HomeMy WebLinkAboutPACKET Town BoardThe Mission of the Town of Estes Park is to provide high-quality, reliable services
for the benefit of our citizens, guests, and employees, while being good stewards
of public resources and our natural setting.
BOARD OF TRUSTEES - TOWN OF ESTES PARK
Tuesday, May 27, 2025
7:00 p.m.
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ADVANCED PUBLIC COMMENT
By Public Comment Form: Members of the public may provide written public comment on a specific
agenda item by completing the form found at https://dms.estes.org/forms/TownBoardPublicComment.
The form must be submitted by 12:00 p.m. the day of the meeting in order to be provided to the Town
Board prior to the meeting. All comments will be provided to the Board for consideration during the
agenda item and added to the final packet.
PLEDGE OF ALLEGIANCE.
(Any person desiring to participate, please join the Board in the Pledge of Allegiance).
AGENDA APPROVAL.
PUBLIC COMMENT. (Please state your name and address).
TOWN BOARD COMMENTS / LIAISON REPORTS.
TOWN ADMINISTRATOR REPORT.
CONSENT AGENDA:
1. Bills – https://dms.estes.org/WebLink/browse.aspx?id=253208.
2. Town Board Meeting Minutes and Study Session Minutes dated May 13, 2025.
3. Joint Meeting with the Town Board of Trustees and Larimer County Commissioners
Minutes dated May 6, 2025.
4. Resolution 54-25 2025 Memorandum of Understanding between the Town and the
Estes Park Museum Friends & Foundation, Inc.
Prepared 2025-05-16
*Revised 2025-05-23
NOTE: The Town Board reserves the right to consider other appropriate items not available at the time the agenda was
prepared.
5. Resolution 55-25 Contract with Northern Colorado Energy Solutions for the Museum
Annex HVAC Units Replacement Project $114,655.50, Budgeted.
6. Resolution 56-25 Setting the Public Hearing for a New Hotel & Restaurant Liquor
License Application for Indian Bites Inc. dba Indian Bites, 181 W. Riverside Drive,
Estes Park, Colorado.
7. Resolution 57-25 Setting the Public Hearing for a New Tavern Liquor License
Application for Park Theater Mall LLC dba The Slab, 116 E. Elkhorn Avenue, Estes
Park, Colorado.
8. Resolution 58-25 Intergovernmental Agreement with the State of Colorado Department
of Human Services for the Low-Income Energy Assistance Program (LEAP).
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1. DEVELOPMENT CODE UPDATE PROGRESS REPORT. Director Careccia.
The project consultant will provide the Town Board with a progress report on the
Development Code update and seek Board direction on the current track of the update
process.
2. BASE FUNDING REPORT - SALUD CLINIC. Vice President Morse.
3. UPDATE FROM THE LARIMER COUNTY OFFICE ON AGING. Program Director Alt.
ACTION ITEMS:
1. TRANSPORTATION ADVISORY BOARD MEMBER APPOINTMENTS AND ROLES.
Trustee Igel.
Discussion and action item approved by the Town Board on April 8.
2. COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT. Town Administrator Machalek.
Reconsideration of $175,000 in Town Funds contributed as grant match.
3. 2026 PROVISIONAL STRATEGIC PLAN. Town Administrator Machalek.
Consider the adoption of the 2026 Provisional Strategic Plan.
ADJOURN.
Town of Estes Park, Larimer County, Colorado, May 13, 2025
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town
of Estes Park on the 13th day of May, 2025.
Present: Gary Hall, Mayor
Marie Cenac, Mayor Pro Tem
Trustees Kirby Hazelton
Frank Lancaster
Cindy Younglund
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Bunny Victoria Beers, Deputy Town Clerk
Absent: Trustees Brown and Igel
Mayor Hall called the meeting to order at 7:00 p.m. and all desiring to do so, recited the
Pledge of Allegiance.
AGENDA APPROVAL.
It was moved and seconded (Hazelton/Cenac) to approved the Agenda with the
removal Action Item #3, and it passed unanimously.
PUBLIC COMMENTS.
None.
TRUSTEE COMMENTS.
Board comments were heard and have been summarized: The NoCo Foundation
celebrated 50 Years of Philanthropy and showcased Crossroads Ministries of Estes Park;
the Trustee Talk would take place on May 22, 2025 and the public were encouraged to
attend, and Larimer County proclaimed May as Mental Health awareness month.
TOWN ADMINISTRATOR REPORT.
Town Administrator Machalek highlighted Public Service Recognition Week and publicly
recognized the dedicated hardworking individuals who provide value and keep services
operational in the community.
CONSENT AGENDA:
1.Bills.
2.Town Board Meeting and Study Session Minutes dated April 22, 2025.
3.Town Board Strategic Planning Session #2 Minutes dated April 18, 2025.
4.Transportation Advisory Board Minutes dated March 19, 2025 (acknowledgment
only).
5.Resolution 42-25 Change Order for Fall River Trail Final Segment Design with Otak,
Inc. $95,900, Budgeted.
6.Resolution 43-25 Contract Extension for 2025 Striping & Pavement Markings with
Colorado Barricade Company $120,431, Budgeted.
7. Resolution 44-25 Change Order for the Construction Contract with NoCo Commercial,
LLC for the Town Hall Variable Flow Refrigerant (VRF) Systems Replacement
$421,980.88, Budgeted.
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8. Resolution 45-25 Construction Contract with TCC Corporation for the Town Hall
Finance Department Remodel (170 MacGregor Ave) $295,208, Budgeted.
9. Resolution 46-25 Construction Contract with TCC Corporation for the Street Division
Maintenance Shop Restrooms Remodel (575 Elm Road) $178,322, Budgeted.
10. Resolution 47-25 Intergovernmental Agreement with CDOT for 2025 "Bustang to
Estes" Transit Service.
11. Transportation Advisory Board Appointments.
•Reappointment of Joan Hooper for a 3-year term expiring March 31, 2028.
•Appointment of Aracely Thomas for a 3-year term expiring March 31, 2028.
•Appointment of Brian Denning for a 3-year term expiring March 31, 2028.
12. Estes Park Housing Authority Reappointment of Eric Blackhurst to a term expiring
April 30, 2030.
13. Resolution 48-25 Colorado Department of Human Services Co-Responder Contract
with SummitStone Health Partners.
14. Revised Policy 101 – Board Assignments.
It was moved and seconded (Cenac/Younglund) to approve Consent Agenda
Items 1-13 with the removal of Consent #14, and it passed unanimously.
Revised Policy 101 – Board Assignments. During the joint meeting with Larimer
County Board of Commissioners the Mayor offered availablity as additional liaison on
the Visit Estes Park (VEP) Board. Additional interest was heard from Board members
and the Mayor welcomed recommendations. It was moved and seconded
(Younglund/Lancaster) to appoint Mayor Pro Tem Cenac as additional Liasion for
the VEP Board, and it passed unanimously.
REPORTS AND DISCUSSION ITEMS (Carry Over Item From 4-22-2025):
1.2024 IMPACT REPORT FOR 6E WORKFORCE HOUSING AND CHILDCARE
LODGING TAX FUNDS. Manager Bangs presented the 2024 Impact report,
reviewed the strategic planning process, stakeholder outreach, revenue, and
priorities including childcare initatives, tuition assistance and facility expansion.
Highlights of her presentation included: Tuition supported 58 children in 2024;
grant funding was received to support the expansion of assistance to middle-
income eligible households; two licensed childcare centers received funding to
provide childcare within the community; a preschool Fellowship Program was
funded at the YMCA of the Rockies; $35,420 in funding was provided for out-of-
school programming and reflected an increase in enrollment; 40 childcare
preschool spots were retained with the purchase of Mountain Top Preschool.
Housing Initiatives were presented by Estes Park Housing Authority Director
Moulton including: 2024 focuses; $5,359,679 in funds were dedicated to land
banking which added 117 workforce restricted units at Fall River Village, Grand
Estates, and Beaver Brook Crossing; pre-development work had begun at Fish
Hatchery, a pilot rental assistance program was launched for middle-income
working housholds; a pilot program was launched using 6E funds for a Habitat for
Humanity property; and he highlighted staff and administrative costs. Manager
Bangs stated staff would begin public outreach for the 2026 6E Funding Plan.
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1.ESTES PARK MIDDLE SCHOOL RISE CHALLENGE PRESENTATION.
Estes Park Middle School Environmental Resilience Team participated in a
statewide initiative where students are tasked with taking civic action to improve
community resilience against natural hazards. In collaboration with the Public
Works Department and the Estes Valley Watershed Coalition students focused on
improvements to the stormwater drainage plan. Students talked about the impacts
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of the 2013 flood and the vital importance of well maintained detention basins.
Maintaining basins and stormwater systems ensures functionality, prevents
flooding, and supports the areas water and energy needs. Students inspected
seven privately owned basins with the help of Public Works Engineer Waters to
collect data. Evidence of standing water, debris, errosion, blocked inlets and
outlets, seidement build-up, overgrown vegitation and damage to the turf or
structure reflected neglect of the basins. Students stated the Town does not have
policies on the maintenance of private stormwater basins. Students are working
with Town staff to propose new policies for stormwater drainage system
maintainence for public and private detention facilities. These policies would align
with the Larimer County Stormwater Design Standards and the Mile High Flood
District Manual. Students recommended the Board adopt the Stormwater
Drainage System Maintenance Policy. They encouraged a meeting with private
owners of detention basins to provide an opportunity for collaboration, guidance
and ensure the property owners are supported in protecting their properties and
the community. The Board commended students efforts identifying an issue,
providing options to engage the community and providing potential solutions.
2. SISTER CITIES YOUTH ADVISORY COUNCIL. Students Alexa Rojas Santana
and Jackson Gold provided an update on the annual Sister Cities Youth and
Educational Exchange to Monteverde, Costa Rica. They were joined by Cynda
Bash/Teacher, Rachel Grahm/Co-Sponsor and Glen Case/Co-Sponsor. Students
reviewed the geography, climate, activities attended, the local wildlife observed
including a night walk, tour of the cloud forest, local studies including ecotourism,
technical and professional opportunities, dinners with local families; and a circus
program which helped provide connections for students who may be high risk for
drug abuse. They visited the Natuwa Wildlife Sanctuary, Santa Elena library,
Garuva Ecoexperiencias for coffee, sugar cane and chocolate processing, and the
Calle Verde festival. Students responded to Board questions surrouding similarties
and differences between Monteverde and Estes Park. The Board commended the
students and sponsors for participating in the Sister Cities program and stated the
value of the cultural engagement. Sister Cities hope to welcome Monteverde
students in July of 2025 to Estes Park.
3. BASE FUNDING REPORT – ESTES VALLEY WATERSHED COALITION.
President Bob Leavitt provided an update on the Estes Valley Watershed Coalition
(EVWC) Base Funding Report. He reviewed the history of the EVWC which was
formed in 2013 after the devistating flood. Highlights of EVWC efforts was
presentated included: Changes to the local wildlife including the increase in
beavers to the surrounding areas; the importance of the comprehensive plan,
environmental development code changes and the future of disaster recovery;
financials and operating costs; efforts to secure grants to help improve the area,
and he reviewed 2024/2025 project supporters. He stated the organization hosts
a number of programs including bringing in experts from around the country to
provide educational sessions to the public. Frank Theis stated the Estes Park High
School Environmental Resilience Team wrote and were awarded a $4,000 grant
to improve a detention basin at the Raven Subdivision Habitat for Humanty project.
The Board commended the work of the EVWC, their collaboration with numerous
organizations to provide support to the community and spoke to the value of their
educational programs.
LIQUOR ITEMS:
1. RESOLUTION 49-25 NEW BEER & WINE LIQUOR LICENSE FILED BY
GALLOWAY REED LLC DBA INKWELL & BREW, 150 E. ELKHORN AVENUE,
ESTES PARK, CO 80517. Mayor Hall opened the public hearing and Deputy Town
Clerk Beers presented Resolution 49-25. She reviewed the application for the new
Beer & Wine Liquor License, stating all paperwork and fees have been submitted and
the application has undergone concurrent review. The applicant was aware of the
Training for Intervention Procedures (TIPS) requirement. The applicant was available
for questions and stated they were looking to expand offerings to provide an additional
option for locals and visitors in the community. Mayor Hall closed the public hearing
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and it was moved and seconded (Younglund/Cenac) to approve Resolution 49-25
for a new Beer & Wine liquor license for Galloway Reed LLC dba Inkwell & Brew,
150 E. Elkhorn Avenue, and it passed unanimously.
2. RESOLUTION 50-25 NEW HOTEL AND RESTAURANT LIQUOR LICENSE
APPLICATION FOR FORTUNA AUREA INC., dba THE PARK TAVERN 237 & 247
W. ELKHORN AVENUE, ESTES PARK, COLORADO. Mayor Hall opened the public
hearing and Deputy Town Clerk Beers presented Resolution 50-25. She reviewed the
application for the new Hotel and Restaurant Liquor License, stating all paperwork
and fees have been submitted and the application has undergone concurrent review.
The location has had a liquor license in the past. The applicant was aware of the
Training for Intervention Procedures (TIPS) requirement and owners have completed
the training previously. The applicant was available for questions and stated they hope
to create a hidden craft cocktail bar or speakeasy opportunity which would bring in
cocktails from 200 years ago. Mayor Hall closed the public hearing and it was moved
and seconded (Hazelton/Cenac) to approve Resolution 50-25 for a new Hotel &
Restaurant liquor license for Fortuna Aurea Inc., dba The Park Tavern, 237 &
247 W. Elkhorn Avenue, and it passed unanimously.
ACTION ITEMS:
1. TRANSPORTATION ADVISORY BOARD MEMBER APPOINTMENTS AND
ROLES. Item was continued to May 27, 2025.
2. RESOLUTION 51-25 SETTING THE PUBLIC HEARING DATES FOR PROPOSED
ELECTRIC RATE INCREASES. Superintendent Lockhart stated the setting of the
public hearing dates for the proposed electric rate increases was presented as an
Action Item to allow additional opportunity for public comment. Staff requested setting
the electric rate increases public hearing dates for June 10th and June 24th. It was
moved and seconded (Hazelton/Younglund) to approve Resolution 51-25, and it
passed unanimously.
3. PERFORMING ARTS CENTER AT STANLEY PARK. Item continued to May 27,
2025.
4. RESOLUTION 52-25 FINDING SUBSTANTIAL COMPLIANCE AND INITIATING
ANNEXATION PROCEEDINGS FOR THE ELKHORN LODGE PHASE II
ANNEXATION. Senior Planner Hornbeck stated the purpose of Resolution 52-25
would be to determine whether the content of the annexation petition substantially
complies with the Municipal Annexation Act and set a date and time for the eligibility
hearing. He reviewed the annexation application timeline, advantages and
disadvantages and recommended approval of the resolution. There being no
comments, it was moved and seconded (Lancaster/Younglund) to approve
Resolution 52-25, and it passed unanimously.
5. RESOLUTION 53-25 AN INTERGOVERNMENTAL GRANT AGREEMENT WITH
THE STATE OF COLORADO DEPARTMENT OF LOCAL AFFAIRS FOR THE
SPRUCE KNOB AND CARRIAGE HILLS WATER SYSTEM IMPROVEMENTS
PROJECT. Town Administrator Machalek stated the resolution would be the official
acceptance of the grant agreement for the Spruce Knob and Carriage Hills Water
System Improvements Project. It was moved and seconded (Cenac/Younglund) to
approve Resolution 53-25, and it passed unanimously.
6. TOWN ADMINISTRATOR ANNUAL MERIT. Mayor Hall stated the Town
Administrator Annual performance review was conducted by Graves Consulting. The
Town Administrator agreement reflects the position was entitled to a merit increase
each calendar year based on the merit pool provided to all Town employees. The
agreement further outlines the Board may override the increase to provide a greater
or lesser increase, or no increase. Mayor Hall recommended a 3.5% increase based
on Town Administrator Machalek’s work ethic, performance and leadership. It was
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moved and seconded (Hall/Cenac) to increase Town Administrator Machalek’s
merit increase to 3.5% effective May 2, 2025, and it passed unanimously.
REPORTS AND DISCUSSION ITEMS: (Outside Entities).
1. MUSEUM ANNUAL REPORT FOR 2024.
Director Fortini presented an overview of the Museum Annual Report. Staff review
strategic initiatives annually to address goals beyond ongoing operations.
Highlights of the report included: Museum Annex improvements; oral histories
inventory in collaboration with the Estes Valley Library; he reviewed visitation and
return visitors; the contributions from the Estes Park Museum Friends &
Foundation Inc which helped fund two 12 month contract positions at 75%; artifacts
and collections, and volunteer efforts. 2025 Strategic initiatives included:
determining Town philosophy/financial commitment to manage and maintain
historic structures; paint the Historic Hydroplant sturctures; re-roof the caretakers
cottage; digitize newspapers from 2001-2005; execute moth mitigation and begin
a 30 month monitoring period for impacted artifacts; Joe Mills donations from 2013-
2023 and other donations; complete the 2025 phase of artifact cleaning, relocation,
and catalog update; Museum Annex improvements, and continue oral history
collection efforts.
Town Administrator Machalek introduced David Greear, Public Works Director and the
Board welcomed him to the position with the Town.
Whereupon Mayor Hall adjourned the meeting at 9:13 p.m.
Gary Hall, Mayor
Bunny Victoria Beers, Deputy Town Clerk DRA
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Town of Estes Park, Larimer County, Colorado May 13, 2025
Minutes of a Study Session meeting of the TOWN BOARD of the Town of
Estes Park, Larimer County, Colorado. Meeting held at Town Hall in the
Board Room in said Town of Estes Park on the 13th day of May, 2025.
Board: Mayor Hall, Mayor Pro Tem Cenac, Trustees Brown,
Hazelton, Igel, Lancaster, and Younglund
Attending: Mayor Hall, Mayor Pro Tem Cenac, Trustees Hazelton,
Lancaster and Younglund
Also Attending: Town Administrator Machalek, Deputy Town Administrator
Damweber, Attorney Kramer, Police Chief Stewart and
Deputy Town Clerk Beers
Absent: Trustees Brown and Igel
Mayor Hall called the meeting to order at 5:00 p.m.
FLOCK SAFETY CAMERAS. Chief Stewart stated the use of License Plate
Recognition (LPR) technology has been used by a number of communities and
agencies within Boulder and Larimer Counties to assist with investigations. The Town
does not currently have these resources deployed within the community as an
investigation tool to assist with the path of criminals and suspected criminals throughout
the community. The Estes Park Police Department (EPPD) would propose the
purchase and deployment of LPR technology at predetermined strategic placements
focused on the primary points of ingress and egress to assist with the identification of
vehicles of interest and increase overall public safety in Estes Park. Kristen
MacLeod/Public Affairs Manager with Flock Safety provided product highlights and
stated the technology had been beneficial in locating missing persons and expediting
the recovery of persons associated with “Amber Alerts” and “Silver Alerts”. LPRs assist
in preventing or reducing auto thefts and uncovering investigative leads for all other
types of crimes where video images have high evidentiary value. Hardware would be
provided by Flock Safety, while software would be subscription based, to monitor and
maintain system health and deployment of updates for optimal functionality. She stated
data can be shared with other agencies, no personal data would be collected, and
vehicle identification would be end to end encrypted with a complete audit trail built into
the system. The Police Department would propose the use of Flock Safety System
which has 5,000 cameras deployed nationally, including over 75 Colorado communities.
The use of this system would allow the Police Department to access the network of
LPRs amongst the other existing jurisdictions. The total contract for a two-year
recurring subscription was estimated at $52,700 and would use 2025 department
funding or be presented as a budget decision package for fiscal year 2026. Board
comments and questions have been summarized: Importance of public engagement
and feedback; whether the EPPD would control which agencies to share information
with; the number of cameras staff would recommend; how the department would
coordinate with CDOT for highway installation; timing and funding options including
grants; staffing and training impacts; whether the federal government would have
access to the data and privacy concerns. Staff would review opportunities for public
feedback and bring more information to the Board at a future meeting.
