HomeMy WebLinkAboutPACKET Town BoardTown Board of Trustees Regular Meeting
Tuesday, February 10, 2026, 7:00 p.m.
Town Hall Board Room, 170 MacGregor Ave, Estes Park
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Meeting Participation
This meeting will be streamed live and available on the Town YouTube page at
www.estes.org/videos. Click on the following links for more information on Digital
Accessibility, and Public Comment.
Agenda
Pledge of Allegiance
Agenda Approval
Public Comment
Town Board Comments/Liaison Reports
Town Administrator Report
Consent Agenda
1. Expenditure Approval Lists – Bills
2. Town Board Meeting and Study Session Minutes dated January 27, 2026
3. Intergovernmental Agreement with the Colorado Bureau of Investigation to
Accept the Persons Who Wander Grant Award for $8,897
4. Resolution 13-26 Professional Service Agreement with Executives Partnering to
Invest in Children for a Childcare Facility Master Plan
5. Resolution 14-26 Setting the Public Hearing for a New Hotel & Restaurant Liquor
License Application for BYS Brothers LLC dba Prospect Bistro, 205 and 207 Park
Lane, Estes Park, Colorado
Report and Discussion Items (Outside Entities)
1.2025 Base Funding Report : Economic Development and Workforce Council
Presented by Colleen DePasquale/Estes Chamber of Commerce Director
To present on how 2025 Town Base Funding was used to benefit the community
and/or advance the Town’s Strategic Plan.
Planning Commission Items
Items reviewed by Planning Commission or staff for Town Board Final Action
Action Items:
A.Resolution 15-26 Freelan Heights Subdivision Preliminary Plat
Presented by Senior Planner Hornbeck
Consider a 10 lot subdivision of lot 2A of the amended plat of lot 2 of the
Stanley Historic District.
Action Items
1.Final 2025 Strategic Plan Progress Report and Amended 2026 Strategic Plan
Presented by Town Administrator Machalek
Review the final 2025 Strategic Plan Progress Report and consider adoption
of amended 2026 Strategic Plan that incorporates 2025 Strategic Plan
Objectives that were not completed in 2025 and other revisions.
Report and Discussion Items
1. New Police Department Facility Site Location Updat e
Presented by Director Fetherston
Provide an update on the preferred site location for a new Police Department
facility and determine next steps.
Adjourn
Town of Estes Park, Larimer County, Colorado, January 27, 2026
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 27th day of January, 2026.
Present: Gary Hall, Mayor
Marie Cenac, Mayor Pro Tem
Trustees Bill Brown
Kirby Hazelton
Frank Lancaster
Mark Igel
Cindy Younglund
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Jackie Williamson, Town Clerk
Absent: None
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 (Lancaster/Cenac) to approve the Agenda with Action
Items 4 and 5 to be heard prior to Action Items 1, 2 and 3, and it passed with Mayor
Hall voting “No”.
PUBLIC COMMENTS.
Dan Scace/Town resident requested the Town Board consider during deliberations the
desires of the local citizens, heed the recommendations of the experts regarding the
environment and wildlife, respect existing zoning, carefully follow all legal and ethical
rules, and provide reasons for your decisions.
Judith Smith/Town resident commented on the processes she and her husband used in
reviewing 15 communities before choosing Estes Park, and noted that anyone from
anywhere could address the Town Board publicly on the record and the Board listens and
cares.
John Guffey/Town resident spoke to the current events in the country and specifically in
Minnesota which impact everyone, including Estes Park. He commented on the need to
admonish the events that have occurred. He requested communication from the Board
to encourage healing and stop the divisiveness.
John Smith/County resident spoke to the need for the Estes Park Housing Authority to
slow down the buying and development of property, noting they do not have guidelines.
He stated there are concerns the Authority has been operating outside of what the citizens
voted for, and that their development of housing should be placed on hold.
TRUSTEE COMMENTS.
Board comments were heard and have been summarized: attended the Habitat for
Humanity home dedication and celebrated with the family; attended the Visit Estes Park
meeting noting the new CEO Sarah Leonard would host a roundtable to engage with the
community, stakeholder events to be held, lodging taxes were up 5% in November 2025,
and the board supported a factual letter to be sent on behalf of the CEO to the federal
delegation noting the possible impacts the new fee schedule for the park may have on
visitation; attended the First Peoples Festival; noted the Opioid Abatement Council has
received $2.60 million in settlement fund to be allocated to address the drugs impact on
communities; thanked Restorative Justice for the community conversations on the update
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to the Estes Park Development Code; Restorative Justice has discussed an assessment
of the facilitators, and the organization has planned a retreat to determine if the
community’s needs are being met; recent Trustee Talk discussion included the impacts
of Ballot Question 300; attended the Wildfire Town Hall hosted by Larimer County
Commissioner Shadduck-McNally; and attended Skijor which was well attended.
TOWN ADMINISTRATOR REPORT.
Policy Governance Monitoring Report - Policy 3.3. Town Administrator Machalek
stated compliance with the policy.
CONSENT AGENDA:
1. Bills
2. Town Board Meeting and Study Session Minutes dated January 13, 2026
3. Estes Park Planning Commission Minutes dated December 16, 2025
(acknowledgment only)
4. Resolution 04-26 Contract with Maddison Mechanical, Inc for On-Call Plumbing
Services up to $100,000, Budgeted (Continued from January 13, 2026)
5. Acceptance of Town Administrator Policy Governance Monitoring Report
Trustee Igel requested the removal of Consent Item #4. It was moved and seconded
(Igel/Younglund) to approve the Consent Agenda Items 1-3 and 5, and it passed
unanimously.
Consent Item #4 - Resolution 04-26 Contract with Maddison Mechanical, Inc for On-
Call Plumbing Services. Trustee Igel questioned the Town’s process and the
performance criteria used to review the contract and execute a renewal of the contract.
Director Fetherston commented the performance of the contractor was discussed by staff
and whether there had been any issues in the past year for the on-call contractor. Trustee
Igel noted the importance of establishing a matrix to evaluate the services provided. Town
Administrator Machalek noted the value of further conversations with the Board to outline
a process, tiers, thresholds, etc. It was moved and seconded (Igel/Brown) to approve
the Consent Agenda Item #4 – Resolution 04-26, and it passed unanimously.
PLANNING COMMISSION ITEMS:
Action Items:
A. ORDINANCE 03-26 REZONING 179 STANLEY CIRCLE DRIVE FROM E
(ESTATE) TO RM (MULTI-FAMILY RESIDENTIAL), ESTES PARK HOUSING
AUTHORITY/APPLICANT. Mayor Hall opened the public hearing. Town Clerk
Williamson stated a protest under 31-23-305 CRS was filed and found sufficient
which requires two thirds vote to approve the ordinance. Senior Planner Hornbeck
reviewed an application submitted by the Estes Park Housing Authority (EPHA) on
behalf of the property owner, the Town of Estes Park, to rezone a 1.4-acre property
containing a single-family home from E (Estate) to RM (Multi-Family Residential)
to create 15 lots at approximately 0.25 acres per townhome to create employee
housing intended for Town of Estes Park employees. The site does not have any
mapped hazard areas (flood, fire, and geologic) nor platted within any mapped
important wildlife habitat areas per the 1996 Comprehensive Plan. He noted the
application complies with the relevant standards and criteria set forth in the Estes
Park Development Code (EPDC), including addressing changes in conditions in
the area affected, noting the area was designated for mixed residential use in the
updated 2022 Comprehensive Plan and the construction of the Mountain Wood
Townhomes in 2019 located southeast of the site; staff waived the requirement for
a development plan in-lieu of a conceptual site plan; and the proposal addresses
housing needs through the creation of 12 new deed restricted workforce housing
units that are in alignment with the current height, scale, mass and bulk within the
area, and vehicular traffic would be in character with the existing conditions. It was
further outlined the application was received January 2025 prior to the approval of
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Ordinance 11-25 at the 2025 November Coordinated Election through Ballot
Question 300. The ballot question does not state whether or not it applies to
applications already received and under review, and the applicant has not
submitted written approval of the application by the neighboring property owners
in accordance with the ballot language. The Estes Park Planning Commission
recommended the rezoning unanimously at their December 16, 2025 meeting.
Steve Lane/Basis Architecture reviewed the concept plan that was submitted with
the application for rezoning which was developed taking into account feedback
received at the neighborhood meeting to address parking, height, storage, etc. A
Development Plan was submitted in January 2025 and through comments with
staff the units were reduced from 15 to 12 units to preserve some trees on the
property. This property would allow 16 units per the code; however, EPHA has
asked for only 12. He noted that if the rezoning received approval, the concept
plan would then be fully engineered and brought back to the Estes Park Planning
Commission for their full review.
Peter Levine/EPHA Director of Real Estate Development noted the need for
additional affordable housing to address a loss of approximately 10% of working
age adults with a third of workers now commuting into Estes Park, a decrease in
school enrollment by approximately a third, retirees have almost doubled, and an
increase in housing costs. In order to preserve the community more cost-effective
housing and/or higher wages for employees would be required. He noted the
townhome development meets the mixed-use classification identified in the
Comprehensive Plan, provides an infill transitional housing development, and
would be well located near major roadways, within walking distance to downtown.
Jim Martell/EPHA legal counsel noted concerns with the application of Ordinance
11-25 to the application based on Article II, Section 11 of the Colorado Constitution
that prohibits any law impairing the obligation of the contract or retrospective in
their operation. He stated the application was filed in January 2025 and the
ordinance was approved in November 2025, therefore, the new requirements of
the ordinance are being applied retrospectively. The ordinance did not clearly
establish that it would apply to previously submitted applications prior to its
approval in November 2025. He further commented the ordinance requires the
Town to delegate its administrative authority, the decision on the rezoning, in
violation of due process and numerous Supreme Court cases.
Those speaking in opposition to the of the rezoning included Diana Ernst/Town
resident, Ray Sahm/Town resident, Rick Ralph/Town resident, Richard
Zuba/Town resident and Joan Hooper/County resident. Comments in opposition
included the negative impact on the neighborhood; increased parking issues due
to the elimination by the State on the number of individuals that may reside in a
unit; the proposed 12-unit development does not contain green space for children
to play; noted the applicant did not comply with Ordinance 11-25; and the
application does not meet the Estes Park Development Code (EPDC) 3.3.D.
Board comments and questions were heard and summarized: noted the
application meets the rezoning criteria outlined in the Estes Park Development
Code (EPDC) and the application would be compatible with the area, providing
transitional housing between the commercial uses and single-family residential
uses; stated the applicant has not met the requirements of Ordinance 11-25
passed by the voters through Ballot Question 300; commented the community has
expressed through the conversations on the update to the EPDC the desire for
infill projects rather than sprawl; questioned if the property could be rezoned and
then sold; and commented on the possibility of transferring the property and
providing Town funds to the EPHA to develop the property.
Mayor Hall closed the public hearing. After further conversation, it was moved
and seconded (Igel/) to deny Ordinance 03-26, and the motion lacked a second.
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It was moved and seconded (Brown/Younglund) to approve Resolution 07-26
to deny the application for failure to meet the requirements of Ballot
Question 300, and it passed with Trustee Igel voting “No”.
B. ORDINANCE 04-26, REZONING 440 VALLEY ROAD FROM RM (MULTI-
FAMILY RESIDENTIAL) TO A-1 (ACCOMMODATIONS, LOW-INTENSITY),
DENICE D. BORDA, BRIAN DELANEY, DANA D. BURKE/OWNERS. Planner
Washam reviewed the application to rezone a property containing a single-family
home and a triplex used as accommodations and licensed as three (3) separate
vacation home licenses from RM (Multi-Family Residential) to A-1
(Accommodations, Low-Intensity) zoning to allow for a reclassification to “Resort
Lodge”. The applicant contends the A-1 zoning classification more accurately
reflects their “small lodge” business model and would allow for a single
accommodations license to be issues rather than individual vacation home
licenses and corresponding workforce housing regulatory fees. The change in
classification would not create a non-conforming use, however, redevelopment
would limit the property to up to three (3) units on the 0.8-acre property. She noted
the application complies with the relevant standards and criteria set forth in the
EPDC including addressing changes in conditions in the area affected, noting a
rezoning in 2011 for Fall River Lodge from CO (Commercial Outlying) to A-1
(Accommodations, Low Intensity) to convert a small residential building into a small
resort lodge; no new development has been proposed; the 2022 Comprehensive
Plan outlines the future land use in this area as “Suburban Estate”, which consists
of low to medium density single-family residential development, and would not
conflict with the rezoning request; noted the rezoning request would be consistent
with the surrounding accommodations corridor, and compatible with the
neighborhood use; and adequate public services already exist with the current use.
It was further outlined the uncertainty on how the applicants and staff should
interpret the requirements of Ordinance 11-25 approved at the 2025 November
Coordinated Election through the passage of Ballot Question 300. The application
was submitted on November 25, 2025 without the submittal of written approval by
the neighboring property owners as outlined in Ordinance 11-25. The Estes Park
Planning Commission unanimously recommended the rezoning request.
Donald Borda and Denise Borda/Applicants provided an overview of the property
purchased in 1986 located on Business Hwy 34 between two churches and across
the highway from the Fall River Lodge. They reviewed the down zoning from
commercial (CO - Commercial Outlying) to residential (E-1 – Estate 1-acre) that
took place in 2000 even though there were multiple structures on the property, and
the corrective zoning in 2010 that rezoned the property from E-1 (Estate 1-acre) to
RM (Multi-family Residential). They reviewed the classification of the property
throughout the years noting the discrepancies from being listed as studio units, a
five-plex, and later noted as a triplex. The property has been operated throughout
the years as an accommodation property with an onsite manager, however, due
to the current zoning of RM are licensed as three individual vacation homes subject
to the fees, including the workforce housing regulatory linkage fee. They stated
the application was submitted in October 2025 prior to the approval of Ordinance
11-25 requiring written approval of the neighbors as outlined in the ordinance.
They requested approval of the application to allow for low intensity
accommodation zoning and operation of the small family business.
Chris Wood/470 Valley Road stated if you are operating an accommodation
business the owners would incur commercial property taxes or pay the workforce
housing regulatory linkage fee. He stated concern with short term rentals and their
impact on the community including the cost of living and the lack of workforce
housing.
Town Board comments were heard and have been summarized: it was noted that
the use on the property fits with the “Resort Lodge” classification; concern was
raised on creating a non-conforming lot with the rezoning; recognized the number
of issues with the zoning over the years on this property as well as other building
and assessor issues; Ordinance 11-25 (Ballot Question 300) requires approval by
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the neighboring property owners and this application has not obtained the required
approval; and it was stated the rezoning would likely have been approved if it were
not for the approval of Ballot Question 300.
Mayor Hall closed the public hearing. After further conversation, it was moved and
seconded (Younglund/Cenac) to approve Resolution 12-26 to deny the
application for failure to meet the requirements of Ballot Question 300, and it
passed unanimously.
It was moved and seconded (Hazelton/Brown) to continue the meeting past 10:00
p.m., and the motion passed with Mayor Pro Tem Cenac and Trustee Igel voting “No”.
Mayor Hall called a break at 9:50 p.m. and resumed the meeting at 9:58 p.m.
ACTION ITEMS:
1. RESOLUTION 03-26 CONTRACT RENEWAL WITH THE CAR PARK FOR 2026
PARKING MANAGEMENT SERVICES. The item was continued at the January 13,
2026 meeting for further review and consideration. Manager Klein stated additional
information was provided to the Board as requested to include the KPI score sheets
for The Car Park and additional parking permit survey information including all
comments. The contract approved through Resolution 07-25 outlined a contract that
could be renewed for up to four (4) additional years. The 2026 renewal contract
increased to $429,955.12 to support the downtown paid parking management
program.
Trustee Igel questioned how the Town evaluates the renewal of contracts, especially
those with great consequence to the community, and noted concern that other options,
including whether or not paid parking continues to be the right approach, have not
been reviewed. He commented the evaluation should assess if the contractor met the
requirements of the contract, and the evaluation provided does not provide that
information. Mayor Pro Tem Cenac agreed that paid parking should be re-evaluated
now that traffic has been improved with the downtown loop. Other Trustees noted
support for the evaluation completed by staff; the Board should continue to support
policy governance and staff’s role in such; and encouraged staff to address the issues
outlined in the comments related to the online employee convenience permit process.
After further discussion, it was moved and seconded (Younglund/Hazelton) to
approve Resolution 03-26, and it passed with Mayor Pro Tem Cenac and Trustee
Igel voting “No”.
2. RESOLUTION 10-26 CONTRACT WITH EARLY CHILDHOOD COUNCIL OF
LARIMER COUNTY (ECCLC) FOR THE ADMINISTRATION OF THE ESTES
VALLEY CHILDCARE FUND. Manager Bangs presented the renewal of the service
agreement with the ECCLA for the administration of the middle-income childcare
tuition assistance program through the Estes Valley Childcare fund. During the
inaugural school year, it is anticipated $25,000 of the $150,000 would be utilized to
provide support to six (6) children enrolled, with four (4) additional applications under
review. Any unused funds would be rolled over and the Town would fund ECCLC for
a total of $150,000. Staff recommended renewal of the contract with no changes to
the program administration in 2026. The passage of the Larimer County 1B funding
for childcare anticipates $28 million in annual sales tax revenue that may provide
funding for this program through countywide programs in future years. After further
conversation, it was moved and seconded (Hazelton/Cenac) to approve
Resolution 10-26, and it passed unanimously.
3. RESOLUTION 09-26 DECLARING A VACANCY ON THE ESTES PARK BOARD
OF TRUSTEES AND ESTABLISH THE PROCESS TO FILL THE VACANCY. Town
Clerk Williamson presented the resolution to formally acknowledge the resignation of
Trustee Younglund effective March 24, 2026. She noted state statute 31-4-303 CRS
outlines the process to fill a vacancy by either appointment by the Town Board within
60 days of a resignation or setting an election to fill the vacancy. The statute does not
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take into consideration a resignation that occurs during a normal municipal election;
however, staff recommended the Board establish the candidate receiving the fourth
highest votes be elected to the two (2) year term to complete Trustee Younglund’s
term, which meets the intent of the statute and provides the voters the ability to
determine who fills the vacant seat. It was moved and seconded (Igel/Cenac) to
approve Resolution 09-26, and it passed unanimously.
4. ORDINANCE 05-26 ANNEXATION OF CERTAIN TERRITORY TO THE TOWN OF
ESTES PARK, COLORADO, ELKHORN LODGE PHASE II ANNEXATION, AND
APPROVING AN ASSOCIATED ANNEXATION AGREEMENT. Mayor Hall opened
the public hearing. Senior Planner Hornbeck reviewed the annexation petition which
was first referred to the Town Board at the March 25, 2025 meeting and garnered
approvals through the process that included finding the petition in substantial
compliance and that the property was eligible for annexation as outlined in the state
statutes. The 40-acre undeveloped property zoned within the Larimer County zoning
as ‘EV RE’ (Estes Valley Rural Estate) lies southwest of the historic Elkhorn Lodge
under the same ownership as the lodge property. The current zoning would allow a
maximum density of one (1) unit per two in half (2.5) acres. A concept plan depicts
two (2) 110-room hotels, 55-65 treehouse cabins and a public road on the requested
property and proposed establishment of ‘A’ (Accommodations/Highway Corridor)
zoning. An associated annexation agreement has been developed to require all future
development to be consistent with the concept plan. Future development would also
be subject to the ridgeline protection standards due to the slopes on the property
ranging from 20 to 30 percent. The site sits within two mapped hazard areas: wildfire
and geologic, therefore, requiring mitigation plans for both. The proposed annexation
agreement contains a minimum 80-foot-wide buffer along the perimeter of the site, to
remain natural, free of any buildings or parking lots, to provide movement corridors for
wildlife as outlined by the Colorado Parks and Wildlife, and further analysis on the
impact to wildlife by a qualified expert be conducted with a development plan to ensure
best practices as it relates to wildlife due to the size of the parcel and proximity to
Rocky Mountain National Park. The future land use map within the Comprehensive
Plan designated the property as low-density accommodations. Staff noted the tree
house cabins would be consistent with the vision; however, the proposed hotels would
be a higher intensity use than envisioned for the property. It was further outlined that
‘A-1’ zoning would allow a maximum of 88 accommodation units while ‘A’ would permit
approximately 530 units. The proposed annexation agreement would limit future
development to a maximum of 290 accommodation units and 25 employee housing
units. The property can be served by the local utilities, fire and police with upgrades
and fees as needed to the systems. The Fire District would support a connection
between Elkhorn Avenue and Moraine Avenue. The concept plan depicted a public
road connection from Elm Road through the site to Old Ranger Drive near the
intersection with West Elkhorn Avenue. The public road connection through the site
has been a result of significant dialogue between the Town and the applicant to
provide a connection between Moraine Avenue and West Elkhorn for safety,
emergency response and evacuation serving the wider community during future
emergency events. The annexation agreement contains a requirement of trail
improvements and a corresponding public access easement, to include alignment and
signage to discourage access to the National Park and to adjacent properties. Staff
noted the review of the annexation remains a discretionary act of the Town Board with
no direct standards or guidance in the Development Code or Comprehensive Plan.
The Town’s Annexation Policy outlines the consideration of the natural environment,
built environment, economy, housing, and transportation and infrastructure. The
annexation would allow the Town to control the development of the property; the
annexation agreement would require higher development standards and additional
measures to mitigate development impacts; new development would generate
additional sales, lodging and property tax revenues; and development would facilitate
infrastructure improvements.
Justin Mabey/Applicant stated they would not move forward with the annexation if the
establishment of zoning to ‘A’ does not receive approval. He noted the Board and the
public have heard the plans for the area in previous presentations and would reserve
his comments for the zoning discussion.
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Those speaking in opposition to the annexation included Gina Stine/County resident,
Gerald McDorman/County resident, Velina Davidson/County resident, Bill
Brown/County resident, Richard Morrison/County resident, and Peter
Arcidiacono/County resident stating concern with a high-density development on the
unaltered 40 acres, noted inconsistencies with the current Larimer County zoning,
impacts to wildlife and the environment, increase in wildfire risk, concern with
congestion, the fact there are current vacancies in the lodging stock and more lodging
would not create more demand, development would create low-wage hospitality jobs
rather than workforce housing, and concern profits would leave the community. Those
speaking also commented and submitted petitions signed by approximately 500.
Those speaking in favor of the annexation included John Smith/County resident and
Judy Smith/Town resident stating the development of the property if annexed would
be controlled by the Town rather than the County Commissioners. The current owners
have rescued the Elkhorn Lodge and restored the property.
Jon Romero/Galloway and Company, LLC stated the application was submitted a year
ago and throughout the hearing process the guidelines associated with the annexation
process have been exceeded. He commented there have been multiple community
engagement opportunities throughout the process, open houses, and preservation of
the property. He noted the Estes Park Chamber of Commerce has endorsed the
project. The Colorado Preservation and Corporation have commended the developer
for their preservation of the Elkhorn Lodge. The developer has not wanted the road
through the property to be a public road; however, they have included the public
roadway as requested by the Town. The land can be developed in a number of ways
through a partnership with the developer. Matt Lowder and Justin Mabey/developers
reiterated their commitment to preserving the historic lodge and to bring new amenities
to the property, while working with the community and the Town to support the
community through months of negotiations.
Town Board comments were heard and summarized: concerns were heard on the
through roadway from Elkhorn to Moraine; the approval of the annexation and
associated agreement would in effect approve the ‘A’ zoning as the concept plan and
agreement are based on establishing the zoning, however, it was noted the
annexation agreement would establish density and not zoning; concerned the
annexation and zoning cannot be separated and ‘A’ zoning would be too high for this
area; annexation of the property would provide the Town with the authority to develop
the property in the best interest of the Town rather than the County; questioned if
Ballot Question 300, Ordinance 11-25, would apply to the establishment of zoning,
and therefore, not allow the Board to annex and establish zoning for the property,
however Town Attorney Kramer commented the ordinance specifically addressed
rezoning and not the establishment of zoning; commented the developers are not
requesting to develop the property to the maximum density allowed by the requested
‘A’ zoning and have agreed to mitigate issues and concerns through the proposed
agreement; and reiterated the importance of the Town overseeing the development of
the property through the Town’s Development Code.
Mayor Hall closed the public hearing. It was moved and seconded
(Brown/Younglund) to approve Ordinance 05-26, and it passed unanimously.
It was moved and second (Hazelton/Younglund) to extend the meeting past 11:00
p.m. to complete the agenda and it passed with Mayor Pro Tem Cenac and Trustee
Igel voting “No”.
5. ORDINANCE 06-26 ESTABLISHING ZONING OF THE ELKHORN LODGE PHASE
II ANNEXATION. Mayor Hall opened the public hearing. Town Clerk Williamson
stated a protest under 31-23-305 CRS was filed and found sufficient which requires
two thirds vote to approve the ordinance. Senior Planner Hornbeck stated the
applicant has requested ‘A’ Accommodations/Highway Corridor zoning for the 40-acre
property as noted in the annexation discussion. He commented there are no review
criteria established in the EPDC for the establishment of zoning; however, the Town
Board could use the rezoning criteria as a guide. The Estes Park Planning
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Commission considered the zoning at their November 18, 2025 meeting and voted to
not recommend approval of the ‘A’ zoning.
Justin Mabey and Matt Lowder/Applicants commented they were not initially
requesting to build 290 units on the property. The number of units have increased
through the requirements established in the annexation agreement, which have
increased the cost of the project, especially with the inclusion of the public roadway
required by the Town. It was stated the agreement would limit the number of units
that can be built on the property. They stated ‘A-1” zoning would have been requested
if the zoning would have allowed for consolidation of the units, which would reduce
the environmental impact. They commented on the desire to build something the Town
can be proud of, that feels like Estes Park, and be financially viable.
Those speaking in opposition to the ‘A’ zoning included Gina Stine/County resident,
Harry Kent/County resident, Gerald McDorman/County resident, Bob Leavitt/County
resident, Brad Nielson/County resident and Joan Hooper/County resident stating
rezoning versus establishment of zoning would be a matter of semantics; the stated
development would not add to the historic value of the property and would do the
opposite; the Town should chose community with a distinctive character and natural
beauty over development; the Town should support the constituents; the property
through the development of the Comprehensive Plan was identified for low density
accommodations and the current proposed development would be classified as high
density accommodations; the density and scope are excessive for the property;
concerned with the proposed public road; and the development on this property would
be the wrong place due to the ridgeline and pristine land.
Those speaking in support of the ‘A’ zoning included John Smith/County resident,
John and Wini Spahnle/Town resident, and John Moore/County resident commented
the applicants have employed local contractors; care about the property and the
historic value of the buildings and the property; change can be hard but it can be
beneficial to the community; and the development would benefit the Town now and in
the future.
Town Board comments were heard and have been summarized: stated concern the
Town had developed an image that it does not want to support development in the
community; the Town may not have a developer that has the same passion for the
property as the current owners; the annexation agreement protects the property from
the maximum development potential; the agreement provides guiding principles and
does not provide approval of the development; zoning decisions should not be based
on the cost of the development and not the economic viability of the development; the
density remains too high for this property; the best use of the land should be
considered rather than the impact to the developer; and the properties surrounding
this development had to be developed to get us to where we are today.
It was moved and seconded (Younglund/Brown) to approve Ordinance 06-26, and
it passed with Trustees Igel and Lancaster voting “No”.
Whereupon Mayor Hall adjourned the meeting at 12:53 a.m.
Gary Hall, Mayor
Jackie Williamson, Town Clerk
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RECORD OF PROCEEDINGS
Town of Estes Park, Larimer County, Colorado January 27, 2026
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 27th day of January, 2026.
Board: Mayor Hall, Mayor Pro Tem Cenac, Trustees Brown, Hazelton,
Igel, Lancaster, and Younglund
Attending: Mayor Hall, Mayor Pro Tem Cenac, Trustees Brown, Hazelton,
Igel, Lancaster and Younglund
Also Attending: Town Administrator Machalek, Deputy Town Administrator
Damweber, Town Attorney Kramer, and Recording Secretary
Stoddard Cameron
Absent: None.
Mayor Hall called the meeting to order at 4:46 p.m.
Development Code Update Engagement Summary. Director Careccia introduced
Eric Krohngold/Senior Associate with Design Workshop to present a summary of the
public engagement activities related to the Development Code update. Krohngold
explained that engagement activities were designed to inform the public about the
Development Code update process and potential impact on the Town, and gather
feedback from stakeholders using tailored questions, open discussion, and maintaining
flexibility surrounding engagement to maximize input. It was explained that the
community was presented with several opportunities to submit input including: an online
questionnaire was open from mid-July through September of 2025, available in both
English and Spanish, and focused on housing, environment, transportation and design.
Two (2) “Community Open Houses” were held, one on June 25, 2025, and another on
September 20, 2025. In addition, various pop-up engagement activities were conducted
during September and August of 2025. Additional outreach methods included topical
focus groups with subject matter experts, periodic review and discussion with the
Technical Advisory Committee (TAC), Estes Park Planning Commission (EPPC), and
Town Board, as well as social media and newsletters. A project website was also
published, which was updated bi-monthly and hosted the online questionnaire. During
the outreach period over 590 interactions were recorded including: over 300 responses
via the online questionnaire; more than 40 participants in focus groups; 70 plus
interactions during pop-up events; and over 130 attendees at the Community Open
Houses. Feedback was sorted into categories which mirrored sections of the
Development Code. This included housing, design guidelines, parking, lighting, and the
use of non-conforming lots. Feedback on housing typologies indicated interest in
allowing more diverse housing opportunities, including townhomes, duplexes and
cottage courts. Respondents showed a strong preference for smaller lots as opposed to
taller buildings as well as a strong desire to establish design guidelines for commercial
and multi-family buildings. Support was shown for the conversion to mixed-use zoning
along transit corridors and commercial areas, and there was consensus from
respondents that corporate architecture was undesirable. Additionally, respondents
indicated strong support for strengthening environmental protections in riparian areas,
ridgelines, viewsheds, wildlife corridors, and otherwise sensitive habitats. Extreme
opposition was expressed towards development in critical wildlife areas. Desire was
expressed for additional wildfire mitigation regulation. There was strong emphasis on
outdoor lighting as an important aspect of the community’s character, and support for
code language to minimize glare and light pollution. Respondents also showed a strong
preference to allow planned unit developments (PUDs) in residential zones as well as
small site-specific improvements to non-conforming lots and related zoning
amendments. It was noted that future growth would occur through infill and
redevelopment. Next steps for would include achieving a 50% draft of the code by April,
review of the 50% draft by the EPPC and the TAC, and another open house event to be
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RECORD OF PROCEEDINGS
Town Board Study Session Minutes dated January 27, 2026 – Page 2
held in June. Board discussion ensued and has been summarized: questioned whether
feedback was received from town or county constituents, how their responses differed,
and what other demographic information was collected; expressed a desire to review
demographic data collected on respondents; and commended Design Workshop’s work
on the engagement summary presentation, the number of responses gained during
engagement activities, and the project as a whole.
Susan Stewart/Community Conversations presented a qualitative summary of the
deliberative meetings held by Community Conversations, a partnership between the
Estes Valley Library and the Estes Valley Restorative Justice Partnership. Stewart
explained that five (5) facilitated dialogs were held in July in efforts to find common
ground, mutual understanding, and creative solutions for our housing challenges,
independent from the engagement activities of Design Workshop. A group of 20
volunteers researched housing in Estes Park through the spring and used that
knowledge to prepare the deliberations. The deliberations were held in October, with
separate stakeholder groups, with sessions dedicated to homeowners, business
owners, people seeking or who struggled to find workforce housing, and Spanish
speakers. Lastly, a general deliberation was held which allowed all members of the
public to attend. Effort was made to bring unheard voices to the table, although it was
noted that it was difficult to measure the success of such efforts. Ten (10) top themes
were drawn from 35 pages of data compiled from 14 mixed-stakeholder table groups, in
which comments were recorded. The qualitative data provided insight into community
values and sentiment regarding housing. One conclusion reached by Community
Conversations was that there was general distrust in data related to housing needs in
Estes Park, including data related to demographics, housing supply, and availability,
although it was reported that most participants did acknowledge there was a problem
with affordability. Participants also indicated a desire to take a light to moderate
approach to implement Estes Park’s Comprehensive Plan housing goals, rather than
robust, swift changes. Additionally, a desire was expressed from participants to tighten
the approval process for workforce housing developments, which would be contingent
on constituent approval. There was unwillingness to compromise on eclectic builds,
community character, views, wildlife, and natural environment. Consensus was reached
to focus on infill rather than expansion, with many emphasizing that growth should
sustain rather than replace. Desire for mixed use zoning was limited to highway
corridors. Participants also indicated that current definitions for words such as
affordable, attainable, and workforce, needed to be redefined to better fit the needs of
the community. It was noted how difficult it continues to be to provide self-sustaining
housing stock for renters earning 50% to 80% of Estes Park’s average monthly income
(AMI) and homebuyers earning less than 100% AMI. Stewart then encouraged staff to
apply the findings to other projects where possible, and reported that the next
deliberation is set to be held in May or June and would focus on obtaining feedback on
the first draft of the code as provided by Design Workshop. Board discussion ensued
and has been summarized: Commended Community Conversations on the project,
expressed gratitude for the quality of work that was produced; encouraged the public to
review the Development Code Deliberative Meetings Summary Report; noted the
importance of community engagement in the process, and the importance of
government’s use of that feedback when drafting the update; and acknowledged the
supply and demand issue facing private development.
2025 Transit Year-End Review. Manager Klein presented a 2025 Year-End Report of
The Peak, Estes Park’s free transit service, first providing insight into current branding
for the Red Route Trolly, as well as the Blue and Gold Route Shuttles. This included the
addition of “Ride Free” advertising to signage as well as quick response (QR) codes
added to stop information signs which provided general updates, and schedule and
route information. Several changes were made to service in 2025 in response to
user/guest feedback, including the addition of a stop on the Red Route at the Stanley
Hotel on the Aspire Stanley Parkway. Two additional stops, numbers 10 and 11, were
added to the Red Route to account for The Loop project’s new one-way system. The
Brown, Red and Gold routes were re-routed to avoid making left turns across Highway
34 when exiting the visitor center. A stop at National Park Village was also added to the
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RECORD OF PROCEEDINGS
Town Board Study Session Minutes dated January 27, 2026 – Page 3
Brown Route. It was noted that Route signs are portable, which made routes easy to
modify as needed. Service maps were printed and distributed at the Visitor’s Center
providing users with routes and schedules, and sponsorship information. The new QR
feature was implemented through a program called "Track" which was leased on a
monthly basis. iPads were provided to drivers to capture real-time data, which was then
integrated directly into the live route maps. The Red Route was the most popular route,
with peak ridership occurring in July. Total ridership for The Peak increased by 2,914
riders from 2024 to 2025, totaling 113,190 riders over the 2025 transit season.
Overhead and maintenance costs increased by $92,984 from $521,779 in 2024, totaling
$614,763 in 2025. The cost of use equated to $5.40 per rider, less than the national
average of $8.82 per rider. It was noted that the number of service days was the same
in 2025 as 2024, although the frequency of service increased in 2025 though grant
funding. A pilot program was introduced in October to gather information about shoulder
season demand, which also utilized grant funding. Bustang ridership to Estes Park
decreased from 3,362 riders in 2024 to 3,100 riders in 2025 and averaged 19 riders per
trip. It was noted that this reduction in use could be attributed to driver scheduling
issues. These users were predominantly day-trippers, arriving in the morning and
leaving in the evening. The most popular stops for Bustang riders were Denver, the
Rocky Mountain National Park and Ride, and the Estes Park Visitor’s Center.
