for bicyclists, reduction in downtown
flood risk from the Big Thompson River, and closure to property owner uncertainty
surrounding the DEL.
Disadvantages:
Resistance can be anticipated from some community members who do not support the
DEL. A possibility exists that additional local funds or reductions in scope of work may
be requested by Central Federal Lands Highway Division (CFLHD) in response to
estimated inflationary, delay-related cost increases.
Action Recommended:
n/a
Finance/Resource Impact:
The 2014 Memorandum of Agreement between the Town, CDOT, CFLHD, and RMNP
estimated this project would cost $17.2 million with construction occurring in 2016. In
2019 CFLHD dedicated an additional $2 million of Federal Lands Access Program
(FLAP) funds to cover increased right of way acquisition costs. The Town remains
obligated to pay a local match of $4.2 million (CDOT devolution funds) for the $19.2
million Phase 1 project. This represents a 21.9% local cost share. The Town has spent
$3,383,530 to date. Conservative cost projections regarding potential legal costs
associated with the remaining parcel and easement acquisitions, along with
construction inflation, imply additional project funds may be needed. This remains
uncertain until the acquisitions are complete and final construction bids are received.
Additional internal discussion at CFLHD with the Programming Decision Committee
(PDC) is needed to determine whether the Town will be asked to share in any increased
project costs with additional funding from the FLAP. Further clarification is expected
after the February 2020 PDC meeting.
Level of Public Interest
The known level of public interest in this item is high.
Attachments:
Preliminary copy of consultant presentation slides for the Phase 1 project 4
Draft Presentation subject to change.
Downtown Estes Loop Project
Estes Park Town Board Study
Session
November 26th, 2019
Draft Presentation subject to change.
Today’s Agenda
• Project Schedule
• Progress Update
•Right of Way
•Design
• Next Steps
• Q&A on Phase 1
5
Draft Presentation subject to change.
Project Scope – Phase 1
• Phase 1:
– Reconstruction and realignment of
Riverside Drive
– Reconstruction of the Ivy Street Bridge
– New and Coordinated traffic signals with
Riverwalk
– Associated transportation improvements
along Elkhorn and Moraine
– New on street bike lane on Moraine and
Riverside
– Continuous sidewalks along entire Loop
– Channel Improvements between Ivy St
and Rockwell St
– Wayfinding signs, parklands
• Does not include:
– Rockwell and Riverside Bridges
– Relocation of Public Restroom
– Downstream Floodplain Improvements
Draft Presentation subject to change.
Project Schedule
6
Draft Presentation subject to change.
Right-of-Way Acquisitions Process
• CDOT is the lead agency for Right of Way (ROW) Acquisition on
the Project.
• Process follows Uniform Relocation Assistance and Real
Property Acquisition Policies Act of 1970 (Uniform Act).
•CDOT has purchased 4 of 7 properties, and has possession
agreements with the remaining 3 owners.
X
X
X
XXX
XXX
CDOT owned properties
• CDOT is assisting two
residential owners, two
tenants, and three
businesses for the
remaining relocations.
Draft Presentation subject to change.
Summary of Right-of-Way
Acquisition Process
7
Draft Presentation subject to change.
General Condemnation Process
Draft Presentation subject to change.
Status of Right-of-Way
Acquisitions & Relocations
• CDOT is now in title to 4 of the 7 full property acquisitions.
• Possession and Use Agreements are in place for the remaining 3
properties.
- Negotiations are ongoing for settlement.
- Relocation of owners and tenants is continuing.
• CDOT will proceed with the second portion of the Right-of-Way
acquisitions once plans have been received and authorized.
- Additional 8 fee acquisitions, 1 permanent easement, 20 temporary
easements are estimated in the second portion of acquisition.
- No additional relocations are currently identified.
8
Draft Presentation subject to change.
Update on Properties in
Condemnation
• If settlements cannot be reached with the owners of the 3 properties
on Possession and Use Agreements within the prescribed time,
CDOT will proceed with condemnation for value.
• Each of the 3 properties on Possession and Use Agreements has
been authorized for condemnation.
Draft Presentation subject to change.
Removal of Structures
• Required asbestos and lead-based paint testing has been
performed on the 7 advance parcels and the Town of Estes Park
duplex. Of the results received, one property will require mitigation.
CDOT is awaiting the results of the remaining properties.
• If levels exceed the maximum allowable, mitigation will need to be
performed prior to the removal of the structures.
• Structure removal will occur after mitigation, within the off-season,
between December 31, 2019 and March 30, 2020.
9
Draft Presentation subject to change.
Design Update
CFLHD Lead Agency for Design
Milestone: Refinement of 70% Design Plans
Recent Activities Agencies Consulted
Full Hydraulic Model & Analysis
•Modeling bridge replacements at Ivy, Rockwell and E. Riverside and
Downstream improvements from E. Riverside to US 36
•Ivy St. Bridge: recommendation for single span bridge (more
efficient)
CWCB
CDOT
FHWA Resource Center
Pavement Markings & Signing
•Considerations for MUTCD, context sensitive design solutions
(layout and coloring), and maintenance efforts required
Town of Estes Park
CDOT
Utility Design & Relocation
•Continued coordination with utility companies to find efficiencies
and ensure all utilities are installed in advance of project to
minimize impacts to the public
Town of Estes Park
CDOT
Sanitation District
Century Link and Xcel Energy
11
Draft Presentation subject to change.
Next Steps
•Upcoming Milestone: 95% submittal of plans in Spring 2020
– Ongoing Design Refinements
– Continue Right of Way Acquisition (Full and Partial)
• Develop schedule for Building Removals, Winter/Spring 2020
– Finalize Utility Relocation Plans and Schedule
• Initial relocations in 2020
• Monthly Technical Advisory Committee (TAC) Meetings
– Members include representatives from CFLHD, CDOT, Estes Park
• Town Board Quarterly Updates
– next presentation on March 10, 2020
• BUILD Grant Unsuccessful – Evaluate Project Scope and Budget
10
Draft Presentation subject to change.
Questions and Answers
11
12
Public Works Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Brian Berg, Parks Maintenance Supervisor
Greg Muhonen, PE, Public Works Director
Date: November 26, 2019
RE: Thumb Open Space Proposal
Objective:
Present and discuss a proposal to allocate local match funds in the 2020 budget to
supplement a GOCO grant application for the purchase of five land parcels totaling 65
acres situated on the south side of Prospect Mountain.
Present Situation:
The land is currently privately owned and encumbered by three Conservation
Easements. Limited public access is available from a 0.5 mile deeded trail in the
western parcel and a trail easement across a separate private parcel. The land owner
resides out of state and provides limited supervision of the property. Public use
(trespass) of the property commonly occurs by hikers and climbers at the Thumb.
Proposal:
A consortium of partners proposes the Town purchase this property and negotiate
revisions to the conservation easements that would legalize expanded public access
and use of the property as summarized in the attached Thumb Open Space Proposal.
If the property is purchased, a future management plan will need to be established in
collaboration with community stakeholders prior to allowing expanded public uses.
Advantages:
• Historic public recreational use of private property can be legitimized and perpetually
protected.
• Unmanaged private property with a history of trespass uses and abuses will be
managed and enforced by the Town as guided by a community-built management
plan.
• Town ownership elevates Town sensitivity and response to parking operations and
safety associated with this property.
• Public ownership of the land and renegotiation of the Conservation Easement could
allow removal of existing building rights to better preserve the undisturbed natural
state of the property.
13
• Public ownership and renegotiated terms of the Conservation Easement could allow
addition of properly designed public trails to the Thumb and Needle to enhance the
recreation experience and improve access to a public amenity from adjacent private
properties.
• Town management of the trails would facilitate improvements to the current trail to
enhance erosion control and discourage off-trail use.
• A collaboratively assembled management plan presents an opportunity to
strengthen the trust and communication between public and private stakeholders
and they work together to protect and enjoy a community asset.
Disadvantages:
• Expanded public access/use/exposure may increase the risk of trespass onto
neighboring private properties and increase traffic volumes and parking violations on
nearby neighborhood streets.
• Public ownership increases taxpayer burden to maintain the trails, parking area and
noxious weeds on this property.
• Expanded public use and new management plan rules could increase the demand
and cost of enforcement services for the Town.
Action Recommended:
Public Works staff seeks confirmation that the Thumb Open Space Proposal provides
sufficient information for the Town Board to: 1) approve the proposed 2020 budget
expenditure of $241,700.00 for this purchase, and 2) consider a Resolution of support
for the GOCO grant application at the December 10, 2019 Town Board Meeting.
Finance/Resource Impact:
The anticipated costs of this acquisition and ongoing ownership are summarized in the
attached Proposal. The Town contribution to the land acquisition is proposed to be paid
with Larimer County Open Lands funds ($171,700.00) and state lottery Conservation
Trust Funds ($70,000). Additionally, General Fund dollars (approximately $6900 from
Streets and Parks Division operations) are proposed for initial trailhead improvements.
Costs for a management plan, parking lot enhancements, signage and other items
identified in a future management plan are not included and will be identified and
budgeted in the future. Ongoing maintenance expenses for the trails are estimated to
range from $1000 to $4500 (based on current assumptions), and will be addressed in
the annual budgeting process. The terms of a future management plan may require
additional funding from the Town.
Level of Public Interest
The level of interest from the neighboring property owners is high while the known
public interest from the broader community is moderate.
Attachments:
Link to Thumb Open Space Proposal
Link to presentation slides shared at the November 13, 2019 Neighborhood Meeting
Link to Public Comments & November 13, 2019 Neighborhood Meeting Notes
Watch a video of the neighborhood meeting at ESTES.org/videos or
https://www.youtube.com/user/TownofEstesParkCO
14
1
Thumb Open Space Proposal
November 6, 2019
Town of Estes Park
Estes Valley Land Trust
2
Table of Contents
1. Purpose 3
2. Recreation History and Current Use 3
3. Thumb Open Space Vision 4
4. Hiking 4
i. Existing Trail 4
ii. Future Trails 5
5. Climbing 5
i. Existing Climbing 5
ii. Staging Areas 6
iii. Future Climbing 6
6. Youth Programming and Use 6
7. Other Human-Powered Uses 7
8. Access 7
i. Pedestrian and Bicycle Access 7
ii. Motorized Access and Trailheads 8
iii. Gates 9
iv. Enforcement 9
9. Insurance and Liability 10
10. Commercial Uses 10
11. Promotion and Advertising 10
12. Anticipated Costs 11
Appendix
1. Map of property with trail, trailhead, gate, Thumb and Needle. 13
2. Photos of recreation uses, open space and trailhead 14
3
1 Purpose
The Town of Estes Park is considering the purchase of parcels to ensure public access to “The
Thumb and Needle,” two prominent rock spires on Prospect Mountain that have been used by
climbers for half a century. Access to the Thumb and Needle currently occurs at the discretion
of the current landowner. This access could be lost with the sale of the property to a new
owner. If it proceeds, the Town’s purchase would include a n amended conservation easement
by the Estes Valley Land Trust.
The Thumb Open Space Proposal is designed to provide a framework for a future management
plan that balances natural resource protection, quality of life, and outdoor recreation. This
proposal identifies the vision and management concepts that have been discussed to date , and
are subject to revision based on the public process. All contents of this proposal are meant to
serve as a starting point for discussions with neighbors, elected officials and community
stakeholders.
This proposal is not a management plan. If the property is acquired, a community-wide steering
committee of subject experts related to recreation and natural resource protection, and other
stakeholders, will be formed to lead the management planning process. The management plan
process will include many opportunities for public input. This process will likely take 12-18
months to complete and typically occurs after land acquisition.
2 Recreation History and Current Use
The historical use of the property is based on conversations with climbers and hikers that have
accessed the property for decades. Tom Hornbein, a world-renowned Mountaineer and local
resident, began climbing the Thumb as early as the 1940s.
Tommy Caldwell, a professional climber and local resident, climbed the Thumb as a child many
times, under the impression the area was public land.
Today, steel bolts and chains, used to protect
climbers ascending the rock and for rappelling
down the rock, can be seen on the Thumb and
Needle. Rock climbing guides published in the
early 2000s highlight more than a dozen climbing
routes on the Thumb and Needle and online
guides list more than 30 routes on these features.
Local climbing guides have used the rocks to introdu ce families, youth and veterans to climbing.
Neighbors have confirmed that the Thumb and Needle are still used today and climbers can be
seen on the summit.
The history of hiking the Thumb Open Space is more difficult to document. The trail from Peak
View Drive is well established, but since there are no built features, it is difficult to date. As the
Based on neighbor feedback and
observed parking along Peak View
Drive, hiking currently occurs at
the Thumb Open Space on a daily
basis.
4
trail continues near the northern boundary, it appears to be “built” with small rocks forming
short retaining walls.
Based on feedback from locals, hiking the Thumb Open Space has occurred at least since the
1980s, but may go back even earlier. If locals were climbing in the area in the 1940s, it is likely
they were also hiking the area around the same time.
Today, neighbors access the property on foot, and may hike the trail or Curry Drive, the public
road along the eastern boundary. Neighbors also see cars parked along Peak View Drive on a
daily basis, where the trail commences. Since there are no trail counters installed on the trail or
a trailhead monitoring program, there is no estimate for current trail use.
3 Thumb Open Space Vision
A town-owned 65-acre open space, much like
Centennial Open Space at Knoll-Willows, that
continues to support hiking, climbing, bouldering,
environmental education and wildlife watching. The
Thumb Open Space will be a primitive, day-use park.
4 Hiking
Hiking is likely the most popular outdoor recreation activity in Estes Park and the most popular
activity at the Thumb Open Space. The Thumb Open Space will permit hiking on designated trails.
4.1 Existing Trails
There are currently two trails on the property. A 0.5 -mile platted trail starts at Peak View Drive
at the proposed trailhead, on a property owned by the Town of Estes Park. The platted trail
crosses through a private lot and enters the proposed property. From there it gains
approximately 500 feet in elevation to the property boundary.
The trail continues past the proposed property for another approximately 0.35 miles to the top
of Prospect Mountain. The trail is not platted north of the Thumb Open Space.
Hikers also use Curry Drive as a hiking trail. The lower
0.6- miles of this road leads to the proposed Thumb
Open Space northern boundary, and approximately 0.25
miles is paved. A gate located at the northern property
boundary restricts vehicular access to the neighboring
property.
From Curry Drive, a steep hiking trail leads to the Thumb
and Needles and trails around the Thumb and Needle provide climbing access.
The vision for the Thumb Open
Space is a primitive, day-use park,
much like the Town of Estes Park’s
Centennial Open Space at Knoll
Willows.
Two hiking trails currently exist on
the proposed Thumb Open Space.
The 0.5-mile trail from Peak View
Drive is platted and receives the
most use.
5
Existing trails need to be evaluated for long-term sustainability. Sections that have, or are likely
to be washed out, eroded or entrenched should be redesigned, repaired or relocated. The
management plan should identify the location of trails that will be retained, improved, relocated
or closed and restored.
4.2 Future Trails
Social trails, or trails that are not part of a managed trail
system, should be closed to allow for restoration and to
improve habitat.
Additional trails will be considered to improve the
visitor experience, better access the Thumb and
Needle, to replace trails that were poorly designed and
damage the environment, or to avoid sensitive areas.
Any new trails will be designed to meet hiking trail
standards, will be limited to three feet in width and
composed of natural surfaces.
Critical wildlife habitat, including any raptor nesting
areas, will be identified and trails will be built or closed
to avoid these areas. Any new trails will also be set back
from neighboring property boundaries, to avoid
trespass and other conflicts.
5 Climbing
Climbing is a popular activity at the proposed Thumb Open Space. Thumb Open Space will permit
bouldering and roped climbing, on designated crags. The Town will neither install nor maintain
climbing routes and climbers will be participating at their own risk.
5.1 Existing Climbing
Bouldering, or climbing on large boulders, without ropes or other gear attached to rock to
prevent injury or assist with the climb, occurs on the property. Bouldering often involves a crash
pad, or dense pad, almost like a mattress, that the climber places under the route, in case of a
fall. Crash pads are lightweight, designed with backpack straps, and are carried t o and from the
site by the climber.
There are currently 18 bouldering “problems”, or routes, at the proposed Thumb Open Space,
based upon Mountain Project, an online climbing guide.
Any new trails will be designed to
meet hiking trail standards, will be
limited to three feet in width and
composed of natural surfaces.
6
Free climbing, or climbing larger rocks, without using equipment to aid in the upward movement,
also occurs at the proposed Thumb Open Space. Free climbing can be divided into sport climbing,
which involves attaching quickdraws (carabiners and webbing) to a bolt on the rock and then
through the rope and traditional climbing, which involves placing small pieces of removable steel
or removable camming devices into the rock cracks and attaching a quickdraw and rope.
Based on Mountain Project, there are over 30 free climbing routes on the proposed Thumb Open
Space. Some of these routes are designed for beginner climbers and others are designed for
advanced climbers.
5.2 Staging Areas
Staging areas are generally improved flat rocky or bare ground areas beneath free climbing routes
or boulder problems. Staging areas provide a safe surface while belaying or watching climbers
and limit impacts from people standing or sitting while others climb.
Staging areas could be improved at the base of the most popular climbing and bouldering routes
to improve the visitor experience and protect natural resources.
5.3 Future Climbing
Existing climbing routes that are not safe, are poorly laid out, do not provide a good climbing
experience, or harm natural resources may be closed and all fixed hardware removed.
Future climbing routes, fixed gear (such as rappel anchors) and bouldering areas will be
considered to improve the visitor experience, to replace routes or gear that was poorly designed
or in need of replacement, or to avoid sensitive areas. The Town will neither install nor maintain
any climbing routes, so a framework for climbing-route establishment and maintenance will need
to be established.
Critical wildlife habitat, including any raptor nesting areas, will be identified and routes will be
established to avoid these areas. Any new free climbing or bouldering areas will be set back
from neighboring property boundaries, to avoid trespass and other conflicts.
An evaluation and mapping of all existing bouldering and free climbing areas should be
conducted as part of the management planning process. Any new climbing areas should also be
evaluated before the management plan is completed.
6 Youth Programming and Use
Research shows that spending time in nature is essential for brain development, creativity and
imagination. It also confirms that kids that interact regularly in the out -of-doors are more
7
mentally acute, physically healthy, socially adept, and more likely to maintain a positive
disposition toward the environment and natural resources later in life.
Youth programming such as guided hikes and climbs could be scheduled through the Estes
Valley School District, local after school programs, the Estes Valley Recreation and Park District,
or other partners.
Teachers, parents and kids should participate in the
management planning process to ensure the Thumb
Open Space can serve the youth of our community.
7 Other Human-Powered Uses
Motorized uses, such as ATVs, will be prohibited, because of the small size steep topography of
the proposed Thumb Open Space, the noise and land disturbance that motorized use s create
and the limits on trailhead for trailer parking.