NOISE ORDINANCE ENFORCEMENT. Chief Stewart stated the EPPD held a noise
ordinance enforcement training lead by Prosecuting Attorney Avi Rocklin and Town
Attorney Kramer. Training was recorded for any staff unable to attend, future staff, and
was comprised of the elements of the ordinance, evidence needed for successful
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prosecution, applicable enforcement and department expectations. The Board
commended the approach, training and the thanked staff for the update.
OFF-HIGHWAY VEHICLE/GOLF CARTS ON ROADS. Chief Stewart stated the Town
does not currently permit the public use of golf carts, low speed vehicles (LSV), and off-
highway vehicles (OHVs) on town streets. He reviewed a number of advantages,
including smaller vehicles have the potential to reduce congestion during high traffic
times; additional road capacity versus larger conventional vehicles; and the potential
reduction in noise complaints from LSVs. Staff stated allowing the LSVs/OHVs and golf
carts on Town streets may be difficult, due to the amount of state highways in the area,
making it difficult for the public to comply with an ordinance. He stated the
disadvantages may consist of misconceptions on the difference between a golf cart,
LSV or OHV; occupant safety concerns during a motor vehicle accident; the need for
the vehicles to be street legal; educational efforts needed for locals and visitors; the
statutory requirements for the driver to have a license, insurance, eye protection,
helmet, etc.; traffic management with guest unfamiliar with the vehicles in traffic; and
paid parking and parking enforcement issues. He stated the primary concern would be
occupant safety and recommended the ordinance clearly identify permitted use,
locations and he encouraged public education. Board comments and questions have
been summarized: Whether the use would be beneficial for the area; safety concerns
for vehicles entering/crossing state highways; addressing needs for accommodations
businesses using OHVs/LSVs for maintenance/housekeeping transportation;
enforcement challenges and whether there has been a demand in the community. The
Board directed staff to identify opportunities for business use of golf carts on trails for
consideration and encouraged the public provide comments and any interest in
regulatory changes.
FUTURE STUDY SESSION AGENDA ITEMS.
It was requested and determined the Big Horn Parking Structure Design update would
occur on July 8, 2025 and the Business Use for Golf Carts on Trails and the Visit Estes
Park intergovernmental agreement edits would be included in approved/unscheduled.
COMMENTS & QUESTIONS.
None.
There being no further business, Mayor Hall adjourned the meeting at 6:20 p.m.
Bunny Victoria Beers, Deputy Town Clerk DRA
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Town of Estes Park, Larimer County, Colorado, May 6, 2025
Minutes of a Joint meeting of the LARIMER COUNTY COMMISSIONERS
and the TOWN BOARD of the Town of Estes Park, Larimer County,
Colorado. Meeting held virtually on the 6th day of May, 2025.
Board: Mayor Hall, Mayor Pro Tem Cenac, Trustees Brown,
Hazelton, Igel, Lancaster, and Younglund
County Commissioners Commissioners Kefalas, Shadduck-McNally, and Stephens
Also Attending: Town Administrator Machalek, Deputy Town Administrator
Damweber, Town Attorney Kramer, and Town Clerk
Williamson
County Manager Volker and Assistant County Manager
Kadrich, and County Attorney Ressue
Absent: None
Mayor Hall called the meeting to order at 3:03 p.m.
REMOVAL OF VISIT ESTES PARK BOARD MEMBERS.
Trustee Hazelton stated there have been issues with board governance since she
became a member of the Visit Estes Park (VEP) Board in May 2024. The objective of
the meeting was to review and discuss the recent performance of VEP’s governing
board, which are appointed by the Town Board and County Commissioners, and pursue
opportunities for successful mitigation of identified governance issues, including board
members acting independently of board direction such as soliciting contracts and
proposals; lack of transparency, including only select directors receiving information or
documentation, not the full board; improper management of personnel in relation to the
annual budget; dereliction of duty in committee management, including lack of board
direction to CEO Search Committee as well as lack of ownership of CEO search
process; and lack of regular evaluation of the District’s Chief Executive Officer (CEO),
both in conjunction with renegotiating the unexpired employment contract of former
CEO, and with current contract requirements of the interim CEO.
Comments were heard and summarized by the Commissioners: Commissioner
Shadduck-McNally noted a large volume of public comment had been received; she
stated she valued volunteerism; and commented on the fact that VEP was made up of
local business owners; and stated concern with disrupting the board with the new
interim executive director starting soon and so close to the tourist season.
Commissioner Kefalas commented the county wants a high functioning organization to
assist with the tourism of the town. Commissioner Stephens noted there are issues and
concerns that are important to address; she would not be inclined to remove board
members that were appointed; and stated a need to reset expectations for the VEP
Board.
Comments were heard and summarized by the Town Board: Trustee Lancaster noted
the concerns raised regarding board governance occurred approximately seven to eight
years previously; a 2017 report was completed that contained suggestions to improve
the VEP governance that were not implemented; the issues are emblematic of the
structure of the board as a governing board that has fiduciary responsibilities for
revenues of $10 million in taxes and a marketing arm of the organization which requires
a different skillsets; he further noted there are different models for the operation of a
Local Marketing District that could be implemented. Trustee Brown stated concern with
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information not being provided to all board members and being withheld claiming
attorney client privilege; and suggested the VEP Board adopt governing policies
modeled after the Town Board policies. Trustee Younglund stated concern with the
2017 recommendation not being implemented; the continued governance issues and
lack of fiduciary responsibilities; and she suggested a reconstitution of the board
through to include the reapplication and interview of the current members. Trustee Igel
commented changes to the VEP Board should not impact the employees; stated
concern with the hiring of the interim CEO as the hiring was not done with transparency;
staff has significant concerns with the operation of the board; leadership of the Board
remains pivotal to the success of the organization; and stated he would be supportive of
adding oversight to enhance the governance of the board with a set of standards to be
followed. Mayor Pro Tem Cenac stated she had served on the VEP board previously
and noted that there were two Town Board members in the past; adding a second
Trustee would provide oversite to the VEP Board operations; and there has been a
move away from governance on the VEP Board.
It was moved and seconded (Younglund/Cenac) to reconstitute the Visit Estes Park
Board and review questions and interview all applicants, and the motion was not
voted on as it was noted the Town Board could not remove County appointees.
It was moved and seconded (Younglund/Brown) to remove Town appointees from
the Visit Estes Park Board and open applications with the understanding the
current Board members may apply. Attorney Kramer noted the current IGA states the
collective body, Town and County elected officials, may remove any member of the
board. The Town Board does not have the authority to remove appointees without the
County Commissioners participation in a vote as provided for in the IGA. Trustee
Younglund rescinded her motion.
Commissioner Kefalas stated the application process should be improved to ensure the
board members have the proper skillsets, including their fiduciary responsibility.
APPOINTMENT OF REPLACEMENT AND/OR TEMPORARY BOARD MEMBERS TO
ANY VACATED VISIT ESTES PARK BOARD SEATS. It was noted the VEP Board
has a current Town appointed vacancy that could be filled by a Town Board member
per the current IGA. Mayor Hall commented he could fill the open position.
VISIT ESTES PARK INTERGOVERNMENTAL AGREEMENT REVIEW
Commissioner Shaddack-McNally suggested the IGA between the Town and County
should be reviewed, modernized, and upgraded. She further noted the need for a more
robust operating plan. Mayor Hall agreed the IGA should be reviewed by staff and the
respective attorneys.
Trustee Hazelton commented the governing boards have two responsibilities, including
the approval of the operating plan and the removal of board members to ensure the
VEP Board operates appropriately. She noted the outdated IGA should be revisited.
She reiterated her concerns with the lack of transparency from the VEP Board, current
operations, lack of board governance, and the continued issues at the staff level.
It was moved and seconded (Shaddack-McNally/Brown) to task the County Attorney
Ressue and Town Attorney Kramer and the Administration staff to review the
Intergovernmental Agreement. The motion was not voted on.
After further conversation, it was moved and seconded (Cenac/Lancaster) to review
the Intergovernmental Agreement between the Town of Estes Park and Larimer
County for the operation of Visit Estes Park (Local Marketing District), and it
passed with Trustees Brown and Younglund voting “No”.
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Town Board & County Commissioner Joint Session – May 6, 2025 – Page 3
Staff would review the agreement for term limits, out of date issues, and any other items
that need to be addressed. Larimer County Attorney Ressue stated the revised IGA
could set expectations in relation to policy governance.
There being no further business, Mayor Hall adjourned the meeting at 4:56 p.m.
Jackie Williamson, Town Clerk
DRA
F
T
ESTES PARK MUSEUM Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Derek Fortini, Estes Park Museum Director
Date: May 27, 2025
RE: Resolution 54-25 2025 Memorandum of Understanding between the Town
of Estes Park/Estes Park Museum and the Estes Park Museum Friends &
Foundation, Inc.
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER
QUASI-JUDICIAL YES NO
Objective:
Approve the 2025 Memorandum of Understating (MOU) between the Town of Estes
Park/Estes Park Museum and the Estes Park Museum Friends & Foundation, Inc.
(EPMF&F), which defines roles and responsibilities of each organization to support one
another.
Present Situation:
The EPMF&F formed in 1992 when the Estes Park Museum became a Town
Department. At that time, the organization shifted its role from one focused on
governance into a non-profit financial support organization. The EPMF&F raise funds
through a variety of efforts to annually finance the Museum’s exhibits, collection
care/projects, public programming, select marketing, design costs of the Museum
Members triannual newsletter, and special projects. The EPMF&F contributes an
average of $20,000-25,000 annually to the Estes Park Museum operating budget. Since
2016, the EPMF&F has engaged in public fundraising for improvements to the Estes
Park Museum Annex. At the end of the facility improvements, estimated to be in 2025 or
early 2026, the EPMF&F will have invested $600,000 into facility upgrades.
There have been a number of MOUs between the Town of Estes Park/Estes Park
Museum and the EPMF&F, beginning in 2009. More recently, it has been the practice
to re-sign or address revisions (minor or major) of the MOU at the election of a new
president (Estes Park Museum Friends & Foundation, Inc. presidential terms are two
years and are up to three terms limited). The current Board President was elected in
Fall of 2024. One revision to protect everyone’s time is to have the MOU not be re-
signed every time there is a new president and instead at the request of the Town or
EPMF&F Board. The MOU does call for the agreement to be reviewed annually by both
parties. The EPMF&F Board has worked with the Estes Park Museum Director and the
Deputy Town Administrator to make revisions to the MOU.
Proposal:
In general, the MOU outlines each organizations’ purpose, role of support for one
another, and individual organizational duties and responsibilities to ensure a successful
and beneficial relationship.
Advantages:
x The MOU clearly defines expectations of each organization, increasing
accountability.
x The MOU clearly defines the duties and responsibilities of each organization,
increasing operational and relational efficiency.
Disadvantages:
x The MOU can be ever-changing and revised at any time with mutual agreement
of the parties, however, this only takes place when operational changes occur
within either organization and it is necessary to change the MOU to support the
changes.
Action Recommended:
Approval of the 2025 Memorandum of Understating between the Town of Estes
Park/Estes Park Museum and the Estes Park Museum Friends & Foundation, Inc. and
Resolution 54-25.
Finance/Resource Impact:
None
Level of Public Interest
Low
Sample Motion:
I move for the approval/denial of Resolution 54-25.
Attachments:
1. Resolution 54-25
2. 2025 Memorandum of Understanding between the Town of Estes Park and the
Estes Park Museum Friends & Foundation, Inc.
RESOLUTION 54-25
APPROVING A MEMORANDUM OF UNDERSTANDING WITH THE ESTES PARK
MUSUEM FRIENDS & FOUNDATION, INC.
WHEREAS, since 1992, after the Estes Park Museum became a Town of Estes
Park department, the Estes Park Museum Friends & Foundation, Inc. (EPMF&F) shifted
its role from one focused on governance into a non-profit financial support organization;
and
WHEREAS, within that role, the EPMF&F has consistently committed to financing
annual operations and special projects of the Estes Park Museum; and
WHEREAS, the EPMF&F has annually worked in partnership with the Town of
Estes Park to successfully further the Estes Park Museum’s mission; and
WHEREAS, the Town Board wishes to enter a memorandum of understanding in
the title of this resolution for the purpose of defining roles and responsibilities of the
relationship between the EPMF&F and the Town of Estes Park.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the memorandum of
understanding referenced in the title of this resolution in substantially the form now before
the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
$77$&+0(17
MEMORANDUM OF UNDERSTANDING BETWEEN THE TOWN OF ESTES PARK
AND THE ESTES PARK MUSEUM FRIENDS & FOUNDATION, INC.
This AGREEMENT (“Agreement”) made and entered into the 13th day of May 2025, by and
between:
The Town of Estes Park (“TOWN”), a municipal corporation, acting through its Estes Park
Museum Division (“MUSEUM”), which includes the Estes Park Museum (and outbuildings),
Estes Park Museum Annex, Historic Fall River Hydro plant, and the Birch Cabin and Ruins at
the Knoll-Willows Centennial Open Space
AND
The Estes Park Museum Friends & Foundation, Inc. (“EPMFF” or “FRIENDS”), a Colorado
non-profit corporation.
SECTION 1. RECITALS.
1.01 The purpose of the MUSEUM is to conduct activities that preserve, share, and respect the
unique history of Estes Park; and
1.02 The purpose of the EPMFF is to support the mission of the Estes Park Museum through
fundraising and advocacy; and
1.03 The MUSEUM and the EPMFF desire to coordinate their efforts to fulfill these missions.
1.04 The MUSEUM and the EPMFF have entered into several successive memoranda of
understanding for this purpose, which this Agreement supersedes and replaces.
NOW, THEREFORE, in consideration of the mutual promises contained herein, the parties agree
as follows:
SECTION 2. DUTIES AND RESPONSIBILITIES OF THE MUSEUM
2.01 The MUSEUM will provide in-kind support for EPMFF activities as deemed necessary
by MUSEUM Staff. Examples of support and supplies could include: telephone services;
a web page and support associated with the webpage within the MUSEUM website;
photocopying associated with EPMFF business; etc.
2.02 The MUSEUM Director works directly with EPMFF Board to follow the TOWN’s
budget process in making an annual financial request. The MUSEUM Director is
responsible for regular reporting on project status funded by EPMFF.
$77$&+0(17
2.03 The TOWN will provide use of the MUSEUM meeting room/additional space and
TOWN rental properties (excluding the Estes Park Events Complex) for EPMFF mission
appropriate activities, based on availability, without cost to the EPMFF.
2.04 The TOWN may sell books published by the EPMFF Press at no additional cost to the
EPMFF.
2.05 MUSEUM staff may assist with EPMFF activities given reasonable notice and when
doing so does not impinge on their normal responsibilities.
2.06 MUSEUM staff manage the Estes Park Museum gallery host and other volunteers related
to MUSEUM operations.
2.07 The TOWN shall make available, on request, the MUSEUM’s budget and financials for
review by the EPMFF.
2.08 The TOWN is the sole owner of any capital improvement projects funded by the EPMFF.
2.09 The TOWN will insure all artifacts in the MUSEUM collection.
2.10 The MUSEUM retains the copyright to all collections and MUSEUM logo used for
products or promotional materials produced by or for the EPMFF, unless specifically
waived in writing. The MUSEUM retains the right of final approval on the use of
MUSEUM-owned materials and logos.
2.11 Cash donations to EPMFF will be retained by EPMFF for mutually agreed upon use by
both organizations.
2.12 The MUSEUM will operate the gallery shop in philosophy and day-to-day management,
as well as inventory, documentation, and regular reporting. EPMFF shall be responsible
for purchasing and stocking all shop inventory, at its expense, and EPMFF will retain
proceeds from the shop to support its mission.
2.13 The MUSEUM will operate a membership program in philosophy and day-to-day
management, such as tracking and recording members. EPMFF shall pay for all events
and activities arranged for the benefit of the membership program, and EPMFF will
retain proceeds from the membership program to support its mission.
SECTION 3. DUTIES AND RESPONSIBLITIES OF THE EPMFF
3.01 The EPMFF seeks to further its mission and the mission of the MUSEUM with the
guidance of the MUSEUM Director, who shall be an ex-officio member of the EPMFF
Board. The EPMFF will provide funds and/or advocacy for collections care and
acquisitions, education/programs, exhibits, marketing, capital improvements, and other
appropriate needs as outlined by the MUSEUM Director and agreed to by the EPMFF
Board.
3.02 The EPMFF Executive Committee will meet annually with the direct supervisor of the
MUSEUM Director and the MUSEUM Director to review this MOU.
3.03 The EPMFF manages volunteers and/or employees, if applicable, in any activities
benefitting the EPMFF.
3.04 The EPMFF may, at its discretion, hire, pay for, supervise and evaluate an employee(s),
and/or contractors.
3.05 The EPMFF is responsible for managing its own records such as correspondence and
financial reviews and audits. Space permitting, such records may be housed at the
MUSEUM. EPMFF shall make best efforts to digitize its records and documents and
maintain them on a shared portal.
3.06 The EPMFF will make available, on request, its budget and financials for review by the
TOWN.
3.07 The EPMFF is responsible for its own travel and training costs.
3.08 The EPMFF is responsible for obtaining any required special events licenses and paying
any required use fees for events in which it participates.
3.09 The EPMFF will pay state special event permit fees for liquor licensing and the cost of
alcoholic beverages for any EPMFF sponsored or hosted events held on TOWN property.
3.10 The EPMFF will provide its own letterhead, envelopes, business cards, nametags, and
miscellaneous items related to EPMFF Board, employee, and/or volunteer activity.
3.11 The EPMFF will be financially responsible for all associated EPMFF activity.
3.12 The EPMFF will locate and pay for any legal advice requested by the EPMFF. The
Town Attorney may not be used as a resource in such cases.
SECTION 4. TERM OF AGREEMENT
4.01 This Agreement shall be made effective at the date and year written above subject to
approval by both parties, and shall be reviewed for potential amendments on an annual
basis by both parties, subject to renewal or termination annually as described in section
5.01.
4.02 This Agreement shall continue in effect as described in Paragraph 4.01 or until
terminated by either party in accordance with the terms listed in Section 5 below.
SECTION 5. TERMINATION
5.01 Either party may terminate this agreement by serving written notice upon the other party
at least thirty (30) days in advance of such termination.
SECTION 6. INVALID PROVISION
6.01 Should any part of this Agreement be declared invalid by a court of law, such decision
shall not affect the validity of any remaining portion which shall remain in full force and
effect as if the invalid portion was never a part of this Agreement when it was executed.
Should the severance of any part of this Agreement materially affect any other rights or
obligations of the parties hereunder, the parties hereto will negotiate in good faith to
amend this Agreement in a manner satisfactory to the parties. Failing agreement on such
amendment, either party may by notice in writing, terminate this Agreement forthwith
subject to the provisions of this Agreement relating to termination.
SECTION 7. INDEMNIFICATION
7.01 The FRIENDS agree to indemnify and save harmless the TOWN and the MUSEUM for
any liability whatsoever arising out of the negligent acts of the FRIENDS’ volunteers,
employees or agents. Nothing in this Agreement shall be construed to affect in any way
the TOWN’s, the MUSEUM’s or the FRIENDS’ rights, privileges, and immunities,
including sovereign immunity as provided by law. The parties hereto understand and
agree that the TOWN and its officers, employees, and agents are relying on, and do not
waive or intend to waive by any provision of this Agreement, the monetary limitations or
any other rights, immunities, and protections provided by the Colorado Governmental
Immunity Act, C.R.S. 24-10-101 et seq., as from time-to-time amended.
SECTION 8. ASSIGNMENT
8.01 Neither party to the Agreement shall, directly or indirectly, assign or purport to assign
this Agreement or any of its rights or obligations in whole or in part to any third party
without the prior written consent of the other party.