Sponsorship for The Peak totaled $20,850 in 2025. Fifteen sponsors returned from
2024 to 2025, and six new sponsors were gained in 2025. Manager Klein then provided
an overview of grant funded projects and operations in 2025 including the over
$800,000 in funding for the Visitor Center parking lot re-design, with completion
anticipated by the end of 2026. The Federal Transportation Administration (FTA)
provided $239,996 for 2025 through the Formula Grants for Rural Areas – 5311
program for general operating and administration expenses. 2023 Congestion Mitigation
and Air Quality (CMAQ) funding, $1,093,529 available through December 31, 2027, was
used and continues to be used for local and regional service enhancements. Klein then
announced that the Colorado Department of Transportation had awarded the Town a
fourteen (14) passenger ADA van through a Clean Transit Enterprise grant, to be used
for a micro transit route. Board discussion ensued and has been summarized:
Commended staff on the implementation of the shuttle tracking QR codes and
questioned whether data had been gathered on rider usage of the program; expressed
a desire for additional data surrounding ridership, micro transit usage, and engagement
with service information; and questioned what future projects were desired by riders and
staff.
Trustee and Administrator Comments and Questions
None.
Future Study Session Agenda Items
It was requested and determined to schedule the Parks Master Plan Update on
February 10th.
There being no further business, Mayor Hall adjourned the meeting at 6:25 p.m.
________________________________________
Sarah Stoddard Cameron, Recording Secretary
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The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Memo
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Commander Jeremiah Polucha
Department: Police Department
Date: January 21, 2026
Subject: Intergovernmental Grant Agreement with Colorado Bureau of Investigation
regarding Persons Who Wander grant award for $8,897.
Type: Contract/Agreement
Objective:
Approve an intergovernmental agreement between the Town of Estes Park and the
Colorado Bureau of Investigation to receive an award of $8,897 in grant funding
pursuant to the Persons Who Wander grant.
Present Situation:
The Police Department currently has one DJI Matrice 4T thermal drone, one interior
drone, and four certified drone pilots.
Proposal:
We applied for the Persons Who Wander grant to purchase one additional DJI Matrice
Thermal Drone and send two additional patrol officers to become certified drone pilots.
Our proposal is to utilize drones with thermal imaging and night vision capabilities to
assist with expediently searching for and locating people who wander. According to the
grant guidelines, grant funding may be used for the following purposes: equipment,
costs, technology costs, training of search personnel, outreach about recovery
programs for persons who wander, or other costs required to implement or maintain a
recovery program for persons who wander.
Advantages:
• Purchasing an additional drone will allow both patrol squads to always have a
dedicated drone available.
• Sending two additional patrol officers to become certified drone pilots will allow
us to maximize the likelihood that a drone pilot is on shift when needed to
operate a drone.
• Securing this grant will improve the speed, accuracy, and safety of locating
missing and endangered people, especially those who wander due to cognitive
or medical conditions.
Disadvantages:
• Sending two officers to become certified drone pilots will require each of them to
complete a 40-hour certification course.
Action Recommended:
I request that the Town Board authorize the Police Department to enter into an
intergovernmental agreement with the Colorado Bureau of Investigation regarding the
Persons Who Wander grant.
Finance/Resource Impact:
• This grant does not require any matching funds.
• There is no financial impact.
• The resource impact is that two patrol officers will need to be in training for 40
hours, making them unavailable on patrol during that time. This can be
remediated through scheduling.
Level of Public Interest:
• The risk of developing dementia increases with age.
• Estes Park has an ageing population, with a median age of nearly 61.
• Six in ten people living with dementia will wander at least once, often repeatedly.
• People who wander in Estes Park have increased risks due to the high elevation,
mountainous terrain, and rapidly changing weather conditions.
• Securing the technology and training to quickly locate those who wander will help
to mitigate these risk factors and enhance the safety of our community.
Sample Motion:
I move for the approval of the State of Colorado Intergovernmental Grant Agreement
between the Town of Estes Park and the Colorado Bureau of Investigation pursuant to
the 2026 FY Persons Who Wander Grant award of $8,897.
Attachments:
1. Intergovernmental Agreement between the Town of Estes Park and the Colorado
Bureau of Investigation
2. Award Cover Letter
3. Docusign Summary
4. Grant Description and Instructions for FY25-26 Supporting Recovery Programs,
Persons Who Wander (SB22-187)
5. Persons Who Wander – Grant Application
6. Persons Who Wander FY25-26, Goals and Objectives Table
7. Quote for DJI Matrice 4T Thermal Drone
8. Quote for Drone Pilot Training
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Version: 11/2024
State of Colorado Intergovernmental Grant Agreement
Cover Page
State Agency
Colorado Bureau of Investigation
Grantee
Town of Estes Park
Estes Park Police Department)
Grantee UEI
KNMKSMB6JNW5
CBI Grant Number
2026-PWW-004
Grant Amount
State Fiscal Year 2026 $8,897.00
Total for all State Fiscal Years [$8,897.00]
Grant Issuance Date
The later of January 1, 2026 or the date the
State Controller or an authorized delegate
signs this Grant Letter
Grant Expiration Date
June 30, 2026
Fund Expenditure End Date
June 30, 2026
Agreement Authority –
The Colorado Bureau of Investigation is
authorized to disburse these funds pursuant to
the Colorado Revised Statue 24-33.5-415.9.
C.R.S. 24-33.5-415.9. Persons Who Wander
Grant Program
Grant Purpose
To provide grants to local governments and their designees that assist in attempting to locate
persons with medical conditions such as Alzheimer’s disease and related dementias, autism, brain
injury or developmental, cognitive, neurological, or chromosomal disorders that may cause them to
wander.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D Attachment 1
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Version: 11/2024
Exhibits and Order of Precedence
The following Exhibits and attachments are included with this Agreement:
1. Exhibit A, Statement of Work.
2. Exhibit B, Sample Option Letter.
3. Exhibit C, Budget.
4. Exhibit D, Grant Requirements.
5. Exhibit E, Special Conditions
In the event of a conflict of inconsistency between this Agreement and any Exhibit or attachment,
such conflict or inconsistency shall be resolved by reference to the documents in the following
order of priority:
1. Colorado Special Provisions in §17 of the main body of this Agreement.
2. The provisions of the other sections of the main body of this Agreement.
3. Exhibit A, Statement of Work.
4. Exhibit E, Special Conditions.
5. Exhibit D, Grant Requirements.
6. Exhibit B, Sample Option Letter.
7. Exhibit C, Budget.
Principal Representatives
For the State:
Drake Brownfield, Grant Specialist
Administration,
Colorado Bureau of Investigation
690 Kipling Street, Suite 3000
Lakewood, CO 80215
For Grantee:
Jeremiah Polucha, Interim Captain
Estes Park Police Department
PO Box 1287
Estes Park, CO 80517
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Chaffee County SAR - North
Project: Drone Upgrade - CCSO and CCSAR-N CBI Grant #: 2026-PWW-003
Version: 11/2024
Signature Page
The Signatories Listed Below Authorize this Grant
STATE OF COLORADO
Jared S. Polis, Governor
Department of Public Safety
Stan Hilkey, Executive Director
By: Colorado Bureau of Investigation
Armando Saldate III, Director, or
Susan Medina, Chief of Staff
Date: _______________________
TOWN OF ESTES PARK
ESTES PARK POLICE DEPARTMENT)
Ian Stewart, Chief of Police, Estes Park Police
Department
By: Estes Park Police Department
Ian Stewart, Chief of Police, or
Delegate / Authorized Representative
Name: _________________________________
Date: ______________
In accordance with §24-30-202, C.R.S., this
Agreement is not valid until signed and dated
below by the State Controller or an
authorized delegate.
STATE CONTROLLER
Robert Jaros, CPA, MBA, JD
By: Teri Sidebottom, Deputy Controller,
Department of Public Safety
Date: ________________
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
12/17/2025 | 11:02:36 AM PST
X
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Table of Contents
1. Grant ........................................................................................................... 2
2. Term ............................................................................................................ 2
3. Definitions ..................................................................................................... 3
4. Statement of Work ........................................................................................... 6
5. Payments to Grantee ........................................................................................ 6
6. Reporting - Notification ..................................................................................... 7
7. Grantee Records .............................................................................................. 8
8. Confidential Information-State Records ................................................................... 8
9. Conflict of Interest ......................................................................................... 11
10. Insurance .................................................................................................... 11
11. Breach of Agreement ...................................................................................... 11
12. Remedies .................................................................................................... 12
13. Dispute Resolution ......................................................................................... 15
14. Notices and Representatives .............................................................................. 15
15. Rights in Work Product and Other Information......................................................... 15
16. Governmental Immunity ................................................................................... 15
17. General Provisions .......................................................................................... 16
18. Colorado Special Provisions (Colorado Fiscal Rule 3-3) ............................................... 18
Exhibit A, Statement of Work .................................................................................... 1
Exhibit B, Sample Option Letter ................................................................................ 1
Exhibit C, Budget ................................................................................................... 2
Exhibit D, Grant Requirements .................................................................................. 1
Exhibit E, Special Conditions..................................................................................... 1
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 2 of 20 Version: 11/2024
1. Grant
As of the Grant Issuance Date, the State Agency shown on the first page of this Grant Award
Letter (the “State”) hereby obligates and awards to Grantee shown on the first page of this
Grant Award Letter (the “Grantee”) an award of Grant Funds in the amounts shown on the first
page of this Grant Award Letter. By accepting the Grant Funds provided under this Grant Award
Letter, Grantee agrees to comply with the terms and conditions of this Grant Award Letter and
requirements and provisions of all Exhibits to this Grant Award Letter.
2. Term
A. Initial Grant Term and Extension
The Parties’ respective performances under this Grant Award Letter shall commence on
the Grant Issuance Date and shall terminate on the Grant Expiration Date unless sooner
terminated or further extended in accordance with the terms of this Grant Award Letter.
Upon request of Grantee, the State may, in its sole discretion, extend the term of this
Grant Award Letter by providing Grantee with an updated Grant Award Letter showing the
new Grant Expiration Date.
B. Early Termination in the Public Interest
The State is entering into this Grant Award Letter to serve the public interest of the State
of Colorado as determined by its Governor, General Assembly, or Courts. If this Grant
Award Letter ceases to further the public interest of the State or if State, Federal or other
funds used for this Grant Award Letter are not appropriated, or otherwise become
unavailable to fund this Grant Award Letter, the State, in its discretion, may terminate
this Grant Award Letter in whole or in part by providing written notice to Grantee that
includes, to the extent practicable, the public interest justification for the termination.
If the State terminates this Grant Award Letter in the public interest, the State shall pay
Grantee an amount equal to the percentage of the total reimbursement payable under
this Grant Award Letter that corresponds to the percentage of Work satisfactorily
completed, as determined by the State, less payments previously made. Additionally, the
State, in its discretion, may reimburse Grantee for a portion of actual, out-of-pocket
expenses not otherwise reimbursed under this Grant Award Letter that are incurred by
Grantee and are directly attributable to the uncompleted portion of Grantee’s obligations,
provided that the sum of any and all reimbursements shall not exceed the maximum
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 3 of 20 Version: 11/2024
amount payable to Grantee hereunder. This subsection shall not apply to a termination of
this Grant Award Letter by the State for breach by Grantee.
3. Definitions
The following terms shall be construed and interpreted as follows:
A. “Agreement” means this agreement, including all attached Exhibits, all documents
incorporated by reference, all referenced statutes, rules and cited authorities, and any
future modifications thereto.
B. “Award” means an award by a Recipient to a Subrecipient funded in whole or in part by
a Federal Award. The terms and conditions of the Federal Award flow down to the Award
unless the terms and conditions of the Federal Award specifically indicate otherwise.
C. “Breach of Agreement” means the failure of a Party to perform any of its obligations in
accordance with this Agreement, in whole or in part or in a timely or satisfactory manner.
The institution of proceedings under any bankruptcy, insolvency, reorganization or similar
law, by or against Grantee, or the appointment of a receiver or similar officer for Grantee
or any of its property, which is not vacated or fully stayed within 30 days after the
institution of such proceeding, shall also constitute a breach. If Grantee is debarred or
suspended under §24-109-105, C.R.S. at any time during the term of this Agreement, then
such debarment or suspension shall constitute a breach.
D. “Budget” means the budget for the Work described in Exhibit C.
E. “Business Day” means any day in which the State is open and conducting business, but
shall not include Saturday, Sunday or any day on which the State observes one of the
holidays listed in §24-11-101(1) C.R.S.
F. “CJI” means criminal justice information collected by criminal justice agencies needed
for the performance of their authorized functions, including, without limitation, all
information defined as criminal justice information by the U.S. Department of Justice,
Federal Bureau of Investigation, Criminal Justice Information Services Security Policy, as
amended and all Criminal Justice Records as defined under §24-72-302 C.R.S.
G. “CORA” means the Colorado Open Records Act, §§24-72-200.1 et seq., C.R.S.
H. “Cost Sharing” means a portion of project costs not paid under this Subaward. This
includes match which refers to required levels of cost share that must be provided (2 CFR
200.306)
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 4 of 20 Version: 11/2024
I. “Grant Award Letter” means this letter which offers Grant Funds to Grantee, including
all attached Exhibits, all documents incorporated by reference, all referenced statutes,
rules and cited authorities, and any future updates thereto.
J. “Grant Funds” means the funds that have been appropriated, designated, encumbered,
or otherwise made available for payment by the State under this Grant Award Letter.
K. “Grant Expiration Date” means the Grant Expiration Date shown on the first page of this
Grant Award Letter.
L. “Grant Issuance Date” means the Grant Issuance Date shown on the first page of this
Grant Award Letter.
M. “Exhibits” exhibits and attachments included with this Grant as shown on the first page
of this Grant
N. “Extension Term” means the period of time by which the Grant Expiration Date is
extended by the State through delivery of an updated Grant Award Letter
O. “Goods” means any movable material acquired, produced, or delivered by Grantee as set
forth in this Grant Award Letter and shall include any movable material acquired,
produced, or delivered by Grantee in connection with the Services.
P. “Incident” means any accidental or deliberate event that results in or constitutes an
imminent threat of the unauthorized access or disclosure of State Confidential Information
or of the unauthorized modification, disruption, or destruction of any State Records.
Q. “Initial Term” means the time period between the Grant Issuance Date and the Grant
Expiration Date.
R. “Party” means the State or Grantee, and “Parties” means both the State and Grantee.
S. “PII” means personally identifiable information including, without limitation, any
information maintained by the State about an individual that can be used to distinguish or
trace an individual’s identity, such as name, social security number, date and place of
birth, mother’s maiden name, or biometric records; and any other information that is
linked or linkable to an individual, such as medical, educational, financial, and
employment information. PII includes, but is not limited to, all information define d as
personally identifiable information in §§24-72-501 and 24-73-101 C.R.S. “PII” shall also
mean “personal identifying information” as set forth at § 24-74-102, et. seq., C.R.S.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 5 of 20 Version: 11/2024
T. “PHI” means any protected health information, including, without limitation any
information whether oral or recorded in any form or medium: (i) that relates to the past,
present or future physical or mental condition of an individual; the provision of health
care to an individual; or the past, present or future payment for the provision of health
care to an individual; and (ii) that identifies the individual or with respect to which there
is a reasonable basis to believe the information can be used to identify the individual. PHI
includes, but is not limited to, any information defined as Individually Identifiable Health
Information by the federal Health Insurance Portability and Accountability Act.
U. “Services” means the services to be performed by Grantee as set forth in this Grant Award
Letter, and shall include any services to be rendered by Grantee in connection with the
Goods.
V. “State Confidential Information” means any and all State Records not subject to
disclosure under CORA. State Confidential Information shall include, but is not limited to,
PII, PHI, PCI, Tax Information, CJI, and State personnel records not subject to disclosure
under CORA. State Confidential Information shall not include information or data
concerning individuals that is not deemed confidential but nevertheless belongs to the
State, which has been communicated, furnished, or disclosed by the State to Contr actor
which (i) is subject to disclosure pursuant to CORA; (ii) is already known to Contractor
without restrictions at the time of its disclosure to Contractor; (iii) is or subsequently
becomes publicly available without breach of any obligation owed by Co ntractor to the
State; (iv) is disclosed to Contractor, without confidentiality obligations, by a third party
who has the right to disclose such information; or (v) was independently developed without
reliance on any State Confidential Information.
W. “State Fiscal Rules” means the fiscal rules promulgated by the Colorado State Controller
pursuant to §24-30-202(13)(a) C.R.S.
X. “State Fiscal Year” means a 12 month period beginning on July 1 of each calendar year
and ending on June 30 of the following calendar year. If a single calendar year follows the
term, then it means the State Fiscal Year ending in that calendar year.
Y. “State Records” means any and all State data, information, and records, regardless of
physical form, including, but not limited to, information subject to disclosure under CORA.
Z. “Subcontractor” means third-parties, if any, engaged by Grantee to aid in performance
of the Work. “Subcontractor” also includes sub-grantees.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 6 of 20 Version: 11/2024
AA. “Tax Information” means Federal and State of Colorado tax information including,
without limitation, Federal and State tax returns, return information, and such other tax-
related information as may be protected by Federal and State law and regulation. Tax
Information includes, but is not limited to all information defined as Federal tax
information in Internal Revenue Service Publication 1075.
BB. “Uniform Guidance” means the Office of Management and Budget Uniform Administrative
Requirements, Cost Principles, and Audit Requirements for Federal Awards. The terms and
conditions of the Uniform Guidance flow down to the Awards to Subrecipients unless the
Uniform Guidance or the terms and conditions of the Federal Award specifically indicate
otherwise.
CC. “Work” means the delivery of the Goods and performance of the Services described in this
Grant Award Letter.
DD. “Work Product” means the tangible and intangible results of the Work, whether finished
or unfinished, including drafts. Work Product includes, but is not limited to, documents,
text, software (including source code), research, reports, proposals, specifications, plans,
notes, studies, data, images, photographs, negatives, pictures, drawings, designs, models,
surveys, maps, materials, ideas, concepts, know-how, and any other results of the Work.
Work Product” does not include any material that was developed prior to the Grant
Issuance Date that is used, without modification, in the performance of the Work.
Any other term used in this Grant Award Letter that is defined in an Exhibit shall be construed
and interpreted as defined in that Exhibit.
4. Statement of Work
Grantee shall complete the Work as described in this Grant Award Letter and in accordance
with the provisions of Exhibit A. The State shall have no liability to compensate or reimburse
Grantee for the delivery of any goods or the performance of any services that are not specifically
set forth in this Grant Award Letter.
5. Payments to Grantee
A. Maximum Amount
Payments to Grantee are limited to the unpaid, obligated balance of the Grant Funds. The
State shall not pay Grantee any amount under this Grant that exceeds the Grant Amount
for each State Fiscal Year shown on the first page of this Grant Award Letter. Financial
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obligations of the State payable after the current State Fiscal Year are contingent upon
funds for that purpose being appropriated, budgeted, and otherwise made available. The
State shall not be liable to pay or reimburse Grantee for any Work performed or expense
incurred before the Grant Issuance Date or after the Grant Expiration Date; provided,
however, that Work performed and expenses incurred by Grantee before the Grant
Issuance Date that are chargeable to an active Federal Award may be submitted for
reimbursement as permitted by the terms of the Federal Award.
B. Reimbursement of Grantee Costs
Upon prior written approval, the State shall reimburse Grantee’s allowable costs, not
exceeding the maximum total amount described in this Grant Award Letter for all
allowable costs described in this Grant Award Letter and shown in the Budget, except that
Grantee may adjust the amounts between each line item of the Budget without formal
modification to this Agreement as long as the Grantee provides notice to the State of the
change, the change does not modify the total maximum amount of this Grant Award Letter
or the maximum amount for any state fiscal year, and the change does not modify any
requirements of the Work. The State shall only reimburse allowable costs if those costs
are: (i) reasonable and necessary to accomplish the Work and for the Goods and Services
provided; and (ii) equal to the actual net cost to Grantee (i.e. the price paid minus any
items of value received by Grantee that reduce the cost actually incurred).
C. Close-Out.
Grantee shall close out this Grant within 45 days after the Grant Expiration Date. To
complete close out, Grantee shall submit to the State all deliverables (including
documentation) as defined in this Grant Award Letter and Grantee’s final reimbursement
request or invoice. The State will withhold 5% of allowable costs until all final
documentation has been submitted and accepted by the State as substantially complete.
6. Reporting - Notification
A. Performance and Final Status
Grantee shall submit all financial, performance and other reports to the State no later
than the end of the close out described in §5.C, containing an evaluation and review of
Grantee’s performance and the final status of Grantee’s obligations hereunder.
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B. Violations Reporting
Grantee shall disclose, in a timely manner, in writing to the State, all violations of State
criminal law involving fraud, bribery, or gratuity violations potentially affecting the
Award. The State may impose any penalties for noncompliance allowed under 2 CFR Part
180 and 31 U.S.C. 3321, which may include, without limitation, suspension or debarment.
7. Grantee Records
A. Maintenance and Inspection
Grantee shall make, keep, and maintain, all records, documents, communications, notes
and other written materials, electronic media files, and communications, pertaining in
any manner to this Grant for a period of three years following the completion of the close
out of this Grant. Grantee shall permit the State to audit, inspect, examine, excerpt, copy
and transcribe all such records during normal business hours at Grantee’s office or place
of business, unless the State determines that an audit or inspection is required without
notice at a different time to protect the interests of the State.
B. Monitoring
The State will monitor Grantee’s performance of its obligations under this Grant Award
Letter using procedures as determined by the State. The State shall have the right, in its
sole discretion, to change its monitoring procedures and requirements at any time during
the term of this Agreement. The State shall monitor Grantee’s performance in a manner
that does not unduly interfere with Grantee’s performance of the Work.
C. Final Audit Report
Grantee shall promptly submit to the State a copy of any final audit report of an audit
performed on Grantee’s records that relates to or affects this Grant or the Work, whether
the audit is conducted by Grantee or a third party.
8. Confidential Information-State Records
A. Confidentiality
Grantee shall hold and maintain, and cause all Subcontractors to hold and maintain, any
and all State Records that the State provides or makes available to Grantee for the sole
and exclusive benefit of the State, unless those State Records are otherwise publicly
available at the time of disclosure or are subject to disclosure by Grantee under CORA.
Grantee shall not, without prior written approval of the State, use for Grantee’s own
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benefit, publish, copy, or otherwise disclose to any third party, or permit the use by any
third party for its benefit or to the detriment of the State, any State Records, except as
otherwise stated in this Grant Award Letter. Grantee shall provide for the security of all
State Confidential Information in accordance with all policies promulgated by the Colorado
Office of Information Security and all applicable laws, rules, policies, publications, and
guidelines. If Grantee or any of its Subcontractors will or may receive the following types
of data, Grantee or its Subcontractors shall provide for the security of such data according
to the following: (i) the most recently promulgated IRS Publication 1075 for all Tax
Information and in accordance with the Safeguarding Requirements for Federal Tax
Information attached to this Grant as an Exhibit, if applicable, (ii) the most recently
updated PCI Data Security Standard from the PCI Security Standards Council for all PCI,
iii) the most recently issued version of the U.S. Department of Justice, Federal Bureau of
Investigation, Criminal Justice Information Services Security Policy for all CJI, and (iv) the
federal Health Insurance Portability and Accountability Act for all PHI and the HIPAA
Business Associate Agreement attached to this Grant, if applicable. Grantee shall
immediately forward any request or demand for State Records to the State’s principal
representative.
B. Other Entity Access and Nondisclosure Agreements
Grantee may provide State Records to its agents, employees, assigns and Subcontractors
as necessary to perform the Work, but shall restrict access to State Confidential
Information to those agents, employees, assigns and Subcontractors who require access to
perform their obligations under this Grant Award Letter. Grantee shall ensure all such
agents, employees, assigns, and Subcontractors sign nondisclosure agreements with
provisions at least as protective as those in this Grant, and that the nondisclosure
agreements are in force at all times the agent, employee, assign or Subcontractor has
access to any State Confidential Information. Grantee shall provide copies of those signed
nondisclosure restrictions to the State upon request.
C. Use, Security, and Retention
Grantee shall use, hold and maintain State Confidential Information in compliance with
any and all applicable laws and regulations in facilities located within the United States,
and shall maintain a secure environment that ensures confidentiality of all State
Confidential Information wherever located. Grantee shall provide the State with access,
subject to Grantee’s reasonable security requirements, for purposes of inspecting and
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monitoring access and use of State Confidential Information and evaluating security
control effectiveness. Upon the expiration or termination of this Grant, Grantee shall
return State Records provided to Grantee or destroy such State Records and certify to the
State that it has done so, as directed by the State. If Grantee is prevented by law or
regulation from returning or destroying State Confidential Information, Grantee warrants
it will guarantee the confidentiality of, and cease to use, such State Conf idential
Information.
D. Incident Notice and Remediation
If Grantee becomes aware of any Incident, it shall notify the State immediately and
cooperate with the State regarding recovery, remediation, and the necessity to involve
law enforcement, as determined by the State. After an Incident, Grantee shall take steps
to reduce the risk of incurring a similar type of Incident in the future as directed by the
State, which may include, but is not limited to, developing and implementing a
remediation plan that is approved by the State at no additional cost to the State .
E. Safeguarding PII
If Grantee or any of its Subcontractors will or may receive PII under this Agreement,
Grantee shall provide for the security of such PII, in a manner and form acceptable to the
State, including, without limitation, State non-disclosure requirements, use of appropriate
technology, security practices, computer access security, data access security, data
storage encryption, data transmission encryption, security inspections, and audits.
Grantee shall be a “Third-Party Service Provider” as defined in §24-73-103(1)(i), C.R.S.
and shall maintain security procedures and practices consistent with §§24-73-101 et seq.,
C.R.S. In addition, as set forth in § 24-74-102, et. seq., C.R.S., Contractor, including, but
not limited to, Contractor’s employees, agents and Subcontractors, agrees not to share
any PII with any third parties for the purpose of investigating for, participating in,
cooperating with, or assisting with Federal immigration enforcement. If Contractor is given
direct access to any State databases containing PII, Contractor shall execute, on behalf of
itself and its employees, the certification attached hereto as Exhibit __ on an annual basis
Contractor’s duty and obligation to certify as set forth in Exhibit __ shall continue as long
as Contractor has direct access to any State databases containing PII. If Contractor uses
any Subcontractors to perform services requiring direct access to State databases
containing PII, the Contractor shall require such Subcontractors to execute and deliver the
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certification to the State on an annual basis, so long as the Subcontractor has access to
State databases containing PII.
9. Conflict of Interest
Grantee shall not engage in any business or activities, or maintain any relationships that conflict
in any way with the full performance of the obligations of Grantee under this Grant. Grantee
acknowledges that, with respect to this Grant, even the appearance of a conflict of interest
shall be harmful to the State’s interests and absent the State’s prior written approval, Grantee
shall refrain from any practices, activities or relationships that reasonably appear to be in
conflict with the full performance of Grantee’s obligations under this Grant. If a conflict or the
appearance of a conflict arises, or if Grantee is uncertain whether a conflict or the appearance
of a conflict has arisen, Grantee shall submit to the State a disclosure statement setting fort h
the relevant details for the State’s consideration. Grantee acknowledges that all State
employees are subject to the ethical principles described in §24-18-105, C.R.S. Grantee further
acknowledges that State employees may be subject to the requirements of §24-18-105, C.R.S.
with regard to this Grant.
10. Insurance
Grantee shall maintain at all times during the term of this Grant such liability insurance, by
commercial policy or self-insurance, as is necessary to meet its liabilities under the Colorado
Governmental Immunity Act, §24-10-101, et seq., C.R.S. (the “GIA”). Grantee shall ensure that
any Subcontractors maintain all insurance customary for the completion of the Work done by
that Subcontractor and as required by the State or the GIA.
11. Breach of Agreement
In the event of a breach of agreement, the aggrieved party shall give written notice of breach
of agreement to the other party. If the notified party does not cure the breach, at its sole
expense, within 30 days after the delivery of written notice, the party may exercise any of the
remedies as described in §12 for that party. Notwithstanding any provision of this agreement to
the contrary, the state, in its discretion, need not provide notice or a cure period and may
immediately terminate this agreement in whole or in part or institute any other remedy in this
agreement in order to protect the public interest of the state; or if grantee is debarred or
suspended under §24-109-105, C.R.S., the state, in its discretion, need not provide notice or
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
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cure period and may terminate this agreement in whole or in part or institute any other remedy
in this agreement as of the date that the debarment or suspension takes effect.
12. Remedies
A. State’s Remedies
In addition to any remedies available under any exhibit to this grant agreement, if grantee
is in breach under any provision of this agreement and fails to cure such breach, the state,
following the notice and cure period set forth in §11, shall have all of the remedies listed
in this section in addition to all other remedies set for th in this agreement or at law. The
state may exercise any or all of the remedies available to it, in its discretion, concurrently
or consecutively.
I. Termination for Breach
In the event of grantee’s uncured breach, the state may terminate this entire
agreement or any part of this agreement. Additionally, if grantee fails to comply with
any terms of the federal award, then the state may, in its discretion or at the direction
of a federal awarding agency, terminate this entire agreement or any part of this
agreement. Grantee shall continue performance of this agreement to the extent not
terminated, if any.
The State may also terminate this grant agreement at any time if the State has
determined, in its sole discretion, that Grantee has ceased performing the Work
without intent to resume performance, prior to the completion of the Work.
a. Obligation and Rights
To the extent specified in any termination notice, Grantee shall not incur
further obligations or render further performance past the effective date of
such notice, and shall terminate outstanding orders and subcontracts with
third parties. However, Grantee shall complete and deliver to the State all
Work not cancelled by the termination notice, and may incur obligations as
necessary to do so within this Agreement’s terms. At the request of the State,
Grantee shall assign to the State all of Grantee’s rights, title, and interest in
and to such terminated orders or subcontracts. Upon termination, Grantee
shall take timely, reasonable and necessary action to protect and preserve
property in the possession of Grantee but in which the State has an interest.
At the State’s request, Grantee shall return materials owned by the State in
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Grantee’s possession at the time of any termination. Grantee shall deliver all
completed Work Product and all Work Product that was in the process of
completion to the State at the State’s request.
b. Payments
Notwithstanding anything to the contrary, the State shall only pay Grantee
for accepted Work received as of the date of termination. If, after
termination by the State, the State agrees that Grantee was not in breach or
that Grantee’s action or inaction was excusable, such termination shall be
treated as a termination in the public interest, and the rights and obligations
of the Parties shall be as if this Agreement had been terminated in the public
interest under §2.B.
c. Damages and Withholding
Notwithstanding any other remedial action by the State, Grantee shall remain
liable to the State for any damages sustained by the State in connection with
any breach by Grantee, and the State may withhold payment to Grantee for
the purpose of mitigating the State’s damages until such time as the exact
amount of damages due to the State from Grantee is determined. The State
may withhold any amount that may be due Grantee as the State deems
necessary to protect the State against loss including, without limitation, loss
as a result of outstanding liens and excess costs incurred by the State in
procuring from third parties replacement Work as cover.
II. Remedies Not Involving Termination
The State, in its discretion, may exercise one or more of the following additional
remedies:
a. Suspend Performance
Suspend Grantee’s performance with respect to all or any portion of the Work
pending corrective action as specified by the State without entitling Grantee
to an adjustment in price or cost or an adjustment in the performance
schedule. Grantee shall promptly cease performing Work and incurring costs
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in accordance with the State’s directive, and the State shall not be liable for
costs incurred by Grantee after the suspension of performance.
b. Withhold Payment
Withhold payment to Grantee until Grantee corrects its Work.
c. Deny Payment
Deny payment for Work not performed, or that due to Grantee’s actions or
inactions, cannot be performed or if they were performed are reasonably of
no value to the state; provided, that any denial of payment shall be equal to
the value of the obligations not performed.
d. Removal
Demand immediate removal of any of grantee’s employees, agents, or
subcontractors from the work whom the state deems incompetent, careless,
insubordinate, unsuitable, or otherwise unacceptable or whose continued
relation to this agreement is deemed by the state to be contrary to the public
interest or the state’s best interest.
e. Intellectual Property
If any work infringes, or if the state in its sole discretion determines that any
work is likely to infringe, a patent, copyright, trademark, trade secret or
other intellectual property right, grantee shall, as approved by the state (i)
secure that right to use such work for the state and grantee; (ii) replace the
work with non-infringing work or modify the work so that it becomes non-
infringing; or, (iii) remove any infringing work and refund the amount paid
for such work to the state.
f. Collection of Unallowable Costs (2 CFR 200.410)
Payments made for costs determined to be unallowable by either the
awarding Federal agency, cognizant agency for indirect costs, or pass-through
entity must be refunded with interest to the Federal Government. Unless
directed by Federal statue or regulation, repayments must be made in
accordance with the instructions provided by the Federal agency or pass -
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through entity that made the allowability determination. See §§ 200.300
through 200.309, and § 200.346.
B. Grantee’s Remedies
If the State is in breach of any provision of this Agreement and does not cure such breach,
Grantee, following the notice and cure period in §11 and the dispute resolution process in
13 shall have all remedies available at law and equity.
13. Dispute Resolution
Except as herein specifically provided otherwise, disputes concerning the performance of this
Grant that cannot be resolved by the designated Party representatives shall be referred in
writing to a senior departmental management staff member designated by the State and a
senior manager or official designated by Grantee for resolution.
14. Notices and Representatives
Each Party shall identify an individual to be the principal representative of the designating Party
and shall provide this information to the other Party. All notices required or permitted to be
given under this Grant Award Letter shall be in writing, and shall be delivered either in hard
copy or by email to the representative of the other Party. Either Party may change its principal
representative or principal representative contact information by notice submitted in
accordance with this §13.
15. Rights in Work Product and Other Information
Grantee hereby grants to the State a perpetual, irrevocable, non-exclusive, royalty free license,
with the right to sublicense, to make, use, reproduce, distribute, perform, display, create
derivatives of and otherwise exploit all intellectual property created by Grantee or any
Subcontractors or Subgrantees and paid for with Grant Funds provided by the State pursuant to
this Grant.
16. Governmental Immunity
Liability for claims for injuries to persons or property arising from the negligence of the Parties,
their departments, boards, commissions committees, bureaus, offices, employees and officials
shall be controlled and limited by the provisions of the Colorado Governmental Immunity Act,
24-10-101, et seq., C.R.S.; the Federal Tort Claims Act, 28 U.S.C. Pt. VI, Ch. 171 and 28 U.S.C.
1346(b), and the State’s risk management statutes, §§24-30-1501, et seq. C.R.S. No term or
condition of this Contract shall be construed or interpreted as a waiver, express or implied, of
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any of the immunities, rights, benefits, protections, or other provisions, contained in these
statutes.
17. General Provisions
A. Assignment
Grantee’s rights and obligations under this Grant are personal and may not be transferred
or assigned without the prior, written consent of the State. Any attempt at assignment or
transfer without such consent shall be void. Any assignment or transfer of Grantee’s rights
and obligations approved by the State shall be subject to the provisions of this Grant Award
Letter.
B. Captions and References
The captions and headings in this Grant Award Letter are for convenience of reference
only, and shall not be used to interpret, define, or limit its provisions. All references in
this Grant Award Letter to sections (whether spelled out or using the § symbol),
subsections, exhibits or other attachments, are references to sections, subsections,
exhibits or other attachments contained herein or incorporated as a part hereof, unless
otherwise noted.
C. Entire Understanding
This Grant Award Letter represents the complete integration of all understandings
between the Parties related to the Work, and all prior representations and understandings
related to the Work, oral or written, are merged into this Grant Award Letter.
D. Modification
The State may modify the terms and conditions of this Grant by issuance of an updated
Grant Award Letter, which shall be effective if Grantee accepts Grant Funds following
receipt of the updated letter. The Parties may also agree to modification of the terms and
conditions of the Grant in a formal amendment to this Grant, properly executed and
approved in accordance with applicable Colorado State law and State Fiscal Rules .
E. Statutes, Regulations, Fiscal Rules, and Other Authority.
Any reference in this Grant Award Letter to a statute, regulation, State Fiscal Rule, fiscal
policy or other authority shall be interpreted to refer to such authority then current, as
may have been changed or amended since the Grant Issuance Date. Grantee shall strictly
comply with all applicable Federal and State laws, rules, and regulations in effect or
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
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hereafter established, including, without limitation, laws applicable to discrimination and
unfair employment practices.
F. Digital Signatures
If any signatory signs this agreement using a digital signature in accordance with the
Colorado State Controller Contract, Grant and Purchase Order Policies regarding the use
of digital signatures issued under the State Fiscal Rules, then any agreement or consent
to use digital signatures within the electronic system through which that signatory signed
shall be incorporated into this Contract by reference.
