HomeMy WebLinkAboutPACKET Town Board Study SessionInformal discussion among Trustees and staff concerning agenda items or other Town
matters may occur before this meeting at approximately 4:45 p.m.
Town Board of Trustees Study Session
Tuesday, August 25, 2026, from 5:00 p.m. – 6:45 p.m.
Town Hall Board Room, 170 MacGregor Ave, Estes Park
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Contact us if you need any assistance accessing material at 970-577-4777 or
townclerk@estes.org.
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Public Comment
Public comments are not typically heard at Study Sessions, but may be allowed by the
Mayor with agreement of a majority of the Board.
Agenda
5:00 p.m. Parks and Open Space Master Plan
Presented by Supervisor Berg
5:30 p.m. Micromobility Overview
Presented by Director Greear
6:00 p.m. Break for Dinner
6:05 p.m. Downtown Plan Approach and Funding Mechanisms
Presented by Town Administrator Machalek
6:35 p.m. Trustee and Administrator Comments and Questions
6:40 p.m. Future Study Session Agenda Items
6:45 p.m. Adjourn for the Town Board Meeting
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: Brian Berg, Parks Supervisor
David Greear, PE, Public Works Director
Department: Public Works
Date: August 25, 2026
Subject: Parks and Open Space Master Plan Final Draft
Purpose of Study Session Item:
Design Workshop, consultant for the Parks and Open Space Master Plan, will provide
the Town Board with an update on the Final Draft. Presenting will be Ashley Hejtmanek,
Senior Associate, and Anna Laybourn, Principal with Design Workshop.
Town Board Direction Requested:
This presentation is meant to be a workshop with the Town Board. The goal is to review
and discuss the Final Draft of the Plan and accept feedback to ensure the final
document reflects the Board’s priorities and expectations.
Present Situation:
The Parks and Open Space Master Plan process began in May 2025, with public
engagement started in July through a series of focus group discussions. Additional
outreach was conducted in August and September through pop-up discussions at the
Farmers Market, followed by another engagement opportunity at the Pumpkins and
Pilsners event. An online survey was live from September through November and
received strong participation, with 665 completed surveys submitted. Staff presented an
update to the Town Board in February 2026. Based on Board feedback, additional
outreach was conducted to ensure the perspectives of youth and younger families
would be represented. This included a second survey and four class discussions with
middle and high school students.
Proposal:
The Final Draft Plan will be presented requesting feedback from the Town Board before
proceeding with additional community outreach on the Final Draft Plan.
Advantages:
Some advantages of the Parks and Open Space Master Plan include:
• Direction for the Town’s Parks Division for the next ten to twenty years.
• Gaining valuable community input on what they want most out of their
experiences within the Town’s parks and open spaces.
• Identify investment focus preferences.
Disadvantages:
There are no disadvantages to discussing this study session topic.
Finance/Resource Impact:
The Parks and Open Space Master Plan was included in the 2025 budget.
Level of Public Interest:
The level of public interest for this project is high due to the residents and guests who
utilize these spaces year-round.
Attachments:
1. Parks and Open Space Final Draft Plan Presentation
2. Parks and Open Space Draft Plan
3. Appendix A, Existing Conditions
4. Appendix B, Engagement Summary
5. Appendix C, Needs Assessment
V
ESTES PARK
TOWN BOARD PRESENTATION
AUGUST 25, 2026
Attachment 1
Park System Planning and Design
Ashley Hejtmanek
INTRODUCTIONS + MEETING TOPICS
Project Overview - 10 min.
• Project Purpose and Process
• Community Engagement Highlights
• Key Findings
Plan Overview - 10 min.
• Vision, Themes, and Goals
• Implementation Priorities
Discussion and Next Steps - 10 min.
PROJECT OVERVIEW
STRATEGIC POLICY STATEMENTS
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.
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.
The Town of Estes Park will be an ever more vibrant and welcoming mountain community“”
VISION
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.
“”
MISSION
Town of Estes Park 2026 Strategic Plan
Create a shared vision and focus for the community’s parks and open spaces resources and clearly define the Parks Division role in providing services to the community.
Clarify the Parks Division’s role in maintaining and stewarding Town-owned parks, open spaces, and public landscapes.
Reflect community needs, service gaps, visitor use, environmental conditions, and operational realities.
Identify new policies, maintenance approaches, community services, and prioritize investments.
Guide decisions with a long-term vision for 20+ years by defining values and goals.
WHY A PARKS AND OPEN SPACES PLAN?
Vision Planning
Draft Plan
Final Master Plan
Engagement Window 3
August – Town Board Presentation
Town Board Adoption
Needs Assessment
Plan Framework
Engagement Window 2
February – Town Board Study Session
– Youth Engagement
Project Launch
Inventory Assessment
Past Plan Reviews
Engagement Window 1
July – Focus Groups
August – Farmer’s Market Pop-Up
September – Farmer’s Market Pop-Up
October – Pumpkins and Pilsners
September-November – Online Survey
Establishing a Foundation of Understanding
Plan Creation
Evaluation and Exploration of Ideas
PHASE 1 PHASE 2 PHASE 3
March - June 2026January - March 2026May - December 2025
PROJECT TIMELINE
Executive Summary
Chapter 1: Introduction to the System
• Planning purpose and process
• Community profile
• Planning context and plan alignment
Chapter 2: Park System Evaluation
• Parks and open space inventory
• Classifications and amenities
• Conditions assessment
• Walkshed and ecological mapping
• Community engagement findings
• Operations and maintenance assessment
Chapter 3: A 20-Year Vision
• Vision framework
• Guiding themes and goals
• Strategies and action items
• Implementation priorities
• Funding approaches
WHAT THE PLAN CONTAINS
MAP 1: DOWNTOWN PARKS AND OPEN SPACES
11 Downtown Parks
West
• George Hix Riverside
Plaza
• Mrs. Walsh’s Garden
• Peacock Park
• Performance Park
• Riverside / Baldwin Park
• Tregent Park
• Wiest Park
East
• Big Thompson
Recreational Area
• Bond Park
• Children’s Park
• Riverwalk
• Veterans Monument Park
• Women’s Heritage Plaza
0 .25 Miles
DOWNTOWN PARKS AND OPEN SPACES
MAP 2: PARKS AND OPEN SPACES SYSTEM INVENTORY
2 Natural Areas
• Centennial Open Space at Knoll
Willows
• Thumb Open Space
2 Town-Owned Parcels
• Fish Hatchery Property
• Scott Ponds Area
Town-Owned Parcels Not included in this study
• Stanley Park
• Estes Golf Course
Centennial Open Space Centennial Open Space
at Knoll-Willows
Thumb
Open
Space
Scott
Ponds Area
Fish
Hatchery
Property
Downtown
Rocky Mountain Rocky Mountain
National Park
Estes Golf
Course
MARYS
LAKE
LAKE
ESTES
STANLEY
PARK
FAIR
GROUNDS
Rocky Mountain
National Park
16
BRONZE STATUES
12
PIKA STATUES
16.4
MILES OF
TRAILS
53
FLOWER
BEDS
10
SMALL
PICNIC AND
DAY USE
AREAS
PARKS AND OPEN SPACES STUDY AREA
LEGEND
Town of Estes Park Boundary
Study Area - Parks
Study Area - Conservation Easements
Study Area - Town-Owned Parcels
Town-Owned Parcels
Town Owned Parking Lots
Conservation Easements
Federal Parks
U.S. National Forest
LEGEND
Developed Low Intensity
Developed Medium Intensity
Developed High Intensity
Town of Estes Park Boundary
Parks and open spaces are centered around downtown and the river corridors.
Higher development intensity overlaps with many of the Town’s parks and civic spaces.
MAP 3: INTENSITY OF COMMUNITY DEVELOPMENT
COMMUNITY CONTEXT AND DEVELOPMENT PATTERN
Source: National Land Cover Database (NLCD) GIS Data, Larimer County GIS Data
0 0.25 .5 1 Mile
COMMUNITY PROFILE
TOWN OF ESTES PARK
TOTAL POPULATION
TOWN OF ESTES PARK
DAYTIME POPULATION
5,926
9,375
LEGEND
Many parks and open spaces overlap with wildfire risk areas, floodplains, steep slopes, riparian corridors, and wildlife habitat considerations.
MAP 4: ECOLOGICAL HAZARDS COMPOSITE
ENVIRONMENTAL CONDITIONS
Wildfire Severity (Very High)
Steep Slopes (30% or Higher)
100-Year Flood Fringe (Zone AE, 1% Chance Event)
500-Year (Zone X, 0.2% Chance Event)
Rivers, Streams and Lakes
Town of Estes Park Boundary00.25 .5 1 Mile
Source: FEMA, Town of Estes Park GIS Data, Larimer County GIS Data
LEGEND
15 Minute Walking Distance to a Public Park
Single Family Residences
Multiple Unit Residences
Town of Estes Park Boundary
0 0.25 .5 1 Mile
Outer neighborhoods have more limited access to smaller neighborhood or civic parks.
MAP 5: WALKSHED
PARK ACCESS AND WALKSHED FINDINGS
76%
OF HOUSEHOLDS ARE
WITHIN A 15-MINUTE
WALK TO A PARK OR
OPEN SPACE
Source: DW Analysis, Town of Estes Park GIS Data, Larimer County GIS Data
• DOWNTOWN RIVER CORRIDORS FUNCTION AS THE CENTRAL SPINE OF THE PARK AND OPEN SPACE SYSTEM.
• MOST TOWN PARKS AND CIVIC SPACES ARE CONCENTRATED DOWNTOWN AND ALONG RIVER CORRIDORS.
• 76% OF HOUSEHOLDS ARE WITHIN A 15-MINUTE WALK OF A PARK OR OPEN SPACE.
• OUTER NEIGHBORHOODS HAVE ACCESS TO REGIONAL OPEN SPACE AND FEDERAL LANDS, BUT FEWER NEARBY CIVIC OR NEIGHBORHOOD PARKS.
• ENVIRONMENTAL CONSTRAINTS AND WILDLIFE ACTIVITY ARE CENTRAL CONSIDERATIONS FOR FUTURE IMPROVEMENTS.
• INCREASED YEAR-ROUND USE IS PLACING ADDED PRESSURE ON MAINTENANCE, STAFFING, AND LONG-TERM REINVESTMENT.
SYSTEM EVALUATION TAKEAWAYS
COMMUNITY
ENGAGEMENT HIGHLIGHTS
COMMUNITY ENGAGEMENT OVERVIEW
“I think sustainability
and increasing open space
are critical for the future.”
“Design and improve bike/
pedestrian way connections parks/
communities/city.”
“Balancing wildlife & human
presence with habitat retention. Us
living creatures can overuse places, but
we’ll also preserve them if we can.”
4 FOCUS GROUPS
26 FOCUS GROUP PARTICIPANTS
TOWN BOARD WORKSHOPS
81 YOUTH PARTICIPANTS
59 YOUTH AND FAMILY SURVEY RESPONSES
724 TOTAL COMMUNITY SURVEYS COMPLETED
840 TOTAL OPEN RESPONSES
+ BOOTHS AT FARMERS MARKET AND FALL FESTIVAL
26 OVERALL ATTENDEES, JULY 17, 2025
FOCUS GROUP CONVERSATIONS:
1. Staff and Operations
2. Natural Resources and the Environment
3. Events, Culture, and Visitation
4. Outdoor Recreation
• The Parks Division is understaffed and concerned about the impacts of long-term longevity, retention and succession.
• There is a need to better connect ideas and organizations working towards common goals.
• Balancing management and attraction can improve visitor use by activating underutilized spaces and dispersing users.
FOCUS GROUP TAKEAWAYS
• The park and open space system is responding to more intensive year-round activity.
• Closing trail gaps is important for safely connecting neighborhoods to downtown and parks.
• Safe trail connections are especially important for youth access.
• There is interest in expanding pocket parks outside of downtown to support neighborhood needs.
EVENTS, CULTURE, AND VISITATION FOCUS GROUPSTAFF AND OPERATIONS FOCUS GROUP
FOCUS GROUP TAKEAWAYS
48% Full Time Residents
11% Part Time Residents
14% Estes Valley
6% Larimer County
2% Work in Estes Park but live elsewhere
18% Other
COMMUNITY SURVEY HIGHLIGHTS
• 655 Community Surveys Completed
• 700 Responses to Open-Ended Questions
SEPTEMBER 1, 2025, TO NOVEMBER 3, 2025 63% PERCENT OF RESPONDENTS DESIRE
PRESERVE NATURAL AREAS FOR WILDLIFE
HABITAT CONSERVATION
WHO’S SERVED WELL?
• Locals, visitors, and older adults
WHAT’S WORKING WELL?
• Natural features and scenic views are top-
rated amenities across survey responses
GROWING CONCERN
• Overcrowding is causing wildlife conflicts
and environmental impacts
FUTURE PRIORITIES
• More wildlife habitat
• Better trail connectivity
• Enhanced ADA access
DOWNTOWN NEEDS
• Shade, benches, trees, and picnic areas
YOUTH AND FAMILY INPUT
• 81 Middle and high school youth participants
• 59 Youth and family questionnaire responses
Working Well
• Students consistently identified Estes Park’s outdoor spaces, scenery, and recreation opportunities as key community strengths. Stanley Park, Lake Estes, Scott’s Pond, trails, rivers, and open spaces were valued for relaxing, biking, fishing, and spending time with friends while staying connected to nature.
Areas for Improvement
• Many students felt parks and activities are overly tourist-oriented and lack affordable, youth-focused gathering spaces. Participants emphasized the need for more casual “hang out” spaces, especially for evenings and colder months.
Future Considerations
• Students requested more youth-oriented recreation and social opportunities, including improved biking and walking connections, sports facilities, water recreation, entertainment destinations, and flexible community spaces that support gathering, relaxation, and everyday use.
OVERALL COMBINED TAKEAWAYS:
PICNICS/FOOD
STARGAZING
TOP PREFERRED GATHERING ACTIVITIES
1
3
RELAX/HANG OUT
OUTDOOR ENTERTAINMENT
2
4
• Protect natural areas, wildlife habitat, and Estes Park’s nature-centered identity.
• Improve trail connectivity, ADA access, and safer walking and biking connections.
• Add comfort amenities such as shade, benches, trees, picnic areas, and restrooms.
• Balance recreation, tourism, events, and wildlife stewardship.
• Support more youth-oriented gathering, recreation, and flexible-use spaces.
• Strengthen staffing, maintenance, and long-term system reinvestment.
`
TOP INVESTMENT FOCUS PREFERENCES (BASED ON SURVEY
RESPONSES):
1. Acquiring open space (63%)
2. Undertaking community resilience projects (10%)
3. Providing more parks in walking/biking distance (8%)
4. Increasing maintenance and repair of current parks and open space (5%)
5. Reduce or sustain current park and open space focus (5%)
KEY FINDINGS - WHAT WE HEARD
PLAN OVERVIEW
THEMESTHEMES
GOALSGOALS
STRATEGIES
ACTION ITEMS
BROADBROAD
SPECIFICSPECIFIC
COMPONENTS OF THE FRAMEWORK
VISION
Defines the long-term direction for the parks and open spaces system, reflecting community priorities.
THEMES
Broad focus areas that organize the plan and address key opportunities and challenges.
GOALS
Desired outcomes that describe what the Town aims to achieve under each theme.
STRATEGIES
Approaches and methods that guide how goals will be accomplished.
ACTION ITEMS
Specific, implementable steps that move the plan from vision to reality.
VISION STATEMENT
“Our Town’s parks and open spaces enhance our mountain community’s quality of life by providing welcoming places for diverse outdoor experiences and vibrancy of activities, fostering appreciation of nature and demonstrating our commitment to stewardship and resilience.”
PLAN GUIDING FRAMEWORK
PLAN THEMES
THE DOWNTOWN THE DOWNTOWN
EXPERIENCEEXPERIENCE
CO-EXISTENCE
OF VISITORS AND OF VISITORS AND
WILDLIFE
PARKS ENGAGING
EVERYONE
NATURAL AREAS
AND OPEN SPACES
MAINTENANCE
AND OPERATIONS
GOAL A1: Re-envision the downtown public realm as an interconnected and visually cohesive linear park experience rather than a series of separate spaces.
GOAL A2: Enhance comfort, amenities and usability within downtown parks and riverfront spaces.
GOAL A3: Strengthen the visual identity and character of downtown parks and the river corridor.
GOAL A4: Improve access, wayfinding, and connectivity between downtown parks and visitor destinations.
THEME A: THE DOWNTOWN EXPERIENCE
57% of respondents
use parks for festivals,
concerts, or markets.
Downtown parks and
the Riverwalk received
some of the highest
system-wide ratings
for visual quality,
natural features, and
trails/walkways.
Respondents
identified needs for
additional seating,
shade, picnic areas,
ADA accessibility,
and restroom
facilities.
Enhance downtown parks and the river corridor as a more vibrant, accessible, and connected civic landscape while reflecting the distinctive character of Estes Park.
THEME B: CO-EXISTENCE OF VISITORS AND WILDLIFE
63% of survey
respondents
identified acquiring
more natural areas
for wildlife habitat
conservation as
the top investment
priority.
Open-ended
responses frequently
noted concerns about
wildlife disturbance,
habitat impacts,
and human–wildlife
conflicts.
GOAL B1: Create intentional experiences between wildlife and humans.
GOAL B2: Manage visitation impacts on parks and natural resources.
GOAL B3: Promote wildlife awareness and responsible visitor behavior.
GOAL B4: Strengthen partnerships supporting wildlife management and conservation.
Promote responsible interactions between visitors, residents, and wildlife while protecting natural habitats and maintaining safe, well-managed park environments.
GOAL C1: Ensure parks and open spaces support the needs and interests of current and future residents.
GOAL C2: Improve physical connectivity between neighborhoods, parks, and community destinations.
GOAL C3: Expand accessibility and inclusive recreation opportunities.
GOAL C4: Support year-round community activity and gathering spaces.
Provide parks and open spaces that are accessible, connected, and welcoming to residents of all ages and (dis)abilities while supporting community gathering and year-round recreation.