Overnight camping will be prohibited, because of the
risk from fire, impacts to the land and potential for
trash. Administering a camping permit system is also
infeasible for the Town of Estes Park.
Horseback riding will likely be prohibited, due to the short trail system and lack of trailer
parking. Hunting will be prohibited for safety.
Human-Powered uses such as cross-country skiing, mountain biking, dog walking and trail
running will be considered during the management planning process. Criteria such as
compatibility with hiking and climbing uses, impacts to the land and consistency with the vision
of the Thumb Open Space will help determine if additional non-motorized uses will be
permitted.
8 Access
Access through the proposed Thumb Open Space will be limited to designated trails, bouldering
areas and climbing routes. Focusing access onto improved trails protects natural resources and
sensitive environmental areas and improves the visitor experience by providing trails that are
safer and more enjoyable.
8.1 Pedestrian and Bicycle Access
Bicycle access is provided via public roads and pedestrian access may be available via rights-of-
way and through neighboring Bureau of Reclamation properties.
Research shows that kids that
spend time in nature are more
physically, mentally and
emotionally healthy.
Motorized uses, such as ATVs, will
be prohibited.
8
During the development of the management plan, a limited number of neighborhood access
points may be considered to ensure neighbors can easily access the property. Neighborhood
access points will be restricted to protect natural resources and sensitive areas, prevent
trespass and reduce annual operation costs with maintaining neighborhood access points.
8.2 Motorized Access and Trailheads
Motorized access to the proposed Thumb Open Space currently occurs at two locations.
Trailhead Area 1:
Area consists of property owned by the Town of Estes Park and the Bureau of Reclamation. The
Town’s Water Division recently acquired a 0.25-acre parcel as part of its acquisition of the
Prospect Mountain Water Company. This parcel is currently used for parking for the platted
trail that goes through the proposed Thumb Open Space. In addition to the gravel parking area,
the property contains trees, boulders and a small wooden structure that serves the former
Prospect Mountain Water Company. The Town’s Water Division is investigating changing the
existing building.
There is potential to park approximately 6 to 8 cars on Town property only. The parcel will need
added material and grading to enhance the parking area and 6-10 trees will also have to be
removed. Additional trees and other landscaping elements could be installed to improve the
parking area.
The Bureau of Reclamation owns the land adjacent and west of the Town property. The Bureau
of Reclamation property is also currently being used for parking. Based on the evidence of
parking, about 8-12 cars have historically parked on the Town and Bureau of Reclamation
properties. If these additional spots are desired, an agreement would be required with the
Bureau of Reclamation.
As part of the future management plan, the parking layout and driveway access geometry will
be detailed on a proposed site plan for Trailhead Area 1.
A kiosk with trail rules, a site map, leave no trace principles, and a monument sign to identify
the trailhead from Peak View Drive, could be installed to formalize this trailhead and better
serve the public.
The proposed Thumb Open Space could be a leave
no trace open space and no trash cans would be
provided. If dog walking is permitted, a dog bag
dispenser and a trash can could be provided.
Motorized access could be limited
to Trailhead Area 1.
9
Trailhead Area 2:
The area that is being used to access the northeastern portion of the property is within the
proposed Thumb Open Space. This area is popular with the climbing community as it provides
the most direct access to the Thumb and Needle.
An underground water tank located in this area has been decommissioned and based on input
from the Town of Estes Park’s Water Division, there are no plans to repurpose the tank.
About 2-3 cars can park in this location now, without blocking the road and gate to the towers
on top of Prospect Mountain. The abandoned tank could be removed and the site could
accommodate approximately 15 cars. The gravel portion of Curry Drive would need to be
graded with approximately $5,000 to $10,000 in added materials. The cost of tank removal is
unknown at this time.
Due to the additional construction and maintenance costs and based on concerns from some
neighbors about traffic on Curry Drive, the motorized access could be limited to Area 1.
8.3 Gates
A single gate across Curry Drive, near Trailhead Area 2, prevents motorized access to the top of
Prospect Mountain. If motorized access to the proposed Thumb Open Space is limited to
Trailhead Area 1, another gate can be added where the Curry Drive pavement ends, thus
preventing motorized access to Trailhead Area 2.
Alternatively, the current gate could be relocated to where the Curry Drive pavement ends. This
will prevent undesired travel up the unmaintained road, end the illegal dumping that has
plagued the area over the years and potentially stop the illegal camping and fires. Access
agreements and maintenance responsibilities of Curry Drive need to be confirmed to better
understand the consequences of installing or moving any gates.
8.4 Enforcement
The proposed Thumb Open Space is within Town limits and is patrolled by the Town’s Police
Department. Peak View Drive is owned and maintained by the Town east of the Water
Division’s pump house parcel. Larimer County owns and maintains the remainder of Peak View
Drive westward to Mary’s Lake Road. The Town also owns and maintains Curry Drive from Peak
View Drive to the end of the pavement. Curry Drive and Peak View Drive are both too narrow to
accommodate parking along the roads without blocking the traffic lanes. The Estes Park
Municipal Code prohibits parking on paved roadways except where sufficient width and
10
markings are provided. If necessary, “No Parking” signs could be installed to discourage parking
and assist law enforcement with traffic control.
The management plan will establish rules and regulations for the permitted uses within the
Thumb Open Space. Enforcement of these rules can be accomplished with a multi -phase
approach of education and patrols. The Town of Estes Park Police Department is committed to
ensuring proper use of any Town property through education and enforcement.
9 Insurance and Liability
The Town maintains property and casualty insurance that covers all Town premises and
operations through the Colorado Intergovernmental Risk Sharing Agency (CIRSA). The Town has
reviewed with CIRSA the potential addition of the Thumb Open Space, including the trails and
climbing features, and there are no concerns with coverage. Town casualty insurance would
cover any losses on the site for which the Town is found to be legally liable.
10 Commercial Uses
The Estes Valley Land Trust’s conservation easements currently prohibit commercial uses on
properties that compose the proposed Thumb Open Space. Commercial uses that harm the
land, interfere with the public recreation or educational use of the property, or are inconsistent
with the vision for this property will be prohibited.
Commercial uses related to hiking, climbing or other
permitted non-motorized uses of the proposed Thumb
Open Space could be considered. These uses may
include climbing instruction or guiding. The Thumb has
been used for teaching kids climbing techniques or
providing climbing opportunities for visitors and locals,
who do not have proper equipment or technique
needed to climb safely.
During the management planning process, a concessionaire agreement may be considered that
limits the number of vehicles and paid climbers that can access the proposed Thumb Open
Space.
11 Promotion and Advertising
The Thumb Open Space would be a great addition to the portfolio of parks and open spaces
offered by the Town of Estes Park. However, with its limited size, the visitor experience and
natural resources could be spoiled by over use.
Commercial uses that harm the
land, interfere with public
recreation or educational use of
the property, or are inconsistent
with the vision for this property
will be prohibited.
11
A simple principle that could guide the promotion of
the Thumb Open Space, is that it primarily serves as a
local park. Therefore, the Thumb Open Space will be
listed on the Town’s website among other town-
maintained parks, and local promotion will be limited.
This would prevent the Thumb Open Space from being
actively promoted by the Estes Park Visitor Center or
Visit Estes Park.
Out-of-town hiking and climbing guidebooks and websites may continue to promote the Thumb
Open Space as a climbing destination, but based on the size of the area, it is unlikely it wi ll be a
regional or statewide destination.
Similarly, the Thumb Open Space is not likely to be a regional or statewide hiking destination
because of its small size, compared to other well-known and longer trails in the region.
The management plan could include guidelines related to how the property will be publicized
so that the Estes Park community is aware of this hiking and climbing destination, but the
primitive visitor experience is limited and natural resources are protected.
12 Anticipated Costs
The cost to the Estes community for the Thumb Open Space project can be divided into two
general categories: one-time acquisition costs and ongoing operational costs. The Estes Valley
Land Trust has negotiated a bargain sale from the owner who has discounted the property from
$820,000 to $600,000. This is $220,000 below fair market value.
The total upfront project cost is $699,186 which includes land acquisition, amending the
conservation easement to prohibit residential development and allow trail improvements, and
improving the trailhead and trails.
The Estes Valley Land Trust and Access Fund have committed $65,000 in cash towards this
project. The land trust, Access Fund and Rocky Mountain Conservancy have committed $35,586
in in-kind services towards this project.
The Land Trust is asking the Town to contribute $241,700 cash and $6,900 in in-kind services
toward to startup of this project. The remainder of the funds would be secured through a GOCO
grant, authored by the Estes Valley Land Trust and submitted by the Town.
A simple principle that could guide
the promotion of the Thumb Open
Space, is that it primarily serves as
a local park.
12
Simple Financial Breakdown
GOCO $350,000
Town of Estes Park $241,700
Access Fund (Committed) $50,000
Estes Valley Land Trust (Committed) $15,000
Total Cash $656,700
Access Fund In-kind (Committed) $7,500
Rocky Mountain Conservancy In-kind (Committed) $27,636
Estes Valley Land Trust (Committed) $450
Town of Estes Park In-kind (Trailhead Improvements) $6,900
Total In-kind $42,486
Project Total $699,186*
*The development of a management plan by a consultant could cost up to an additional
$30,000 if this work is not done in house.
After the initial purchase and improvement to the project site, ongoing operation and
maintenance effort is required. The Town’s Public Works Parks Division will absorb the yearly
maintenance costs estimated to range from $3,300.00 to $5,300.00 depending on usage and
weather impacts. This includes two weekly trash walks during the summer seasons and
trail/parking lot maintenance when needed.
The Town’s noxious weed contractor anticipates an annual cost of about $4,500.00 in each of
the first three years to get the weeds under control. In the following years, an average annual
cost of $1,000.00 to $2,000.00 is estimated to maintain compliance with the Town’s noxious
weed standards. The rugged terrain and natural trail design elevate the weed control costs, as
manual application with backpack sprayers is expected, as opposed to UTV or ATV mounted
sprayers.
13
APPENDIX I – SITE MAP
14
APPENDIX II – PHOTOS
Kids climbing at the Thumb.
A family enjoying a day at the Thumb.
15
Views of the Continental Divide from the proposed Thumb Open Space.
Trailhead Area 1, off Peak View Drive.
TThumb Open Space
Proposal
Neighborhood
Meeting
Photo by James Frank
PProject
Map
•65 Total Acres
•Property is open and
undeveloped
•5 Parcels
•Existing ½-mile of trail
•Currently two trailheads
•Four existing conservation
easements limiting development
to one residence and associated
structures
PPurpose and Vision
•Purpose: Enhance conservation by protecting
historic trails and climbing, repairing trails and
climbing areas to improve the visitor experience
and reduce off-trail use and prohibit the
development of a residential structure.
•Vision: A primitive day-use park, much like the
Town’s Centennial Open Space at Knoll-Willows.
•Proposal: Public purchase of 65 acres by the
Town of Estes Park, amendment of the
conservation easement by the Estes Valley Land
Trust, trailhead improvements by the Town of
Estes Park, and trail improvements by the Access
Fund and Rocky Mountain Conservancy
PProposed
PProject Partners
•Great Outdoors Colorado
•Town of Estes Park
•Estes Valley Land Trust
•Access Fund
•Rocky Mountain Conservancy
RRecreation Use and
History
Hiking and climbing park since the 1940s.
HHiking /Wildlife Watching
Existing Trail:
•0.5 miles of platted trail
•Estimated mile of social trail
Future Trails:
•Off-trail use prohibited
•Potential loop trail
•Any new trails would meet
standards, be 3-feet in width and
natural surface
•Any new trails would be wildlife
friendly
CClimbing
Existing:
•Bouldering – 18 routes
•Free climbing – over 30 routes
Future Climbing:
•Stabilizing areas below routes to
improve safety and prevent erosion
•Any new routes would be wildlife
friendly
YYouth Programming
Existing:
•None, to our knowledge
Future Trails:
•Partner with School or Recreation and
Park Districts
•Climbing, outdoor education and ethics
Historic:
•Previous use for climbing instruction
OOther Uses
Possible:
•Dog walking
•Cross-country skiing
•Trail running
•Mountain biking
Prohibited:
•Motorized uses, such as ATVs
•Hunting, shooting
•Overnight camping
•Horseback riding
•Others
Access to proposed Thumb Open Space
What:
•Bicycle and pedestrian access via
public roads and rights-of-way.
•Potentially two trailheads.
•Could limit to one trailhead.
Why:
•Encourage people to access
without driving.
•Lower trailhead for hiking.
•Upper trailhead for climbing.
•Combine trailheads to Peak View
Drive location to reduce costs and
traffic volume on Curry Drive.
Gates and Enforcement
What:
•Single gate at northern end of
property boundary and Curry Drive.
•Could move gate down Curry Drive,
to end of pavement.
•Management plan will establish rules
and regulations, enforcement will
include education and patrols.
Why:
•Limits access to towers on top of
neighboring parcel.
•Prevent public motorized access via
Curry Drive.
•Clearly listing rules at the trailhead
reduces unlawful activity.
•Town of Estes Park Police
Department has enforcement
authority and uses a variety of
approaches to enforce laws.
Insurance and Liability
What:
•Colorado Intergovernmental Risk
Sharing Agency (CIRSA) provides
liability and casualty coverage for
Town premises and operations.
•State law provides protection for the
Town from liability claims related to
injuries from the recreational use of
land open to the public.
•Damage to a neighboring property by
a third-party would likely not be
covered by CIRSA.
Why:
•Coverage for Town premises and
operations is important in mitigating
risk to the taxpayer of large property
and/or casualty claims.
•The Town actively manages its
property to mitigate risks to
neighboring property owners.
Commercial Uses
What:
•Conservation easements currently
prohibit commercial uses.
•Historically, guiding companies have
used the Thumb to allow the public
to climb.
•Conservation easements could be
amended to allow commercial uses
that do not harm the conservation
values.
Why:
•Avoids activities that harm land.
•The Thumb is easily accessed,
provides a summit experience and a
fun place to learn to climb.
•Limited access by climbing guides,
such as number of vehicles or
climbers, may provide safe access
without harming conservation
values.
Promotion and Advertising
What:
•Make the community aware of the
hiking and climbing opportunities at
the Thumb Open Space.
•Limit access by size of parking lot and
enforcement.
•Management plan will identify the
appropriate level and types of
promotion.
Why:
•This is a great place to get outside with
friends and family.
•The property is small, without limits on
access, there is a risk that promotion
could lead to overuse and damage the
environment.
•Strategic promotion, or lack thereof,
can be detailed in a management plan.
Anticipated Costs
GOCO $350,000
Town of Estes Park $241,700
Access Fund $50,000
Estes Valley Land Trust $15,000
Total Cash $656,700
Acquisition Improvements
Management Plan and Annual Maintenance
Town of Estes Park $6,900
Access Fund $7,500
Rocky Mountain Cons. $27,636
Estes Valley Land Trust $450
Total In-Kind $42,486
A management plan, if completed by a consultant could cost up to $30,000, if not done in house.
Start-up weed control costs are estimated at $4,500 per year, for the first three years.
Public Works, Parks Division, estimates annual costs of $3,300-$5,300 per year for maintenance. A
weed contractor estimates $1,000-$2,000 cost to control weeds.
BBreakout Discussions
NNext Steps
•November 26 – Town Board Study Session/Town Board Meeting
•December 3 – Community Meeting 5:30 pm Town Board Room
•December 10 – Town Board Meeting, Consideration of Resolution of Support
NNext Steps
&
Thank You!
12/3/2019
1
Thumb Open Space
Proposal
Town Board
Study Session
Photo by James Frank
Project Site –
Current State
•65 Total Acres
•Property is open and
undeveloped
•5 Parcels
•Existing ½‐mile of trail
•Two trailheads
•Four existing conservation
easements limiting development
to one residence and associated
structures
1
2
12/3/2019
2
Purpose and Vision
•Purpose:Enhance conservation by protecting
historic trails and climbing, repairing trails and
climbing areas to improve the visitor
experience and reduce off‐trail use, and
prohibit the development of a residential
structure.
•Vision:A primitive day‐use park, much like the
Town’s Centennial Open Space at Knoll‐
Willows.
•Proposal:Public purchase of 65 acres by the
Town of Estes Park, amendment of the
conservation easements by the Estes Valley
Land Trust, trailhead improvements by the
Town of Estes Park, and trail improvements by
the Access Fund and Rocky Mountain
Conservancy
Proposed
Project Partners
•Great Outdoors Colorado
•Town of Estes Park
•Estes Valley Land Trust
•Access Fund
•Rocky Mountain Conservancy
3
4
12/3/2019
3
Recreation Use
History
•Known use of area for
hiking/climbing goes back to
1940s
•Access to Thumb and Needle has
occurred in the past, prohibited at
the moment
5
6
12/3/2019
4
Hiking/Wildlife Watching
Existing Trail:
•0.5 miles of platted trail
•Estimated mile of social trail
Future Trail Considerations:
•Off‐trail use prohibited
•Potential loop trail
•Any new trails would meet
standards, be 3‐feet in width and
natural surface
•Any new trails would be wildlife
friendly
Climbing
Existing:
•Bouldering –18 routes
•Free climbing –over 30 routes
Future Climbing:
•Stabilizing areas below routes to
improve safety and prevent erosion
•Any new routes would be wildlife
friendly
•The Town would neither set nor
maintain routes
7
8
12/3/2019
5
Youth Programming
Existing:
•None, to our knowledge
Future Trails:
•Potential to partner with School or
Recreation and Park Districts
•Climbing, outdoor education and ethics
Historic:
•Previous use for climbing instruction
Other Uses
Considered in Management Plan:
•Dog walking
•Cross‐country skiing
•Trail running
•Mountain biking
Prohibited:
•Motorized uses, such as ATVs
•Hunting/shooting
•Overnight camping
•Horseback riding
•Others
9
10
12/3/2019
6
Neighbor Concerns
Neighbor Concerns
‐
Increased Usage
•Concern that public ownership of
property and marketing of site will
dramatically increase use
•Increased use could magnify the
existing issues on the property
•Rockfall
•Trespassing
•Wildlife impacts
•Overuse
11
12
12/3/2019
7
Neighbor Concerns
‐
Parking and Traffic
•Limited Parking off of Peak View
•Concern that if parking fills up,
people will park along Peak View
and/or Curry
•Concern about traffic impact of any
trailhead at end of Curry
Neighbor Concerns
‐
Rockfall
•Steep grade behind Curry homes
•Many rock formations and
boulders
•Concern that off‐trail use could
dislodge boulders and damage
downhill homes
13
14
12/3/2019
8
Neighbor Concerns
‐
Trespassing
•Have been instances of trespassing
in Curry backyards
•Concerns that increased use will
increase trespassing
•Illegal camping is also a concern
Neighbor Concerns
‐
Lack of Management Plan
•Concerns about Town purchasing
land before having Management
Plan in place
•Lack of Management Plan details
means that full costs/impacts
cannot be known
15
16
12/3/2019
9
Proposal
Management Plan
•Proposal is conceptual
•Details traditionally addressed through a Management Plan
•Management Plan created through a community‐wide process
•Ambiguity and unknowns do exist when purchasing open space
17
18
12/3/2019
10
Access to Proposed Thumb Open Space
Considerations:
•Bicycle and pedestrian access via
public roads and rights‐of‐way.