G. Severability
The invalidity or unenforceability of any provision of this Grant Award Letter shall not
affect the validity or enforceability of any other provision of this Grant Award Letter,
which shall remain in full force and effect, provided that the Parties can continue to
perform their obligations under the Grant in accordance with the intent of the Grant.
H. Survival of Certain Grant Award Letter Terms
Any provision of this Grant Award Letter that imposes an obligation on a Party after
termination or expiration of the Grant shall survive the termination or expiration of the
Grant and shall be enforceable by the other Party.
I. Third Party Beneficiaries
Except for the Parties’ respective successors and assigns described above, this Grant
Award Letter does not and is not intended to confer any rights or remedies upon any person
or entity other than the Parties. Any services or benefits which third parties receive as a
result of this Grant are incidental to the Grant, and do not create any rights for such third
parties.
J. Waiver
A Party’s failure or delay in exercising any right, power, or privilege under this Grant
Award Letter, whether explicit or by lack of enforcement, shall not operate as a waiver,
nor shall any single or partial exercise of any right, power, or privilege preclude any other
or further exercise of such right, power, or privilege.
K. Accessibility
i. Contractor shall comply with and the Work Product provided under this Contract
shall be in compliance with all applicable provisions of §§24-85-101, et seq., C.R.S.,
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and the Accessibility Standards for Individuals with a Disability, as established by
OIT pursuant to Section §24-85-103 (2.5), C.R.S. Contractor shall also comply with
all State of Colorado technology standards related to technology accessibility and
with Level AA of the most current version of the Web Content Accessibility
Guidelines (WCAG), incorporated in the State of Colorado technology standards.
ii. The State may require Contractor’s compliance to the State’s Accessibility
Standards to be determined by a third party selected by the State to attest to
Contractor’s Work Product and software is in compliance with §§24-85-101, et seq.,
C.R.S., and the Accessibility Standards for Individuals with a Disability as
established by OIT pursuant to Section §24-85-103 (2.5), C.R.S.
18. Colorado Special Provisions (Colorado Fiscal Rule 3 -3)
A. Statutory Approval. §24-30-202(1) C.R.S.
This Contract shall not be valid until it has been approved by the Colorado State Controller
or designee. If this Contract is for a Major Information Technology Project, as defined in
24-37.5-102(2.6), then this Contract shall not be valid until it has been approved by the
State’s Chief Information Officer or designee.
B. Fund Availability. §24-30-202(5.5) C.R.S.
Financial obligations of the State payable after the current fiscal year are contingent upon
funds for that purpose being appropriated, budgeted, and otherwise made available.
C. Governmental Immunity.
Liability for claims for injuries to persons or property arising from the negligence of the
State, its departments, boards, commissions committees, bureaus, offices, employees and
officials shall be controlled and limited by the provisions of the Colorado Governmental
Immunity Act, §24-10-101, et seq., C.R.S.; the Federal Tort Claims Act, 28 U.S.C. Pt. VI,
Ch. 171 and 28 U.S.C. 1346(b), and the State’s risk management statutes, §§24-30-1501,
et seq. C.R.S. No term or condition of this Contract shall be cons trued or interpreted as a
waiver, express or implied, of any of the immunities, rights, benefits, protections, or other
provisions, contained in these statutes.
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D. Independent Contractor.
Contractor shall perform its duties hereunder as an independent contractor and not as an
employee. Neither Contractor nor any agent or employee of Contractor shall be deemed
to be an agent or employee of the State. Contractor shall not have authorization, express
or implied, to bind the State to any agreement, liability, or understanding, except as
expressly set forth herein. Contractor and its employees and agents are not entitled to
unemployment insurance or workers compensation benefits through the State and the
State shall not pay for or otherwise provide such coverage for Contractor or any of its
agents or employees. Contractor shall pay when due all applicable employment taxes and
income taxes and local head taxes incurred pursuant to this Contract. Contractor shall (a)
provide and keep in force workers' compensation and unemployment compensation
insurance in the amounts required by law, (b) provide proof thereof when requested by
the State, and (c) be solely responsible for its acts and those of its employees and agents.
E. Compliance with Law.
Contractor shall comply with all applicable federal and State laws, rules, and regulations
in effect or hereafter established, including, without limitation, laws applicable to
discrimination and unfair employment practices.
F. Choice of Law, Jurisdiction, and Venue.
Colorado law, and rules and regulations issued pursuant thereto, shall be applied in the
interpretation, execution, and enforcement of this Contract. Any provision included or
incorporated herein by reference which conflicts with said laws, rules, and regu lations
shall be null and void. All suits or actions related to this Contract shall be filed and
proceedings held in the State of Colorado and exclusive venue shall be in the City and
County of Denver.
G. Prohibited Terms.
Any term included in this Contract that requires the State to indemnify or hold Contractor
harmless; requires the State to agree to binding arbitration; limits Contractor’s liability
for damages resulting from death, bodily injury, or damage to tangible property; or that
conflicts with this provision in any way shall be void ab initio. Nothing in this Contract
shall be construed as a waiver of any provision of §24-106-109 C.R.S.
H. Software Piracy Prohibition.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Page 20 of 20 Version: 11/2024
State or other public funds payable under this Contract shall not be used for the
acquisition, operation, or maintenance of computer software in violation of federal
copyright laws or applicable licensing restrictions. Contractor hereby certifies and
warrants that, during the term of this Contract and any extensions, Contractor has and
shall maintain in place appropriate systems and controls to prevent such improper use of
public funds. If the State determines that Contractor is in violation of this provisi on, the
State may exercise any remedy available at law or in equity or under this Contract,
including, without limitation, immediate termination of this Contract and any remedy
consistent with federal copyright laws or applicable licensing restrictions.
I. Employee financial Interest/Conflict of Interest. §§24-18-201 and 24-50-507 C.R.S.
The signatories aver that to their knowledge, no employee of the State has any personal
or beneficial interest whatsoever in the service or property described in this Contract.
Contractor has no interest and shall not acquire any interest, direct or indirect, that would
conflict in any manner or degree with the performance of Contractor’s services and
Contractor shall not employ any person having such known interests.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit A Page 1 of 3 Version: 11/2024
Exhibit A, Statement of Work
Project Summary
The Estes Park Police Department requests funding through the Persons Who Wander grant to
procure one DJI Matrice 4T Thermal drone and to train and certify two department pilots. The
objective is to improve the speed, accuracy, and safety of locating missing and endangered
individuals, particularly those who wander due to cognitive or medical conditions.
Estes Park has a resident population of approximately five thousand nine hundred and a median age
near sixty-one, at an elevation of seven thousand five hundred twenty-two feet. The town is a
major tourist destination, drawing more than two million distinc t visitors and over six million total
visits in a typical year. Many visitors are unfamiliar with the altitude, geography, terrain, and
rapidly changing mountain weather. These factors make searches time sensitive and operationally
demanding for both subjects and responders.
The Matrice 4T combines thermal imaging, long range optical zoom, and precise range
measurement, enabling trained pilots to detect heat signatures in darkness or poor visibility,
confirm a subject, and direct ground teams with exact coordinates. The depart ment will assess
performance through time from call to launch, time from launch to first detection, time from
detection to contact, the percentage of successful recoveries within the first operational period,
and reductions in responder exposure to hazardous areas.
This project aligns with the mission of the Persons Who Wander program by delivering modern
search capability, formal pilot training, and measurable improvements in outcomes for vulnerable
residents and visitors in a high-risk mountain environment.
Project Description
The Estes Park Police Department seeks grant funding to procure one DJI Matrice 4T Thermal drone
and to train and certify two department pilots. The objective is to improve the speed, accuracy,
and safety of locating missing and endangered individuals who wander due to cognitive or medical
conditions. The proposed activities include equipment acquisition, pilot training to Federal Aviation
Administration Part 107 standards with mission specific modules, integration into missing person
protocols, and performance measurements to verify impact. The project aligns with the Colorado
Bureau of Investigation’s Persons Who Wander program, which authorizes funding for equipment
and training to support local recovery programs.
Local need
Estes Park is a small mountain community with 5,904 residents recorded in the 2020 Census and an
elevated age profile, with recent American Community Survey estimates showing a median age near
sixty-one. The town sits at an elevation of seven thousand five hundred twenty-two feet. These
factors increase risk during nighttime or poor weather searches, where cold exposure and difficult
terrain can rapidly degrade subject safety and complicate response.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit A Page 2 of 3 Version: 11/2024
Seasonal visitation magnifies demand. Visit Estes Park’s 2023 annual report reports more than 2.1
million distinct guests and approximately 6.1 million total visits in 2023. Estes Park is also the
gateway to Rocky Mountain National Park, which recorded abo ut 4.1 million recreational visits in
2023. Many visitors are unfamiliar with high elevation effects, complex terrain, and rapidly
changing mountain weather, which increases the likelihood of disorientation and separation.
The population most at risk includes older adults with cognitive decline. The Alzheimer’s
Association notes that six in ten people living with dementia will wander at least once, often
repeatedly. Colorado specific indicators reinforce the urgency. In the first eight months of 2024,
the Colorado Bureau of Investigation reported forty-seven Senior Alerts, the highest share among
state alert categories.
Equipment acquisition.
The department will purchase one DJI Matrice 4T Thermal drone with core accessories. The
platform integrates thermal imaging, zoom optics, and a laser range finder in a compact airframe
designed for public safety operations. These capabilities allow detection of heat signatures in
darkness or low visibility, positive confirmation of a subject at distance, and relay of precise
coordinates to ground teams.
Pilot training and certification.
Two officers will complete training that includes FAA Part 107 certification, night operations,
thermal interpretation, search tactics, risk management, and interagency airspace coordination.
Training prepares pilots to launch safely from patrol units, interpret thermal returns reliably, and
guide ground assets efficiently. Use of grant funds for training is specifically eligible under the
Persons Who Wander program.
Operational integration.
The drone will be embedded in missing person protocols for rapid launch during high -risk cases.
Priority deployment areas include neighborhoods bordering open space, creek corridors, trailheads,
parking areas, and the edges of forested terrain. The department will coordinate with Larimer
County Sheriff’s Office Emergency Services, Rocky Mountain National Park, Estes Valley Fire, and
regional dispatch for staging, radio integration, and air to ground communications. RMNP’s
sustained visitor volume and historic search workload make early aerial reconnaissance particularly
valuable in this region.
Measurement and reporting.
The department will track time from call receipt to launch, time from launch to first confirmed
detection, and time from detection to subject contact. Additional measures include the percentage
of recoveries within the first operational period and qualitative assessments from after-action
reviews. Data will be used to refine deployment zones and tactics around senior living communities,
walking paths, transit stops, and common egress routes.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit A Page 3 of 3 Version: 11/2024
Expected outcomes
The project is expected to shorten time to first eyes on the subject in darkness or poor visibility,
increase the percentage of successful recoveries within the first operational period, and reduce
responder exposure in steep or brushy terrain. These outcomes directly support the Persons Who
Wander program’s purpose to provide tools and training that increase the chances of saving the
lives of lost and missing persons.
Sustainment and governance
Operations will comply with department policy, FAA rules, and applicable law. The department will
maintain pilot currency, conduct routine airframe and battery maintenance, track firmware
updates, and log all flights. Recorded imagery and mission records w ill be retained and released
consistent with records law and evidence procedures. The drone’s use will be briefed to partner
agencies to ensure timely requests and coordinated responses during high demand summer periods
when visitation peaks.
Summary statement of need
Aging demographics, mountain elevation and weather, and heavy seasonal visitation combine to
create a high consequence environment for missing and endangered persons in Estes Park. Thermal
equipped aerial search provides rapid wide area coverage, precise location reporting, and safer
tasking of ground teams. Procuring one DJI Matrice 4T Thermal drone and formally training two
pilots addresses a clearly defined operational need with a proven, program eligible solution.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit A Page 4 of 3 Version: 11/2024
Goals & Outcomes
GOAL 1 GOAL 1
Outcome 1.1 Improve the speed and safety of locating missing and endangered persons in
Estes Park through aerial thermal search.
Outcome: Median time from drone launch to first confirmed detection at or under ten
minutes for qualifying deployments.
Measurement: Computer aided dispatch and UAS logs with time stamps for launch and first
detection.
Timeframe: Establish baseline in Quarter 1; review and report quarterly through the end of
the grant period.
Outcome 1.2 Improve the speed and safety of locating missing and endangered persons in
Estes Park by rapid and consistent deployment.
Outcome: Drone launched within ten minutes of first unit arrival in at least seventy
percent of qualifying incidents.
Measurement: Computer aided dispatch arrival time and UAS launch time stamps.
Timeframe: Quarterly review and reporting.
GOAL 2 GOAL 2
Outcome 2.1 Establish and maintain operational readiness for UAS supported missing person
response.
Outcome: Two pilots trained and certified; pilots maintain currency with at least one
mission or proficiency flights per quarter.
Measurement: Training records, certification documents, and flight hour logs.
Timeframe: Training complete within six months of award; currency tracked and reported
quarterly.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit B Page 1 of 2 Version: 11/2024
Exhibit B, Sample Option Letter
State Agency
Insert Department's or IHE's Full Legal Name]
Grantee
Insert Grantee's Full Legal Name, including
Inc.", "LLC", etc.]
Grantee UEI
Insert Grantee UEI]
Current Agreement Maximum Amount
Initial Term
State Fiscal Year [20XX] [$0.00]
Extension Terms
State Fiscal Year [20XX] [$0.00]
State Fiscal Year [20XX] [$0.00]
State Fiscal Year [20XX] [$0.00]
State Fiscal Year [20XX] [$0.00]
Total for All State Fiscal Years [$0.00]
Option Letter Number
Insert the Option Number (e.g. "1" for the
first option)]
Original Agreement Number
Insert CMS number or Other Agreement
Number of the Original Agreement]
Option Agreement Number
Insert CMS number or Other Agreement
Number of this Option]
Agreement Performance Beginning Date
Month Day, Year]
Current Agreement Expiration Date
Month Day, Year]
Options:
A. Option to extend for an Extension Term
B. Option to change the quantity of Goods under the Agreement
C. Option to change the quantity of Services under the Agreement
D. Option to modify Agreement rates
E. Option to initiate next phase of the Agreement
Required Provisions:
1. For use with Option 1(A): In accordance with Section(s) [Number] of the Original
Agreement referenced above, the State hereby exercises its option for an additional term,
beginning [Insert start date] and ending on the current Agreement expiration date shown
above, at the rates stated in the Original Agreement, as amended.
2. For use with Options 1(B and C): In accordance with Section(s) [Enter Section(s) number] of
the Original Agreement referenced above, the State hereby exercises its option to
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit B Page 2 of 2 Version: 11/2024
Increase/Decrease] the quantity of the [Goods/Services or both] at the rates stated in the
Original Agreement, as amended.
3. For use with Option 1(D): In accordance with Section(s) [Enter Section(s) number] of the
Original Agreement referenced above, the State hereby exercises its option to modify the
Agreement rates specified in [Enter Exhibit/Section] [Enter Number/Letter]. The
Agreement rates attached to this Option Letter replace the rates in the Original
Agreement as of the Option Effective Date of this Option Letter.
4. For use with Option 1(E): In accordance with Section(s) [Enter Section(s) number] of the
Original Agreement referenced above, the State hereby exercises its option to initiate
Phase [indicate which Phase: 2, 3, 4, etc.], which shall begin on [Insert start date] and
end on [Insert ending date] at the cost/price specified in Section [Enter Section(s) number].
5. For use with all Options that modify the Agreement Maximum Amount: The Agreement
Maximum Amount table on the Agreement’s Signature and Cover Page is hereby deleted
and replaced with the Current Agreement Maximum Amount table shown above.
Option Effective Date:
The effective date of this Option Letter is upon approval of the State Controller or [Enter date],
whichever is later.
STATE OF COLORADO
Jared S. Polis, Governor
INSERT-Name of Agency or IHE]
INSERT-Name & Title of Head of Agency or
IHE]
By: [Name & Title of Person Signing for
Agency or IHE]
Date: _______________________
In accordance with §24-30-202, C.R.S., this
Option is not valid until signed and dated
below by the State Controller or an
authorized delegate.
STATE CONTROLLER
Robert Jaros, CPA, MBA, JD
By:_____________________________________
Name of Agency or IHE Delegate-Please
delete if agreement will be routed to OSC for
approval]
Option Effective
Date:_____________________
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit C Page 1 of 1 Version: 11/2024
Exhibit C, Budget
Grant Funds Cash Match Project
Total
Personnel $0 $0 $0
Supplies & Operating $0 $0 $0
Travel $0 $0 $0
Equipment $7,499 $0 $7,499
Consultants / Contracts $1,398 $0 $1,398
Total $8,897 $0 $8,897
Non-Personnel: Budget & Budget Narrative Details
Budget Item
Amount to Be
Paid by Grant
Funds
Budget Narrative and Justification
SUPPLIES & OPERATING
0 ---
Supplies & Operating Total $0
TRAVEL
0 ---
Travel Total $0
EQUIPMENT
DJI Matrice 4T Thermal
Enterprise Drone
7,499 DJI Matrice 4T Thermal Enterprise Drone to locate persons who
wander | 1 @ $7,499 = $7,499
Equipment Total $7,499
CONSULTANTS/CONTRACTS
PROFESSIONAL SERVICES)
Pilot Certification Course $1,398 Pilot Certification Course | 2 @ $699 = $1,398
Consultants/Contracts Total $1,398
TOTAL NON-PERSONNEL $8,897
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit D Page 1 of 1 Version: 11/2024
Exhibit D, Grant Requirements
The following terms as used herein shall be construed and interpreted as follows:
1. ADDITIONAL REPORTING REQUIREMENTS
In addition to quarterly report requirements these grant funds may have additional report
requirements. The additional reports may include, but is not limited to, reporting progress and
statistics directly to the Colorado Bureau of Investigation.
2. FINANCIAL AND ADMINISTRATIVE MANAGEMENT
A. The Grantee assures that fund accounting, auditing, monitoring, evaluation procedures and
such records as necessary will be maintained to assure adequate internal fiscal controls,
proper financial management, efficient disbursement of funds received, and maintenance of
required source documentation for all costs incurred. These principles must be applied for
all costs incurred whether charged on a direct or indirect basis.
B. All expenditures must be supported by appropriate source documentation. Only actual,
approved, allowable expenditures will be permitted.
3. PROCUREMENT AND CONTRACTS
A. Grantee assures that open, competitive procurement procedures will be followed for all
purchases under the grant. All contracts for professional services, of any amount, and
equipment purchases over five thousand dollars (per item, with a useful life of at least one
year) must receive prior approval by the CBI. Grantee shall submit Form 16 – Professional
Services/Consultant Certification and/or Form 13 – Equipment Procurement Certification
Form.
4. PROCUREMENT AND CONTRACTS
A. Grantee may request budget modifications by submitting a request to CBI. CBI reserves the
right to make and authorize modifications, adjustments, and/or revisions to the Contract for
the purpose of making changes in budget categories, extensions of grant award dates,
changes in goals and objectives, and other modifications as described in the body of the
Contract.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
Grantee: Estes Park Police Department
Project: Estes Park – Persons Who Wander – Drone Project CBI Grant #: 2026-PWW-004
Exhibit E Page 1 of 1 Version: 11/2024
Exhibit E, Special Conditions
The following program specific requirements are imposed by the State concerning special
requirements of law, program requirements, and other administrative requirements. These
requirements apply to this Agreement and must be passed on to subgrant award recipients.
The Persons Who Wander Grant Program, referred to in this Section as the "grant program":
The intent of the grant program is to assist local governments and their designees in
attempting to locate persons with medical conditions such as Alzheimer’s disease and related
dementias, autism, brain injury or developmental, cognitive, neurological, or chromosomal
disorders that may cause them to wander.
Funds must be utilized to start or maintain recovery programs for Persons Who Wander and may
include:
Money for equipment costs;
Training of search personnel;
Outreach about recover programs for persons who wander
Any other costs required to implement or maintain a recovery program for persons who
wander
Participants shall work with organizations who provide services to individuals with medical conditions
such as Alzheimer’s Disease and related dementias, autism, brain injury or developmental, cognitive,
neurological, or chromosomal disorders that may caus e them to wander to provide information to
any family member of a participant in a recovery program for persons who wander about wandering,
how to prevent wandering and how to respond to wandering.
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D
690 Kipling Street Lakewood, CO 80215 cbi.colorado.gov
Jared Polis, Governor | Stan Hilkey, Executive Director
Administration
690 Kipling Street, Suite 3000
Lakewood, CO 80215
December 17, 2025
Jeremiah Polucha
Interim Captain
Estes Park Police Department
170 Macgregor Avenue
Estes Park, CO 80517
Dear Interim Chief Polucha:
We are pleased to inform you that the Colorado Bureau of Investigation has approved your
application for funding pursuant to the Persons Who Wander program (“Program”) in the
amount of $8,897. This letter authorizes you to proceed with the Estes Park – Persons Who
Wander – Drone Project (“Project”) in accordance with the terms of this Grant Award Letter.
Attached to this letter are the terms and conditions of your Grant. Please review these terms
and conditions as they are requirements of this Grant to which you Grantee agree by accepting
the Grant Funds. Your Grant Agreement number is 2026-PWW-004.
If you have any questions regarding this Grant, please contact me at 720-879-7457 or
drake.brownfield@state.co.us.
Sincerely,
Drake Brownfield
Grant Specialist
Colorado Bureau of Investigation
drake.brownfield@state.co.us
720-8797457
Docusign Envelope ID: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D Attachment 2
Certificate Of Completion
Envelope Id: 704F9B31-CD17-43E0-BFF8-B4B4768F4D4D Status: Sent
Subject: CBI Persons Who Wander: Please Review and Complete Signature via DocuSign
Source Envelope:
Document Pages: 33 Signatures: 1 Envelope Originator:
Certificate Pages: 5 Initials: 0 Drake Brownfield
AutoNav: Enabled
EnvelopeId Stamping: Enabled
Time Zone: (UTC-07:00) Mountain Time (US & Canada)
700 Kipling St
Lakewood, CO 80215
drake.brownfield@state.co.us
IP Address: 165.127.87.1
Record Tracking
Status: Original
12/17/2025 11:51:29 AM
Holder: Drake Brownfield
drake.brownfield@state.co.us
Location: DocuSign
Security Appliance Status: Connected Pool: FedRamp
Storage Appliance Status: Connected Pool: CDPS Contracts and Grants Location: Docusign
Signer Events Signature Timestamp
Armando Saldate III, Director
armando.saldate@state.co.us
Director, Colorado Bureau of Investigation
Security Level: Email, Account Authentication
(None)Signature Adoption: Uploaded Signature Image
Using IP Address: 165.127.87.1
Sent: 12/17/2025 11:56:46 AM
Viewed: 12/17/2025 12:02:30 PM
Signed: 12/17/2025 12:02:36 PM
Electronic Record and Signature Disclosure:
Accepted: 12/17/2025 12:02:30 PM
ID: 69340937-6d04-427e-b275-67dd9cd6be96
Ian Stewart, Chief of Police
istewart@estes.org
Security Level: Email, Account Authentication
(None)
Sent: 12/17/2025 12:02:39 PM
Resent: 1/7/2026 8:02:20 AM
Resent: 1/13/2026 2:41:07 PM
Viewed: 1/15/2026 11:39:21 AM
Electronic Record and Signature Disclosure:
Accepted: 12/29/2025 10:36:52 AM
ID: 75a19d41-c357-4f31-93d6-062afc42e342
Teri Sidebottom
teri.sidebottom@state.co.us
Security Level: Email, Account Authentication
(None)
Electronic Record and Signature Disclosure:
Not Offered via Docusign
In Person Signer Events Signature Timestamp
Editor Delivery Events Status Timestamp
Agent Delivery Events Status Timestamp
Intermediary Delivery Events Status Timestamp
Certified Delivery Events Status Timestamp
Carbon Copy Events Status Timestamp
Witness Events Signature Timestamp
Attachment 3
Notary Events Signature Timestamp
Envelope Summary Events Status Timestamps
Envelope Sent Hashed/Encrypted 12/17/2025 11:56:46 AM
Payment Events Status Timestamps
Electronic Record and Signature Disclosure
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Electronic Record and Signature Disclosure created on: 8/10/2022 3:16:46 PM
Parties agreed to: Armando Saldate III, Director, Ian Stewart, Chief of Police
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FY25-26 Supporting Recovery Programs,
Persons Who Wander (SB22-187)
The Supporting Recovery Programs Persons Who Wander Grant Program is a funding
opportunity offered through the Colorado Bureau of Investigation (CBI) for Fiscal Year
2025-26.
The grant funding may be used by a county, any combination of counties, municipality, any
combination of municipalities, any combination of counties and municipalities, or first
responder/SAR designees of such entities for the following purposes only: equipment
costs, technology costs, training of search personnel, outreach about recovery programs
for persons who wander, and any other costs required to implement or maintain a recovery
program for persons who wander. Please see the Persons Who Wander website for more
information about the program and grant application instructions.
Applications due: **EXTENDED** November 21, 2025 at 5:00pm MST.
**Please note: if you complete this application without a Google account, this Google Form
may not save your progress if left unattended for an extended period of time, so please be
prepared with a completed budget form (also linked/provided below) as well as a
completed goals and objectives form (also linked provided below) upon starting. You will
be prompted to download the forms, complete them, and upload below.**
Application Checklist:
- Completed application
- Completed budget form
- Completed goals and objectives form
- Supporting Documentation (optional)
For questions regarding the application or program please, contact CBI Grant Specialist,
Drake Brownfield at 303-239-4248 or by e-mail: drake.brownfield@state.co.us.
--
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Attachment 4
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* Indicates required question
1. Project Name/Project Title *
Your answer
2. (Funding) Amount Requested *
Your answer
3. Application Point of Contact (Name)*
(First, Last)
Your answer
4. Organization Information *
Physical Address
Your answer
5. Telephone Number *
Your answer
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6. Federal Tax ID *
(EIN) (XX- XXXXXXX)
Your answer
7. CEO/Executive Director *
(if N/A, enter Signature Authority)
First and Last Name, Title, and Email
Your answer
8. Legal Entity Name *
Your answer
9. Legal Entity Physical Address *
Your answer
10. Legal Entity County *
Your answer
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County
Municipality
Designee
Combination of counties
Combination of municipalities
Any combination of counties, municipalities, and designees
Upload 1 suppor ted file. Max 10 MB.
11. Agency Function *
(choose your agency's function from the list)
12. If you selected 'Designee,' please upload proof of designation
Add file
13. Project Duration *
(Project Start Date, MM/DD/YYYY)
(Enter “11/25/2024” or a later date)
Your answer
14. Project Duration *
(Project End Date, MM/DD/YYYY)
(Enter “06/30/2025” or earlier date)
Your answer
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Yes
No
15. Confirm Application (Primary) Point of Contact *
Name, Phone, Email Address
Your answer
16. Project Officials *
Project Director
Name, Title, Email Address, Phone Number
Your answer
17. Project Officials *
Financial Officer
Name, Title, Email Address, Phone Number
Your answer
18. Project Officials *
Signature Authority
Name, Title, Mailing Address, Email Address, Phone Number
Your answer
19. Prior Persons Who Wander Funding *
Has your organization received funding under the CBI's Persons Who Wander grant program
in prior grant fiscal cycles, i.e. state fiscal years 2022, 2023, or 2024?
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20. If you answered, "Yes," to the previous question, how did your organization
use that funding? If available, please provide statistics for usage of grant-
funded equipment in any recovery effor ts.
*
Mark N/A if you answered, "No," to the previous question.
Your answer
21. Do you have a positive anecdote to share about the impact of technology or
equipment (acquired under Persons Who Wander funding) in your
community/jurisdiction? Please include here, if so.
*
Mark N/A if you answered, "No," to the previous questions 19 and 20.
Your answer
22. Project Summary *
When read separately from the rest of the application, this summary should serve as a
succinct and accurate description of the proposed work.
Your answer
23. Project Description *
Describe your project that will be funded with a grant award in detail. This description should
include a statement explaining your needs using local information and data if available.
Your answer
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Equipment costs
Training of search personnel
Outreach about recovery programs for persons who wander
Any other costs required to implement or maintain a recovery program
24. Eligible Activities | Does your project include any of the following activities?*
Select all that apply
25. How many people in your jurisdiction are at risk of wandering?*
Provide an estimate of the number of people who are at risk of wandering and might qualify
for assistance.
Your answer
26. What collaborative effor ts does your organization pursue?*
Describe collaborative effor ts with organizations who provide services to individuals with
medical conditions such as Alzheimer's disease and related dementias, autism, brain injury,
or developmental, cognitive, neurological, or chromosomal disorders that may cause them to
wander.
Your answer
27. How will your organization inform family members of those who wander
about wander prevention and response?
*
Describe how information will be provided to any family member of a participant in a
recovery program for persons who wander about wandering, how to prevent wandering, and
how to respond to wandering.
Your answer
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Yes
No
Upload 1 suppor ted file: PDF, document, or spreadsheet. Max 10 MB.
28. How many search and rescues were initiated or completed in the previous
calendar year?
*
Your answer
29. Evaluation or Analysis Component *
If your project entails an evaluation or analysis component, describe what would be
included. (Mark N/A if none).
Your answer
30. Acknowledgement of Statistical Repor ting Question *
Do you acknowledge that: upon being awarded a grant, you will be required to provide any
statistical information available about the use of technology or equipment granted under the
program within the project period? This will appear in the narrative report required at the end
of the project period.
31. Goals and Objectives Form *
These are the elements against which the project will be evaluated and which will be used to
final progress. Provide project/program goal(s), outcomes, measurement and timeframe.
See instructions for fur ther information.
Please complete this Goals and Objectives Form template (select "Make a copy" when
prompted) and upload below.
Please limit file format to either PDF or Microsoft Excel.
Add file
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Upload 1 suppor ted file. Max 10 MB.
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32. Budget Form *
Each item must be listed and be accompanied by a description that provides justification for
the budget items and details the basis for determining the cost of each item. You may
consult these instructions for further general budget information.
Please complete this Budget Form template (select "Make a copy" when prompted) and
upload below.
Please closely follow the instructions the first tab of the Google Sheets and complete your
budget on the second, next tab. Please limit file format to either Microsoft Excel or PDF.
Add file
33. (Optional) Documents to Attach *
Please use this field to attach any documentation you feel is prudent to your application, e.g.
cost estimates, recovery effort statistics, etc.
Add file
Submit Clear form
Forms
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1.Project Name/Project Title
Estes Park – Persons Who Wander – Drone Project
2.(Funding) Amount Requested
`$8,897
3.Application Point of Contact (Name)
Jeremiah, Polucha
4.Organization Information
Estes Park Police Department, 170 Macgregor Avenue, Estes Park, CO 80517
5.Telephone Number
970-577-3861
6.Federal Tax ID
84-6000661
7.CEO/Executive Director
Ian Stewart, Chief of Police, istewart@estes.org
8.Legal Entity Name
Town of Estes Park
9.Legal Entity Physical Address
170 Macgregor Avenue, Estes Park, CO 80517
10. Legal Entity County
Larimer
11. Agency Function
Municipality
12. If you selected ‘Designee,’ please upload proof of designation
N/A
13. Project Duration (start date)
01/01/2026
14. Project Duration (end date)
06/30/2026
15. Confirm Application (Primary) Point of Contact
Jeremiah Polucha, 970-577-3861, jpolucha@estes.org
16. Project Officials (project director)
Jeremiah Polucha, Interim Captain, jpolucha@estes.org, 970-577-3861
17. Project Officials (Financial Officer)
Sharla Beesley, Grant Specialist, sbeesley@estes.org, 970-577-3708
18. Project Officials (Signature Authority)
Ian Stewart, Chief of Police, Estes Park Police Department, PO Box 1287, Estes
Park, CO 80517, istewart@estes.org, 970-577-3825
19. Prior Persons Who Wander Funding
Attachment 5
No
20. If you answered, “Yes,” to the previous question, how did your organization use
that funding?
N/A
21. Do you have a positive anecdote to share about the impact of technology or
equipment acquired under Persons Who Wander funding?
N/A
22. Project Summary
The Estes Park Police Department requests funding through the Persons Who
Wander grant to procure one DJI Matrice 4T Thermal drone and to train and certify
two department pilots. The objective is to improve the speed, accuracy, and safety
of locating missing and endangered individuals, particularly those who wander due
to cognitive or medical conditions.
Estes Park has a resident population of approximately five thousand nine hundred
and a median age near sixty-one, at an elevation of seven thousand five hundred
twenty-two feet. The town is a major tourist destination, drawing more than two
million distinct visitors and over six million total visits in a typical year. Many visitors
are unfamiliar with the altitude, geography, terrain, and rapidly changing mountain
weather. These factors make searches time sensitive and operationally demanding
for both subjects and responders.
The Matrice 4T combines thermal imaging, long range optical zoom, and precise
range measurement, enabling trained pilots to detect heat signatures in darkness or
poor visibility, confirm a subject, and direct ground teams with exact coordinates.
The department will assess performance through time from call to launch, time
from launch to first detection, time from detection to contact, the percentage of
successful recoveries within the first operational period, and reductions in
responder exposure to hazardous areas.
This project aligns with the mission of the Persons Who Wander program by
delivering modern search capability, formal pilot training, and measurable
improvements in outcomes for vulnerable residents and visitors in a high -risk
mountain environment.
23. Project Description
Summary
The Estes Park Police Department seeks grant funding to procure one DJI Matrice 4T
Thermal drone and to train and certify two department pilots. The objective is to
improve the speed, accuracy, and safety of locating missing and endangered
individuals who wander due to cognitive or medical conditions. The proposed
activities include equipment acquisition, pilot training to Federal Aviation
Administration Part 107 standards with mission specific modules, integration into
missing person protocols, and performance measurements to verify impact. The
project aligns with the Colorado Bureau of Investigation’s Persons Who Wander
program, which authorizes funding for equipment and training to support local
recovery programs.
Local need
Estes Park is a small mountain community with 5,904 residents recorded in the
2020 Census and an elevated age profile, with recent American Community Survey
estimates showing a median age near sixty-one. The town sits at an elevation of
seven thousand five hundred twenty-two feet. These factors increase risk during
nighttime or poor weather searches, where cold exposure and difficult terrain can
rapidly degrade subject safety and complicate response.
Seasonal visitation magnifies demand. Visit Estes Park’s 2023 annual report reports
more than 2.1 million distinct guests and approximately 6.1 million total visits in
2023. Estes Park is also the gateway to Rocky Mountain National Park, which
recorded about 4.1 million recreational visits in 2023. Many visitors are unfamiliar
with high elevation effects, complex terrain, and rapidly changing mountain
weather, which increases the likelihood of disorientation and separation.
The population most at risk includes older adults with cognitive decline. The
Alzheimer’s Association notes that six in ten people living with dementia will wander
at least once, often repeatedly. Colorado specific indicators reinforce the urgency.
In the first eight months of 2024, the Colorado Bureau of Investigation reported
forty-seven Senior Alerts, the highest share among state alert categories.
Equipment acquisition. The department will purchase one DJI Matrice 4T Thermal
drone with core accessories. The platform integrates thermal imaging, zoom optics,
and a laser range finder in a compact airframe designed for public safety
operations. These capabilities allow detection of heat signatures in darkness or low
visibility, positive confirmation of a subject at distance, and relay of precise
coordinates to ground teams.
Pilot training and certification. Two officers will complete training that includes FAA
Part 107 certification, night operations, thermal interpretation, search tactics, risk
management, and interagency airspace coordination. Training prepares pilots to
launch safely from patrol units, interpret thermal returns reliably, and guide ground
assets efficiently. Use of grant funds for training is specifically eligible under the
Persons Who Wander program.
Operational integration. The drone will be embedded in missing person protocols
for rapid launch during high-risk cases. Priority deployment areas include
neighborhoods bordering open space, creek corridors, trailheads, parking areas,
and the edges of forested terrain. The department will coordinate with Larimer
County Sheriff’s Office Emergency Services, Rocky Mountain National Park, Estes
Valley Fire, and regional dispatch for staging, radio integration, and air to ground
communications. RMNP’s sustained visitor volume and histor ic search workload
make early aerial reconnaissance particularly valuable in this region.