THEME C: PARKS ENGAGING EVERYONE
34% of respondents
rated ADA
accessibility as
only Fair or Poor,
reinforcing the
need for improved
accessibility and safer
connections.
Visitors and older
adults received the
highest “Excellent”
and “Good” ratings for
how parks serve their
needs.
Teens, young adults,
and individuals with
disabilities showed
lower ratings for how
parks serve their
needs.
GOAL D1: Protect Estes Park’s natural landscapes and wildlife habitat.
GOAL D2: Strengthen management of natural resources and ecological systems.
GOAL D3: Improve resilience for natural hazards and environmental change.
GOAL D4: Expand and connect open spaces to support community and conservation priorities.
Protect Estes Park’s natural landscapes, habitats, and ecological systems while supporting responsible public access and long-term environmental resilience.
THEME D: NATURAL AREAS AND OPEN SPACES
91% of respondents
use parks and open
spaces to enjoy nature
and wildlife, making
natural areas the most
important function of
the system.
Open-ended
responses emphasized
a strong desire to
preserve natural,
undeveloped open
spaces and limit
overdevelopment or
heavy programming.
Focus groups
participants
emphasized active
stewardship and
management of
natural areas,
including habitat
protection, wildfire
resilience, and invasive
species control.
Natural features and
trails received high
condition ratings,
reflecting strong day-
to-day maintenance
by Parks Division
staff.
Focus group
participants
identified staffing
and maintenance
capacity as key
priority for long-term
system performance,
stewardship, and
safety.
Focus group
participants noted
more intensive, year-
round use, increasing
demands on
maintenance, staffing,
and facilities.
GOAL E1: Improve capital planning and asset management.
GOAL E2: Maintain parks and open spaces through proactive maintenance practices.
GOAL E3: Strengthen staffing capacity and operational resources.
GOAL E4: Update Estes Park’s park system policies and operations.
Maintain a high-performing park and open space system through effective staffing, proactive maintenance, strategic capital planning, and modernized policies that support long-term stewardship and growing visitation demands.
THEME E: MAINTENANCE AND OPERATIONS
IMPLEMENTATION PRIORITIES
POLICY AND PLANNING
Policy, plans, standards and studies that guide future implementation.
OPERATIONS AND MANAGEMENT
Daily operations, staffing, maintenance, programming, and asset management.
CAPITAL AND PHYSICAL IMPROVEMENTS
Park, trail, facility, open space, and infrastructure improvements involving
physical investment and construction.
PARTNERSHIPS AND COORDINATION
Interagency coordination, regional partnerships, funding collaboration,
volunteerism, and joint implementation efforts.
Planning, policy
updates, staffing
improvements,
maintenance needs, and
early projects.
Major capital
projects, connectivity
improvements,
restoration efforts, and
system enhancements.
Maintenance,
partnerships,
stewardship,
monitoring,
and community
engagement.
Transformational
projects, expansion
opportunities, and long-
range investments.
PRIORITY FACTORS
STEWARDSHIP VALUE
Protect ecological systems, wildlife habitat, waterways, and long-term environmental health.
COMMUNITY BENEFIT
Support gathering spaces, accessibility, and year-round quality of life.
VISITOR EXPERIENCE AND DOWNTOWN VITALITY
Enhance the downtown and riverfront experience, visitor comfort, and tourism economy.
CONNECTIVITY AND ACCESS
Improve safe and equitable access between parks, neighborhoods, trails, and civic destinations.
OPERATIONAL SUSTAINABILITY
Align projects with maintenance needs, staffing capacity, and operational resources.
PARTNERSHIP OPPORTUNITY
Potential for grants, partnerships, and regional collaboration to advance priority projects.
RESILIENCE AND ADAPTABILITY
Support long-term environmental, operational, and community resilience.
IMPLEMENTATION CATEGORIES:
Near-Term
(1–3 Years)
Mid-Term (4–7 Years)Long-Term (8–15 Years)Ongoing
PRIORITY TIMEFRAME
Each action item is assigned a general timeframe for implementation. Timeframes are intended to guide
prioritization and may shift based on funding availability, staffing capacity, partnerships, environmental
conditions, and emerging opportunities.
Implementation Action Categories
IMPLEMENTATION PRIORITIES
IMPLEMENTATION PRIORITIES
Policy and Planning
• Identify seasonal or conditional closures in sensitive areas to protect wildlife during critical periods (e.g., nesting, calving, winter range).
• Define the Town’s role and goals in open space management.
• Develop a capital improvement prioritization plan for park assets.
• Develop a total asset management plan that accounts for the maintenance and replacement needs.
Operations and Management
• Support hiring an open space manager.
• Align maintenance planning with event use.
• Develop a seasonal staffing strategy to address peak visitation demands, includ-ing recruitment, retention, and scheduling for summer and weekend coverage.
• Develop a maintenance management system to track asset conditions, repairs, and lifecycle costs.
• Revisit and clarify overlapping roles and responsibilities between Parks Division and Public Works, including maintenance of civic spaces and shared infrastructure.
Capital and Physical Improvement Projects
• Identify priority locations for river access, scenic overlooks, and gathering areas along the river corridors.
• Improve ADA accessibility.
• Reinforce native ecological landscapes to support appropriate wildlife habitat.
• Improve safe routes to parks through sidewalk and trail improvements.
• Identify priority areas for riparian restoration and flood resilience improvements.
Partnerships and Coordination
• Participate in and support regional wildfire mitigation planning efforts.
• Identify priority conservation areas for protection or partnership opportunities.
• Support conservation easement strategies that protect wildlife habitat and sce-nic landscapes.
DESTINATION AND CONNECTIVITY
• Downtown Experience
• Connecting Estes
COMMUNITY AND ACCESS
• Neighborhood Parks and Access
• Year-Round Estes
STEWARDSHIP AND RESILIENCE
• Wildlife and Visitor Co-existence
• River Corridor Stewardship
OPERATIONS AND MANAGEMENT
• Sustainable Operations and Asset Management
KEY INIATIVES
DISCUSSION & NEXT STEPS
THANK YOU!
Summer 2026
ESTES PARK
PARKS & OPEN SPACES
MASTER PLAN
Attachment 2
b | | c
ACKNOWLEDGEMENTS
TOWN OF ESTES PARK STAFF
Travis Machalek | Town Administrator
David Greear | Public Works Director
Brian Berg | Parks Division
Benjamin Burrell | Parks Division
Eli Ertl | Parks Division
Amos Westley | Parks Division
Matt O’Reilly | Parks Division
Tonya Ziegler | Parks Division
Kate Miller | Public Info. Officer
TOWN BOARD MEMBERS
Gary Hall | Mayor
Kirby Hazelton, Mayor Pro Tem
Bill Brown | Trustee
Chris Eshelman, Trustee
Mark Igel | Trustee
Frank Lancaster | Trustee
Jamie Mieras, Trustee
CONSULTANT TEAM
Anna Laybourn | Design Workshop
Ashley Hejtmanek | Design Workshop
Jennifer Pintar | Design Workshop
Brenda Palacios Rodriguez | Design Workshop
Sydney Jones | Design Workshop
Ishita Ghosh | Design Workshop
TABLE OF CONTENTS
EXECUTIVE SUMMARY .................................................................................................1
CHAPTER 1: INTRODUCTION TO THE SYSTEM ..................................................11
CHAPTER 2: PARK SYSTEM EVALUATION ............................................................21
CHAPTER 3: A 20-YEAR VISION ...............................................................................67
APPENDIX ITEMS
APPENDIX A: EXISTING CONDITIONS
APPENDIX B: ENGAGEMENT SUMMARY
APPENDIX C: NEEDS ASSESSMENT
LIST OF FIGURES
FIGURE 1: TOWN PARKS AND OPEN SPACE QUICK FACTS ............................................................2
FIGURE 2: PLAN CREATION PROCESS DIAGRAM .............................................................................12
FIGURE 3: PARKS DIVISION ORGANIZATIONAL STRUCTURE .....................................................15
FIGURE 4: CONDITION RATINGS PER NUMBER OF PARKS ..........................................................42
FIGURE 5: COMMUNITY SURVEY QUESTION 6 RESULTS ..............................................................51
FIGURE 6: ESTES PARK TIMELINE ...........................................................................................................52
FIGURE 7: LEFT TO RIGHT: (1) FLYER, (2) ENGAGEMENT BOARDS ..............................................54
FIGURE 8: SURVEY QUESTION 2 AMENITY CONDITION RATINGS ...........................................57
FIGURE 9: FAMILY SURVEY QUESTION 7 RESULTS ..........................................................................59
FIGURE 10: YOUTH SURVEY QUESTION 7 RESULTS ........................................................................59
LIST OF MAPS
MAP 1: PARKS AND OPEN SPACES CONTEXT MAP ..........................................................................3
MAP 2: POPULATION DENSITY MAP ....................................................................................................17
MAP 3: DOWNTOWN PARKS AND OPEN SPACES ...........................................................................22
MAP 4: PARKS AND OPEN SPACES SYSTEM INVENTORY .............................................................23
MAP 5: PARKS AND OPEN SPACE WALKSHED MAP .......................................................................45
MAP 6: ECOLOGY HAZARDS COMPOSITE MAP ...............................................................................46
MAP 7: WILDLIFE MAPS .............................................................................................................................47
MAP 8: LAND COVER MAP .......................................................................................................................48
MAP 9: DEVELOPED INTENSITY MAP ..................................................................................................49
LIST OF TABLES
TABLE 1: ESTES PARK INVENTORY CLASSIFICATIONS ...................................................................26
TABLE 2: PARK AND OPEN SPACE AMENITIES MATRIX .................................................................28
TABLE 3: TOWN-OWNED PROPERTIES CONDITION RATING .....................................................43
TABLE 4: OPERATIONS CAPACITY FINDINGS ....................................................................................63
d | | e
ALL IMAGES BY DESIGN WORKSHOP OR TOWN OF ESTES PARK UNLESS NOTED OTHERWISE
EXECUTIVE
SUMMARY
BOND PARK
PURPOSE
Estes Park’s outdoor spaces are central to the
Town’s unique character and the community’s
identity. As a mountain destination surrounded
by remarkable natural landscapes, parks and open
spaces play an important role in supporting quality
of life, scenic enjoyment, and community gathering
for both residents and visitors.
The Estes Park Parks and Open Spaces Master Plan
provides a long-term vision to guide the stewardship,
improvement, and management of the Town’s trails,
recreation and conservation properties. Guided by
community values and needs, the plan anticipates
community and environment changes to direct
priorities for investment. Evaluation of the current
system informs a proactive approach to planning
Parks Division resource needs and management.
Current System Evaluation
The Town manages 11 parks and four open spaces,
with the majority of the properties being small
plaza and river corridor parks within the downtown.
More than 16 miles of town trails connect many
of these spaces. Natural beauty, experiences in
nature, and interactions with a vibrant community
are highlights of this system. This plan evaluates
the existing Town-owned parks and open spaces
while identifying opportunities to enhance outdoor
play experiences, improve connectivity and protect
natural resources. It finds that strategic investment in
Figure 1: Town Parks and Open Space Quick Facts
4
RECREATION
OPEN SPACES
16
BRONZE STATUES
12
PIKA STATUES
16.4
MILES OF
TRAILS
53
FLOWER
BEDS
10
SMALL PICNIC
AND DAY USE
AREAS
11
PARKS
physical improvements, partnerships, and staffing are
needed to maintain the system at its current level.
Vision For the Future
Estes Park’s parks and open spaces system will
continue to evolve as a connected network that
enhances community life, welcomes visitors, and
protects the Town’s natural landscapes. Broad
community and leadership input provides the values
and priorities that form the plan vision statement,
themes, and actions. Over the next twenty years,
Estes Park will utilize this plan to inform decision-
making, with plan goals and strategies that are broad
and flexible to allow for an adapted approach to
change.
The vision for the future focuses on:
• Strengthening the downtown parks and river
corridors as a connected “linear park” experience.
• Expanding inclusive access and opportunities for
people of all ages and abilities
• Protecting natural landscapes while providing
meaningful access to nature.
• Improving connections between neighborhoods,
trails, parks, and downtown destinations.
• Ensuring the Parks Division is staffed, equipped,
and funded to meet increased year-round
workload and long-term system needs.
Map 1: Parks and Open Spaces Context MAP
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
LAKE LAKE
ESTES
0.25 .5 1 Mile
Legend
Town of Estes Park Boundary
Study Area - Parks
Study Area - Conservation Easements
Study Area - Town-Owned Parcels
Town-Owned Parcels
Source: Town of Estes Park GIS Data, Larimer County GIS Data
3434
36
2 | Executive Summary Executive Summary | 3
PLAN OVERVIEW PARKS AND OPEN SPACE CONTEXT MAP
4
FOCUS GROUPS
26
FOCUS GROUP PARTICIPANTS
2
TOWN BOARD WORKSHOPS
81
YOUTH PARTICIPANTS
59
YOUTH AND FAMILY SURVEY
RESPONSES
724
COMMUNITY SURVEYS
COMPLETED
840
OPEN RESPONSES
+ BOOTHS AT FARMERS MARKET
AND FALL FESTIVAL
4 | Executive Summary Executive Summary | 5
EVENTS, CULTURE, AND VISITATION
FOCUS GROUP
STAFF AND OPERATIONS FOCUS GROUP
COMMUNITY ENGAGEMENT OVERVIEW
YARD SIGN
COMMUNITY SURVEY PROMOTION
ENGAGEMENT HIGHLIGHT
The Estes Park Parks and Open Space
Master Plan was guided by a robust
and community-centered engagement
process designed to gather feedback
from residents, visitors, youth,
stakeholders, and Town leadership.
Engagement occurred across three
phases between May 2025 and July
2026 and helped shape priorities,
identify challenges, and inform long-term
recommendations for the park and open
space system.
Engagement Process
The process combined multiple
outreach methods to encourage broad
participation and accessible feedback
opportunities:
• Community-wide online surveys
• Pop-up events at community
gatherings and seasonal events
• Focus group meetings with
stakeholders and community
organizations
• Town Board and Parks Division
meetings
• Workshops with families and youth
Interactive engagement boards and
visual preference activities
• Project website updates and digital
outreach
OVERALL KEY THEMES
Community feedback throughout the engagement process
revealed several consistent themes that informed the direction
of the master plan.
Natural Character and Environmental Stewardship
Participants strongly value Estes Park’s natural landscape
and wildlife habitat. Feedback emphasized preserving natural
landscapes, protecting environmental quality, strengthening
ecological resilience, and expanding nature-based and
educational experiences.
Outdoor Experience
Parks, trails, and open spaces were identified as essential
for recreation, wellness, and social connection. Walking,
trail use, relaxation, and family gatherings were among the
most common activities. Key priorities included expanded
trail and bicycle connectivity, improved accessibility and
pedestrian safety, enhanced gathering amenities, and additional
neighborhood-scale recreation opportunities.
Youth and Intergenerational Needs
Families and youth engagements indicated strong support for
more youth-oriented recreation amenities, flexible gathering
spaces, outdoor entertainment opportunities, and spaces
that encourage intergenerational interaction and community
connection.
System Challenges and Future Needs
Participants identified several ongoing challenges facing the
parks and open space system, including increasing visitation,
overcrowding at popular destinations, trail erosion, wildlife
impacts, and aging park infrastructure. Feedback also
emphasized the need to balance recreation access and tourism
demands with long-term environmental stewardship, habitat
preservation, and ecological sustainability.
PARK AND OPEN SPACE PLAN VISION STATEMENT
“Our Town’s parks and open spaces enhance our mountain community’s
quality of life by providing welcoming places for diverse outdoor
experiences and vibrancy of activities, fostering appreciation of nature
and demonstrating our commitment to stewardship and resilience.”
THE
DOWNTOWN
EXPERIENCE
CO-EXISTENCE
OF VISITORS
AND WILDLIFE
PARKS
ENGAGING
EVERYONE
NATURAL
AREAS AND
OPEN SPACES
MAINTENANCE
AND
OPERATIONS
Enhance downtown parks and the river corridor as a more vibrant,
accessible, and connected civic landscape while reflecting the distinctive
character of Estes Park.
Promote responsible interactions between visitors, residents, and wildlife
while protecting natural habitats and maintaining safe, well-managed
park environments.
Provide parks and open spaces that are accessible, connected, and
welcoming to residents of all ages and (dis)abilities while supporting
community gathering and year-round recreation.
Protect Estes Park’s natural landscapes, habitats, and ecological systems
while supporting responsible public access and long-term environmental
resilience.
Maintain a high-performing park and open space system through
effective staffing, proactive maintenance, strategic capital planning, and
modernized policies that support long-term stewardship and growing
visitation demands.
THE DOWNTOWN EXPERIENCE
Goal A1: Re-envision the downtown public realm as an interconnected and visually cohesive
linear park experience rather than a series of separate spaces.
Goal A2: Enhance comfort, amenities and usability within downtown parks and riverfront spaces.
Goal A3: Strengthen the visual identity and character of downtown parks and the river corridor.
Goal A4: Improve access, wayfinding, and connectivity between downtown parks and visitor
destinations.
CO-EXISTENCE OF VISITORS AND WILDLIFE
Goal B1: Create intentional experiences between wildlife and humans.
Goal B2: Manage visitation impacts on parks and natural resources.
Goal B3: Promote wildlife awareness and responsible visitor behavior.
Goal B4: Strengthen partnerships supporting wildlife management and conservation.
PARKS ENGAGING EVERYONE
Goal C1: Ensure parks and open spaces support the needs and interests of current and future
residents.
Goal C2: Improve physical connectivity between neighborhoods, parks, and community destinations.
Goal C3: Expand accessibility and inclusive recreation opportunities.
Goal C4: Support year-round community activity and gathering spaces.
NATURAL AREAS AND OPEN SPACES
Goal D1: Protect Estes Park’s natural landscapes and wildlife habitat.
Goal D2: Strengthen management of natural resources and ecological systems.
Goal D3: Improve resilience for natural hazards and environmental change.
Goal D4: Expand and connect open spaces to support community and conservation priorities.
MAINTENANCE AND OPERATIONS
Goal E1: Improve capital planning and asset management.