SECTION 9. NO WAIVER
9.01 The failure of either party to enforce at any time any of the provisions, rights, or to
exercise any elections provided, shall in no way be considered to be a waiver of such
provisions, rights or elections or in any way effect the validity of the Agreement. The
failure to exercise by either party any of its rights herein or any of its elections under the
terms or conditions herein contained shall not preclude or prejudice it from exercising the
same or any other right it may have under this Agreement, irrespective of any previous
action or proceeding taken by it hereunder.
SECTION 10. COMPLETE AGREEMENT
10.01 This Agreement is the complete Agreement of the parties; may be amended or modified
only in writing; and supersedes, cancels and terminates any and all prior agreements or
understandings of the parties, whether written or oral, concerning the subject matter
hereof.
SECTION 11. CHOICE OF LAW
11.01 This Agreement shall be governed by and construed and interpreted according to the laws
of the State of Colorado. It shall be binding upon and inure to the benefit of the
successors of the TOWN and FRIENDS.
SECTION 12. NON-DISCRIMINATION PROVISION
12.01 The parties shall not discriminate against any employee or participant in this program
because of race, age, religion, color, gender, national origin, marital status, disability, or
sexual orientation.
SECTION 13. NOTICE PROVISIONS
13.01 When any of the parties desire to give notice to the other, such notice must be in writing
sent by US Mail, postage prepaid, addressed to the party for whom it is intended at the
place last specified; the place for giving notice shall remain such until it is changed by
written notice in compliance with the provisions of the paragraph. For the present, the
parties designate the following as the respective places for giving notices:
To FRIENDS: ESTES PARK MUSEUM FRIENDS &
FOUNDATION, INC.
200 Fourth Street
Estes Park, Colorado 80517
To TOWN: TOWN OF ESTES PARK
Attn: Town Administrator
P.O. Box 1200
Estes Park, Colorado 80517
Copy To: ESTES PARK MUSEUM
200 Fourth Street
Estes Park, Colorado 80517
AUTHORITY PROVISION
Each person signing this Agreement on behalf of either party individually warrants that he/she
has full legal power to execute this agreement on behalf of the party for whom he/she is signing,
and to bind and obligate such party with respect to all provisions contained in this Agreement.
IN WITNESS WHEREOF, the parties hereto have duly executed this Agreement as of the day
and year written above.
Signature Page to follow.
ESTES PARK MUSEUM FRIENDS & FOUNDATION, INC.
By_________________________
President
TOWN OF ESTES PARK
By___________________________
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
____________________________________
Town Attorney
INTERNAL SERVICES Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Derek Pastor, PMP, Project Manager
Date: May 27, 2025
RE: Resolution 55-25 Contract with Northern Colorado Energy Solutions for
the Museum Annex HVAC Units Replacement Project $114,655.50,
Budgeted.
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Staff seek Town Board approval of the construction contract with Northern Colorado
Energy Solutions (NoCo Commercial, LLC) for the replacement of 8 variable refrigerant
flow (VRF) air conditioning units in the Museum Annex Building.
Present Situation:
The majority of the existing VRF units are nearing or exceeding their useful life,
resulting in costly and frequent repairs to maintain. These units are also not as energy-
efficient as the newer models. There are currently 8 units consisting of 5 different
manufacturer models.
These new units will provide more efficient heating and cooling, as well as improved
humidity control to enhance the preservation of the artifacts stored in the spaces.
After four weeks of advertising, two bids were received and opened on May 1, 2025,
with five attendees present at the pre-bid meeting. Attached is the summary of bid
results and rankings.
Proposal:
Staff propose approval of the construction agreement with NoCo Commercial, LLC, for
the replacement of the existing VRF units at the Museum Annex. The proposed
construction cost is below the approved Capital Improvement Project (CIP) budget.
This project will be managed by the Internal Services Project Manager with daily status
updates and weekly (minimum) inspections for the duration of the project.
Advantages:
x The new models are highly energy-efficient units with heating, cooling, and humidity
control components included.
x Reduction in electricity usage and costs.
x Simplified operation and maintenance due to uniformity of equipment – one
manufacturer, four models.
x Alignment with the Town’s green initiative for energy-conscious decision making.
Disadvantages:
x The cost of the project due to the quantity of equipment and the associated
installation labor; however, the cost is currently under the approved budget.
x There will be disruption to individual office staff while work is being performed in the
offices; however, this will be mitigated/minimized by proactive communication about
the work schedule and duration.
x Additional care will be taken to prevent any damage to existing historical artifacts or
the introduction of foreign materials into those spaces.
Action Recommended:
Staff recommend that the Town Board approve the attached construction contract with
NoCo Commercial, LLC, in the amount of $114,655.50. Upon approval, the contractor
can order the equipment and have this project completed by the end of September
2025.
Finance/Resource Impact:
The Town previously budgeted $250,000 for this project. Project Code: MUHVAC;
Account Number: 204-5400-544-33-31. $14,525.00 has already been spent on design
services, leaving a balance of $235,475 for construction. The construction contract
amount for this project is $114,655.50.
Future Ongoing Impacts: After the two-year warranty period for labor and equipment by
the contractor, the Facilities Division will coordinate any maintenance or repairs as part
of the General Fund operating budget.
Level of Public Interest
While this building is non-public facing and is primarily for staff and research use, there
is public interest in maintaining Town facilities as assets.
Sample Motion:
I move for the approval/denial of Resolution 55-25.
Attachments:
1. Resolution 55-25
2. Museum Annex HVAC Units Replacement Construction Contract with Northern
Colorado Energy Solutions.
3. Museum Annex HVAC Units Replacement Bid Results and Rankings.
RESOLUTION 55-25
APPROVING A CONSTRUCTION CONTRACT WITH NORTHERN COLORADO
ENERGY SOLUTIONS FOR THE MUSEUM ANNEX VARIABLE REFRIGERANT
FLOW (VRF) UNITS REPLACEMENT
WHEREAS, the Town Board wishes to enter into a construction contract
referenced in the title of this resolution for the replacement of the VRF units located in the
Museum Annex.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the construction contract
referenced in the title of this resolution in substantially the form now before the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
$77$&+0(17
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 1 of 6
CONSTRUCTION CONTRACT
Museum Annex Variable Flow Refrigerant (VRF) Systems Replacement
THIS CONTRACT is made at the Town of Estes Park, Colorado, by and between the Town of
Estes Park, Colorado ( Town), a municipal corporation, and NoCo Commercial, LLC, a
Colorado limited liability company, whose address is 394 Delozier Dr., Fort Collins, CO 80524.
In consideration of these mutual covenants and conditions, the Town and Contractor agree as
follows:
SCOPE OF WORK. The Contractor shall execute the entire Work described in the Contract
Documents.
CONTRACT DOCUMENTS. The Contract incorporates the following Contract Documents.
In resolving inconsistencies among two or more of the Contract Documents, precedence will be
given in the same order as enumerated.
LIST OF CONTRACT DOCUMENTS.
The Contract Documents, except for Modifications and Change Orders issued after execution of
this Agreement, are:
1. Change Orders;
2. Construction Contract;
3. The following addenda, if any:
i. Bid Addendum #1-Museum Annex HVAC Replacement, dated April
23, 2025, containing 11 pages
4. The following Special Conditions of the Contract:
i. Document – 10. Special Conditions (page 82 of Invitation Bid)
5. General Conditions;
6. The following Drawings and Technical Specifications:
i. Document – Museum Annex Engineered Drawings, dated March 31,
2025
7. Notice to Proceed;
8. Notice of Award;
9. Invitation to Bid
10. Bid Bond;
11. Bid Proposal from Northern Colorado Energy Solutions, dated May 1, 2025,
containing 14 pages;
12. Instructions to Bidders;
$77$&+0(17
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 2 of 6
13. Performance Bond and Payment Bond;
14. Insurance Certificates;
15. Construction Progress Schedule; and
16. Any other documents listed as Contract Documents in the General Conditions.
CONTRACT PRICE. The Town shall pay the Contractor for performing the Work and the
completion of the Project according to the Contract, subject to change orders as approved in
writing by the Town, under the guidelines in the General Conditions. The Town will pay the base
sum of One Hundred Fourteen Thousand Six Hundred Fifty Five dollars and Fifty cents
($114,655.50), to the Contractor, subject to full and satisfactory performance of the terms and
conditions of the Contract. The Town has appropriated sufficient money for this work.
COMPLETION OF WORK. The Contractor must begin work covered by the Contract within
30 days from the Notice of Award (based on current lead times of equipment and materials), and
must achieve Substantial Completion within 60 days from and including the date of Notice to
Proceed, according to the General Conditions.
LIQUIDATED DAMAGES. If the Contractor fails to substantially complete the Work within
the time period described above, or within such other construction time if modified by a change
order, the Town may permit the Contractor to proceed, and in such case, may deduct the sum of
$250.00 for each calendar day that the Work shall remain uncompleted from monies due or that
may become due the Contractor. This sum is not a penalty but is the cost of field and office
engineering, inspecting, interest on financing and liquidated damages.
The parties agree that, under all of the circumstances, the daily basis and the amount set for
liquidated damages is a reasonable and equitable estimate of all the Town's actual damages for
delay. The Town expends additional personnel effort in administrating the Contract or portions
of it that are not completed on time, and such efforts and the costs thereof are impossible to
accurately compute. In addition, some, if not all, citizens of Estes Park incur personal
inconvenience and lose confidence in their government as a result of public projects or parts of
them not being completed on time, and the impact and damages, certainly serious in monetary as
well as other terms are impossible to measure.
SERVICE OF NOTICES. The parties may give each other required notices in person or by
first class mail or by email to their authorized representatives (or their successors) at the
addresses listed below:
TOWN OF ESTES PARK:
Derek Pastor, Project Manager
170 MacGregor Ave
Estes Park, CO 80517
CONTRACTOR:
Nathan Gagliano, President
394 Delozier Dr.
Fort Collins, CO 80524
INSURANCE PROVISIONS. The Contractor must not begin any work until the Contractor
obtains, at the Contractor's own expense, all required insurance as specified in the General
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 3 of 6
Conditions. Such insurance must have the approval of the Town of Estes Park as to limits, form
and amount.
RESPONSIBILITY FOR DAMAGE CLAIMS. The Contractor shall indemnify, save
harmless, and defend the Town, its officers and employees, from and in all suits, actions or
claims of any character brought because of: any injuries or damage received or sustained by any
person, persons or property because of operations for the Town under the Contract; the
Contractor's failure to comply with the provisions of the Contract; the Contractor's neglect of
materials while constructing the Work; because of any act or omission, neglect or misconduct of
the Contractor; because of any claims or amounts recovered from any infringements of patent,
trademark, or copyright, unless the design, device, materials or process involved are specifically
required by Contract; from any claims or amount arising or recovered under the "Workers'
Compensation Act," by reason of the Contractor's failure to comply with the act; pollution or
environmental liability; or any failure of the Contractor to comply with any other law, ordinance,
order or decree. The Town may retain so much of the money due the Contractor under the
Contract, as the Town considers necessary for such purpose, for the Town's use. If no money is
due, the Contractor's Surety may be held until such suits, actions, claims for injuries or damages
have been settled. Money due the Contractor will not be withheld when the Contractor produces
satisfactory evidence that the Contractor and the Town are adequately protected by public
liability and property damage insurance.
The Contractor also agrees to pay the Town all expenses incurred to enforce this "Responsibility
for Damage Claim" agreement and if the Contractor's insurer fails to provide or pay for the
defense of the Town of Estes Park, its officers and employees, as additional insureds, the
Contractor agrees to pay for the cost of that defense.
Nothing in the INSURANCE PROVISIONS of the General Conditions shall limit the
Contractor's responsibility for payment of claims, liabilities, damages, fines, penalties, and costs
resulting from its performance or nonperformance under the Contract.
STATUS OF CONTRACTOR. The Contractor is performing all work under the Contract as
an independent contractor and not as an agent or employee of the Town. No employee or official
of the Town will supervise the Contractor nor will the Contractor exercise supervision over any
employee or official of the Town. The Contractor shall not represent that it is an employee or
agent of the Town in any capacity. The Contractor and its employees are not entitled to
Workers' Compensation benefits from the Town and are obligated to pay federal and state
income tax on money earned pursuant to the Contract. This is not an exclusive contract.
THIRD-PARTY BENEFICIARIES. None of the terms or conditions in the Contract shall give
or allow any claim, benefit, or right of action by any third person not a party to the Contract.
Any person except the Town or the Contractor receiving services or benefits under the Contract
shall be only an incidental beneficiary.
INTEGRATION. The Contract is an integration of the entire understanding of the parties with
respect to the matters set forth in it, and supersedes prior negotiations, written or oral
representations and agreements.
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 4 of 6
DEFINITIONS. The Definitions in the General Conditions apply to the entire Contract unless
modified within a Contract Document.
EXECUTED this _____ day of _____________, 2025
(Signature pages to follow.)
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 5 of 6
TOWN OF ESTES PARK
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me by , as
of the Town of Estes Park, a Colorado municipal corporation, on behalf
of the corporation, this day of , 2025.
Witness my hand and official Seal.
My Commission expires .
Notary Public
APPROVED AS TO FORM:
Town Attorney
Agreement for Construction Contract – Museum Annex VRF Replacement - Page 6 of 6
CONTRACTOR
By:
Date
Title: _______________________________
State of )
) ss:
County of )
The foregoing instrument was acknowledged before me by ,
(Name of party signing)
a member/partner/manager/limited partner/agent (select one) on behalf of
(Name of limited liability company)
a limited liability company, this day of , 2025.
Witness my hand and official Seal.
My Commission expires .
Notary Public
Max.
Points
Possible Air Comfort, Inc NoCo Commercial
14.00 14.00 14.00
10.5 7.80 10.50
1.000 1.00 1.00
1.50 1.20 1.50
0.50 0.50 0.50
27.50 24.50 27.50
2 1
3.00 0.00
3.00 0.00
24.50 27.50
2 1
Air Comfort, Inc NoCo Commercia
Top Score
Criteria
Maximum
Points
Overall
Weight
Museum Annex HVAC Replacement
BID PROPOSAL - SUMMARY
SCORING MATRIX
Construction Cost – Proposal includes all related
labor, materials, general conditions, O&P, soft costs,
etc… necessary to complete this project. Proposed
costs compared to budget. 35 40%
10 5%
Project Duration – Construction calendar or similar
project schedule with duration provided. Staging and
phasing of project is logical. Proposed duration
compared to target. 35 30%
Completeness of Proposal – All required documents
completed, signed, returned by due date. 10 10%
Total Points (recalculated after references check)
Rankings after references check
Rankings after Proposals review
Point Differential between next higher score (position gap)
Point Differential from highest score (lead gap)
TOTAL SCORE: 100 100%
Relevant, Similar Experiences – Previous projects
are of similar scope, references*, etc… 10 15%
Business Information – Years in business, number of
employees, etc…
$77$&+0(17
RESOLUTION 56-25
SETTING THE PUBLIC HEARING FOR A NEW HOTEL & RESTAURANT LIQUOR
LICENSE APPLICATION FOR INDIAN BITES INC. DBA INDIAN BITES
BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES
PARK, COLORADO:
That the filing date of the application for a New HOTEL & RESTAURANT Liquor
License, filed by INDIAN BITES INC. DBA INDIAN BITES, 181 W. Riverside Drive, Estes
Park, Colorado, is April 21, 2025.
It is hereby ordered that a public hearing on said application shall be held in the Board
Room of the Municipal Building, 170 MacGregor Avenue, on Tuesday, June 10, 2025, at 7:00
P.M., and that the neighborhood boundaries for the purpose of said application and hearing
shall be the area included within a radius of 3.5 miles, as measured from the center of the
applicant's property.
DATED this day of , 2025
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
RESOLUTION 57-25
SETTING THE PUBLIC HEARING FOR A NEW TAVERN LIQUOR LICENSE
APPLICATION FOR PARK THEATER MALL LLC DBA THE SLAB
BE IT RESOLVED BY THE BOARD OF TRUSTEES OF THE TOWN OF ESTES
PARK, COLORADO:
That the filing date of the application for a New TAVERN Liquor License, filed by
PARK THEATER MALL LLC DBA THE SLAB, 116 E. Elkhorn Avenue, Estes Park,
Colorado, is May 7, 2025.
It is hereby ordered that a public hearing on said application shall be held in the Board
Room of the Municipal Building, 170 MacGregor Avenue, on Tuesday, June 10, 2025, at 7:00
P.M., and that the neighborhood boundaries for the purpose of said application and hearing
shall be the area included within a radius of 3.5 miles, as measured from the center of the
applicant's property.
DATED this day of , 2025
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
FINANCE Memo
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Tammy Zimmerman
Date: May 27, 2025
RE: Resolution 58-25 Intergovernmental Agreement with the State of
Colorado Department of Human Services for the Low- Income Energy
Assistance Program (LEAP).
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
Resolution 58-25 authorizing participation in the Low-Income Energy Assistance
Program (LEAP) for the next five winters beginning October 1, 2025 through September
30, 2030.
Present Situation:
The Colorado Department of Human Services (DHS) administers the national Low-
Income Energy Assistance Program (LEAP) within Colorado. Individuals apply for
benefits through DHS and once approved, they receive financial assistance to help
them pay for their winter heating bills. For our customers, that is the electric portion of
their bills. These funds are then distributed by DHS directly to the respective utility as
payment on behalf of the qualified and approved applicants.
Each utility must enter into the attached Low-Income Energy Assistance Program
(LEAP) Metered Fuel Vendor Agreement (LEAP agreement) to be eligible for these
payments to be sent directly to the utility. The Town’s current agreement expires
September 30, 2025. To be able to receive assistance payments on behalf of our
qualified customers, we must renew the IGA and execute a new agreement for 2025-
2030.
Proposal:
The Town should enter into a new LEAP agreement for the period beginning October 1,
2025 through September 30, 2030.
Advantages:
This will allow continuation of the existing program for qualified individuals, helping our
low-income customers pay their winter heating bills at no cost to the Town.
Disadvantages:
None.
Action Recommended:
Authorize the Mayor to sign the new LEAP agreement for 2025-2030.
Finance/Resource Impact:
There is no budget impact. The agreement improves the Power and Communication
Fund revenues by providing access to the LEAP program to help pay for qualified
customer’s heating bills.
Level of Public Interest
This would be of high interest to impacted utility customers.
Sample Motion:
I move for the approval/denial of Resolution 58-25.
Attachments:
1. Resolution 58-25
2. Low-Income Energy Assistance Program (LEAP) Metered Fuel Vendor
Agreement.
RESOLUTION 58-25
A RESOLUTION APPROVING AN INTERGOVERNMENTAL AGREEMENT WITH THE
STATE OF COLORADO DEPARTMENT OF HUMAN SERVICES FOR THE LOW-
INCOME ENERGY ASSISTANCE PROGRAM (LEAP)
WHEREAS, the Town of Estes Park desires to facilitate the continued
implementation of Colorado’s Low-Income Energy Assistance Program (LEAP) to help
low-income residents of Estes Park meet their winter home heating costs; and
WHEREAS, the Board intends to approve the agreement in its role as the
governing body and board of directors of the Town’s Power and Communications
Enterprise.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
On behalf of the Town acting by and through its Power and Communications
Enterprise, the Board approves, and authorizes the Mayor to sign, the intergovernmental
agreement referenced in the title of this resolution, in substantially the form now before
the Board.
DATED this day of , 2025.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
$77$&+0(17
1.TOWN OF ESTES PARK$&7,1*%<$1'
2.84-6000661
3.PO BOX 1200, ESTES PARK, CO 80517
4.