Measurement and reporting. The department will track time from call receipt to
launch, time from launch to first confirmed detection, and time from detection to
subject contact. Additional measures include the percentage of recoveries within
the first operational period and qualitative assessments from after-action reviews.
Data will be used to refine deployment zones and tactics around senior living
communities, walking paths, transit stops, and common egress routes.
Expected outcomes
The project is expected to shorten time to first eyes on the subject in darkness or
poor visibility, increase the percentage of successful recoveries within the first
operational period, and reduce responder exposure in steep or brushy terrain.
These outcomes directly support the Persons Who Wander program’s purpose to
provide tools and training that increase the chances of saving the lives of lost and
missing persons.
Sustainment and governance
Operations will comply with department policy, FAA rules, and applicable law. The
department will maintain pilot currency, conduct routine airframe and battery
maintenance, track firmware updates, and log all flights. Recorded imagery and
mission records will be retained and released consistent with records law and
evidence procedures. The drone’s use will be briefed to partner agencies to ensure
timely requests and coordinated responses during high demand summer periods
when visitation peaks.
Summary statement of need
Aging demographics, mountain elevation and weather, and heavy seasonal
visitation combine to create a high consequence environment for missing and
endangered persons in Estes Park. Thermal equipped aerial search provides rapid
wide area coverage, precise location reporting, and safer tasking of ground teams.
Procuring one DJI Matrice 4T Thermal drone and formally training two pilots
addresses a clearly defined operational need with a proven, program eligible
solution.
24. Eligible Activities
Equipment needs and Training of search personnel
25. How many people in your jurisdiction are at risk of wandering?
A reasonable, conservative estimate is about 187 to 216 Estes Park residents are at
elevated risk of wandering and would likely qualify for assistance under the Persons
Who Wander program. The midpoint of this range is 205 residents.
How this estimate was derived:
Residents age 65 and older with dementia are likely to wander. Estes Park
has about 5,879 residents, with approximately 2,390 residents age 65 or
older. About 1 in 9 people age 65 and older has Alzheimer’s disease (≈ 11%).
Six in ten people living with dementia will wander at least once. Calculation:
2,390 × 11% × 60% = 158 residents at risk of wandering due to dementia.
Adults with autism spectrum disorder are at elevated risk of wandering.
Adults comprise roughly 5,879 total population minus 641 under 18 = 5,238
adults. 2.21% of U.S. adults have autism spectrum disorder, implying = 116
adults in Estes Park. Elopement or wandering occurs in roughly 25% to 50%
of individuals with autism across studies. Using a conservative range for
adults, we apply 25% to 50%.
Calculation: 116 × 25% to 50% = 29 to 58 residents.
Combined estimate:
Dementia-related risk = 158 residents
Autism-related risk = 29 to 58 residents
Total = 187 to 216 residents
26. What collaborative efforts does your organization pursue?
The Estes Park Police Department maintains a coordinated network of partners to
prevent wandering, locate missing individuals quickly, and connect them and their
caregivers to appropriate services. Our collaborations emphasize training,
information sharing, and an informed and coordinated approach for individuals with
Alzheimer’s disease and related dementias, autism, brain injury, and
developmental, cognitive, and neurological disorders.
Core partners and joint activities:
● Alzheimer’s Association
Officers have received training from the American Alzheimer’s Association
focused on recognition of dementia related behaviors, effective
communication, de-escalation, and safe reunification. Training content is
incorporated into patrol briefings and missing person protocols.
● SummitStone Health Partners
The department fields a mental health co responder from SummitStone who
deploys with officers on relevant calls. The co responder assists with on
scene assessment, safety planning, caregiver guidance, and referrals to
clinical services. SummitStone provides follow up contact to support
continuity of care after the initial incident.
● Larimer County Adult Protective Services
Officers notify APS when statutory criteria are met and participate in joint
home visits and case conferences for endangered adults. APS assists with
safety plans, caregiver support, and protective interventions when needed.
This collaboration ensures timely reporting, documentation, and follow-
through for adults at ongoing risk.
● Blue Envelope Program
The department has implemented the Blue Envelope program to improve
communication and reduce escalation during contacts with individuals who
have autism or other communication differences. Officers receive
instruction on respectful communication and the program’s on scene cues.
● Estes Park Good Samaritan Society
Coordination with the Estes Park Good Samaritan Society, which includes
residential nursing and assisted living facilities, has proven effective in
forming partnerships and relationships with their staff and our aging
population.
● Access Granted program
The Estes Park Police Department has adopted the Access Granted program,
which allows residents to voluntarily provide secure information to dispatch
that enables first responders to reach them quickly during a medical
emergency. With consent, participants may share keypad codes, lockbox
locations, gate and elevator information, key holder contacts, preferred
entry points, and notes on pets or mobility needs. This information is
accessed only during qualifying emergencies to shorten time to patient
contact, avoid forced entry, and reduce property damage.
27. How will your organization inform family members of those who wander about
wander prevention and response?
We plan to publicize our commitment to the family members of those who wanter
by completing a press release and placing information on our website.
28. How many search and rescues were initiated and completed in the previous
calendar year?
I don’t have these statistics.
29. Evaluation or Analysis Component
We don’t have a baseline to measure against; however, we do plan to capture the
following data:
● Time from call receipt to drone launch
● Time from launch to first confirmed detection
● Time from detection to subject contact
● Percentage of subjects located within the first operational period
● Number of missions where aerial detection directly contributed to location
or clearance
30. Acknowledgement of Statistical Reporting Question
Yes
GOAL 1
Improve the speed and safety of locating missing and endangered persons in Estes Park through aerial thermal search.
Outcome Median time from drone launch to first confirmed detection at or under ten minutes for qualifying deployments.
Measurement Computer aided dispatch and UAS logs with time stamps for launch and first detection.
Timeframe Establish baseline in Quarter 1; review and report quarterly through the end of the grant period.
Outcome 1.2 Improve the speed and safety of locating missing and endangered persons in Estes Park by rapied and consistent deployment.
Outcome Drone launched within ten minutes of first unit arrival in at least seventy percent of qualifying incidents.
Measurement Computer aided dispatch arrival time and UAS launch time stamps.
Timeframe Quarterly review and reporting.
Outcome 1.3 --
Outcome --
Measurement --
Timeframe --
GOAL 2 --
Outcome 2.1 Establish and maintain operational readiness for UAS supported missing person response.
Outcome Two pilots trained and certified; pilots maintain currency with at least one mission or proficiency flights per quarter.
Measurement Training records, certification documents, and flight hour logs.
Timeframe Training complete within six months of award; currency tracked and reported quarterly.
Outcome 2.2 --
Outcome --
Measurement --
Timeframe --
Outcome 2.3 --
Outcome --
Measurement --
Timeframe --
GOAL 3 --
Outcome 3.1 --
Outcome --
Measurement --
Timeframe --
Outcome 3.1 --
Outcome --
Measurement --
Timeframe --
Outcome 3.3 --
Outcome --
Measurement --
PERSONS WHO WANDER, FY26 GRANT CYCLE
GOALS AND OBJECTIVES
Please list at least one goal and one outcome. It is not necessary to fill this entire table.
Attachment 6
11/1/25, 4:01 PM DJI Matrice 4T Thermal Drone for Public Safety & Wildlife Use – Covert Drones
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Attachment 7
🔥 KEY FEATURES OF THE DJI MATRICE 4T:
Triple-Camera System for Versatile Imaging
48MP Wide-Angle Camera for detailed scene capture
48MP Medium Telephoto Camera for flexible zoom
48MP Telephoto Camera with 112x Hybrid Zoom for close-up inspections
640×512 Thermal Camera for heat detection, search and rescue, and firefighting
Laser Rangefinder with up to 1,800 meters of measurement capability
NIR (Near-Infrared) Night Vision Mode for low-light operations
AI-Powered Object Detection – Recognize humans, vehicles, and boats automatically
DJI O3 Enterprise Transmission – Clear, stable video transmission over long distances
Extended Flight Time – Up to 49 minutes per battery
Mission-Ready Software – Integrated with DJI Pilot 2, FlightHub 2, and DTAT 3.0 for seamless workflows
📦 WHAT’S INCLUDED IN THE DJI MATRICE 4T KIT:
DJI Matrice 4T Drone
DJI RC Plus Enterprise Controller with DJI Pilot 2
1x Matrice 4 Series Flight Battery
Matrice 4 Series Charging Hub
3 Pairs of Propellers
Gimbal Protector
100W USB-C Power Adapter & AC Cable
USB-C to USB-C Cable
USB-A to USB-C Cable
64GB microSD Card
Storage Case with Shoulder Strap
🦅 WHY CHOOSE THE DJI MATRICE 4T FOR YOUR MISSION:
The Matrice 4T is purpose-built for professionals who need thermal imaging with precision zoom. Unlike hobbyist drones, the 4T is optimized for life-
saving missions and critical infrastructure monitoring—helping you detect heat signatures, identify hazards, and cover vast areas quickly.
Ideal for:
Search and Rescue Teams
Deer Recovery Specialists
Fire Departments
Law Enforcement
1
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11/1/25, 4:01 PM DJI Matrice 4T Thermal Drone for Public Safety & Wildlife Use – Covert Drones
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CSU Drone Center
ô
January 2026 Drone Flight School –
CSU
Download the PDF Flyer
January 5-9, 2026ô
CSU Main Campus, Fort Collins, COô
Drone Flight School
The CSU Drone Flight School is designed to teach all material needed
to pass the initial FAA Part 107 exam, including flight safety, FAA
V I C E P R E S I D E N T F O R R E S E A R C
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Attachment 8
regulations, airspace, weather, airport operations, and current test
taking strategies.
Curriculum includes engaging classroom instruction, actual hands-
on flight time, and real-world mission-planning scenarios. Learn to fly
and operate in a safe environment utilizing our diverse fleet of
modern aircraft including FPV, thermal, enterprise and basic camera
platforms.
Materials include study and reference guides, checklists, flight
logging and maintenance templates, policy examples and more.
Class size is limited and usually fills up weeks prior to the class. Please
contact Adam Smith with any questions
$599 for CSU affiliated students, researchers, staff, and faculty
$699 for non-affiliated community members
Register below for January 2026 Drone
Flight School
January 2026 Drone Flight School - CSU
Name *
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The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Memo
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Manager Bangs
Department: Administration
Date: February 10, 2026
Subject: Resolution 13-26 Professional Service Agreement with Executives
Partnering to Invest in Children for a Childcare Facility Master Plan
Type: Resolution
Objective:
Consider the approval of a Service Agreement with Executives Partnering to Invest in
Children (EPIC) to prepare the Estes Valley Childcare Facility Master Plan.
Present Situation:
The Childcare Needs Assessment and Strategic Plan was presented to the Town Board
in 2024. The Strategic Plan provided guidance, objectives, and strategies to support
childcare in the Estes Valley. Since then, many strategies have been implemented to
address the affordability of childcare, provide additional supports for the early childhood
education and childcare workforce, and increase capacity for school-age children.
One long-term strategy outlined in the Strategic Plan, as well as in our Annual 6E
Funding Plan, is the need to address increased childcare capacity for children under the
age of five through capital investment. The passage of HB24-1237—Programs for the
Development of Child Care Facilities, which the Town advocated for, provided a new
funding opportunity in the State to help with the development of childcare facilities. The
Town applied for funding under this legislation and was awarded a grant through DOLA
for up to $75,000, with a Town match of 25% (up to $25,000).
This grant funding was awarded to support the development of a Childcare Facility
Master Plan that:
• Assesses the current state of childcare needs, facilities, and land use;
• Engages community stakeholders, childcare providers, and local/regional
partners;
• Aligns with state and regional best practices, including DOLA Best Practices;
• Identifies priority projects and funding mechanisms; and
• Supports the Town’s long-term goal to strengthen childcare access, quality, and
affordability.
The Master Plan will guide the Town’s childcare strategies, management of Town-
owned childcare facilities, and investment in capital projects.
The Town conducted a request for proposal (RFP) process and received three
proposals. A review team evaluated the proposals based on the criteria presented in the
RFP and determined that EPIC, based out of Denver, CO, was the best suited to
partner with the Town on the project. The other proposals, which were competitive,
were submitted by CORE Planning Group, based out of Salida, CO, and Chrisman
Consulting, LLC, based out of Kirksville, Missouri.
Other bids came in lower, but the review committee believed the selected Consultant
more appropriately met the desire to have implementation-ready strategies outlined in
the plan. The increased cost incurred by selecting EPIC includes the addition of an
Architect and Design Consultant that will bring expertise and knowledge of land use,
building codes, licensing requirements, and support the coordination with the Town’s
own Planning Department, as well as support the implementation of DOLA Best
Practices.
Proposal:
Staff propose that the Town Board award a contract to Executives Partnering to Invest
in Children (EPIC) by approving the attached resolution.
Advantages:
•Awarding the contract to EPIC supports the review committee’s recommendation
to the Board.
•The proposal submitted by EPIC demonstrates its ability to meet the needs of the
Town.
Disadvantages:
•None.
Action Recommended:
Staff recommends approval of Resolution xx-26
Finance/Resource Impact:
The proposal budget came in under the project budget at $96,500. The project is funded
by the DOLA Local Government Child Care Planning Grant Program. We were awarded
$75,000 and the Town has committed to matching up to $25,000 in 6E Lodging Tax
funds, account 270-16-83-529750.
Level of Public Interest:
None.
Sample Motion:
I move for the approval/denial of Resolution 13-26.
Attachments:
1. Resolution 13-26.
2.Professional Service Agreement
3.Contract Documents (RFP, Consultant Proposal)
RESOLUTION 13-26
APPROVING A PROFESSIONAL SERVICE AGREEMENT WITH EXECUTIVES
PARTNERING TO INVEST IN CHILDREN FOR A CHILDCARE FACILITY MASTER
PLAN
WHEREAS, the Estes Valley community voted in favor of Ballot Initiative 6E to
increase local lodging tax revenue to support childcare and housing initiatives for the
Estes Valley workforce; and
WHEREAS, the data and information yielded from the 2024 Childcare Needs
Assessment and Strategic Plan directed the use of 6E Lodging Tax revenue to fund
capital improvements and investment in childcare facilities; and
WHEREAS, the Town was awarded funding from the Department of Local Affairs
through the Local Government Childcare Planning grant program for a Childcare Facility
Master Plan for the Estes Valley; and
WHEREAS, a request for proposals (RFP) was issued by the Town in December
2025 to identify a consulting firm to develop a Childcare Facility Master Plan; and
WHEREAS, of the proposals received in response to the RFP, an evaluation
committee recommended awarding a contract to Executives Partnering to Invest in
Children (EPIC); and
WHEREAS, the Town of Estes Park desires to enter into a contract with EPIC to
develop a Childcare Facility Master Plan.
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 professional services
contract referenced in the title of this resolution in substantially the form now before the
Board.
DATED this 10th day of February, 2026.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
Attachment 1
PROFESSIONAL SERVICES CONTRACT
Estes Valley Childcare Facility Master Plan
The parties, the Town of Estes Park, Colorado (Town), a municipal corporation, and
Executives Partnering to Invest in Children (Consultant), a Colorado nonprofit, whose address is
711 Park Avenue West, Denver, CO, 80205, make this Contract this __________ day of
____________________, 2026, at the Town of Estes Park, Colorado, considering the following
facts and circumstances:
1 RECITALS:
1.1 Town desires to use the services of Consultant outlined in Consultant's Proposal; and
1.2 Consultant has agreed to provide the Services outlined in its Proposal, on the terms
and conditions stated in this Contract.
2 CONTRACT: This Agreement is a Contract, representing the entire and integrated
agreement between the parties and supersedes any prior negotiations, written or oral
representations and agreements. The Agreement incorporates the following Contract
Documents. In resolving inconsistencies between two or more of the Contract Documents,
they shall take precedence in the order enumerated, with the first listed Contract Document
having highest precedence.
The Contract Documents, except for amendments executed after execution of this Contract, are:
2.1 Change Orders;
2.2 Notice to Proceed;
2.3 This Contract;
2.4 The following Addenda, if any:
Number Date Page(s)
2.5 The following Special Conditions of the Contract, if any:
Document Title Page(s)
2.6 Notice of Award;
2.7 Request for Proposals, containing 5 pages, dated December 17, 2025;
2.8 Consultant's Proposal, containing 13, dated January 9, 2026; and
Attachment 2
Town of Estes Park Professional Services Contract --Page 2 of 12
2.9 Insurance Certificates.
3 SCOPE OF SERVICES: Consultant shall provide and furnish at its own cost and expense all
materials, machinery, equipment, tools, superintendence, labor, insurance and other
accessories and services necessary to provide its Services in strict accordance with the
conditions and prices stated in the Contract Documents.
4 BEGINNING WORK AND COMPLETION SCHEDULE: The Consultant shall begin
services under this Contract upon receiving Town’s notice to proceed. Consultant shall
timely perform its Services, according to the Performance Schedule attached to and
incorporated into this Contract or as otherwise directed by Town.
5 PRICE: The Town will pay Consultant for the performance of this Contract, not to exceed
$96,500, as the Price for the total Services performed as stipulated in Consultant's Proposal.
This Contract does not create a multiple fiscal year direct or indirect debt or other financial
obligation. Each request for service shall incur a concurrent debt for that request only. All
financial obligations of the Town under this Contract are contingent upon appropriation,
budgeting, and availability of specific funds to discharge such obligations.
6 TIME OF PAYMENTS TO CONSULTANT: The Consultant shall bill its charges to the
Town periodically, but no more frequently than once a month. Each bill shall contain a
statement of the time the primary employees spent on the Services since the previous bill, a
brief description of the Services provided by each such employee, and an itemization of
direct expenses. The Town will pay each such bill which it finds to be in accordance with
this Contract within forty-five days of its receipt. If Town questions any part of a bill, finds
any part of a bill does not conform to this Contract, or claims the right to withhold payment
of any part of a bill, it will promptly notify Consultant of the question, nonconformity or
reasons for withholding.
7 QUALIFICATIONS ON OBLIGATIONS TO PAY: No partial payment shall be final
acceptance or approval of that part of the Services paid for, or shall relieve Consultant of any
of its obligations under this Contract. Notwithstanding any other terms of this Contract,
Town may withhold any payment (whether a progress payment or final payment) to
Consultant under the following conditions:
7.1 Consultant fails to promptly pay all bills for labor, material, or services of consultants
furnished or performed by others to perform Services.
7.2 Consultant is in default of any of its obligations under this Contract or any of the
Contract Documents.
7.3 Any part of such payment is attributable to Services not conforming to this Contract.
(Town will pay for any part attributable to conforming Services).
7.4 Town, in its good faith judgment, determines that the compensation remaining unpaid
will not be sufficient to complete the Services according to this Contract.
Town of Estes Park Professional Services Contract --Page 3 of 12
8 CONSULTANT'S DUTIES:
8.1 Town enters into this Contract relying on Consultant’s special and unique abilities to
perform the Services. Consultant accepts the relationship of trust and confidence
established between it and the Town by this Contract. Consultant will use its best
efforts, skill, judgment, and abilities. Consultant will further the interests of Town
according to Town’s requirements and procedures, according to high professional
standards.
8.2 Consultant has and will undertake no obligations, commitments, or impediments of
any kind that will limit or prevent its performance of the Services, loyally, according
to the Town's best interests. In case of any conflict between interests of Town and any
other entity, Consultant shall fully and immediately disclose the issue to Town and,
without Town's express approval, shall take no action contrary to Town's interests.
8.3 Consultant’s Services under this Contract shall be of at least the standard and quality
prevailing among recognized professionals of expert knowledge and skill engaged in
the Consultant's same profession under the same or similar circumstances.
8.4 Consultant's work, including drawings and other tangible work products provided to
Town, will be accurate and free from any material errors, and will conform to the
requirements of this Contract. Town approval of defective drawings or other work
shall not diminish or release Consultant's duties, since Town ultimately relies upon
Consultant's skill and knowledge.
8.5 The Contract Documents determine whether the Consultant's Scope of Services
includes detailed independent verification of data prepared or supplied by Town.
Consultant will, nevertheless, call to Town's attention anything in any drawings,
plans, sketches, instructions, information, requirements, procedures, or other data
supplied to Consultant (by the Town or any other party) that Consultant knows, or
reasonably should know, is unsuitable, improper, or inaccurate for Consultant's
purposes.
8.6 Consultant shall attend such meetings on the work stated in this Contract, as Town
requires. Town will give reasonable notice of any such meetings, so Consultant may
attend.
8.7 As applicable state and federal laws may require, Consultant will assign only persons
duly licensed and registered to do work under this Contract.
8.8 Consultant shall furnish efficient business administration and superintendence and
perform the Services in the most efficient and economical manner consistent with the
best interests of Town.
8.9 Consultant shall keep its books and records for Services and any reimbursable
expenses according to recognized accounting principles and practices, consistently
applied. Consultant shall make them available for the Town's inspection at all
Town of Estes Park Professional Services Contract --Page 4 of 12
reasonable times. Consultant shall keep such books and records for at least three (3)
years after completion of the Services.
9 TOWN'S DUTIES:
9.1 Town will provide full information to the Consultant on the Town's requirements in a
timely manner.
9.2 Town will assist the Consultant by providing such pertinent information available to
Town, including maps, studies, reports, tests, surveys and other data, as Consultant
specifically requests.
9.3 Town will examine all tests, reports, drawings, specifications, maps, plans and other
documents presented by the Consultant to Town for decisions. Town will obtain the
advice of other consultants, as the Town thinks appropriate. Town will give decisions
to the Consultant in writing within a reasonable time.
9.4 Town will appoint a person to act as Town's representative on this Agreement. This
person will have authority to issue instruction, receive information, interpret and
define the Town's policies and decisions on the Consultant’s Services.
9.5 Town will give prompt written notice to the Consultant when the Town notices any
development that affects the scope or timing of the Services.
10 USE OF FINAL PRODUCT: Consultant may have limited involvement after the completion
of this Agreement and lacks control of the future use of Consultant's work. Except for
deficiencies in Consultant’s performance under this Agreement, future use and interpretation
of Consultant’s work is at the risk of Town or other users.
10.1 The Consultant will keep record copies of all work product items delivered to the
Town.
11 OWNERSHIP OF DOCUMENTS AND OTHER MATERIALS: All drawings,
specifications, computations, sketches, test data, survey results, renderings, models, and
other materials peculiar to the Services of Consultant or Consultant’s subconsultants under
this Contract are property of Town, for its exclusive use and re-use at any time without
further compensation and without any restrictions. Consultant shall treat all such material
and information as confidential, and Consultant shall neither use any such material or
information or copies on other work nor disclose such material or information to any other
party without Town's prior written approval. Upon completion of Services, or at such other
time as the Town requires, Consultant shall deliver to the Town a complete, reproducible set
of all such materials. For copyright ownership under the Federal Copyright Act, Consultant
conveys to Town and waives all rights, title and interest to all such materials in written,
electronic or other form, prepared under this Contract. Town shall have worldwide reprint
and reproduction rights in all forms and in all media, free of any claims by the Consultant or
its subconsultants and subcontractors. The Town's rights, granted above, in drawing details,
designs and specifications that are Consultant's standard documents for similar projects, and
in Consultant’s databases, computer software and other intellectual property developed, used
Town of Estes Park Professional Services Contract --Page 5 of 12
or modified in performing Services under this Contract are not exclusive, but joint rights,
freely exercisable by either the Town or the Consultant.
All design documents, including drawings, specifications, and computer software prepared
by Consultant according to this Contract comprise Consultant's design for a specific Project.
Neither party intends or represents them as suitable for reuse, by Town or others, as designs
for extension of that same Project or for any other project. Any such reuse without prior
written verification or adaptation by Consultant for the specific purpose intended will be at
user's sole risk and without liability or legal exposure to Consultant. Except as required for
performance under this Contract, Consultant's verification or adaptation of design
documents will entitle Consultant to additional compensation at such rates as the Consultant
may agree.
12 CHANGE ORDERS: Town reserves the right to order work changes in the nature of
additions, deletions, or modifications, without invalidating this agreement, and agrees to
make corresponding adjustments in the contract price and time for completion. All changes
will be authorized by a written change order signed by Town. Work shall be changed, and
the contract price and completion time shall be modified only as set out in the written
change order.
13 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:
OF ESTES PARK:
:
14 COMPLIANCE WITH LAW: Consultant will perform this Contract in strict compliance
with applicable federal, state, and municipal laws, rules, statutes, charter provisions,
ordinances, and regulations (including sections of the Occupational Safety and Health
Administration [OSHA] regulations, latest revised edition, providing for job safety and
health protection for workers) and all orders and decrees of bodies or tribunals applicable to
work under this Contract. Consultant shall protect and indemnify Town against any claim or
liability arising from or based on the violations of any such law, ordinance, regulation, order,
or decrees by itself or by its subcontractors, agents, or employees. Town assumes no duty to
ensure that Consultant follows the safety regulations issued by OSHA. The Contractor shall
indemnify, hold harmless, and assume liability on behalf of the Town and its officers,
employees, and agents, for all costs, expenses, claims, damages, liabilities, court awards,
attorney fees and related costs, and any other amounts incurred by the Town in relation to
the Contractor’s noncompliance with the accessibility standards for an individual with a
disability adopted by the Colorado Office of Information Technology pursuant to section 24-
85-103, C.R.S.
Town of Estes Park Professional Services Contract --Page 6 of 12
15 PERMITS AND LICENSES: The Consultant shall secure all permits and licenses, pay all
charges, files, and taxes and give all notices necessary and incidental to the lawful
prosecution of its Services. Anyone conducting business in the Town of Estes Park is
required a business license which can be obtained from the Town Clerk’s Office.
16 PATENTED DEVICES, MATERIALS AND PROCESSES: The Consultant shall hold and
save harmless the Town from all claims for infringement, by reason of fee use of any
patented design, device, material, process, or trademark or copyright and shall indemnify the
Town for any costs, expenses, and damages, including court costs and attorney fees, incurred
by reason of actual or alleged infringement during the prosecution or after completion of
Services.
17 INSURANCE: Consultant shall, at its own costs, secure and continuously maintain through
the term of this Contract the minimum insurance coverages listed below, with forms and
insurers acceptable to Town. In addition, Consultant shall maintain such coverages for the
insurance listed in Paragraphs 17.1, 17.3 and 17.4 for two additional years. For any claims-
made policy, Consultant shall include the necessary retroactive dates and extended reporting
periods to maintain continuous coverage.
17.1 Professional Liability/Errors and Omissions for at least $1,000,000.
17.2 Workers' Compensation according to the Workers' Compensation Act of the State of
Colorado and Employer's Liability with limits of at least $500,000. Consultant shall
require any sub Consultant hired by the Consultant to carry Workers’ Compensation
and Employer’s Liability coverage.
17.3 General liability, including contractual liability, of at least $1,000,000 per each
occurrence plus an additional amount adequate to pay related attorney's fees and
defense cost. Coverage shall include bodily injury, property damage, personal injury,
and contractual liability.
17.4 Comprehensive Automobile Liability with minimum limits for bodily injury and
property damage coverage of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorneys' fees and defense costs, for each
of Consultant's owned, hired or non-owned vehicles assigned to or used in
performance of this Contract.
17.5 The required general liability and comprehensive automobile liability policies shall
contain endorsements to include Town and its officers and employees as additional
insureds. The required professional liability and workers’ compensation policies or
coverages shall not contain endorsements including the Town, its officers or
employees as additional insureds. Every policy required above shall be primary
insurance. Any insurance or self-insurance benefits carried by Town, its officers, or
its employees, shall be in excess and not contributory to that provided by Consultant.
17.6 Consultant shall, upon request, provide Town a certified copy of each required policy.
Town of Estes Park Professional Services Contract --Page 7 of 12
17.7 As evidence of the insurance coverages required by this Contract, before beginning
work under this Contract, Consultant shall furnish certificates of insurance certifying
that at least the minimum coverages required here are in effect and specifying the
liability coverages (except for professional liability) are written on an occurrence
form to:
Town of Estes Park
170 MacGregor Avenue
PO Box 1200
Estes Park, CO 80517
Attention: Housing and Childcare Manager
With the exception of professional liability and workers’ compensation, policy or
policies providing insurance as required will defend and include the Town, its Board,
officers, agents and employees as additional insureds on a primary basis for work
performed under or incidental to this Contract. Required insurance policies shall be
with companies qualified to do business in Colorado with a general policyholder’s
financial rating acceptable to the Town. The policies shall not be cancelable or subject
to reduction in coverage limits or other modification except after thirty days prior
written notice to the Town. General liability and automobile policies shall be for the
mutual and joint benefit and protection of the Consultant and the Town. These policies
shall provide that the Town, although named as an additional insured, shall
nevertheless be entitled to recover under said policies for any loss occasioned to it, its
officers, employees, and agents by reason of acts or omissions of the Consultant, its
officers, employees, agents, sub-consultants, or business invitees. They shall be
written as primary policies not contributing to and not in excess of coverage the Town
may carry.
17.8 If Consultant is self-insured under the laws of the State of Colorado, Consultant shall
provide appropriate declarations and evidence of coverage.
17.9 Consultant shall not cancel, change, or fail to renew required insurance coverages.
Consultant shall notify Town's designated person responsible for risk management of
any reduction or exhaustion of aggregate limits, which Town may deem to be a
breach of this Contract.
17.10 The Town relies on, and does not waive or intend to waive, by any provision of this
Contract, the monetary limitations or any other rights, immunities, and protections
provided by the Colorado Governmental Immunity Act, § 24-10-101 et seq., C.R.S.,
as from time to time amended, or otherwise available to the parties, their officers, or
their employees.
17.11 If any insurance required here is to be issued or renewed on a claims-made form as
opposed to the occurrence form, the retroactive date for coverage will be no later than
the commencement date of the project and will state that in the event of cancellation
or nonrenewal, the discovery period for insurance claims (tail coverage) will be at
least 72 months.
Town of Estes Park Professional Services Contract --Page 8 of 12
17.12 Consultant shall not cancel, non-renew or cause insurance to be materially changed or
replaced by another policy without prior approval by Town.
18 INDEMNIFICATION:
18.1 Consultant and its agents, principals, officers, partners, employees, and
subcontractors ("Indemnitors") shall and do agree to indemnify, protect, and hold
harmless the Town, its officers, employees, and agents ("Indemnitees") from all
claims, damages, losses, liens, causes of actions, suits, judgments, and expenses
(including attorneys’ fees), of any nature, kind, or description ("Liabilities") by any
third party arising out of, caused by, or resulting from any Services under this
Contract if such Liabilities are: (1) attributable to bodily injury, personal injury,
sickness, disease, or death of any person, or to the injury or destruction of any
tangible property (including resulting loss of use or consequential damages) and (2)
caused, in whole or in part, by any error, omission or negligent act of the Consultant,
anyone directly or indirectly employed by it, or anyone for whose acts Consultant
may be liable.
18.2 If more than one Indemnitor is liable for any error, omission or negligent act covered
by this Agreement, each such Indemnitor shall be jointly and severally liable to the
Indemnitees for indemnification and the Indemnitors may settle ultimate
responsibility among themselves for the loss and expense of any such indemnification
by separate proceedings and without jeopardy to any Indemnitee. This Agreement
shall not eliminate or reduce any other right to indemnification or other remedy the
Town, or any of the Indemnitees may have by law.
18.3 As part of this indemnity obligation, the Consultant shall compensate the Town for
any time the Town Attorney's Office and other counsel to the Town reasonably spend
on such claims or actions at the rates generally prevailing among private practitioners
in the Town of Estes Park for similar services. This obligation to indemnify the Town
shall survive the termination or expiration of this Agreement.
19 INDEPENDENT CONTRACTOR: Consultant shall perform all Services under this
Agreement as an independent contractor, and not as an agent or employee of Town. No
employee or official of Town shall supervise Consultant. Consultant shall exercise no
supervision over any employee or official of Town. Consultant shall not represent that it is
an employee or agent of the Town in any capacity. Consultant’s officers, employees and
agents are not entitled to Workers' Compensation benefits from the Town, and
Consultant is obligated to pay federal and state income tax on money earned under this
Agreement. Except as this Agreement expressly states, Consultant shall, at its sole expense,
supply all buildings, equipment and materials, machinery, tools, superintendence, personnel,
insurance and other accessories and Services necessary. This Agreement is not exclusive;
subject the terms of this Agreement, Town and Consultant may each contract with other
parties.
20 PROVISIONS CONSTRUED AS TO FAIR MEANING: Any tribunal enforcing this
Agreement shall construe its terms as to their fair meaning, and not for or against any party
based upon any attribution to either party.
Town of Estes Park Professional Services Contract --Page 9 of 12
21 HEADINGS FOR CONVENIENCE: All headings, captions and titles are for convenience
and reference only and of no meaning in the interpretation or effect of this Contract.
22 NO THIRD-PARTY BENEFICIARIES: The parties intend no third-party beneficiaries
under this Contract. Any person besides Town or Consultant receiving services or benefits
under this Agreement is an incidental beneficiary only.
23 TOWN’S RIGHT TO BAR PERSONNEL FROM WORK SITE: For conduct the Town (in
its sole discretion) decides may violate applicable laws, ordinances rules or regulations, or
may expose Town to liability or loss, Town may bar any person (including Consultant's and
subconsultants’ and subcontractors’ employees) from the Town's work sites. Such a bar shall
not require any employee's discharge from employment, but shall merely prohibit the
employee's presence at Town’s work sites. Such a bar shall not warrant an increase in
contract time or Price.
24 WAIVER: No waiver of any breach or default under this Agreement shall waive any other
or later breach or default.
25 TERM: This Contract shall commence on its effective date, and shall continue through July
31, 2026.
26 TERMINATION:
26.1 In addition to any other available remedies, either party may terminate this Contract if
the other party fails to cure a specified default within seven (7) days of receiving
written notice of the default. The notice shall specify each such material breach, in
reasonable detail.
26.2 Town may, at any time, terminate performance of the work, in whole or in part, for its
own convenience. The Town may effect such termination by giving Consultant
written Notice of Termination specifying the extent and effective date of termination.
In case of termination, for convenience, Town shall pay Consultant for work
satisfactorily completed, to the date of termination. The Town shall determine the
portion of work completed.
26.3 If either party so terminates, the Consultant shall promptly deliver to the Town all
drawings, computer programs, computer input and output, analysis, plans,
photographic images, tests, maps, surveys and writer’s materials of any kind
generated in the performance of its Services under this Contract up to and including
the date of termination.
27 SUSPENSION: Without terminating or breaching this Contract, the Town may, at its
pleasure, suspend fee services of the Consultant hereunder. Town may effect suspension by
giving the Consultant written notice one (1) day in advance of the suspension date. Upon
receipt of such notices the Consultant shall cease their work as efficiently as possible, to
keep total charges to a minimum. The Town must specifically authorize any work performed
during suspension. Since suspension and subsequent reactivation may inconvenience the
Town of Estes Park Professional Services Contract --Page 10 of 12
Consultant, Town will endeavor to provide advance notice and minimize its use. After a
suspension has been in effect for thirty days, the Consultant may terminate this Contract at
will.
28 ASSIGNMENT AND DELEGATION: Except as stated, neither party may assign its rights
or delegate its duties under this Contract without the express written approval of the other.
29 SUBCONTRACTING: Except subconsultant clearly identified and accepted in the
Contractor's Proposal, Consultant may employ subconsultants to perform the Services only
with Town's express prior written approval. Consultant is solely responsible for any
compensation, insurance, and all clerical detail involved in employment of subconsultants.
30 GOVERNING LAW AND VENUE: The laws of the State of Colorado shall govern
enforcement and interpretation of this Contract. Venue and jurisdiction for any court action
filed regarding this agreement shall be only in Larimer County, Colorado.
31 AUTHORITY: This instrument forms a contract only when executed in writing by duly
authorized representatives of Town and Consultant. By their signatures on this document,
the signatories represent that they have actual authority to enter this Contract for the
respective parties.
32 INTEGRATION: There are no other agreements on the same subject than expressly stated or
incorporated in this Contract.