Goal E2: Maintain parks and open spaces through proactive maintenance practices.
Goal E3: Strengthen staffing capacity and operational resources.
Goal E4: Update Estes Park’s park system policies and operations.
6 | Executive Summary Executive Summary | 7
VISION AND THEMES PLAN GOALS
8 | Executive Summary Executive Summary | 9
KEY INITIATIVES
DESTINATION AND CONNECTIVITY
Downtown Experience
Enhance the downtown riverfront as a connected
civic and recreation destination that reflects Estes
Park’s mountain-town identity.
• Riverwalk cohesion and identity
• Wayfinding and visitor orientation
• River access and gathering spaces
• Flexible civic and event spaces
• Seasonal activation and lighting
• Public art and interpretive elements
• Downtown landscape and beautification
improvements
Connecting Estes
Improve safe and accessible connections between
neighborhoods, downtown, parks, trails, schools,
and civic destinations.
• Trail and sidewalk connectivity
• Bicycle and multimodal circulation
• ADA accessibility improvements
• River corridor connections
• Trailhead and gateway improvements
• Safe routes and crossings
COMMUNITY AND ACCESS
Neighborhood Parks and Access
Expand access to neighborhood-scale parks,
gathering spaces, and recreation opportunities
throughout Estes Park.
• Neighborhood park improvements
• Walkshed gap improvements
• Small gathering spaces
• Access to parks and open spaces
• Outer neighborhood recreation opportunities
• Community-oriented park amenities
Year-Round Estes
Support vibrant community life and recreation
opportunities throughout all seasons for residents
and visitors.
• Winter activation
• Seasonal programming
• Flexible gathering spaces
• Youth-focused spaces
• Event support infrastructure
• Community recreation opportunities
STEWARDSHIP AND RESILIENCE
Wildlife and Visitor Co-existence
Support safe and meaningful coexistence between
wildlife, residents, and visitors through education,
design, and stewardship practices.
• Wildlife viewing opportunities
• Visitor education and interpretation
• Habitat-sensitive design
• Native and pollinator landscapes
• Seasonal management strategies
• Wildlife movement considerations
River Corridor Stewardship
Protect and restore the ecological health and long-
term resilience of the Big Thompson and Fall River
corridors.
• Riparian restoration
• Riverbank stabilization
• Flood resilience improvements
• Ecological monitoring
• Native landscape restoration
• Urban canopy succession and habitat
enhancement
Open Space and Conservation Partnerships
Strengthen partnerships that support conservation,
stewardship, habitat protection, and long-term open
space preservation.
• Conservation partnerships
• Open space preservation
• Easements and land stewardship
• Regional coordination
• Volunteer stewardship opportunities
• Grant and funding collaboration
• Defined conservation roles and management
goals for Town-owned open spaces
OPERATIONS AND MANAGEMENT
Sustainable Operations and Asset Management
Support long-term operational sustainability through
proactive maintenance, staffing, asset management,
and lifecycle planning.
• Maintenance management systems
• Lifecycle replacement planning
• Staffing and operational capacity
• Equipment and facility needs
• Asset tracking and inventory
• Maintenance standards and efficiencies
RIVERWALK RIVERSIDE / BALDWIN PARK
Chapter 1:
INTRODUCTION
TO THE SYSTEM
SCOTT PONDS
12 | Chapter 1: Introduction to the System Chapter 1: Introduction to the System | 13
PLANNING PURPOSE
WHAT IS INCLUDED IN THIS PLAN?
Executive Summary
Overview of the plan’s purpose, engagement process, key findings, vision, themes, goals, and key
initiatives.
Chapter 1: Introduction to the system
Planning overview, community profile, planning context, and alignment with other Town plans.
Chapter 2: Park System Evaluation
Inventory and classification of parks and open spaces, conditions assessment, community outreach
findings, and system analysis.
Chapter 3: A 20-Year Vision
Vision framework, guiding themes, goals, strategies, action items, and implementation priorities, for
the future of Estes Park’s parks and open spaces system.
PLAN DEVELOPMENT PROCESS
Vision Planning
Draft Plan
Draft Plan Review
Final Master Plan
Engagement Window 3
Town Board Presentation
Town Board Adoption
Project Launch
Inventory Assessment
Past Plan Reviews
Engagement Window 1
Focus Groups
Pop-Up Events
Online Survey
Establishing a Foundation of Understanding
PHASE 1
May - December 2025
Needs Assessment
Plan Framework
Engagement Window 2
Town Board Study Session
Youth Engagement
Evaluation and Exploration of Ideas
PHASE 2
January - May 2026
Plan Creation
PHASE 3
May - August 2026
Figure 2: Plan Creation Process Diagram
WHAT THIS PLAN ADDRESSES
This plan focuses on Town-owned parks, open
spaces, riverwalks, civic landscapes, and public
grounds maintained by the Parks Division. It
evaluates existing conditions, access, environmental
constraints, operations, community input, and long-
term priorities.
WHY THIS PLAN MATTERS
This plan helps the Town of Estes Park:
• Understand current parks, open spaces, civic
landscapes, and maintenance responsibilities.
• Capture community needs and priorities.
• Respond to changes in visitation and community
growth.
• Identify policies, maintenance approaches, and
operational priorities.
• Guide investments and decision-making over the
next 20+ years.
THIS PLAN WILL ANSWER:
What role should parks and open spaces play in
Estes Park’s future?
How can parks better serve residents, visitors, and
future generations?
How can the Town balance tourism and
environmental stewardship?
Where should improvements or new park
opportunities be prioritized?
Geography And Landscape
Context
Estes Park is a high-alpine valley
community at 7,522 feet on the eastern
flank of the Rocky Mountains, roughly 90
miles northwest of Denver. The town sits
at the confluence of the Big Thompson
and Fall Rivers and functions as the
primary eastern gateway into Rocky
Mountain National Park (RMNP).
This proximity defines the community’s
identity and its parks network: often
smaller, interconnected spaces following
the river, activity is concentrated
within a compact core, steep slopes
bound development and activity, and
it all interfaces directly with expansive
conserved public lands.
Culture And Community
Estes Park is a small town with an out-
sized regional role. The 2020 Census
estimated 5,904 full-time residents
within about 6.7 square miles. Short-
term housing rentals (2,300 active
listings according to AirDNA) and second
homes add considerable part-time/
seasonal residents to the community.
County and surrounding area residents
also frequent Town parks. Familiarity
with the Town’s parks, trails, and open
spaces ranges from long-term locals
that experience these places daily to
international visitors making a brief stop.
The 2022 Estes Forward Comprehensive
Plan emphasizes the community’s role
as responsible stewards of its mountain
surroundings, supporting residents and
welcoming visitors while preserving
quality of life, sense of community,
economic vitality, and the health of the
natural environment.
Tourism
Tourism is central to community life and to system design.
Rocky Mountain National Park (RMNP) is among the nation’s
most visited parks, logging about 4.15 million recreation visits
in 2024, and continues to use a timed-entry system each
summer to manage congestion in the Bear Lake corridor and
across the national park.
Visit Estes Park estimated approximately 2.2 million unique
visitors to Estes Park, with visitors returning an average of
2.5 times during the year. These town visitation patterns
create demand for local trails, trailheads, parks, restrooms,
seating, shade, wayfinding, parking and other public amenities
that extends beyond RMNP. Visitation is seasonal, with July
accounting for nearly 939,000 visitors in 2024 and 61% of
annual visits occuring on weekdays. Visitors spend more than
five hours in Estes Park on average and in 2024, there were
1,011,300 overnight visitor trips to Estes Park which was a
2.7% increase from 2023. These visitation peaks intensify local
use of Town trails, parks, public amenities, and event spaces
that are under the purview of this plan, particularly from late
spring through fall.
Environmental Factors
Estes Park’s parks and open spaces are shaped by environmental
conditions including wildfire risk, floodplains, steep slopes,
and sensitive wildlife habitats. These factors influence where
recreation can occur, how parks are designed, and the level of
maintenance required. They also reinforce the importance of
balancing access with long-term environmental stewardship.
Service Area and Partnerships
The Town of Estes Park provides parks and open spaces
services primarily within the town limits while coordinating
closely with regional partners including the Estes Valley
Recreation and Park District (EVRPD), Larimer County,
Colorado Parks and Wildlife, the Estes Valley Land Trust, and
Rocky Mountain National Park.
The Town manages riverwalks, streetscapes, and several in-
town parks, while EVRPD operates major recreational facilities
such as Stanley Park and the paved Lake Estes Trail (not
included in this study). Collaboration among these partners
supports habitat stewardship, visitor management, and trail
connectivity across the Estes Valley.
Figure 3: Parks Division Organizational Structure
Parks Division Organizational Structure
The Parks Division operates within the Town’s Public Works Department and is responsible for maintaining
parks, open spaces, and public landscapes. The organizational structure shown below highlights the Park
Division staffing supporting a wide range of operational responsibilities and reflects day-to-day operations.
Additional detail on staffing and operations are provided in Chapter 2.
Park Supervisor
Horticulturist Irrigation Technician
Turf and Noxious Weed Specialist
Arborist Landscape Maintenance
Seasonal Workers
10-15 Positions
Public Works Director
Parks Division
14 | Chapter 1: Introduction to the System Chapter 1: Introduction to the System | 15
PLANNING CONTEXT
DEMOGRAPHICS AND
GROWTH
Estes Park is home to an estimated 5,926
residents as of 2024, covering 6.8 square
miles within Larimer County, Colorado,
and has experienced minimal growth
since 2020 with an increase of just 21
residents or 0.36 percent. The population
is projected to grow by 0.92 percent
between 2024 and 2029 to about 5,981
residents and reach approximately 6,500
by 2035, reflecting steady but limited
growth due to the town’s mountainous
setting and proximity to Rocky Mountain
National Park.
As of 2024, Estes Park has a median age
of 56, significantly higher than Larimer
County and Colorado, reflecting its
strong appeal to retirees and a growing
share of residents aged 65 and older.
AGE GROUP
0-4 5-9 10-14 15-24 25-34 45-54 55-64 65-74 75-84 85+
20%
18%
16%
14%
12%
10%
8%
6%
4%
2%
0%
Annual Visitation
2.2 Million Visits
AGE AND ETHNICITY
Estes Park’s population reflects an older age profile,
with a median age of 56 and approximately 40.7% of
residents aged 65 and older. The largest age groups
are 55–64 and 65–74, while residents under 15
make up a smaller share of the population.
In 2024, 82.4% of Estes Park residents identified
as White, while 14.9% identified as Hispanic origin,
8.6% identified as two or more races, and 6.2%
identified as some other race.
WORKFORCE
Estes Park’s workforce has remained relatively
stable in recent years, with only a slight decline
in resident employment and no major increase in
commute distances. Most workers live locally with
an average commute time of about 14 minutes,
and nearly 15 percent work from home. The town’s
economy continues to rely heavily on tourism
related jobs in hospitality, food service, and retail.
Many residents are retirees or near retirement,
contributing to the town’s small but stable labor
force. This population along with the local service
workforce benefits most from access to parks
and open spaces that support community health,
recreation, and year round livability.
Hispanic Origin
Two or More Races
Some Other Race
Pacific Islander
Asian
American Indian
Black
White
0%10%20%30%40%50%60%70%80%
14.9%
8.6%
6.2%
0.1%
1.6%
0.6%
82.40%
90%
0.6%
The population density map shown
illustrates how census estimated
populations are generally distributed
evenly, with higher concentrations
located in the southeast. This map
covers the areas surrounding the Town
of Estes Park and highlights residential
neighborhoods on the northern,
southern, and western edges, which are
more densely developed.
16 | Chapter 1: Introduction to the System Chapter 1: Introduction to the System | 17
COMMUNITY PROFILE
Town of Estes Park Total Population
Median
Household
Income
Median
Household Size
Household
Income Less
than $35,000
Population under
18
Median Age
Age Distribution
Town of Estes Park Daytime Population
5,926
$78,502
2.07
21.2%
13.7%
569,375
Map 2: Population Density Map
1 Dot = 1 Person
0 0.25 .5 Source: ESRI Demographics 2024, Larimer County Block Groups
Source: ESRI Demographics 2024, Visit Estes Park Annual Report 2024
CENTENNIAL OPEN CENTENNIAL OPEN
SPACE AT SPACE AT
KNOLL-WILLOWSKNOLL-WILLOWS
THUMB OPEN
SPACESPACE
SCOTT PONDS SCOTT PONDS
AREA
FISH FISH
HATCHERY HATCHERY
PROPERTY
DOWNTOWN
ROCKY MOUNTAIN
NATIONAL PARK
ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
ESTES PARK RIVERWALK (DOWNTOWN)
RELEVANT PLANS
• Town of Estes Park Strategic Plan
(2025)
• Arts District Plan (2025)
• Fish Hatchery Development Plan
(2025)
• Site Accessibility Evaluation ADA
Accessibility (2023)
• Larimer County Our Lands, Our
Future Regional Survey Update
(2023)
• Estes Forward Comprehensive
Plan (2022)
• Environmental Sustainability Task
Force Final Report (2022)
• Estes Valley Watershed Coalition
Community Wildfire Protection
Plan (CWPP) (2022)
• Thumb Open Space Management
Plan (2022)
• Stanley Park Master Plan (2021)
• Estes Valley Open Space Plan
(2020)
• Mrs. Walsh’s Garden Master Plan
(2020)
• Estes Park Downtown Plan
(2018)
• Estes Valley Master Trails Plan
(2016)
• Larimer County Open Lands
Master Plan (2015)
• 2040 Upper Front Range
Regional Transportation Plan
(2015)
• Knoll Willows Master Plan (2003)
18 | Chapter 1: Introduction to the System Chapter 1: Introduction to the System | 19
INCORPORATING PREVIOUS PLANS
TOWN OF ESTES PARK STRATEGIC PLAN
(2025)
The 2025 Strategic Plan provided a foundation for shaping the
Estes Park Parks and Open Space Master Plan by establishing
the community’s overarching priorities and long-term direction.
By identifying parks, open space, and sustainability as one of
the Town’s key outcome areas, the Strategic Plan reinforced
the value of investing in outdoor recreation, natural resource
protection, and community well being. Its structure, linking
broad policy statements with multi-year goals and measurable
annual objectives, provided a clear framework for aligning the
master plan’s recommendations with municipal priorities.
SITE ACCESSIBILITY EVALUATION ADA
ACCESSIBILITY (2023)
The Site Accessibility Evaluation played a role in shaping the
Estes Park Parks and Open Space Master Plan by providing
a detailed review of accessibility conditions across eleven
parks. Conducted in April, 2023, the evaluation focused on
play areas, walkways, parking areas, restrooms, and general
amenities, with a lens on disability access and compliance with
ADA standards. By documenting barriers, slope measurements,
surface conditions, and compliance issues, the evaluation
highlighted specific opportunities for improvements such as
slope adjustments, safer walkways, accessible parking, inclusive
signage, and updated amenities. This information allowed the
planning process to identify priority areas for remediation and
integrate strategies that promote equitable access, ensuring
that Estes Park’s parks are welcoming and usable for all
members of the community.
ESTES FORWARD COMPREHENSIVE PLAN
(2022)
The Estes Forward Comprehensive Plan provided guidance for
land use, natural resource conservation, and park development
areas across the Town of Estes Park and Larimer County. This
plan includes a Future Land Use Map and policies supporting
accessible open spaces, park acquisition, and neighborhood
connectivity. Its goals, actions, and vision statement encourage
partnerships with conservation organizations, the development
of new parks, and the provision of amenities that support
public health, sustainability, and community well-being. This
guidance informed the master plan’s strategies for expanding,
connecting, and enhancing Estes Park’s parks and open spaces
to meet both current and long-term community needs.
ESTES VALLEY OPEN SPACE PLAN (2020)
The Estes Valley Land Trust created the Estes Valley Open
Space and Outdoor Recreation Plan to provide a regional
perspective on land conservation, cultural landscapes, and
outdoor recreation. This regional plan includes maps to guide
future conservation land acquisitions and improvements
to enhance natural lands. Its vision to conserve land, build
sustainable trails, protect wildlife and cultural resources, and
promote equitable recreational access informed strategies
for preserving Estes Park’s natural and cultural assets.
Implementation actions such as local adoption, partnerships,
and funding strategies guided the integration of conservation
priorities and sustainable recreation planning into the master
plan.
Chapter 2:
PARK SYSTEM
EVALUATION
MRS. WALSH’S GARDEN
Map 4: Parks and Open Spaces System InventoryINVENTORY OF PARKS AND OPEN
SPACES
Estes Park’s parks and open spaces system includes
civic parks, plazas, river corridors, and natural open
spaces located throughout the community.
The Parks Division has seventeen town-owned
properties within the study area. Map 4 shows the
parks and open spaces inventory distributed across
Estes Park.
Most of the study area properties are located
within the downtown river corridor along the Big
Thompson and Fall Rivers. Many of these are small
plaza-like parks or trail/river corridors with unclear
boundaries and distinction.
Map 3 highlights the downtown parks, where parks,
plazas, and trails create a connected “linear park”
experience along the river. Larger open spaces such
as Centennial at Knoll-Willows and Thumb Open
Space extend the system into surrounding natural
landscapes and provide opportunities for habitat
protection and passive recreation.
Geolocated survey and accurate mapping of Town
park and open space is not available. For this reason,
park acreage information is not included in the
inventory.
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
ROCKY MOUNTAIN ROCKY MOUNTAIN
NATIONAL PARK
ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
3434
36
22 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 23
0 .25 Miles
0 0.25 .5 1 Mile
EXISTING CONDITIONS ASSESSMENT
Map 3: Downtown Parks and Open Spaces
Legend
Town of Estes Park Boundary
Study Area - Parks
Study Area - Conservation Easements
Study Area - Town-Owned Parcels
Town-Owned Parcels
Town Owned Parking Lots
Conservation Easements
Federal Parks
Legend
Town of Estes Park Boundary
Study Area - Parks
Study Area - Conservation Easements
Study Area - Town-Owned Parcels
Town-Owned Parcels
Town Owned Parking Lots
Conservation Easements
Federal Parks
U.S. National Forest
Source: Town of Estes Park GIS Data, Larimer County GIS Data
24 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 25
CURRENT OFFERINGS
TOWN-OWNED PARKS AND OPEN SPACES
The Town of Estes Park oversees the following Town-
owned parks and open spaces. Many of these spaces
are located within the downtown river corridor, where
civic parks, plazas, and the Riverwalk support community
gathering and visitor experiences.