•Could consider two trailheads.
•Could also limit to one trailhead
(Peak View).
•Enforcement of parking rules and
regulations.
Why:
•Encourage people to access
without driving.
•Lower trailhead for hiking.
•Upper trailhead for climbing.
•Combine trailheads to Peak View
Drive location to reduce costs and
traffic volume on Curry Drive.
Easements
Considerations:
•Amendment and restatement
of easements would need to
allow:
•Topographical changes for
trail work
•Signage (if desired)
•Commercial use (if desired)
Why:
•Enable extension of existing
trail to Thumb and Needle
•Sign the Open Space (if
desired)
•Permit managed commercial
use (if desired)
19
20
12/3/2019
11
Gates and Enforcement
Considerations:
•Single gate at northern end of
property boundary and Curry Drive.
•Could move gate down Curry Drive,
to end of pavement with agreement
of gate owner.
•Management plan will establish rules
and regulations, enforcement will
include education and patrols.
Why:
•Limits access to towers on top of
neighboring parcel.
•Prevent public motorized access via
Curry Drive.
•Clearly listing rules at the trailhead
reduces unlawful activity.
•Town of Estes Park Police
Department has enforcement
authority and uses a variety of
approaches to enforce laws.
Insurance and Liability
Considerations:
•Colorado Intergovernmental Risk
Sharing Agency (CIRSA) provides
liability and casualty coverage for
Town premises and operations.
•State law provides protection for the
Town from liability claims related to
injuries from the recreational use of
land open to the public.
•Damage to a neighboring property by
a third‐party would likely not be
covered by CIRSA.
Why:
•Coverage for Town premises and
operations is important in mitigating
risk to the taxpayer of large property
and/or casualty claims.
•The Town actively manages its
property to mitigate risks to
neighboring property owners.
21
22
12/3/2019
12
Commercial Uses
Considerations:
•Conservation easements currently
prohibit commercial uses.
•Historically, guiding companies have
used the Thumb to allow the public
to climb.
•Conservation easements could be
amended to allow commercial uses
that do not harm the conservation
values.
Why:
•Avoids activities that harm land.
•The Thumb is easily accessed,
provides a summit experience and a
fun place to learn to climb.
•Limited access by climbing guides,
such as number of vehicles or
climbers, may provide safe access
without harming conservation
values.
Promotion and Advertising
Considerations:
•Make the community aware of the
hiking and climbing opportunities at
the Thumb Open Space.
•Limit access by size of parking lot and
enforcement.
•Management Plan will identify the
appropriate level and types of
promotion.
Why:
•This is a great place to get outside
with friends and family.
•The property is small, without limits
on access, there is a risk that
promotion could lead to overuse and
damage the environment.
•Strategic promotion, or lack thereof,
can be detailed in a management
plan.
23
24
12/3/2019
13
Anticipated Costs
Acquisition and Improvements
GOCO $350,000
Town of Estes Park $241,700
Access Fund $50,000
Estes Valley Land Trust $15,000
Total Cash $656,700
Acquisition Improvements
Town of Estes Park1 $6,900
Access Fund $7,500
Rocky Mountain Cons. $27,636
Estes Valley Land Trust $450
Total In‐Kind $42,486
1 Trailhead improvements
Anticipated Costs
Annual Maintenance and Management Plan
Weed Control1 $4,500
Maintenance Costs2 $5,300
Total Cost $9,800
Annual Maintenance
Management Plan
A Management Plan, if completed by a consultant and not in‐house, could cost
up to $30,000.
1 Parks Division estimates annual costs of $4,500 per year for weed control for the first three years, dropping to
$2,000 in subsequent years.
2Includes hours for twice‐weekly trash walks during summer season and trail/parking lot maintenance when
needed.
25
26
12/3/2019
14
Potential Future Costs
Bathroom at Rebuilt Pump House $40,000
Potential Road Maintenance (Curry) $TBD
Bear‐Resistant Trash Can $800
Dog‐Waste Bag Dispenser $200
Total Cost $41,000
Summary ‐Benefits
•Creates and ensures public access to Thumb and Needle
•Establishes a unique open space amenity in the center of
Estes Park
•Provides for active management of property
27
28
12/3/2019
15
Summary ‐Risks
•Uncertain usage profile
•Unanticipated costs could arise from outcome of
Management Plan
•Unanticipated impacts
•Will be a change for neighbors
Direction Needed
•Does the proposal contain sufficient information for the
Town Board to decide on a Resolution of Support at 12/10
meeting?
•What additional information does Town Board need for
12/10 meeting?
29
30
12/3/2019
16
Questions?
31
Prospect Mountain Townhome Association
570 Darcy Drive
Estes Park, CO 80517
November 15, 2019
Mr. Travis Machalek
170 MacGregor Ave.
Town of Estes Park, CO 80517
Dear Travis:
The board of the Prospect Mountain Townhome Association (PMTAI) has met and decided on our concerns and
recommendations to the city on the proposed Thumb and Needle project on Prospect Mountain. Our HOA consists
of 37 properties located on the streets Devon, Marcus and Darcy. All are within the town city limits. We are also
located directly below the Thumb and Needle.
We are in agreement on the following items concerning town purchase of the Thumb and Needle properties.
1. We would like the town to purchase the properties
2. We are OK with amendments to the current conservation easements on the four properties if they are
limited to the elimination of the one home construction currently allowed and some language change on
the commercial use to allow a very limited commercial use for rock climbing. We would not like to see any
other changes to the current easement language.
3. Install a gate at or slightly past the end of Curry Drive (end of pavement). We are opposed to the upper
parking lot Curry Drive. We request that street signs be installed on Curry, Devon, Marcus, and Darcy
stating that there is no access to trail heads and that these streets are for neighborhood access only.
4. We would like to see the parking lot on Peak View limited to 12 spaces or less, and “NO PARKING” signs
installed on Peak View east and west of the parking lot. We also want to see the Police Department enforce
the parking restrictions.
5. At the trail head there needs to be a map or other form of communication to indicate the available trails
and which rock formations rock climbing is allowed. There are some that are too close to homeowner
properties that should not be available for climbing.
6. We are opposed to any new trails that come too far down the mountain that would encourage people to
use the road or take short cuts through private property. We have also seen people that went up the tram
and hike down the road so they can be picked up at Curry and Peak View.
7. We don’t think mountain biking should be allowed. Trails are too short, narrow, and bikes damage trails.
8. We would like see dogs allowed, but on leash only with the same city requirements to pick up dog refuse.
9. We support the collection of concessionaire fees by the town to help offset the expenses necessary to
maintain the property.
Respectfully,
PMTAI Board of Directors
Jim Paddock
Mike Bryson
Carol Peterson
Laura Rustin
Duncan Rarity
11/14/2019 Town of Estes Park Mail - Fwd: Proposed Thumb Open Space
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650212170746066295&simpl=msg-f%3A16502121707…1/1
Eli Wilson <eliwilson@estes.org>
Fwd: Proposed Thumb Open Space
1 message
Travis Machalek <tmachalek@estes.org>Thu, Nov 14, 2019 at 1:55 PM
To: Eli Wilson <eliwilson@estes.org>
Travis Machalek
Town Administrator
Town of Estes Park, CO
970-577-3705
---------- Forwarded message ---------
From: <neushel@oneimage.com>
Date: Thu, Nov 14, 2019 at 12:27 PM
Subject: Proposed Thumb Open Space
To: <TMACHALEK@estes.org>
Dear Travis,
Thank you for the opportunity you provided to gather input from the neighborhood. Though we do not live adjacent to the property in
question, we are close and can understand the concerns of the neighbors.
Our thoughts are that the property should be purchased by the Town so that there is control, maintenance and a known future for the
space. We also agree with many of the participants last night that a lot more planning and details should be in place before the
property is purchased. Planning does cost money up front and it is a good use of money so that a proper decision can be made. Better
to waste $30,000 in planning instead of $600,000 in a bad land purchase (costs recalled from the presentation). In no way should
residents physically and immediately below this property be placed in financial or physical jeopardy from accidents and misuse within
the “park”. If the decision is made not to purchase the property as a result of the planning, it is still money well spent. There should
also be a very careful consideration of the existing conservation easements and whether $600,000 plus future upgrade and
maintenance costs really returns the value put into it.
Maggie Neumann/Steve Sheldahl
1635 Prospect Estates DR
11/14/2019 Town of Estes Park Mail - Fwd: Prospect Mountain
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650214735029244449&simpl=msg-f%3A16502147350…1/1
Eli Wilson <eliwilson@estes.org>
Fwd: Prospect Mountain
1 message
Travis Machalek <tmachalek@estes.org>Thu, Nov 14, 2019 at 2:36 PM
To: Eli Wilson <eliwilson@estes.org>
Travis Machalek
Town Administrator
Town of Estes Park, CO
970-577-3705
---------- Forwarded message ---------
From: Timothy McKern <tjmckern@comcast.net>
Date: Thu, Nov 14, 2019 at 9:16 AM
Subject: Prospect Mountain
To: <tmachalek@estes.org>, <rnorris@estes.org>
Hello Ron and Travis,
Thank you and all the staff who were at the meeting last night. It was a good format for getting this under way.
One of the concerns that my wife and I have is that the town might promote this natural resource which will bring more people to it and that more people will just increase the wear and
tear and traffic to this quiet little area. And it is already happening. We woke up this morning to this: https://kdvr.com/2019/11/13/estes-park-considers-purchasing-private-land-to-save-
popular-climbing-spires/
More importantly, we have concerns that enforcement and fire protection will be inadequate. It sounded like the police lack resources in the summer months and that quick response
would be difficult. Also regarding fire protection, there are no fire hydrants that I know of near the residential areas on county land around Prospect Mountain. This should be troubling to
Town of Estes which is so close in proximity. We look forward to future meetings to address these issues.
Sincerely,
Tim and Norma McKern
640 Devon Dr.
11/14/2019 Town of Estes Park Mail - Fwd: Thumb Open Space
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650214412236750914&simpl=msg-f%3A16502144122…1/2
Eli Wilson <eliwilson@estes.org>
Fwd: Thumb Open Space
1 message
Travis Machalek <tmachalek@estes.org>Thu, Nov 14, 2019 at 2:31 PM
To: Eli Wilson <eliwilson@estes.org>
Travis Machalek
Town Administrator
Town of Estes Park, CO
970-577-3705
---------- Forwarded message ---------
From: Town Clerk <TownClerk@estes.org>
Date: Thu, Nov 14, 2019 at 9:25 AM
Subject: Fwd: Thumb Open Space
To: Trustees <trustees@estes.org>, Travis Machalek <TMACHALEK@estes.org>
Hello All,
Please see the forwarded public comment received by the Clerk's Office.
Thank you,
Kimberly
Town Clerk's Office
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
970-577-4777 (p)
970-577-4770 (f )
townclerk@estes.org
---------- Forwarded message ---------
From: Todd Plummer <tmplummer@aol.com>
Date: Fri, Nov 8, 2019 at 8:16 AM
Subject: Thumb Open Space
To: <townclerk@estes.org>
RE: Thumb Open Space acquisition
Dear Mayor and Trustees:
I am writing on behalf of the Estes Park Cycling Coalition.
For a number of months, the Estes Park Cycling Coalition has been aware of and involved in the discussions about
the possible public acquisition of the Thumb and Needles area of Prospect Mountain.
Although the cycling opportunities on the south side of Prospect Mountain are limited due to the steep slopes, the
Cycling Coalition Board is strongly in favor of the Public Acquisition of this property for future public recreation use.
Prospect Mountain is a key scenic feature of Estes Park and currently provides convenient recreational opportunities
to many Town Residents. The Public Acquisition of the Thumb Open Space area on Prospect Mountain is a important
first step in securing this important part of Estes Park for future generations.
11/14/2019 Town of Estes Park Mail - Fwd: Thumb Open Space
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650214412236750914&simpl=msg-f%3A16502144122…2/2
Todd Plummer, Treasurer
Estes Park Cycling Coalition
11/14/2019 Town of Estes Park Mail - Fwd: Proposed Thumb Open Space
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650215170463222782&simpl=msg-f%3A16502151704…1/1
Eli Wilson <eliwilson@estes.org>
Fwd: Proposed Thumb Open Space
1 message
Travis Machalek <tmachalek@estes.org>Thu, Nov 14, 2019 at 2:43 PM
To: Eli Wilson <eliwilson@estes.org>
Travis Machalek
Town Administrator
Town of Estes Park, CO
970-577-3705
---------- Forwarded message ---------
From: Donna Pierce <maetreehuggergirl@gmail.com>
Date: Wed, Nov 13, 2019 at 5:00 PM
Subject: Proposed Thumb Open Space
To: Todd Jirsa <tjirsa@estes.org>, Rnorris <rnorris@estes.org>, Carlie Bangs <cbangs@estes.org>,
<eblackhurst@estes.org>, Marie Cenac <mcenac@estes.org>, <pmartchink@estes.org>, <kzornes@estes.org>, Town
Clerk <townclerk@estes.org>
Cc: Travis Machalek <tmachalek@estes.org>
Mayor and Trustees,
Please take great care when considering the proposal to open up Prospect Mountain to climbing
operations. This type of commercial encroachment is exactly what property owners feared when the
definition of private parks and recreation was re-written to include hiking, climbing and fishing on
residentially-zoned land.
Of course we want people to enjoy nature, hiking, climbing, and fishing. Sure locals would like to be able
to continue to hike this trail. But not at the expense of existing private property rights and boundaries
that are now threatened. Also this is a very sensitive area where elk and deer mate and raise their young.
It is an area where many property owners have invested all they have in their home and land.
The trail that meanders from Peakview to the top of Prospect Mountain goes within feet of people's
homes, including on the street above my own home. While some property owners may not mind, there
are others where having it open to commercial activity comes too close for comfort. One of my hiking
friends is in exactly that predicament. I am home sick this week and not able to come speak in support of
that property owner or my own property.
Thank you,
Donna Pierce
11/14/2019 Town of Estes Park Mail - Fwd: Thumb Meeting Recap-Private
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650221362914209327&simpl=msg-f%3A16502213629…1/1
Eli Wilson <eliwilson@estes.org>
Fwd: Thumb Meeting Recap-Private
1 message
Travis Machalek <tmachalek@estes.org>Thu, Nov 14, 2019 at 4:22 PM
To: Greg Muhonen <gmuhonen@estes.org>, Eli Wilson <eliwilson@estes.org>
Travis Machalek
Town Administrator
Town of Estes Park
970-577-3707
Sent from my iPad
Begin forwarded message:
From: penny <rpbrisbin2@gmail.com>
Date: November 14, 2019 at 7:08:29 AM MST
To: Travis Machalek <tmachalek@estes.org>
Subject: Thumb Meeting Recap-Private
When asked the Executive Director of the Land Trust said they do not manage the land that are in
conservation easements it was the owner ’s responsibility. That is correct but according to the easements
there are enforcement and cost enforcement segments they could have been enforcing but have not.
Several questions were ask about the management plan and cost of the project. There needs to be many
more details before the city should invest in a project with so many unknowns
Question was asked about the amendments the Land Trust plans to do. The Executive Director said they
have not been done. It would be nice to have a list of what they are planning on amending. In reading the
easements it appears there would have to be numerous amendments. Does the city want to purchase a
piece of property before they know how the easements are going to read. Is this something the Town
Attorney would need to study?
Rick and Penny Brisbin
Sent from my iPad
11/15/2019 Town of Estes Park Mail - Fwd: Thumb open space project
https://mail.google.com/mail/u/0?ik=2e92623984&view=pt&search=all&permthid=thread-f%3A1650299295116515429&simpl=msg-f%3A16502992951…1/1
Eli Wilson <eliwilson@estes.org>
Fwd: Thumb open space project
1 message
Town Clerk <TownClerk@estes.org>Fri, Nov 15, 2019 at 1:00 PM
To: Public Works <publicworks@estes.org>
Please see the below public comment related to the Thumb Open Space.
Town Clerk's Office
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
970-577-4777 (p)
970-577-4770 (f )
townclerk@estes.org
---------- Forwarded message ---------
From: Vaughn Baker <vaughnbaker@beyondbb.com>
Date: Fri, Nov 15, 2019 at 12:32 PM
Subject: Thumb open space project
To: <townclerk@estes.org>
Mayor and Trustees,
Opportunities to create publicly accessible open space in the Estes Valley are becoming increasingly rare.
The proposed acquisition of the Thumb property by the Town would compliment theTown's Knoll-Willows open space and
Performance Park climbing area.
The Town has demonstrated that it can responsibly manage these areas for the benefit of all residents and would indeed
do so if the Thumb property is acquired.
By acquiring the Thumb property, the Board would be giving a gift to present and future generations.
Vaughn Baker
Estes Park
November 13th, 2019
Thumb Open Space Neighborhood Meeting
Roundtable Discussion Notes
West Table (notes taken by Public Works Director Muhonen)
1. The represented HOA’s have not established any formal pro/con position yet. One
trailhead is preferred. If there is a second trailhead it should be limited to use by guide
services and not open to a daily uncontrolled flow of public use . The impacted HOA’s
should consider teaming up with the Town to jointly develop the management plan.
2. Neighbors enjoy hiking in this Open space. Youth learning is supported. One access
preferred. 2nd access might be ok for limited access.
3. Adjacent property owner wants freedom to access the Open Space directly their private
parcel without a requirement to only use the established trail. Keep the area natural and
rustic. Consider 2 gates. One at end of Curry to regulate use of upper trailhead and
minimize existing abuses that occur on dirt road (camping, fires, trash, human waste,
etc). Existing gate needs to remain to control trespass on private property above the
Thumb parcels.
4. One trailhead preferred. Limit promotion and activity. Parking control is essential.
5. Concern about parking on Curry. No backing onto Peak View should be allowed from the
existing parking area. Trespassing onto private land. Rock fall survey and necessary
mitigation should be performed annually to keep the public safe.
6. Protect wildlife. Do not allow dogs and their impact on waste and wildlife. Trespassing
off trail onto private land needs to be addressed.
7. Trespassing from Curry downhill onto private property needs to be controlled to protect
safety of children and personal property. Signage could be placed on property line, but
is admittedly minimally effective.
8. Parking. Peak View Traffic is heavy. New car door noise is objectionable. Rubbish,
trespassing, human waste need to be managed. Install toilets?