TAMMY ZIMMERMAN TZIMMERMAN@ESTES.ORG 970-577-4740
KIM MCEACHERN KIMMCEACHERN@ESTES.ORG P 970-577-3567
5.970-577-3573
6.75142
X
X
X
7+528*+,7632:(5$1'&20081,&$7,216(17(535,6(
$77$&+0(17
5IF5PXOPG&TUFT1BSLBDUJOHCZBOEUISPVHIJUT1PXFSBOE$PNNVOJDBUJPOT&OUFSQSJTF
COMMUNITY DEVELOPMENT Re ort
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Steve Careccia, Community Development Director
Date: May 27, 2025
RE: Development Code Update Progress Report
Objective:
The objective is two-fold:
1. Provide the Town Board with a progress report on the Development Code
update; and
2. Seek Board direction on the current track of the update process.
Present Situation:
The Development Code update kicked off in February of this year. Since then, work has
progressed on the public engagement plan, with the first community open house
scheduled for June 25th. The project consultant team (Design Workshop) also
completed a preliminary review of the Development Code and provided an initial
assessment of topic areas to address.
Proposal:
The Development Code update will progress over the next 18-24 months in accordance
with the project schedule provided in the attached presentation (Attachment 1).
Advantages:
Some advantages of a new Development Code include:
x A more search- and user-friendly document;
x Removal of antiquated requirements and standards;
x Modernization and incorporation of current best practices;
x Increased efficiency in the development review process;
x Incorporation of newer development concepts and standards;
x Improved aesthetics; and,
x Implementation and alignment with the Estes Forward Comprehensive Plan.
Disadvantages:
No disadvantages are anticipated other than the budgetary costs associated with
securing the assistance of a professional consultant and requirement of significant staff
time (both of which have been accounted for in the planning of this project).
Action Recommended:
Board feedback on this item is desired. However, no formal action is required at this
time.
Finance/Resource Impact:
There are no financial impacts at this time. Financial impacts have been accounted for
with this year's budget.
Level of Public Interest
Public interest is anticipated to be high. As such, a robust public outreach and
involvement plan has been created (Attachment 2).
Attachments:
1. Presentation
2. Public Engagement Plan
Development
Code Update
Progress Report
May 27, 2025
$77$&+0(17
Today’s Agenda
Introductions and Project Review
Code Update Goals, Opportunities, and Priority Areas
Next Steps
1
2
3
Introductions and
Project Review
Team Introductions
Clanton & Associates
Lighting Code
Kimley-Horn
Transportation Planning
Principal-in-Charge
Jessica Garrow
FAICP
Design Workshop
Primary Consultant
Project Manager
Eric Krohngold
AICP
Project Planner
Ketaki Ghodke
Headwater Community Planning
Co-Primary Consultant
White & Smith
Land Use Code Advisor
Land Use Code
Specialist
Philip Supino
AICP
Lead Land Use
Code Advisor
Mark White
ESQ., AICP
Land Use Code
Advisor
Sean Scoopmire
ESQ., AICP
Outdoor Lighting
Designer
Rick Utting
Planning and Policy
Manager
Justin Sternberg
Lighting Designer
Kate McBride
LEED® GA
Bride
Lead Transportation
Planner
Mike Schmitt
AICP, PTP, RSP
Transportation &
Parking Planner
Jeffrey Elsey
PE, CAPP, LEED® AP
Transportation &
Parking Planner
Chris Gregerson
PE, TE, AICP, PTOE, PTP
Development Code Update Project Schedule
We are here!
Development Code Update Community Engagement
•Community Open Houses
í Open to everyone in the community.
í Opportunity to learn about the Development
Code Update Process and provide feedback
and potential code changes.
í First open house scheduled for June 25.
•Community Conversations
í Community dialog sessions around code
related topics planned to TUBSU in June.
í Large group deliberations planned to take
place in late summer.
•Project Website
í Website updated monthly with project
progress, upcoming community engagement
opportunities and frequently asked questions.
í Embedded online surveys to be included
throughout the duration of the project.
•Small Group Focus Groups
í Small group focus groups to take place
during July and August of this year.
í Focus group topics to include natural
environment, housing Economy, health, and
social, and the built environment
transportation, and infrastructure.
Coordination with Subject Matter Experts
Development Code
Update, Goals,
Opportunities, and
Priority Areas
•Integrate the Estes Park Comprehensive Plan, Estes
Forward, into the Code
•Articulate the “why” in the regulations
•Integrate considerations from state legislation
•Include clear language and enforcement options
•Consolidate dispersed information
•Ensure code enables cross-department coordination
•Capture best practices in planning and building
•Provide meaningful opportunities for the community
to be engaged in the process
Key Goals for the Code Update
•Codify Comprehensive Plan policies
•Update terminology & definitions
•Fix inconsistent and redundant language
•Add new and updateE graphics
•Provide clear purpose statements to support
understanding of different code sections
•Consolidate dispersed information
•Re-organize for clarity and ease of use
•Integrate sustainability, wildlife, and wildfire
protection elements
Initial Opportunities from Code Assessment
•Development Review Regulations and
Process
•Criteria for Development Plans
•Wildfire, Flood, and Natural Hazard
Prevention
•Wildlife Protection
•Outdoor Lighting
•Housing
•Zone District Alignment with the Future
Land Use Map
•Permitted Uses, Definitions, and
Standards
•Non-conforming Use Criteria
•Height, Density, and Setback
Requirements
•Transportation and Parking
•Public Notice and Outreach
•Code Consolidation and Navigation
Code Update Priority Areas
Next Steps
Next Steps
•Organize Code Recommendations (June & July)
•Community Open House (June 25)
•Small Group Focus Groups (July and August)
•Project Website Launch and Updates (Ongoing)
Thank you!
Page 1 of 4
Estes Park Development Code Update: Community Engagement Plan
Introduction
This document aims to convey the Project Stakeholder and Community Engagement Strategy to invite participation
and input to inform the Estes Park Development Code Update process. This document:
x Defines the goals and objectives of community input and explains how this input will influence outcomes.
x Identifies the project stakeholders to be invited to engage in the overall code update process and clarifies their
roles.
Why update the Development Code now?
In 2022 the town, with extensive community participation, updated its Comprehensive Plan, titled the Estes Forward
Comprehensive Plan. Updating the Development Code allows the town align the Comprehensive Plan and
Development Code and reflect the goals and vision articulated in the Estes Forward Plan. It also provides an
opportunity to make the Development Code easier to use, reducing challenges for code users, staff, and elected
officials.
The Development Code Update is intended to make the document more user-friendly, remove or update antiquated
requirements and standards, ensure existing zoning districts are consistent with the Comprehensive Plan, increase
efficiency in the development review process, incorporate newer development concepts, and align with the
community-driven Estes Forward Comprehensive Plan
How do we get there?
The Community Engagement Plan seeks to build on the success of the Town’s previous efforts updating the
Comprehensive Plan and continue engaging in conversations surrounding development, environmental resiliency
and housing concerns. We will review findings from previous engagement efforts to provide necessary background
on public opinion and continue to engage key stakeholders and community members on topics related to the code’s
update. As part of our code audit process, we will compare current code language with the goals from the
Comprehensive Plan and other recently completed plans—identifying areas where updates should be made to better
align with the goals of the community.
Section 1: Goals for Community Engagement
To ensure robust community engagement, the process will focus on five key goals. These goals and associated
strategies are identified in this section.
Goal Strategies
(1) Inform the public about the Development Code
update process, including why the code is being
updated and how updates may affect land uses,
development outcomes, and planning decisions.
x Communicate what a Development Code is
and how it directs decisions around land uses
and development. Also, explain that the code
applies only to development within Estes
Park’s town limits, and not the unincorporated
valley as it did until a few years ago.
x Take every opportunity to remind the
community that these code changes are
driven b the communit input received
$77$&+0(17
Page 2 of 4
during the Comprehensive Plan update
process in 2022.
x Clearly articulate the challenges that exist
with the code today and why it needs to be
updated.
x Share the code update timeline, including
engagement opportunities and project
milestones.
(2) Inform the public about opportunities to learn
about the project process and provide comments
and input on code updates.
x Advertise engagement opportunities through
both digital and print media.
x Regularly update the town’s webpage with
project progress and the next engagement
opportunity.
x Partner with community organizations and
connect with difficult to reach groups within
Estes Park and gather feedback.
(3) Gather feedback and opinions on topics that
could substantially change the Development Code
within Estes Park, including height and density
changes, non-conforming properties, and changes
in permissible land uses within certain zones.
x Engage project stakeholders within specific
topic areas to inform code update decisions.
x Utilize the Community Conversations team to
facilitate conversations around sensitive
topics.
x Facilitate both public open houses and
targeted small group discussions to gather
feedback.
(4) Tailor questions to community members and
project stakeholder groups.
x Work with the core project team to establish
questions aimed at specific engagement
events.
(5) Maintain flexibility in the engagement process
and methods to adapt to needs or opportunities that
arise during the process.
x Work with the project team to evaluate the
specific need, how the team could address it,
and how it can be incorporated into the
en a ement process.
Page 3 of 4
Section 2: Roles and Responsibilities
This section identifies the key stakeholders for the process and the overall roles and responsibilities.
Participation Matrix
The matrix below, based on the International Association for Public Participation (IAP2) framework, outlines each
stakeholder group’s role, objectives in engaging with them, and what we aim to learn from them, along with the
outreach tools to be utilized. The level of involvement increases from left to right, functioning as a tiered system.
Stakeholder groups positioned on the far right of the matrix are expected to participate in all efforts listed to their left.
This plan will be focused on informing the public through emailing and advertising efforts, consulting and involving the
public through an online questionnaire, and in-person outreach events.
INFORM CONSULT INVOLVE COLLABORATE EMPOWER
GROUP General Public
Internal Working
Groups (Technical
Advisory Group)
Topic Specific Focus
Groups
Town Board
Town Planning
Commission
Project
Mana ement Team
GOAL Project
Awareness &
Understanding
To obtain feedback
on broad code
changes and goals
Influence the
outcome of the
Development Code
Update
Understand values
and priorities for
the Development
Code update
Support for code
changes
Project guidance
and oversight
Guidance on
existing plans and
codes, technical
data, and town
priorities
Support for adoption
Receive feedback
and direction on
proposed code
changes
Communicate
community
sentiment around
contentious topics
Build support for
adoption
ENGAGEMENT
TOOL
Advertising
efforts (Print
and digital)
Community
Partners
Community
Engagement
Report
Town website
questionnaires
In-person outreach
events
Community
Conversations
Staff/DW
Facilitated
Conversations
TAC Work Sessions
Topic Specific Focus
Groups
Town Board Work
Sessions
Planning
Commission Work
Sessions
Bi-weekly Project
Management
Meetings
Page 4 of 4
The Community Engagement Plan identifies six participant groups that will be engaged at key points during the
overall updating process.
1. Project Management Team
2. Town Board of Trustees
3. Planning Commission (Steering Committee)
4. Technical Advisory Committee
5. Participants in Topic Specific Focus Groups
6. General Public
Project Management Team
The Project Management Team is composed of Town of Estes Park staff, Design Workshop, Headwaters Community
Planning, Clanton Associates (as needed), Kimley Horn (as needed), and White and Smith (as needed). The Project
Management Team is responsible for project oversight and facilitating all community engagement activities depicted
in this plan.
Technical Advisory Committee (TAC)
The TAC will include planning staff, public works, transportation, code enforcement, and other departments/and or
groups that will steward the plan process and provide input and direction on specific topics. They will provide
understanding of what is and is not working with the current Development Code given their familiarity as routine
users of the code.
Town Board and Planning Commission
Design Workshop will collaborate with staff to prepare presentations that will be shared with the Town Board and
Planning Commission and facilitate work sessions at key milestones in the process. Planning Commission will be a
recommending body and the Town Board will adopt the updated Development Code. Throughout the process
Planning Commission will also act as our Steering Committee, helping to direct and inform the code update process.
Estes Valley Community Conversations (CC)
It is anticipated that the Community Conversations Partnership will be used to facilitate community conversations
around specific topics that may have multiple viewpoints within the community. Town Staff will serve as the liaison
between the project team and CC, creating more opportunities for community engagement and input outside of the
scope of the DW engagement strategy.
General Public
The General Public, as directed by town staff, consists of any Town of Estes Park full-time or part-time resident,
individuals living within the Estes Valley, non-resident business owners, non-resident workers, and county resident
that is interested in the Development Code update project.
Estes Park Town Meeting
May 27, 2025
Our Mission:
To provide a quality, integrated health care
home to the communities we serve.
Salud Family Health Core Values
Salud’s History
We were founded in 1970 in response to the health care needs of the migrant,
farmworker population working in the agricultural area surrounding Fort
Lupton, Colorado.
Salud’s Service Area
Estes Park Clinic, 1950 Redtail Hawk Drive
Estes Park Salud
•First clinic opened in 1992, Current clinic opened in 2007
•In 2024 : 1,540 patients and 5,792 visits
Current Staffing:
Rosa Tapia, Center Director
Viktoriya Street, Physician Assistant
Timothy Nagel, MD
Albert Hong, DDS
1 Dental Hygienist
MeeMee Lahman, Behavioral Health Provider
4 Medical Assistants
2 Customer Service Assistants
2 Dental Assistants
1 Dental Front Desk
Enrollment Specialist – 2 days/ week
•We accept Medicaid, Medicare, CHP+ and Private Insurance. A sliding fee scale is offered
based on family size and income. Insurance enrollment assistance is also available.
•Hours of Operation, Monday – Friday 7:30 am – 5:00 pm
2024 : 1,540 patients and 5,792 visits
Poverty Level Income Amount EP Salud Patients
100% FPL below $15,060/ individual
or $31,200/ family
of four
761 (49%)
101-200% FPL $15,060- $30,120/
individual or
$31,300-$62,400 for
a family of four
537 (35%)
Over 200% FPL Over $30,120 for an
individual or
$62,400 for a family
of four
242 (16%)
Payor Source EP Salud patients
Medicaid 487 (32%)
Medicare 121 (8%)
CHP+45 (3%)
Dental CHP+221 (14%)
Commercial Insurance 263 (17%)
Uninsured 403 (26%)
•Founded in 1965, operate as private 501 c3
•The majority of the Board is required to be patient consumers.
•There are approximately 1,500 health centers operating more
than 16,000 service delivery sites in communities across the
country.
•In 2024, health centers served more than 32.5 million people.
•Salud is one of Colorado’s 21 Community Health
Centers (CHCs) that together are the backbone of the primary
health care safety-net in Colorado.
Community Health Centers
Salud’s current challenges:
•Federal grant funding hasn’t increased in 15 years, to keep up with
increased number of patients served or inflation
•Medicaid unwind resulted in patients losing coverage
•Health inflation
•Recent threats to Medicaid
•Workforce recruitment/ retention (primary care workforce shortages)
Estes Park Salud Clinic challenges:
•Difficulty recruiting/ retaining professional staff
•Cost of living for staff
•Changing patient demographics
Threats to Salud and Community Health
Centers
Estes Park Salud Foundation
•Committed individuals who fundraise and provide community outreach
to ensure access to services in Estes Park.
•Current fundraising resulted in over $500,000 from the community!
•Funds patient programs:
•Possibility to cover 50% of your co-pay for Salud services.
•Pay for services outside of Salud, including labs, specialty visits, &
medicines
•Receive free dental care if you’re pregnant or for children ages 0-17.
•Receive a free eye exam.
•Receive a free continuous glucose monitoring device.
Salud Services- a system of care
•Family Medicine
•Pediatrics
•Family Planning, Prenatal Care
•Health Education
•Laboratory, Access to x-ray and ultrasound
•Immunizations
•Pharmacy
•Same-day care and walk-ins
•Enrollment, After-hours nurse line, hospitalization
•Cross cultural, bilingual staff
•Routine screening of all patients for psychosocial stressors
and mental health conditions
•Brief Intervention, referral, and follow-up for positive
screens
•Provides Consultation: PCP requests evaluation and/or
intervention by Behavioral Health Provider
•Psychotherapy
•Psychological assessments
•Supports Shared Medical Appointments
•Medication Assisted Treatment (MAT) 11
Dental Services:
•School outreach
•General dental services including regular
cleanings and exams
•Children’s dental services including cleanings,
fluoride varnishes, sealants
•Diagnostic services, including x-rays
•Fillings of all types
•Prosthetic services (partials & dentures)
•Crowns and bridges
•Treatment of gums & supporting tissues
•Root canal therapy
•Oral surgery procedures
Thank you for your support!
1950 Redtail Hawk Drive
Estes Park, CO 80517
(970) 586-9230
saludclinic.org
estesparksaludfoundation.org
Larimer County Office on
Aging
(LCOA)Area Agency on Aging (AAA)
Office on Aging
(LCOA)
●1 of 16 Area Agencies on Aging (AAA) in Colorado
●Receives funding from
○Older Americans Act (Federal)
○Older Coloradans Fund (State)
○Donations & Grants (Misc)
●Lead agency for coordinating services for people in Larimer
County regardless of immigration status.
○age 60+
○caregivers of adults 60+
○adults 55+ caring for children under 18
Administrative
Staff
Ombudsman
Community
Partners
Aging &
Disability
Resource
Center
(ADRC)
Office
on
Aging
Aging & Disability Resource
Center
(ADRC)
●Transition Services
●Options Counseling
●Application Assistance
○Long Term Care Medicaid
○Medicare Savings Programs
●Information & Assistance
●Answers on Aging Resource Guide
○Outreach
●Larimer.gov/seniors
●Chore Voucher
●In-Home Services Voucher
Family Caregiver Support Program
●Respite Voucher
●Grand Family Respite Voucher
●Caregiver Classes
●Caregiver Consultations
Aging & Disability Resource
Center
(ADRC)
Transition Services
●For Medicaid members who wish to transition out of a Skilled Nursing
Facility back into the community
●Individual In-Reach Counseling
●Group In-Reach
Aging & Disability Resource
Center
(ADRC)
Options Counseling
●Person-centered focus
●Assistance identifying needs & goals
●Decision-making support
●Explaining and connecting to long-term services and supports
Aging & Disability Resource
Center
(ADRC)
Application Assistance
●Age 60+ or 18-59 living with a
disability
●Assist homebound individuals who have
no other options for application
assistance
●Long Term Care Medicaid
●Medicare Savings Programs (MSP)
Aging & Disability Resource
Center
(ADRC)
Information & Assistance
●Call, text or email
○970-498-7750
○ADRC@larimer.gov
●Resource experts
●Referral to programs and services
●Help understanding public assistance
programs and benefits
Aging & Disability Resource
Center
(ADRC)
Answers on Aging Resource
Guide
●Updated and published annually
●Digital copy on website
●Utilized by professionals and
community members
Aging & Disability Resource
Center
(ADRC)Larimer.gov/seniors
●Answers on Aging Resource Guide
●Events
○Caregiver classes
○Older Americans Month nominations and
awards
○Annual fair in May
●Overview of LCOA services
●Links to other County services
●Office on Aging Advisory Council
Aging & Disability Resource
Center
(ADRC)
Chore Voucher
●Age 60+
●Unable to complete the task
●Self Directed
●Reimbursement check
●Chore Examples
○Yard work
○Snow removal
○Gutter cleaning
Aging & Disability Resource
Center
(ADRC)In-Home Services Voucher
●Age 60+
Level of support needed
●2 Instrumental Activities of Daily Living
(IADLs)
○Meal preparation
○Light Housework
○Transportation
●2 Activities of Daily Living (ADLs)
○Bathing
○Dressing
○Transferring
●Contract services
●Consumer Choice
●Homemaker
○Light housekeeping
●Personal Care
○Stand by assistance with
showering, dressing, hair
grooming
Aging & Disability Resource
Center
(ADRC)Family Caregiver Support Program | Respite Voucher
Care Recipient Eligibility
1.Must be 60+
or 18-59 with dementia or related disorder
1.Need assistance with 2 ADLs
or require substantial supervision for health
or safety reasons
●Self directed
●Reimbursement check
●Respite Examples
○Companionship
○Care at overnight or day facility
Call or Text 970-498-7758
Aging & Disability Resource
Center
(ADRC)Family Caregiver Support Program
Grand Family Respite Voucher
Caregiver Eligibility
●55+
●Lives with and is primary caregiver
of a child
Care Recipient Eligibility
●Must be 17 or younger
●Self directed
●Reimbursement check
●Respite Examples
○After school programs
○Summer camp
Call or Text 970-498-7758
Aging & Disability Resource
Center
(ADRC)Family Caregiver Support Program
Caregiver Classes
●In person & virtual
●Powerful Tools for
Caregivers
○6 weeks
●Stress Busting
○9 weeks
Caregiver Consultations
●Resource toolkits and books
●Support groups
●Caregiver events
Call or Text 970-498-7758
Aging & Disability Resource
Center
(ADRC)ADRC Program Supervisor
Tiffany Ballew
ADRC Specialists
Carol Seest
Carolina Quiñonez
Dani Martin
Jennifer Lynn
Mark Sleeter
Tori Wimmer
Wendy Schleppy
ADRC
970-498-7750
ADRC@larimer.gov
Caregiver Support
970-498-7758
TOWN BOARD MEETING
May 27, 2025
Action Items #1 Transportation Advisory Board
Member Responsibilities and Roles.