15
PARKS AND
OPEN SPACES
2
TOWN-OWNED
PROPERTIES
THE PARKS DIVISION
OVERSEES
In addition to parks and plazas,
Parks Division staff maintain
landscaped streetscapes, civic
gathering spaces, and public
grounds including the Estes Park
Museum, Visitor Center, parking
areas, Stanley Park Fairgrounds,
and other Town facilities.
The Parks Division is responsible
for maintaining Town-
owned parks, open spaces,
and landscaped public areas
throughout Estes Park.
DID YOU KNOW?
SYSTEM
AMENITIES
16.4 MILES OF
TRAILS
53 FLOWER BEDS32
12 BRONZE
STATUES
10 SMALL PICNIC
AND DAY USE
AREAS
13 WATER
ACCESS
Operations include landscape
maintenance, irrigation system
management, downtown beautification,
post community event clean up, and
seasonal maintenance such as snow
removal.Downtown Parks West
• George Hix Riverside Plaza
• Mrs. Walsh’s Garden
• Peacock Park
• Performance Park
• Riverside / Baldwin Park
• Tregent Park
• Wiest Park
Downtown Parks East
• Big Thompson Recreational Area
• Bond Park
• Children’s Park
• Riverwalk
• Veterans Monument Park
• Women’s Heritage Plaza
Natural Areas
• Knoll Willows Open Space
• Thumb Open Space
Town-Owned Properties
These properties are maintained and
cared for by Town staff.
• Fish Hatchery Property
• Scott Ponds Area
Town-Owned Parks Not
Included In This Study
These properties are managed by the
Estes Valley Recreation and Park District
(EVRPD) and are not included in this study.
• Stanley Park
• Estes Golf Course
PARK CLASSIFICATION
Town-owned properties were evaluated
using a park classification framework
(“Table 1: Estes Park Inventory
Classifications” on page 26).
Classifications group parks and open
spaces based on characteristics such
as size, purpose, amenities, and use
patterns. The inventory includes:
• 4 Civic Parks
• 6 Pocket Parks / Urban Plazas
• 2 Special Use Parks
• 3 Natural Areas / Open Spaces
• 1 Neighborhood Park
• 1 Trail Corridor / Greenway
• 2 Town-Owned Parcels
Scott Ponds is classified as both Natural
Area/Open Space and Neighborhood
Park due to its natural resource function
and playground component.
This framework helps define the role of
different park types within the overall
system and supports consistent planning,
design, and maintenance approaches.
AMENITIES
Estes Park’s parks and open spaces
provide a variety of amenities that
support community gathering, passive
recreation, and connections to nature.
26 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 27
INVENTORY CLASSIFICATIONS
Table 1: Estes Park Inventory Classifications
SIZE PURPOSE AND FUNCTION CHARACTERISTICS AND
AMENITIES
SERVICE
AREA ACCESS
Regional Park
Greater than 20 acres
Provides facilities and recreational amenities intended to serve the entire community, region, and visiting population. Typically, regional parks protect large expanses of land with natural resource values of regional significance. These areas should provide recreational opportunities for nature-oriented, outdoor recreation, scenic viewsheds as well as features such as playgrounds, shelters, walking trails, and athletic facilities.
Sites often preserve significant natural areas and scenic viewsheds and can play an important role in wildlife habitat conservation and water resource protection.
Regional parks often have a balance between resource protection and public use. Portions of the site should be relatively flat to accommodate fields and facilities, while maintaining open space and scenic quality.
Effective utilization of green spaces, open lands, and particularly water features or mountain backdrops are important in the layout. Site features such as streams, reservoirs, rock outcrops, or historic elements may add to the park’s character.
Botanical gardens, winter sports, bicycle or dirt tracks, skate parks, dog play areas, sports courts, fairgrounds, theaters, and cultural exhibits may also be supported within regional parks. Some parks may have reservable facilities or require permits for group use.
Community-wide, regional, and tourist use.
Direct access from an arterial or collector street and typically have direct access to regional trail systems.
Dedicated off-street parking and access to trail systems are typical; layout should minimize impact on natural resources.
Downtown Civic Park
2 to 15 acres
Serves as a focal point for community-wide activities and provides facilities that balance active and passive recreation needs. Supports public events, performances, and gatherings that are not feasible or desirable at the neighborhood level due to noise, lighting, or traffic.
May include open lawns, amphitheaters, multipurpose play areas, plazas, picnic shelters, and community gathering spaces, and paved walking paths. Portions of the site may incorporate natural features or landscape areas that provide visual relief and enhance the park’s setting, such as gardens, water features, or scenic backdrops.
Portions of the site should have gentle topography to accommodate event spaces, performance lawns, or gathering areas.
Site design might include pedestrian flow, and connections to surrounding streets, trails, and civic facilities. Special site features such as streams, rock outcrops, scenic view areas or historic sites may add to the park’s character. Lighting, seating, and utilities should support public events while considering the surrounding downtown environment.
Community-wide and tourist use.
Two mile service area to account for people walking, biking, or driving to parks.
Direct pedestrian access from downtown corridors.
Parking might provide limited off-street event parking or shared with other uses.
Access to trail system and public transit is desirable.
Neighborhood Park
1–10 acres
Intended to provide both active and passive recreation for residents for short daily leisure periods, but should provide for most intensive use by children, family groups, and senior citizens.
Accessible to nearby neighborhoods and geographically centered to encourage walking and bicycle access. Sites often serve as local gathering places that may incorporate small ponds, natural areas, or trail connections. May be developed as a park-school facility or in combination with community open space.
On-street parking is typically adequate. Ideally, these parks are linked by pathways and sidewalks and respond to the need for local recreational amenities close to people’s homes.
Amenities typically include picnic tables, benches, shaded seating areas, playgrounds, nature play, interpretive signage, small open lawns, restrooms, and unpaved or multi-use trails. Parks may incorporate natural features such as ponds, wetlands, or scenic overlooks where appropriate.
Within half mile walking or biking distance in residential areas.
Centrally located within neighborhoods or adjacent to trail corridors.
Accessible by sidewalks and local streets and on-street parking.
SIZE PURPOSE AND FUNCTION CHARACTERISTICS AND
AMENITIES
SERVICE
AREA ACCESS
Pocket Park / Urban Plaza
0.1–1 acre
Specialized facilities that serve a concentrated population or visitor group and provide opportunities for rest, gathering, or small-scale recreation. May include plazas, children’s play areas, memorials, gardens, or interpretive spaces.
Often located in high-activity areas such as the downtown core or along the Riverwalk, these spaces provide visual relief and community identity through art, landscaping, and seating. Could be provided by either the public or private sector.
Portions of the site should have gentle topography and be designed to accommodate seating, art installations, and creative play or interpretive features.
Amenities often include benches, planters, small lawns, decorative paving, public art, and shaded gathering areas.
Less than a quarter mile walking distance.
Primarily serves pedestrians and visitors.
Located within the Riverwalk or downtown corridors. Typically, pedestrian or bike access only.
Special Use Park
Varies
Purpose built to serve a specific community or visitor need. Typically, supports specialized activities, facilities, or events that serve a special interest or a non-traditional park.
Examples may include environmental education centers, historic or interpretive sites, community gardens, performance venues, civic plazas, river access points, or other single-purpose recreation or cultural attractions.
Varies based on the specific purpose and audience of the park.
Location should be carefully planned to ensure that access, parking, traffic control, lighting, and noise impacts are compatible with surrounding neighborhoods. Amenities may include trailheads, interpretive displays, gardens, fishing docks, viewing areas, bike racks, public art, or educational exhibits.
Entire community In most cases, good access from an arterial or collector street. Parking should be off-street for larger sites. On-street parking might be sufficient if connected to the Riverwalk or downtown corridors.
Natural Area / Open Space
Varies
These areas are generally maintained in their natural state and help protect scenic views, wildlife habitat, and sensitive environmental features. Often provide opportunities for passive recreation such as walking, hiking, wildlife viewing, photography, and environmental education.
May include interpretive facilities, historic or cultural exhibits, and natural-surface trails. Some areas may accommodate scientific research, bouldering, or trail connections. Depending on site conditions, public access can be limited.
Natural land areas are intended to protect environmentally sensitive features such as steep slopes, rocky outcrops, wetlands, floodplains, and wildlife corridors.
Sites may also include riparian areas, meadows, or forested slopes that provide a naturalized park setting within surrounding development. May include unpaved trails, signage, small trailheads, or interpretive overlooks. Use may be restricted by geography.
Community-wide, regional
Varies
Trail Corridor / Greenway
These areas typically provide passive recreation within or adjacent to public rights-of-way, waterways, or open spaces that connect parks, downtown, neighborhoods, and natural features. Typically designed for walking, biking, and scenic enjoyment, offering both recreational and transportation benefits. Often provide connectivity between civic spaces, visitor destinations, and natural areas. May include interpretive elements or public art.
Linear areas with paved or natural-surface trails, landscaped edges, and gathering spaces or small plazas.
Amenities often include benches, overlooks, interpretive signage, wayfinding elements, and access points at parks, streets, or visitor destinations. Site should be relatively flat for pedestrian and cyclist accessibility and safety.
Community-wide and tourist use. If possible, connects to regional systems
Multiple direct access points at parks, streets, and visitor destinations. Ideally accessible from community corridor.
Parks, Open Space and
Natural Areas Amenities
Thumb
Open
Space
Centennial
Open Space
at Knoll
Willows
Mrs.
Walsh’s
Garden
Bond
Park
George
Hix
Riverside
Plaza
Performance
Park
Tregent
Park
Wiest
Park
Peacock
Park
Women’s
Monument/
Children’s
Veteran’s
Monument
Big
Thompson
Recreation
Area
Riverwalk Riverside /
Baldwin Park
Scott Ponds
Area
Fish
Hatchery
Property
Accessible Path/Trail
Amphitheater or Large Event Space
Benches
Building Other
Climbing/Bouldering
Drinking Fountain
Educational Site
Flower Beds
Grills
Hiking Trails
Interactive Art
Interpretive Signage
Large Pavilion
Monument or Heritage Site
Native Landscaping Area
Nature Playscape
Off-Street Parking Spaces
Permanent Restroom Facility
Picnic Tables
Total Playgrounds
Play Equipment Ages 2 to 12
Play Equipment Ages 2 to 5
Play Lawn
Pond or Lake
River or Stream
Small (Gazebo)
Statue or Sculpture
Swimming Area or Water Access
28 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 29
INVENTORY MATRIX
DOWNTOWN PARKS WEST DOWNTOWN PARKS WEST
Peacock Park
Peacock Park is a small ~.09 acre Pocket Park/Urban
Plaza that includes two picnic tables and a large
bronze columbine sculpture. It is a quiet spot along
the busy Elkhorn Avenue corridor and Fall River.
Site Amenities
• Benches, Garden, Picnic Tables, Water Access
Classification
• Pocket Park / Urban Plaza
Performance Park
Performance Park is an outdoor amphitheater
and event space set against the natural rock wall
backdrop used for rock climbing. It offers seating, a
performance stage, restrooms, and adjacent parking.
The amphitheater was built in 2003. The local
climbing community maintains the climbing routes
on the Jim Detterline Memorial Climbing Wall.
Site Amenities
• Seating, picnic tables, restroom, parking, rock
climbing routes, bridge
Classification
• Special Use Park
30 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 31
EXISTING CONDITIONS
George Hix Riverside Plaza
George Hix Riverside Plaza is located at the
confluence of the Big Thompson and Fall Rivers. It
hosts multiple water features, sculptures, seating,
and a sensory garden, while supporting the visitor
experiences of adjacent businesses.
The Sensory Garden utilizes plants and materials
to engage sight, smell, touch, taste and sound. The
garden includes musical instruments, two bridges
over a river made of glass, and an ornamental
garden.
Site Amenities
• Accessible path, trail, seating, art, sculptures,
educational site, gardens, water features, musical
instruments
Classification
• Pocket Park / Urban Plaza
Mrs. Walsh’s Garden
Mrs. Walsh’s Garden is on the west end of
Elkhorn Avenue and provides access to a quiet
manmade waterfall, two ponds and native-inspired
demonstration garden. The space is passive with
winding paths, seating, and sculptural accents
within a fenced footprint to discourage deer and elk
foraging. Volunteers contribute to the care of the
site.
Site Amenities
• Educational site, garden, signage, sculpture,
monuments, water features, seating
Classification
• Special Use Area
32 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 33
DOWNTOWN PARKS WEST DOWNTOWN PARKS WEST
Tregent Park
Tregent Park is located along the west end of the
Riverwalk at Elkhorn Avenue and along Fall River.
It provides a shaded area with access to the river, a
small artificial lawn space, unused kiosk structure,
and seating areas. Tregent hosts one of the
downtown restrooms for visitors.
Site Amenities
• Picnic tables, drinking fountain, benches,
restroom, lawn, river access, sculpture.
Classification
• Pocket Park/Urban Plaza
Wiest Park
Wiest is situated along the Fall River and highlights
a gazebo and seating areas. It provides a visual and
physical connection to the river, and also provides a
comfortable pedestrian walking corridor as visitors
are connected to the town core from an adjacent
public parking lot.
Site Amenities
• Benches, river access, gazebo
Classification
• Pocket Park/Urban Plaza
Riverside / Baldwin Park
Riverside / Baldwin Park is located off of Ivy Street.
The 60,000 square foot space has river frontage
along the Big Thompson, a playground, picnic tables,
benches, and turf areas. It includes the Riverwalk
and fishing bridge.
Site Amenities
• River frontage, playground, picnic tables, benches,
turf area, fishing bridge
Classification
• Civic Park
34 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 35
DOWNTOWN PARKS EAST DOWNTOWN PARKS EAST
Children’s Park
Children’s Park is a playground and restroom along
the Riverwalk, offering views of the river, picnic
tables and benches. Consisting of 2,500 square feet,
and adjacent to the Big Thompson River, the park
offers a playground, restrooms, a drinking fountain,
river frontage, picnic tables and benches.
Site Amenities
• Benches, playground, restrooms, picnic tables,
water access
Classification
• Pocket Park / Urban Plaza
Riverwalk
This one-quarter mile picturesque path winds along
the Fall River and the Big Thompson River. The
walkway is highlighted by trees, flower plantings,
turf areas, playgrounds, benches, and plaza areas.
Site Amenities
• Benches, interpretive signs, and pathways
Classification
• Trail Corridor / Greenway
Big Thompson Recreational Area
The Big Thompson Recreational Area is located
adjacent to the Town’s free parking garage, the
Visitor Center, and the Lake Estes Trail. A large
bouldering rock, two picnic shelters, and river access
are the highlights of this space. Big Thompson
Recreational Area was a collaborative effort of a
Great Outdoors Colorado grant, bouldering rock
donation by Visit Estes Park, and the Town’s Park
Division.
Site Amenities
• Play feature, picnic shelter, picnic tables
Classification
• Civic Park
Bond Park
Bond Park is the Town’s central gathering space,
located next to Town Hall and close to the free
parking garage and Visitor Center. It hosts many
of the town’s events, festivals, and concerts. It
features a covered gateway structure at the corner
of Virginia Drive and Elkhorn Avenue, the crossroads
of the town’s major thoroughfares, along with a wide
walkway of concrete and unit pavers. The structure
provides information and historical context. The
park features an open lawn with some picnic table
and built-in seating. The park has a permanent sound
system and a movable stage for performances.
Hookups are available for vendors. The park was
dedicated to Cornelius H. Bond in 1944, by naming
the land he had set aside in 1905 as “Bond Park.”
Site Amenities
• Picnic tables, sculpture, walkways, open lawn,
performance infrastructure, hookups.
Classification
• Civic Park
Knoll Willows Open Space
The Centennial Open Space at Knoll-Willows is
located in the heart of downtown Estes Park. The
Natural Area/Open Space property is 19.05 acres,
and was purchased with partner agencies in 2002 to
preserve the natural habitat and historic resources.
The site offers passive recreation and education
opportunities through unpaved trails, signage, and
seating areas. The site has two historic resources.
The Birch Ruins interpret the 1907 bungalow of
Albert Birch, destroyed by fire that same year. The
Birch Cabin, below the ruins, was built after the fire
and was used as a retreat until the 1980s.
The site boasts remarkable geological outcroppings,
varied ecosystems that support wildlife, and
wetlands along Black Canyon Creek at the base of
the knoll. The Knoll provides impressive views of
downtown, the Continental Divide, surrounding
mountains, and the Stanley Hotel.
Knoll-Willows has parking off of MacGregor Avenue
and a trailhead accessed from Highway 34.
Site Amenities
• Trailhead parking, signage, benches, unpaved
trails, historic structures
Classification
• Natural Area/Open Space
36 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 37
NATURAL AREASDOWNTOWN PARKS EAST
Veterans Monument Park
Site Amenities
Classification
Women’s Heritage Plaza
Women’s Heritage Plaza is connected to the
Children’s Park and displays bronze sculptures
honoring the historical and ongoing contributions of
women to the Estes Park community.
Site Amenities
• Monuments
Classification
• Pocket Park / Urban Plaza
Thumb Open Space
The Thumb and Needles are iconic rock formations on
the southeast side of Prospect Mountain. The Open
Space property is 65.8 acres. It is accessible for hiking,
trail running, wildlife viewing, climbing and bouldering.
The Thumb Open Space opened to the public in 2022
and is bordered by Bureau of Reclamation lands and
private properties.
The Thumb is one of Este Park’s climbing destinations,
with nearly 50 climbing routes identified with pitch
ratings from 5.0 to 5.13, along with opportunities for
bouldering. The site provides novice and youth skill
development. A standing relationship with the climbing
community supports the management of the routes
and hardware. There is a short trail (0.7 miles) to the
formation accessed by trailhead parking off Peak
View Drive that has space for approximately nine (9)
vehicles. An emergency vehicle roadway also exists to
get responders closer to the climbing activities.