33 DAMAGES FOR BREACH OF CONTRACT: In addition to any other legal or equitable
remedy the Town may be entitled to for a breach of this Contract, if the Town terminates
this Contract, in whole or in part, due to Consultant’s breach of any provision of this
Contract, Consultant shall be liable for actual and consequential damages to the Town.
Signature pages follow.
Town of Estes Park Professional Services Contract --Page 11 of 12
CONSULTANT
By:
Date
Title: _______________________________
State of )
) ss
County of )
The foregoing instrument was acknowledged before me this __________ day of
____________________, 2026, by ______________________________, as
_____________________________ of ______________________________, Consultant. (If by
natural person or persons, insert name or names; if by person acting in representative or official
capacity or as attorney-in-fact, insert name of person as an executor, attorney-in-fact, or other
capacity or description; if by officer of corporation, insert name of such officer or officers as the
President or other officers of such corporation, naming it.)
Witness my hand and official Seal.
My Commission expires .
Notary Public
Town of Estes Park Professional Services Contract --Page 12 of 12
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 , 2026.
Witness my hand and official Seal.
My Commission expires .
Notary Public
Request for Proposals (RFP)
ESTES VALLEY CHILDCARE FACILITY MASTER PLAN CONSULTANT
Issued by: Town of Estes Park
Issue Date: December 17, 2025
Proposal Due Date: January 12, 2025, by 5:00 pm MST
INTRODUCTION
The Town of Estes Park is seeking proposals from qualified consultants or firms to develop a
Childcare Facility Master Plan that identifies strategies, opportunities, and actionable steps to
expand and sustain local childcare capacity.
This project is supported by funding from the Colorado Department of Local Affairs (DOLA) and
will align with DOLA’s best practices for childcare facility planning, capital investment, and
community development. The resulting plan will guide the Town’s future investments,
partnerships, and policy decisions related to the potential development of childcare facilities in
the Estes Valley.
Project Purpose and Objectives
The purpose of this project is to create an implementable, community-aligned Childcare Facility
Master Plan that:
●Assesses the current state of childcare needs, facilities, and land use;
●Engages community stakeholders, childcare providers, and local/regional partners;
●Aligns with state and regional best practices, including DOLA Best Practices;
●Identifies priority projects and funding mechanisms; and
●Supports the Town’s long-term goal to strengthen childcare access, quality, and
affordability.
Key Objectives:
1.DOLA Best Practice: Conduct work to pursue the adoption of at least one HB24-1237
and/or DOLA approved qualifying best practice to promote the development of childcare
facilities.
2.Assessment: Review existing childcare facilities, available land, zoning, and
infrastructure to determine need and opportunities for new or expanded facilities.
Attachment 3
3. Stakeholder Engagement: Collaborate with community stakeholders to understand local
needs and priorities, as well as where there might be opportunities for community
partnerships to address the needs and priorities.
4. Policy and Funding: Recommend strategies and investments that expand and enable a
sustainable childcare facility infrastructure.
5. Management and Operations: Provide a roadmap for the Town’s potential role in
owning, leasing, or managing childcare facilities.
6. Implementation: Develop an actionable plan that aligns with local planning initiatives and
supports the long-term development of childcare capacity.
SUBMISSION INSTRUCTIONS
Submit proposals electronically in PDF format to:
Carlie Bangs, Housing and Childcare Manager
Town of Estes Park
Email: cbangs@estes.org
Subject Line: RFP- CC Facility Master Plan
All proposals must be received according to the Proposed Schedule presented in this RFP
below. Proposals must be submitted electronically through one of the following means: email to
Carlie Bangs, cbangs@estes.org or submitted to Rocky Mountain e-Purchasing (BidNet). Rocky
Mountain e-Purchasing offers both “free” and “paying” registration options that allow for full
access of documents and for electronic submission of proposals. Please note that “free”
registration may take up to 24 hours to process. Please plan accordingly.
http://www.bidnetdirect.com/colorado
Proposed Schedule
1. Issue RFP December 17, 2025
2. RFP Submission Deadline January 12, 2026
3. Selection of Consultant January 16, 2026
4. Project Kickoff February 9, 2026*
5. Draft Plan May 15, 2026
6. Final Plan Delivered June 15, 2026
*There is an option to apply for an extension of the timeline with DOLA in February, if
necessary, to meet the appropriate outcomes of the Master Plan.
Proposals must be received no later than 5:00 pm MST on January 12, 2026. Late submissions
and paper copies of proposals will not be accepted.
The Town reserves the right to reject any or all submissions, to waive informalities and
irregularities in the submissions received, and to accept any portion of any submission if
deemed in the best interest of the community.
All materials submitted become the property of the Town. Information submitted is subject to the
Colorado Open Records Act.
Budget
The entire project budget is not to exceed $100,000.
SCOPE OF WORK
The consultant will be expected to complete the following tasks:
Task 1: Project Initiation and Review of Existing Work
● Meet with Town staff to confirm goals, deliverables, and timeline.
● Review relevant planning and policy documents, including childcare studies, housing
and workforce assessments, and land use plans.
● Identify how this plan can build upon existing local and regional work and align with the
Town’s strategic objectives (Annual 6E Funding Plan).
Task 2: Community and Stakeholder Engagement
● Develop and implement an engagement plan that ensures inclusive participation.
● Summarize engagement findings to inform facility, policy, and funding recommendations.
Task 3: Facilities, Land-Use, and Town-owned Property Analysis
● Inventory and assess existing childcare facilities, including capacity, condition, and
utilization.
● Evaluate potential development sites and analyze zoning and regulatory constraints.
● Identify opportunities for adaptive reuse of Town-owned or private buildings.
● Assess the management and operation of Town-owned facilities to determine their
potential role in childcare delivery.
Task 4: Policy, Funding, and Management Strategy
● Recommend priority use of funding for both public development and private investment
in childcare facilities.
● Develop guidelines for Town investment in private childcare facility and capital
development projects, including eligibility criteria and partnership structures.
● Provide recommendations for management models of childcare facilities that ensure
long-term operational and fiscal sustainability.
● Identify DOLA Best Practice
Task 5: Management and Operation Plan
● Propose a pipeline for the acquisition and/or development of childcare facilities to be
owned by the Town.
● Present a comprehensive management and leasing plan for multiple Town-owned
childcare facilities to providers, including structured policies and procedures for
partnerships with providers.
● Recommend a budget and financial framework for the ongoing operation, maintenance,
and reinvestment in a portfolio of childcare facilities
● Outline potential roles and responsibilities for the Town, private operators, and key
partner organizations.
Task 6: Draft and Final Plan Development
● Prepare a draft Childcare Facility Master Plan, including findings, stakeholder input, and
prioritized recommendations
● Present the draft plan to DOLA, Town staff, elected officials, and the community for
feedback
● Incorporate revisions and submit a final, implementation-ready plan
Deliverables
● Summary of existing conditions and needs
● Stakeholder engagement summary
● Facilities and land use analysis
● Policy, funding, and management strategy
● Management and operation plan for Town-owned facilities
● Draft and final Childcare Facility Master Plan
● Presentation to Town Board and/or community stakeholders
Proposal Requirements
Proposal must include the following:
1. Cover letter summarizing interest and understanding of the project
2. Project understanding and approach describing how the consultant will accomplish the
scope of work
3. Project team and qualifications including resumes and relevant project experience
4. Work plan and timeline with major tasks and milestones
5. Budget and cost proposal detailing fees by task and personnel
6. References
Conditions for Proposal Submittal
1. The proposal must be signed by a duly authorized official.
2. No proposal will be accepted from any person, Consultant or corporation that is in
arrears for any obligation to the Town, or that otherwise may be deemed irresponsible or
unresponsive by the Town staff or Board.
3. Only one proposal will be accepted from any one person, Consultant or corporation.
4. The Town reserves the right to reject any and all proposals or any part thereof. The right
is reserved to waive any formalities or informalities contained in any proposal, and to
award a contract to the most responsive and responsible proposing Consultant as
deemed in the best interest of the Town and supporting organization providing financial
assistance to this project.
5. All proposals shall be prepared in a comprehensive manner as to content, but no
necessity exists for expensive or promotional materials. An electronic version of the
proposal is required.
6. All costs incurred in the preparation of this proposal shall be borne solely by the
proposing Consultant.
7. The Town reserves the right to negotiate final terms with the selected proposer that may
vary from those contained in the RFP and addenda.
The Town reserves the right to request and contact a client list from the proposer, for the
purpose of determining potential conflicts of interest. This list shall be considered proprietary.
EVALUATION CRITERIA
Proposals will be evaluated based on:
● Understanding of project goals and scope:
○ Demonstrated comprehension of the Town’s objectives and the broader context
of childcare access, community development, and sustainability.
● Relevant experience in childcare facility planning and community engagement:
○ The Town will prioritize consultants that demonstrate strong experience in:
■ Early Childhood infrastructure and planning;
■ Zoning, land use, and development code reform;
■ Community engagement and needs assessment;
■ Strategic planning for local governments; and
■ Childcare facility management, including operations, leasing, and
budgeting.
● Integration and Coordination:
○ Ability to integrate recommendations with existing local and regional planning
efforts and align with DOLA best practices.
● Project Approach and Methodology:
○ Quality, clarity, and feasibility of the proposed approach to completing the scope
of work.
● Cost effectiveness and proposed timeline:
○ Appropriateness of the proposed budget relative to the scope and deliverables.
● References and Past Performance:
○ Demonstrated success on comparable projects and satisfaction of prior clients
Page 1 of 2
January 22, 2026
Executives Partnering to Invest in Children (EPIC)
ATTN: Alethea Gomez
711 Park Avenue West
Denver, CO 80205
RE: NOTICE OF CONTRACT AWARD
Dear Alethea,
Congratulations! We are pleased to award your company the Professional Services Agreement for
the Childcare Facility Master Plan in the amount of $96,500. The contract is currently under our
internal review, and I will pass it along to you as soon as I get it. After your review, please
complete, sign and notarize the contract documents (but do not date). I will need the contract
returned to me no later than February 3, 2026 as I am targeting the February 10, 2026 Town Board
meeting for the approval of this contract. The final contract execution is contingent on Town
approval.
Upon receiving the fully executed contract with appropriate Town signatures (after February 10th),
please provide your company’s W9 and insurance certificates within ten (10) days of receipt of the
contract and Notice to Proceed. If a new license is needed, the Town of Estes Park Business license
is available at: https://estespark.colorado.gov/businesslicensing
Page 2 of 2
The following minimum limits of coverage are required on the Certificate of Insurance:
• Professional Liability/Errors and Omissions for at least $1,000,000.
• Workers' Compensation according to the Workers' Compensation Act of the State of Colorado and
Employer's Liability with limits of at least $500,000.
• General liability, including contractual liability, of at least $1,000,000 per each occurrence plus an
additional amount adequate to pay related attorney's fees and defense cost. Coverage shall include
bodily injury, property damage, personal injury, and contractual liability.
• Comprehensive Automobile Liability with minimum limits for bodily injury and property damage
coverage of at least $1,000,000 per each occurrence plus an additional amount adequate to pay
related attorneys' fees and defense costs, for each of Consultant's owned, hired or non-owned
vehicles assigned to or used in performance of this Contract.
The Contractor shall list the Town of Estes Park (whose address is 170 MacGregor Ave, Estes
Par, CO 80517) as an Additional Insured on all insurance policies associated with this project.
Additionally, the Contractor shall provide a copy of the insurance certificate to the Town of
Estes Park prior to commencement of construction to document compliance with this
requirement.
Respectfully submitted,
Carlie Bangs
Carlie Speedlin Bangs
Housing and Childcare Manager
Town of Estes Park
cbangs@estes.org
Executives Partnering to Invest in Children
Town of Estes Park
Request for Proposal Submission
January 9, 2026
Introduction and Project Understanding
EPIC is pleased to submit this proposal in partnership with the Town of Estes Park to support
development of a Childcare Facility Master Plan and Facility Management Plan for the Estes
Valley. EPIC brings a deep commitment to strengthening community serving infrastructure and a
demonstrated ability to translate complex planning, regulatory, and operational considerations
into actionable strategies. EPIC’s interest in this work is grounded in our experience supporting
communities facing workforce and childcare access challenges in high-cost, high-demand
environments similar to the Estes Valley. We understand that effective childcare facility
planning must balance near-term capacity needs with long-term operational sustainability,
regulatory compliance, and responsible public investment. This project presents an important
opportunity to align childcare infrastructure with economic vitality, workforce stability, and
community resilience. These objectives are central to EPIC’s practice.
EPIC is uniquely qualified to lead this effort due to our integrated approach to childcare facility
planning. Our team combines expertise in community engagement, data-driven needs
assessment, facility planning, and implementation strategy. We are experienced in building upon
prior studies and local knowledge while filling critical gaps through targeted analysis and
stakeholder input. This ensures that planning recommendations are both context-sensitive and
decision-ready.
A distinguishing feature of EPIC’s approach is our ability to manage and integrate specialized
technical partners, including architects and design/construction professionals, to inform realistic
and compliant facility concepts. By coordinating planning-level design, feasibility analysis, and
preliminary cost considerations, EPIC ensures that recommended sites and strategies are
grounded in implementable solutions aligned with Colorado childcare licensing requirements,
building and fire codes, accessibility standards, and local land use regulations.
EPIC also brings a strong understanding of public-sector governance, grant-funded project
delivery, and DOLA best practices. Our team is accustomed to working closely with municipal
staff, boards, providers, employers, and regional partners to produce clear, well-documented
deliverables that support grant compliance, policy adoption, and capital planning. We emphasize
transparent communication, disciplined project management, and practical implementation tools
that allow communities to move confidently from planning to action.
Through this engagement, EPIC is committed to delivering a high-quality, community-informed,
and sustainable roadmap for childcare facility investment and management in the Estes Valley.
We look forward to partnering with the Town of Estes Park to support long-term childcare
access, workforce participation, and community well-being.
Background and Context
The Town of Estes Park has been awarded a Child Care Planning Grant from the Colorado
Department of Local Affairs (DOLA) to support development of a comprehensive Childcare
Facility Master Plan and Facility Management Plan for the Estes Valley. This initiative responds
to longstanding and emerging childcare capacity challenges that affect local families, employers,
and workforce stability.
The purpose of this project is to establish a sustainable, data-driven framework for the planning,
operation, management, and long-term viability of childcare facilities serving the Estes Valley.
The resulting plans will guide future public and private investment, inform strategic partnerships,
and ensure that childcare infrastructure is aligned with current conditions and projected
community needs.
This work will build upon prior assessments, community conversations, and regional planning
efforts, while filling critical data and policy gaps. Consistent with DOLA best practices, the
project emphasizes coordinated facility planning, responsible capital investment, operational
sustainability, and implementation readiness to support both near-term decision-making and
long-term community resilience.
Project Objectives
1. Assess Childcare Needs and Facility Capacity
Review and synthesize existing assessments of childcare supply, facility conditions, workforce
access, and projected demand within the Estes Valley. This analysis will identify gaps in access,
capacity, quality, and infrastructure that constrain families’ options and limit workforce
participation.
2. Community and Stakeholder Engagement
Design and implement an inclusive, structured community and stakeholder engagement process
that meaningfully incorporates the perspectives of families, childcare providers, employers, and
public partners. Engagement findings will be systematically documented and analyzed to directly
inform childcare facility planning, policy considerations, and funding and investment
recommendations, ensuring that the resulting Master Plan and Facility Management Plan reflect
community priorities, operational realities, and equitable access needs.
3. Develop a Data-Informed Childcare Facility Master Plan
Prepare a Childcare Facility Master Plan that establishes a clear roadmap for coordinated
childcare facility development. The plan will identify priority sites, expansion opportunities,
phasing strategies, and investment recommendations to support sustainable and equitable growth
of childcare capacity across the Estes Valley.
3. Establish a Sustainable Facility Management Framework
Develop a Facility Management Plan for Town owned childcare facilities that provides practical
guidance on governance, operations, maintenance, policies, and budgeting. The framework will
support long-term financial viability, operational consistency, and responsible stewardship of
public assets.
Roles and Responsibilities
Town of Estes Park – Project Lead
The Town of Estes Park will serve as the Project Lead and fiscal agent for the project and will:
• Serve as the primary point of contact for the project
• Provide local data, institutional knowledge, and access to relevant community
stakeholders
• Facilitate engagement with Town staff, childcare providers, employers, and partner
organizations
• Review and approve all major project milestones and deliverables
• Oversee project reporting requirements and ensure compliance with DOLA grant
conditions
Project Manager
The Project Manager will be responsible for coordination and implementation support and will:
• Manage day-to-day project operations, schedules, and workflows
• Support data collection, documentation, and stakeholder communications
• Coordinate meetings, maintain project records, and track deliverables
• Monitor adherence to the approved scope of work, schedule, and budget
Project Associate and Facility Planning Team – EPIC
EPIC will serve as the lead planning and technical consultant and will:
• Review and validate existing childcare needs assessments, facility inventories, and
demand projections, and address data gaps as needed
• Lead stakeholder engagement activities, including interviews, workshops, and facilitated
planning sessions
• Develop the Childcare Facility Master Plan, including site analysis, facility typologies,
expansion scenarios, and capital investment recommendations
• Prepare the Facility Management Plan, including governance models, operational
policies, maintenance frameworks, and long-term budgeting guidance
• Select, contract with, and manage specialized technical partners, including architectural
and design professionals, to support detailed facility planning
• Produce all draft and final reports, presentations, and implementation tools
Architect and Design/Construction Partner
An Architect and Design/Construction Partner will be selected and managed by EPIC to provide
specialized technical expertise related to childcare facility design and feasibility. This role will
ensure that recommended facility concepts are implementable, code-compliant, and aligned with
best practices for early childhood environments. Responsibilities will include:
• Conducting site-specific feasibility assessments for priority childcare facility locations
• Developing conceptual and schematic-level facility plans, test fits, and space programs to
inform planning and cost estimates
• Ensuring alignment with applicable Colorado regulations and requirements, including
childcare licensing standards, building and fire codes, ADA accessibility, health and
safety standards, and local land use regulations
• Providing preliminary construction cost estimates and phasing considerations to support
capital planning and investment prioritization
• Advising on design strategies that support operational efficiency, long-term maintenance,
and high-quality early childhood learning environments
This partner’s work will inform both the Childcare Facility Master Plan and the Facility
Management Plan, ensuring that recommended strategies are grounded in realistic design,
construction, and operational considerations.
Deliverables
This project will produce the following deliverables:
• Summary of Existing Conditions and Needs
A concise synthesis of current childcare supply, facility conditions, workforce demand,
and service gaps affecting families and employers in the Estes Valley.
• Stakeholder Engagement Summary
Documentation of stakeholder and community engagement activities, key themes, and
input, demonstrating how feedback informed facility, policy, and investment
recommendations.
• Facilities and Land Use Analysis
An evaluation of existing and potential childcare facility sites, land use considerations,
regulatory constraints, and feasibility factors to support strategic facility planning.
• Policy, Funding, and Management Strategy
A set of actionable policy recommendations and funding and governance strategies to
support sustainable childcare facility development and long-term operations.
• Management and Operation Plan for Town-Owned Facilities
A practical framework outlining governance, operations, maintenance, budgeting, and
performance considerations for Town owned childcare facilities.
• Draft and Final Childcare Facility Master Plan
A comprehensive planning document presenting facility needs, site recommendations,
phased implementation strategies, and capital investment priorities, refined through Town
and community review.
• Presentation to Town Board and/or Community Stakeholders
A clear, accessible presentation summarizing findings, recommendations, and
implementation steps to support informed decision-making and public communication.
Timeline and Milestones
Phase Activities Estimated
Completion
Phase 1: Project Initiation Contracting, kickoff meeting, finalize scope and
schedule, establish Estes Park working group February 2026
Phase 2: Data Collection
and Assessment
Review existing data, assess facility inventory,
identify needs and gaps February 2026
Phase 3: Stakeholder
Engagement
Interviews, focus groups, and community
engagement sessions February–March 2026
Phase 4: Draft Planning
Documents
Prepare draft Master Plan and Facility
Management Plan April–Early May 2026
Phase 5: Review and
Refinement
Town, partner, and community feedback;
revisions May–June 2026
Phase 6: Final
Deliverables and
Presentation
Final plans, Town Board presentation, and
implementation toolkit July 2026
Reporting and Communication
• Monthly project updates provided to the Town of Estes Park and DOLA
• Bi-weekly coordination meetings among the Project Lead, Project Manager, and
Consultant team
• All draft and final deliverables reviewed and approved by the Project Lead prior to
submission
Budget and Funding
This project is funded through the Colorado Department of Local Affairs (DOLA) Child Care
Planning Grant, with the Town of Estes Park serving as fiscal agent and contract manager. The
final fee may be adjusted following mutual review of scope and deliverables. Factors that may
affect the fee structure include the amount of engagement in Estes Park and the consultant’s role
in facilitating stakeholder, governance body, and employer engagement relative to other project
partners.
Total estimated fees are $93,600, inclusive of:
• Professional services and staff time across the full project timeline
• Engagement and coordination with Estes Park team, officials and project leads
• Stakeholder facilitation, analysis, report preparation, and final product design
Role Primary Responsibilities Estimated Fee Notes /
Assumptions
Project
Management
Day-to-day coordination, schedule
and budget tracking, meeting
logistics, documentation,
deliverable management, and
reporting support
$14,500
Includes bi-weekly
coordination
meetings, monthly
reporting, and
internal project
controls
EPIC – Project
Associate & Facility
Planning Lead
Needs assessment review, data gap
analysis, stakeholder engagement,
development of Childcare Facility
Master Plan, Facility Management
Plan, implementation tools, and
final reporting
$59,000
Core planning and
facilitation role;
includes staff time
across all phases and
primary authorship
of deliverables
Architect & Design
/ Construction
Partner
Site feasibility analysis, conceptual
and schematic facility plans, code
and licensing alignment, space
$18,500
Selected and
managed by EPIC;
scoped for planning-
programming, preliminary cost
estimates
level design
sufficient to support
investment decisions
(not construction
documents)
Materials and
Engagement
Support
Estes Park stakeholder workshops,
presentation materials, graphics,
and final document layout/design
$4,500
May be adjusted
based on number of
in-person sessions
and community
engagement
approach
Total Estimated
Project Cost
$96,500
Funded through
DOLA Child Care
Planning Grant
Fee allocations are planning-level estimates based on the anticipated scope of work and level of effort
by role. Final fees may be refined through mutual agreement following project kickoff, particularly
based on the extent of in-person engagement and the level of architectural analysis required for priority
sites.
EPIC Team Profiles
Alethea Gomez
Alethea joined the EPIC team in 2021 and serves as the Colorado Executive Director for
Executives Partnering to Invest in Children (EPIC). She has worked on both the early education
and business stages for more than 15 years, including teaching, leadership, program and facility
design.
Her early work in Business Administration and Cognitive Studies, as well as Graduate studies in
Life and Developmental Sciences at CU Denver’s Department of Human Development was
followed by her current role at EPIC where she oversees the implementation of its initiatives,
programs and services across the state. She holds several licensures in Colorado in teaching,
behavioral services and workforce coaching, and continues to pursue opportunities to deepen her
experience and knowledge of the field.
Alethea’s experience overseeing large educational institutions in both leadership and design
capacities, working privately and professionally with families, and creating vision, structure and
growth in the departments she has led has honed both her ability to support the needs and goals
of complex projects, and make direct connections to the incredible benefit of the integration of
family and business needs. She is thrilled to continue this work supporting the goals and
expanding the influence of EPIC across Colorado and beyond.
Her past tenures include work with UCLA, Harvard University, Facebook, and Bright Horizons
Family Solutions, specifically supporting the needs of children and families, equipping her with
a unique ability to understand and represent the needs of business owners, educators and
families. Resume (to 2021)
Sarah Mihich- Project Associate
Sarah Mihich serves as an Engagement Associate on the Client Services team at EPIC, where she
leads data and research initiatives to help communities, organizations and leaders identify and
address barriers to child care. She partners with leaders across the country to translate insights
into strategies that drive outcomes for children and families.
Sarah brings over a decade of experience in nonprofit leadership, data strategy, and program
evaluation. Before joining EPIC, she supported early learning systems across Indiana, guiding
statewide networks to strengthen service delivery and align policy with provider needs.
She has also led large-scale data and evaluation initiatives, helping organizations build
frameworks, design tools, and translate complex findings into actionable insights that improve
community outcomes. Earlier in her career, she advanced child well-being efforts through data
literacy, research, and advocacy focused on children and families.
Sarah loves using data to tell meaningful stories and lift up community voices that drive change
for children and families. When she’s not at work, she’s chasing after her toddler twins, spending
time in nature, or finding balance on her yoga mat.
(See attachment for resume)
Other Project Team Notes*
Zanone Project Management – Project Manager Joe Zanone
Zanone Project Management was founded on the principle that the success of our clients is a
success for our company. Our approach to project management is grounded in open
communication, respect for all, and the entrepreneurial spirit.
We bring a hands-on and collaborative approach to project management consulting services that
focuses on candid, timely, and effective communications. Despite the project phase, we believe
that candid conversations establish open and honest communications that will ultimately
contribute to our joint success by not shying away from tough conversations or having to read
between the lines. Similarly, information is only valuable to our clients if it is provided to them
in a timely manner. Our company is dedicated to prioritizing timely feedback and
communication to our clients and vendors so that downstream impacts can be appropriately
evaluated by the project sponsor for budget, timeline, or design changes. Our team understands
that effective communication can vary from client to client and we are experienced in working
with our clients to define effective communication protocols up front so that we can best serve
you.
At Zanone Project Management, we recognize that the design, contracting, and vendor
communities are critical contributors to each project, and we value the services that each
provider brings to the table. We treat each provider with the respect that they deserve in order to
foster strong relationships. These relationships not only make our day to day lives easier, but our
clients also get to experience the advantages of reliable, quality, and cost-effective services that
these relationships bring. We are proud of the community of professionals that come together to
support each of our projects.
Lastly, we are firm believers in the entrepreneurial spirit. A professional with an entrepreneurial
spirit brings a forward looking, growth focused, and self-motivated approach to business that
challenges the individual and the project with new ideas and new approaches that can change
status quo. We don’t just get the work done, we get it done while also looking forward to the end
goal to identify efficiencies or changes that help exceed our clients’ expectations. We don’t want
to be just any consultant or contractor to our clients, we are the provider that will help you grow
your business.
*Project Manager and Architect and Design will be onboard no later than January 23rd as we
are in final stage selections for support teams due to the end of year transition and can share
relevant background, bios and resumes upon request.
References
Katy Hale, MPH
Executive Director
Grand Beginnings, Grand and Jackson Early Childhood Council
katy@grandbeginnings.org
970.725.3391 ext. 1
Stephanie Burke
Director, Center for Equity and Excellence in Aviation
Denver International Airport
stephanie.burke@flydenver.com
Blaise Rastello
Vice President
Ulysses Development Group
blaise.rastello@ulyssesdevelopment.com
301.646.7537
Caryn Osterman
Executive Director
Hebrew Educational Alliance
caryn@headenver.org
303.758.9400 / Fax: 303.867.9850
RESOLUTION 14-26
SETTING THE PUBLIC HEARING FOR A NEW HOTEL & RESTAURANT LIQUOR
LICENSE APPLICATION FOR BYS BROTHERS LLC DBA PROSPECT BISTRO
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 BYS BROTHERS LLC DBA PROSPECT BISTRO, 205 and 207 Park
Lane, Estes Park, Colorado, is December 8, 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, February 24, 2026, 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 3.15 miles, as measured from the center
of the applicant's property.
DATED this 10th day of February, 2026
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Report
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Suzanna Simpson, Management Analyst
Department: Town Administrator’s Office
Date: February 10, 2026
Subject: Economic Development and Workforce Council Base Funding Report
Objective:
The Economic Development and Workforce Council received $65,000 in Base Funding
for the 2025 funding year. Per Policy 671, the organization is required to present to the
Town Board on how they used Town funds to benefit the community and/or advance the
Town’s Strategic Plan for the funding year.
Estes Park Economic Development & Workforce Council (EDWC)
Presentation prepared for Town of Estes Park Board Meeting 2/10/26
Presented by:
Christina Kraft, Chair EDWC, Market President, Bank of Colorado Estes Park
Colleen DePasquale, President, Estes Chamber, EDWC and Foundation
Heading
Attachment 1
Why is Economic Development Important to the Estes Valley
Our economic development approach is focused on Business Retention & Expansion:
•Local businesses are our economic backbone
•Retention is the most cost-effective economic development⚬Supporting current businesses costs far less than recruiting new ones—and delivers faster results.
•Strong businesses = a resilient community⚬Businesses that stay, reinvest, and grow help stabilize employment during seasonal and economic swings.
•Expansion happens organically when conditions are right⚬When businesses feel supported, they reinvest—adding jobs, extending seasons, and improving services.
•Local success keeps dollars circulating locally⚬Profitable, growing businesses buy locally, hire locally, and contribute to community life.
EDWC Members
Christina Kraft, EDWC Chair - Banl of Colorado
Jason Damweber - Town of Estes Park
Trustee Bill Brown - Town of Estes Park
Adam Crowe - Larimer County
Nick Smith - Lumpy Ridge Brewing Company
Peter Levine - Estes Park Housing Authority
Val Thompson - Your Swag Squad
Kevin Benes, BASE 2.0 Facilitator - Running Wild Events
EDWC 2025 Highlights
•Created 2026 BASE 2.0 -includes 10 sessions facilitated by BASE
graduate Kevin Benes (18 companies, 23 attendees), starts 2/10
•Held 21 workshops - Content included Strategic Marketing for
Small Businesses, CO Green Business Network, Human
Resources, Critical & Strategic Thinking, AI and more
⚬Included 190 attendees, 20% non-members
EDWC 2025 Highlights
•Retention&ExpansiontobetteralignwithEconomicDevelopmentwork
⚬Metwithalmost200peoplein-person
⚬We worked with 15 businesses in a 1:1 capacity - this includes bringing in relevant
and requested workshops, convening partners to expand business, assisting with new
projectsandapotentialbusinessclosure
•Hired Kiley Schroeder, Operations Manager and Alyssa Lambert, Member & Event
Coordinator-sharedstaffwithChamberandEDWC
•Created inaugural State of Estes Park event with 105 attendees and 8 speakers,
representingourcounty,thetownandmore
•Regular communication and check-ins with business owners
•Identifying barriers (workforce, housing, infrastructure, regulations) before
they become crises
•Connecting businesses to resources, grants, and technical assistance
•Based on feedback from business community - we sourced, created and shared:
⚬Financial Tools to Help Local Businesses Stay Resilient.pdf
How We are Engaging with the Business Community:
How We are Engaging with the Business Community
•Larimer County Business Resources
•Larimer County Workforce Development Board
•Small Business Development Center - Larimer
•NoCo REDI, including the Business Retention & Expansion Cohort
•OEDIT (Colorado’s Office of Economic Development & International Trade)
•Estes Nonprofit Network
•Visit Estes Park
•Town of Estes Park
•Local Media
Continuing Partnerships that Support Our Efforts:
Applied in late 2025 and achieved redesignation for 10 years starting in 2026
Will be holding hands-on workshops in 2026 to help businesses pre-certify
https://oedit.colorado.gov/enterprise-zone-program
Enterprise Zone
Training:
•Performance Management
•Interviewing and Recruiting for Seasonal Talent
•HR/Compliance 101 Training for Employers in Estes Park
•Seasonal Cash Flow & Smart Financial Management for Small Businesses
•Ready, Set, Grow - Women’s Conference
•BASE 2.0
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ECONOMIC DEVELOPMENT &
WORKFORCE COUNCIL
INVEST IN BUILDING A RESILIENT LOCAL ECONOMY
IN THE MOUNTAIN COMMUNITY OF ESTES PARK
esteschamber.org/economic-development-workforce-council | 970-480-7552 | PO Box 2376, Estes Park, CO
2026 INVESTOR GUIDE
Attachment 2
Our mission is to plan for and promote the economic development of the Estes
Valley in ways that are compatible with qualities that make Estes Park a unique
mountain community, while building a stronger and more broadly-based
economy and tax base; advise and assist existing local businesses to reach their
full potential; and attract new businesses that create primary jobs and new
employment opportunities.
Who We Are
The Economic Development & Workforce Council (EDWC) is
dedicated to fostering a vibrant, diversified, and sustainable
economy for the Estes Valley.
Through collaboration between local business leaders,
government partners, and community stakeholders, the EDWC
works to create opportunities that strengthen our workforce,
support existing businesses, and attract new enterprises that
complement the unique character of our mountain community.
Your investment in the EDWC is an investment in the long-term
economic health of Estes Park — supporting initiatives that
expand job opportunities, improve workforce readiness, and
enhance the quality of life for residents and visitors alike.
“Our business community is the backbone of our
economy and the lifeblood of our mountain village. The
Economic Development and Workforce Council plays a
vital role in sustaining economic health in the Estes
Valley by supporting our businesses and workforce
through both opportunities and challenges. The EDWC
helps ensure a resilient local economy and a high quality
of life for residents and visitors alike. Supporting this
vital segment is essential to preserving and shaping the
character of our community—both today and for the
future.” Christina Kraft, Market President - Bank of
Colorado, EDWC Council Chair Chair
2
The Economic Development Council of
Colorado’s EDIE Award for 2025
Volunteer of the Year.
3
Our Impact & Local Economic Landscape
The Estes Valley ’s economy is shaped by the dynamics of a mountain
community that welcomes millions of visitors each year while supporting a year-
round business community. The EDWC works to strengthen that balance —
supporting employers, expanding workforce opportunities, and building long-
term economic resilience.
Local Economic Snapshot
Why Economic Development Matters
Tourism-driven economy with millions of visitors annually
2750+ local businesses across retail, hospitality, construction, healthcare,
and professional services
Strong small-business foundation; most employers have fewer than 20
employees
Seasonal workforce patterns that shape hiring, housing, and mobility needs
Geographic isolation increases business and workforce challenges
Housing and cost of living impacts recruitment and retention
Seasonal fluctuations affect year-round economic stability
Need for diversified, sustainable employment opportunities
EDWC’s Role & Impact
Convenes business, government, and nonprofit
partners
Elevates employer needs to local and regional
decision-makers
Supports workforce development programs and
initiatives
Provides data-informed insight to guide economic
planning
Aligns resources to strengthen employer success
and community vitality
Bringing together organizations shaping Estes’ economic future
Coordination with the Town of Estes Park, Visit Estes Park, Colorado SBDC, Colorado OEDIT,
NoCo REDI, Larimer County Economic & Workforce Development, and The Economic
Development Council of Colorado
Aligning programs to reduce duplication
Convening stakeholders around key priorities
Supporting employers so they can grow and adapt
Business outreach and assessments
Access to expert consulting
Training in operations, HR, finance, and more
Advocacy for business-friendly policies
Reducing seasonal effects by broadening the economic base
Support for entrepreneurs and small businesses
Growth in professional services, trades, and remote work
Regional collaboration on emerging industries
Strategic Focus Areas
The Economic Development & Workforce Council (EDWC) focuses on strengthening the long-
term economic vitality of the Estes Valley. Our work centers on building a skilled and stable
workforce, supporting local businesses, and fostering a more resilient, diversified economy.
Through strong partnerships and data-driven initiatives, we help create the conditions that
allow employers, employees, and the community as a whole to thrive year-round.
Workforce Development
Building and sustaining a strong year-round workforce.
Workshops and upskilling
Employer partnerships to identify needs
Programs like BASE 2.0
Career pathways for youth and adults
Business Retention & Expansion (BRE)
Economic Diversification
Partnership & Collaboration
Investing in the Economic Development & Workforce Council (EDWC)
means investing in the long-term strength and stability of the Estes
Valley. Your support helps build a resilient economy, a prepared
workforce, and a community where businesses and residents can
thrive year-round.
Why Invest in EDWC
Strengthen the Workforce & Support Local Employers
Your investment helps address one of the Estes
Valley ’s biggest challenges — workforce readiness
and availability. The EDWC provides training,
workshops, employer partnerships, and labor-force
insights that help businesses hire, retain, and grow
year-round.