9. Freedom of access from private property is important.
10. Town should not sell this land to a developer. How does a conservation easement
protect against this?
11. Public use of this property is growing even under the private ownership, and is currently
greater than 5 years ago. One trailhead preferred. No bikes. Open Space Management
Plan is essential. Partner with HOAs to develop and monitor. Status quo not likely to
improve existing condition. Improved management is needed.
12. Users bring trash, mattresses, and fire. Enforcement is essential. Getting worse. Care
needed to construct effective management plan.
13. Gate placement is sensitive. Will increase turnaround traffic on Curry if installed at
endo of pavement.
14. Add sign on Devon, Marcus, and Curry that say no Open Space Access. Enforce strongly.
15. Quiet town local park preferred over a marketed, heavily traffic park.
November 13th, 2019
16. Signs don’t work. Google maps error has been identifying Curry Dr as part of the Peak to
Peak highway.
17. Formalizing the 2nd (upper) access will encourage drinking, parking, etc. Need strong
Police presence for enforcement. Existing Mutual Aid Agreement between Town and
Larimer County sheriff office allows Town police to respond to situations in county if
needed. The Thumb parcels are already annexed into the Town limits and are under the
jurisdictional authority of Town (including Town Police Dept).
18. Loop trail could better support access from adjacent private property.
19. Address trail extensions to West and North summit. Would the owner (John Heron)
grant a public easement to the summit of Prospect Mountain?
20. Use speed smart trailer on Peak View to remind motorists of speed limit.
21. Concern about paid concessions. Prohibit? Limit?
East Table (notes taken by Town Administrator Machalek)
1. Is any maintenance or alteration allowed on the historic trail easement through private
property that links the Peak View parking area to the proposed Thumb parcels?
2. Difficult to know what the full costs are with all of the tentative/unknown aspects.
3. Feelings about proposal rely on the details and how they settle out.
4. Would like to see a gate lower on Curry with access for utility workers, etc. Road is in
very bad condition.
5. Concerned that “the cart is before the horse”, that a management plan should be
completed prior to considering purchase.
6. Concerned about the upper parking lot, would not be in favor of retaining this.
7. There is a GPS error that is sending people onto Curry Drive to route them to the Peak
to Peak Highway.
a. Dangerous situation as people are not prepared for the road condition and often
try to back down the road.
8. Concerned about parking along road and need for no parking signage
9. Concerned about rocks abutting homes on Curry. Will Town participate in rock fall
study?
a. Would like Town staff and Board to look at the area
10. Details of proposal and proposed management are critical. Concerned about potential
for overwhelming increase in visitors and crowds to site. Would rather just see residents
of the community as users.
11. Limited parking is a concern.
12. Have observed other high-use recreational areas where adjacent property owners have
had to move to protective mode and put up fences and no trespassing signs. Concerned
about impact on neighbors.
November 13th, 2019
13. Would like to see the word by word proposed amendments to the conservation
easements. These should be written before considering acquisition and the public
should have a chance to comment on them. Amendments to the conservation
easements are a critical piece of information for this project.
14. Do not believe more cars should be allowed up Curry
a. Existing trail from existing upper lot to climbing features is eroding
15. Allowable hours for use need to be established.
16. Concerns about fire, dangerous natural conditions, and illegal camping
17. Should consider studying the load factor including what the potential for future use is
18. A visitor use study should be completed
19. Concerned about mountain biking as an allowable use.
UTILITIES Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Project Manager Swoboda
Date: November 26, 2019
RE: Quarterly Broadband Update #2
Objective:
Present the second quarterly report for Broadband.
Present Situation:
This report is for the 3rd quarter of 2019 (plus), July – Oct. 2019.
The broadband pilot/startup project is in its final stage. We anticipate the full-service
launch next January.
Highlights:
Construction:
● Our pilot cabinet in the Raven Circle/Ranch Meadows area was activated
at the end of September. We have 33 pilot customers and 17 more
scheduled for installation. As a pilot, this area was released in an agile
fashion, with invitations to sign up in increments of ten This is helping us
respond to problems and implement improvements that result in a better
customer experience.
● FullStack LLC was contracted to develop, staff, and commission the
network. Josh Cramer’s team has exceeded expectations. They have
developed automation tools for customer installations, easy to use
network monitoring tools and lead the development of the Tri-Community
IGA to cost shares network services. He is currently leading the
development of a second IGA to share call center services and technical
staff. In a parallel effort, FullStack is helping with the development of our
smart-grid network.
● The main “hut” for Carriage Hills was moved from the Event Center to
Woodstock Drive. The electrical, cooling, and battery backup systems are
being installed now. To speed things up the broadband equipment for
Woodstock is being commissioned at the Power and Communications
shop. It will be relocated after all of the Woodstock systems are ready at
the end of November.
15
● Carriage Hills construction is on schedule. It includes three cabinet service
areas that will roll out in phases. Customer installations could begin as
early as this December.
● Construction Schedule: Our target is to have four cabinets ready (lit) by
mid-January.
Construction from these four cabinets to the customers’ curb is
concurrently underway and should be completed by mid-February.
● Woodstock Drive will also serve as the operations center. Architectural
plans for its renovation will be completed in January. Staff will be relocated
mid-2020.
Business Operations
Call Center/Sales and Billing Operations:
● Estrategy3 was contracted to create and staff our call center, sales, and
marketing group. Sid Scott and Sandra Alexa have continually exceeded
our expectations in commissioning a cloud-based call center and training
our Call Center Manager Kim Smith and Customer Service Representative
Angelo Raso. Kim Smith has been excellent in leading the marketing and
sales effort.
● All customers are encouraged to register for the latest news and updates
at: https://www.TrailblazerBroadband.com/ .
Marketing:
● The September 25th Brand Launch Event was successful with a
participation of over 200 guests. Trademark applications were submitted
on the same day as the launch and are now secured.
● As cabinet areas become available, a mail-out program is in place that
targets the specific areas ready for installation.
Hut
Four Total
Splitter
“Cabinet”
55 Total
16
Project Financials: Expenditures through October 24 total $1,755,088.
Other:
● Revenue bond sales took place on October 29, 2019, with successful
bond sales totaling $33,561,812 in bond proceeds. Funds were wired to
Town bank accounts on November 14, 2019.
Dashboard Statistics:
We will be developing tools to facilitate how information is compiled. The
information will be shared and used to continuously improve operations. A few of
the Call Center’s dashboards are shown below.
17
The next quarterly update will be provided in February or March of next year.
18
TOWN ADMINISTRATOR’S
OFFICE
Report
To: Honorable Mayor Jirsa
Board of Trustees
From: Town Administrator Machalek
Date: November 26, 2019
RE: Fish Hatchery Property Discussion
Objective:
Gather feedback from Town Board regarding reconsideration of workforce housing on
the Town’s Fish Hatchery Property.
Present Situation:
In 2017, the Town of Estes Park issued a Request for Proposal (RFP) to seek a
qualified developer to evaluate, plan, and implement the development of the Fish
Hatchery property for workforce housing. Three proposals were received and evaluated,
and AmericaWest Housing Solutions and Prairie Fire Development Group
(AmericaWest) was selected as the Town’s “preferred developer”. The Town entered
into an Exclusive Negotiation Agreement (ENA) with AmericaWest on January 15, 2018.
The goal of the ENA was to come to a mutually agreeable Disposition and Re-
Development Agreement (DRA). That ENA expired on January 15, 2019 with no
agreement on a DRA.
Staff believes that the authors of the two proposals not selected in the last RFP
evaluation process are still interested in the project. Staff has also heard from other
parties expressing interest in considering a development on the Fish Hatchery property.
Proposal:
Staff would like feedback from the Town Board on three (3) items:
• Is the Board still interested in pursuing a workforce housing development on the
Fish Hatchery property?
• If yes, does the Board want to re-issue an RFP or revisit the remaining two
proposals (C3 and The Encampment)?
• What outstanding questions or concerns does the Board have that need to be
answered early in the process?
Advantages:
• Workforce housing is an identified priority area in the Town Board’s Strategic
Plan.
19
• This is an opportunity for the Town to catalyze the development of workforce
housing using land it owns.
Disadvantages:
• Concerns have been expressed about how development on this property might
impact Rocky Mountain National Park. Any workforce housing development will
need to take these concerns into account.
Finance/Resource Impact:
N/A at this time.
Level of Public Interest
Medium.
Attachments
• 2017 Estes Valley Workforce Housing Request for Proposal
• Link to the C3 Proposal
• Link to The Encampment Proposal
20
2017 Estes Valley
Workforce Housing
Request for Proposal
Public Works Department
Facilities Division
May 26, 2017
21
2017 Estes Valley Workforce Housing
1
Table of Contents
SECTION DESCRIPTION PAGE
1.0 Introduction 2
1.1 Purpose
1.2 Goals
1.3 Coverage and Participation
2.0 General Information 3
2.1 Original RFP Document
2.2 Potential Building Site
2.3 Phased Proposal Process
2.4 Schedule of Events
2.5 Town Contact Person
3.0 Scope of Work 5
3.1 Project Overview
3.2 Coordination
3.3 Design Considerations
4.0 Proposal Preparation Instructions 5
4.1 Proposal Submission
4.2 Rejection of Proposal
4.3 Submission Address
4.4 Use of Subcontractors
4.5 Award of Contract
4.6 Insurance Requirement for Contractors
4.7 Response Material Ownership
4.8 Reference Documents
4.9 Term of Contract
5.0 Information Required from Contractor 7
5.1 Required Proposal Elements
5.2 Response to the RFP
5.3 Personnel
6.0 Evaluation/Selection Information 7
6.1 Evaluation/Selection Method
6.2 Interview of Three Finalists
6.3 Exclusive Right to Negotiate
7.0 Questions 8
22
2017 Estes Valley Workforce Housing
2
1.0 Introduction: A diverse workforce, composed of individuals who live in the community where they work, is a
fundamental cornerstone of the Estes Park area community. The Town of Estes Park (TOEP) is committed to
supporting workforce housing because it supports a stable, year-round economy. The gap between the free
market home prices and rents in the Estes Park area, and the income opportunities for local workers, continues
to widen. Many local workers are not able to live in the community where they work because they cannot afford
to pay the prices of the free market homes or the rents applied to housing. Availability of long-term rentals
continues to shrink, as vacation rentals surge. Planning for the development of workforce housing is necessary to
divert the loss of workforce housing in the free market, but to also offset the effects of job growth and the
retirement-age workforce as well.
Through the use of a Collaborative Community Effort (CCE) to develop workforce housing, the Town of Estes Park
expects to achieve benefits for the community, such as better value and more efficient project delivery with a
high level of certainty and minimized public subsidies. It is important that any workforce housing proposed is
compatible with the workforce housing need at the time and fits the fabric of the neighborhood. Workforce
housing should also address: respect for the environment, transportation impacts, site-specific considerations,
and impacts on public resources. The workforce housing project will also need to be sensitive to the historical
nature of the site and the Estes Park area community. The criteria established in this request for proposals (RFP)
document shall be used to guide the development of proposals for development of new, attainable, workforce
housing in Estes Park.
1.1 Purpose: The Town of Estes Park is seeking a qualified Developer to partner with local organizations, to
evaluate, plan, and implement the development of the Fish Hatchery Property for attainable workforce
housing. The current vision is a Planned Unit Development that could have a mix of for-sale and rental
units, and the potential for selective site amenities, to attract and retain workers in the Estes Valley area.
1.2 Goals: The intent of this project is to make a significant impact in the number of available units for sale,
and/or for rent, to workers in the Estes Valley. The Estes Valley Workforce area would be the same
geographical area as the Estes Park School District R-3 boundaries. The project may include, but is not
necessarily limited to; planning, development, financing, management, operation, and maintenance of
attainable housing.
● Develop a collaborative relationship with local agencies, including, but not limited to:
o Town of Estes Park (TOEP)
o Estes Park Housing Authority (EPHA)
o Estes Park Economic Development Corporation (EDC)
o Rocky Mountain National Park (RMNP)
o Estes Valley Land Trust (EVLT)
o Estes Valley Recreation and Park District (EVRPD)
● Large employers in the Estes Valley Workforce area:
o Estes Park Medical Center (EPMC)
o Rocky Mountain National Park (RMNP)
o Estes Park School District R-3 (EPSDR3)
o Town of Estes Park (TOEP)
23
2017 Estes Valley Workforce Housing
3
o The Harmony Foundation (also a neighbor to the project property)
o YMCA of the Rockies (YMCA)
● TOEP is interested in deed/rental restrictions that require residents of the project to work in the Estes
Valley Workforce area
● Rezone the property to increase density potential
● Target market for the future residents is 60% to 150%, Area Median Income, (AMI)
● Focus on year-round workforce housing, not seasonal housing
● Possibilities of Master Lease agreements, for a portion of the rental units, with Estes Valley Workforce
area, large employers
● Provide options for “neighborhood appropriate” amenities to attract workers and provide services,
such as, but not limited to:
o Daycare facilities
o Trail connection to Fall River Trail
o Outdoor/Park/Open space
o Transportation facilities
1.3 Coverage and Participation: Proposals submitted in response to this RFP shall be for providing all
professional services necessary for site development through project delivery, and address the potential
for future management of the project.
2.0 General Information:
2.1 Original RFP Document: TOEP shall retain the submittals, and all related terms and conditions, exhibits
and other attachments, in original form in an archival copy. Any modification of these, in the contractor’s
submission, is grounds for immediate disqualification.
2.2 Potential Building Site: The following is a listing of TOEP owned property that is being considered for this
project.
Fish Hatchery Property
● Approximately 75 acres, currently zoned A-1
● Fall River Hydroplant Museum area and adjacent buildings will need to remain in operation for their
current functions
● Current floodplain maps are available, however floodplain boundaries are currently being remapped,
with a draft boundary being available in fall of 2017
● There are designated wetlands delineated on the property, and current wetland delineation maps are
available
● Existing single family residences will need to be replaced by new units, TOEP is open to ideas on how
this transition can happen
● There are several buildings that are used for storage, and a retired water treatment plant, that are
negotiable in the planning process
24
2017 Estes Valley Workforce Housing
4
● The west and south boundary of the property borders Rocky Mountain National Park, with the
Aspenglen Campground directly across the river, and the project will need to consider impacts to the
campers
2.3 Phased Proposal Process: The responses to the RFP will be reviewed by committee and the field narrowed
to three Developers. The expectation from the three finalists, is to add more detail to their proposal, and
take the next step towards conceptual design. This could include items like building elevations,
landscaping concepts, and the layout of the site. There will be approximately one month between
announcement of the finalists and the presentation. The format of the interview/presentation will be
specified with the notification of finalist status. See the schedule of events in section 2.4 for the proposed
schedule.
2.4 Schedule of Events: The following is a tentative schedule that will apply to this RFP, but may change in
accordance with the TOEP needs, or unforeseen circumstances. Changes will be communicated by email
to all participating proposers.
Activity Date Comments
Request for Proposal Available May 26, 2017
Mandatory Site Visit June 16, 2017 10:00 AM
RFP Questions Due June 30, 2017 5:00 PM
RFP Submission Deadline/Bid Opening July 14, 2017 2:00 PM
Committee decision to top three Developers July 21, 2017 5:00PM
Interview top three Developers August 22, 2017 All Day
Developer Recommendation to the Board August 24, 2017 5:00 PM
Town Board Approval TBD
Notice of Award TBD ERN
Notice to Proceed* TBD ERN
*Pending Contractor's submission of Contract, Certificate of Insurance, and Business license.
2.5 Town Contact Person: Please direct inquiries concerning the nature of this RFP to the following Project
Manager:
Town of Estes Park
Public Works Department
Attn: Jon Landkamer, Facilities Manager
P.O. Box 1200
Estes Park, CO 80517
(970)577-3576
jlandkamer@estes.org
25
2017 Estes Valley Workforce Housing
5
3.0 Scope of Work:
3.1 Project Overview: This RFP contains the instructions governing the proposals to be submitted. It is the
intent of the TOEP to coordinate with the Developer to utilize the TOEP owned Fish Hatchery property for
workforce housing.
3.2 Coordination: The selected Developer is to work in conjunction with the TOEP, Facilities Division, and
other designated community representatives, to create a collaborative environment for design and
project delivery. The expectation for the project is a very transparent and open dialogue surrounding the
workforce housing concept. As the project moves forward, the Town will likely look for a Construction
Manager/General Contractor (CMGC) type of project delivery method to keep the momentum of the
project at a high level.
3.3 Design Considerations:
● Study the existing documentation of need in reference materials provided with this RFP
● Maximize land use by possible subdivision and rezoning the property or portions of the property,
multiple parcels would be preferable
● Design within the consideration of the Fall River Hydrology Study (Wright Water Report) and the
potential changes in the designated floodplain
● Harmonize design with the surrounding neighborhood
● Consider a phased approach to expedite occupancy and build interest in the project
● Assess existing conditions and include improvements to bring utilities and access, including
emergency access, up to current code
● Design to maximize efficiency and sustainability of site orientation and building design
● Where applicable, utilize LEED guidelines for design and construction (LEED certification will not be
pursued, unless it has no effect on the cost of the project)
● Pursue alternatives for funding to keep costs reasonable to be passed on to future residents
● Plan for inclusion of local workforce as much as possible through the entire construction project
● Proposed timeline to contract and construct the project
● Consider the integration of the Fall River Hydroplant Museum and associated area into the overall
plan
4.0 Proposal Preparation Instructions:
4.1 Proposal Submission: Five (5) hard copies of the proposal, and an electronic version on a USB drive, must
be received on, or before, 2:00 P.M., July 14, 2017. Proposals and the electronic copy must be in a sealed
envelope. Developers mailing their proposals must allow sufficient mail delivery time to ensure receipt of
their proposals by the time specified.
4.2 Rejection of Proposal: The Town of Estes Park, Public Works Department reserves the right to reject any
or all proposals and to waive formalities and minor irregularities in proposals received if deemed in the
best interest of the Town to do so. If, in the judgment of the Town, the bids or proposals are substantially
26
2017 Estes Valley Workforce Housing
6
equal, the Town Board may grant the contract to companies located in the Estes Valley or Larimer County.
The total cost of proposal preparation and submission shall be by the Developer.
LATE PROPOSALS WILL NOT BE ACCEPTED OR CONSIDERED.
4.3 Submission Address: The proposal envelope shall be delivered or sent by mail to:
Town of Estes Park
Mr. Jon Landkamer
Public Works Facilities Manager
P.O. Box 1200
Estes Park, CO 80517
Envelopes should be clearly marked: 2017 Estes Valley Workforce Housing
Hand delivered proposals should be delivered to:
Town of Estes Park
Mr. Jon Landkamer
Public Works Facilities Manager
170 MacGregor Avenue, Room 100
Estes Park, CO 80517
4.4 Use of Subcontractors: The proposing Developer shall indicate in the proposal any work intended to be
performed by subcontractors or persons outside of their firm. The bidding Developer shall name the
partner firms, if known, at the time of proposal submittal. Partners and subcontractors shall be bound to
meeting the same quality standards and schedules. They will also provide the same level of
documentation (insurance & business licenses). See item 4.7 below.