A management plan for the property was developed
in 2022. It was created in alignment with the adopted
conservation easement requirements and community
feedback, providing guidelines for responsible
public use, sensitivity to neighboring properties and
environmental stewardship. Long-term digital tools
are being used by Town staff and volunteers, and to
monitor and ensure long-term protection for this space.
Site Amenities
• Trailhead parking, signage
Classification
• Natural Area/Open Space
NATURAL AREAS
38 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 39
TOWN-OWNED PARCELS
Fish Hatchery Property
The town-owned Fish Hatchery property is a
Special Use site along the Fall River and adjacent to
Rocky Mountain National Park. The Fall River Trail
runs along the river and site, and it is adjacent to
the historic structures of the Fall River Hydroplant
museum. Public access is limited, although a
private event rental is available with the O’Connor
Pavilion. The natural conditions of the site include
woodlands, meadows, and frontage along the Fall
River. The surrounding property is being considered
for workforce housing.
Site Amenities
• Fall River trail access, Private rental (open-
sided pavilion, horseshoe pits, volleyball
court, restrooms, ceremony sites, parking, and
pedestrian bridge)
Classification
• To be determined
Scott Ponds Area
Scott Ponds Natural Area is located within the
Carraige Hills subdivision and neighborhood. The
property hosts two reservoirs that were subject to
flood damage in 2013, and restored in 2016 to dam
safety regulations. These provide flood-control. The
site is valued for its passive wildlife habitat, birding,
fishing and water recreation opportunities. The
space has a playground managed by the Estes Valley
Recreation and Park District (EVRPD) and associated
unpaved parking lot. Scott Ponds is connected to
town by the Fish Creek Trail and the St. Vrain Ave
trail.
Site Amenities
• Trail, playground, parking area, reservoirs (stocked
fishing), small watercraft recreation
Classification
• Natural Area/Open Space
• Neighborhood Park
TOWN-OWNED PARCELS
Downtown Landscapes and Civic
Beautification Areas
The Parks Division maintains a variety of landscaped
civic spaces and non-park areas throughout
downtown Estes Park. These spaces contribute to
community character, visitor experience, seasonal
beautification, and downtown identity.
Classification
• Town-Owned Parcel
Amenities
• Flower beds and seasonal planters
• Traffic circles and landscaped medians
• Downtown streetscape landscaping
• Civic greens and lawn areas
• Hanging baskets and decorative planters
• Urban forestry and downtown tree maintenance
• Public art
40 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 41
TOWN-OWNED PARCELS
Maintenance Facility
The maintenance facility is located adjacent to the
visitors center and accessed via the Visitor Center
surface parking lot off of Big Thompson Avenue,
and along the Big Thompson River. It contains a
maintenance building, two greenhouses used for
plant propagation and seasonal display preparation.
Classification
• Town-Owned Parcel
Building Uses
The parcel contains a cluster of buildings dedicated
to the year-round management of the Town’s public
lands:
• Maintenance Building: A multi-bay industrial
structure that serves as the central workshop
for the Parks Division. It houses the town’s
specialized fleet, including equipment for trail
maintenance, turf management, and snow
removal.
• Greenhouse Complex: The site features two
operational greenhouses dedicated to:
• Plant Propagation: Cultivation of over 38,000
annuals and 8,000 perennials annually used
to populate the town’s 53+ flower beds and
decorative planters.
• Acclimatization: Preparing floral displays for the
high-altitude climate of the Estes Valley before
they are transitioned to the downtown district.
• Winter Storage: Providing a climate-
controlled environment for sensitive
vegetation during the off-season.
Operational Significance
Beyond horticulture, the crews based here
manage:
• Public Art Preservation: Care for the
town’s collection of 16 bronze statues, 12
pika sculptures and various monuments.
• Urban Forestry: Equipment storage for the
maintenance of right-of-way trees and park
timber.
• Seasonal Logistics: Serving as a primary
staging point for winter snow-plowing
operations and spring cleanup within the
high-traffic Visitor Center and Parking
Structure precinct.
42 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 43
CONDITION ASSESSMENT
METHODOLOGY
Parks were evaluated using a four-part
scoring system that reflects both physical
condition and user experience:
• Park Condition (0–4 scale):
Evaluates the condition of facilities,
infrastructure, and grounds
• Level of Development (0–3 scale):
Assesses how fully the park is built out
relative to its intended use
• Amenities (0–3 scale): Evaluates the
variety and quality of recreational
features
• Access and Accessibility (0–3
scale): Assesses site access, internal
circulation, and ADA connectivity
Scores from each category were
normalized and combined using a
weighted scoring system to establish an
overall condition rating for each park.
Greater emphasis was placed on access
and accessibility.
• 25% Park Condition
• 20% Level of Development
• 20% Amenities
• 35% Access and Accessibility
The weighted scores were then
translated into the ratings shown in Table
1 (High Performing, Performing Well,
Moderate Needs, or High Needs).
TOWN-OWNED PROPERTIES RATING
Downtown Parks West
George Hix Riverside Plaza Performing Well
Mrs. Walsh’s Garden High Performing
Peacock Park High Needs
Performance Park Moderate Needs
Riverside / Baldwin Park Moderate Needs
Tregent Park Moderate Needs
Wiest Park Moderate Needs
Downtown Parks East
Big Thompson Recreational Area High Performing
Bond Park High Performing
Children’s Park High Needs
Riverwalk Moderate Needs
Veterans Monument Park High Performing
Women’s Heritage Plaza Moderate Needs
Natural Areas
Centennial at Knoll Willows Open Space Performing Well
Thumb Open Space Moderate Needs
Town-Owned Parcels Included in Study
Scott Ponds Area Moderate Needs
Scott Ponds (Playground)Moderate Needs
Fish Hatchery Property*N/A
*Fish Hatchery Property was not evaluated as part of the conditions assessment due to planned future development. The site will be addressed through future planning and design efforts.
Table 2: Town-Owned Properties Condition RatingCONDITION ASSESSMENT OVERVIEW
Seventeen park and open space properties were
evaluated as part of the assessment. Each site was
reviewed and assigned an overall condition rating
of High Performing, Performing Well, Moderate
Needs, or High Needs based on a combination of
physical condition, level of development, amenities,
and access and accessibility.
Overall, the Estes Park system reflects a generally
functional and well-maintained system. The majority
of parks fall within the Moderate Needs category,
indicating that while most sites are functional, many
have aging infrastructure, limited amenities, or
accessibility challenges.
Overall System Condition
Many parks in Estes Park are in good condition
and support day-to-day use, reflecting ongoing
maintenance and investment by town staff. While
the system is functioning well overall, several sites
show signs of aging infrastructure.
Amenities
Most parks provide a core set of amenities that
support everyday use. There are opportunities
to update and expand on the variety of amenity
options.
Type of Development
Park conditions and functionality vary based on
classification and intended use. Most of the parks
are well taken care of and have a good level of
development. Natural areas and open spaces
generally function with minimal development,
though access, wayfinding, and trail conditions vary.
Figure 4: Condition Ratings per Number of Parks
Access and Accessibility as a Systemwide Need
Access and accessibility arose as a priority from the
survey, focus groups and staff conversations and
were weighed more heavily in the evaluation. While
many of the parks and open spaces are accessible,
there are opportunities for improvements to ADA
connectivity and circulation.
Field observations identified:
• Uneven or deteriorating walking surfaces
• Incomplete or limited ADA access to amenities
• Circulation challenges within park sites
• Gaps between parking, trailheads, and key
features
Visitor Use
As a destination community, some parks in the
downtown area and along the river corridors
experience higher levels of use. These spaces are
performing well, with opportunities to continue
improving access and circulation.
High
Needs
12%High
Performing
24%
Performing
Well
12%Moderate
Needs
53%
WALKSHED OVERVIEW
A walkshed analysis helps evaluate the how accessible parks
and open spaces are to nearby residents by measuring the
walking distance between homes and publicly accessible park
and open space areas. This type of analysis identifies how
long it takes to walk to a park using sidewalks and pedestrian
routes, highlighting areas that are within or outside a 15-minute
walking distance.
The Park Walkshed Map (Map 4) illustrates the accessibility of
publicly accessible parks and open spaces within a 15-minute
walk of residential areas.
Using a 15-minute walking distance, the analysis considers
pedestrian routes along the street network to identify areas
where residents can reasonably walk to parks, open spaces,
and riverfront recreation areas. The analysis shows that 76% of
households in Estes Park are located within a 15-minute walk
of a developed park or open space.
While many outlying areas have access to nearby federal
lands and national forest, they may have fewer nearby civic
or neighborhood parks that support everyday community
gathering and recreation.
PARK DISTRIBUTION AND ACCESS
The Town’s parks and open spaces are primarily centered
around the downtown river core. Neighborhoods located
near downtown and along the river are generally within the
walkshed, while areas farther from the core and along the
outer edges of the community, have more limited proximity to
Town parks.
• Multi-unit housing is more frequently located within the
walkshed, particularly near downtown and along primary
corridors.
• Many single-family neighborhoods outside of the walkshed
are along the Town’s outer edges, where proximity to Town
parks are more limited.
76%
PERCENT OF
HOUSEHOLDS ARE
WITHIN A 15-MINUTE
WALK TO A DEVELOPED
PARK OR OPEN SPACE
44 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 45
LEVEL OF SERVICE
Map 5: Parks and Open Space Walkshed Map
Legend
Study Area - Parks
Study Area - Conservation Easements
Study Area - Town-Owned Parcels
Town-Owned Parcels
Town Owned Parking Lots
Conservation Easements
Federal Parks
U.S. National Forest
Source: DW Analysis, Town of Estes Park GIS Data, Larimer County GIS Data
0 0.25 .5 1 Mile
15 Minute Walking Distance to a Public Park
Single Family
Multiple Unit
Town of Estes Park Boundary
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
ROCKY MOUNTAIN ROCKY MOUNTAIN
NATIONAL PARK
ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
3434
36
ECOLOGICAL HAZARDS
Estes Park’s parks and open spaces are located within a
mountain landscape shaped by river corridors, steep slopes,
and sensitive ecological systems. These natural features
contribute to the scenic beauty and value of Estes Park, but
also bring environmental constraints.
The Ecological Hazards Composite Map (Map 6) highlights
areas where environmental conditions such as wildfire risk,
floodplains, steep slopes, and riparian corridors intersect with
the Town’s parks and open spaces.
WILDLIFE CONCENTRATIONS
Estes Park’s parks and open spaces
supports a wide variety of wildlife
species and migration patterns.
River corridors, montane forests,
wetlands, and open valley meadows
provide important habitat and movement
corridors for birds, large mammals, and
other wildlife throughout the region.
The Wildlife Activity maps (Map 7)
highlight areas of documented wildlife
presence and movement, including bird
foraging areas, elk migration routes,
mule deer concentrations, and habitat
areas associated with species such as
black bear, mountain lion, river otter, and
bighorn sheep.
Many of these wildlife activity areas
follow the Big Thompson River corridor
and surrounding open space areas, where
habitat connectivity remains strongest.
Estes Park is also well known for its large
elk herds, which move through the valley
and along the river corridors during
seasonal migrations.
MANY PARKS AND OPEN
SPACES ARE LOCATED
WITHIN WILDFIRE RISK
AREAS, FLOODPLAINS,
STEEP SLOPES, AND
RIPARIAN CORRIDORS.
MANY PARKS AND
OPEN SPACES WILDLIFE
HABITAT MIGRATION
AND RIVER CORRIDORS.
46 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 47
ENVIRONMENTAL CONSTRAINTS
Map 6: Ecology Hazards Composite Map
Legend
0 0.25 .5 1 Mile
Source: FEMA, Town of Estes Park GIS Data, Larimer County GIS Data
Wildfire Severity (Very High)
Steep Slopes (30% or Higher)
100-Year Flood Fringe (Zone AE, 1% Chance Event)
500-Year (Zone X, 0.2% Flood Zone)
Rivers, Streams and Lakes
Town of Estes Park Boundary
WILDLIFE ACTIVITY
Map 7: Wildlife Maps
Legend
Legend
Legend
0 0.25 .5 1 Mile
Source: Colorado Geospatial Portal or ArcGIS Online, Larimer County
GIS Data
Bald Eagle Summer/Winter Forage
Osprey Foraging Area
Peregrine Falcon Potential Nesting
Great Blue Heron Foraging Area
White Pelican Foraging Area
Wild Turkey Production Area
Elk Migration Patterns
Elk Overall Range
Elk Highway Crossings
Mule Deer Concentration Area
Mule Deer Highway Crossing
Bighorn Sheep Overall Range
Black Bear Human Conflict Area
Mountain Lion Human Conflict Area
CENTENNIAL OPEN CENTENNIAL OPEN
SPACE AT SPACE AT
KNOLL-WILLOWSKNOLL-WILLOWS
THUMB
OPEN
SPACESPACE
SCOTT PONDS SCOTT PONDS
AREA
FISH FISH
HATCHERY HATCHERY
PROPERTY
ROCKY MOUNTAIN
NATIONAL PARK
MARYS
LAKELAKE
LAKE
ESTES
CENTENNIAL OPEN CENTENNIAL OPEN
SPACE AT SPACE AT
KNOLL-WILLOWSKNOLL-WILLOWS
THUMB
OPEN
SPACESPACE
SCOTT PONDS SCOTT PONDS
AREA
FISH FISH
HATCHERY HATCHERY
PROPERTY
ROCKY MOUNTAIN
NATIONAL PARK
MARYS
LAKELAKE
LAKE
ESTES
CENTENNIAL OPEN CENTENNIAL OPEN
SPACE AT SPACE AT
KNOLL-WILLOWSKNOLL-WILLOWS
THUMB
OPEN
SPACESPACE
SCOTT PONDS SCOTT PONDS
AREA
FISH FISH
HATCHERY HATCHERY
PROPERTY
ROCKY MOUNTAIN
NATIONAL PARK
MARYS
LAKELAKE
LAKE
ESTES
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
ROCKY MOUNTAIN ROCKY MOUNTAIN
NATIONAL PARK
HERMIT PARK OPEN
SPACESPACE
ESTES GOLF ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
3434
36
LAND COVER
Estes Park’s landscapes consists primarily of forested hillsides,
open meadows, riparian corridors, and developed areas. The
surrounding lands include extensive forest and shrubland
associated with Rocky Mountain National Park and nearby
public lands, while the valley floor contains a combination of
developed areas, grasslands, and wetlands.
The Land Cover Map (Map 8) displays the distribution of these
landscapes, highlighting areas of forest, grassland, wetlands,
and developed open space.
DEVELOPED INTENSITY
The majority of development is along the downtown and major
transportation corridors, where there are residential neighborhoods,
commercial areas and the civic center. This intensity of development
is also where the majority of the parks are located, reinforcing the
idea of parks distribution being considerate of walking access from
residences, local businesses, and other destinations such as schools.
The Developed Intensity Map (Map 9) highlights areas of low-,
medium-, and high-intensity development across the Town. Higher
development intensity in and around downtown Estes Park and
the Lake Estes area. Lower development intensity extends into
surrounding residential neighborhoods.
MANY PARKS AND
OPEN SPACES ARE
LOCATED ALONG RIVER
CORRIDORS, WHERE
RIPARIAN VEGETATION
AND OPEN MEADOW
HABITATS ARE MOST
COMMON.
MANY PARKS AND OPEN
SPACES ARE LOCATED
NEAR HIGHER-INTENSITY
DEVELOPMENT AREAS,
SUPPORTING WALKABLE
ACCESS FROM
DOWNTOWN AND CIVIC
DESTINATIONS.
48 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 49
DEVELOPMENT PATTERNSECOLOGICAL MAPPING
Map 8: Land Cover Map
0 0.25 .5 1 Mile
Legend
Developed Open Space
Evergreen Forest
Deciduous Forest
Mixed Forest
Grassland/Herbaceous
Shrub/Scrub
Woody Wetlands
Source: National Land Cover Database (NLCD) GIS Data, Larimer County GIS Data
Emergent Herbaceous Wetlands
Pasture/Hay
Town of Estes Park Boundary
Map 9: Developed Intensity Map
0 0.25 .5 1 Mile
Legend
Developed Low Intensity
Developed Medium Intensity
Developed High Intensity
Town of Estes Park Boundary
Source: National Land Cover Database (NLCD) GIS Data, Larimer County GIS Data
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
ROCKY MOUNTAIN ROCKY MOUNTAIN
NATIONAL PARK
HERMIT PARK OPEN
SPACESPACE
ESTES GOLF ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
Centennial Open Centennial Open
Space at
Knoll-Willows
Thumb Open
Space
Scott Ponds Scott Ponds
AreaArea
Fish
Hatchery
Property
Downtown
ROCKY MOUNTAIN ROCKY MOUNTAIN
NATIONAL PARK
HERMIT PARK OPEN
SPACESPACE
ESTES GOLF ESTES GOLF
COURSE
MARYS
LAKELAKE
LAKE
ESTES
STANLEY
PARKPARK
FAIR
GROUNDS
ROCKY MOUNTAIN
NATIONAL PARK
3434 34
36 36
OPEN SPACE AND POPULAR ACTIVITIES
Estes Park’s open spaces system supports a range of outdoor
activities that draw residents and visitors year-round.
Understanding how people engage with these spaces helps
inform a system that meets current demand and anticipates
future needs.
Hiking and Walking
Hiking and walking are the dominant open space activities
in Estes Park. Over 300 miles of trails in Rocky Mountain
National Park, the national forest, and Hermit Park Open Space
serve every skill level and interest. Within town, the Lake Estes
Trail provides a 3.75 mile loop connecting to downtown via the
Riverwalk, serving as a key corridor for residents and visitors of
all abilities.
The Riverwalk connects the Visitor Center to Performance
Park along Elkhorn Avenue, offering a low-intensity walking
experience alongside shops, dining, and live music. Accessible,
lower-intensity trail experiences are among the most
consistently used in the area, with short walks offering access
to wildlife, wildflowers, and mountain scenery drawing visitors
seeking the natural environment without strenuous effort.