No packet material was provided.
TOWN ADMINISTRATOR’S
OFFICE
Memo
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: May 27, 2025
RE: Community Wildfire Defense Grant Funding for the Estes Valley Fire
Protection District
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER: _____________
QUASI-JUDICIAL YES NO
Objective:
Town Board reconsideration of $175,000 in Town funds contributed as a grant match to
the Estes Valley Fire Protection District (EVFPD) now that the grant no longer requires
a match.
Present Situation:
The Thunder Mountain project consists of work on private properties along the south
side of Spur 66 adjacent to Rocky Mountain National Park. The project involves
contracting with forestry contractors to complete hand and mechanical treatment on 200
acres based on Colorado State Forest Service (CSFS) recommendations. The work will
take place over a five-year period of performance with a goal of 20-50 acres per year to
be thinned and treated.
In October of 2023, the EVFPD submitted a $555,000 Community Wildfire Defense
Grant application to fund a portion of the Thunder Mountain project. The total cost of the
project was, and remains, $740,000 ($555,000 in grant funding with a 25% grant match
requirement of $185,000).
Town staff discussed the project and grant application with the Town Board during a
Study Session on October 24, 2023. That Study Session included discussion of the
intent to assist the EVFPD in the project by using funds budgeted for wildfire mitigation
to meet the grant’s 25% match requirement ($175,000 from the Town, with the
remaining $10,000 coming from the Estes Valley Watershed Coalition).
The grant was awarded in May 2024. Staff brought forward an action item to the June
11, 2024, Town Board meeting to approve the expenditure of $175,000 to the Estes
Valley Fire Protection District for match funding for the Community Wildfire Defense
Grant and it passed unanimously. Staff processed a check to the EVFPD shortly
thereafter.
In February of 2025, CSFS notified EVFPD that they had reconsidered the match
requirement and determined that the grant award no longer required a match due to the
Estes Valley’s status as an “underserved community”. EVFPD leadership notified Town
staff in early March about this change in status and inquired about the use of Town
funds now that the grant no longer required a match.
While the grant no longer requires a match, the total cost of the project remains
$740,000. If the Town Board wishes to pull back the match funding since a grant match
is no longer required, EVFPD will need to either reduce the scope of the project or find
the funding elsewhere.
Proposal:
The Town Board indicated interest during the April 22 Board meeting in revisiting this
funding in the form of an action item. The question before the Board is whether or not to
request the return of the $175,000 in Town funding contributed to the EVFPD for the
Thunder Mountain project.
Advantages:
x The Thunder Mountain project mitigates wildfire risk.
Disadvantages:
x Funding contributed to this wildfire mitigation project is not available for other
Town priorities.
Finance/Resource Impact:
$175,000 of Town funds have been provided to EVFPD for match funding for this
project.
Level of Public Interest
Medium
Sample Motion:
I move to approve/deny a formal request for the Estes Valley Fire Protection District to
return the $175,000 in grant-match funding provided by the Town for the Thunder
Mountain project.
Attachments:
x Public Comment
Town of Estes Park
Board Meeting
May 27, 2025
Estes Valley Fire Protection District
Request to Retain CWDG Grant Match
2023 CWDG Grant History
▪CWPP Updated and Adopted in 2022
▪Thunder Mountain Project identified as extreme risk and high priority area in the CWPP
▪July 2023 CSFS, LCD, and EVWC completed a forest inventory of the project properties
▪Successful completion of Thunder Mountain Unit 1 project with other funding
▪September 2023 CSFS provided a silviculture prescription based on complete forest inventory
▪The forestry prescription follows the CSFS Ecological Restoration best practices to ensure a resilient project
▪Town Grant writer, Jamie, along with Wilynn, EVWC, wrote and submitted the grant application
▪June 11, 2024 -Town of Estes Park Trustees authorize the expenditure of the $175,000 as match for this project out of a budgeted $500,000 pool allocated for wildland fire mitigation
2
2023 CWDG Prescription Goals
▪Keep wildland fire behavior low to the ground and
keep it limited to creeping fire behavior
suppressible through direct attack
▪To promote forest and wildlife health
▪To increase resilience to natural disturbances and
increasing severe weather events
▪To reestablish openings and create spatial
heterogeneity among the various species of trees in
the project area
▪Coordinate with Town of Estes Park P&C to do
powerline mitigation in the project areas
4
5
CWDG Grant Match Waiver
▪Original grant application we were required to
provide 25% match
▪Final grant approval was delayed until February
2025
▪By 2025 standards the Estes Park community
was identified as underserved based on our
high average age and low annual income
▪MOU prepared between EVFPD and EVWC for
the EVWC portion of the matching funds
6
CWDG Grant Partnerships
▪Town of Estes Park
▪Grant writer and public bidding assistance
▪Grant match financial support
▪Estes Valley Watershed Coalition
▪Community partnerships and communication
▪Project development, grant writing, and management support
▪Larimer Conservation District
▪Forest inventory
▪Colorado State Forest Service
▪Forest inventory
▪Silviculture prescription
▪Grant administration, support, and guidance
▪EVFPD Grant implementation and management
▪USFS and RMNP
▪Federal partners that have active projects on our boundaries
8
Estes Valley Focus
▪WiRe Project
▪Local research measuring our resident’s awareness level and identifying education and mitigation needs going forward
▪Larimer County Woody Biomass Strategy
▪Larimer County project aimed at defining the woody biomass problem and developing the framework for long-term solutions
▪Estes Valley area identified as logical site for a satellite woody biomass collection/processing/transfer site
▪Wildfire Ready Action Plan (WRAP)
▪Project led by Peaks to People Water Fund/Big Thompson Watershed Health Partnership
▪Developing a Wildfire Ready Action Plan
▪Estes Valley area has multiple mitigation projects identified to help protect our watershed and federal/regional infrastructure
▪The WRAP will be critical for obtaining grant funds in the future
▪EVWC an active participant in this project
9
Grant Projects In Progress
▪FR-WRM
▪Half of the personnel costs for our Wildland Fire Risk
Reduction Educator (up to $183,000 over two years)
▪COSWAP
▪Eight-week project on Town owned land, Prospect
Mountain and Fish Hatchery
▪Larimer County OEM Mitigation Grant
▪9 Estes Valley HOA/POAs awarded a total of $30,900
▪16 applied for this grant, from a total pool for Larimer
County OEM of $100,000
▪Team Rubicon – Fall of 2025 Prospect Mountain
private property project adjacent to COSWAP grant
10
Conclusion
▪EVFPD Commitment to Wildland Fire Mitigation
focus to protect our community
▪Fire Chief Paul Capo
▪RMNP active wildland fire mitigation priorities
▪Division Chief 32, Nathan Hallam – Fuels Specialist
▪Front Country Prescribed Fire
▪Pile burning opportunities in the Thunder Mountain
area
11
12
13
Resources
▪https://www.larimer.gov/emergency/woodybiomass
▪https://peakstopeople.org/blog/2024/06/05/fire -ready-crafting-a-wildfire-ready-action-plan-for-the-big-thompson-watershed/
▪https://www.larimer.gov/emergency/community -mitigation-grant-program
▪https://experience.arcgis.com/experience/7eac80a824a64d77864e3e0948ff4f1e/page/Dashboard/
▪https://wildfirerisk.org/explore/overview/08/08069/0800025115/
▪https://evfdportal.specialdistrict.org/files/7e78c7c04/2023-02+Commitment+to+Wildfire+Risk+Reduction.pdf
▪https://www.estesvalleyfire.org/
14
PERFORMPREPAREPREVENT
Town Board of Trustees
PO Box 1200
Estes Park, CO 80517
May 12, 2025
Dear Estes Park Board of Trustees,
I am writing to express YMCA of the Rockies full support of the Community Wildfire Defense
Grant (CWDG), received by the Estes Valley Fire Protection District (EVFPD) and partially
matched by the Town of Eses Park. As outlined in the grant narrative, the Thunder Mountain
area of the Estes Valley has high risk for fire danger and also has direct impact on the
Colorado Big Thompson Water Project.
YMCA of the Rockies has long, collaborative relationships with the Colorado State Forest
Service (CSFS), our Thunder Mountain neighbors and the Estes Valley Fire Protection District.
We have been diligent in the implementation of our forestry management plan (developed in
conjunction with CSFS) with a particular focus on fire mitigation. With resource limitations,
much of that work has focused on the Glacier Creek and Wind River corridors.
The CWDG funding will allow fire mitigation to be prioritized for the southern portion of the
YMCA property which is adjacent to several private homes, State Highway 66, the Thunder
Mountain Subdivision and Rocky Mountain Park. This work will reduce the risk of wildfire -
protecting life, homes and critical water supplies.
YMCA of the Rockies is grateful for EVFPD’s grant application for the CWDG and for the
Town’s partial match of funds. The fire mitigation work outlined in the grant will positively
impact watersheds, human life and safety, the Thunder Mountain subdivision and other private
homes, and Rocky Mountain National Park.
Sincerely,
Julie Watkins
President/CEO
38%/,&&200(175(&(,9('21
PUBLIC COMMENT RECEIVED ON 5/16/2025¬
Board of Trustees Public Comment
Name: Alissa Anderson
Stance on Item: For
Agenda Item Title:
Public Comment:
See Attached PDF I am writing in strong support of the Estes Valley Fire Protection District and their critical
wildfire mitigation project at Thunder Mountain. The $175,000 previously allocated to this project has not
only laid the groundwork for essential fuel reduction efforts in a high-risk area, but also enabled EVFPD to
secure an additional $540,000 in grant funding, demonstrating both the value and the viability of this
initiative for the Estes Valley Community. This project is more than a local priority, it is vital to the safety
and resilience of the entire Estes Valley. Located on the west side of town, Thunder Mountain lies within a
high-risk wildfire zone that threatens both residential areas and critical infrastructure. Delaying mitigation
efforts in this area could have severe consequences, including increased risk to life, property, and natural
resources. The strength of this initiative lies in its collaborative foundation. The EVFPD has built strong
partnerships...
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Alissa Anderson
1008 Hide A Way Ln (Personal Residence)
541 Big Thompson Ave, Unit 204 (Office)
Estes Park, CO 80517
alisanderson88@gmail.com
970-481-2152
May 16, 2025
To The Town of Estes Park Board of Trustees,
I am writing in strong support of the Estes Valley Fire Protection District and their critical
wildfire mitigation project at Thunder Mountain. The $175,000 previously allocated to this
project has not only laid the groundwork for essential fuel reduction efforts in a high-risk area,
but also enabled EVFPD to secure an additional $540,000 in grant funding, demonstrating
both the value and the viability of this initiative for the Estes Valley Community.
This project is more than a local priority, it is vital to the safety and resilience of the entire Estes
Valley. Located on the west side of town, Thunder Mountain lies within a high-risk wildfire zone
that threatens both residential areas and critical infrastructure. Delaying mitigation efforts in
this area could have severe consequences, including increased risk to life, property, and natural
resources.
The strength of this initiative lies in its collaborative foundation. The EVFPD has built strong
partnerships with the Estes Valley Watershed Coalition, the Colorado State Forest Service, and
has support from Rocky Mountain National Park. These relationships have amplified the impact
of the project and ensure that the work builds upon existing treatments already completed in
RMNP and the Thunder Mountain neighborhood.
Wildfire mitigation cannot wait. With a changing climate and increasingly severe fire seasons,
proactive measures like this are essential. I urge continued support and funding for the
EVFPD’s work, investments today will help prevent tragedies tomorrow. Do not reconsider the
$175,000 allocated to the EVFPD, that money is essential to the health and safety of the Estes
Valley.
Thank you for your attention to this critical matter, and for supporting the ongoing efforts to
protect our community.
Sincerely,
Alissa Anderson
Estes Park Local Resident since September 2001
Small Business Owner since January 2013
PUBLIC COMMENT RECEIVED ON 5/19/2025¬
Board of Trustees Public Comment
Name: Rebecca Samulski, Fire Adapted Colorado
Stance on Item: For
Agenda Item Title:
Public Comment:
Dear Trustees, Please find the attached Letter of Support for the upcoming Estes Valley FPD discussion
with the town regarding ongoing support of the Thunder Mountain Project. Respectfully, Rebecca Samulski
Executive Director, Fire Adapted Colorado
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May 19, 2025
Town of Estes Park
Board of Trustees
170 MacGregor Ave.
Estes Park, CO 80517
Dear Trustees,
Fire Adapted Colorado (FACO) urges the Town of Estes Park to uphold its commitment of
$175,000 to ensure full implementation of the Thunder Mountain Project. These funds are
essential to this high-priority wildfire mitigation effort to reduce hazardous fuels adjacent to
town.
The Estes Valley Fire Protection District (EVFPD) secured a $555,000 grant to implement the
Thunder Mountain Fuels Reduction Project through a Community Wildfire Defense Grant
(CWDG, USDA Forest Service, administered by the Colorado State Forest Service) with an
additional 25% commitment from the Town.. While the CWDG program waived the match
requirement, this Project was developed and approved based on a full $740,000 budget, and
the Town’s contribution has already been transferred to the EVFPD. While the waiver will
simplify grant reporting for the CWDG program, nothing has changed about the anticipated
project cost. Any request to return the committed funds now would leave a 25% gap in the total
project budget, limiting its scope and effectiveness for reducing fire coming into Estes Park.
Estes Park is particularly vulnerable:
●It has a VERY HIGH risk of wildfire, higher than 97.6% of communities in the nation. Homes
in Estes Park have, on average, a greater risk than 97% of communities in the US. The
Colorado State Forest Service Wildfire Risk Viewer shows that large portions of the
community, including the project location, are at risk of moderate- to high-intensity
wildfire.
●It meets federal low-income criteria and is considered an underserved community. The
Census Bureau estimates its median household income is between $47,802 and $79,394.
To qualify in Colorado, the low end of the estimate must be less than $69,672. Social and
economic factors can make it more difficult for some people to prepare for, respond to,
and recover from wildfire. Vulnerable populations may lack access to resources, experience
cultural and institutional barriers, have limited mobility, or have medical conditions
exacerbated by stress or smoke.
●Larimer County, which includes Estes Park, is experiencing drought conditions. As of May
12, 2025, Drought.gov reports that 77,434 people in Larimer County are affected by
PO Box 2312 | Dolores, CO 81323 www.fireadaptedco.org
drought, and 25.8% of the county is affected. Additionally, April 2025 was the 8th driest
April on record in Larimer County, with 1.58 inches less precipitation than normal.
This project is urgent. Fires are becoming larger, faster, and more destructive, endangering
lives, homes, ecosystems, drinking water, and local economies. The Thunder Mountain Project
addresses these threats directly by implementing strategic fuels reduction and wildfire
mitigation work prioritized in the EVFPD’s Community Wildfire Protection Plan.
Mitigation must be prioritized as an emergency. Preparedness efforts are often overlooked
until disaster strikes, but by then, it’s too late. Federal funding for proactive wildfire mitigation is
shrinking. If we fail to act decisively with the resources already secured, we risk losing the
opportunity and the protection this project provides.
The Thunder Mountain Project is also a smart investment in the community. According to the
National Institute of Building Sciences, every $1 spent on hazard mitigation saves $6 in future
disaster costs. This project protects:
●Neighborhoods and critical infrastructure in the Estes Valley,
●The Adams East Portal Tunnel and reservoir, a drinking water source for 1 million people,
●Natural resources and outdoor assets that are vital to your local economy, and
●The health and safety of residents and emergency responders.
It is also confidently backed by key partners, including the Estes Valley Watershed Coalition,
Colorado State Forest Service, Rocky Mountain National Park, and Fire Adapted Colorado.
Estes Park has already experienced the devastating impacts of wildfire. This project will reduce
the dense vegetation available to fuel a fire near town, improving outcomes if one occurs.
We respectfully request that the Town of Estes Park reaffirm its support for the full $175,000
already committed and paid to the Fire District to be applied to the Thunder Mountain Project
as planned. The EVFPD is ready to implement this project, along with other wildfire mitigation
opportunities in and around town, to make Estes Park safer. Fire Adapted Colorado is available
to provide additional expertise on request.
Sincerely,
Rebecca Samulski
Executive Director
rebecca@fireadaptedco.org
www.fireadaptedco.org
970-739-7899
PO Box 2312 | Dolores, CO 81323 www.fireadaptedco.org
PUBLIC COMMENT RECEIVED ON 5/22/2025
Board of Trustees Public Comment
Name: Breeyan Edwards
Stance on Item: Against
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
I am against the reconsideration of this allocation to the EVFPD.
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To the Town of Estes Park Board of Trustees,
I am writing to express my full support for the Estes Valley Fire Protection District’s request to
retain the $175,000 in fire mitigation funds previously provided by the Town of Estes Park. This
funding is not only crucial—it is time-sensitive and foundational to safeguarding our
community.
The approved mitigation project is in a region identified as a high-risk wildfire zone. Protecting
this area means protecting critical infrastructure, homes, and most importantly, lives. These
funds directly support proactive efforts to reduce our community’s vulnerability to wildfire—
efforts that simply cannot be paused or reversed without serious consequences.
Colorado wildfire data indicates a trend of increasingly large and destructive fires, particularly
in the Front Range area, which includes the Estes Valley. Four of the top five largest wildfires in
Colorado history have occurred within the last six years. We all remember all to vividly the
Cameron Peak Fire and the East Troublesome Fire in 2020, which are among the largest in state
history. With this threat literally in our back yard, I cannot fathom our community withdrawing
financial support for a well-planned project that will lead to decades of protection.
This project is not operating in isolation. It builds upon mitigation already accomplished within
Rocky Mountain National Park and the nearby Thunder Mountain neighborhood. Moreover, it is
backed by a coalition of dedicated partners including the Estes Valley Watershed Coalition,
Colorado State Forest Service, and Rocky Mountain National Park—each bringing expertise,
resources, and momentum that we cannot afford to lose.
Fire mitigation is no longer just something that is “nice to have”—it is an urgent necessity in a
growing number of communities, including our mountain town. Every delay increases the risk
to our residents and guests, our properties, and the long-term resilience of the Estes Valley.
Increasing insurance rates and non-renewals for homeowners are not going to be relieved until
real risk has been addressed and whole communities in high fire risk areas do the work to
protect their residents. Retracting already-allocated funds would undermine progress, waste
valuable collaboration, and expose our community to avoidable danger.
As a local business owner, a member of this community, and a steward of property and people,
I urge the Town to stand by its original commitment. Let’s continue forward with unity and
resolve—our safety depends on it.