4.5 Award of Contract: A formal contract will be awarded to that responsible proposing Developer whose
proposal, conforming to the RFP, will be most advantageous to the TOEP, with these design and selection
factors considered. The executed contract will be an Exclusive Right to Negotiate (ERN) type and the
TOEP will generate an agreement to this effect.
4.6 Insurance Requirements for Developers: (Insurance Certificates are not required with the proposal.): The
Town must approve the successful Developer’s insurance prior to execution of the contract by the Board
of Trustees. The successful Developer shall acquire a Town Business License prior to signing the contract.
4.7 Response Material Ownership: All material submitted regarding this RFP becomes the property of the
Town and will only be returned to the Contractor at the Town’s option. The Town of Estes Park has the
right to use any or all ideas presented in reply to this RFP. Disqualification of the proposer does not
eliminate this right.
27
2017 Estes Valley Workforce Housing
7
4.8 Reference Documents: The following documents are available for reference:
● Estes Valley Housing Needs Assessment
o March 2008
o Prepared for Estes Park Housing Authority
● Estes Park Area Housing Needs Assessment
o January 22, 2016
o Prepared for Estes Park Housing Authority
● Hydrologic Analysis of Fall River, Upper Big Thompson River, Black Canyon Creek & Dry Gulch, Estes
Park, Colorado
o January, 2017
o Prepared for Town of Estes Park
o Wright Water Engineers Fall River Hydrology Report
● Larimer County Assessor Property Information
● Wetland Delineation Maps
● Current Floodplain Maps
4.9 Term of Contract: The Town will generate the Contract Agreement in accordance with Town policy.
5.0 Information Required from Contractor:
5.1 Required Proposal Elements: The Developer must provide the following information and statements
within the proposal:
● Executive summary of the proposal
● The Developer’s qualifications and experience in providing professional services in property
development and management
● Statement of understanding, showing familiarity with the Scope of Work, including schedule
● Provide a preliminary concept plan description of the proposed project that includes the portion of
the property to be developed, estimated unit count and square footage, and preliminary building
footprints
● Experience with complex transactions involving integrated planning, multiple financial sources and
approaches to implementation of proposals, cost estimating, project administration and quality
control
● Partnerships established with architecture and engineering firms for design
● Three references of past or current clients, with similar projects
● Name of the person who will act as primary contact person for the Developer’s work, including;
phone, cell phone, and email contact information.
5.2 Response to the RFP: The proposer must address each item of Section 5.1, in the order presented and
meet the mandatory requirements of Section 3.0 through Section 5.0. Proposals should be concise, and
generally should not exceed fifteen pages, excluding project experience and development history. Any
requested restrictions for the use or inspection of material contained within the submittal shall be clearly
stated. Confidential commercial, financial, and/or proprietary information must be clearly identified and
28
2017 Estes Valley Workforce Housing
8
separately packaged from the rest of the submittal. If so identified, the Town will protect those items from
disclosure to the extent permitted by law.
5.3 Personnel: The successful proposer must be capable of providing adequate, knowledgeable personnel to
fulfill the requirements of the proposed agreement.
6.0 Evaluation/Selection Information:
6.1 Evaluation/Selection Method: An Evaluation/Selection Committee will be appointed by the Town of Estes
Park. The objective of the Evaluation/Selection Committee will be to evaluate proposals against the
criteria set forth herein. The Evaluation/Selection personnel will evaluate proposals relative to the
following criteria:
● Quality of the proposed plan
● Attainability, and projected price points
● Mix of land uses, design quality and amenities, including pedestrian, landscaping and proposed
amenities
● Management qualifications and company capability. Qualifications of the Contractor in terms of its
ability, experience, and reliability in performing and managing work within a schedule and budget
● Long-term viability of the proposed project
● References should be provided for three recent clients for whom the Contractor has performed similar
projects and partnerships
6.2 Interview of Three Finalists: The field will be narrowed to the top three proposers and they will be invited
to present their expanded and more detailed development proposal to the Evaluation/Selection
committee in person, in a to-be-defined format. The finalists will have approximately one month to
prepare their presentation for the committee.
6.3 Exclusive Right to Negotiate: The Selection Committee will recommend action for approval of an ERN
agreement between the Developer and the local partnership agencies. The ERN will have a duration of
180 days with the opportunity to extend based on commitment to the project and progress. The outcome
of the negotiation would be a development agreement for consideration by the Town of Estes Park, Board
of Trustees.
7.0 Questions: Please direct all questions in writing to Jon Landkamer, by email, at; jlandkamer@estes.org.
Disclaimer: Any development agreement, including the Exclusive Right to Negotiate agreement, is subject to the
review and approval of the Town of Estes Park, Board of Trustees.
29
A PROPOSAL FOR
The Development of Workforce Housing
on the Fish Hatchery Property
FOR THE
Town of Estes Park
Estes Park, Colorado
THE C3 TEAM
CMS Planning & Development - Cornerstone Engineering - Gregg Coffman, P.C. - Basis Architecture
____________________________________________________________________________________________________________________
CMS PLANNING & DEVELOPMENT, INC. P.O. BOX 416 ESTES PARK, CO 80517 (970) 231-6200
CMS PLANNING & DEVELOPMENT
July 14, 2017
Town of Estes Park
170 MacGregor Avenue
Estes Park, CO 80517
Re: A Proposal for Workforce Housing at the Fish Hatchery Property
To the Town of Estes Park:
We are pleased to present a proposal for the development of Workforce Housing at the Town’s
Fish Hatchery Property. As long-time residents and employers in Estes Park, we understand
both the community’s significant need for housing for the working people and the unique
opportunity this project presents to address that need. Therefore, we are proposing a
development process which we believe will provide the Town of Estes Park and the greater
community with the best results in terms of financial return and the number of quality
workforce housing units built.
The C3 Team, a professional coalition of CMS Planning & Development, Cornerstone
Engineering, Gregg Coffman, P.C., and Basis Architecture, has extensive experience in property
acquisition, development planning, design and actual development and construction of
residential projects in Estes Park. We also have the unique experience of having formed non-
profit organizations for the benefit of the community in Estes Park
We are proposing a two stage process with an emphasis on community outreach and planning
first, especially with the area’s largest employers. Only then would we finalize the details of the
number and type of units to be built, the active participants in the property transactions,
financing and the structure of the development process. Our proposal also represents a
process which will keep the majority of the projects costs within the local economy by using
primarily local planners, designers, legal, accounting, suppliers and contractors.
We appreciate the opportunity to offer our proposal for this project to the Town of Estes Park.
Thank you for your consideration of it.
Sincerely,
Frank Theis, President
CMS Planning & Development, Inc.
TABLE OF CONTENTS
Executive Summary
Qualifications
Statement of Understanding
A Concept Plan
Experience and Partnerships
References
Primary Contact
Appendix A: Principal Resume
Appendix B: Relevant Projects
THE C3 TEAM
EXECUTIVE SUMMARY
THE C3 TEAM, a professional coalition of CMS Planning & Development, Cornerstone
Engineering, Gregg Coffman, P.C. and Basis Architecture, proposes to perform the following
planning & development services required to build Workforce Housin g on the Town of Estes
Park’s (TOEP) Fish Hatchery Property (The Property). Our team is composed of a local planning
and development company, a local legal firm, local engineers and architects. Our emphasis is
on keeping this project as local as possible, by working closely with the community that
understands the urgent and unique needs of Estes Park.
We are proposing a two stage process to maximize the benefit to the community:
1) THE PLANNING STAGE will identify a consensus plan for development of The Property. The
plan includes the layout, number and type of units to be built, and phasing of development.
We will use a Community Collaborative Effort to reach out to the whole community,
especially Community Partners such as the largest employers and interested agencies in the
Estes Valley.
In order to have an unbiased process during the Planning Stage, we propose an agreement
with TOEP in which the Town can change or terminate the agreement for the Development
Stage, but retain the rights to use the wo rk product from this planning Stage. If TOEP
chooses to terminate, THE C3 TEAM will be reimbursed for the planning work.
2) THE DEVELOPMENT STAGE will begin with the creation of a private, non-profit Community
Development Corporation to act as the vehicle to develop the property, in order to keep
local control of the project from start to finish. The Community Development Corporation
(CDC) will be overseen by a Board composed of representatives of the Community Partners
and TOEP.
The CDC will be the legal vehicle for the purchase and development of The Property, and
could also be used as the vehicle for future workforce housing projects in the Estes Valley.
During this stage, THE C3 TEAM members may continue to act as consultants to, or
employees of, the CDC, if the Board of the CDC chooses to do so. By working with a non -
profit, community-based developer, the TOEP should be able to maximize the outcome of
this project, both in terms of the number of workforce housing units built and in the
financial return from the sale of The Property.
In order to expedite development of the attainable housing, we recommend the sale of The
Property proceed in a phased manner. The Planning Stage would identify a first phase which
has the least physical or political constraints to being developed. The first phase of
development by the CDC would target construction starting in the summer of 2018.
Our proposal has three primary goals:
1) To provide the TOEP with the best return on the sale of The Property, both in terms of
developing attainable workforce housing, and maximizing financial gain.
THE C3 TEAM
2) To implement a broad, community-based planning process, which maximizes input from
all stakeholders and potential beneficiaries of the project. Thus, to ensure that the
project can be implemented in a timely manner without political delays.
3) To keep the project as local as possible, by working with local consultants, by creating a
local, non-profit Community Development Corporation for development and
construction, and by hiring local contractors to build the project. This proposal
minimizes the outflow of money from the community, including tax dollars, from what
could be a $30,000,000 project, or more.
Our team has extensive experience working with the TOEP on development and bu ilding
residential projects in Estes Park. We have experience in working with the TOEP staff and the
Planning Commission on several large scale (by Estes Park standards) land planning projects.
We have also been involved with the organization and operation of several local non-profit
corporations, which were created for the benefit of the community. For almost twenty years,
we have built residential projects in Estes Park using as many local sub -contractors and
suppliers as possible, while maintaining a very competitive price point for that construction.
Thank you for your consideration,
THE C3 TEAM
THE C3 TEAM
QUALIFICATIONS
We are proposing a true team effort, in which all members of o ur team will participate in every
phase of the project. The work will be managed and organized by CMS Planning &
Development, as the lead team member and primary point of contact for TOEP.
Cornerstone Engineering will provide civil and structural engineering services to the project,
including all CAD and GIS mapping work. Gregg Coffman, P.C. will provide land use, real estate
contracting, and non-profit incorporation legal consulting, as well as project accounting. Basis
Architecture will provide site planning, architectural design, and environmental design services.
CMS Planning & Development – CMS will be represented throughout the project by its owner
and President, Frank Theis. Frank moved to Estes Park in 1999, when he bought Mary ’s Lake
Lodge, which had been vacant since a 1978 . A fire burned down half of the historic lodge. His
company totally renovated the existing lodge ($4,000,000), and re-built the south wing
($3,000,000). As a Developer and licensed general contractor, CMS has built over 60 multi-
family and single-family residences in Estes Park, as well as renovating several older homes.
Frank has over 35 years of experience in land planning and development. In Estes Park, CMS
has been the lead planner and designer for over 240 approved residential units, and several
ancillary commercial facilities. He is very familiar with the Estes Valley Development Code and
experience with annexation, re-zoning, subdivision, development plans, and planned
developments in Estes Park. He also has a background financial analysis of land development.
Cornerstone Engineering & Surveying, Inc. was formed in 2001 as a full service engineering and
design/ build firm doing business in the State of Colorado. A professional staff is employed with
extensive experience in engineering and construction management. Our staff includes
registered professional engineers, planners, senior computer aided design and drafting (CADD)
operators and support personnel. We possess strong experience in all phases of master
planning, entitlement, design and construction. Since its inception, Cornerstone Engineering &
Surveying, Inc. has completed projects involving a multitude of entitlement and design types
including major and minor development, road designs, trail design, parking and infrastructure
design for single family and multi-family residential, commercial facilities and municipalities.
Our professional staff has developed a unique ability to address design requirements inherent
in diverse and complex master plan projects. We have been successful in addressing project
requirements in a functional and cost effective manner by providing high quality engineering
services. We have a strong understanding of all elements of master plan development. The
backgrounds of our engineering staff encompasses a wide range of diverse engin eering services
including pre-design research and analysis, design synthesis, construction documents,
specifications, construction management and administration.
The Principal Engineer, Michael Todd, is a registered professional engineer in the State of
Colorado. Mike Todd’s background is diverse and encompasses many engineering disciplines.
Our clients have included municipal, commercial, state and federal government and the private
sector. The projects we have successfully completed include land use pro jects such as
subdivision master planning, preliminary and final plats, development plans, traffic, storm
THE C3 TEAM
drainage and infrastructure design. Our work also includes a myriad of civil design projects such
as roads, bridges, dams, reservoirs, water treatment, facilities, canals, pump stations and water
and sewer lines along the Colorado Front Range.
Our philosophy and management style is based on the belief that our engineers should
consistently exhibit a strong commitment to quality of design. Attentions we give to other
aspects of a design include overall project goals and budgetary constraints. We utilize our
expertise in analyzing complex projects and engineering experience to produce a superior
product. Our client-oriented approach and follow through provide excellence from the initial
stages of the project to completion. We take pride in successfully translating our client’s goals
into effective results.
Gregg Coffman, P.C. has been a lawyer in private practice in Estes Park since 1991. He works
primarily in real estate, business, commercial and tax matters. Gregg has represented both
buyers and sellers in numerous residential and commercial real estate matters, and has
represented developers in many real estate development projects throughout the Est es Valley.
In addition to his legal work, Gregg is majority owner, president and general counsel for Rocky
Mountain Escrow & Title.
Basis Architecture – Steve Lane, AIA LEED AP BAS1S Architecture was founded in Estes Park in
1999. In the almost 20 years since, Steve Lane has focused on creating inspired spaces for
residents of Estes Park to live and work. Steve has been involved in a significant number of
major public and private developments in the Valley, remained actively engaged in the
community and has become a recognized local expert in the planning and building codes, ADA
and energy conservation. Steve has participated in projects not only as an Architect, but has
been involved in development and construction, giving him familiarity with all aspects of
complicated projects. Steve is currently assisting in creating a long term vision for the
Downtown area, a project perhaps as complicated as any. He has been fortunate to design a
place to call home for hundreds of residents of the Estes Valley: pro b ono cottages for Habitat,
a large senior housing development, and modestly sized homes for local residents, as well as
dream homes for those choosing to retire here. He has been a passionate advocate for creating
housing to support a sustainable year round economy in Estes Park for many years.
STATEMENT OF UNDERSTANDING
It is our understanding that TOEP is requesting proposals for development of the Fish Hatchery
Property for workforce housing, including a process to engage the TOEP and other designated
community representatives in the planning and design of the project. This proposal also needs
to address financing options, a project delivery structure, and construction management and
phasing. The following Scope of Work details the tasks we propose to achieve these goals.
SCOPE OF WORK - Planning Stage
1) THE C3 TEAM will prepare base plans for the Fish Hatchery Property (The Property)
including topography, property boundaries, easements, utilities, roads, buildings and other
improvements.
THE C3 TEAM
2) THE C3 TEAM will prepare a preliminary Site Analysis of The Property including mapping
wetlands, soil conditions, wildlife habitat, floodplains, historic buildings, critical view
corridors, geological hazards, and wildfire hazards. The Site Analysis will include a
determination of capacity of the existing utility infrastructure serving The Property, and
identify any related constraints to development on the site. The Site Analysis will provide a
determination of the location and rating of buildable areas of The Property.
3) THE C3 TEAM will prepare a preliminary analysis of the road system serving The Property,
specifically the traffic capacity as it relates to the type and amount of development being
considered.
4) THE C3 TEAM will meet with the Community Partners, as directed by TOEP, to gather
information and ideas on development of The Property and determine their potential
involvement in the development. These meetings will be documented in a Community
Collaboration Effort (CCE) report, a working document which will be updated throughout
the project. The result of these meetings will be a detailed list of goals and objectives for
the project describing the number and type of dwelling units to be built, potential support
facilities, property management and the preliminary organization of a Community
Development Corporation (CDC) with the Community Partners.
THE COLLABORATIVE COMMUNITY EFFORT will be structured to take in a broad range
of input from the residents of the Estes Valley, including individuals and groups , with a primary
focus on the potential of the development of The Property to best address the Workforce
Housing needs of the Estes Valley. To that end, THE C3 TEAM will work with the Community
Partners, including the Medical Center, School District, Harmony Foundation, the YMCA, the
Town of Estes Park, Rocky Mountain National Park, and others specified by TOEP, to identify
specific housing needs and potential collaborative financing and development options. The CCE
will not only document community input and specific types of housing needed by the
Community Partners, but develop specific implementation strategies, such as pre -sales or pre-
construction commitments by the Community Partners, Master Lease agreements, property
sale pricing and development of amenities and support facilities.
5) Based on the results of the Community Collaboration Effort, THE C3 TEAM will refine
concepts for The Property including platting, zoning, phasing, number of units, type and size
of units, unit mix, and support facilities. These concepts will include preliminary site plans,
phasing and financial projections for TOEP review.
6) THE C3 TEAM will meet with The Property’s neighbors and make two public presentations
of the preliminary plans, financial projections, proposed project organization and the
proposed development process. Public input from these meetings will be documented in
the CCE Report for review by the Community Partners and TOEP. Changes to the
preliminary plans, financial projections, project organization and development process will
be implemented as directed by TOEP.
7) The consultants will meet with the Community Partners and TOEP to identify a first phase of
the project with the greatest potential for immediate development. If TOEP decides to
THE C3 TEAM
proceed, they may re-plat and re-zone the property to create a legal parcel, with an
approved concept plan, ready to sell to a Community Development Corporation (CDC).
8) Simultaneously, THE C3 TEAM will file a non-profit Community Development Corporation
(CDC) with the State of Colorado to contract for the purchase and development of The
Property. The Board of the CDC will include representatives from TOEP and the Community
Partners. The CDC will negotiate a purchase agreement with TOEP, based on the agreed
upon preliminary plans, financial projections, project organization, and development
process.
THE COMMUNITY DEVELOPMENT CORPORATION is a vehicle for developing
Workforce housing on The Property. It would be a non-profit corporation, thus eliminating
excessive profits by the developer of The Property. The CDC’s mission and management would
be community controlled by a community-based Board of Directors selected by the Community
Partners and the Town of Estes Park. The Community Development Corporation could also be
the vehicle for future development of other attainable or work -force housing projects in the
Estes Valley. It would be eligible for government housing grants and other funding.