Wildlife Viewing
Wildlife viewing is one of Estes Park’s most distinctive open
space experiences and requires no trailhead or permit. Elk
move freely through downtown corridors and riparian areas,
making the town itself a wildlife viewing destination. Popular
viewing areas include Marys Lake, local golf courses, and the
Lake Estes Trail, where elk sightings are a regular occurrence.
Wildlife viewing is accessible to all ages and abilities, making it
one of the most widely used activities supported by the open
space system.
River Corridor
The Big Thompson River corridor is a central feature of the
downtown open space experience. The Riverwalk, constructed
following the Lawn Lake Flood, has established the river as
a social and recreational spine of downtown. Water-based
activities including paddleboarding and fishing, extend
engagement with the town’s water resources to Lake Estes.
CLIMBING AT PERFORMANCE PARK
Photography and Scenic Experience
Photography, scenic drives, and nature-based sightseeing draw
visitors throughout all seasons, with golden aspens in autumn,
wildflowers in summer, and snow-covered peaks in winter
extending open space use well beyond peak summer months.
Winter Activities
Snowshoeing, sledding, ice climbing, and backcountry skiing
extend open space use through the colder months, reflecting
broad seasonal engagement from both residents and visitors.
Considerations for This Plan
The activity profile of Estes Park points to consistent open
space priorities: accessible walking and trail connections,
intentional wildlife viewing opportunities, an activated river
corridor, and spaces that serve a wide range of ages and
abilities across all seasons. The open space system should
reinforce these existing patterns of use while building capacity
to absorb growing visitation demand.
HOW
HAVE YOU
USED THE
TOWN’S
PARKS,
TRAILS,
AND OPEN
SPACES?
Figure 5: Community Survey Question 6 Results
Enjoy nature and/or wildlife
Spend time with family and/or friends
Relax/contemplate/meditate
Hike
Festivals/Concerts/Markets
Exercise
Walk my dog
Picnic
Bike
Educational events
Large group gatherings/celebrations
Water Activities
Rock Climb
Other
Organized sports
0%10%20%30%40%50%60%70%80%90%
91%
72%
66%
59%
57%
33%
7%
48%
17%
30%
6%
42%
15%
21%
5%
SURVEY HIGHLIGHTS
50 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 51
OPEN SPACE TRENDS
PHASES OF ENGAGEMENT
The engagement process consists of three phases, each representing a window of engagement.
PHASE 1
Phase 1 established a foundation for understanding for the Estes Park Parks and Open Space Master
Plan project. Focus group meetings took place to guide the direction of the community survey. The Town
of Estes Park launched a project website over the summer, and promoted a community wide survey to
residents and visitors through pop-up events and digital engagement.
PHASE 2
Phase 2 evaluated community input and explored ideas with the Town Board and Estes Park staff. This
phase focused on reviewing system needs, confirming guiding values, and refining the plan framework that
would lead the Master Plan effort.
PHASE 3
Phase 3 focused on plan creation and public review. This phase included vision planning for site design
concepts and general community feedback on the Master Plan guiding document. Community workshops,
youth engagement, and Town Board facilitations informed the development of the Estes Park Master Plan
document.
FOCUS GROUP MEETING TAKEAWAYS
• The Parks Division is understaffed and concerned
about the impacts of long-term retention,
succession, and workforce sustainability.
• There is a need to better connect ideas and
organizations working towards common goals.
• Balancing management and activation can
improve visitor use for underutilized spaces and
users.
• The park and open space system is responding to
more intensive year-round use and activity.
• Closing trail gaps is important for safely
connecting neighborhoods to downtown and
parks.
• Safe trail connections are especially important for
youth access.
• There is interest in expanding pocket parks
outside of downtown to support neighborhood
needs.
FOCUS GROUP MEETINGS
Four in-person focus group
meetings took place to gain a
deeper understanding of concerns,
opportunities, values and needs. These
conversations provided insight into what
is currently working, where to consider
improvements, potential strategies, and
coordinated efforts of partners and
stakeholders.
Twenty-six people participated, including
invitees who were considered subject
matter experts in their respective fields,
key stakeholders on various topics, Town
of Estes Park staff, as well as community
members.
POP-UP EVENTS
Two events led by the Town of Estes Park
• August and September Farmer’s
Market
• October Pumpkins and Pilsners
TOWN BOARD MEETINGS
Meetings that guided the direction of
the Master Plan Document through
informative and collaborative sessions.
COMMUNITY WORKSHOPS
• June: Site design survey
• Workshops with families and youth
Figure 6: Estes Park Timeline
52 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 53
COMMUNITY ENGAGEMENT
TIMELINE OVERVIEW
Needs Assessment
Plan Framework
Engagement Window 2
February: Town Board Study Session
April - May: Youth Engagement and Online Survey
Evaluation and Exploration of Ideas
PHASE 2
January - May 2026
Vision Planning
Draft Plan
June: Public Draft Plan Review
Final Master Plan
Engagement Window 3
August: Town Board Presentation
Town Board Adoption
Plan Creation
PHASE 3
May - August 2026
Project Launch
Inventory Assessment
Past Plan Reviews
Engagement Window 1
July: Focus Groups
August: Farmer’s Market Pop-Up Events
September: Farmer’s Market Pop-Up Events
October: Pumpkins and Pilsners
September - November: Online Survey
Establishing a Foundation of Understanding
May - December 2025
6 park/open space areas evaluated for amenity
conditions by the public
840 people across
Engagement Windows 1–3
WHAT ELSE SHOULD BE CONSIDERED FOR PARKS,
TRAILS AND OPEN SPACES IN ESTES PARKS FOR
THE NEXT 20 YEARS?
`
TOP INVESTMENT
FOCUS
PREFERENCES
(BASED ON SURVEY
RESPONSES):
1. Acquiring open
space (63%)
2. Undertaking
community resilience
projects (10%)
3. Providing more
parks in walking/biking
distance (8%)
4. Increasing
maintenance and
repair of current parks
and open space (5%)
5. Reduce or sustain
current park and open
space focus (5%)
KNOLL-WILLOWS
THUMB OPEN
SPACE
SCOTT
PONDS
DOWNTOWN
PARKS EAST
DOWNTOWN
PARKS WEST
BOND
PARK
Figure 7: Left to right: (1) Flyer, (2) Engagement Boards
ENGAGEMENT HIGHLIGHTS
ENGAGEMENT PROCESS
Community involvement was an
essential process in the development
of this plan to inform the future vision
for Estes Park parks and open spaces.
Through an online survey for the Parks
& Open Spaces Master Plan, input was
gathered from residents and visitors
providing insight on park use, conditions,
and future priorities. The survey was
advertised through multiple approaches,
including advertisements at specific
park locations, fliers, and social media.
Participants were able to provide
feedback on multiple specific park
locations, as well as general feedback on
the system-wide offerings.
Pop-up events at locations such as the summer farmer’s
markets and Pumpkins and Pilsners were led by Estes Park Staff
who helped promote the community-wide survey and reach
840 people throughout Window 1-3.
ENGAGEMENT COLLATERAL
• Flyer & Social Media Post
• 7 Yard Signs - Distributed across the Town of Estes Park
• 3 Engagement Boards for 3+ Pop-Up Events
• Focus Group Summary Memorandum
• Website Updates
• Town Board & Parks Division Meetings
“Educational aspects are much
appreciated and will help
everyone be betterstewards
of this beautiful place.”
“Design and improve bike/
pedestrian way connections
parks/communities/city.”
“Balancing wildlife & human presence
with habitat retention. Us living
creatures can overuse places, but
we’ll also preserve them if we can.”
“I think sustainability and
increasing open space are
critical for the future.”
54 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 55
Amenity Conditions by Category
Figure 8: Survey Question 2 Amenity Condition Ratings
56 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 57
48% Full Time
Residents
11% Part Time Residents
14% Estes Valley
6% Larimer County
2% Work in Estes Park but live elsewhere
18% Other
AMENITY CONDITION RATINGS
Respondents rated natural features, visual quality,
cleanliness, vegetation, trails, walkways, and access
to rivers or ponds most positively. ADA accessibility,
restroom facilities, and play equipment received
lower ratings, while shade, benches, signage,
art displays, and trailheads received more mixed
responses. Many write-in comments expressed a
strong appreciation for natural features and general
upkeep, along with mixed feelings about amenities,
facilities, and how parks serve both locals and
visitors.
ONLINE SURVEY
The online survey for the Parks & Open
Spaces Master Plan gathered input from
residents and visitors providing insight
on park use, conditions, and future
priorities. The survey was advertised
through multiple approaches, including
advertisements at specific park locations,
fliers, and social media. Participants were
able to provide feedback on multiple
specific park locations, as well as providing
feedback on the system-wide offerings.
The survey response rate was significant
for a community of this size and generally
represented the population, with the
exception of youth. See Appendix A for
complete survey responses.
63% PERCENT OF RESPONDENTS
DESIRE PRESERVE NATURAL AREAS FOR
WILDLIFE HABITAT CONSERVATION
Survey Numbers
665
SURVEYS COMPLETED
700
OPEN RESPONSES
Survey Demographics Household
Composition
• 59% Adults 55+
• 35% Dogs
• 22% Ages 22-54
• 11% Child under 12
• 8% Teen and/or young adult
• 8% Person with a disability
WHO’S SERVED WELL?
• Locals, visitors, and older adults
WHAT’S WORKING WELL?
• Natural features and scenic views
are top-rated amenities across
survey responses
GROWING CONCERN
• Overcrowding is causing wildlife
conflicts and environmental
impacts
FUTURE PRIORITIES
• More wildlife habitat
• Better trail connectivity
• Enhanced ADA access
DOWNTOWN NEEDS
• Shade, benches, trees, and picnic
areas
COMMUNITY SURVEY TAKEAWAYS
OPEN RESPONSE THEMES
Environment and Natural Character
• Protect natural areas and preserve wildlife
habitats
• Improve environmental resilience and ecological
sustainability
• Maintain Estes Park’s nature-focused,
environment-centered community identity
• Promote environmental education and wildlife
safety
Managing Visitation and Overuse
• Address growing overuse of parks and open
spaces as visitation increases
• Manage human impact while preserving
meaningful outdoor experiences for both locals
and visitors
• Reduce overcrowding, especially during festivals
and events at Bond Park and the Riverwalk
• Control erosion and trail overuse across open
spaces
Transportation and Connectivity
• Expand non-motorized transportation
connections — trails, bike lanes, and pedestrian
infrastructure
• Improve ADA access throughout parks and open
spaces
• Pursue trail connection around Lake Estes, Dry
Gulch, and Devil’s Gulch
Open Spaces
• Preserve the natural character of Knoll Willows
Open Space, Thumb Open Space, and the Scott
Ponds Area
• Address concerns related to erosion, trail overuse,
and overdevelopment
• Balance ecological sustainability with recreational
use
Park Improvements (Bond Park & Riverwalk)
• Improve accessibility, seating, signage, shade
areas, and general maintenance
• Better manage heavy visitation, particularly during
events and festivals
YOUTH ENGAGEMENT
Youth engagement for the Town
of Estes Park Parks and Open
Spaces Plan was conducted on
April 22, 2026 through middle
and high school visits, engaging
approximately 81 students
across four class periods.
Students participated in multiple
interactive activities designed
to gather feedback on how
youth currently use parks and
open spaces within Estes Park.
Activities included a Mad Libs-
style exercise focused on places
and activities associated with
Estes Park, a dot board activity
asking students what recreation
opportunities and amenities
they would like to see more of,
and a question board focused
on favorite open spaces, current
challenges, and ideas for future
improvements. These activities
provided both written and verbal
feedback.
PICNICS/FOOD
STARGAZING
TOP PREFERRED GATHERING ACTIVITIES
1
3
RELAX/HANG OUT
OUTDOOR ENTERTAINMENT
2
4
YOUTH AND FAMILY
QUESTIONNAIRE
The online engagement process for the
Town of Estes Park Parks and Open Spaces
Plan included a combined Youth and Family
Questionnaire with separate response paths
for adults and youth or teens. Participants
first identified themselves as either an adult
or youth/teen before being directed to the
appropriate survey. The survey received 59
total responses, including 13 adult/family
responses and 46 youth/teen responses.
The Family Questionnaire focused on
family recreation needs, park access,
youth-serving amenities, barriers to use,
and broader community priorities, while
the Youth Questionnaire explored favorite
parks and open spaces, desired experiences,
access to recreation, and ideas for future
improvements. Both surveys included
multiple-choice and open-ended questions
and were distributed through community
outreach and local school partnerships
between April 16 and May 12, 2026.
“I would like to see more of
active, flexible, and youth-
oriented activity within nature.”“My favorite space in Estes
Park is Scott Ponds Area.”
“I like the opportunity to
socialize, relax and connect
with nature.”
TOP PREFERRED EXPERIENCES
ADULT / FAMILY RESPONSES
YOUTH / TEEN RESPONSES
Figure 9: Family Survey Question 7 Results
Figure 10: Youth Survey Question 7 Results
58 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 59
YOUTH ENGAGEMENT
`OVERALL COMBINED TAKEAWAYS:
WORKING WELL
Students consistently identified
Estes Park’s outdoor spaces, scenery,
and recreation opportunities as key
community strengths. Stanley Park, Lake
Estes, Scott’s Pond, trails, rivers, and open
spaces were valued for relaxing, biking,
fishing, and spending time with friends
while staying connected to nature.
AREAS FOR IMPROVEMENT
Many students felt parks and activities
are overly tourist-oriented and lack
affordable, youth-focused gathering
spaces. Participants emphasized the
need for more casual “hang out” spaces,
especially for evenings and colder
months.
FUTURE CONSIDERATIONS
Students requested more youth-oriented
recreation and social opportunities,
including improved biking and walking
connections, sports facilities, water
recreation, entertainment destinations,
and flexible community spaces that
support gathering, relaxation, and
everyday use.
60 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 61
YOUTH ENGAGEMENT TAKEAWAYS
YOUTH ENGAGEMENT
Youth Engagement for the Parks & Open
Spaces Master Plan to gather feedback
on how youth currently use parks and
open spaces. Approximately 81 students
participated in multiple interactive
activities and provided feedback.
Students consistently emphasized the
importance of “hang out” spaces and
affordable activities within Estes Park.
Many associated these spaces with
spending time with friends, relaxing
outdoors, biking, fishing, and enjoying
mountain scenery.
YOUTH AND FAMILY
QUESTIONNAIRE
The online survey asked participants to
identify whether they were responding
as an adult or as a youth/teen. Of the
59 responses, 13 respondents selected
the adult path and 46 selected the
youth/teen path. This pathway question
directed participants to the appropriate
set of survey questions and helped
distinguish adult/family responses from
youth responses.
27
Middle school students18
High school students
PARTICIPANTS
KEY THEMES
• Youth participants strongly value parks and open
spaces that support social connection, outdoor
recreation, and access to nature.
• Spaces connected to water, trails, scenery, and
open space were consistently identified as favorite
community destinations.
• Fishing, biking, hiking, climbing, sports, and
spending time with friends were among the most
commonly referenced activities throughout the
survey.
• Participants emphasized the importance of parks
that feel welcoming, relaxing, scenic, and less
crowded by tourist activity.
• Teens expressed a strong desire for more
youth-oriented gathering spaces and recreation
amenities designed specifically for older youth and
young adults.
• Common requests included basketball courts,
soccer fields, skate amenities, outdoor gyms,
climbing features, and larger spaces to casually
hang out with friends.
• Entertainment-oriented activities such as movie
nights, live music, festivals, and evening gathering
spaces were repeatedly identified as missing
community needs.
• Participants highlighted the importance of
maintaining natural character and preserving open
space while expanding recreation opportunities.
• Improved walking and biking connections, lighting,
accessibility, and safer connections between
parks and neighborhoods were recurring priorities
throughout the survey responses.
• Many participants expressed interest in parks
that balance recreation, social gathering,
entertainment, and nature-based experiences for
a wide range of ages and interests.
ADULT DEMOGRAPHICS
YOUTH DEMOGRAPHICS
• 90% Ages 18 - 44
• 10% Ages 45 - 54
• 92% Ages 14 - 18
• 5% Ages 11 - 13
• 3% Ages 5 - 10
“I have mostly visit Scott
Ponds Area and Thumb Open
Space.”
“A whole place of
space so people can do
their own thing.”
OVERVIEW
The Parks Division effectively maintains
Estes Park’s parks and open spaces on
a day-to-day basis, supporting both
resident use and a growing level of visitor
activity. As the community has shifted
from a primarily seasonal destination
to a year-round system, operational
demands have increased. A wider range
of responsibilities, higher use levels,
and more complex maintenance needs
are placing added pressure on staff and
resources. As visitation and year-round
use have increased, operational demands
have grown without a proportional
increase in staffing or dedicated funding.
EXISTING OPERATIONS AND
MAINTENANCE
The Parks Division manages a wide
range of responsibilities across the
system, including parks and open spaces
maintenance, downtown beautification,
irrigation management, snow removal,
and event support.
Maintenance activities shift throughout
the year, with peak demands driven by
irrigation, event setup and recovery,
and winter snow operations. While
the system functions well and staff are
highly adaptable, maintenance practices
are largely responsive to immediate
needs and are not guided by formalized
standards or long-term replacement
schedules.
STAFFING AND ORGANIZATION
Current staffing includes approximately 10.5 full-time
equivalent (FTE) positions annually when accounting for
seasonal employees. Staff perform a wide range of specialized
and general maintenance roles, including arboriculture,
horticulture, irrigation, turf care, and snow removal.
As visitation and expectations have increased, staff capacity
has remained relatively constant, resulting in a greater reliance
on overtime and reduced flexibility to address emerging needs
such as open space management, event coordination, and long-
term system planning.
OPERATIONS BENCHMARKING TAKEAWAY
Benchmarking indicates that staffing and operational capacity
are limited relative to the level of service required for a high-
use, year-round park system. Compared to peer communities,
Estes Park operates with a lean staffing model while supporting
a high volume of visitation, events, and maintenance demands.