Build a More Resilient, Diversified Economy
The EDWC works to reduce seasonal effects by supporting
entrepreneurship, attracting primary jobs, and expanding
business sectors beyond tourism. A more balanced economy
creates stability for employers, employees, and the
community as a whole.
Advance Solutions That Support the Local Business
Your investment fuels collaborative efforts to improve the conditions
businesses need to thrive — from workforce support and business
education to regional transportation and community infrastructure
partnerships. These initiatives help ensure that Estes Park remains a
viable place to live, work, and operate a business.
5
Investor Level $250+$1,000+$3,000+$5,000+$10,000+
Investor
Directory Listing
Name + hyperlink
on EDWC website
Name, contact
info + hyperlink
Name, contact
info + hyperlink
Name, contact
info + 3-sentence
business
description +
hyperlink
Name, contact
info + 3-sentence
business
description +
hyperlink
Monthly EDWC
Project Updates
Receive
information
Receive
information
Receive
information
Receive
information
Receive
information
Monthly EDWC
Newsletter
Receive
newsletter
Receive
newsletter Logo recognition Logo recognition Prominent logo
recognition
Annual Impact
Report
Recognition
—Logo recognition Logo recognition Logo recognition Prominent logo
recognition
“State of Estes
Park” Program
Listing
—Company logo in
program
Company logo in
program
Prominent logo +
¼ page ad
Prominent logo,
half-page ad, +
sponsor
recognition
Tickets: “State of
Estes Park” Event —1 ticket 2 tickets 4 tickets 6 tickets (VIP
Table)
Northern
Colorado
Workforce
Symposium
—1 ticket 2 tickets 4 tickets 6 tickets
Industry Alliances
(Wedding,
Downtown &
Retail, Lodging,
Construction)
—Invitation to join
alliances
Invitation to join
alliances
Invitation to join
alliances
Invitation to join
alliances
Education &
Event Marketing
Visibility
—
Logo on event
materials &
signage
Logo on event
materials &
signage
Logo on event
materials &
signage
Prominent logo
placement
Chamber
Membership ——Lily Mountain
($375 value)
Sundance
Mountain ($550
value)
Longs Peak
($1,200 value)
Leadership
Involvement ——
Seat on Member
Advocacy
Committee (MAC)
Seat on Member
Advocacy
Committee (MAC)
Invitation to
quarterly
roundtable with
community
leaders & seat on
MAC
Economic Development & Workforce Council Investor Benefit Levels
The EDWC offers multiple avenues for investors and partners to make a tangible impact
on Estes Valley’s economic future.
Review investment opportunities and identify your area of
interest.
Contact the EDWC to schedule a meeting.
Join a network of leaders shaping the future of Estes Valley.
Economic Development & Workforce Council (EDWC)
(970) 480-7522 ext. 105 | operations@esteschamber.org
esteschamber.org/economic-development-workforce-council
Partnership Pathways
Provide financial investment or in-kind services.
Participate in workforce or business roundtables.
Sponsor a specific EDWC project or program.
Serve as an advisor or mentor in our business development initiatives.
Thank You to Our 2025 Investors
Becoming a partner is easy and flexible to fit your goals
Ways to Get Involved
Next Steps
Scan here for
EDWC’s website
7
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Memo
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Paul Hornbeck, Senior Planner
Department: Community Development
Date: February 10, 2026
Subject: Resolution 15-26 Freelan Heights Subdivision Preliminary Plat, Stanley
Lot 2A LLC, Brad O’Neil Owner/Applicant
Type: Public Hearing, Resolution, Quasi-Judicial,
Objective:
Conduct a public hearing to consider an application for a proposed preliminary
subdivision plat which would create ten single family lots and eliminate six existing
duplex lots, review the application for compliance with applicable standards, and
approve or deny the application.
Present Situation:
The subject property is part of the Stanley Historic District (District) and is therefore
governed by the Stanley Historic District Master Plan Development Standards and
Design Guidelines (Master Plan), which is accessible here. However, development
agreements for properties in the District dictate that subdivision applications remain
subject to the subdivision process contained in the Development Code. Therefore, the
Master Plan standards apply as does the Development Code process for subdivisions.
This means the Master Plan provides the review criteria for Town Board’s decision on
this application. Should this preliminary plat be approved, a final plat application would
also require Town Board approval.
The Master Plan dictates that all “new development” in the District be subject to the
Master Plan process. So, while Town Board is the decision maker on the subdivision,
the Stanley Technical Review Committee (TRC) has authority to approve “new
development”, meaning all improvements associated with the subdivision, including
buildings, site work, and landscaping.
The Master Plan requires the TRC to review all new development first as a Preliminary
Package, followed by a Final Package. This is in addition to review by the Architectural
Review Committee (ARC). The ARC reviewed and approved model home plans
(Attachment #5) for the proposed subdivision in June, 2025, finding them compliant with
relevant design standards. This completes the necessary ARC review, provided future
construction is in general conformance with those plans. The TRC approved the
Preliminary Package on November 4, 2025, finding it met the standards set forth in the
Stanley Master Plan subject to setback variances for two proposed buildings. TRC
review of the Final Package is anticipated to occur after Town Board action on the
Preliminary Plat.
Lot 2 of the Stanley Historic District was platted in 2004 as the Overlook Condominiums,
which included four multifamily buildings, 11 duplex buildings (22 units), and six single
family building envelopes. The multifamily and duplex buildings were subsequently built
out. In 2020, Lot 2 was subdivided in to Lot 2A and 2B, with the unbuilt single-family
envelopes on Lot 2A and the built out multifamily and duplexes on Lot 2B. In 2024 an
amendment to the plat changed the six single-family envelopes on Lot 2A to duplex
building envelopes (i.e. 12 units). This increase in density was in accordance with the
densities permitted in the Stanley Master Plan.
The context of the area includes single family homes to the northeast, the Black Canyon
Inn to the north, duplex and multifamily buildings to the south on Lot 2B, and a
significant rock formation to the west. There is considerable topography on the site, with
slopes on most of the site between 15-30% and the significant rock feature on the
northwest portion of the site with steeper slopes. The site is located outside mapped
flood and geologic hazard areas but is within a mapped wildfire hazard area. Depending
on timing of building permit submittals, the Colorado Wildfire Resiliency Code or
Development Code standards may apply. The site is located within an important wildlife
habitat area per the 1996 Comprehensive Plan wildlife map as a high use area for deer;
however, no fencing is proposed.
Proposal:
The applicants request approval of a preliminary subdivision plat to eliminate the six
existing duplex building envelopes and create 10 single family lots. Lots range in size
from approximately 6,700 to 23,600 square feet. Access to the site is from Overlook
Court, which connects through the Stanley campus to Steamer Parkway. Two private,
shared driveways are proposed to connect to Overlook Court, providing access to
individual lots. The shared driveways will be maintained by lot owners and require a
shared driveway agreement to be recorded with the final plat. The northern driveway
connects to the property to the north, Black Canyon Inn, as an emergency-only access.
Advantages:
The application complies with the relevant standards and criteria set forth below and
with other applicable provisions of the Master Plan. Listed below is a summary of the
major relevant standards from the Master Plan, such as lot standards, density, grading,
and other similar standards normally considered by Town Board in review of
subdivisions. Other more unique standards such as building design are omitted here in
deference to the TRC review of “new development.” However, Town Board may choose
to weigh in on those standards as well.
1. Lots. All lots meet applicable minimum standards prescribed in the Master Plan,
including minimum size of 6,000 square feet.
2. Minimum Open Space. A minimum of 30% designated open space is required.
Each lot includes a building envelope to limit the developable area on each lot
and reserve remaining area as open space in order to meet the 30%
requirement.
3. Grading. Buildings shall be sited in a manner that preserves existing land forms
and overlot grading for the sole purpose of creating flat building pads is
prohibited. The slopes of the site necessitate some disruption to existing
landforms; however, the grading plan shows grading focused around individual
building footprints, rather than creating large, flat building sites. This is consistent
with the objective of minimizing earthwork and placing buildings to fit within
existing contours.
4. Preservation of Significant Vegetation. The Development Code defines
significant conifers trees as those with a diameter at breast height of eight inches
or larger. It appears approximately 20 significant trees will be removed due to
new construction and approximately 25 new trees are proposed. Buildings do
appear sited in a manner to minimize loss of trees. For example, buildings on lots
one and two are clustered towards the common lot line.
5. Preservation of Significant Views. Buildings should be sited in a manner that
preserves significant views. The primary concerns relate to maintaining views to
the site. The most significant views of the historic district are those from the south
towards the Hotel. Those views will not be impacted. Views from the homes north
of the subject parcel will be impacted but not to an unexpected extent given
development is permitted on the subject property; and given the proposed
building orientation leaves view windows southwest towards Longs Peak. Photo
simulations of the new buildings is provided in Attachment #5.
6. Road Alignment. Roads and driveways will require modest cut and fill. Finished
grades appear to generally be within a few feet of existing grades. This is
consistent with the requirement of following contours of the site.
7. Landscaping. The Master Plan seeks to soften off-site views of buildings with
landscaping and plantings that reflects native vegetation patterns. The landscape
plan depicts aspen and spruce trees, located to soften views of buildings.
8. Pedestrian Circulation. The Master Plan requires sites to facilitate pedestrian
circulation. A sidewalk currently exists along Overlook Court, terminating at the
cul-de-sac. The low volume of traffic does not warrant new sidewalks on the
shared driveways.
9. Density. The Master Plan establishes a maximum number of units allowed on
Parcel 2. Detailed calculations provided by the applicant are included with
Attachment #6. The Master Plan refers to Parcel 2, also known as Lot 2, which
was subsequently subdivided into Lots 2A, the subject property, and Lot 2B, the
previously built development to the east. The Master Plan envisioned three
development scenarios for Lot 2, including all residential, with a cap of 46 units,
all accommodations, with a cap of 92 units, or a mix of residential and
accommodations. The maximum allowed units under the mixed development
scenario, which applies in this case, is 92 units, with maximums on each type of
unit. For each residential unit built, the 92 permitted accommodation units
decreases by two units. For every two accommodations units built, the 46
permitted residential units decreases by one.
Lot 2B has 30 accommodations units and Lot 2A is proposed to have 5
accommodations units. The 35 total accommodations units reduces the 46
allowed residential units to 28. The total 15 residential units on Lots 2A and 2B
complies.
Lot 2B has 10 residential units and Lot 2A is proposed to have 5 residential units.
The 15 total residential units reduces the 92 allowed accommodations units to
62. The 35 total accommodations units on Lots 2A and 2B complies.
There is also a cap on the total square footage of accommodations units set at
75,000. TRC approved a variance on July 12, 2022 to allow a maximum
accommodations square footage of 76,776. That maximum is reduced by 1,250
square feet per residential unit. The 15 residential units reduce the allowed
square footage to 58,026. Existing (39,422 s.f.) and proposed (17,865 s.f.)
accommodations square footage is 57,287, under the allowed maximum. To
ensure the allowed maximum is not exceeded, staff requests the plat document
which lots are accommodations units and which are limited to residential use
only.
10. Off-Site Utilities and Services. While not a requirement in the Master Plan,
utility and service providers have reviewed the application. The Water Division,
Power and Communications, Estes Valley Fire Protection District, and Estes
Park Sanitation District have expressed no objections to the proposed
subdivision.
Disadvantages:
None identified.
Action Recommended:
At their January 20, 2026 meeting Planning Commission voted 4-0 to forward to Town
Board a recommendation to approve the preliminary plat, subject to the following
findings and conditions of approval:
Findings:
1. The Planning Commission is the recommending body for the preliminary plat.
2. The Town of Estes Park Board of Trustees is the decision-making body for the
preliminary plat. Town Board approval of a final plat is also necessary to
subdivide the property.
3. Adequate public/private facilities are currently available or will be made available
by the applicant to serve the subject property.
4. This request has been submitted to all applicable reviewing agency staff for
consideration and comment with no objections received.
5. The preliminary plat application complies with applicable standards set forth in
the Stanley Master Plan.
Conditions:
1. The Final Plat shall designate which lots permit accommodations use and which
are restricted to residential use.
2. Access easements and driveway/drainage maintenance agreements, benefiting
all lots with indirect access, shall be included with the Final Plat application and
recorded with the Final Plat.
Finance/Resource Impact:
Future ongoing expenditures for municipal services serving the properties will be minor
compared existing town-wide expenditures on these items.
Level of Public Interest:
As of this writing no formal public comments have been received on this application;
however, staff has received inquiries from three individuals who expressing concern the
application does not comply with the Master Plan.
In accordance with the notice requirements in the Code, notice of this hearing was
published in the Estes Park Trail-Gazette, on January 2, 2026. Notice was mailed to all
required adjacent property owners on January 2, 2026. A sign was posted on the
property by the applicant. A neighborhood meeting was held by the applicant, a
summary of which is enclosed (Attachment #8).
Sample Motion:
1. I move to approve Resolution 15-26.
2. I move to forward to deny the application, finding that … [state findings for
denial].
Attachments:
1. Resolution
2. Statement of Intent
3. Preliminary Subdivision Plat
4. Landscape Plan
5. Building Plans
6. Photo Simulations
7. Density Calculations
8. Neighborhood Meeting Summary
RESOLUTION 15-26
A RESOLUTION APPROVING THE FREELAN HEIGHTS SUBDIVISION
PRELMINARY PLAT
WHEREAS, an application for the Freelan Heights Subdivision Preliminary Plat
was filed by Stanley Lot 2A LLC (Owner/Applicant); and
WHEREAS, the Freelan Heights Subdivision Preliminary Plat proposes
subdivision of a 3.1-acre property to create ten (10) lots in A (Accommodation) Zoning
District within the Stanley Historic District; and
WHEREAS, a public meeting was held before the Estes Park Panning
Commission on January 20, 2026, at the conclusion of which the Planning Commission
voted to recommend approval of the preliminary subdivision plat with the following
findings and conditions:
Findings:
1.The Planning Commission is the recommending body for the preliminary plat.
2.The Town of Estes Park Board of Trustees is the decision-making body for the
preliminary plat. Town Board approval of a final plat is also necessary to
subdivide the property.
3.Adequate public/private facilities are currently available or will be made available
by the applicant to serve the subject property.
4.This request has been submitted to all applicable reviewing agency staff for
consideration and comment with no objections received.
5.The preliminary plat application complies with applicable standards set forth in
the Stanley Master Plan.
Conditions of Approval:
1.The Final Plat shall designate which lots permit accommodations use and which
are restricted to residential use.
2.Access easements and driveway/drainage maintenance agreements, benefiting
all lots with indirect access, shall be included with the Final Plat application and
recorded with the Final Plat.
WHEREAS, a public hearing, preceded by proper public notice, was held by the
Board of Trustees on February 10, 2026 and at said hearing all those who desired to be
heard were heard and their testimony recorded; and
WHEREAS, the Board of Trustees finds the applicant has complied with the
applicable requirements of the Estes Park Development Code and the Stanley Historic
District Master Plan Development Standards and Design Guidelines.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Freelan Heights Subdivision Preliminary Plat is hereby approved, subject to
the following conditions:
1.The Final Plat shall designate which lots permit accommodations use and which
are restricted to residential use.
2.Access easements and driveway/drainage maintenance agreements, benefiting
all lots with indirect access, shall be included with the Final Plat application and
recorded with the Final Plat.
Attachment 1
DATED this 10th day of February, 2026.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
October 29, 2025
Estes Park Community Development
Statement of Intent
Freelan Heights (Stanley Lot 2A)
Summary
We are proposing a for-sale 10-unit mixed residential/accommodations development on
Lot 2A within the Stanley Hotel Historic District in Estes Park. Lot 2A is a 3-acre vacant
site with A-Accommodations zoning and is the remaining development parcel within the
Overlook residential/accommodations community consisting of 40 existing units. The 6
building envelopes within Lot 2A were initially platted for single family homes but were
recently approved for 6 duplexes yielding 12 units.
We are proposing to revise the plat replacing the 6 building envelopes and surrounding
common area with a 10-lot subdivision. We will then construct and sell 10 detached
townhomes to be built within the 10 lots.. We believe this development will provide certain
benefits and advantages to the Stanley residential community including: a distinct product
type not currently offered within the Overlook neighborhood, a preferred unit type for
primary and second home buyers, buildings with smaller massing, and expanded
landscaping between the buildings.
The individual units will be two stories above grade with finished walk-out basements.
Total unit square footage is anticipated to be in the 3,200 to 3,600 sf range. Each unit will
have a 2-car garage and feature up to 5 bedroom/bath suites. Exterior amenities include
south or west facing decks on the main and upper levels and a patio on the lower level.
Except as noted in the variance request section below, the site plan, exterior building
designs and residential/accommodations unit mix will conform with the development
standards and design guidelines within the Stanley Historic District Master Plan. Exterior
siding will consist of natural materials with an appropriate mix of textures and muted
colors that will complement the existing Overlook units. High volume ceilings and
abundant natural light is planned for the interior spaces.
All units will utilize energy efficient designs and construction materials. We anticipate
providing EV charging stations within the unit garages.
Variance Request
With the goal of maximizing unit separation, we are lowering the density from the
approved 12 units to 10 units and requesting variances for the following setback
requirements:
1.15’ south setback for Lot 1. The property directly south of Lot 1 contains a drainage
easement. Accordingly, we request a 10’ south setback for this lot.
Attachment 2
2. 50’ north setback for Lot 6. It appears the Stanley Historic District Master Plan
established the 50’ setback along Lot 2A’s north property boundary as a buffer to help
protect the mountain views enjoyed by the residential properties to the north of Lot 2A.
However, the property directly north of Lot 6 is vacant, non-residential land owned by
Black Canyon Inn. Furthermore, this property has no mountain views due to the large
rock outcropping on the western portion of Lot 6. The property to the north and east
of Lot 6 is currently platted for 8 townhomes but the owners of Black Canyon Inn
recently purchased this property with the intent of rezoning it to Accommodations and
building additional hotel units on this property. Accordingly, we request a reduction of
the 50’ north setback requirement for Lot 6 to 25’, which is the setback requirement for
the eastern property boundary of Lot 2B (the Overlook development).
We believe the site plan with these two set-back variances is advantageous to, and in
conformity with, the intent of the Master Plan and the Guidelines.
Respectfully,
Brad O’Neil
Estes Valley Partners
Don Darling
Darling Enterprise
’
’
Attachment 3
’
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6
5
4
3
2
7 8 9 10
1
KEY
EXISTING TREE TO KEEP
PLANTED ASPEN TREE
PLANTED SPRUCE TREE
NATIVE SHRUB
1.5" ROCK BORDER
NOTES:
ALL PLANTINGS TO BE WATERED
WITH DRIP IRRIGATION .
3' ROCK BORDER AROUND PERIMETER
OF EACH UNIT (1.5" ROCK).
ALL TREES TO BE PLANTED AT LEAST
10' AWAY FROM UNIT
PLACED MOSS ROCK
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REVISIONS
INITIAL:DATE:
DATE:
DRAWN BY:
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LANDSCAPE PLAN
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REVISIONS
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DRAWN BY:CHECKED BY:
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Attachment 4
Stanley Lot 2A
Model Unit Design
preliminary design subject to final refignments
Design Compliance
Floor Plans
Elevations
Perspectives
Model Unit Location
p 2
p 3
p 4-7
p 8-12
p 13
Long's Peak and Continental Divide View to the West
Prospect Mountain and Estes Park View to the South
Lake Estes View to the East
June 16, 2025
Attachment 5
Compliance with Stanley Historic District Master Plan
Key Design Guidelines Proposed Design
Building Form
Development shall provide a unified high quality architectural character with a
variety of building configurations designed to fit the site and create visual
interest with varied rooflines, building footprints, and entry treatments. Roofs
have a minimum pitch of 4:12 and maximum allowable height of 30’ as
defined.
The exterior design of the house has a variety of architecturally distinctive
elements including varying wall planes on each façade, exposed heavy
timber roof framing, and a prominent turret element designed to showcase
the panoramic views from inside. All roofs have a 4:12 pitch and the
uppermost ridgeline has a maximum allowable height of 29’-2”.
Materials
Exterior materials should be in keeping with the mountain environment and
be compatible with the adjacent residential neighborhood. The use of natural
materials such as redwood and cedar, and accent stone is encouraged. Wall
materials should convey a sense of human scale and warmth. Stones should
be laid in a manner that conveys the appearance of a structural element
rather than as a veneer facing another material. They should not convey an
overly urban or industrial character.
The exterior materials align well with the mountain environment and are
compatible with the surrounding neighborhood. The use of cedar wood siding
provides a natural texture and warm appearance. Stonework at the base of
the walls is composed of natural stone giving this material the look of a
structural element and effectively complements the wooden siding. The
combination of these materials including the heavy timber framing enhances
the house’s integration with its natural surroundings.
Colors
On exterior walls the predominant tone should tend toward warm earthy
hues, whether in the natural patina or weathered color of the wall surface
itself or the color of the paint, stain or other coating.
The wood siding features gray/brown stain on the primary walls and a darker
gray/brown stain on the accent walls. The roof shingles and the stone base
will compliment the wood siding with gray/brown tones. Trim will be dark gray.
Decks
Attached decks and patios shall be encouraged but not required for all units.
These shall be spacious, private functional outdoor living spaces carefully
sited and partially enclosed by building walls, low landscape retaining walls,
and plantings. These shall be constructed using the same stone and wood
materials and detailing used on the building exterior.
The house includes decks at each upper level and a lower-level patio that are
spacious and functional. The second level deck, featuring a pergola structure,
is partially enclosed by walls on two sides providing privacy from adjacent
houses. The careful siting of these decks, especially the second level deck
with its elevated views, enhances the house’s relationship with the site.
Miscellaneous
Careful consideration of wind protection, solar orientation, framing of
desirable views, privacy, and varied entry treatments shall be clearly
demonstrated in the building architecture and its relationship to the site and
neighborhood buildings.
The panoramic views of the continental divide to the west to Lake Estes to
the east are framed by the extensive use of glass, the 2-story turret element
and spacious second level deck. All levels at the rear elevation feature large
windows and sliding glass doors maximizing solar gain and natural light.
2
Up
Game
Table
Wet Bar
Mech
Storage
Bedroom Suite 5
Bedroom Suite 4
Family
Patio
Lower Level Main Level Upper Level
Long's Peak and Continental Divide
Prospect Mountain and Estes Park
Lake Estes
Views
Kitchen
Family
Dining
Master Suite
Laundry
Entry
Up
Dn
FP
FP
2-Car Garage with Storage
Deck
Dn
Open to
Below
Bedroom Suite 3
Bedroom Suite 2
Deck
Bar Fridge
Fire
Pit
Linen
FP
Floor Plans
•3,612 finished sf
•2 levels above grade with walkout lower level
•5 bedroom suites
•3 outdoor spaces with upper level heated deck
Up
Grille
Pantry
Mech
3
Front Elevation
A
B
H
A - Vertical cedar siding with gray/brown stain
B - Vertical cedar siding with darker gray/brown stain
C - Dry stacked stone to compliment siding with gray/brown tones
D - Dark gray trim
E - Windows and doors with dark gray frames
F - Heavy wood timber framing with redwood stain
G - Dark gray metal railings
H - Asphalt shingles to compliment siding with gray/brown tones
C
D
F
E
G
4
Left Elevation
29'-2" above
average finished
grade (30' max)
4'-10" average
finished grade
4:12 pitch - all roofs
0'
10'
5
Back Elevation
6
Right Elevation
7
8
9
10
11
12
Lot 2A
Model Unit
13
Stanley Lot 2A Photo Survey ViewsAttachment 6
View 1
View 1
View 2
View 2
View 3
View 3
View 4
View 4
Stanley Allowable Residential and Accommodation Units per Stanley Historic District Master Plan (SHDMP)
9/20/2025
Lot 2B (Overlook Condos) resi and accom units Lot 2A (Freelan Heights) accom units allowed based on SF
Unit #SF Resi Accom Max accom SF per SHDMP 75,000
301 792 792 Overage approved by TRC 7/12/2022 1,776
303 864 864 Revised max accom SF 76,776
305 864 864
307 792 792 Lot 2B resi units 10
311 792 792 Lot 2A resi units 5
313 864 864 Total resi units 15
315 864 864 Accom SF reduced by each resi unit (1,250)
317 792 792 Total accom SF reduced (18,750)
321 792 792 Allowable accom SF 58,026
323 864 864
325 864 864 Lot 2B accom SF total (39,422)
327 864 864 Lot 2A accom SF allowed 18,604
329 792 792 Lot 2A accom SF per unit 3,573
341 792 792 Lot 2A accom units allowed 5
343 864 864
345 864 864 Total resi and accom units allowed per SHDMP
347 864 864 Lot 2A resi and accom units 10
349 792 792 Lot 2B resi and accom units 40
314 1,755 1,755 Total Lot 2A and 2B units 50
316 2,175 2,175 Total resi and accom units allowed 92
318 1,755 1,755
320 2,175 2,175 Total accom units allowed per SHDMP
322 1,755 1,755 Lot 2A accom units 5
324 2,175 2,175 Lot 2B accom units 30
326 1,755 1,755 Total Lot 2A and 2B accom units 35
328 2,175 2,175 Total accom units allowed(1)62
330 1,755 1,755
332 2,175 2,175 Total resi units allowed per SHDMP
334 1,755 1,755 Lot 2A resi units 5
336 2,175 2,175 Lot 2B resi units 10
402 1,755 1,755 Total Lot 2A and 2B resi units 15
404 2,175 2,175 Total resi units allowed(2)28
406 1,755 1,755
408 2,175 2,175 (1) Each resi unit reduces accom units by 2: 92-(15x2)=62
410 1,310 1,310 (2) Each 2 accom units reduce resi units by 1: 46-(35/2)=28
412 1,290 1,290
414 1,310 1,310
416 1,290 1,290
418 1,310 1,310
420 1,290 1,290
Total SF 54,216 14,794 39,422
Total units 40 10 30
Attachment 7
Stanley Lot 2A Neighborhood Meeting Summary
Meeting Date:
Q R
Q How can we build 10 units when there are only 6 existing lots?R
Q How did we fast track the approvals, ie start building a unit without conducting public
meetings and obtaining subdivision approval? R: The model home is being built within one
of the existing building envelopes that only required ARC approval prior to building permit
issuance. The subdivision application is a separate process that is currently underway
with the Town which will involve a series of public meetings.
Q Is the existing infrastructure sufficient to handle the increase in units? R
Q How will drainage work for the site? R
Attachment 8
Q: Will we share in the maintenance cost of Overlook Ct and reimburse Overlook
Homeowners for the original cost of their private road? R: Yes, there’s a plan to share on a
prorata basis maintenance costs, not original cost, for Overlook Ct with the Overlook HOA.
Q: Can we adjust the units to be built on lots 9 and 10 to minimize the impact of the
mountain views from the neighbors to the north? R: We have positioned the location,
orientation and height of unit 10 to minimize the impacts of the mountain views from our
neighbors to the north. Unit 9 sits behind unit 10 and therefore does not a:ect the view.
Q: Will we keep and improve the surface of the emergency access lane that connects to
Black Canyon Inn property? R: Yes, the emergency access lane will not be changed other
than improving the surface with road base. A break-through barrier will be installed at the
property line with Black Canyon to prevent drivers from using this lane as a through street.
Q: Are we conforming to set back requirements? R: Yes, all lots will contain building
envelopes that were set based on setback requirements established in the Stanley Historic
District Master Plan.
Q: Will the total massing of 10 detached homes be greater than 6 duplex buildings? R: No,
the massing will be less and there will be more opportunities for landscaping between the
detached units.
Q: Are we building a hotel on Lot 2A? If not, then total units are limited to 6 on that site. R:
No, there’s no requirement in the Stanley Historic District Master Plan for units designated
as accommodation units to be hotel units. Our total unit count for residential and
accommodation units complies with the allowable unit requirements in the Stanley
Historic District Master Plan. There’s a comprehensive analysis of this in our application
package.
Q: Where is Lot 2B? Overlook condo units are on Lot 2. R: The settlement agreement of the
lawsuit between John Cullen and the Overlook HOA resulted in Lot 2 being separated into
Lot 2A and 2B. The existing 40 units in the Overlook HOA are now in Lot 2B.
Q: What is the color scheme for the homes? R: The homes will have muted, earth tone
colors in compliance with the Stanley Historic District Master Plan.
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Memo
To: Honorable Mayor Hall & Board of Trustees
From: Town Administrator Machalek
Department: Town Administrator’s Office
Date: February 10, 2026
Subject: Final 2025 Strategic Plan Progress Report and Amended 2026 Strategic
Plan
Type: Other: Strategic Plan
Objective:
Town Board review of the final 2025 Strategic Plan Progress Report and consideration
of an amended 2026 Strategic Plan that incorporates 2025 Strategic Plan Objectives
that were not completed in 2025 and other revisions.
Present Situation:
The 2025 Strategic Plan included 76 Objectives. Of those 76 Objectives, 64 were
completed, three were multi-year objectives, and nine were incomplete. 88% of the
2025 Strategic Plan Objectives were either completed or multi-year Objectives. Details
on the status of the incomplete Objectives can be found in the “Comments” section of
the Final 2025 Strategic Plan Progress Report.
Proposal:
To ensure a full accounting of the status of the Town Board’s Objectives, the Town’s
Strategic Planning process includes a final report on the prior year’s Strategic Plan and
a formal amendment of the current-year Strategic Plan to incorporate any Objectives
that were not completed in the prior year. The proposed amended 2026 Strategic Plan
is attached. The amended 2026 Strategic Plan contains both carryover objectives and
other revisions.
Carryover Objectives
• Exceptional Community Services
o Develop a master plan for Town Parks and Open Space, in
cooperation with the Recreation District and Estes Valley Land Trust.
Include chapters on water-conscious landscaping and pocket parks.
o Complete Museum Annex addition.
• Governmental Services and Internal Support
o Implement new Human Resources Information System/Payroll.
• Outstanding Guest Services
o None
• Public Safety, Health, and Environment
o Collaborate with Drive Clean Colorado to accelerate equitable
adoption of clean transportation options.
• Robust Economy
o Work with the Estes Chamber of Commerce and Downtown
businesses to evaluate implementation options for the Downtown
Plan.
• Town Financial Health
o None
• Transportation
o Complete the street rehabilitation of 1st Street, 2nd Street, 3rd Street,
North Court, and South Court and provide ADA compliant pedestrian
facilities following the water main and service installation project.
(included as modified carryover Objective 2.A.3 from initial 2026
Strategic Plan discussions).
o Utilize SB267 grant funds to design transit & parking improvements in
the Visitor Center Parking Lot.
o Complete design of the Fall River Trail Final Segment and advertise
for construction to commence in Q4 2025 (included in Objective 8.C.1
of 2026 Strategic Plan).
• Utility Infrastructure
o Initiate construction of the Mall Road Looping project.
Other Revisions
• Exceptional Community Services
o None
• Governmental Services and Internal Support
o None
• Outstanding Guest Services
o Typo correction in Objective 2.B.2
• Public Safety, Health, and Environment
o Update Objective 2.F.1 to clarify that work has already begun on the
Climate Action Plan and will be completed in 2026.
• Robust Economy
o None
• Town Financial Health
o None
• Transportation
o Remove Objective 3.A.1 (Continue evaluating Downtown Estes Loop
traffic flow. (Multi-year Objective)) to reflect Town Board direction
o Make Objective 3.A.2 a 2026/2027 Objective due to timing of
construction
o Make Objective 3.C.1 a 2026/2027 Objective due to startup time to
acquire a vehicle and begin a micro-transit service program
o Clarify Objective 8.B.1 to reflect the current intent to construct the
Community Drive Multi-Use Trail rather than just seek grant funding
o Make Objective 8.C.1 a 2026/2027 Objective due to timing of
construction
• Utility Infrastructure
o None
Advantages:
• Provides a final accounting of performance on the 2025 Strategic Plan.
• Ensures tracking and completion of 2025 Town Board Strategic Objectives which
were not completed.
• Allows the Town Board to confirm that the incomplete 2025 Objectives are still
priorities.
Disadvantages:
• The presence of carryover Objectives indicates that the Town Administrator did
not fully complete the Town Board’s Strategic Plan for 2025.
Action Recommended:
Approval of the amended 2026 Strategic Plan.
Finance/Resource Impact:
N/A. The financial/resource impacts have already been addressed through the Town
Board’s adopted budget.
Level of Public Interest:
Medium.
Sample Motion:
I move to approve/deny the amended 2026 Strategic Plan as presented.
Attachments:
1. Final 2025 Strategic Plan Progress Report
2. Amended 2026 Strategic Plan – Redlined
3. Amended 2026 Strategic Plan – Clean
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
EXCEPTIONAL COMMUNITY SERVICES - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all
segments in our community.
Increase utilization of "Access Granted" program for senior community that will allow
participants to share home access codes and emergency contract information so that first
responders will not have to damage anything if they need to do an emergency welfare
check.
Ian Stewart 100%
Multiple presentations took place in 2025 and were well attended. The Police Department will continue to make these
presentations in the future as needed.
Track progress towards metrics of success established for childcare in 2024.Jason Damweber 100%Metrics were developed and tracking is in progress and ongoing.
Develop a master plan for Town Parks and Open Space, in cooperation with the
Recreation District and Estes Valley Land Trust. Include chapters on water-conscious
landscaping and pocket parks.
David Greear 50%
The Town Board approved a professional services contract with Design Workshop at the April 8 Town Board meeting.
Projected completion is scheduled for April 2026. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026
STRATEGIC PLAN.
Formalize an annexation policy with Larimer County. (2024 CARRYOVER)Steve Careccia 100%The Town's annexation policy was adopted by the Town Board at the December 9 Town Board meeting.
Continue rewriting the Estes Park Development Code with participation from
elected/appointed officials, stakeholders, and residents. (Multi-Year Objective)
Steve Careccia 45%
The consultant has completed the primary public engagement phase, concluded four study sessions with the Town
Board, and engaged staff on the framework of the code update. These mesures will direct the drafting of the
development code amendments starting in 2026.
Replace ADA non-compliant signs in Town Hall.Paul Fetherston 100%Design services were secured through a competitive process and were completed in October. Production and installation
of Town Hall signage is complete.
Develop a digital accessibility transition plan as required by state law. Kate Miller 100%The digital accessibility plan was completed in 2024 and will be continually updated each year to reflect the Town's
progress in this area.
Promote utilization of "Reachwell" app for non-English speaking community alerts (NoCo
Alerts & EP Alerts).
Ian Stewart 100%
Completed. As with "Access Granted" this program will require ongoing community messaging and presentations.
Expand the greenhouse footprint and production capacity to service expanding planting
demands on public properties. (2023 CARRYOVER)
Greg Muhonen 100% Construction on the greenhouse was completed on March 20, 2025.
Continue to work with the Fine Arts Guild to evaluate the feasibility of a performing arts
center in Stanley Park. (2024 CARRYOVER)Rob Hinkle 100%
Staff and the Fine Arts Guild of the Rockies worked with Design Concepts to review the Master Plan and the feasibility of
a performing arts center. Encore will be meeting with the Museum about the possibility of partnering with the Museum on
their possible future expansion. The Board approved a performing artcs center as an add-alternate to the Stanley Park
Master Plan, contingent on the execution of an agreement between the Town and the Fine Arts Guild of the Rockies by
the end of 2025. The Fine Arts Guild has found a new opportunity and will not be signing an agreement with the Town.
Complete Museum Annex addition.Paul Fetherston 95%
The contract was awarded by the Town Board during its August 26 regular meeting. Construction has been underway
since early October and substantial completion is anticipated by the end of February 2026, dependent largely on state
electrical inspection. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026 STRATEGIC PLAN.
GOVERNMENTAL SERVICES AND INTERNAL SUPPORT - We provide high-quality support for all municipal services.
Implement 2024 Organizational Culture Action Plan.Travis Machalek 100%
2025 Organizational Culture Action Plan implementation complete. 2026 Organizational Culture Survey will take place in
late 2026, followed by an updated action plan.
Revise Employee Success & Development Form and Process for 2025 based on
feedback received in 2024.
Jackie Williamson 100%Completed and rolled out revised form in December 2024. 2025 ESD reviews were completed in April. Forms revised
again in 2025 to include a section on continous improvement goals.