The CDC would work as a complementary partner to the Estes Valley Housing Authority,
focusing on the development, construction and sale of low to medium density housing units.
The CDC would cooperate with the Housing Authority on any portion of the project which
would be more appropriate for the Housing Authority to build or ma nage, such as higher
density Townhomes or apartments.
SCOPE OF WORK - Development Stage
1) At the direction of the CDC, THE C3 TEAM will prepare a Development Plan for the first
phase of development of The Property for submission to the Planning Commission and
Town Board.
2) At the direction of the CDC, THE C3 TEAM will meet with neighbors and other vested parties
to present and get feedback on the plans prior to submission for Planning Commission
review.
3) At the direction of the CDC, THE C3 TEAM will prepare the Development Plan application,
submit to the Town, make revisions based on staff input, appear before the Plan
Commission and prepare revisions as needed for final approvals. The CDC will pay for
engineering, surveying, any required studies and Town fees. Town Fees may become a
negotiable item for cost control.
4) THE C3 TEAM will provide all project management including oversight of surveyors,
engineers and any other consultants. THE C3 TEAM will also coordinate with all utilities,
neighbors and the Town of Estes Park and Plan Commission staff.
5) Upon approval of the Development Plan by the Town Board, the CDC will execute the
contract for purchase of The Property.
THE C3 TEAM
Phase I Property Sale
With a purchase agreement executed between the CDC and TOEP, the CDC will take title to
Phase I of The Property. If a purchase agreement cannot be reached, TOEP will reimburse the
CDC and/or THE C3 TEAM for all planning work completed to date. TOEP will retain the rights
to all planning work product, design and construction documents and use of the non-profit
CDC.
Project Financing
There are many financing options available for this project. We recommend the TOEP retain
title under the purchase agreement, but subordinate title, so the CDC can get conventional
financing, using the land as collateral. TOEP would be paid a pre -determined amount at the
closing of each unit’s sale. This financing structure allows the TOEP and CDC flexibility to
increase or decrease the TOEP pay-off. If the TOEP wants to increase or decrease its support
for the sales price point.
If the Community Partners decide to make commitments to pre-purchase units, the financing
structure may be completely different. It is possible that situation would self-finance the
development of infrastructure and lot sales would provide collateral for unit construction loans.
Either way, we recommend trying to work with a local bank for project financing.
Phase I Construction
1) The CDC will contract for preparation of construction documents for the Phase I
infrastructure including roads and utilities.
2) The CDC will contract for the construction of the Phase I infrastructure.
3) The CDC will contract for the design of the Phase I buildings.
4) The CDC will put the building construction out to bid to local general contractors. If
necessary to meet project schedule, the bidding may be extended to general contractors
from outside of the Estes Valley.
5) The CDC will determine pricing of the units based on the construction cost and a final
negotiation with TOEP on their pay-off/unit. The CDC will work with interested Community
Partners to enter into purchase agreements for the units.
6) The CDC will hire local contractors to build out Phase I, working with the participating
Community Partners on timing, purchase contracts for the units and/or lease agreements.
LOCAL & COST EFFECTIVE – This proposal emphasizes the use of local consultants and
contractors. By keeping most of the planning, design, financing and construction work in the
Estes Valley. It minimizes the outflow of money from the community, including tax dollars,
from what could be a $30,000,000 project or more. THE C3 TEAM’s experience in building
residential projects in Estes Park includes using as many local sub-contractors and suppliers as
possible, while maintaining a very competitive price point for that construction .
THE C3 TEAM
Additional Development Phases
As Phase I is being built, the CDC and TOEP will work with the Community Partners to identify
and design the additional phases of development. Each tract of The Property will have both
physical and political constraints to development. A major consideration for the TOEP will be
the desire of many in the community to limit development next to Rocky Mountain National
Park versus the clear need to build as many workforce housing units as possible.
One potential solution to this problem would be to negotiate the sale of sensitive tracts of The
Property to become permanent open space and use the proceeds along with proceeds from
development to establish a Workforce Housing Fund. This Fund would be used to promote
additional workforce housing projects with property acquisition, planning and development.
The CDC could act as partner with TOEP and/or the Housing Authority on additional workforce
housing projects where appropriate.
PROJECT SCHEDULE
THE C3 TEAM proposes the following schedule for this project through Phase I:
September, 2017 Town Board Approval/Award
October, 2017 Begin Planning Work & Meetings with Community Partners (CCE)
February, 2018 Complete Planning Work & Formation of CDC
March, 2018 Begin Phase I Rezoning, Platting, and Development Plan
May, 2018 Break Ground, Fast Track Phase I Subdivision & Infrastructure Construction
July, 2018 Finalize Phase I Subdivision & Begin Construction on Units
August, 2018 Begin Phase 2 Planning
July, 2019 Completion & Sale of 10 -15 Units in Phase I
July, 2019 Begin Phase 2 Construction
July, 2020 Completion & Sale of 25 – 30 Units in Phase I
This is a very aggressive schedule for Phase I, which would require the TOEP’s and the Planning
Commission’s assistance with fast-tracking the plan approval process. If this can’t be
accomplished, the construction of Units would probably not begin until late 2018 or early 2019.
The schedule for Phase 2 could move up depending on the outcome of the ongoing planning
process.
A CONCEPTUAL PLAN
There are many different options for the final plan to be developed, all of which will be
influenced by the planning process with community input. This concept plan represents what
THE C3 TEAM believes could be the outcome of the first phase of the planning process. It
includes the following:
THE C3 TEAM
1) Plat off the Phase I portion of The Property, including approximately 20 acres of the core
Fish Hatchery north of Fall River. TOEP re-zones this tract to R - ¼ acre minimum lot size
allowed.
2) TOEP to sell this tract to the CDC under an agreement for TOEP to subordinate title for
project financing and agreed upon pay-off of all net proceeds at the closing of each unit’s
sale.
3) The CDC subdivides the tract into forty-three ¼-acre+ lots, with a central community center
in a pocket park and designated wildlife corridors.
4) The CDC designs and contracts to build forty-three 2-3 bedroom, 2 bath homes with 1-2 car
garages.
5) Unit sizes are 1,200 – 1,500 finished square feet with nice, but not extravagant finishes. The
construction cost would be about $150/square foot including development. Construction
costs could be reduced by as much as 5% - 7%, if the TOEP choses to waive building permit,
water, and electric fees.
6) The goal is to provide an entry-level work force homes, priced under $300,000, for young
families or couples, such as nurses, teachers, policemen, or other employees earning 60% -
150% of AMI.
The following proforma shows the basic costs, price points and potential proceeds from sales:
By providing affordable work force housing for community service providers and business’
including the school system, hospital (local medical facilities) town, etc. will help maintain
young professionals for developing a strong community.
THE C3 TEAM
PROFORMA
THE C3 TEAM
CONCEPT PLAN
Showing the property platted into four potential development tracts with Phase I being a 43-lot
small home subdivision on the core Fish Hatchery tract.
THE C3 TEAM
EXPERIENCE AND PARTNERSHIPS
All of the members of THE C3 TEAM have extensive experience with working on a variety of
planning and design teams, including the following in Estes Park:
Mary’s Lake Lodge Renovation, 1999 Frank Theis, Bear Lake, Inc.
The Promontory Condominiums, 2003 CMS Planning & Development, Gregg Coffman, P.C.
Stone Bridge Condominiums, 2005 CMS Planning & Development, Gregg Coffman, P.C.
Redevelopment of Elkhorn Lodge, 2006 CMS Planning & Development
The Meadow Condominiums, 2008 CMS Planning & Development, Greg Coffman, P.C.
The Elkhorn Project, RTA Proposal, 2011 CMS Planning & Development, Greg Coffman, P.C.
Streamside on Fall River CMS Planning & Development, Greg Coffman, P.C.
Antlers Pointe Greg Coffman, P.C.
Bobcat Ridge Greg Coffman, P.C.
Bugle Pointe I and II Greg Coffman, P.C.
Creekside Condominiums Greg Coffman, P.C.
Creekside Suites Greg Coffman, P.C.
Picadilly Square Greg Coffman, P.C.
Stanley Avenue Condominiums Greg Coffman, P.C.
The Timbers Greg Coffman, P.C.
CMS Planning & Development and Gregg Coffman, P.C. have the most extensive experience
with complex property transactions. They have worked together on several in Estes Park,
including multiple property transactions in the Mary’s Lake Subdivision for Rock Castle
Development, Mary’s Lake Lodge, and James Tawney. From 2001 to 2007, CMS Planning &
Development acted as the official representative for all five of the property
owner’s/developer’s in the Subdivision, negotiating Development Agreements with the Town,
overseeing all shared public improvements, tracking and enforcing all shared cost agreement s
and documenting all improvements and payments with the Town. CMS and Coffman also
participated in the negotiation of the funding agreements and purchase contract for the
Regional Tourism Project at The Elkhorn Lodge, a complex public/private project which included
the creation of a non-profit corporation to serve as the project developer.
Since Cornerstone’s inception, we have provided Civil Engineering services to numerous
developments in the Estes Valley. Our most recent development projects include the Falcon
Ridge, Harmony Foundation, Estes Park Medical Center, and the Black Canyon In n. Other civil
engineering and entitlement projects in the Estes Valley include the Wapiti Subdivision and
Development, Overlook Development, Good Samaritan Development and Talons Point. All
development in the Estes Valley has involved working with the Town of Estes Park Planning
Department, Utilities and Public Works. In addition to the Town of Estes Park, we have
established a good working relationship with the Upper Thompson Sanitation District, Excel
Gas, Century Link and Baja Cable Service.
CMS, Cornerstone and Basis have a combined 100-plus years of experience, just in the Estes
Valley, with project implementation, cost estimating, project administration and quality control.
This experience includes oversight of more than $30,000,000 of projects built.
Appendix A: Principal Resumes Appendix B: Relevant Projects
THE C3 TEAM
REFERENCES
THE C3 TEAM
THE C3 TEAM
THE C3 TEAM
PRIMARY CONTACT
THE C3 TEAM Contact:
Frank Theis
CMS Planning & Development
P.O. Box 416
Estes Park, CO 80517
Phone: (970) 231-6200
Email: ftheis3@gmail.com
APPENDIX A
Principal Resumes
Table of Contents PROJECT TEAM
Frank O’Brien Theis
Education: MLA-Urban Design from Kansas State University, 1986
Masters Thesis on Land Development Financial Feasibility Analysis
Bachelors of Landscape Architecture from University of Oregon, 1981
Experience: From 1981 to 1985 Frank served as a project manager and office manager for Hare & Hare, a
land planning firm in Kansas City, Missouri where he specialized in commercial and residential development
planning. From 1985 to 1997 he was an Adjunct Professor for the School of Architecture & Urban Design at
the University of Kansas, where he taught classes in site planning, development and urban design.
In 1987 Frank founded Theis Doolittle Associates, an Architecture and Planning firm specializing in land
planning, urban design and parks facilities. He oversaw the work of up to twelve professionals designing
neighborhood parks, regional parks, schools, recreation facilities, urban parks and plazas, zoo facilities, trail
systems and public gardens, including projects in Kansas, Missouri, Indiana, Arkansas, Virginia, Oregon,
Washington, D.C., and Vancouver, B.C.
In 1992 Frank moved to Eugene, Oregon to oversee the design and construction of King Estate Winery which
was the largest new winery on the west coast (6 buildings totaling over 2000,000 square feet). Theis Doolittle
Associates won an American Institute of Architects Design Award in 1997 for the design of King Estate Winery.
While in Oregon, Frank also developed a 230-acre residential subdivision.
1997 Frank sold his interest in Theis Doolittle Associates and founded Bear Lake, Inc. to develop a 360 -acre
residential planned community located between Kansas City and Lawrence, Kansas. Working with County,
State and Federal agencies, Bear Lake set aside 120 acres of wildlife preserve including a 60-acre lake,
substantial wetlands and over four miles of hiking trails under a permanent Conservation Easement.
In June, 1999 Bear Lake, Inc. bought Mary’s Lake Lodge in Estes Park, Colorado. The historic Lodge has been
abandoned for over twenty years and had to be totally renovated. Frank acted as general contractor for the
$4,000,000 renovation project which took four years to complete resulting in a 16-suite hotel, restaurant,
lounge, meeting/banquet facilities, spa and 20 condominiums. He also designed and managed the re-
construction of the historic South Wind of the lodge. He was the managing partner of the Lodge for three
years after its re-opening.
For over seven years, Frank acted as the official Owners Representative with the Town of Estes Park for all of
the developers in the Marys Lake Subdivision. In that position, he coordinated over $1,500,000 of public
improvements which included a half-mile section of pedestrian trail and a turn lane on Highway 7. Since 2004,
CMS Planning has been involved in the planning, design and development of several projects in Estes Park
including The Rustic Units and conference center at Marys Lake Lodge, The Promontory (28 townhomes),
Stonebridge Estates (24 townhomes), Silver Tree Subdivision, The Elkhorn Lodge and The Meadow
Condominiums. As a licensed general contractor in Estes Park, Frank has built over 60 multi-family
condominiums and townhomes as well as several single-family homes.
In 2012, Frank served as President of the Board of The Elkhorn Project, Inc., which prepared and submitted
with the Town of Estes Park a Regional Tourism Act application to the State of Colorado Economic
Development Commission for a 65-acre ski-park and living history park at the historic Elkhorn Lodge. Frank
developed the overall design concepts and financial analysis information for the $50,000,000 project. He also
organized and ran several public meetings promoting the project throughout the community.
Frank has served the community as a member of the Trails Committee of the Estes Valley Recreation District, a
member of the Estes Valley Fire Services Task Force, a member of the Town of Estes Park’s Transportation
Visioning Committee, President of the Estes Valley Fire Protection District Board, the President of The Estes
Valley Watershed Coalition Board and currently as the Treasurer of The EVWC Board.
MICHAEL S. TODD, P.E.
Principal
EXPERTISE Roadway and Bridge Design, Structural Analysis &
Design, Commercial and Residential, Historic
Renovation, Infrastructure Design, Drainage Analysis,
Construction Management, Land Development,
Design Build & General Contracting
EDUCATION B.S., Civil Engineering, Colorado State University, 1992
Graduate Work: Groundwater, Environmental and
Hydrogeology, Colorado State University, 1994-1995
REGISTRATION Professional Engineer – State of Colorado
PROFESSIONAL American Society of Civil Engineers; Tau Beta Pi,
AFFILIATIONS Honorary Fraternity
EXPERIENCE SUMMARY
Mr. Todd’s expansive background in engineering has allowed him to utilize
his expertise in many design/build and construction management projects.
He has performed as design engineer and project manager for
municipalities, government and private sector clients. These projects have
included roadways, bridges and multi use trails, storm drainage, water and
wastewater treatment and design, water and sewer line design and land
development. He performs structural evaluation and design and has
provided engineering services for fuel tank removal, environmental site
assessments and tunneling and geotechnical evaluations.
PROJECT EXPERIENCE
Roadways/Trails:
Prospect Avenue By-Pass Reconstruction
Town of Estes Park, Colorado
State Highway 36/Fish Creek Road and Underpass – Colorado
Dept. of Transportation
State Highway 34/36 Bridge Underpass – Colorado Dept. of
Transportation
Historic & Preservation:
Holzwarth Never Summer Ranch
Columbine Cabin – Never Summer Ranch National Park Service
McGraw Ranch – Rocky Mt. National Park Associates
McGraw Ranch Building 103, 105, 106 Rocky Mountain National
Park Associates, Rocky Mountain National Park
Lewis House/Miner Museum – Lafayette, CO
William Allen White Cabin and Outlying Cabins Condition
Assessment and Work Program – Rocky Mt. National Park
Association, Rocky Mt. National Park
Knoll Trail & Bridge
PRINCIPAL PROFILE
Historic & Preservation: (continued)
Building 48 Renovation and Work Program –
Rocky Mt. National Park Association
Twin 1 & 2 Cabins, Rose Cabin, Mamma’s Cabin, Taxidermy
Cabin, Never Summer Ranch Rocky Mt. National Park
Associates, Rocky Mt. National Park
Water Storage Tanks:
MacGregor Mountain 300,000 Gallon Water Storage Tank – Town
of Estes Park
Glacier Creek 1,000,000 Gallon Water Storage Tank –
Town of Estes Park
Summit Property 300,000 Gallon Water Storage Tank – YMCA
Mountain Side 100,000 Gallon Water Storage Tank – YMCA
Civil:
Lone Tree Housing Development – Simpson Housing
North College Avenue Underpass – City of Fort Collins
Lake Estes Pedestrian Trail, Phase I, II, IV – Town of Estes Park
Town of Estes Park Fuel Tank Removal – Town of Estes Park
Mary’s Lake Raw Water Pump Station – Town of Estes Park
Estes Park Medical Center
Harmony Foundation
Wapiti Crossing Condominium Development
Black Canyon Inn
Overlook Development
Estes Park Good Samaritan
Mirasol Development
Talons Pointe
Structural Design:
Estes Park Catholic Church – Basis
Architecture
Estes Park Visitors Center – Basis Architecture
Black Canyon Inn – Sloan Investments, LLC
Best Western Motel – Basis Architecture
ABC Climbing Gym – ABC Kids Climbing, LLC
Residential Construction – Dallman
Construction
Residential Construction – Kingswood Homes
Riverspointe Downtown – Basis Architecture
Fish Creek Trail Extension
MacGregor Mountain
Water Storage Tank
Fish Creek Trail Extension
Black Canyon Inn – Bldg F
Development Plans:
Black Canyon Inn Condominiums Master Plan
Harmony Foundation Treatment Facility
Estes Park Medical Center – Multiple expansions and
parking expansions
Eagles Crest Condominiums
Wapiti Crossing Condominiums
Rivers Pointe Downtown Condominiums
East Riverwalk Condominiums
Estes Park Visitor Center
Cherokee Meadows Subdivision
Talons Pointe
Johnstown Self Storage
Olympus Views Condominiums
(Commercial Office Space)
Roadway/Trails:
Hwy 34/36 Bridge Underpass Town of Estes Park
Lake Estes Pedestrian Trail, Phase II, IV
Taft Hill Road Underpass, Trail System, Parking Lot and
Observation Area – City of Ft. Collins
JES REETZ
Principal
EXPERTISE Drafting, Site Development, Engineering Service
EDUCATION Associates of Applied Science, Front Range Community
College 1998
EXPERIENCE SUMMARY
Mr. Reetz’s background in civil drafting has allowed him to apply his
skills on various construction/development projects. These projects
have included roadways and trails, water and sewer lines, dams,
tunnels, geology maps and profiles and land development. Mr.
Reetz has utilized various drafting programs and is currently utilizing
AutoCAD of which he has 20 years experience.