OPERATIONS SNAPSHOT
• ~10.5 full-time equivalent
positions annually (including
seasonal staff).
• Approximately 20,000 annual
plantings are maintained.
• High-use event spaces,
including Bond Park and
Performance Park.
• Year-round responsibilities
including snow removal,
irrigation, and downtown
maintenance.
• Volunteer support
contributes an estimated
2,000–3,000 hours annually.
• Limited dedicated funding
for lifecycle replacement and
capital reinvestment.
EXISTING ORGANIZATIONAL STRUCTURE
The Parks Division operates within the Town’s Public Works
Department and is overseen by a Parks Supervisor as shown
in Figure 7. The current team includes one supervisor and
four full-time staff, supported by seasonal employees and
volunteers.
Seasonal staff are critical during peak months, but can
be difficult to recruit and retain. Volunteers also provide
meaningful support, particularly for tree care, cleanup, and
minor maintenance tasks. While staffing levels have remained
relatively consistent over time, the system now serves a
higher intensity of use with fewer periods of downtime,
increasing reliance on overtime and limiting capacity for
additional responsibilities.
MAINTENANCE FACILITY OPERATIONS
62 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 63
OPERATIONS AND MAINTENANCE ASSESSMENT
Community Perception of Maintenance and Cleanliness
(Estes Park: Pop-Up Survey)
Excellent 53%
Good
Average
Poor
32%
11%
3.5%
Overall, maintenance
and cleanliness were
rated positively by the
community with 85% of
responses rating good
and excellent.
BENCHMARK TOPIC ESTES PARK CONDITION
Staffing Capacity Staffing levels have remained relatively constant while year-round use, visitation, and event demands have increased.
Overtime 2025 had the highest overtime in the available four-year dataset, suggesting increased demand is being absorbed through extended staff time.
Seasonal Coverage Seasonal staff are critical during peak months, but recruitment and weekend coverage remain challenging.
Open Space Management Open space maintenance receives limited attention compared to developed parks due to staff capacity.
Asset Management The Parks Division does not currently use a formal asset management system or lifecycle replacement schedule.
Table 3: Operations Capacity Findings
CAPITAL PLANNING AND FUNDING
The Parks Division is primarily supported through the Town’s
general fund, with limited dedicated or sustainable funding
sources for parks and open space operations and capital
improvements.
As operational and maintenance demands increase, funding
has not kept pace to support the level of staff and maintenance
equipment needs. In addition, anticipation of routine
replacement of park features and infrastructure reinvestment
would provide useful long-term fiscal planning.
The Town does not currently have a dedicated capital
improvement program (CIP) specific to parks and open spaces.
Capital projects must compete with broader Town priorities,
which can limit the ability to plan and implement improvements
in a timely and coordinated manner. In addition, no dedicated
fund is set aside for open space or park land acquisitions,
limiting the opportunities to proactively plan for expansion of
the system.
There is a disconnect between day-to-day operations and long-
term capital planning, limiting the ability to align maintenance
needs with future investments.
KEY FINDINGS
• Increasing visitation and
event use are placing
additional demands on staff
and facilities
• Transition to year-round
use has reduced seasonal
downtime for maintenance
• Aging infrastructure
requires ongoing repair and
reinvestment
• Operational responsibilities
continue to expand beyond
traditional park maintenance
(e.g., snow removal,
downtown upkeep)
• Open space areas receive
more limited maintenance
attention compared to
developed parks
STAFFING AND SERVICE GAPS
System Capacity
Current staffing levels support day-to-day maintenance but
limit the Park Division’s ability to expand services or proactively
manage the system.
Seasonal staffing shortages and limited weekend coverage
create gaps during peak use periods, particularly in high-traffic
parks and event spaces. As operational demands increase, staff
capacity is largely focused on core maintenance needs.
There is also limited capacity dedicated to natural resource
management, and no formal roles focused on wildlife education
or open space stewardship.
ASSET MANAGEMENT AND MAINTENANCE
SYSTEMS
The Parks Division currently operates without a formal
asset management system to track maintenance activities,
condition, inspections, and lifecycle needs across facilities
and infrastructure. As a result, maintenance is largely reactive
rather than proactive, with limited ability to anticipate repair
and replacement needs. The absence of a lifecycle replacement
schedule contributes to deferred maintenance and contributing
to higher long-term costs.
Asset management systems are commonly used by park and
public works agencies of varying sizes to improve maintenance
scheduling, document asset conditions, track inspections,
support capital planning, and provide data that demonstrates
service levels, maintenance demands, and long-term funding
needs. Common software platforms include Productive Parks,
Brightly, ParkZapp, Cartegraph, and CivicPlus.
MAINTENANCE BUILDING, GREENHOUSE PLANTS
64 | Chapter 2: Park System Evaluation Chapter 2: Park System Evaluation | 65
MANAGEMENT, FUNDING AND OPERATIONS
Chapter 3:
A 20-YEAR
VISION
IMAGE FROM DESIGN WORKSHOP
VISION STATEMENT
“Our Town’s parks and open spaces enhance
our mountain community’s quality of life by
providing welcoming places for diverse outdoor
experiences and vibrancy of activities, fostering
appreciation of nature and demonstrating our
commitment to stewardship and resilience.”THE
DOWNTOWN
EXPERIENCE
CO-EXISTENCE
OF VISITORS
AND WILDLIFE
PARKS
ENGAGING
EVERYONE
NATURAL
AREAS AND
OPEN SPACES
MAINTENANCE
AND
OPERATIONS
Enhance downtown parks and the river corridor as a more vibrant,
accessible, and connected civic landscape while reflecting the distinctive
character of Estes Park.
Promote responsible interactions between visitors, residents, and wildlife
while protecting natural habitats and maintaining safe, well-managed
park environments.
Provide parks and open spaces that are accessible, connected, and
welcoming to residents of all ages and (dis)abilities while supporting
community gathering and year-round recreation.
Protect Estes Park’s natural landscapes, habitats, and ecological systems
while supporting responsible public access and long-term environmental
resilience.
Maintain a high-performing park and open space system through
effective staffing, proactive maintenance, strategic capital planning, and
modernized policies that support long-term stewardship and growing
visitation demands.
68 | Chapter 3: Chapter 3: | 69
PLAN GUIDING FRAMEWORK
THEMES
GOALSGOALS
STRATEGIES
ACTION ITEMS
CONCEPT
PLANSPLANS
Broad
SPECIFIC
OVERVIEW
The Vision Framework establishes a
clear direction for Estes Park’s town-
owned sites, parks and open spaces. The
framework reflects community values,
system needs, and the Town’s unique
role as both a residential community and
a destination gateway.
The framework organizes
recommendations into a structure
that connects big-picture ideas to
implementable actions, ensuring the plan
remains both aspirational and actionable
over time.
COMPONENTS OF THE
FRAMEWORK
Vision
Defines the long-term direction for the
parks and open spaces system, reflecting
community priorities.
Themes
Broad focus areas that organize the
plan and address key opportunities and
challenges.
Goals
Desired outcomes that describe what the
Town aims to achieve under each theme.
Strategies
Approaches and methods that guide how
goals will be accomplished.
Action Items
Specific, implementable steps that move
the plan from vision to reality.
The framework reflects Estes Park’s unique context as a
mountain community balancing local needs, visitor use, and
environmental stewardship.
THEMES AND GOALS
The following chapter outlines the five themes, supporting
goals, strategies and specific action recommendations of the
plan. These future goals are broad objectives that outline what
the Town of Estes Park strives to achieve over the next 10
years, informed by a comprehensive system assessment and
community input.
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THEME A. THE DOWNTOWN EXPERIENCE
Goal A1: Re-envision the downtown public realm as
an interconnected and visually cohesive linear park
experience rather than a series of separate spaces.
Strategies
A1.1: Establish a shared visual language that signals individual
spaces are part of a unified downtown experience including
hardscape materials, site furnishings, planting interventions,
banners, signage, etc.
A1.2: Plan for varied and complementary functions amongst
spaces so that each reflects a clear purpose and distinctive
experience within the overall corridor.
A1.3: Implement a cohesive wayfinding and branding approach
that welcomes visitors and clearly directs pedestrians through
the downtown and Riverwalk environment and promotes park
features.
• Downtown Wayfinding Signage Program. Design &
Implementation Plan (2023)
Goal A2: Enhance comfort, amenities and usability
within downtown parks and riverfront spaces.
Strategies
A2.1: Comfort: Create more comfortable park spaces that
support longer visits and everyday use, including shade, seating,
restrooms, lighting, wind and rain shelter, and other amenities
that respond to seasonal weather and high-use conditions.
A2.2: Features: Increase and improve amenities for everyday
activity and engagement, such as informal seating, picnic areas,
nature play, interactive art, river overlooks, small gathering
spaces, and flexible lawn areas that respond to community
needs and gaps.
Estes Park’s downtown Riverwalk and parks are an interconnected sequence of
destinations that form a cohesive and memorable public realm along the river
corridors. Serving both residents and visitors, these spaces connect people to nature,
support commerce, and create settings for community gathering and celebration.
The objective of this theme is to enhance downtown parks and the river corridor
as a more vibrant, accessible, and connected civic landscape while reflecting the
distinctive character of Estes Park.
A2.3: Accessibility and safety: Improve ADA accessibility and connection to park
features throughout the downtown parks and riverwalk. Address maintenance and
safety concerns.
A2.4: Usability: Improve park infrastructure that supports festivals, markets, and
community events.
Goal A3: Strengthen the visual identity and character of downtown
parks and the river corridor.
Strategies
A3.1: Frame and highlight natural scenery within the urban core. Materiality and
features should not compete with the beauty of the surrounding natural resources.
A3.2: Enhance landscaping and beautification to highlight the character of Estes
Park.
• Focus intensive gardens in the core and transition to more native and resilient
species moving out.
A3.3: Support the Estes Arts District by coordinating public art installations
throughout Estes Park’s civic spaces, including identifying exact placement and
long-term maintenance needs for each piece before installation.
A3.4: Incorporate and enhance scenic views, riverfront character, and Estes Park’s
identity through design and landscape improvements.
• Add interpretive elements such as signage to explain and educate
Goal A4: Improve access, wayfinding, and connectivity between
downtown parks and visitor destinations.
Strategies
A4.1: Strengthen pedestrian and bicycle circulation between downtown parks.
A4.2: Improve pedestrian circulation and accessibility throughout the Downtown
civic spaces.
• Improve connections between parking areas, civic spaces, and riverfront parks.
A4.3: Enhance wayfinding, signage, and gateways to parks and river access points.
A4.4: Support multimodal access including walking, biking, and e-bikes where
appropriate.
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THEME B. CO-EXISTENCE OF VISITORS AND WILDLIFE
Goal B1: Create intentional experiences between
wildlife and humans.
Strategies
B1.1: Prioritize improvements to locations within the park
system where wildlife conflicts create the most most severe
harm or most frequently occur.
B1.2: Design park spaces and landscapes to detract or
discourage large wildlife like elk, deer, and bear in areas of high
human use.
B1.3: Support wildlife habitat for a diversity of species,
including birds and pollinators, in appropriate locations.
B1.4: Provide designated wildlife viewing areas and screens in
appropriate locations.
B1.5: Consider wildlife movement, habitat needs, and species
diversity in park planning and design decisions.
B1.6: Identify opportunities within parks and open spaces to
support habitat areas and viewing opportunities that attract a
broader range of species.
Goal B2: Manage visitation impacts on parks and
natural resources.
Strategies
B2.1: Identify high use areas experiencing overcrowding or
negative impact on ecological environments.
B2.2: Design park circulation and trail spaces to guide visitor
behavior.
B2.3: Monitor visitation trends and impacts on park resources
to inform future planning and mitigation (visitor counts,
Estes Park places great importance on balancing memorable visitor experiences in
its natural environment with the protection and stewardship of wildlife. Thoughtful
management, visitor education, and partnerships all work to help reduce conflicts
and promote safe spaces throughout the park system for humans and wildlife, alike.
The objective of this theme is to promote responsible interactions between visitors,
residents, and wildlife while protecting natural habitats and maintaining safe, well-
managed park environments.
maintenance/repair logs, set metrics for frequency of response to reoccurring
situations).
B2.4: Continue to provide a high level of service to address impacts related to
trash, cleanliness, and park maintenance.
Goal B3: Promote wildlife awareness and responsible visitor
behavior.
Strategies
B3.1: Expand educational signage and interpretive programs to provide wildlife
safety best practices.
B3.2: Promote recreation practices that protect habitat and wildlife.
B3.3: Partner with local, regional, and state organizations to deliver wildlife
education, outreach, and stewardship programs.
• CPW, RMNP, land trusts, schools, nonprofits
Goal B4: Strengthen partnerships supporting wildlife management
and conservation.
Strategies
B4.1: Coordinate with Colorado Parks and Wildlife (CPW) and other agencies.
B4.2: Align park and open space planning with regional wildlife strategies.
B4.3: Explore collaborative approaches to habitat protection and visitor education.
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Goal C1: Ensure parks and open spaces support
the needs and interests of current and future
residents.
Strategies
C1.1: Identify opportunities for neighborhood and pocket
parks outside downtown.
C1.2: Evaluate park access gaps and underserved
neighborhoods to provide park access that meets the needs
of a growing and changing community.
• Seek to fill walkshed gaps in parks access (Map 4) by
adding pathways or park locations to increase the
percentage of residences within a 15-minute walk of a
park.
• Evaluate barriers to park access, including sidewalk and
trail gaps, safe crossings, topography, ADA accessibility,
and distance from residential areas and prioritize
their improvement within bicycle and pedestrian
transportation planning.
C1.3: Regularly monitor resident needs, park use trends, and
visitor demand in commonly used spaces.
• Use community surveys, visitor counts, trail counters,
parking utilization, and location intelligence data to
understand changing park use patterns and demand over
time.
C1.4: Prioritize improvements in outer neighborhoods with
limited access to neighborhood or civic parks, even where
regional open space is available.
C1.5: Maintain coordination with Estes Valley Parks and Recreation District on
the division of responsibilities and in supporting their mission to provide active
recreation opportunities.
Goal C2: Improve physical connectivity between neighborhoods,
parks, and community destinations.
Strategies
C2.1: Expand safe walking and biking connections to parks and open spaces.
C2.2: Identify trail gaps connecting neighborhoods to downtown parks.
C2.3: Improve physical connectivity for youth and teens who rely on bicycles or
walking to access key civic and school locations.
C2.4: Strengthen connections between parks, schools, and community spaces.
Goal C3: Expand accessibility and inclusive recreation opportunities.
Strategies
C3.1: Improve ADA accessibility in parks, trails, and park facilities.
C3.2: Expand adaptive recreation opportunities.
C3.3: Improve accessibility to natural areas where appropriate.
C3.4: Apply universal design principles in park improvements.
C3.5: Improve accessibility to pocket parks outside of the downtown core.
Goal C4: Support year-round community activity and gathering
spaces.
Strategies
C4.1: Encourage flexible park spaces that support both events and everyday use.
C4.2: Provide park amenities and spaces that better serve youth and young adults.
C4.3: Support partnerships that activate park spaces and programming.
C4.4: Identify opportunities to expand seasonal recreation activities.
C4.5: Identify opportunities for youth-oriented gathering, activity, and social
spaces that support casual use, outdoor engagement, and connection to nature.
THEME C. PARKS ENGAGING EVERYONE
Parks play an integral role in supporting community wellbeing through passive and
active play, events and gatherings, and connections to nature. The Parks Division
recognizes the need for welcoming spaces that serve all ages, (dis)abilities, and
backgrounds. Strengthening connectivity, accessibility and year-round activities will
help support the evolving needs of the community. The objective of this theme is
to provide parks and open spaces that are accessible, connected, and welcoming to
residents of all ages and (dis)abilities while supporting community gathering and year-
round recreation.
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THEME D. NATURAL AREAS AND OPEN SPACES
Goal D1: Protect Estes Park’s natural landscapes
and wildlife habitat.
Strategies
D1.1: Prioritize conservation of sensitive habitats and
ecological areas.
D1.2: Protect important wildlife corridors and riparian
systems.
D1.3: Continue to support conservation easements and land
protection efforts.
D1.4: Maintain the natural character that defines Estes Park.
D1.5: Strengthen partnerships with land trusts and
conservation organizations.
Goal D2: Strengthen management of natural
resources and ecological systems.
Strategies
D2.1: Improve stewardship of riparian corridors along the Big
Thompson and Fall Rivers.
D2.2: Conduct an annual reevaluation and update of the
Town’s Noxious Weed Management Plan to maintain
compliance with the Colorado Noxious Weed Act and re-
prioritize any sites, management areas or species for focused
treatment.
D2.3: Support habitat restoration and native ecological
systems.
D2.4: Expand ecological monitoring and management
practices.
D2.5: Manage habitat disturbance in high use areas.
Goal D3: Improve resilience for natural hazards and environmental
change.
Strategies
D3.1: Integrate wildfire mitigation strategies into park and open space
management.
D3.2: Support floodplain resilience along river corridors.
D3.3: Expand urban forestry and native vegetation management.
D3.4: Improve ecological restoration in relevant areas.
Goal D4: Expand and connect open spaces to support community
and conservation priorities.
Strategies
D4.1: Identify strategic open space acquisition opportunities.
D4.2: Direct improvement projects that enhance wildlife habitat quality, ecological
health, and environmental resilience to flood and wildfire.
D4.3: Explore opportunities to expand access to open spaces near residential
areas.
Estes Park deeply values its natural landscapes, rivers, forests, and open spaces as
defining features of the community. These spaces provide important habitats for
wildlife, protect natural resources, and offer a place to experience nature. Protecting
and managing these landscapes through conservation and stewardship are important
for sustaining these spaces ecological health and scenic character. The objective
of this theme is to protect Estes Park’s natural landscapes, habitats, and ecological
systems while supporting responsible public access and long-term environmental
resilience.
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THEME E. MAINTENANCE AND OPERATIONS
Goal E1: Improve capital planning and asset
management.
Strategies
E1.1: Align operational planning with capital improvement
priorities.
E1.2: Incorporate park system improvements into long-term
capital planning.
E1.3: Invest in aging infrastructure and park amenities.