Propose and implement approved recommendations from the Town employee benefit
package review conducted in 2024.
Jackie Williamson 100%
Data collected and analysis completed. Staff identified that the Town is lagging behind in its basic life insurance provided.
Additional research and cost analysis will be performed in 2026 to determine if the Town can increase the benefit.
Investigate translation of the volunteer form into other languages to solicit a diverse
applicant pool.
Kate Miller 100%A link to a Spanish version of the application, as well as Policy 207 and the waiver have been posted to the volunteer
webpage.
Attachment 1
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
Implement new Human Resources Information System/Payroll.Jackie Williamson 50%
A vendor was identified in September and contract was signed. Implementation will begin in Q1 2026 and will take 6 to 9
months for full implementation. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026 STRATEGIC
PLAN.
Add process improvement goals to the Employee Success and Development program to
reinforce the value.
Jackie Williamson 100%
Item added to the 2026 ESD form.
File all new employee records electronically starting in 2025. Jackie Williamson 100%
All current paper records have been digitized and electronic records returned to the Town. HR staff are working on
organizing the new electronic files and placing them into Laserfiche. All files for new employees starting in 2025 have
been digitial.
Evaluate the development of a searchable public GIS portal to enhance access to
available property records.
Jackie Williamson 100%
Development of a searchable public GIS portal to enhance access to available property records is feasible, but will
require a significant investment of time a resources from the Town Clerk's Office, the Community Development
Department, and the Information Technology Division. A map would likely use the Larimer County property records map
as a base, then link to a Laserfiche folder containing organized property details. Implementation and development of a
searchable public GIS portal for property records will be a large investment of resources and should be evaluated in
conjunction with other projects during the annual strategic planning process.
Continue evaluation of permanent Financial records for digitization.Tammy Zimmerman 100%
Finance staff organized financial records while preparing for the office's temporary relocation during the Finance Office
Remodel project. Records were sent for digitization and the team continues to evaluate which records get sent to digitize.
Other records are awaiting their retention deadline for destruction and kept in the Finance storage closet. New
accounting records will start being maintained in the new Tyler ERP.
Replace Town firewalls and associated software for increased web protection.Paul Fetherston 100%Complete.
Implement additional security measures to better protect the Town against cyber threats. Paul Fetherston 100%
Additional security measures (Sophos MDR, Duo MFA) implemented; secured Excess Cyber Security coverage through
our insurance provider; this is an ongoing effort.
Complete building life cycle audits for Town Hall and the Visitor Center.Paul Fetherston 100%Audits of the Town Hall and Visitor Center have been completed with the data being analyzed for purposes of
influencingfuture CIP requests.
Remodel the public restrooms in Town Hall.Paul Fetherston 100%Restrooms were reopened to the public on April 17, 2025
Replace florescent lighting with LED lights in the Street Shop.Paul Fetherston 100%Complete.
Refresh the Human Resources Strategic Plan and share next steps with the Town Board.
2024 CARRYOVER)
Jackie Williamson 100%
Presented the final revised plan for 2025/2026 to Town Board on June 10, 2025.
Install Phase 1 & 2 Town Hall Variable Refrigerant Flow cooling units. (2022
CARRYOVER)
Paul Fetherston 100%
Complete.
Start design efforts and pursue land acquisition necessary to relocate the Police
Department out of Town Hall. (2024 CARRYOVER)
Paul Fetherston 100%
Pre-design assessment including reviewing operational needs, square footage and site analysis has been completed and
presented to the Town Board during its June 24, 2025 Study Session and Executive Session. The Town also began to
pursue land acquisition for the facility, including conversations with the Estes Park School District about a potential land
swap.
OUTSTANDING GUEST SERVICES - We are a preferred Colorado mountain destination providing an exceptional guest experience.
Develop a guiding philosophy for events that includes consideration of impact on
businesses and the community.
Rob Hinkle 100%
The Town Board approved the Guidling Philosophy for Events at the December 9 Town Board meeting.
Add Breakaway Roping as a women's competitive event at the Rooftop Rodeo. Rob Hinkle 100%Breakaway Roping took place at the 2025 Rooftop Rodeo
Utilize Laserfiche to automate event processes such as event orders, vendor inquiries
and forms, and check request forms.
Rob Hinkle 100%
The new events website now has links to Laserfiche forms for outside organizations to complete submissions for
Vendors, Sponsorships, Performance opportunities, as well as to our permit application process through Laserfiche. This
has helped reduce the number of inquiries we receive, helping to reduce the workload. Check requests forms are
completed.
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
Evaluate and implement better tracking metrics for the Town's outdoor festivals.Rob Hinkle 100%Staff will conitnue to use survey results from Event Survey and Town Survey. Additionally, staff has begun using Visit
Estes Park's Placer Ai to gather data on festival attendees.
Ensure the availability of an Official Visitor Guide mailing program.Rob Hinkle 100%A mailing program is in place and being utilized. The Town has taken responsibility for this program.
Collaborate with the Rocky Mountain Conservancy to provide on-site education
opportunities at the Estes Park Visitor Center.
Rob Hinkle 100%The Rocky Mountain Conservancy provided on-site pop up educational opportunities inside and outside the Visitor
Center throughout the summer of 2025.
Enhance the visitor experience in the Visitor Center through Estes Park imagery and
artifacts. (2024 CARRYOVER)Rob Hinkle 100%
The Visitor Center produced a Vintage Estes Park Tourism video for the Visitor Center containing various clips from the
1940's-70's. This ties into the vintage tourism brochures we enlarged and framed in the lobby. This also ties into the the
Landmarks and Legends trail on Estes Park Discovery Trails using Bandwango. This trail (tour) uses vintage images with
current landmarks to learn about the town's rich past. The Visitor Center also has dedicated space for the promotion of
Town events that can be interchanged throughout the year.
Explore interactive exhibit for the Estes Park Visitor Center. Rob Hinkle 100%Staff explored options in 2025 and dedided to pursue an interactive elk viewing education/safety exhibit. Implementation
of the exhibit will be pursued in 2026 in partnership with the Rocky Mountain Conservancy.
PUBLIC SAFETY, HEALTH, AND ENVIRONMENT - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
Explore the feasibility of solar panels and battery storage on the proposed new Police
Department building.Paul Fetherston 100%
Staff has explored the feasibility of renewable energy options for a new Police facility, including solar and battery storage,
and determined that these elements could indeed be feasible. The most significant considerations will be the high upfront
costs for panels and the battery (or batteries) required for power storage and the current unknowns when it comes to the
reliability of battery storage technology and maintenance requirements. We intend to look further into the possibility of
including these and other sustainable features during the facility design stage, which we hope will begin in 2026.
Currently, funding is only in place for assessment and not design. Any design work will include a more detailed feasibility
assessment of incorporating solar panels into the new facility.
Evaluate the feasibility of plug-in hybrid vehicles for use in the Police Department.Paul Fetherston 100%
The Town currently purchases hybrid vehicles for police patrol vehicles. Each year a police vehicle is purchased, options
related to viable sustainable options such as hybrid and plug-in hybrid are considered. It will also be a factor considered
in designing the infrastructure necessary for a new police facility.
Replace hedge trimmers, leaf blowers, and line trimmers powered with internal
combustion engines with battery operated tools to comply with state standards for
municipal governments.
David Greear 100%
Parks acquired battery powered equipment including 4 weed whips with edger and tiller adapters, 2 chainsaws, 1 pole
saw, 3 backpack blowers, 4 handheld blowers, and a chop saw. State law mandates that the Parks Division operate
battery powered handheld equipment from June 1 through August 1 on a yearly basis. This criteria was met in 2025.
Partner with Larimer County to utilize grant funds to develop a Climate Action Plan
specific to Estes Park.
Jason Damweber 100%
Staff participated in an interview process for the County's grant funded position responsible for developing Climate Action
Plan in January 2025; a candidate was selected just prior to learning that the grant funding was in jeopardy after the
transition in administration at the Federal level. After several months in limbo, the County decided to pivot to a contracted
services model with the International Council for Environmental Initiatives (ICLEI). The County entered into an agreement
with ICLEI in late spring. The Town is currently working with ICLEI and the County to conduct a Greenhouse Gas
Emissions inventory and develop a Climate Action Plan. This work is expected to conclude in late 2026.
Collaborate with Drive Clean Colorado to accelerate equitable adoption of clean
transportation options.
David Greear (DK)0%
Manager Klein virtually attended monthly meetings with Larimer County Climate Smart Future Ready. No Drive Clean
Colorado events were held in conjunction with Town events this year. Staff is in the process of scheduling a ride and
drive event for Bigfoot days on April 25th. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026
STRATEGIC PLAN.
Increase interagency operability by collaborating with public safety partners on radio
channel sharing authorizations.
Ian Stewart 100%Radio 800MHz talkgroups have expanded from 3 banks of 16 channels to 16 banks of 16 channels. We have also added
11 banks of 16 VHF channels. All achieved through collaboration with Fire/Law/EMS/Emergency Management partners.
Implement Phase 3 of the Security Camera project to address the needs of the Event
Center and the associated parking area. (2022 CARRYOVER)
Paul Fetherston 100%The installation and programming of the security cameras at the Events Center and Museum Annex was completed in
August.
Acquire dual-band radios for Police Department supervisors to assure emergency
communications during critical incidents and disasters.
Ian Stewart 100%
PD Supervisors and Command Staff have dual band (800MHz and VHF) packset radios operational.
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
ROBUST ECONOMY - We have a diverse, healthy, year-round economy.
Work with the Estes Chamber of Commerce and Downtown businesses to evaluate
implementation options for the Downtown Plan. (2024 CARRYOVER)Travis Machalek 25%
The Estes Chamber of Commerce is working with Downtown Colorado Inc. to explore implementation options for the
Downtown Plan. Engagement with the Downtown business community has begun. A survey has been completed by the
Chamber. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026 STRATEGIC PLAN.
Implement a new software module from SAFEbuilt to allow electronic submittal of
development applications and automated workflow processing.
Steve Careccia 100% Module has gone live.
TOWN FINANCIAL HEALTH - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and
unanticipated emergencies.
Complete the implementation of the Enterprise Resource Planning (ERP) system by the
end of 2025.
Tammy Zimmerman 100%
The ERP system went live on January 5, 2026. Coordination with the IT department has established a workflow for help
desk tickets and a separate webpage on the employee intranet has been created. Detailed procedure manuals have
been written and put on that page. Training and troubleshooting are ongoing.
Finalize a set of general budget policies to help guide budget development in the future.Tammy Zimmerman 100%Complete.
TRANSPORTATION - We have safe, efficient, and well-maintained multimodal transportation systems for pedestrians, cyclists, motorists, and transit riders.
Complete Phase 1 (design) of the US34 and SH7 trail reconstruction projects.David Greear (TW)100%Design completed.
Complete the rehabilitation of West Elkhorn Avenue from Moraine Avenue to Far View
Drive. (2024 CARRYOVER)
David Greear (TW)100%
Project was completed on 5/14/2025.
Complete the reconstruction of Matthew Circle.David Greear (TW)100%This project was completed in October 2025
Complete the reconstruction of Steamer Parkway David Greear (TW)100%This project was completed in September 2025.
Complete the Cleave Street Improvements Project. (2024 CARRYOVER)Greg Muhonen 100%The roadway was opened to the public on June 24, 2025. The punch list is complete.
Begin evaluating traffic flow and business impacts upon completion of the Downtown
Estes Loop.
David Greear 100%
Findings are complete and were presented at the November 12th Study Session.
Seek funding and create an implementation timeline for the year-one recommendations
from the Transit Development Plan. (2024 CARRYOVER)
David Greear (DK)100%
The following items from the Plan have already been implemented in 2025: Implemented expanded route schedules for
daily service for the Blue, Brown, Silver and Gold routes throughout September and on weekends in October.
Implemented live tracking of transit vehicles through the use of QR codes and website portal. Made route adjustments to
the Red Route and Brown Routes to facilitate right turns out of the visitor center, improving safety. This progress
completes the year one initiatives. For 2026, we have applied for a grant to acquire a small van to establish a pilot
microtransit program for next season.
Collaborate with RTD and the newly created GoNoCo34 Transportation Management
Organization to enhance regional transit connectivity options.
David Greear (DK)100%Manager Klein continues to represent the Town as Board member (Treasurer) at monthly meetings of the Transportation
Management Organization.
Select specific recommendations from the 2045 Multimodal Transportation Plan for
budgeting and implementation in 2026. (2024 CARRYOVER)
David Greear (TW)100%
The Town Board voted to adopt the 2045 Multimodal Transportation Plan (MTP) and the 2030 Transit Development Plan
TDP) at their meeting on June 24. The recommended 2026 Strategic Plan Objectives 1.A.1, 3.A.1, and 3.B.1 launch
implementation of this plan.
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
Seek grant funding for a corridor study that identifies needed multimodal transportation
improvements on US34 (Big Thompson Avenue) between Wonderview Avenue and
Steamer Drive.
Greg Muhonen (JB)100%This corridor study is no longer needed since the needed improvements are included in the 2045 Multimodal
Transportation Plan which was adopted by the Town Board on June 24, 2025.
Seek funding to construct the Visitor Center Parking Lot Improvements and the first phase
of the US 34 Corridor Improvements. (2024 CARRYOVER)
David Greear (TW)100%
CDOT has awarded the Town funding to construct the Visitor Center Parking Lot Improvements. CDOT and Staff will
draft an IGA for the awarded construction funding after the design work is complete. The US 34 corridor study is no
longer needed since the needed improvements are included in the 2045 Multimodal Transportation Plan which was
adopted by the Town Board on June 24, 2025.
Identify funding and a timeline to design and construct a 3-level parking structure at the
Big Horn parking lot. (Multi-year Objective)David Greear (DK)10%
The Town Board approved funding for the design at the April 22 meeting and the design kickoff meeting with the
consultant occured in May. Design is currently on pause as the Town evaluates a proposed development collaboration
with Whimsadoodle Inc. and the Estes Park Housing Authority.
Evaluate the pros and cons of beginning to plan for implementation of Phase 4 of the
Downtown Parking Management Plan prior to implementing Phase 3.David Greear (DK)100%
Most of this information was presented to the Town Board early in 2025 during the discussions about financing the
proposed Big Horn Parking Structure. Staff developed a summary of the pros and cons of beginning Phase 4 of the
Downtown Parking Management Plan prior to implementing Phase 3 for the Town Board's information.
Design the Community Drive Multi-Use Trail (east side of Community Drive between
Manford Avenue and US36). If funded through a Safe Routes to School (SRTS) or other
grant funding source, advertise for construction in Q4 2025.
David Greear (TW)100%
Design is complete. The Safe Routes to Schools (SRTS) grant application for construction funding was denied. In-house
staff completed design in December 2025. Staff anticipates contracting out the curb work in 2026 and completing the
sidewalk installation with in-house crews in 2026.
Develop, fund, and implement a public trail maintenance program. (2022 CARRYOVER) David Greear (TW)100%Trail maintenance funding was approved by voters in April 2024. PW Engineering staff has completed the Trail
Maintenance Policy and has completed the inspection of all the trails.
Complete the street rehabilitation of 1st Street, 2nd Street, 3rd Street, North Court, and
South Court and provide ADA compliant pedestrian facilities following the water main and
service installation project. (2024 CARRYOVER)
David Greear (TW)60%
Sidewalk construction and paving of 3rd Street, North and South Courts was completed in June 2025. Due to funding
constraints and other resurfacing priorities, staff has delayed roadway and sidewalk work on 2nd Street until 2026 and
1st Street in a subsequent year. This objective was already carried forward into the 2026 Strategic Plan with an
amendment to focus on 2nd Street, with 1st street to follow in a subsequent year (2026 Strategic Plan Objective
Transportation 2.A.3.).
Utilize SB267 grant funds to design transit & parking improvements in the Visitor Center
Parking Lot. (2023 CARRYOVER)David Greear (TW)60%
A survey was sent to the public in October of 2026 with two alternatives. Staff presented the survey results at Town
Board which strongly supported Alternative A. The design consultant is working on final design with anticipated
completion in Q1 of 2026. Final completion of the design has been delayed by a request from CDOT to conduct an
environmental assessment. THIS OBJECTIVE WILL NEED TO BE CARRIED OVER TO THE 2026 STRATEGIC
PLAN.
Complete design of the Fall River Trail Final Segment and advertise for construction to
commence in Q4 2025.David Greear (TW)95%
Design was completed in July 2025. The state cut a portion of the MMOF grant funds assigned to this project. We
successfully applied and acquired CMAQ funds to fill that gap, but this approach may result in a one-year delay on the
construction timeline while the revised Intergovernmental Agreements (IGAs) are processed based on the changes to
MMOF and CMAQ amounts. The Town has not yet recevied revised IGAs from CDOT. This objective is already
reflected in the 2026 Strategic Plan Objective 8.C.1 (construct the final segment of the Fall River Trail).
UTILITY INFRASTRUCTURE - We have reliable, efficient, and up-to-date utility infrastructure serving our community and customers.
Update the Water Master Plan. (2023 CARRYOVER)Reuben Bergsten 100%
Staff has finished the update and will present the Water Master Plan to the Town Board at the February 10, 2026 Study
Session. At that Study Session, staff will ask for Board input on additional public feedback processes prior to bringing the
Plan to the Board for consideration of adoption. Staff estimates that a new treatment water plant (excluding supporting
infrastructure and distribution system needs) will cost $15 to $27M for every million gallons per day plant capacity, with a
total investment between $45M and $108M.
Complete a Zero-Emission Transit Fleet Transition Plan. (2024 CARRYOVER)David Greear (DK)100%The Town Board adopted the Zero Emission Transition Plan for Transit at the August 26th Town Board meeting.
2025 Town of Estes Park Strategic Plan
Progress Report
Final
KEY OUTCOME AREAS
Party
Responsible
On
Track
Behind
Schedule
Hold/
Tabled
Done*%
Complete Comments
Develop, fund, and implement a stormwater drainage system maintenance program.
2023 CARRYOVER)David Greear (TW) 100%
Public Works completed Policy 899 (Stormwater Drainage System Maintenace) in October of 2025. The Town has
purchased a vacuum truck and the use of CCTV inspections services is under evaluation. Development of systematic,
proactive annual maintenance actions is a dynamic ongoing process that will be refined annually.
Complete construction of Trailblazer Broadband system for customers in the electric
service area. (Multi-year Objective)
Reuben Bergsten 90%Our resubmitted BEAD applications were preliminarily awarded. The Town has completed 90% of the build based on
customer count. The remaining 10% of customers are the highest-cost construction and lowest revenue density
Use the Water Master Plan results to generate options for achieving reliable year-round
operation of at least one water treatment plant.
Reuben Bergsten 100%
Options are included in the Water Master Plan.
Develop an enforcement process for customers who do not comply with water
administrative regulations.
Reuben Bergsten 100%Staff has developed an enforement process. The 2026 implementation objective will require Board confirmation of
approach and legal support to develop new ordinances.
Initiate construction of the Mall Road Looping project. Reuben Bergsten 90%
Initiating this construction by putting the project out to bid was paused in late 2025 to mitigate financial risk to the Water
Fund while the COBank Construction Loan for the Prospect Mountain project was refinanced. THIS OBJECTIVE WILL
NEED TO BE CARRIED OVER TO 2026.
Develop a schedule and prioritization of projects to maximize the use of 1A funds in the
areas west of town with the highest wildfire risk.
Reuben Bergsten 100%
Schedule and prioritization of projects has been completed and integrated into the Power and Communication Division's
CIP.
Complete at least one stormwater CIP project from the list included in the Stormwater
Drainage System Maintenance Policy.
David Greear (TW) 100%
Staff completed the installation a new inlet and 24" diameter stormwater pipe on Old Ranger Road on 11/26/2025.
Engineering is currently working on the design/construction of the Performance Park Bridge Replacement over Fall River
with anticipated completion in June 2026. The construction contract for the Performance Park Bridge was approved by
the Town Board on September 23, 2025.
Establish a process to verify applicant-provided information that would determine these
applicants as eligible for participation in a low-cost Trailblazer program
Reuben Bergsten 100%
Staff has established a documented process. Our 2026 objective is to find outside funding to cover installation costs.
for multi-year projects, DONE refers to the portion of the project planned for the current year.
Final (02/10/2025 - R1)
KEY OUTCOME AREA
(Alphabetical order)
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
1. We support a wide range of housing opportunities with a
particular focus on a broad spectrum of affordable workforce
housing.
1.A. Incentivize private development of workforce and
affordable housing.
1.1 - Consider an update to Section 11.4 of the Development Code, including
reconsideration of appropriate definitions and density bonus amounts.
2.A. Continue to meet the needs of the senior community
in Estes Park by completing action items recommended in
the 2025 Senior Needs Assessment.
1.2 - Consider updating Town policies defining workforce or attainable housing
for the purposes of Town funding.
2. We support the needs of our senior community, including
housing.
4.A. Continuously evaluate options for addressing the
community's childcare needs.
1.3 - Discuss with the Housing Authority how 6E funding expenditures should
be targeted in the near term, in light of the current Housing Needs
Assessment, including a discussion of senior and seasonal housing.
5.A. Begin implementing the recommendations of the
2025 Parks and Open Space Master Plan.
1.4 - Work with the Housing Authority to evaluate potential for interest rate
buy-down programs.
3. We support the needs of families in our community.
5.B. Overhaul outdated and aging landscaping in
Children's Park, Riverwalk, and Wiest Park.
2.A.1 - Complete work on the follow-up recommendations from the Senior
Needs Assessment completed in 2025.
5.C. Continue to implement the 2019 Stanley Park
Complex Master Plan projects at the Events Complex.
5.A.1 - Develop a master plan for Town Parks and Open Space, in cooperation
with the Recreation District and Estes Valley Land Trust. Include chapters on
water-conscious landscaping and pocket parks. (2025 CARRYOVER)
4. We support a wide range of childcare opportunities with a
particular focus on infants and toddlers.
6.A. Complete a full rewrite of the Estes Park
Development Code to align with the new Comprehensive
Plan.
5.A.12 - Select at least one specific recommendation from the 2045 Parks and
Open Space Master Plan for budgeting and implementation in 2027.
6.B. Collaborate with community stakeholders to update
our adopted transportation, drainage, parking design
standards, and construction policies in the Development
Code.
6.A.1 - Continue rewriting the Estes Park Development Code with participation
from elected/appointed officials, stakeholders, and residents. (Multi-Year
Objective)
5. We expand our open space and public park infrastructure,
and improve and maintain the durability, functionality, and
efficiency thereof.7.A. Continue to implement the 2023 ADA Transition Plan. 9.1 - Complete Museum Annex addition. (2025 CARRYOVER)
7.B. Continuously implement organizational processes
and services to improve the accessibility of public
information in all formats, with a particular focus on the
needs of individuals with disabilities and those with
limited English proficiency.10.1 - Review and update the Town's Public Art policy (Policy 880).
6. We have an up-to-date Comprehensive Plan and
Development Code that reflect the will of the community.
7. C. Support the relocation of the Post Office away from
its current location downtown.
10.A. Monitor the fundraising progress of the Fine Arts
Guild of the Rockies for the Encore Performing Ars
Center, contingent on an executed agreement between
the Town and the Fine Arts Guild.
7. We prioritize community accessibility for residents and guests
from diverse cultures, and residents and guests with disabilities.
8. We enact policies that support all demographic segments of
the community.
9. We value and work to preserve, share, and respect the unique
history of Estes Park, and incorporate that history into our
decision-making processes.
10. We support public art and creative endeavors.
1. We maintain a well-trained and educated Town Staff.
1.A. Update and actively work on Human Resources
Strategic Plan Action Items annually.
1.1 - Develop and implement an emergency and safety training program for all
Event and Visitor Services team employees including a tracking system for valid
certifications.
2.A. Complete a review of the Town employee benefit
package to ensure the Town remains competitive and
aligned with other municipalities.
1.2 - Ensure that all employees who will use the new Enterprise Resource
Planning system receive sufficient training.
2. We attract and retain high-quality staff by being an employer
of choice, including offering highly competitive benefits and
wages, and encouraging work-life balance.
3.A. Ensure adequate grant writing capacity as the current
grant resources shift in time allocation.
1.A.1 - Complete the organizational culture action plan objective to revise the
organizational culture survey and implement survey in the 4th quarter of 2026.
3.B. Ensure adequate resourcing to meet the current and
future preventative facilities maintenance needs for Town
buildings and parcels.4.A.1 - Require term limits on all Town-appointed Boards.
3. We match service levels with the resources available to
deliver them.
4.A. Explore options to improve the Town's ability to
ensure diverse membership representation on Boards and
Commissions.
7.B.1 - Implement new Human Resources Information System/Payroll. (2025
CARRYOVER)
5.A. Conduct a community survey biennially in odd years
to measure our performance and community preferences.
7.B.12 - Streamline and automate recruitment and onboarding process through
new HRIS system.
4. We strive to ensure that the membership of our appointed
Boards and Commissions reflects the diversity of the
community.
5.B. Evaluate the inclusivity and effectiveness of Town
community engagement processes.7.B.23 - Evaluate the use of Laserfiche for policy management.
7.A. Implement a Town performance management
system.
7.C.1 - Continue to digitize Community Development Planning and Zoning
records.
5. We strive to gain meaningful input and participation from all
community members.
7.B. Develop an organizational culture that encourages
continuous process improvement. 7.C.2 - Continue evaluation of permanent Financial records for digitization.
7.C. Digitize Town records within Laserfiche.10.A.1 - Explore options to improve website experience and navigation.
6. We prioritize and support a culture of customer service
throughout the organization.
10.A. Continually evaluate the functionality of our
website to ensure it serves the needs of our customers.
11.A. Evaluate the service condition, safety, functionality,
accessibility, and land-use restrictions of our 32 public
buildings using a data-driven approach and document the
outcomes in our LUCITY asset management system.
7. We support a culture of continuous improvement in our
internal processes and service delivery.
11.B. Upgrade and maintain the quality, function, and
safety of the Town's public restrooms.
11.C. Pursue energy conservation projects that improve
the efficiency of our buildings.
8. We operate with transparency by maintaining open
communication with all community members and proactively
making Town information available to the public.
11.D. Work with the Fire District to investigate and
evaluate strategies to use Town-owned buildings and
Town projects to demonstrate wildfire mitigation
techniques for facilities.
11.E. Plan to meet the space needs of the Facilities
Division.
9. We monitor for, and protect against, cybersecurity threats.
10. We maintain a robust, transparent, accessible, and user-
friendly public-facing website.
Town of Estes Park 2026 Strategic Plan
Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community.
Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting.
THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY.
For the purposes of Strategic Policy Statements, "We" refers to the Town organization, led by the Town Board of Trustees.
Exceptional Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community.
Governmental Services and Internal Support - We provide high-quality support for all municipal services.
Attachment 2
11. We ensure that our facilities are well-maintained and meet
the needs of Town Departments and the community.
1. We value broad collaboration with our partners in providing
outstanding guest services.
2.A. Continue to develop and attract diverse events and
audiences.
2.B.1 - Complete infrastructure improvements to the O’Connor Pavilion
including better emergency communication capabilities.
2.B. Continue to support events through creativity,
innovation, and technology.
2.B.2 - Improve the horse stalls and the safety of the horses in barns A-L and W
by installing stall mat ts.
2. We provide and support a diverse selection of high-quality
events that attract guests to the Town and support our Mission.
3.A. Work with public- and private-sector entities to
encourage additional town destination opportunities for
guests, including the Museum, particularly in case
visitation limits in the National Park or elsewhere remain
a factor.
5.A.1 - Improve the guest experience in the Visitor Center by replacing the 18-
year-old carpet.
5.A. Continue to implement the Visitor Services Strategic
Plan.
3. We strive to balance the impacts of visitation with the needs
and quality of life of our residents.
5.B. Visitor Services will work with Visit Estes Park and the
Rocky Mountain Conservancy on developing and
implementing ways to help educate and entertain guests
at the Visitor Center.
5.C. Continue providing the Guest Services (Service
Elevated) annual training for volunteers in the Visitor
Center.
4. We balance data-driven decisions with community values
when serving our guests and residents using up-to-date and
relevant data.
5. We contribute to an exceptional guest experience through
high-quality visitor services.
6. We work to ensure that Estes Park is a sustainable tourism
destination.
1. We are committed to safeguarding the lives and property of
the people we serve.
1.A. Evaluate and meet the sworn officer, dispatch, and
support services staffing needs of the Police Department.
1.B.1 - Ensure the completion of pre-design work, identification and securing
of a suitable site, and obtaining approval of a comprehensive funding plan by
December 2026, with projected completion of construction and occupancy of a
new police facility by 2029. (Multi-year Objective)
1.B. Establish a timeline and funding strategy to
implement the Facilities Master Plan recommendations.
Start with the relocation of the Police Department out of
Town Hall.
2.F.1 - Utilize County resources as available to begin work on to complete the
development of a Climate Action Plan.
2. We support environmental stewardship and sustainability
through our policies and actions.
1.C. Evaluate the Town's approach to all-hazard
emergency management in collaboration with our local
and regional partners.
2.F.2 - Collaborate with Drive Clean Colorado to accelerate equitable adoption
of clean transportation options. (2025 CARRYOVER)
2.A. Modify codes and regulations to support alternative
and distributed energy.
3. We recognize that substance abuse in our community and
schools is an ongoing issue and work with local and regional
partners to improve awareness, treatment, and education.
2.B. Encourage alternative renewable energy options for
new and established homes and businesses, including
Town Buildings.
2.C. Support beneficial electrification of buildings by
encouraging the replacement of fossil-fuel appliances
with cleaner electric alternatives.
4. We value the importance of maintaining a local emergency
communication center to serve the Estes Valley.
2.D. The Events and Visitor Services Department will
minimize the environmental impacts of Town events.
2.E. Support the County-wide Wasteshed Plan and will
remain active partners with Larimer County in its
implementation.
5. We value the importance of maintaining the Estes Park Police
Department as the law enforcement agency for the town.
2.F. Continue work with Larimer County on Climate Smart
Future Ready initiative.
2.G. Support Visit Estes Park's efforts to communicate
sustainable messages to visitors.
6. We value redundancy and collaboration in the provision of
dispatch and law enforcement services.
2.H. Encourage and support a reduction in solid waste
and an increase in reuse and recycling.
3.A. Continue to support the Regional Opioid Abatement
Council and the importance of Town representation on
the board.
7. We strive to enhance the safety of emergency responders.
8. We believe in and support restorative practices as a way to
build and repair relationships, as well as increase understanding
about the impact of crime in the Estes Park Community.
9. We train and prepare to fully and immediately respond to
community emergencies.
10. We are proactive in our approach to wildfire planning and
mitigation in response to elevated fire risks in the Estes Valley
and the surrounding area.
11. We recognize the importance of behavioral health in our
community and work with local and regional partners to
improve mental health safety, treatment, and awareness.
1. We foster an inclusive, robust, and sustainable economy
based on a triple-bottom-line model, considering economic,
social, and environmental impacts and benefits.
2.A. Improve and streamline the Development Review
process.
2.1 - Identify opportunities to support eclectic mix of business, including
smaller "mom and pop" shops.
2.B. Enhance engagement with business community
through thoughtful scheduling and timing.
2.B.1 - Evaluate expansion of Town Hall hours (7-6) through schedule changes
aligning with customer and business needs.
2. We create and sustain a favorable business climate.4.A. Continue implementation of the Downtown Plan.
2.B.2 - Evaluate actions to ensure that the availability of local businesses is
considered when scheduling Town meetings
5.A. Conduct corridor studies for the corridors called out
in the Comprehensive Plan.
4.A.1 - Work with the Estes Chamber of Commerce and Downtown businesses
to evaluate implementation options for the Downtown Plan. (2024
CARRYOVER)
3. We support a diverse economy, attracting and serving a
broad range of current and potential stakeholders.
6.A. Work with the Economic Development and
Workforce Council to build capacity for small business
owners to address employee housing needs.
6.A.1 - Work with the Chamber and Housing Authority to assess how seasonal
employees are housed in Estes Park.
4. We value the importance of a vibrant, attractive, and
economically viable downtown.
5. We support investment and revitalization in all of the Town's
commercial areas.
6. We support economic and workforce development efforts led
by other organizations.
7. We recognize the benefits of shopping locally and will actively
support our local businesses and the local economy.
Outstanding Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience.
Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
Robust Economy - We have a diverse, healthy, year-round economy.
1. We maintain up-to-date financial policies, tools, and controls
that reflect the financial philosophy of the Board.1.A. Review and update key finance policies.
1.A.1 - Work with Town Departments to revise the Town's Purchasing Policies
by defining roles, evaluating threshold approvals, aligning with current
regulatory requirements, and incorporating procurement best practices.
1.A.2 - Work with key staff members to revise the Town's Grant Policy that
creates a framework for grant applications, evaluation, approval, and
reporting.
2. We make data-advised financial decisions.
3. We will consider the most effective financing strategy for
large capital projects on a case-by-case basis, ensuring that each
financing package is appropriately tailored to the project under
consideration.
1. We value the development and maintenance of a safe,
sustainable, accessible, and efficient multimodal transportation
network.
1.A. Upgrade and maintain our public trail network to
comply with adopted safety and disability standards
utilizing directed sales tax funding approved through
2034.
1.1 - Evaluate how the municipal code treats motorized/electrified scooters,
golf carts, e-bikes, and other low-speed vehicles.
1.B. Evaluate the possibility of adopting impact fees and
fee-in-lieu mechanisms to assist in funding multimodal
transportation improvements. 2.A.1 - Complete the reconstruction of Old Ranger Drive.
2. We will maintain a high-quality network of streets for our
community.
1.C. Evaluate the next phases of the Wayfinding Signage
program prior to further implementation. 2.A.2 - Complete the reconstruction of Old Man Mountain Lane.
2.A. Street rehabilitation efforts will result in an average
Pavement Condition Index of 80 or greater for the Town
street network by 2034.
2.A.3 - Complete the reconstruction of 2nd Street and provide ADA compliant
pedestrian facilities following the water main and service installation project.
(2024 CARRYOVER)
3. We will address traffic congestion throughout the Town.
3.A. Collaborate with Federal and State partners to
mitigate traffic congestion with multimodal solutions
throughout the Town.
3.A.1 - Continue evaluating Downtown Estes Loop traffic flow. (Multi-year
Objective)
3.B. Develop funding strategies for the design,
environmental clearance, and construction of the
Moraine Avenue Multimodal Improvements.
3.A.1 - Utilize SB267 grant funds to design transit & parking improvements in
the Visitor Center Parking Lot. (2023 CARRYOVER)
4. We effectively communicate with residents and guests about
parking and transportation options.
3.C. Consider implementing the recommendations in the
2030 Transit Development Plan.
3.A.2 - Construct the Visitor's Center parking & transit improvements if fully
funded by SB267 grant funds. (2026/2027 Objective) (2024 CARRYOVER)
3.D. Consider implementing the recommendations in the
2045 Multimodal Transportation Plan.
3.B 1 - Design the multiuse trail on the south side of Moraine Avenue from
Davis Street to Marys Lake Road and seek construction grant funding. (Multi-
year Objective)
5. We consider strategic, data-driven investments in technology
that promote the financial and environmental sustainability of
the Town's parking and transportation assets.
5.A. Continually evaluate implementation of the
Downtown Parking Management Plan in a manner that
delivers parking services as a self-sustaining program by
2030.
3.C.1 - Implement CMAQ-funded pilot programs for regional transit service,
expanded transit routes, and micro-transit service. (2026/2027 Objective)
6.A. Work with CDOT and other partners to evaluate
additional regional transit options along US34 and US36.
5.A.1 - Identify funding and construct a 3-level parking structure at the Big
Horn parking lot. (Multi-year Objective)
6. We identify and leverage local, regional, and national
partnerships that strengthen and extend the Town's parking and
transportation system.
8.A. Continue to implement the priorities in the Estes
Valley Master Trails Plan.
8.B.1 - Seek grant funding to Construct the Community Drive Multi-Use Trail
(east side of Community Drive between Manford Avenue and US36 and north
side of Manford Ave east of Community Dr).
8.B. Obtain funding to design and build a functionally
connected bike and pedestrian facility network within one
mile of Estes Park public schools.