Sincerely,
Breeyan Edwards
Broker/Owner, First Colorado Realty
EVBOR Wildfire Committee Chair
PUBLIC COMMENT RECEIVED ON 5/23/2025
Board of Trustees Public Comment
Name: Jeff Abel
Stance on Item: For
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
Thank you for your attention to these comments and for your service to the Estes Park community.
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To the Esteemed Estes Park Town Board of Trustees,
I am writing today to voice my strong support for maintaining the Town’s $175,000 allocation to
the Estes Valley Fire Protection District (EVFPD) for the wildfire mitigation project at Thunder
Mountain.
This project represents far more than a neighborhood effort—it’s a critical investment in the
safety and resilience of our entire community. As you know, these funds were instrumental in
securing an additional $540,000 in grant support. Without the Town’s continued commitment,
we risk losing not only that matching grant but also valuable momentum in an area already
identified as a high-risk wildfire zone.
The Thunder Mountain project is backed by strong partnerships with the Estes Valley Watershed
Coalition, the Colorado State Forest Service, and Rocky Mountain National Park. It builds on
successful mitigation work already completed in adjacent areas, creating a broader fire-resilient
corridor that protects homes, infrastructure, and lives.
As a member of this community, I know firsthand the growing threat of wildfire in our region.
The cost of inaction is not just financial—it’s measured in risk to people, property, and the long-
term sustainability of our valley.
Please continue to stand with our fire district and honor the Town’s commitment to this life -
saving project. The support of the Board sends a clear message that Estes Park is serious about
wildfire preparedness and protecting our shared future.
Sincerely,
Jeff Abel
PUBLIC COMMENT RECEIVED ON 5/25/2025
Board of Trustees Public Comment
Name: Nicole White
Stance on Item: Against
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
I am against the town requesting any return of these funds - and am in strong support of the EVFD keeping
the full $175,000. Please see attached PDF for my complete public comment.
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Dear Mayor Hall and Estes Park Town Board Trustees,
I am writing to express my strong support for preserving the previously allocated $175,000
in funding for wildfire mitigation eAorts led by the Estes Valley Fire Protection District.
As a full-time resident and REALTOR® serving homeowners and prospective buyers
throughout Estes Park and the greater Estes Valley, I see firsthand the growing concern over
wildfire risk in our region. The reality is clear: wildfire mitigation is not optional, it is
essential to the safety of our community, the stability of our housing market, and the long-
term resilience of Estes Park.
Over the past decade, Colorado has experienced increasingly large and destructive
wildfires, with the Cameron Peak Fire - our state's largest wildfire - still fresh in our minds.
The Estes Valley Fire Protection District has responded proactively, leveraging partnerships
with the Estes Valley Watershed Coalition, Colorado State Forest Service, and Rocky
Mountain National Park to carry out science-based, collaborative mitigation projects.
These eAorts are not only responsible, they are e Aective, and they demonstrate the kind of
long-term thinking our community needs.
With homeowners’ insurance premiums rising sharply across the region (and, in some
cases, coverage becoming diAicult to obtain altogether) continued investment in wildfire
mitigation is one of the few tools we have to preserve access to aAordable, sustainable
homeownership. These funds directly support reducing risk and improving insurability for
current residents and future homebuyers alike.
Retracting the previously approved $175,000 would not only undermine the momentum
built by our Fire District and its partners, but it would also send the wrong message at a
time when Estes Park should be leading by example in wildfire resilience and public safety.
As someone deeply committed to both the personal and financial well-being of our
residents, I respectfully urge you to maintain the allocated wildfire mitigation funding and
continue supporting the critical work of the Estes Valley Fire Protection District.
Thank you for your time and thoughtful consideration.
Sincerely,
Nicole White
REALTOR® | The Inspired Living Group
Brokered by eXp Realty LLC
PUBLIC COMMENT RECEIVED ON 5/26/2025
Board of Trustees Public Comment
Name: John Hemphill
Stance on Item: For
Agenda Item Title:
Public Comment:
Fire mitigation is critical to Estes Park. I am In favor of funding the wildfire mitigation grant. 2.
COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY FIRE PROTECTION
DISTRICT. Town Administrator Machalek. Reconsideration of $175,000 in Town Funds contributed as grant
match.
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PUBLIC COMMENT RECEIVED ON 5/27/2025
Board of Trustees Public Comment
Name: Bob Leavitt
Stance on Item: For
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
Thunder Mountain Project is a critical initiative aimed at strengthening wildfire resilience and landscape
health across the Estes Valley. As wildfire threats continue to grow, this project plays an essential role in
connecting mitigation efforts within Rocky Mountain National Park (RMNP) to broader wildfire strategies—
an approach recommended by the U.S. Forest Service and other collaborative partners to ensure cohesive
landscape protection.
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Estes Valley Watershed Coalition
P.O. Box 4494
Estes Park, CO 80517
evwatershed@evwatershed.org
(970) 290-1829
May 20, 2025
Estes Valley Fire Protection District
c/o Division Chief Jon Landkamer
901 N. St. Vrain
Estes Park, CO 80517
The Estes Valley Watershed Coalition (EVWC) Strongly Supports the Community Wildfire Defense
Grant (CWDG) – Thunder Mountain Project
The CWDG – Thunder Mountain Project is a critical initiative aimed at strengthening wildfire resilience
and landscape health across the Estes Valley. As wildfire threats continue to grow, this project plays an
essential role in connecting mitigation efforts within Rocky Mountain National Park (RMNP) to broader
wildfire strategies—an approach recommended by the U.S. Forest Service and other collaborative
partners to ensure cohesive landscape protection.
Beyond its contributions to fire preparedness, this project directly safeguards vital infrastructure, water
sources, and community resilience in Estes Valley:
• Protecting the Estes Valley Water Source – At the East Portal access point, wildfire mitigation
helps prevent contamination before water reaches Marys Lake, ensuring clean, reliable water
for residents.
• Preserving the Marys Lake Water Source – Since Marys Lake supplies downstream users,
protecting this source is critical for long-term water security.
• Supporting Critical Infrastructure Resilience – Fuel reduction work helps safeguard power
facilities and essential community assets from wildfire damage.
• Enhancing Emergency Access & Safety – Strategic mitigation efforts will allow safer emergency
egress for local residents while improving access for firefighters and first responders during
wildfire incidents.
EVWC believes that collaboration is key to ensuring the success of this project. Effective wildfire
mitigation depends on strong partnerships, and we stand committed to working alongside the EVFPD,
landowners, and local stakeholders to ensure its thoughtful execution.
We fully support the EVFPD and the CWDG – Thunder Mountain Project, advocating for the necessary
approvals and investments to bring this initiative to life. This project is not just about fire mitigation, it is
about ensuring a resilient future for our landscapes, water sources, and communities.
Thank you for the continued financial support.
Bob Leavitt
President, EVWC
PO Box 4494
Estes Park, Colorado, 80517
PUBLIC COMMENT RECEIVED ON 5/27/2025
Board of Trustees Public Comment
Name: Caity Leeds
Stance on Item: Against
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
Dear Mayor Hall and Trustees, I am against the Town putting forth a motion to request funds back from the
EVFPD that were issued a year ago. This is a waste of tax payers time and energy as this was already
decided. These funds are still needed towards efforts of fire mitigation in the Estes Valley and I urge you to
allow the agency to keep these necessary funds to protect our community. Thank you - Caity W. Leeds
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PUBLIC COMMENT RECEIVED ON 5/27/2025
Board of Trustees Public Comment
Name: Karen Randinitis
Stance on Item: Against
Agenda Item Title: COMMUNITY WILDFIRE DEFENSE GRANT FUNDING FOR THE ESTES VALLEY
FIRE PROTECTION DISTRICT.
Public Comment:
I believe the town board should all the already allocated funds of $175K to stay with the EVFPD for
Thunder Mtn project. As an identified high risk area just 3 miles from downtown Estes Park this money
should stay with the project. Any project directly tied to wildfire mitigation this close to our community
shouldn't even be in question.
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TOWN ADMINISTRATOR’S
OFFICE
Memo
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: May 27, 2025
RE: 2026 Provisional Strategic Plan
(Mark all that apply)
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER: _Strategic Plan_
QUASI-JUDICIAL YES NO
Objective:
Town Board consideration of the 2026 Provisional Strategic Plan.
Present Situation:
The Town Board adopts an annual Strategic Plan to guide staff in the development of
both the proposed budget as well as each department’s work plan for the coming year.
Adopting a “Provisional Strategic Plan” is intended to:
1) Provide departments with a formal adopted document that they will use to
inform and guide development of the Town Administrator’s Proposed Budget;
and
2) Better track and report on changes to the Strategic Plan that come from the
budgeting process.
Proposal:
The proposed 2026 Provisional Strategic Plan is the result of two Town Board Strategic
Planning Study Sessions on March 13 and April 18. Changes to the Strategic Plan
necessitated by the budget process will be highlighted when staff return with a final
2026 Strategic Plan, to be considered concurrently with the 2026 Budget. This will
ensure that no unfunded objectives are included in the final adopted plan and will help
members of the public identify what has changed between initial strategic discussions
and the final budget.
Edits in red reflect areas where the Board requested staff draft language for a
goal/objective or where clarifying edits were necessary.
As previously discussed with the Town Board, the 2026 strategic planning process took
a much closer look at prioritizing objectives for next year to ensure adequate staff
capacity and to reduce potential engagement overload for our residents. The result of
this approach is a 25% reduction in the number of planned Objectives for 2026 when
compared to the original 2025 Strategic Plan (46 Objectives to 61 Objectives).
Advantages:
x Allows greater insight/transparency into how Strategic Plan items are impacted
by the Town’s budget discussions and decisions.
x Provides clear direction to the Town Administrator and departments for the
preparation of the 2026 budget.
Disadvantages:
x The adoption of a Provisional Strategic Plan creates another step in the Town’s
strategic planning process that requires additional Board and staff time to
complete.
Action Recommended:
Staff recommends approval of the 2026 Provisional Strategic Plan.
Finance/Resource Impact:
No direct financial impact, though Strategic Plan items typically do require financial
resources.
Level of Public Interest
Medium
Sample Motion:
I move for the approval/denial of the 2026 Provisional Strategic Plan as adopted.
Attachments:
1. 2026 Provisional Strategic Plan Redlined
2. 2026 Provisional Strategic Plan Clean
PROVISIONAL(05/27/2025)
KEYOUTCOMEAREA
(Alphabeticalorder)
STRATEGICPOLICYSTATEMENTS GOALS(MULTIͲYEAR) OBJECTIVES(ONEͲYEAR)
1. Wesupportawiderangeofhousingopportunitieswitha
particularfocusonabroadspectrumofaffordableworkforce
housing.
1.A.Incentivizeprivatedevelopmentofworkforceand
affordablehousing.
1.1ͲConsideranupdatetoSection11.4oftheDevelopmentCode,including
reconsiderationofappropriatedefinitionsanddensitybonusamounts.
2.A.Developaneedsassessmentandstrategicplantomeet
theneedsoftheseniorcommunityinEstesPark.Continue
tomeettheneedsoftheseniorcommunityinEstesParkby
completingactionitemsrecommendedinthe2025Senior
NeedsAssessment.
1.2ͲConsiderupdatingTownpoliciesdefiningworkforceorattainablehousing
forthepurposesofTownfunding.
2. Wesupporttheneedsofourseniorcommunity,including
housing.
4.A.Continuouslyevaluateoptionsforaddressingthe
community'schildcareneeds.
1.3ͲDiscusswiththeHousingAuthorityhow6Efundingexpendituresshouldbe
targetedinthenearterm,inlightofthecurrentHousingNeedsAssessment,
includingadiscussionofseniorandseasonalhousing.
5.A.Beginimplementingtherecommendationsofthe2025
ParksandOpenSpaceMasterPlan.
1.4ͲWorkwiththeHousingAuthoritytoevaluatepotentialforinterestratebuyͲ
downprograms
3. Wesupporttheneedsoffamiliesinourcommunity.
5.B.OverhauloutdatedandaginglandscapinginChildren's
Park,Riverwalk,andWiestPark.
2.A.1ͲCompleteworkonthefollowͲuprecommendationsfromtheSeniorNeeds
Assessmentcompletedin2025.
5.C.Continuetoimplementthe2019StanleyParkComplex
MasterPlanprojectsattheEventsComplex.
5.A.1ͲSelectatleastonespecificrecommendationfromthe2045Parksand
OpenSpaceMasterPlanforbudgetingandimplementationin2027.
4. Wesupportawiderangeofchildcareopportunitieswitha
particularfocusoninfantsandtoddlers.
6.A.CompleteafullrewriteoftheEstesParkDevelopment
CodetoalignwiththenewComprehensivePlan.
6.A.1ͲContinuerewritingtheEstesParkDevelopmentCodewithparticipation
fromelected/appointedofficials,stakeholders,andresidents.(MultiͲYear
Objective)
TownofEstesPark2026StrategicPlan
Vision:TheTownofEstesParkwillbeanevermorevibrantandwelcomingmountaincommunity.
Mission:TheMissionoftheTownofEstesParkistoprovidehighͲquality,reliableservicesforthebenefitofourresidents,guests,andemployees,whilebeinggoodstewardsofpublicresourcesandournaturalsetting.
THEREISNORANKͲORDERINGORPRIORITIZATIONINTHISPLAN.ALLNUMERICALDESIGNATIONSAREFORREFERENCEPURPOSESONLY.
ForthepurposesofStrategicPolicyStatements,"We"referstotheTownorganization,ledbytheTownBoardofTrustees.
ExceptionalCommunityServicesͲEstesParkisanexceptionallyvibrant,diverse,inclusive,andactivemountaincommunityinwhichtolive,work,andplay,withhousingavailableforallsegmentsinourcommunity.
$77$&+0(17
6.B.Collaboratewithcommunitystakeholderstoupdate
ouradoptedtransportation,drainage,parkingdesign
standards,andconstructionpoliciesintheDevelopment
Code.10.1ͲReviewandupdatetheTown'sPublicArtpolicy(Policy880).
5.Weexpandouropenspaceandpublicparkinfrastructure,and
improveandmaintainthedurability,functionality,andefficiency
thereof.7.A.Continuetoimplementthe2023ADATransitionPlan.
7.B.Continuouslyimplementorganizationalprocessesand
servicestoimprovetheaccessibilityofpublicinformationin
allformats,withaparticularfocusontheneedsof
individualswithdisabilitiesandthosewithlimitedEnglish
proficiency.
6.WehaveanupͲtoͲdateComprehensivePlanandDevelopment
Codethatreflectthewillofthecommunity.
7.C.SupporttherelocationofthePostOfficeawayfromits
currentlocationdowntown.
10.A.MonitorthefundraisingprogressoftheFineArts
GuildoftheRockiesfortheEncorePerformingArsCenter,
contingentonanexecutedagreementbetweentheTown
andtheFineArtsGuild.
7.Weprioritizecommunityaccessibilityforresidentsandguests
fromdiversecultures,andresidentsandguestswithdisabilities.
8.Weenactpoliciesthatsupportalldemographicsegmentsof
thecommunity.
9.Wevalueandworktopreserve,share,andrespecttheunique
historyofEstesPark,andincorporatethathistoryintoour
decisionͲmakingprocesses.
10.Wesupportpublicartandcreativeendeavors.
1.WemaintainawellͲtrainedandeducatedTownStaff.
1.A.UpdateandactivelyworkonHumanResources
StrategicPlanActionItemsannually.
1.1ͲDevelopandImplementanemergencyandsafetytrainingprogramforall
EventandVisitorServicesteamemployeesincludingatrackingsystemforvalid
certifications.
2.A.CompleteareviewoftheTownemployeebenefit
packagetoensuretheTownremainscompetitiveand
alignedwithothermunicipalities.
1.2ͲEnsurethatallemployeeswhowillusethenewEnterpriseResource
Planningsystemreceivesufficienttraining.
GovernmentalServicesandInternalSupportͲWeprovidehighͲqualitysupportforallmunicipalservices.
2.WeattractandretainhighͲqualitystaffbybeinganemployer
ofchoice,includingofferinghighlycompetitivebenefitsand
wages,andencouragingworkͲlifebalance.
3.A.Ensureadequategrantwritingcapacityasthecurrent
grantresourcesshiftintimeallocation.
1.A.1ͲCompletetheorganizationalcultureactionplanobjectivetorevisethe
organizationalculturesurveyandimplementsurveyinthe4thquarterof2026.
3.B.Ensureadequateresourcingtomeetthecurrentand
futurepreventativefacilitiesmaintenanceneedsforTown
buildingsandparcels.4.A.1ͲRequiretermlimitsonallTownͲappointedBoards.
3.Wematchservicelevelswiththeresourcesavailabletodeliver
them.
4.A.ExploreoptionstoimprovetheTown'sabilitytoensure
diversemembershiprepresentationonBoardsand
Commissions.
7.B.1ͲStreamlineandautomaterecruitmentandonboardingprocessthrough
newHRISsystem.
5.A.Conductacommunitysurveybienniallyinoddyearsto
measureourperformanceandcommunitypreferences. 7.B.2ͲEvaluatetheuseofLaserficheforpolicymanagement.
4.Westrivetoensurethatthemembershipofourappointed
BoardsandCommissionsreflectsthediversityofthecommunity.
5.B.EvaluatetheinclusivityandeffectivenessofTown
communityengagementprocesses. 7.C.1ͲDigitizeCommunityDevelopmentPlanningandZoningrecords.
7.A.ImplementaTownperformancemanagementsystem.7.C.2ͲContinueevaluationofpermanentFinancialrecordsfordigitization.
5.Westrivetogainmeaningfulinputandparticipationfromall
communitymembers.
7.B.Developanorganizationalculturethatencourages
continuousprocessimprovement.10.A.1ͲExploreoptionstoimprovewebsiteexperienceandnavigation.
7.C.DigitizeTownrecordswithinLaserfiche.
6.Weprioritizeandsupportacultureofcustomerservice
throughouttheorganization.
10.A.Continuallyevaluatethefunctionalityofourwebsite
toensureitservestheneedsofourcustomers.
11.A.Evaluatetheservicecondition,safety,functionality,
accessibility,andlandͲuserestrictionsofour32public
buildingsusingadataͲdrivenapproachanddocumentthe
outcomesinourLUCITYassetmanagementsystem.
7.Wesupportacultureofcontinuousimprovementinour
internalprocessesandservicedelivery.
11.B.Upgradeandmaintainthequality,function,and
safetyoftheTown'spublicrestrooms.
11.C.Pursueenergyconservationprojectsthatimprovethe
efficiencyofourbuildings.
8.Weoperatewithtransparencybymaintainingopen
communicationwithallcommunitymembersandproactively
makingTowninformationavailabletothepublic.
11.D.WorkwiththeFireDistricttoinvestigateandevaluate
strategiestouseTownͲownedbuildingsandTownprojects
todemonstratewildfiremitigationtechniquesforfacilities.
11.E.PlantomeetthespaceneedsoftheFacilitiesDivision.
9.Wemonitorfor,andprotectagainst,cybersecuritythreats.
10.Wemaintainarobust,transparent,accessible,anduserͲ
friendlypublicͲfacingwebsite.
11.WeensurethatourfacilitiesarewellͲmaintainedandmeet
theneedsofTownDepartmentsandthecommunity.
1.Wevaluebroadcollaborationwithourpartnersinproviding
outstandingguestservices.
2.A.Continuetodevelopandattractdiverseeventsand
audiences.
2.B.1ͲCompleteinfrastructureimprovementstotheO’ConnorPavilionincluding
betteremergencycommunicationcapabilities.
2.B.Continuetosupporteventsthroughcreativity,
innovation,andtechnology.
2.B.2ͲImprovethehorsestallsandthesafetyofthehorsesinbarnsAͲLandW
byinstallingstallmatts.
2.WeprovideandsupportadiverseselectionofhighͲquality
eventsthatattractgueststotheTownandsupportourMission.