PROJECT EXPERIENCE
PRINCIPAL PROFILE
Steve Lane, AIA LEED AP
EDUCATION AND LICENSURE
Professional Degree: Bachelor of Architecture - Rensselaer Polytechnic Institute, Troy, NY
Registrations: NCARB Certificate: 58-107
Colorado: B-3339
Wyoming: C-2292
PROFESSIONAL EXPERIENCE
Principal Architect of BASIS Architecture, P.C., Estes Park: Established: 1999
A firm founded on the principle of providing impactful work with excellent client service.
Currently, the firm employs three additional staff members with diverse experience in site
planning, design, construction documentation and marketing.
Project Types
Single, Multi-family & Senior Housing
Commercial: Restaurant, Office, Retail
Public Buildings
Historic Restoration
Churches, Religious Camps & Schools
Services
Master Planning & Facilities Evaluations
Development Plan & Special Review approvals
Conceptual Design & Feasibility
Design and Construction Documents
Construction Contract Administration
Full services incorporating the work of experienced consultants such as Civil, Structural,
Mechanical, Electrical and Acoustical Engineering
Professional & Community Involvement
Estes Park EDC Code Committee, 2014-present
Panelist - Estes Valley Workforce Housing May 2017
Pro-bono - Habitat for Humanity of the Estes Valley, Single family home designs, 2001-2012
Estes Valley Planning Commissioner, 2009-2011
Vice-Chair, Estes Park Board of Building Code Appeals, 2001-2009
Larimer County 2006 + 2012 IRC Adoption Committees
District Accountability Committee - Park R-3 School District, 2008-2011
Longmont Historic Preservation Committee, 2016 - present
Longmont Downtown Master Plan Steering Committee, 2016
DEVELOPMENT EXPERIENCE
Riverspointe Downtown - In 2007, as a member of a four-person development team working
with the Estes Park Urban Renewal Authority, Steve helped this public-private
partnership develop an early example of a new way to look at development in
downtown Estes Park. The site, owned by EPURA, was converted from the last
remaining downtown gas station into 10,000 square feet of new, sales tax generating
retail space along a redeveloped Riverwalk with nine residential units above. These
residential units have been a mix of vacation and permanent resident housing with great
success.
Housing Experience
In almost 20 years of practicing architecture in the Estes Valley, BAS1S has designed
hundreds of single-family homes to fi t all budgets and sizes. In addition, the fi rm has
been a key part of many of the larger multifamily housing projects in town. Our
philosophy is always to create the best possible space for our clients while incorporating
designs that respect the surrounding environment.
Housing Project Examples
EP Housing Authority - Peak View Apartments (current)
View at 242 Virginia Drive
Fall River Village
Stanley Overlook
Estes Park Good Samaritan Village Estes Park
Habitat for Humanity
20 years of Custom Home design
Other Relevant Projects
Harmony Foundation: Master Plan, Madigan Building & Dining Pavilion
YMCA of the Rockies - 30+ projects since 2000 ranging from cabins to master plans
Estes Park Downtown Master Plan
Estes Park Visitors Center
Fall River Hydroplant Restoration -- Construction Administration
APPENDIX B
Relevant Projects
Cornerstone Engineering & Surveying,
Inc. (CES) was a critical partner in the
Estes Park Housing Authority’s, Falcon
Ridge, 48 unit affordable housing
development. CES prepared preliminary
and final site grading, utility, roadway and
storm drainage plans for the successful
completion of the Town of Estes Park
entitlement process. The project
included design of civil infrastructure to
support an American with Disability Act
affordable housing campus including 8 -
5 and 6 unit buildings, community
building, sports court, play area and
commons area. Particularly important
during the design phase of the project
was coordination of affected agencies
including wetlands, Town of Estes Park
water, electric and Public Works
Department, Upper Thompson Sanitation
District, Public Service and telephone
and cable suppliers.
FALCON RIDGE
AFFORDABLE HOUSING
The Good Samaritan Village
is an age-restricted facility
owned and operated by
The Evangelical Lutheran
Good Samaritan Society.
Cornerstone was hired by
The Evangelical Lutheran
Good Samaritan Society to
provide civil engineering,
planning, construction
management and general
contracting services for the
Good Samaritan Village
project.
Services included:
Annexation of the full 64 acre parcel
Creation of a General Development Plan
Preliminary and Final Development Plans
Preliminary and Final Plat
Construction plans for the installation of infrastructure
Construction related engineering services for the
infrastructure construction
ALTA Survey
Worked jointly with the design architect
GOOD SAMARITAN ENGINEERING
ESTES PARK
THE MIRASOL
DEVELOPMENT
The West View - Loveland Good Samaritan project consisted of preparing entitlement documents to
satisfy the City of Loveland planning process. The Good Samaritan Society wanted to expand their West
View - Loveland Campus with installation of 42 duplex hom es and 12 unit assisted living center.
Cornerstone provided the following: Replat of the West View Campus to incorporate the existing
independent living, assisted living and duplex homes; preparation of the Preliminary and Final
Development Plat; preparation of the construction plans. In addition, Cornerstone performed as the
General Contractor for installation of the infrastructure improvements.
WEST VIEW LOVELAND GOOD SAMARITAN
The Mirasol Development is an age-
restricted facility owned and operated by
the Housing Authority of the City of
Loveland (HACOL). Cornerstone was
hired by the HACOL to provide civil
engineering and planning services for the
Mirasol Development project.
Services included:
Annexation of the full 25 acre parcel
Creation of a General Development Plan
Creation of Preliminary and Final
Development Plans
Creation of Preliminary and Final Plat
Construction plans for the installation of infrastructure
Construction related engineering services
for the infrastructure construction
ALTA Survey
Work jointly with the design architect
Master Planning + Architectural Design for a
20-bed detox facility and 200 seat Dining
Hall, designed with LEED Principles.
Planning + Architectural Design for a 104 unit
senior living development, including 46
townhomes, 34-unit independent apartments
+ 24-bed assisted living, on a large formerly
undeveloped parcel.
Design of 20,000 square feet of infill development including 9 residential units + 5
ground floor commercial – including participation on the development team in a public-
private partnership with the urban renewal authority.
RiversPointe Downtown
Foundation, Inc.
Samaritan Village
Estes Park Good
Harmony
Frank Theis ¢
President ¢
P.O. Box 416 ¢
Estes Park, CO 80517 ¢
970.577.9744 ¢
ftheis3@gmail.com ¢
CMS Planning • Development • Design • Construction
THE PROMONTORY - A twenty two
unit residential project, with 3 bedroom , 2
1 /2 b a t h s , a n d 2 c a r g a r a g e s . C M S
Pla nning pr ovided all l a n d pla nning,
preliminary design and plan approval
M A R Y S L A K E L O D G E - A t o t a l
renovation of the historic lodge, after it had
been vacant for twenty one years. The
$4,000,000+ project included a historically
accurate reconstruction of the lodge’s
South Wing, which burned to the ground in
1978.
STONEBRIDGE TOWNHOMES - A
twenty four unit residential project, with 3
bedroom, 2 1/2 baths, and 2 car garages.
CMS Planning provided all land planning,
preliminary desi g n and p lan approval
services
Zip LineZip Line
Start PlatformStart Platform
ChairliftChairliftWe st E l k h o r n D r iv eZip LineZip LineAlpine CoasterMountain TopMountain Top
RestaurantRestaurant
Alpine CoasterAlpine Coaster
Start PlatformStart Platform
Park ingParking
Struc tureStructure
Elkhorn LodgeElkhorn Lodge
and Additionand Addition
CoachCoach
HouseHouse
R anchRanch
HouseHouse
Mountain Top
Restaurant
Alpine Coaster
Start Platform
Park ing
Struc ture
Per formingPerforming
Ar ts Ce nterArts Center
Per forming
Ar ts Ce nter
Elkhorn Lodge
and Addition
Coach
House
R anch
House
Living HistoryLiving History
VillageVillage
Living History
Village
GroupGroup
LodgingLodging
Group
Lodging MuseumMuseumMuseum
2
3
4
5
6
7
8
9
1
2
3
4 5
6
7
8
9
1010
1
1010
1111
1111
1212
1212
Guest ServiceGuest Service
Facility / Old BarnFacility / Old Barn
Guest Service
Facility / Old Barn
Winter and SummerWinter and Summer
Tubing FacilityTubing Facility
Beginner Beginner
Ski SlopeSki Slope
Winter and Summer
Tubing Facility
Beginner
Ski Slope
Zip Line
Start Platform
ChairliftWe st E l k h o r n D r iv eZip LineAlpine CoasterJ U N E 2 011
O V E R H E A D V I E W
ELKHORN PROJECT
Prepared by:Prepared by:
THE ELKHORN PROJECT - a $50,000,000
proposal for a Regional Tourism Project which
would have redeveloped the Elkhorn Lodge as a
Ski Park and cultural center. Frank Theis was the
project planner and President of the non-profit -
The Elkhorn Project.
MaintenanceMaintenance
FacilityFacility
EmployeeEmployee
HousingHousing
Mountain TopMountain Top
RestaurantRestaurant
Zip LineZip Line
Start PlatformStart Platform
C h a irliftCha ir liftS k i T r a i l s
S k i T r a i l s
Potential RopesPotential Ropes
Course VenueCourse Venue
Potential RopesPotential Ropes
Course VenueCourse Venue
W in te r a n d S u m m e rW in te ra nd Sum
m e rS n o w T u b in g
S n o w T ub ing
F a c ility
F a ci lity
B e g in n e rBe gi n n e rS k i S lo p e
S k iS lo pe
Alpine CoasterAlpine Coaster
Start PlatformStart Platform
ParkingParking
StructureStructure
Perf. ArtsPerf. Arts
CenterCenter
Elkhorn LodgeElkhorn Lodge
and Additionand Addition
CoachCoach
HouseHouse
RanchRanch
HouseHouse
We
s
t
E
l
k
h
o
r
n
D
rive
Maintenance
Facility
Employee
Housing
Mountain Top
Restaurant
Zip Line
Start Platform
C h a irliftS k i T r a i l s
Potential Ropes
Course Venue
Potential Ropes
Course Venue
W in te r a n d S u m m e rS n o w T u b in g
F a c ility
B e g in n e rS k i S lo p e
Alpine Coaster
Start Platform
Parking
Structure
Perf. Arts
Center
Elkhorn Lodge
and Addition
Coach
House
Ranch
House
We
s
t
E
l
k
h
o
r
n
D
rive
Living Histor yLiving History
AreaArea
Living Histor y
Area
APRIL 12, 2011
P R E L I M I N A R Y C O N C E P T P L A N
ELKHORN PROJECT
0 100 200 800’0 100 200 800’
10’ Contour Interval10’ Contour Interval
NorthNorth
THE ELKHORN PROJECT - a $50,000,000
proposal for a Regional Tourism Project which
would have redeveloped the Elkhorn Lodge as a
Ski Park and cultural center. Frank Theis was
the project planner and President of the non-
profit - The Elkhorn Project.
K I NG ES TAT E W I N E RY - T he l a rgest
winery in Oregon was designed by Theis
Doolittle Associates. Frank Theis oversaw the
final design and construction of the $20,000,000
project.
Proposal for Planning + Development Services
2017
WORKFORCE
HOUSING
2
Great Community?What Makes a
The beauty of Estes Park attracts people of all ages and
backgrounds. But what makes people want to stay and become
part of the community? Fundamental needs include viable
employment, basic services, and housing availability. As we know,
the latter has become an increasingly pressing issue as home prices
continue to rise and land becomes more scarce.
The Fish Hatchery property is a unique opportunity to lessen this
growing housing issue. However, in consideration of how best
to develop this property, we also feel it’s paramount to define
what makes a great community verses simply a viable one.
Great communities are created when people have a feeling of
connection; to each other, with the natural environment, and with
the community at large. With this in mind, we have the vision
of a development integrated with neighbors and nature,
with opportunities to socialize and connect as well
as the ability to find respite in one’s own personal
haven. This unique development can create a
desirable neighborhood that not only supports
the population that is so essential to the
sustainablity of the town, but that also
adds richness to the Estes Valley.
3
Executive Summary
Qualifications & Experience
Team Members
Resumes
Statement of Understanding
Scope of Work
Schedule
Preliminary Concept Plan
Partners
Contact Information
References
Contents
5
8
9
10
16
16
18
20
22
23
A Feeling of
Connection
Makes
a Great
Community.
5
Executive Summary
The Encampment at Fish Hatchery is envisioned as a project built for the community, by the
community. Living in the Estes Valley is an experience unlike any other. We have an intimate
relationship with our environment: the wildlife, open space and climate. A majority of residents
become active community members through involvement in a non-profit organization, the
school or recreation districts, the local government, or some other civic group. The size and
character of Estes Park create strong community ties. Efforts of the Town and partner groups to
address the growing scarcity of available affordable housing and the support in creating and
maintaining a healthy, vibrant community are to be applauded.
The Fish Hatchery site comes with many exciting possibilities and with a number of interesting
challenges. The significant size of the property could theoretically support a very large number
of units. However, in order to create a responsible and sustainable development, a number
of factors limit building to the maximum density. Respecting the Comprehensive plan would
limit overly dense development at the further reaches of town. Transportation availability and
traffic mitigation play a role into limiting housing unit numbers. Honoring the site’s environment,
topography and natural resources, such as wildlife corridors, riparian habitation, wetland
conservation, and proximity to RMNP discourage pushing the limits of the property’s density
potential. Finally, consideration needs to be given to the limits of the existing utility infrastructure.
The Vision
These limitations, however, present an opportunity to craft a vibrant, lasting neighborhood
nestled among some of the best the area has to offer. Our goal is not only to address the basic
housing needs of the Estes Valley but to create a local community that enhances the character
and viability of the Town for decades to come.
The Encampment at Fish Hatchery envisions an organically shaped development that respects
its assets and environment. It takes cues from the earliest explorers and settlers of the Valley,
considering how early inhabitants or explorers grouped together in clusters. The effect is to
create an organically shaped community that avoids making unnecessary impact on the land
while maximizing livability and connective opportunities for residents. Small pockets of semi-
public space are formed for residents to share while simultaneously respecting the private nature
of home and property. The lot sizes are kept small (+/- 5,500sf) to maximize protected open
space. In fact, open space surrounds the village on all sides, creating developed areas either
only where they currently exist, or where it would be difficult to notice from the surrounding
streets and throughways.
Graduated Levels of Housing
Among the many needs for housing in our community are affordable single family homes. The
‘starter’ home is the first step of the realization the uniquely American Dream of home ownership.
The Estes Valley has virtually no product that could qualify in this category. The 2016 EP HNA
states that between 590-650 units for home ownership, with price points up to $350,000, would be
needed by 2020. This development would be the first step in addressing this urgent need.
6
Townhomes are envisioned nearer to the center of the development, providing a transitional
area for the neighborhood and, in fact acts as another stepping stone of homeownership. These
units provide a slightly higher density and lower ownership maintenance, while retaining a feel of
individual homes.
The neighborhood is completed by an area allotted for apartment housing to provide dwelling
opportunities for those not in need or ready for home ownership. The majority of this area’s building
space would be housing; apartments ranging from one to three bedrooms are anticipated. It is
possible that a component of this segment (perhaps 12 units) could be ‘spun off’ for the EP Housing
Authority to develop for <60% AMI. This last component of The Encampment could also serve as
an integrated mixed use village core: a public plaza area, focused on the river and an enhanced
pond, with the possibility of a few small shops serving the village and surrounding neighbors – a
daycare center, small coffee house or café, community center, etc.
1 2016 EP Housing Needs Assessment p90
Building Phases & Approach
Our approach would be to segment the project into phases with the intention of bringing the
least complex portions of the project online in the shortest time possible. We believe that the ‘east
loop’ of single family and townhomes could be relatively quickly and easily platted as a residential
subdivision, putting 20 single-family and between 20-25 townhome style units into the marketplace
almost immediately. This is an area that has already been developed and, with adequate buffers
for properties to the east, can be created with minimal impact to neighbors.
Building Together
A significant advantage of this strategy is that our entire community of builders could be tapped
to bring these homes to life quickly – engaging multiple builders to construct two or three homes
a piece for example. Design standards (along with the deed restrictions) would be put into place;
perhaps builders selecting from a predetermined set of available house plans/ designs. This could
avoid the effect of having the entire community seem too ‘cookie cutter’ while directing an overall
character of the development– a richness of variety and approach.
While single family homes would be built by a variety of qualified community builders, townhomes
would likely be constructed by the development company and put on the market for sale or rental.
The relatively secluded, primarily single family segment to the south and west could be the next
phase. An appropriate boundary/buffer to the western edge would be important to negotiate with
Rocky Mountain National Park – the remaining land along the southern edge of the property could
be incorporated into a conservation easement.
The final major component is an area developed for apartment housing. Since the higher density
for this use requires larger buildings and significant parking, we anticipate locating this on the
north side of the river, east of the museum, in an area already modified by buildings, roads and
other manmade features. An existing fish hatchery pond could be restored into an amenity for
the neighborhood. Central Plaza space around the buildings and pond would connect the entire
neighborhood with pathways along the river and beyond. Since the details of this area are likely
to take the longest to develop, we are considering this to be the final phase of the development.
7
Nature and Environment
A respect for the value of our surroundings is what leads many of us to this valley. It is critical that
whatever changes take place on the property, that this overlying principle be maintained. To that end,
we envision a plan that preserves open space and protects the river corridors. We’ve envisioned more
improved access to the river and through the property on the north side, linking a spur of the Fall River
bike path through the community plaza and out to the museum. The south side of the river would be
preserved in a more natural state, with a slightly improved, narrow soft surface trail that would maintain
a quieter river experience for hikers and fishermen alike.
Development Details
At full build-out, the Encampment would consist of a mix of approximately 205 single-family, townhome
and apartment units, constructed across three phases, with a goal of each phase beginning in the
Spring of consecutive years. Average single-family homes would range from 1,200-1,500 square feet,
townhomes 1,000sf – 1,300 and apartments 850-1,100. While much work needs to be done before
numbers could be finalized, we believe it is possible to construct these units for an average cost under
$200 dollars per square foot, inclusive of all development expenses.
The anticipated approach would have the subdivided property of each phase subordinated to secure
construction financing. As buildings are constructed, sold and converted to permanent financing, a
percentage can be credited back to the Town for the value of the underlying property. While that
could be a simple cash allocation, there may be a benefit to the Town to credit that value towards
the construction of actual units, providing the Town with its own ‘bank’ of properties to rent back to
additional staff. There are currently three units on the property owned by the Town -the development
would replace those units in kind, but the above strategy may prove a mutually beneficial method of
providing additional housing stock directly.
As part of the planning process, the development team would seek to secure commitments and/
or master lease agreements from larger employers in the Estes Valley, including the Medical Center,
National Park, School District, Harmony and the YMCA. Our team has many established relationships with
key players in these organizations, which could be vitally important, While these would not necessarily be
critical to the overall development success, they would be central to accomplishing the build-out in the
timeline indicated.