8.C.1 - Construct the final segment of the Fall River Trail. (2026/2027
Objective)
7. We consider the potential impacts of technology changes,
including electric and autonomous vehicles and repurposing of
parking structures, in all transportation planning.
8.C. Complete the Fall River Trail using available trail
expansion funds, open space funds, and grant funding.
8. We will develop and maintain sidewalk and trail connectivity
in the Estes Valley in partnership with other entities.
1. We provide safe, high-quality, reliable, and redundant water
service.
1.A. Ensure at least one water treatment plant can
reliably operate year-round.
1.B.1 - Implement the enforcement process for customers who do not comply
with water administrative regulations.
1.B. Decrease per-capita treated water demand through
loss reduction.
1.C.1 - Initiate construction of the Mall Road Looping project. (2025
CARRYOVER)
2. We provide safe, high-quality, reliable, and sustainable
electric distribution service.
1.C. Increase the resiliency of the water distribution
system. 3.A.1 - Replace the structurally deficient Performance Park bridge.
3.A. Continue implementing the Stormwater Master Plan.
3.B.1 - Complete at least one neighborhood stormwater CIP project from the
list included in the Stormwater Master Plan.
3. We effectively and efficiently manage stormwater and are
proactive in mitigating flood risks.
3.B. Implement a stormwater program for Estes Park that
funds the administration, operation, maintenance, and
capital expansion of stormwater infrastructure over a 30
year or greater time period. 5.1 - Identify funding options for a low-cost Trailblazer program.
3.C. Upgrade and maintain our stormwater collection
system to reduce the risk of flooding and damage to
public and private property.
5.A.1 - Complete construction of Trailblazer Broadband system for customers
in the electric service area. (Multi-year Objective)
4. We encourage and support renewable energy sources and
storage.
3.D. Pursue flood mitigation initiatives to reduce flood
risk and increase public safety.
3.E. Pursue grant funding for private and/ or public flood
mitigation and stormwater projects.
5. We provide access to high-speed, high-quality, reliable
Trailblazer Broadband service.
3.F. Explore the Community Rating System (CRS) program
as a way to minimize flood insurance costs to the
community.
4.A. Increase/enhance renewable energy sources and
storage by collaborating with PRPA and the other Owner
Communities to support PRPA's transition plan to
minimize carbon-producing energy.
6. We partner with the three other owner communities to
advance Platte River Power Authority towards our goal of a
100% noncarbon energy mix.
4.B. Establish planning and policy guidance to direct Town
investment in zero emission fleet vehicles, equipment,
and infrastructure.
5.A. Accumulate net positive revenues and apply for
grants to fund capital expansion of the fiber-optic
infrastructure.
5.B. Build an affordable internet connection program.
6.A. Advocate for collaboration and consolidation of
common modernization platforms between the three
owner communities and PRPA to support financial
sustainability of PRPA's carbon-to-renewable transition
plan.
Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies.
Transportation - We have safe, efficient, and well-maintained multimodal transportation systems for pedestrians, cyclists, motorists, and transit riders.
Utility Infrastructure - We have reliable, efficient, and up-to-date utility infrastructure serving our community and customers.
Final (02/10/2025 - R1)
KEY OUTCOME AREA
(Alphabetical order)
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
1. We support a wide range of housing opportunities with a
particular focus on a broad spectrum of affordable workforce
housing.
1.A. Incentivize private development of workforce and
affordable housing.
1.1 - Consider an update to Section 11.4 of the Development Code, including
reconsideration of appropriate definitions and density bonus amounts.
2.A. Continue to meet the needs of the senior community
in Estes Park by completing action items recommended in
the 2025 Senior Needs Assessment.
1.2 - Consider updating Town policies defining workforce or attainable housing
for the purposes of Town funding.
2. We support the needs of our senior community, including
housing.
4.A. Continuously evaluate options for addressing the
community's childcare needs.
1.3 - Discuss with the Housing Authority how 6E funding expenditures should
be targeted in the near term, in light of the current Housing Needs
Assessment, including a discussion of senior and seasonal housing.
5.A. Begin implementing the recommendations of the
2025 Parks and Open Space Master Plan.
1.4 - Work with the Housing Authority to evaluate potential for interest rate
buy-down programs.
3. We support the needs of families in our community.
5.B. Overhaul outdated and aging landscaping in
Children's Park, Riverwalk, and Wiest Park.
2.A.1 - Complete work on the follow-up recommendations from the Senior
Needs Assessment completed in 2025.
5.C. Continue to implement the 2019 Stanley Park
Complex Master Plan projects at the Events Complex.
5.A.1 - Develop a master plan for Town Parks and Open Space, in cooperation
with the Recreation District and Estes Valley Land Trust. Include chapters on
water-conscious landscaping and pocket parks. (2025 CARRYOVER)
4. We support a wide range of childcare opportunities with a
particular focus on infants and toddlers.
6.A. Complete a full rewrite of the Estes Park
Development Code to align with the new Comprehensive
Plan.
5.A.2 - Select at least one specific recommendation from the 2045 Parks and
Open Space Master Plan for budgeting and implementation in 2027.
6.B. Collaborate with community stakeholders to update
our adopted transportation, drainage, parking design
standards, and construction policies in the Development
Code.
6.A.1 - Continue rewriting the Estes Park Development Code with participation
from elected/appointed officials, stakeholders, and residents. (Multi-Year
Objective)
5. We expand our open space and public park infrastructure,
and improve and maintain the durability, functionality, and
efficiency thereof.7.A. Continue to implement the 2023 ADA Transition Plan. 9.1 - Complete Museum Annex addition. (2025 CARRYOVER)
7.B. Continuously implement organizational processes
and services to improve the accessibility of public
information in all formats, with a particular focus on the
needs of individuals with disabilities and those with
limited English proficiency. 10.1 - Review and update the Town's Public Art policy (Policy 880).
6. We have an up-to-date Comprehensive Plan and
Development Code that reflect the will of the community.
7. C. Support the relocation of the Post Office away from
its current location downtown.
10.A. Monitor the fundraising progress of the Fine Arts
Guild of the Rockies for the Encore Performing Ars
Center, contingent on an executed agreement between
the Town and the Fine Arts Guild.
7. We prioritize community accessibility for residents and guests
from diverse cultures, and residents and guests with disabilities.
8. We enact policies that support all demographic segments of
the community.
9. We value and work to preserve, share, and respect the unique
history of Estes Park, and incorporate that history into our
decision-making processes.
10. We support public art and creative endeavors.
1. We maintain a well-trained and educated Town Staff.
1.A. Update and actively work on Human Resources
Strategic Plan Action Items annually.
1.1 - Develop and implement an emergency and safety training program for all
Event and Visitor Services team employees including a tracking system for valid
certifications.
2.A. Complete a review of the Town employee benefit
package to ensure the Town remains competitive and
aligned with other municipalities.
1.2 - Ensure that all employees who will use the new Enterprise Resource
Planning system receive sufficient training.
2. We attract and retain high-quality staff by being an employer
of choice, including offering highly competitive benefits and
wages, and encouraging work-life balance.
3.A. Ensure adequate grant writing capacity as the current
grant resources shift in time allocation.
1.A.1 - Complete the organizational culture action plan objective to revise the
organizational culture survey and implement survey in the 4th quarter of 2026.
3.B. Ensure adequate resourcing to meet the current and
future preventative facilities maintenance needs for Town
buildings and parcels. 4.A.1 - Require term limits on all Town-appointed Boards.
3. We match service levels with the resources available to
deliver them.
4.A. Explore options to improve the Town's ability to
ensure diverse membership representation on Boards and
Commissions.
7.B.1 - Implement new Human Resources Information System/Payroll. (2025
CARRYOVER)
5.A. Conduct a community survey biennially in odd years
to measure our performance and community preferences.
7.B.2 - Streamline and automate recruitment and onboarding process through
new HRIS system.
4. We strive to ensure that the membership of our appointed
Boards and Commissions reflects the diversity of the
community.
5.B. Evaluate the inclusivity and effectiveness of Town
community engagement processes.7.B.3 - Evaluate the use of Laserfiche for policy management.
7.A. Implement a Town performance management
system.
7.C.1 - Continue to digitize Community Development Planning and Zoning
records.
5. We strive to gain meaningful input and participation from all
community members.
7.B. Develop an organizational culture that encourages
continuous process improvement. 7.C.2 - Continue evaluation of permanent Financial records for digitization.
7.C. Digitize Town records within Laserfiche.10.A.1 - Explore options to improve website experience and navigation.
6. We prioritize and support a culture of customer service
throughout the organization.
10.A. Continually evaluate the functionality of our
website to ensure it serves the needs of our customers.
11.A. Evaluate the service condition, safety, functionality,
accessibility, and land-use restrictions of our 32 public
buildings using a data-driven approach and document the
outcomes in our LUCITY asset management system.
7. We support a culture of continuous improvement in our
internal processes and service delivery.
11.B. Upgrade and maintain the quality, function, and
safety of the Town's public restrooms.
11.C. Pursue energy conservation projects that improve
the efficiency of our buildings.
8. We operate with transparency by maintaining open
communication with all community members and proactively
making Town information available to the public.
11.D. Work with the Fire District to investigate and
evaluate strategies to use Town-owned buildings and
Town projects to demonstrate wildfire mitigation
techniques for facilities.
11.E. Plan to meet the space needs of the Facilities
Division.
9. We monitor for, and protect against, cybersecurity threats.
10. We maintain a robust, transparent, accessible, and user-
friendly public-facing website.
Town of Estes Park 2026 Strategic Plan
Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community.
Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting.
THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY.
For the purposes of Strategic Policy Statements, "We" refers to the Town organization, led by the Town Board of Trustees.
Exceptional Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community.
Governmental Services and Internal Support - We provide high-quality support for all municipal services.
Attachment 3
11. We ensure that our facilities are well-maintained and meet
the needs of Town Departments and the community.
1. We value broad collaboration with our partners in providing
outstanding guest services.
2.A. Continue to develop and attract diverse events and
audiences.
2.B.1 - Complete infrastructure improvements to the O’Connor Pavilion
including better emergency communication capabilities.
2.B. Continue to support events through creativity,
innovation, and technology.
2.B.2 - Improve the horse stalls and the safety of the horses in barns A-L and W
by installing stall mats.
2. We provide and support a diverse selection of high-quality
events that attract guests to the Town and support our Mission.
3.A. Work with public- and private-sector entities to
encourage additional town destination opportunities for
guests, including the Museum, particularly in case
visitation limits in the National Park or elsewhere remain
a factor.
5.A.1 - Improve the guest experience in the Visitor Center by replacing the 18-
year-old carpet.
5.A. Continue to implement the Visitor Services Strategic
Plan.
3. We strive to balance the impacts of visitation with the needs
and quality of life of our residents.
5.B. Visitor Services will work with Visit Estes Park and the
Rocky Mountain Conservancy on developing and
implementing ways to help educate and entertain guests
at the Visitor Center.
5.C. Continue providing the Guest Services (Service
Elevated) annual training for volunteers in the Visitor
Center.
4. We balance data-driven decisions with community values
when serving our guests and residents using up-to-date and
relevant data.
5. We contribute to an exceptional guest experience through
high-quality visitor services.
6. We work to ensure that Estes Park is a sustainable tourism
destination.
1. We are committed to safeguarding the lives and property of
the people we serve.
1.A. Evaluate and meet the sworn officer, dispatch, and
support services staffing needs of the Police Department.
1.B.1 - Ensure the completion of pre-design work, identification and securing
of a suitable site, and obtaining approval of a comprehensive funding plan by
December 2026, with projected completion of construction and occupancy of a
new police facility by 2029. (Multi-year Objective)
1.B. Establish a timeline and funding strategy to
implement the Facilities Master Plan recommendations.
Start with the relocation of the Police Department out of
Town Hall.
2.F.1 - Utilize County resources to complete the development of a Climate
Action Plan.
2. We support environmental stewardship and sustainability
through our policies and actions.
1.C. Evaluate the Town's approach to all-hazard
emergency management in collaboration with our local
and regional partners.
2.F.2 - Collaborate with Drive Clean Colorado to accelerate equitable adoption
of clean transportation options. (2025 CARRYOVER)
2.A. Modify codes and regulations to support alternative
and distributed energy.
3. We recognize that substance abuse in our community and
schools is an ongoing issue and work with local and regional
partners to improve awareness, treatment, and education.
2.B. Encourage alternative renewable energy options for
new and established homes and businesses, including
Town Buildings.
2.C. Support beneficial electrification of buildings by
encouraging the replacement of fossil-fuel appliances
with cleaner electric alternatives.
4. We value the importance of maintaining a local emergency
communication center to serve the Estes Valley.
2.D. The Events and Visitor Services Department will
minimize the environmental impacts of Town events.
2.E. Support the County-wide Wasteshed Plan and will
remain active partners with Larimer County in its
implementation.
5. We value the importance of maintaining the Estes Park Police
Department as the law enforcement agency for the town.
2.F. Continue work with Larimer County on Climate Smart
Future Ready initiative.
2.G. Support Visit Estes Park's efforts to communicate
sustainable messages to visitors.
6. We value redundancy and collaboration in the provision of
dispatch and law enforcement services.
2.H. Encourage and support a reduction in solid waste
and an increase in reuse and recycling.
3.A. Continue to support the Regional Opioid Abatement
Council and the importance of Town representation on
the board.
7. We strive to enhance the safety of emergency responders.
8. We believe in and support restorative practices as a way to
build and repair relationships, as well as increase understanding
about the impact of crime in the Estes Park Community.
9. We train and prepare to fully and immediately respond to
community emergencies.
10. We are proactive in our approach to wildfire planning and
mitigation in response to elevated fire risks in the Estes Valley
and the surrounding area.
11. We recognize the importance of behavioral health in our
community and work with local and regional partners to
improve mental health safety, treatment, and awareness.
1. We foster an inclusive, robust, and sustainable economy
based on a triple-bottom-line model, considering economic,
social, and environmental impacts and benefits.
2.A. Improve and streamline the Development Review
process.
2.1 - Identify opportunities to support eclectic mix of business, including
smaller "mom and pop" shops.
2.B. Enhance engagement with business community
through thoughtful scheduling and timing.
2.B.1 - Evaluate expansion of Town Hall hours (7-6) through schedule changes
aligning with customer and business needs.
2. We create and sustain a favorable business climate.4.A. Continue implementation of the Downtown Plan.
2.B.2 - Evaluate actions to ensure that the availability of local businesses is
considered when scheduling Town meetings
5.A. Conduct corridor studies for the corridors called out
in the Comprehensive Plan.
4.A.1 - Work with the Estes Chamber of Commerce and Downtown businesses
to evaluate implementation options for the Downtown Plan. (2024
CARRYOVER)
3. We support a diverse economy, attracting and serving a
broad range of current and potential stakeholders.
6.A. Work with the Economic Development and
Workforce Council to build capacity for small business
owners to address employee housing needs.
6.A.1 - Work with the Chamber and Housing Authority to assess how seasonal
employees are housed in Estes Park.
4. We value the importance of a vibrant, attractive, and
economically viable downtown.
5. We support investment and revitalization in all of the Town's
commercial areas.
6. We support economic and workforce development efforts led
by other organizations.
7. We recognize the benefits of shopping locally and will actively
support our local businesses and the local economy.
Outstanding Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience.
Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
Robust Economy - We have a diverse, healthy, year-round economy.
1. We maintain up-to-date financial policies, tools, and controls
that reflect the financial philosophy of the Board.1.A. Review and update key finance policies.
1.A.1 - Work with Town Departments to revise the Town's Purchasing Policies
by defining roles, evaluating threshold approvals, aligning with current
regulatory requirements, and incorporating procurement best practices.
1.A.2 - Work with key staff members to revise the Town's Grant Policy that
creates a framework for grant applications, evaluation, approval, and
reporting.
2. We make data-advised financial decisions.
3. We will consider the most effective financing strategy for
large capital projects on a case-by-case basis, ensuring that each
financing package is appropriately tailored to the project under
consideration.
1. We value the development and maintenance of a safe,
sustainable, accessible, and efficient multimodal transportation
network.
1.A. Upgrade and maintain our public trail network to
comply with adopted safety and disability standards
utilizing directed sales tax funding approved through
2034.
1.1 - Evaluate how the municipal code treats motorized/electrified scooters,
golf carts, e-bikes, and other low-speed vehicles.
1.B. Evaluate the possibility of adopting impact fees and
fee-in-lieu mechanisms to assist in funding multimodal
transportation improvements. 2.A.1 - Complete the reconstruction of Old Ranger Drive.
2. We will maintain a high-quality network of streets for our
community.
1.C. Evaluate the next phases of the Wayfinding Signage
program prior to further implementation. 2.A.2 - Complete the reconstruction of Old Man Mountain Lane.
2.A. Street rehabilitation efforts will result in an average
Pavement Condition Index of 80 or greater for the Town
street network by 2034.
2.A.3 - Complete the reconstruction of 2nd Street and provide ADA compliant
pedestrian facilities following the water main and service installation project.
(2024 CARRYOVER)
3. We will address traffic congestion throughout the Town.
3.A. Collaborate with Federal and State partners to
mitigate traffic congestion with multimodal solutions
throughout the Town.
3.A.1 - Utilize SB267 grant funds to design transit & parking improvements in
the Visitor Center Parking Lot. (2023 CARRYOVER)
3.B. Develop funding strategies for the design,
environmental clearance, and construction of the
Moraine Avenue Multimodal Improvements.
3.A.2 - Construct the Visitor's Center parking & transit improvements if fully
funded by SB267 grant funds. (2026/2027 Objective) (2024 CARRYOVER)
4. We effectively communicate with residents and guests about
parking and transportation options.
3.C. Consider implementing the recommendations in the
2030 Transit Development Plan.
3.B 1 - Design the multiuse trail on the south side of Moraine Avenue from
Davis Street to Marys Lake Road and seek construction grant funding. (Multi-
year Objective)
3.D. Consider implementing the recommendations in the
2045 Multimodal Transportation Plan.
3.C.1 - Implement CMAQ-funded pilot programs for regional transit service,
expanded transit routes, and micro-transit service. (2026/2027 Objective)
5. We consider strategic, data-driven investments in technology
that promote the financial and environmental sustainability of
the Town's parking and transportation assets.
5.A. Continually evaluate implementation of the
Downtown Parking Management Plan in a manner that
delivers parking services as a self-sustaining program by
2030.
5.A.1 - Identify funding and construct a 3-level parking structure at the Big
Horn parking lot. (Multi-year Objective)
6.A. Work with CDOT and other partners to evaluate
additional regional transit options along US34 and US36.
8.B.1 - Construct the Community Drive Multi-Use Trail (east side of Community
Drive between Manford Avenue and US36 and north side of Manford Ave east
of Community Dr).
6. We identify and leverage local, regional, and national
partnerships that strengthen and extend the Town's parking and
transportation system.
8.A. Continue to implement the priorities in the Estes
Valley Master Trails Plan.
8.C.1 - Construct the final segment of the Fall River Trail. (2026/2027
Objective)
8.B. Obtain funding to design and build a functionally
connected bike and pedestrian facility network within one
mile of Estes Park public schools.
7. We consider the potential impacts of technology changes,
including electric and autonomous vehicles and repurposing of
parking structures, in all transportation planning.
8.C. Complete the Fall River Trail using available trail
expansion funds, open space funds, and grant funding.
8. We will develop and maintain sidewalk and trail connectivity
in the Estes Valley in partnership with other entities.
1. We provide safe, high-quality, reliable, and redundant water
service.
1.A. Ensure at least one water treatment plant can
reliably operate year-round.
1.B.1 - Implement the enforcement process for customers who do not comply
with water administrative regulations.
1.B. Decrease per-capita treated water demand through
loss reduction.
1.C.1 - Initiate construction of the Mall Road Looping project. (2025
CARRYOVER)
2. We provide safe, high-quality, reliable, and sustainable
electric distribution service.
1.C. Increase the resiliency of the water distribution
system. 3.A.1 - Replace the structurally deficient Performance Park bridge.
3.A. Continue implementing the Stormwater Master Plan.
3.B.1 - Complete at least one neighborhood stormwater CIP project from the
list included in the Stormwater Master Plan.
3. We effectively and efficiently manage stormwater and are
proactive in mitigating flood risks.
3.B. Implement a stormwater program for Estes Park that
funds the administration, operation, maintenance, and
capital expansion of stormwater infrastructure over a 30
year or greater time period. 5.1 - Identify funding options for a low-cost Trailblazer program.
3.C. Upgrade and maintain our stormwater collection
system to reduce the risk of flooding and damage to
public and private property.
5.A.1 - Complete construction of Trailblazer Broadband system for customers
in the electric service area. (Multi-year Objective)
4. We encourage and support renewable energy sources and
storage.
3.D. Pursue flood mitigation initiatives to reduce flood
risk and increase public safety.
3.E. Pursue grant funding for private and/ or public flood
mitigation and stormwater projects.
5. We provide access to high-speed, high-quality, reliable
Trailblazer Broadband service.
3.F. Explore the Community Rating System (CRS) program
as a way to minimize flood insurance costs to the
community.
4.A. Increase/enhance renewable energy sources and
storage by collaborating with PRPA and the other Owner
Communities to support PRPA's transition plan to
minimize carbon-producing energy.
6. We partner with the three other owner communities to
advance Platte River Power Authority towards our goal of a
100% noncarbon energy mix.
4.B. Establish planning and policy guidance to direct Town
investment in zero emission fleet vehicles, equipment,
and infrastructure.
5.A. Accumulate net positive revenues and apply for
grants to fund capital expansion of the fiber-optic
infrastructure.
5.B. Build an affordable internet connection program.
6.A. Advocate for collaboration and consolidation of
common modernization platforms between the three
owner communities and PRPA to support financial
sustainability of PRPA's carbon-to-renewable transition
plan.
Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies.
Transportation - We have safe, efficient, and well-maintained multimodal transportation systems for pedestrians, cyclists, motorists, and transit riders.
Utility Infrastructure - We have reliable, efficient, and up-to-date utility infrastructure serving our community and customers.
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Report
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Paul J. Fetherston, Internal Services Director
Ian Stewart, Police Chief
Derek Pastor, Project Manager
Department: Internal Services
Date: February 10, 2026
Subject: New Police Department Facility Preferred Site Location Update
Objective:
Provide the Town Board and public with an update on the proposed preferred site
location for a new Police Department facility and receive feedback from the Town Board
on the proposal and next steps.
Present Situation:
Since January 2025, staff has presented information regarding the need for and
potential locations of a new police department facility on several occas ions including at
the Town Board’s January 14 Study Session and June 24 Study Session. Access to
the agenda reports and presentations is available through each linked date.
A summary of the need and the current location deficiencies is provided in Attachment
A.
After evaluating over 20 potential locations (publicly and privately owned) for a new
police department facility (see Attachment B for a summary of the site considerations),
the Town initially identified approximately three acres of Estes Park School District
(District) owned property – known as “Top Field” located at the northeast corner of
Community Drive and Brodie Avenue – as the highest ranked and most suitable
property for consideration of locating the new policy facility there. T he Town formally
proposed a land swap with the District on July 23 - to exchange these three acres of
District-owned property for a Town-owned property of comparable size on Manford
Avenue. The Town parcel included Town-owned land upon which the District’s Career
& Technical Education (CTE) facility currently sits, leased free of charge to the District
and adjacent to the District’s current property boundaries.
During a September 9 Joint Meeting between the Town Board and the District Board,
the proposal was formally presented and discussed. Thereafter, the District Board
discussed the proposal during its October 14 Work Session after which the School
District Superintendent formally responded to the proposal indicating the following, in
part:
[T]he Board expressed they do not wish to close the door on the possibility
of a future land swap and remain open to continued collaboration with the
Town. However, they believe it would be most prudent to pause any
further engagement on this specific proposal until the District has
completed its comprehensive master planning process for our facilities
and grounds.
The School District has since commenced its master planning process.
Based on (a) the need for and timeline associated with a new police facility; (b) the
uncertainty around the District Board interest; (c) timing related to the District’s master
planning process; and (d) new information regarding previous commitments pertaining
to property on the Town’s fairground property, the Town has conducted additional due
diligence on other Town-owned property and identified one, also in close proximity to
the School District property, that is the most suitable based on the site consideration
evaluation.
Proposal:
Through a decree secured by the Town in February 2003 as a result of a quiet title
action against the dissolved Estes Park Development Company, a 17 acre parcel of
land located on the east and west side of Community Drive south of the current baseball
fields was relieved of any restrictive uses associated with the Stanley Park deed (see
Attachment C – Map). As a result, the 17-acre parcel may be utilized by the Town
without restriction or commitment to cultural or recreational purposes.
Currently, portions of the non-deed restricted property to the southeast of Community
Drive are leased for purposes by (a) the Estes Valley Recreation and Park District; and
(b) the School District. A parcel of approximately 3.9 acres located on the northwest
side of the Community Drive property that is non-deed restricted was not previously
considered by the Town for siting a new Police Department facility in part because the
Town has previously obligated a different portion of the property for a potential
performing arts facility if certain financial commitments could be met within a period
certain.
In late 2025, Encore!, the arts group interested in utilizing the Town property to
construct a performing arts facility and with whom the Town had agreed to temporarily
reserve space while fundraising occurred, informed the Town that it was withdrawing its
proposal. This allowed the Town to rethink options for this non-deed restricted parcel
for other civic uses such as a new police department facility.
Following an evaluation of this non-deed restricted parcel on the east side of
Community Drive, staff proposes shifting the preferred location for a new Police
Department facility to this parcel. In shifting to this preferred parcel, staff recommends
informing the School District of the Town’s shift in the preferred site location.
Advantages:
• The Town-owned community parcel eliminates the need for negotiations with and
approval from the School District and enables it to complete its master planning
process without pressure from the proposal.
• The Town can set a timeline for design, construction, and occupancy without
contingencies or dependencies.
• The new location avoids risk of delays associated with another entity’s priorities and
needs.
• As a wholly Town-owned parcel, there is no cost to acquire a parcel and fewer legal
and administrative costs/ issues associated with inter-agency agreements.
• Based on neighbor concerns related to the ‘Top Field’ location, the new location
avoids a potential community controversy.
• The new location enables the School District land to remain for purposes aligned
with District priorities, preserving future flexibility for the District.
• Enables a streamlined path to constructing a new Police Department facility.
• The new location remains centrally located – while not in the midst of the Downtown
– and accessible to emergency responses throughout the community.
• The parcel maintains appropriate response times and community visibility, with
proximity to the Town Events Center and Fairgrounds, school campus, and
community.
• The parcel has access to existing utilities and road access thereby minimizing
infrastructure development costs.
• The use of this parcel enables the Town to work with traffic engineers to consider
options to mitigate any traffic impacts of a public safety use which could create
additional opportunities to address School District related traffic impacts in the area.
Disadvantages:
• The use of this non-deed restricted parcel for a new police department facility
impacts the current Stanley Park Master Plan (Master Plan) – which also provides
an opportunity for the Master Plan to be updated based on the non-deed restricted
parcel and withdrawal of the Encore! Performing Arts Center proposal.
Action Recommended:
Staff seek Town Board feedback on pursuing this Community Drive property as the
preferred parcel for the siting of a new police department facility.
Within the FY 2026 Town budget, funds were appropriated for purposes of moving
forward with design of a new police department facility. Toward that end, staff will
release a Request for Proposals/ Qualifications for design services for a new police
department facility with a recommendation for contract award to the Town Board in
April. The vendor selected through this competitive process would support the Town
through all design aspects of the project including construction.
Based on Town Board feedback, the next steps would include the following:
1.Formally notify the School District of the change in the preferred site location.
2.Returning to the Town Board during its March 10 regular meeting to confirm the
Town-owned property on the west side of Community Drive as the preferred site
location for a new Police Department facility.
3.Continue working on identification of options relative to the Fairground barns
which could be displaced by the construction of a new Police facility on the new
preferred site location.
4.Continue the design work and proceed through the Community Development
review process as appropriate.
Finance/Resource Impact:
The total cost to construct a new police facility will be influenced by the design phase
which would move forward in the Second Quarter of 2026. As outlined in the June 2025
presentation to the Town Board, the preliminary cost estimate for construction of a new
police department facility is in the $30 million to $35 million range. The final cost
estimate will depend on the final design and material and labor costs at that time.
The proposal to finance the construction is to utilize sales tax funds currently paid to the
Estes Valley Fire Protection District (EVFPD) along with capacity created by expiring
debt service. The financing proposal will require the EVFPD to seek voter approval to
support its operations.
Level of Public Interest:
The level of public interest in the construction of a new police department facility is high.
Attachments:
1.Summary of the need for and location of a new Polic e Department
Facility
2.New Police Department Facility Site Considerations Summary
3.Map of Preferred Location of New Police Department Fac ility
4.Presentation
February 10, 2026 Board of Trustees Report – New Police Department Facility
Proposed Site Location Update
ATTACHMENT A
Summary of the need for and location of a new Police Department Facility
The Need
The current Town Hall facility, including the Police Department, was originally
constructed as a public school in the 1930s and converted to a Town Hall in 1974. As
outlined in the Town of Estes Park 2022 Facilities Master Plan (Facilities Master Plan):
The current police facility … is entirely inadequate. The department has
been shoe-horned into a space that jeopardizes the Police Department’s
ability to respond to emergencies and keep officers, staff and residents
safe.1
The Police Department’s current dedicated space within Town Hall includes the
following:
•5,904 sq. ft = First Floor Main Police Department space
•1,740 sq. ft = Second Floor Police Department space (Restorative Justice,
Communications Center/ Dispatch)
•7,644 total square feet dedicated Town Hall space
In order to meet its unmet needs, the Police Department utilizes other Town owned
spaces for the following purposes:
•1,000 sq. ft. = Training
•1,700 sq. ft = Emergency Operations
•3,000 sq. ft = Evidence and Found Property storage
•5,700 sq. ft = approximate additional non-dedicated space used for Police purposes
1 Town of Estes Park 2022 Facilities Master Plan, page 12
Attachment 1
As a result, the approximate space currently utilized for Police Department operations is
13,344 square feet.
The Police Department’s current facility and location presents a number of challenges
impacting the Town’s ability to maximize its law enforcement operations in the following
ways:
• Current Space: The space converted for police purposes in 1974 is undersized
for the current staff and operational needs 52 years later. Specific areas of
inadequate spacing includes but is not limited to:
o Evidence and Found Property
o Records Management
o Locker Rooms
o Sergeant, Detective and Auxiliary Office Space
o Report writing, roll call, kitchen/ break, booking/ fingerprint, storage,
interview, juvenile holding, cells, and storage
o Communications Center/ Dispatch: undersized and currently physically
separated from police department
o Lack of dedicated multi-purpose room for training purposes and
emergency operations center integration
o Sally Port: secure, controlled entry way – transfer of individuals (arrestees
& suspects)
o Co-mingling parking and emergency response in an area that is heavily
used by visitors in vehicles and on foot
• Current Location: Within the Facilities Master Plan key findings, it was
recommended that the police department should not be located in the Downtown
area due to safety concerns. Instead, it should be planned and constructed
outside of the Downtown area. 2
2 Town of Estes Park 2022 Facilities Master Plan, page 7
February 10, 2026 Board of Trustees Report – New Police Department Facility
Proposed Site Location Update
ATTACHMENT B
New Police Department Facility Site Considerations Summary
•Central location that optimizes response to critical infrastructure such as
schools, special events, and the downtown
•Provide safe and secure facility with public and secure separations for both the
building and the site
•Operational Suitability:
o Site Visibility;
o Vehicular Circulation;
o Emergency Response Times; and
o Future Expansion capacity.
•Site & Environmental Characteristics:
o Zoning and Land Use;
o Topography and Geotechnical;
o Utilities;
o Site Considerations; and
o Surrounding Site Uses.
•Public Access:
o Public Accessibility; and
o Public Perception.
•Financial & Logistical Feasibility:
o Acquisition Costs;
o Acquisition Difficulty;
o Acquisition Timeline; and
o Infrastructure Costs
Attachment 2
February 10, 2026 Board of Trustees Report – New Police Department Facility Proposed Site Location Update
ATTACHMENT C – Map of Preferred Location of New Police Department Facility
Attachment 3
New Police Department
Facility –Preferred Site
Location Update
February 10, 2026
Town Board Report
We are committed to providing equitable access to our services. If you need any assistance, please email digitalaccessibility@estes.org.
Attachment 4
New Police Facility: To Date
Study Session Presentations
January 14, 2025
June 24, 2025
Joint Meeting with School District Board
September 9, 2025
This evening
Update on preferred site location
New Police Facility: The Need
Originally built as an elementary school in 1934 (91 years ago)
Moved into current location in 1974 (52 years ago)
No significant capital improvements since that time
Police Department space is well beyond its useful life
Critically undersized –currently 7,000 sq. ft. and generally use
approximately 13,000 sq. ft. across Town facilities
Key deficiencies:
Parking is not secure or segregated from tourists/ visitors
Inadequate physical controls to safely transfer arrestees from vehicle to
holding cells (sally port)
Inadequate secure and integrated evidence storage
Lack or EOC and communications center (dispatch) integration
Town Facilities Master Plan (2022)
Site Review Consideration
Central Location
Safe and Secure Facility
Operational Suitability
Site & Environmental
Characteristics
Public Access
Financial & Logistical
Feasibility
Original Preferred Site Location:
Proposed Top Field Land Swap
Updated Preferred Site Location:
What’s Changed?
October 14 School District Board Work Session official response
[p]ause any further engagement on this specific proposal
until the District has completed its comprehensive master
planning process for our facilities and grounds
District Master Plan process underway
Town staff revisited site options on non-deed restricted Town
owned property on east and west sides of Community Drive
Encore! arts group withdrew its proposal to site a performing arts
facility on Town owned Events Complex property freeing up land
previously reserved to allow Encore! fundraising
Completed a survey of the non-deed restricted Town-owned
property on Community Drive
Updated Preferred Site Location:
Northwest Side of Community Drive & Manford Ave
Updated Preferred Site Location:
Northwest Side of Community Drive & Manford
Avenue
•17-acre parcel originally owned by Estes Park
Development Company on east and west side of
Community Drive
•East Side: Leases for EVRPD and School District CTE
•West Side: Vacant and several Fairground Barns
•February 2003 Quiet Title Decree
•Town owns 17-acre parcel free of any use restrictions
•West Side parcel identified as preferred site location for
new Police Department facility
Updated Preferred Site Location: Next Steps
Town Board Feedback
Formally notify School District of new preferred site location
Return to Town Board on March 10 with request to affirm preferred site location
Identify options and potential costs and financing for displaced Fairground barns
Concept design work will continue
Public engagement opportunities during formal land use application process, including public input on design
Cost & Financing: Return to Town Board in Q2
New Police Facility Tentative Timeline
2026
Location,
Design &
Financing
Plan
2027
Financing
& Final
Design
2028
Construction
By 2030
Complete
Construction
and
Occupy
New Facility
New Police Department Facility
Preferred Site Location Update
February 10, 2026
Town Clerk <townclerk@estes.org>
COMMENT FOR BOARD MEETING
Frank Theis <ftheis3@gmail.com>Mon, Feb 9, 2026 at 5:10 PM
To: Town Clerk <townclerk@estes.org>
Please forward this comment to the Town Board regarding their meeting tomorrow. I tried using the comment form, but it
ate my comments and wouldn't let me retrieve them.
To the Mayor & Trustees,
I am requesting that you delay giving approval for the staff to send out an RFP for the design of a new Police Station. I
believe the project, as currently planned, is much too expensive and would be a tremendous waste of our taxpayer
dollars. Please consider demanding that staff look at more cost-effective approaches to the project before moving
forward.
Also, I think it is very irresponsible to move ahead on a project with such uncertain funding available. There is no
guarantee that a future Fire District Board will agree to put a large increase of their property tax mil levy before the voters,
and a very likely possibility it would fail if they do, given the community's history with property tax increases. Asking
architects and engineers to spend a lot of time (and money) on proposals for a project with such constraints is not a good
way to treat professionals (spoken as the former owner of an architecture firm which did a lot of public projects).
Thanks for your consideration,
Frank Theis
Public Comment Received 2026-02-09