3.A.WorkwithpublicͲandprivateͲsectorentitiesto
encourageadditionaltowndestinationopportunitiesfor
guests,includingtheMuseum,particularlyincasevisitation
limitsintheNationalParkorelsewhereremainafactor.
5.A.1ͲImprovetheVisitorCenterrestroomsbywrappingrestroomstallswith
localartwork.
5.A.ContinuetoimplementtheVisitorServicesStrategic
Plan.
5.A.2ͲImprovetheguestexperienceintheVisitorCenterbyreplacingthe18Ͳ
yearͲoldcarpet.
3.Westrivetobalancetheimpactsofvisitationwiththeneeds
andqualityoflifeofourresidents.
5.B.VisitorServiceswillworkwithVisitEstesParkandthe
RockyMountainConservancyondevelopingand
implementingwaystohelpeducateandentertainguestsat
theVisitorCenter.
5.C.ContinueprovidingtheGuestServices(Service
Elevated)annualtrainingforvolunteersintheVisitor
Center.
4.WebalancedataͲdrivendecisionswithcommunityvalueswhen
servingourguestsandresidentsusingupͲtoͲdateandrelevant
data.
5.WecontributetoanexceptionalguestexperiencethroughhighͲ
qualityvisitorservices.
6.WeworktoensurethatEstesParkisasustainabletourism
destination.
OutstandingGuestServicesͲWeareapreferredColoradomountaindestinationprovidinganexceptionalguestexperience.
PublicSafety,Health,andEnvironmentͲEstesParkisasafeplacetolive,work,andvisitwithinourextraordinarynaturalenvironment.
1.Wearecommittedtosafeguardingthelivesandpropertyof
thepeopleweserve.
1.A.Evaluateandmeettheswornofficer,dispatch,and
supportservicesstaffingneedsofthePoliceDepartment.
1.B.1ͲEnsurethecompletionofpreͲdesignwork,identificationandsecuringofa
suitablesite,andobtainingapprovalofacomprehensivefundingplanby
December2026,withprojectedcompletionofconstructionandoccupancyofa
newpolicefacilityby2029.(MultiͲyearObjective)
1.B.Establishatimelineandfundingstrategytoimplement
theFacilitiesMasterPlanrecommendations.Startwiththe
relocationofthePoliceDepartmentoutofTownHall.
2.F.1ͲUtilizeCountyresourcesasavailabletobeginworkondevelopmentofa
ClimateActionPlan.
2.Wesupportenvironmentalstewardshipandsustainability
throughourpoliciesandactions.
1.C.EvaluatetheTown'sapproachtoallͲhazardemergency
managementincollaborationwithourlocalandregional
partners.
2.A.Modifycodesandregulationstosupportalternative
anddistributedenergy.
3.Werecognizethatsubstanceabuseinourcommunityand
schoolsisanongoingissueandworkwithlocalandregional
partnerstoimproveawareness,treatment,andeducation.
2.B.Encouragealternativerenewableenergyoptionsfor
newandestablishedhomesandbusinesses,includingTown
Buildings.
2.C.Supportbeneficialelectrificationofbuildingsby
encouragingthereplacementoffossilͲfuelapplianceswith
cleanerelectricalternatives.
4.Wevaluetheimportanceofmaintainingalocalemergency
communicationcentertoservetheEstesValley.
2.D.TheEventsandVisitorServicesDepartmentwill
minimizetheenvironmentalimpactsofTownevents.
2.E.SupporttheCountyͲwideWasteshedPlanandwill
remainactivepartnerswithLarimerCountyinits
implementation.
5.WevaluetheimportanceofmaintainingtheEstesParkPolice
Departmentasthelawenforcementagencyforthetown.
2.F.ContinueworkwithLarimerCountyonClimateSmart
FutureReadyinitiative.
2.G.SupportVisitEstesPark'seffortstocommunicate
sustainablemessagestovisitors.
6.Wevalueredundancyandcollaborationintheprovisionof
dispatchandlawenforcementservices.
3.A.ContinuetosupporttheRegionalOpioidAbatement
CouncilandtheimportanceofTownrepresentationonthe
board.
7.Westrivetoenhancethesafetyofemergencyresponders.
8.Webelieveinandsupportrestorativepracticesasawayto
buildandrepairrelationships,aswellasincreaseunderstanding
abouttheimpactofcrimeintheEstesParkCommunity.
9.Wetrainandpreparetofullyandimmediatelyrespondto
communityemergencies.
10.Weareproactiveinourapproachtowildfireplanningand
mitigationinresponsetoelevatedfirerisksintheEstesValley
andthesurroundingarea.
11.Werecognizetheimportanceofbehavioralhealthinour
communityandworkwithlocalandregionalpartnerstoimprove
mentalhealthsafety,treatment,andawareness.
1.Wefosteraninclusive,robust,andsustainableeconomybased
onatripleͲbottomͲlinemodel,consideringeconomic,social,and
environmentalimpactsandbenefits.
2.A.ImproveandstreamlinetheDevelopmentReview
process.
2.1ͲIdentifyopportunitiestosupporteclecticmixofbusiness,includingsmaller
"momandpop"shops.
2.B.Enhanceengagementwithbusinesscommunity
throughthoughtfulschedulingandtiming.
2.B.1ͲEvaluateexpansionofTownHallhours(7Ͳ6)throughschedulechanges
aligningwithcustomerandbusinessneeds.
2.Wecreateandsustainafavorablebusinessclimate.4.A.ContinueimplementationoftheDowntownPlan.
2.B.2ͲEvaluateactionstoensurethattheavailabilityoflocalbusinessesis
consideredwhenschedulingTownmeetings
5.A.Conductcorridorstudiesforthecorridorscalledoutin
theComprehensivePlan.
6.A.1ͲWorkwiththeChamberandHousingAuthoritytoassesshowseasonal
employeesarehousedinEstesPark.
3.Wesupportadiverseeconomy,attractingandservingabroad
rangeofcurrentandpotentialstakeholders.
6.A.WorkwiththeEconomicDevelopmentandWorkforce
Counciltobuildcapacityforsmallbusinessownersto
addressemployeehousingneeds.
4.Wevaluetheimportanceofavibrant,attractive,and
economicallyviabledowntown.
5.WesupportinvestmentandrevitalizationinalloftheTown's
commercialareas.
RobustEconomyͲWehaveadiverse,healthy,yearͲroundeconomy.
6.Wesupporteconomicandworkforcedevelopmenteffortsled
byotherorganizations.
7.Werecognizethebenefitsofshoppinglocallyandwillactively
supportourlocalbusinessesandthelocaleconomy.
1.WemaintainupͲtoͲdatefinancialpolicies,tools,andcontrols
thatreflectthefinancialphilosophyoftheBoard.1.A.Reviewandupdatekeyfinancepolicies.
1.A.1ͲWorkwithTownDepartmentstorevisetheTown'sPurchasingPoliciesby
definingroles,evaluatingthresholdapprovals,aligningwithcurrentregulatory
requirements,andincorporatingprocurementbestpractices.
1.A.2ͲWorkwithkeystaffmemberstorevisetheTown'sGrantPolicythat
createsaframeworkforgrantapplications,evaluation,approval,andreporting.
2.WemakedataͲadvisedfinancialdecisions.
3.Wewillconsiderthemosteffectivefinancingstrategyforlarge
capitalprojectsonacaseͲbyͲcasebasis,ensuringthateach
financingpackageisappropriatelytailoredtotheprojectunder
consideration.
1.Wevaluethedevelopmentandmaintenanceofasafe,
sustainable,accessible,andefficientmultimodaltransportation
network.
1.A.Upgradeandmaintainourpublictrailnetworkto
complywithadoptedsafetyanddisabilitystandards
utilizingdirectedsalestaxfundingapprovedthrough2034.
1.1ͲEvaluatehowthemunicipalcodetreatsmotorized/electrifiedscooters,golf
carts,eͲbikes,andotherlowͲspeedvehicles.
1.B.EvaluatethepossibilityofadoptingimpactfeesandfeeͲ
inͲlieumechanismstoassistinfundingmultimodal
transportationimprovements.
1.A.1ͲConstructthefirstphaseoftheUS34andSH7trailreconstruction
projects.(MultiͲyearObjective)
2.WewillmaintainahighͲqualitynetworkofstreetsforour
community.
1.C.EvaluatethenextphasesoftheWayfindingSignage
programpriortofurtherimplementation. 2.A.1ͲCompletethereconstructionofOldRangerDrive.
2.A.Streetrehabilitationeffortswillresultinanaverage
PavementConditionIndexof80orgreaterfortheTown
streetnetworkby2034. 2.A.2ͲCompletethereconstructionofOldManMountainLane.
3.WewilladdresstrafficcongestionthroughouttheTown.
3.A.CollaboratewithFederalandStatepartnerstomitigate
trafficcongestionwithmultimodalsolutionsthroughoutthe
Town.
2.A.3ͲCompletethereconstructionof2ndStreetandprovideADAcompliant
pedestrianfacilitiesfollowingthewatermainandserviceinstallationproject.
(2024CARRYOVER)
TownFinancialHealthͲWewillmaintainastrongandsustainablefinancialcondition,balancingexpenditureswithavailablerevenues,includingadequatecashreservesforfutureneedsandunanticipatedemergencies.
TransportationͲWehavesafe,efficient,andwellͲmaintainedmultimodaltransportationsystemsforpedestrians,cyclists,motorists,andtransitriders.
3.B.Developfundingstrategiesforthedesign,
environmentalclearance,andconstructionoftheMoraine
AvenueMultimodalImprovements.
3.A.1ͲContinueevaluatingDowntownEstesLooptrafficflow.(MultiͲyear
Objective)
4.Weeffectivelycommunicatewithresidentsandguestsabout
parkingandtransportationoptions.
3.C.Considerimplementingtherecommendationsinthe
2030TransitDevelopmentPlan.
3.A.2ͲConstructtheVisitor'sCenterparking&transitimprovementsiffully
fundedbySB267grantfunds.(2024CARRYOVER)
3.D.Considerimplementingtherecommendationsinthe
2045MultimodalTransportationPlan.
3.B1ͲDesignthemultiusetrailonthesouthsideofMoraineAvenuefromDavis
StreettoMarysLakeRoadandseekconstructiongrantfunding.(MultiͲyear
Objective)
5.Weconsiderstrategic,dataͲdriveninvestmentsintechnology
thatpromotethefinancialandenvironmentalsustainabilityof
theTown'sparkingandtransportationassets.
5.A.ContinuallyevaluateimplementationoftheDowntown
ParkingManagementPlaninamannerthatdeliversparking
servicesasaselfͲsustainingprogramby2030.
3.C.1ͲImplementCMAQͲfundedpilotprogramsforregionaltransitservice,
expandedtransitroutes,andmicroͲtransitservice.
6.A.WorkwithCDOTandotherpartnerstoevaluate
additionalregionaltransitoptionsalongUS34andUS36.
5.A.1ͲIdentifyfundingandconstructa3ͲlevelparkingstructureattheBigHorn
parkinglot.(MultiͲyearObjective)
6.Weidentifyandleveragelocal,regional,andnational
partnershipsthatstrengthenandextendtheTown'sparkingand
transportationsystem.
8.A.ContinuetoimplementtheprioritiesintheEstesValley
MasterTrailsPlan.
8.B.1ͲSeekgrantfundingtoconstructtheCommunityDriveMultiͲUseTrail(east
sideofCommunityDrivebetweenManfordAvenueandUS36andnorthsideof
ManfordAveeastofCommunityDr).
8.B.Obtainfundingtodesignandbuildafunctionally
connectedbikeandpedestrianfacilitynetworkwithinone
mileofEstesParkpublicschools. 8.C.1ͲConstructthefinalsegmentoftheFallRiverTrail.
7.Weconsiderthepotentialimpactsoftechnologychanges,
includingelectricandautonomousvehiclesandrepurposingof
parkingstructures,inalltransportationplanning.
8.C.CompletetheFallRiverTrailusingavailabletrail
expansionfunds,openspacefunds,andgrantfunding.
8.Wewilldevelopandmaintainsidewalkandtrailconnectivityin
theEstesValleyinpartnershipwithotherentities.
1.Weprovidesafe,highͲquality,reliable,andredundantwater
service.
1.A.Ensureatleastonewatertreatmentplantcanreliably
operateyearͲround.
1.B.1ͲImplementtheenforcementprocessforcustomerswhodonotcomply
withwateradministrativeregulations.
1.B.DecreaseperͲcapitatreatedwaterdemandthrough
lossreduction. 3.A.1ͲReplacethestructurallydeficientPerformanceParkbridge.
2.Weprovidesafe,highͲquality,reliable,andsustainableelectric
distributionservice.1.C.Increasetheresiliencyofthewaterdistributionsystem.
3.B.1ͲCompleteatleastonestormwaterCIPprojectfromthelistincludedinthe
StormwaterDrainageSystemMaintenancePolicy.
UtilityInfrastructureͲWehavereliable,efficient,andupͲtoͲdateutilityinfrastructureservingourcommunityandcustomers.
3.A.ContinueimplementingtheStormwaterMasterPlan.5.1ͲIdentifyfundingforalowͲcostTrailblazerprogram.
3.Weeffectivelyandefficientlymanagestormwaterandare
proactiveinmitigatingfloodrisks.
3.B.ImplementastormwaterprogramforEstesParkthat
fundstheadministration,operation,maintenance,and
capitalexpansionofstormwaterinfrastructureovera30
yearorgreatertimeperiod.
5.A.1ͲCompleteconstructionofTrailblazerBroadbandsystemforcustomersin
theelectricservicearea.(MultiͲyearObjective)
3.C.Upgradeandmaintainourstormwatercollection
systemtoreducetheriskoffloodinganddamagetopublic
andprivateproperty.
4.Weencourageandsupportrenewableenergysourcesand
storage.
3.D.Pursuefloodmitigationinitiativestoreducefloodrisk
andincreasepublicsafety.
3.E.Pursuegrantfundingforprivateand/orpublicflood
mitigationandstormwaterprojects.
5.WeprovideaccesstohighͲspeed,highͲquality,reliable
TrailblazerBroadbandservice.
3.F.ExploretheCommunityRatingSystem(CRS)program
asawaytominimizefloodinsurancecoststothe
community.
4.A.Increase/enhancerenewableenergysourcesand
storagebycollaboratingwithPRPAandtheotherOwner
CommunitiestosupportPRPA'stransitionplantominimize
carbonͲproducingenergy.
6.Wepartnerwiththethreeotherownercommunitiesto
advancePlatteRiverPowerAuthoritytowardsourgoalofa100%
noncarbonenergymix.
4.B.EstablishplanningandpolicyguidancetodirectTown
investmentinzeroemissionfleetvehicles,equipment,and
infrastructure.
5.A.Accumulatenetpositiverevenuesandapplyforgrants
tofundcapitalexpansionofthefiberͲopticinfrastructure.
5.B.Buildanaffordableinternetconnectionprogram.
6.A.Advocateforcollaborationandconsolidationof
commonmodernizationplatformsbetweenthethree
ownercommunitiesandPRPAtosupportfinancial
sustainabilityofPRPA'scarbonͲtoͲrenewabletransition
plan.
PROVISIONAL(05/27/2025)
KEYOUTCOMEAREA
(Alphabeticalorder)
STRATEGICPOLICYSTATEMENTS GOALS(MULTIͲYEAR) OBJECTIVES(ONEͲYEAR)
1. Wesupportawiderangeofhousingopportunitieswitha
particularfocusonabroadspectrumofaffordableworkforce
housing.
1.A.Incentivizeprivatedevelopmentofworkforceand
affordablehousing.
1.1ͲConsideranupdatetoSection11.4oftheDevelopmentCode,including
reconsiderationofappropriatedefinitionsanddensitybonusamounts.
2.A.Continuetomeettheneedsoftheseniorcommunity
inEstesParkbycompletingactionitemsrecommendedin
the2025SeniorNeedsAssessment.
1.2ͲConsiderupdatingTownpoliciesdefiningworkforceorattainablehousing
forthepurposesofTownfunding.
2. Wesupporttheneedsofourseniorcommunity,including
housing.
4.A.Continuouslyevaluateoptionsforaddressingthe
community'schildcareneeds.
1.3ͲDiscusswiththeHousingAuthorityhow6Efundingexpendituresshouldbe
targetedinthenearterm,inlightofthecurrentHousingNeedsAssessment,
includingadiscussionofseniorandseasonalhousing.
5.A.Beginimplementingtherecommendationsofthe2025
ParksandOpenSpaceMasterPlan.
1.4ͲWorkwiththeHousingAuthoritytoevaluatepotentialforinterestratebuyͲ
downprograms
3. Wesupporttheneedsoffamiliesinourcommunity.
5.B.OverhauloutdatedandaginglandscapinginChildren's
Park,Riverwalk,andWiestPark.
2.A.1ͲCompleteworkonthefollowͲuprecommendationsfromtheSeniorNeeds
Assessmentcompletedin2025.
5.C.Continuetoimplementthe2019StanleyParkComplex
MasterPlanprojectsattheEventsComplex.
5.A.1ͲSelectatleastonespecificrecommendationfromthe2045Parksand
OpenSpaceMasterPlanforbudgetingandimplementationin2027.
4. Wesupportawiderangeofchildcareopportunitieswitha
particularfocusoninfantsandtoddlers.
6.A.CompleteafullrewriteoftheEstesParkDevelopment
CodetoalignwiththenewComprehensivePlan.
6.A.1ͲContinuerewritingtheEstesParkDevelopmentCodewithparticipation
fromelected/appointedofficials,stakeholders,andresidents.(MultiͲYear
Objective)
6.B.Collaboratewithcommunitystakeholderstoupdate
ouradoptedtransportation,drainage,parkingdesign
standards,andconstructionpoliciesintheDevelopment
Code.10.1ͲReviewandupdatetheTown'sPublicArtpolicy(Policy880).
ExceptionalCommunityServicesͲEstesParkisanexceptionallyvibrant,diverse,inclusive,andactivemountaincommunityinwhichtolive,work,andplay,withhousingavailableforallsegmentsinourcommunity.
TownofEstesPark2026StrategicPlan
Vision:TheTownofEstesParkwillbeanevermorevibrantandwelcomingmountaincommunity.
Mission:TheMissionoftheTownofEstesParkistoprovidehighͲquality,reliableservicesforthebenefitofourresidents,guests,andemployees,whilebeinggoodstewardsofpublicresourcesandournaturalsetting.
THEREISNORANKͲORDERINGORPRIORITIZATIONINTHISPLAN.ALLNUMERICALDESIGNATIONSAREFORREFERENCEPURPOSESONLY.
ForthepurposesofStrategicPolicyStatements,"We"referstotheTownorganization,ledbytheTownBoardofTrustees.
$77$&+0(17
5.Weexpandouropenspaceandpublicparkinfrastructure,and
improveandmaintainthedurability,functionality,andefficiency
thereof.7.A.Continuetoimplementthe2023ADATransitionPlan.
7.B.Continuouslyimplementorganizationalprocessesand
servicestoimprovetheaccessibilityofpublicinformationin
allformats,withaparticularfocusontheneedsof
individualswithdisabilitiesandthosewithlimitedEnglish
proficiency.
6.WehaveanupͲtoͲdateComprehensivePlanandDevelopment
Codethatreflectthewillofthecommunity.
7.C.SupporttherelocationofthePostOfficeawayfromits
currentlocationdowntown.
10.A.MonitorthefundraisingprogressoftheFineArts
GuildoftheRockiesfortheEncorePerformingArsCenter,
contingentonanexecutedagreementbetweentheTown
andtheFineArtsGuild.
7.Weprioritizecommunityaccessibilityforresidentsandguests
fromdiversecultures,andresidentsandguestswithdisabilities.
8.Weenactpoliciesthatsupportalldemographicsegmentsof
thecommunity.
9.Wevalueandworktopreserve,share,andrespecttheunique
historyofEstesPark,andincorporatethathistoryintoour
decisionͲmakingprocesses.