Conclusion
While we have developed an initial
conceptual plan – and naming idea,
it is important to note that much work
lies ahead in terms of further analysis
and collaborative review, discussion
and adjustment working with the
local community of neighbors and
local agencies including the Housing
Authority, EDC, National Park, Land
Trust, EVRPD and of course the Town
itself. We welcome the opportunity to
engage in that process.
205 Total Units
60 Single Family Homes
1,200-1,500 sf
45 Townhomes
1,000-1,300 sf
100 Apartment Units
850-1,100 sf
$200/sf
projected including all
development costs
Projected
Units/Costs
8
Qualifications
Our team has nearly 60 years of combined experience living and working in the
Estes Valley. As assembled it represents a broad range of experience and expertise
providing development services for similar projects throughout the valley. We
have close working relationships with established local business partners, key
community organizations and of course all the local utility and regulatory agencies.
The importance of these relationships cannot be understated. Each member of
the team brings a unique range of professional experience from design to
completion of complex construction projects. These include experience with
complex transactions involving integrated planning, multiple financial
sources and approaches to implementation of proposals, cost
estimating, project administration and quality control. This range of
capabilities ensures that the project would be guided at every
stage, from concepts to keys, by the principal development
team. Our history of successfully completed projects,
combined with our commitment to the success of our
community, demonstrates our unique ability to bring
affordable development solutions from concept
to reality.
Successful
Development
Experience in
Estes Park Good Samaratian Society Independent & Assistant Living
Design/Construction Administration by BAS1S
9
Team Members
Steve Lane, AIA, LEED AP
BAS1S Architecture + Design
BAS1S Architecture was founded in Estes Park in
1999. Since it’s inception, Steve Lane has focused
on creating inspired spaces for residents of Estes
Park to live and work. He has been involved in a
significant number of major public and private
developments in the valley, remained actively
engaged in the community, and has become
a recognized local expert in the planning and
building codes, ADA, and energy conservation.
Steve has participated in projects not only
as an Architect, but in development and
construction, giving him familiarity with all aspects
of complicated projects. Currently he is assisting
in master planning for the Downtown area, a
project perhaps as complicated as any. He has
been fortunate to design homes for hundreds of
residents of the Estes Valley: pro bono cottages
for Habitat, a large senior housing development,
and modestly sized homes for local residents, as
well as dream homes for those choosing to retire
here. He has been a passionate advocate for
creating housing to support a sustainable year
round economy in Estes Park for many years.
Mark Theiss, GC
Theiss Construction, Inc.
Theiss Construction has been building and
developing in the Estes Park area for over
15 years. Mark’s projects range from single
family homes to mid and large multi-family
developments. As both a developer and a
builder, Mark has engaged in every stage of the
creation of a project; from concept to building,
maintenance and management. Mark has had
a lifetime of experience with building, growing
up building side-by-side with his father, and
beginning his formal construction apprenticeship
in High School. Mark went on to become an
accomplished Electrician and self-employed
Carpenter. This lifetime of experience has given
Mark the ability to take on ever more complex
projects as his career progresses.
David Bangs, PE
VanHorn Engineering & Surveying, Inc
David Bangs is a Licensed Professional Engineer
with more than nine years’ experience in
complex civil engineering and land surveying
services. David has a diverse portfolio of
professional experience in land development,
project management, infrastructure design
and construction. His project experience
includes everything from single family residential
subdivisions to multifamily, accommodations,
commercial, municipal, mixed use and industrial
development projects. David has provided
clients with professional services covering a
uniquely broad variety of civil engineering
disciplines. His childhood ties to this community
have afforded him a unique perspective and
motivation to contribute to successful, keynote
projects in the Estes Valley throughout his
professional career.
Nathan Kinley, GC
Kinley Built, LLC
Nate Kinley has been building in Estes Park for
nearly two decades. Over this period, he has built
a reputation of being a great communicator
with clients, and sub-contractors, enabling his
projects to run as smoothly as possible. With a
strong work ethic and the ability to objectively
evaluate options and outcomes, Nate has a long
list of happy clients. Project types include; multi-
family and townhomes, restoration, single-family,
accommodation units. Nate’s construction
history coupled with his degree in Construction
Management have given him a long and
successful building career.
10
Mark Theiss
Education
B.S., Biology, Greenville College, Illinois
Relevant Skills and Experience
Mark Theiss, Developer and General Contractor has built multiple homes and developments in and
around The Estes Valley. Extensively involved as the primary financier and worker in every phase
of construction from financing start to completion of construction, our company, The Sanctuary,
carries out all work needed for construction; development, design, infrastructure, excavation,
concrete, framing, mechanical systems, drywall, painting, and all finishing details. The Sanctuary,
LLC also handles the complicated financial aspects of each project. The wide array of hands-on
experience make for a well-informed General Contractor/Developer that knows each detail of
each phase of construction development.
Relevant Project Examples
Built over 25 homes in Estes Valley
Workforce Housing
Current Owner/Operator of 15 workforce housing
apartments & homes in Estes Valley
Santuary LLC
Financier, Developer, and Builder of workforce housing
projects in various stages of completion
Theiss Construction
Developer, and Builder of single & multi-family projects in
the Estes Valley for 15+ years
The Timbers Development
11
Education
Pennsylvania College of Technology – Degree in construction management
Relevant Skills and Experience
• A strong work ethic; Honest, Trustworthy and Dedicated
• Willingness to strive to understand clients needs
• Firm grasp of the importance of scheduling
• Great communicator with clients and sub-contractors
• Residential plan design
• Coordination of engineered plans
• Problem solving
• Ability to multi-task, effectively delegate, evaluate outcomes and work dili-
gently and respectfully with employees, faculty/staff, vendors and customers
• Ability to learn and implement new information
• 20 years experience in building in Estes Park Colorado
Nathan Kinley
Types of Projects Relevant Project Examples
Mutil-family
Restoration
Single family
Townhomes
Hotels
Maxwell Inn
Snowy Peaks Winery
Cooper Residence
Custom Home Custom Home
12
Estes Park Community Center
Project Engineer
David Bangs, PE
Mr. Bangs is a Licensed Professional Engineer with more than nine years’ experience in complex
civil engineering and land surveying projects in the mountains and Front Range of northern
Colorado. Over his nine plus year career, Mr. Bangs has developed a diverse professional
practice and expertise in site/construction surveying, structural engineering, hydrologic/hydraulic
analysis/design, infrastructure design and land development. Mr. Bangs has served as the
Project Engineer, Project Manager, forensic engineer, and/or technical reviewer for the range of
projects described above. His unique blend of education and expertise in civil engineering and
land surveying provides valuable insight into problems and practical solutions. His track record of
successful projects show a depth and breadth of experience valuable for any civil engineering
application.
Professional Experience
Civil Engineer, 2009-Present
Van Horn Engineering and Surveying, Inc
1043 Fish Creek Road, Estes Park, CO 80517
• Acted as a Project Manager at a multifaceted company managing diverse projects and staff
• Technical review and management of work prepared by other company personnel
• Served as the point-of contact to clients and contractors
• Prepared bids and proposal, managed project budget, and coordinated billing
• Preparation of design drawings and bid documents
• Technical review and expert witness testimony
Bachelor of Science in Civil Engineering
Colorado State University, Fort Collins, CO
2009 Graduate
Licensed Professional Engineer- CO (2014)
Member of the Associate of State Floodplain Managers
Member of the American Society of Civil Engineers
Technical skills include:
• AutoCAD
• USACE HEC-RAS
• MS Office
• StruCalc Software,
• UDFCD software
• Retainpro retaining wall design
Education & Licensure
13
Aspire at the The Stanley Hotel
Project Engineer
2013 Flood Response-Boulder County
Community Disaster Block Grant- Disaster
Relief
2014- Current
Lead Engineer responsible for preparation
and permitting of private bridge accesses
in Boulder County. Oversaw design and
construction of nine private access bridge
replacement projects in response to the
2013 Flood Event. Responsibilities included
initial site surveys, right of way research
and determinations, hydraulic design
and permitting, environmental permitting,
structural design, cost feasibility analysis,
coordination with geotechnical engineers,
compliance with federal financing and
regulations, and construction management
and coordination with contractors.
Mountain Meadow Subdivision:
2015- Under Construction
Lead Engineer on 7 acre subdivision in
Estes Park. Completed site survey and
land subdivision plat for 15 lot single family
development. Preparation of subdivision
plat and public infrastructure design
drawings including utility main extensions and
services, road and drainage infrastructure,
structural design of single family residences,
oversight and coordination of construction.
Aspire Wellness Complex at the Stanley
2013-2016
Lead Engineer on 6 acre
accommodations development in
downtown Estes Park. Completed initial
site topographic and boundary surveys.
Oversaw coordination and preparation
of land use entitlement documents
demonstrating compliance with stringent
land use and historic property regulations
and public proceedings. Preparation
and certification of bid documents
and design drawings including; storm
water, transportation/road, and utility
main and service design. Coordination
with multidiscipline design team and
contractor prior to construction.
Oversight of construction management
and site staking, as well as, preparation of
as-built drawings.
Recent Key Projects
14
Registrations: NCARB Certificate: 58-107
Colorado: B-3339
Wyoming: C-2292
Bachelor of Architecture
Rensselaer Polytechnic Institute, Troy, NY
• Master Planning & Facilities Evaluations
• Development Plan & Special Review approvals
• Conceptual Design & Feasibility
• Design and Construction Documents
• Construction Contract Administration
• Full services incorporating the work of experienced consultants such as Civil,
Structural, Mechanical, Electrical and Acoustical Engineering
• Single, Multi-family & Senior Housing
• Commercial: Restaurant, Office, Retail
• Public Buildings
• Historic Restoration
• Churches, Religious Camps & Schools
Principal Architect – BASIS Architecture, P.C., Estes Park: Established: 1999
A firm founded on the principle of providing impactful work with excellent client service.
Currently, the firm employs three additional staff members with diverse experience in site
planning, design, construction documentation and marketing.
• Estes Park EDC Code Committee, 2014-present
• Panelist - Estes Valley Workforce Housing May 2017
• Pro-bono - Habitat for Humanity of the Estes Valley, Single family home designs, 2001-2012
• Estes Valley Planning Commissioner, 2009-2011
• Vice-Chair, Estes Park Board of Building Code Appeals, 2001-2009
• Larimer County 2006 + 2012 IRC Adoption Committees
• District Accountability Committee - Park R-3 School District, 2008-2011
• Longmont Historic Preservation Committee, 2016 - present
• Longmont Downtown Master Plan Steering Committee, 2016
Professional Affiliations & Community Involvement
Education & Licensure
Project Types
Services
Professional Experience
Steve Lane, AIA, LEED AP
15
Community Impact
Riverspointe Downtown - In 2007, as a member of a four-person development team working with
the Estes Park Urban Renewal Authority, Steve helped this public-private partnership develop an
early example of a new way to look at development in downtown Estes Park. The site, owned by
EPURA, was converted from the last remaining downtown gas station into 10,000 square feet of
new, sales tax generating retail space along a redeveloped Riverwalk with nine residential units
above. These residential units have been a mix of vacation and permanent resident housing with
great success.
Development Experience
In almost 20 years of practicing architecture in the Estes Valley, BAS1S has designed hundreds of
single-family homes to fit all budgets and sizes. In addition, the firm has been a key part of many of
the larger multifamily housing projects in town. Our philosophy is always to create the best possible
space for our clients while incorporating designs that respect the surrounding environment.
Housing Experience
Housing Project Examples
EP Housing Authority
Peak View Aparments (current)
View at 242 Virginia Drive
Fall River Village
Stanley Overlook
Estes Park Good Samaritan Village
Estes Park Habitat for Humanity
20 years of Custom Home design
Relevant Project Examples
Harmony Foundation - Master Plan,
Madigan Building & Dining Pavilion
YMCA of the Rockies - 30+ projects
since 2000 ranging from cabins to
Master Planning
Estes Park Downtown Master Plan
Estes Park Visitors Center
Fall River Hydroplant Restoration -
Construction Administration
RiversPointe Downtown
Designer/Developer/Manager
16
Scope of Work
The goal of the project is to make a measurable impact in the number of housing units, for sale and for
rent, in the Estes Valley. The job of the development team is to lead a process of engaging the Town
and local organizations in the creation and execution of a plan that can achieve this goal in a manner
that is sensitive to the unique nature of this site - its historic and natural values, its immediate neighbors
and the broader community. As locals, our team members already have relationships in place with
most if not all of the collaborative partners, Town staff and many neighbors.
Goals
While we have developed a very preliminary concept for the property, it is understood that the real
work begins by challenging our own presumptions with those of the stakeholders and partners, and
creating a refined vision out of that process.
Our approach would be to create a Concept Master Plan for the entire site, then move forward in
phases with individual detailed development plans, incorporating the resources integral to our team.
This approach allows for an overall direction to be determined from the collaborative process, but also
allows development to move reasonably quickly, getting units online in the most immediate timeframe
possible.
For each phase, the team would create and shepherd the detailed development plans, subdivision
plats and other information required for development review under the EVDC. This work would include
topographic surveys, utilities analysis and design, existing streets and buildings, existing and proposed
easements, river corridor and floodplain, wildlife migration, geologic hazards, traffic studies, grading
and drainage, and preliminary building plans and elevations.
Planning
Development and Construction
Following the approval of each phase plan, the team would oversee the installation of new
infrastructure – roads, utilities, lot grading, etc. It is anticipated that the Town would subordinate the
property in order for the development team to secure the necessary financing. Depending on the final
product, a number of approaches are available to complete construction. The improved lots may be
constructed upon directly by the development team, the development team may contract with local
builders to increase production of single family houses, individual lots could be sold to builders directly
(with approved plans in place). Panelization and off-site construction methods may be explored to
enhance efficiency of construction and streamline costs.
Our team has decades of experience delivering quality projects in the Estes Valley. The relationships
established over those years, particularly with area subcontractors, ensures that the work of construction
stays primarily within the valley, keeping the dollars invested in the project continually cycling and
working to support those who make their livelihoods here. The result is a superior product at a greater
value to the community.
Statement of Understanding
17
Financing
The team would endeavor to keep the financing through local banking institutions. Once again, those
relationships are already in place. We have had preliminary discussions with banking partners who are
ready to participate when called upon for details.
In an effort to complete each phase swiftly, getting units into the marketplace, we intend to actively
seek additional financial commitments from key organizations and local business partners.
As noted previously, it is anticipated that the land would be subordinated to secure construction
financing. The team is open to discussing options for return on land investment for the Town, whether
that would be as a percentage partner or a deliverable number of housing units deeded back to the
Town, for rental to their employees.
Management, Operation and Maintenance
The majority of single family residences are anticipated as affordable sales, the townhomes a mix of
sales and rentals, and the apartments one-hundred percent rental. The team would create a separate
management company to oversee rental application and placement as well as operation and
maintenance of the properties.
Harmony Foundation
Multiple Projects with BAS1S
18 19
Project Schedule
FISH HATCHERY DEVELOPMENT TIMELINE
SEP '17NOV '17DEC '17FEB '18MAR '18MAY '18JUN '18MAR '19MAY '19JUN '19MAY '20JUN '20MAY '21 CONCEPT PLANNING
PHASE #2 GROUNDBREAKING/ INFRASTRUCTURE
PHASE #2 CONSTRUCTION
PHASE #3 GROUNDBREAKING/ INFRASTRUCTURE
PHASE #3 CONSTRUCTION
SUBMITTAL/ PLATTING/ PERMITTING
PHASE #1 GROUNDBREAKING/ INFRASTRUCTURE
PHASE #1 CONSTRUCTION
DEVELOPMENT PLANNING
20 21
Preliminary Concept Plan
Phase 1
Phase 2
Phase 3
Single
Family
Homes
Townhomes
Townhomes
Single
Family
Homes
Apartments
Plaza
Trail
Bike
Path
Open Space
Open Space
60 Single Family Homes
1,200-1,500 sf
45 Townhomes
1,000-1,300 sf
100 Apartment Units
850-1,100 sf
205 TOTAL UNITS
Open Space
Reserved for Future
Development
Museum
22
A team of Builders, Developers, Engineers and Architects
Our partnerships are fully incorporated as team members:
Mark Theiss
Theiss Construction, Inc.
PO Box 4563
Estes Park, CO 80517
970.215.9606
theissconstruction@hotmail.com
Partners & References
Development & Team Lead
Dave Bangs, PE
VanHorn Engineering, Inc
1043 Fish Creek Rd
Estes Park, CO 80517
970.646.5686
davidvhe@airbits.com
Engineering Lead
Steve Lane, AIA, LEED AP
BAS1S Architecture + Design
1692 Big Thompson Aveune,
Suite 100
Estes Park, CO 80517
970.586.9140
steve@bas1s.com
www.bas1s.com
Architectural Lead
Nathan Kinley
Kinley Built, LLC
600 South St. Vrain Avenue
Estes Park, CO 80517
970.227.4865
nathan@kinleybuilt.com
www.kinleybuilt.com
Construction Lead
Estes Park Good Samaritian Village
Design/Construction Administration with BAS1S
Bobcat Ridge
Design/Development Mark Theiss
References
Mark Theiss
Christina Kraft, President
Bank of Colorado
970.260.4970
christina.kraft@bankofcolorado.com
Christian Collinet
First Colorado Realty
970.231.8570
mtnproperty@aol.com
Steve Lane, AIA, LEED AP
Dorothy Dorman, CEO
The Harmony Foundation
970.577.5377
ddorman@harmonyfoundation.com
Rita Kurelja, Executive Director
Estes Park Housing Authority
970.577.3733
rkurelja@estes.org
Dave Bangs, PE
Jeff Moreau
Dallman Construction
970.586.5141
jeff@dallmanconstruction.com
Greg Rosener, Former Owner Rep
Grand Heritage Hotel Group
303.875.0277
grosener@msn.com
Nate Kinley
Pete Maxwell
The Maxwell Inn
970.586.2833
business@themaxwellinn.com
Candice Mohr
Snowy Peaks Winery
970.586.2099
snowypeakswinery@att.net
30
December 10, 2019
•CANCELLED
December 24, 2019
•CANCELLED
January 14, 2020
•Facilities Master Plan
•Transit Philosophy Discussion
(Including Brown Route)
January 28, 2020
•Vacation Home Regulations in
PUDs
Items Approved – Unscheduled:
•Discussion with County Assessor
regarding Assessment of Vacation
Rentals
•Future of Human Resources
Management – HR Strategic Plan
•Distributed Energy Discussion
•ADUs and Sue Ballou, Partnership
for Age Friendly Communities
•Follow Up Discussion of Building
Maintenance Code
•Reverse Decriminalization of
Municipal Code
Items for Town Board Consideration:
Future Town Board Study Session Agenda Items
November 26, 2019
31
32