10.Wesupportpublicartandcreativeendeavors.
1.WemaintainawellͲtrainedandeducatedTownStaff.
1.A.UpdateandactivelyworkonHumanResources
StrategicPlanActionItemsannually.
1.1ͲDevelopandImplementanemergencyandsafetytrainingprogramforall
EventandVisitorServicesteamemployeesincludingatrackingsystemforvalid
certifications.
2.A.CompleteareviewoftheTownemployeebenefit
packagetoensuretheTownremainscompetitiveand
alignedwithothermunicipalities.
1.2ͲEnsurethatallemployeeswhowillusethenewEnterpriseResource
Planningsystemreceivesufficienttraining.
2.WeattractandretainhighͲqualitystaffbybeinganemployer
ofchoice,includingofferinghighlycompetitivebenefitsand
wages,andencouragingworkͲlifebalance.
3.A.Ensureadequategrantwritingcapacityasthecurrent
grantresourcesshiftintimeallocation.
1.A.1ͲCompletetheorganizationalcultureactionplanobjectivetorevisethe
organizationalculturesurveyandimplementsurveyinthe4thquarterof2026.
GovernmentalServicesandInternalSupportͲWeprovidehighͲqualitysupportforallmunicipalservices.
3.B.Ensureadequateresourcingtomeetthecurrentand
futurepreventativefacilitiesmaintenanceneedsforTown
buildingsandparcels. 4.A.1ͲRequiretermlimitsonallTownͲappointedBoards.
3.Wematchservicelevelswiththeresourcesavailabletodeliver
them.
4.A.ExploreoptionstoimprovetheTown'sabilitytoensure
diversemembershiprepresentationonBoardsand
Commissions.
7.B.1ͲStreamlineandautomaterecruitmentandonboardingprocessthrough
newHRISsystem.
5.A.Conductacommunitysurveybienniallyinoddyearsto
measureourperformanceandcommunitypreferences. 7.B.2ͲEvaluatetheuseofLaserficheforpolicymanagement.
4.Westrivetoensurethatthemembershipofourappointed
BoardsandCommissionsreflectsthediversityofthecommunity.
5.B.EvaluatetheinclusivityandeffectivenessofTown
communityengagementprocesses. 7.C.1ͲDigitizeCommunityDevelopmentPlanningandZoningrecords.
7.A.ImplementaTownperformancemanagementsystem.7.C.2ͲContinueevaluationofpermanentFinancialrecordsfordigitization.
5.Westrivetogainmeaningfulinputandparticipationfromall
communitymembers.
7.B.Developanorganizationalculturethatencourages
continuousprocessimprovement.10.A.1ͲExploreoptionstoimprovewebsiteexperienceandnavigation.
7.C.DigitizeTownrecordswithinLaserfiche.
6.Weprioritizeandsupportacultureofcustomerservice
throughouttheorganization.
10.A.Continuallyevaluatethefunctionalityofourwebsite
toensureitservestheneedsofourcustomers.
11.A.Evaluatetheservicecondition,safety,functionality,
accessibility,andlandͲuserestrictionsofour32public
buildingsusingadataͲdrivenapproachanddocumentthe
outcomesinourLUCITYassetmanagementsystem.
7.Wesupportacultureofcontinuousimprovementinour
internalprocessesandservicedelivery.
11.B.Upgradeandmaintainthequality,function,and
safetyoftheTown'spublicrestrooms.
11.C.Pursueenergyconservationprojectsthatimprovethe
efficiencyofourbuildings.
8.Weoperatewithtransparencybymaintainingopen
communicationwithallcommunitymembersandproactively
makingTowninformationavailabletothepublic.
11.D.WorkwiththeFireDistricttoinvestigateandevaluate
strategiestouseTownͲownedbuildingsandTownprojects
todemonstratewildfiremitigationtechniquesforfacilities.
11.E.PlantomeetthespaceneedsoftheFacilitiesDivision.
9.Wemonitorfor,andprotectagainst,cybersecuritythreats.
10.Wemaintainarobust,transparent,accessible,anduserͲ
friendlypublicͲfacingwebsite.
11.WeensurethatourfacilitiesarewellͲmaintainedandmeet
theneedsofTownDepartmentsandthecommunity.
1.Wevaluebroadcollaborationwithourpartnersinproviding
outstandingguestservices.
2.A.Continuetodevelopandattractdiverseeventsand
audiences.
2.B.1ͲCompleteinfrastructureimprovementstotheO’ConnorPavilionincluding
betteremergencycommunicationcapabilities.
2.B.Continuetosupporteventsthroughcreativity,
innovation,andtechnology.
2.B.2ͲImprovethehorsestallsandthesafetyofthehorsesinbarnsAͲLandW
byinstallingstallmatts.
2.WeprovideandsupportadiverseselectionofhighͲquality
eventsthatattractgueststotheTownandsupportourMission.
3.A.WorkwithpublicͲandprivateͲsectorentitiesto
encourageadditionaltowndestinationopportunitiesfor
guests,includingtheMuseum,particularlyincasevisitation
limitsintheNationalParkorelsewhereremainafactor.
5.A.1ͲImprovetheVisitorCenterrestroomsbywrappingrestroomstallswith
localartwork.
5.A.ContinuetoimplementtheVisitorServicesStrategic
Plan.
5.A.2ͲImprovetheguestexperienceintheVisitorCenterbyreplacingthe18Ͳ
yearͲoldcarpet.
3.Westrivetobalancetheimpactsofvisitationwiththeneeds
andqualityoflifeofourresidents.
5.B.VisitorServiceswillworkwithVisitEstesParkandthe
RockyMountainConservancyondevelopingand
implementingwaystohelpeducateandentertainguestsat
theVisitorCenter.
5.C.ContinueprovidingtheGuestServices(Service
Elevated)annualtrainingforvolunteersintheVisitor
Center.
4.WebalancedataͲdrivendecisionswithcommunityvalueswhen
servingourguestsandresidentsusingupͲtoͲdateandrelevant
data.
5.WecontributetoanexceptionalguestexperiencethroughhighͲ
qualityvisitorservices.
6.WeworktoensurethatEstesParkisasustainabletourism
destination.
PublicSafety,Health,andEnvironmentͲEstesParkisasafeplacetolive,work,andvisitwithinourextraordinarynaturalenvironment.
OutstandingGuestServicesͲWeareapreferredColoradomountaindestinationprovidinganexceptionalguestexperience.
1.Wearecommittedtosafeguardingthelivesandpropertyof
thepeopleweserve.
1.A.Evaluateandmeettheswornofficer,dispatch,and
supportservicesstaffingneedsofthePoliceDepartment.
1.B.1ͲEnsurethecompletionofpreͲdesignwork,identificationandsecuringofa
suitablesite,andobtainingapprovalofacomprehensivefundingplanby
December2026,withprojectedcompletionofconstructionandoccupancyofa
newpolicefacilityby2029.(MultiͲyearObjective)
1.B.Establishatimelineandfundingstrategytoimplement
theFacilitiesMasterPlanrecommendations.Startwiththe
relocationofthePoliceDepartmentoutofTownHall.
2.F.1ͲUtilizeCountyresourcesasavailabletobeginworkondevelopmentofa
ClimateActionPlan.
2.Wesupportenvironmentalstewardshipandsustainability
throughourpoliciesandactions.
1.C.EvaluatetheTown'sapproachtoallͲhazardemergency
managementincollaborationwithourlocalandregional
partners.
2.A.Modifycodesandregulationstosupportalternative
anddistributedenergy.
3.Werecognizethatsubstanceabuseinourcommunityand
schoolsisanongoingissueandworkwithlocalandregional
partnerstoimproveawareness,treatment,andeducation.
2.B.Encouragealternativerenewableenergyoptionsfor
newandestablishedhomesandbusinesses,includingTown
Buildings.
2.C.Supportbeneficialelectrificationofbuildingsby
encouragingthereplacementoffossilͲfuelapplianceswith
cleanerelectricalternatives.
4.Wevaluetheimportanceofmaintainingalocalemergency
communicationcentertoservetheEstesValley.
2.D.TheEventsandVisitorServicesDepartmentwill
minimizetheenvironmentalimpactsofTownevents.
2.E.SupporttheCountyͲwideWasteshedPlanandwill
remainactivepartnerswithLarimerCountyinits
implementation.
5.WevaluetheimportanceofmaintainingtheEstesParkPolice
Departmentasthelawenforcementagencyforthetown.
2.F.ContinueworkwithLarimerCountyonClimateSmart
FutureReadyinitiative.
2.G.SupportVisitEstesPark'seffortstocommunicate
sustainablemessagestovisitors.
6.Wevalueredundancyandcollaborationintheprovisionof
dispatchandlawenforcementservices.
3.A.ContinuetosupporttheRegionalOpioidAbatement
CouncilandtheimportanceofTownrepresentationonthe
board.
7.Westrivetoenhancethesafetyofemergencyresponders.
8.Webelieveinandsupportrestorativepracticesasawayto
buildandrepairrelationships,aswellasincreaseunderstanding
abouttheimpactofcrimeintheEstesParkCommunity.
9.Wetrainandpreparetofullyandimmediatelyrespondto
communityemergencies.
10.Weareproactiveinourapproachtowildfireplanningand
mitigationinresponsetoelevatedfirerisksintheEstesValley
andthesurroundingarea.
11.Werecognizetheimportanceofbehavioralhealthinour
communityandworkwithlocalandregionalpartnerstoimprove
mentalhealthsafety,treatment,andawareness.
1.Wefosteraninclusive,robust,andsustainableeconomybased
onatripleͲbottomͲlinemodel,consideringeconomic,social,and
environmentalimpactsandbenefits.
2.A.ImproveandstreamlinetheDevelopmentReview
process.
2.1ͲIdentifyopportunitiestosupporteclecticmixofbusiness,includingsmaller
"momandpop"shops.
2.B.Enhanceengagementwithbusinesscommunity
throughthoughtfulschedulingandtiming.
2.B.1ͲEvaluateexpansionofTownHallhours(7Ͳ6)throughschedulechanges
aligningwithcustomerandbusinessneeds.
2.Wecreateandsustainafavorablebusinessclimate.4.A.ContinueimplementationoftheDowntownPlan.
2.B.2ͲEvaluateactionstoensurethattheavailabilityoflocalbusinessesis
consideredwhenschedulingTownmeetings
5.A.Conductcorridorstudiesforthecorridorscalledoutin
theComprehensivePlan.
6.A.1ͲWorkwiththeChamberandHousingAuthoritytoassesshowseasonal
employeesarehousedinEstesPark.
3.Wesupportadiverseeconomy,attractingandservingabroad
rangeofcurrentandpotentialstakeholders.
6.A.WorkwiththeEconomicDevelopmentandWorkforce
Counciltobuildcapacityforsmallbusinessownersto
addressemployeehousingneeds.
4.Wevaluetheimportanceofavibrant,attractive,and
economicallyviabledowntown.
5.WesupportinvestmentandrevitalizationinalloftheTown's
commercialareas.
RobustEconomyͲWehaveadiverse,healthy,yearͲroundeconomy.
6.Wesupporteconomicandworkforcedevelopmenteffortsled
byotherorganizations.
7.Werecognizethebenefitsofshoppinglocallyandwillactively
supportourlocalbusinessesandthelocaleconomy.
1.WemaintainupͲtoͲdatefinancialpolicies,tools,andcontrols
thatreflectthefinancialphilosophyoftheBoard.1.A.Reviewandupdatekeyfinancepolicies.
1.A.1ͲWorkwithTownDepartmentstorevisetheTown'sPurchasingPoliciesby
definingroles,evaluatingthresholdapprovals,aligningwithcurrentregulatory
requirements,andincorporatingprocurementbestpractices.
1.A.2ͲWorkwithkeystaffmemberstorevisetheTown'sGrantPolicythat
createsaframeworkforgrantapplications,evaluation,approval,andreporting.
2.WemakedataͲadvisedfinancialdecisions.
3.Wewillconsiderthemosteffectivefinancingstrategyforlarge
capitalprojectsonacaseͲbyͲcasebasis,ensuringthateach
financingpackageisappropriatelytailoredtotheprojectunder
consideration.
1.Wevaluethedevelopmentandmaintenanceofasafe,
sustainable,accessible,andefficientmultimodaltransportation
network.
1.A.Upgradeandmaintainourpublictrailnetworkto
complywithadoptedsafetyanddisabilitystandards
utilizingdirectedsalestaxfundingapprovedthrough2034.
1.1ͲEvaluatehowthemunicipalcodetreatsmotorized/electrifiedscooters,golf
carts,eͲbikes,andotherlowͲspeedvehicles.
1.B.EvaluatethepossibilityofadoptingimpactfeesandfeeͲ
inͲlieumechanismstoassistinfundingmultimodal
transportationimprovements.
1.A.1ͲConstructthefirstphaseoftheUS34andSH7trailreconstruction
projects.(MultiͲyearObjective)
2.WewillmaintainahighͲqualitynetworkofstreetsforour
community.
1.C.EvaluatethenextphasesoftheWayfindingSignage
programpriortofurtherimplementation. 2.A.1ͲCompletethereconstructionofOldRangerDrive.
2.A.Streetrehabilitationeffortswillresultinanaverage
PavementConditionIndexof80orgreaterfortheTown
streetnetworkby2034. 2.A.2ͲCompletethereconstructionofOldManMountainLane.
3.WewilladdresstrafficcongestionthroughouttheTown.
3.A.CollaboratewithFederalandStatepartnerstomitigate
trafficcongestionwithmultimodalsolutionsthroughoutthe
Town.
2.A.3ͲCompletethereconstructionof2ndStreetandprovideADAcompliant
pedestrianfacilitiesfollowingthewatermainandserviceinstallationproject.
(2024CARRYOVER)
TownFinancialHealthͲWewillmaintainastrongandsustainablefinancialcondition,balancingexpenditureswithavailablerevenues,includingadequatecashreservesforfutureneedsandunanticipatedemergencies.
TransportationͲWehavesafe,efficient,andwellͲmaintainedmultimodaltransportationsystemsforpedestrians,cyclists,motorists,andtransitriders.
3.B.Developfundingstrategiesforthedesign,
environmentalclearance,andconstructionoftheMoraine
AvenueMultimodalImprovements.
3.A.1ͲContinueevaluatingDowntownEstesLooptrafficflow.(MultiͲyear
Objective)
4.Weeffectivelycommunicatewithresidentsandguestsabout
parkingandtransportationoptions.
3.C.Considerimplementingtherecommendationsinthe
2030TransitDevelopmentPlan.
3.A.2ͲConstructtheVisitor'sCenterparking&transitimprovementsiffully
fundedbySB267grantfunds.(2024CARRYOVER)
3.D.Considerimplementingtherecommendationsinthe
2045MultimodalTransportationPlan.
3.B1ͲDesignthemultiusetrailonthesouthsideofMoraineAvenuefromDavis
StreettoMarysLakeRoadandseekconstructiongrantfunding.(MultiͲyear
Objective)
5.Weconsiderstrategic,dataͲdriveninvestmentsintechnology
thatpromotethefinancialandenvironmentalsustainabilityof
theTown'sparkingandtransportationassets.
5.A.ContinuallyevaluateimplementationoftheDowntown
ParkingManagementPlaninamannerthatdeliversparking
servicesasaselfͲsustainingprogramby2030.
3.C.1ͲImplementCMAQͲfundedpilotprogramsforregionaltransitservice,
expandedtransitroutes,andmicroͲtransitservice.
6.A.WorkwithCDOTandotherpartnerstoevaluate
additionalregionaltransitoptionsalongUS34andUS36.
5.A.1ͲIdentifyfundingandconstructa3ͲlevelparkingstructureattheBigHorn
parkinglot.(MultiͲyearObjective)
6.Weidentifyandleveragelocal,regional,andnational
partnershipsthatstrengthenandextendtheTown'sparkingand
transportationsystem.
8.A.ContinuetoimplementtheprioritiesintheEstesValley
MasterTrailsPlan.
8.B.1ͲSeekgrantfundingtoconstructtheCommunityDriveMultiͲUseTrail(east
sideofCommunityDrivebetweenManfordAvenueandUS36andnorthsideof
ManfordAveeastofCommunityDr).
8.B.Obtainfundingtodesignandbuildafunctionally
connectedbikeandpedestrianfacilitynetworkwithinone
mileofEstesParkpublicschools. 8.C.1ͲConstructthefinalsegmentoftheFallRiverTrail.
7.Weconsiderthepotentialimpactsoftechnologychanges,
includingelectricandautonomousvehiclesandrepurposingof
parkingstructures,inalltransportationplanning.
8.C.CompletetheFallRiverTrailusingavailabletrail
expansionfunds,openspacefunds,andgrantfunding.
8.Wewilldevelopandmaintainsidewalkandtrailconnectivityin
theEstesValleyinpartnershipwithotherentities.
1.Weprovidesafe,highͲquality,reliable,andredundantwater
service.
1.A.Ensureatleastonewatertreatmentplantcanreliably
operateyearͲround.
1.B.1ͲImplementtheenforcementprocessforcustomerswhodonotcomply
withwateradministrativeregulations.
1.B.DecreaseperͲcapitatreatedwaterdemandthrough
lossreduction. 3.A.1ͲReplacethestructurallydeficientPerformanceParkbridge.
2.Weprovidesafe,highͲquality,reliable,andsustainableelectric
distributionservice.1.C.Increasetheresiliencyofthewaterdistributionsystem.
3.B.1ͲCompleteatleastonestormwaterCIPprojectfromthelistincludedinthe
StormwaterDrainageSystemMaintenancePolicy.
UtilityInfrastructureͲWehavereliable,efficient,andupͲtoͲdateutilityinfrastructureservingourcommunityandcustomers.
3.A.ContinueimplementingtheStormwaterMasterPlan.5.1ͲIdentifyfundingforalowͲcostTrailblazerprogram.
3.Weeffectivelyandefficientlymanagestormwaterandare
proactiveinmitigatingfloodrisks.
3.B.ImplementastormwaterprogramforEstesParkthat
fundstheadministration,operation,maintenance,and
capitalexpansionofstormwaterinfrastructureovera30
yearorgreatertimeperiod.
5.A.1ͲCompleteconstructionofTrailblazerBroadbandsystemforcustomersin
theelectricservicearea.(MultiͲyearObjective)
3.C.Upgradeandmaintainourstormwatercollection
systemtoreducetheriskoffloodinganddamagetopublic
andprivateproperty.
4.Weencourageandsupportrenewableenergysourcesand
storage.
3.D.Pursuefloodmitigationinitiativestoreducefloodrisk
andincreasepublicsafety.
3.E.Pursuegrantfundingforprivateand/orpublicflood
mitigationandstormwaterprojects.
5.WeprovideaccesstohighͲspeed,highͲquality,reliable
TrailblazerBroadbandservice.
3.F.ExploretheCommunityRatingSystem(CRS)program
asawaytominimizefloodinsurancecoststothe
community.
4.A.Increase/enhancerenewableenergysourcesand
storagebycollaboratingwithPRPAandtheotherOwner
CommunitiestosupportPRPA'stransitionplantominimize
carbonͲproducingenergy.
6.Wepartnerwiththethreeotherownercommunitiesto
advancePlatteRiverPowerAuthoritytowardsourgoalofa100%
noncarbonenergymix.
4.B.EstablishplanningandpolicyguidancetodirectTown
investmentinzeroemissionfleetvehicles,equipment,and
infrastructure.
5.A.Accumulatenetpositiverevenuesandapplyforgrants
tofundcapitalexpansionofthefiberͲopticinfrastructure.
5.B.Buildanaffordableinternetconnectionprogram.
6.A.Advocateforcollaborationandconsolidationof
commonmodernizationplatformsbetweenthethree
ownercommunitiesandPRPAtosupportfinancial
sustainabilityofPRPA'scarbonͲtoͲrenewabletransition
plan.