E1.4: Establish asset replacement and lifecycle planning.
E1.5: Implement systems to track maintenance and capital
needs.
Goal E2: Maintain parks and open spaces through
proactive maintenance practices.
Strategies
E2.1: Prioritize upgrade of existing parks and facilities over
expanding assets.
E2.2: Anticipate long-term maintenance and replacement
needs through lifecycle planning, asset management, and
capital reinvestment strategies.
E2.3: Continue to maintain trails, facilities, and amenities
with clear coordination of responsibilities between the Parks
Division and Public Works, including defined roles for civic
spaces such as Town Hall, the Library, and Visitor Center.
E2.4: Develop a townwide maintenance, landscape, and
beautification standards manual for parks, civic spaces,
streetscapes, and public landscapes.
E2.5: Align maintenance practices with increased year-round
visitation, event use and seasonal demands.
Goal E3: Strengthen staffing capacity and operational resources.
Strategies
E3.1: Support staff training, retention, and succession planning.
• Recognize specialty skills that are required to serve the system.
E3.2: Evaluate staffing levels relative to system demands.
E3.3: Expand staff capacity to support open space management, natural resource
stewardship, ecological maintenance, and native landscape management, including
consideration of dedicated open space and greenhouse/horticulture positions.
E3.4: Align staff skillsets with natural resource and park management needs.
E3.5: Formalize staffing support for event operations, including setup, breakdown,
and recovery at high-use parks.
E3.6: Address seasonal staffing gaps and improve recruitment, retention, and
scheduling for peak seasons and weekend coverage.
E3.7: Improve operational efficiency through investment in maintenance facilities
and equipment.
E3.8: Ensure staffing capacity reflects increased year-round park use.
E3.9: Engage Parks Division staff in planning and design activities.
Goal E4: Update Estes Park’s park system policies and operations.
Strategies
E4.1: Update policies related to emerging park uses (e-bikes, dogs, etc.).
E4.2: Coordinate park policies with zoning, land use, and development requirement
code updates.
E4.3: Evaluate service levels for parks and open spaces.
E4.4: Benchmark management practices against comparable communities.
E4.5: Improve coordination with Town leadership and partner organizations.
E4.6: Evaluate event impact fees to support park maintenance and operations.
A high-quality parks system depends on strong maintenance practices, staffing
capacity, and effective operational management. The Parks division recognizes that as
visitation rates grow and parks are used year-round, maintaining the Town’s existing
facilities and natural areas are essential and the need to prioritize strategic capital
planning, modernized policies, and investment in staff and equipment. The objective
of this theme is to maintain a high-performing park and open space system through
effective staffing, proactive maintenance, strategic capital planning, and modernized
policies that support long-term stewardship and growing visitation demands.
Policy and Planning
Policy, plans, standards and studies that guide future implementation.
Operations and Management
Daily operations, staffing, maintenance, programming, and asset management.
Capital and Physical Improvements
Park, trail, facility, open space, and infrastructure improvements involving
physical investment and construction.
Partnerships and Coordination
Interagency coordination, regional partnerships, funding collaboration,
volunteerism, and joint implementation efforts.
Planning, policy
updates, staffing
improvements,
maintenance needs,
and early projects.
Major capital
projects, connectivity
improvements,
restoration efforts, and
system enhancements.
Maintenance,
partnerships,
stewardship,
monitoring,
and community
engagement.
Transformational
projects, expansion
opportunities, and long-
range investments.
PRIORITY FACTORS
Stewardship Value
Protect ecological systems, wildlife habitat, waterways, and long-term environmental health.
Community Benefit
Support gathering spaces, accessibility, and year-round quality of life.
Visitor Experience and Downtown Vitality
Enhance the downtown and riverfront experience, visitor comfort, and tourism economy.
Connectivity and Access
Improve safe and equitable access between parks, neighborhoods, trails, and civic destinations.
Operational Sustainability
Align projects with maintenance needs, staffing capacity, and operational resources.
Partnership Opportunity
Potential for grants, partnerships, and regional collaboration to advance priority projects.
Resilience and Adaptability
Support long-term environmental, operational, and community resilience.
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IMPLEMENTATION OVERVIEW
IMPLEMENTATION FRAMEWORK
The implementation framework is intended to guide future decision-making while remaining flexible as the
Town’s priorities, opportunities, funding and environmental conditions shift over time.
Based on the themes, goals, and strategies, action items are intended to provide clear, tangible tasks and
projects for implementation. Priorities were informed by community input, system needs, operational
capacity, ecological stewardship goals, visitor and resident experience, and long-term resilience
considerations.
IMPLEMENTATION ACTIONS ARE ORGANIZED INTO THE FOLLOWING
CATEGORIES:
Near-Term
(1–3 Years)
Mid-Term (4–7 Years)Long-Term (8–15 Years)Ongoing
PRIORITY TIMEFRAME
Each action item is assigned a general timeframe for implementation. Timeframes are intended to guide
prioritization and may shift based on funding availability, staffing capacity, partnerships, environmental
conditions, and emerging opportunities.
Actions related to policy updates, studies, standards, and long-range planning.
POLICY AND PLANNING ACTIONS
Action Theme Priority Timeframe
Create downtown park design guidelines to establish a unified visual language for park materials, features, and amenities.A Medium-High Near-Term
Develop downtown landscape and design guidelines for parks and the Riverwalk including historically appropriate materials, furnishings, and detailing.A Medium-High Near-Term
Create a Special Events Plan that identifies the ideal temporary layout options for park spaces. Identify in this plan the specific capital improvements (such as lighting, waste receptacles, event tent support, trailers/hookups, electrical hook-up, barricades, moveable stage, and signage) the Town should invest in.
A Medium Near-Term
Prepare a Downtown Experience master plan for a cohesive visitor experience from one end of downtown to the other, seamlessly integrating parks and civic spaces in this walking experience.A Medium Mid-Term
Coordinate with Estes Arts District and community partners to develop an art master plan that gives guidance and parameters to the types and appropriateness of outdoor art integrated into the downtown area, identifying types and locations of additional art installations.
A Medium Mid-Term
Develop a public art management plan that identifies specialized care needs, cost and time for maintenance, and replacement.A Low Mid-Term
Identify seasonal or conditional closures in sensitive areas to protect wildlife during critical periods (e.g., nesting, calving, winter range).B High Near-Term / Ongoing
In transportation planning, identify priority trail and sidewalk connection projects linking neighborhoods to parks.C High Near-Term
The action matrix identifies specific implementation actions that support the goals and strategies of the
plan. Actions include policy updates, operational improvements, capital projects, partnerships, and future
planning efforts. The matrix is intended to serve as a working document for future budgeting, capital
planning, partnership coordination, and project implementation.
A
B
C
D
E
Update municipal code requirements for developer contributions to parkland provision or fee-in-lieu.C Medium-High Near-Term
Conduct a parks and open spaces community needs survey every five years to track resident needs, park use trends, visitor demand, and changing recreation preferences.C Medium Ongoing
Identify select parks to support small-scale events such as Riverside/Baldwin Park or George Hix Riverside Plaza (seating areas, open lawns, or shade structures where appropriate).C Medium Mid-Term
Develop an interactive online map of town parks to provide visitors and park users with information.C Medium Mid-Term
Identify priority locations for youth-oriented gathering and flexible-use spaces within Town-owned parks and open spaces, including opportunities for informal hangout spaces and programming opportunities.C Medium Mid-Term
Continue to assess Scott Ponds for appropriateness of adding a restroom to serve the trail and playground.C Low Mid-Term
Conduct an annual reevaluation and update of the Town’s Noxious Weed Management Plan to maintain compliance with the Colorado Noxious Weed Act and re-prioritize any sites, management areas or species for focused treatment.
D High Near-Term
Define the Town’s role and goals in open space management and Town-owned natural areas.D High Near-Term
Develop a capital improvement prioritization plan for park assets.D High Near-Term
Develop a total asset management plan that accounts for the maintenance and replacement needs and expectations of the park system.D High Near-Term
Develop a monitoring program to track visitor use and wildlife impacts in parks and open spaces.D Medium-High Near-Term / Ongoing
Review and update park policies to address changing visitor trends and park uses semi-annually.D Medium Ongoing
Develop a Fish Hatchery Master Plan describing opportunities for education, interpretation, and future recreation development.D Medium Mid-Term
Evaluate long-term opportunities for public access at Scott Ponds considering ecological sensitivity and habitat impact.D Medium Long-Term
POLICY AND PLANNING ACTIONS
Action Theme Priority Timeframe
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ACTIONS MATRIX
The Downtown Experience
Co-Existence of Visitors and Wildlife
Parks Engaging Everyone
Natural Areas and Open Spaces
Maintenance and Operations
Themes Legend
1-3 Years
4-7 Years
8-15 Years
Continuous
Near-Term
Mid-Term
Long-Term
Ongoing
Timeframe
Actions related to staffing, programming, communication, maintenance, operations, and asset management.
OPERATIONS AND MANAGEMENT ACTIONS
Action Theme Priority Timeframe
Conduct regular park safety audits of public spaces to enhance park safety.A High Ongoing
Support event permitting sustainability with updated maintenance fee rates, security rates, and responsibility agreements.A Medium-High Near-Term
Engage community members and park users to identify public safety concerns in parks, including lighting, visibility, circulation, accessibility, and maintenance-related hazards. Use findings to inform design and operational improvements.
A Medium Ongoing
Collaborate with the Events Division to better disperse events throughout the community so that individual park spaces can recover between impactful use.A Medium Ongoing
Create a system for users to become involved in the assessment and voice their concerns.A Medium Near-Term
Integrate wildlife education into park signage, programming, and visitor materials.B Medium Ongoing
Engage CPW officers in wildlife management coordination and visitor education efforts.B Medium Ongoing
Develop branding material in multiple languages to identify and describe restoration efforts, sites of environmental significance, wildlife habitat areas, and green infrastructure interventions within park spaces.B Medium Mid-Term
Expand winter recreation and seasonal programming opportunities in Performance Park, Bond Park or other locations suitable for year-round use.C Medium-High Mid-Term
Support hiring an open space manager.D High Near-Term
Align maintenance planning with event use by coordinating staffing, scheduling, and recovery needs for high-use parks such as Bond Park and Performance Park.E High Ongoing
Establish and maintain an amenity replacement schedule for park elements like for irrigation systems, playgrounds, hardscape, furnishings.E High Near-Term / Ongoing
Assess long-term staffing needs as the park system grows in line with industry standards.E High Near-Term / Ongoing
Incorporate maintenance facility and operational infrastructure needs into the Town’s CIP and long-term budgeting.E High Near-Term / Ongoing
Develop a seasonal staffing strategy to address peak visitation demands, including recruitment, retention, and scheduling for summer and weekend coverage.E High Near-Term
Develop a maintenance management system to track asset conditions, repairs, and lifecycle costs.E High Near-Term
Revisit and clarify overlapping roles and responsibilities between Parks Division and Public Works, including maintenance of civic spaces and shared infrastructure.E High Near-Term
Track facility conditions and replacement timelines.E Medium Ongoing
Evaluate staff job titles and classifications to better reflect job responsibilities, moving away from “maintenance worker.”E Medium Near-Term
Evaluate the need, location, and feasibility of a west-side maintenance shop or yard improvements to support park operations.E Medium Mid-Term
Identify opportunities to improve operational efficiency through distributed maintenance resources, including equipment storage, satellite service locations, and water filling stations.E Medium Mid-Term
OPERATIONS AND MANAGEMENT ACTIONS
Action Theme Priority Timeframe
Actions involving physical improvements to parks, trails, open spaces, and civic areas.
CAPITAL AND PHYSICAL IMPROVEMENT PROJECTS
Action Theme Priority Timeframe
Integrate riverbank restoration projects that enhance ecological function while reinforcing the visual character of the river corridor.A High Near-Term / Ongoing
Identify priority locations for river access, scenic overlooks, and gathering areas along the river corridor.A High Near-Term
Implement the Town’s 2023 Downtown Wayfinding and Signage Program to ensure consistent branding, signage hierarchy, and pedestrian navigation throughout downtown parks and the Riverwalk.A High Near-Term
Improve ADA accessibility where paving and ground surfaces have heaved by repairing uneven walking surfaces.A High Near-Term
Conduct tree mitigation work or reroute paving where heaving caused by tree roots is an issue.A Medium-High Near-Term
Improve park gateways and access points along the river corridor.A Medium-High Mid-Term
Continue to design civic parking areas to be transformable to be used as event spaces (i.e., Town Hall lots)A Medium Mid-Term
Identify locations for interactive features along the Riverwalk that facilitate visitor engagement and reflect Estes Park’s natural and cultural character.A Medium Mid-Term
Reinforce native ecological landscapes to support appropriate wildlife habitat.B High Near-Term / Ongoing
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ACTIONS MATRIX
Actions involving regional coordination, interagency collaboration, conservation partnerships, funding
strategies, and joint implementation efforts.
PARTNERSHIPS AND COORDINATION
Action Theme Priority Timeframe
Coordinate with the Estes Valley Trails Plan to align trail locations with habitat protection priorities and avoid critical wildlife and sensitive habitat areas.B High Near-Term / Ongoing
Coordinate with partners to develop wildlife education and outreach programs.B Medium Ongoing
Coordinate with regional partners to evaluate appropriate locations for wildlife viewing opportunities (including the golf course).B Medium Mid-Term
Participate in and support regional wildfire mitigation planning efforts.D High Ongoing
Coordinate with Estes Valley Land Trust and regional partners to pursue joint funding (GOCO, grants, easements).D High Ongoing
Identify priority conservation areas for protection or partnership opportunities.D High Near-Term
Coordinate with the Estes Valley Land Trust, Larimer County, and CPW to identify parcel-level conservation priority areas, including habitat and wildlife corridors and riparian and wetland systems (EV Open Space Plan).D High Near-Term
Support conservation easement strategies that protect wildlife habitat and scenic landscapes.D High Mid-Term / Ongoing
Ensure land agreements / conservation easements are aligned with the goals and objectives of this plan operationally, including ecological management.D Medium-High Ongoing
Coordinate with CDOT and CPW to support wildlife crossing and mitigation strategies where feasible.D Medium-High Mid-Term / Ongoing
CAPITAL AND PHYSICAL IMPROVEMENT PROJECTS
Action Theme Priority Timeframe
Implement wildlife deterring landscape treatments in downtown core areas by balancing ornamental beauty that visitors and residents expect with practical landscape choices that are less palatable.B High Mid-Term
Develop interpretive signage explaining wildlife corridors and habitats.B High Mid-Term
Introduce interpretive signage to provide information about natural systems, native vegetation and species present on site. The signs could also speak to the history and cultural influences of parks at appropriate locations. Add signage to indicate any areas that require special attention or instructions to preserve (i.e. ongoing restoration efforts, nesting locations, and etc.).
B Medium-High Mid-Term
Identify and implement bird-friendly and pollinator-supportive planting areas within parks and open spaces, particularly in lower-intensity use areas.B Medium-High Mid-Term
Install signage that provides clear guidance on who to contact in the event of wildlife conflicts or concerns.B Medium Near-Term
Provide wildlife education materials and signage in multiple languages to reach more users.B Medium Near-Term
Explore opportunities for wildlife viewing at the golf course where appropriate and compatible with habitat protection goals.B Low Long-Term
Improve safe routes to parks through sidewalk and trail improvements.C High Near-Term
Formalize and promote the Fall River Trail trailhead connection.C Medium-High Mid-Term
Improve accessibility and seating at Performance Park.C Medium Near-Term
Acquire or develop neighborhood park spaces in areas that show access gaps.C Medium Mid-Term
Develop accessible trail opportunities at Thumb Open Space, including potential routes for off-road wheelchairs and adaptive mobility devices.C Medium Long-Term
Implement habitat restoration efforts in priority natural areas.D High Near-Term / Ongoing
Support riverbank stabilization and riparian restoration alongside park improvements.D High Near-Term / Ongoing
Identify priority areas for riparian restoration and flood resilience improvements.D High Near-Term
River corridor tree succession planning – develop a tree management plan for urban canopy replacement as aging and/or weak trees will die off D Medium-High Mid-Term / Ongoing
86 | Chapter 3: Chapter 3: | 87
ACTIONS MATRIX
88 | Chapter 3: Chapter 3: | 89
FUNDING STRATEGIES
FUNDING APPROACHES
Capital Improvement Program (CIP)
Support phased implementation of park, trail,
accessibility, river corridor, and civic space
improvements through annual capital planning and
budgeting.
Potential Improvement:
• River corridor improvements
• ADA and accessibility upgrades
• Park renovations
• Trail connectivity
• Wayfinding and civic improvements
Grants and External Funding
Pursue state, federal, nonprofit, and regional grant
opportunities that support recreation, habitat
restoration, resilience, accessibility, conservation,
and tourism-related improvements.
• GOCO
• Colorado Parks and Wildlife
• Land and Water Conservation Fund
• FEMA resilience funding
• DOLA grants
• CDOT alternatives funding
Partnerships and Collaboration
Strengthen collaborations with local and
regional partners to support conservation,
stewardship, recreation, education, and long-term
implementation efforts.
• Estes Valley Land Trust
• CPW
• RMNP
• Larimer County
• Estes Arts District
• Downtown Development stakeholders
• Community organizations
• Volunteer groups
Operations and Asset Management
Align future investments with lifecycle replacement
needs, maintenance expectations, staffing capacity,
and operational sustainability.
Operational Priorities:
• Asset replacement schedules
• Maintenance equipment
• Staffing support
• Irrigation replacement
• Facility reinvestment
• Maintenance management systems
APPENDIX A:
EXISTING CONDITIONS
Estes Park
Parks & Open Spaces
Master Plan
•Community Profile Memo
•Park Classifications Memo
•Previous Plan Review
Attachment 3
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix A: Community Profile Memo
Appendix A: Community Profile Memo
The following community profile summary collects the currently available demographic, economic, and
housing conditions data that may be referenced in creating the Estes Park Parks and Open Spaces Plan.
This memo examines the demographic composition of the Town of Estes Park using source data from ESRI
Business Analyst, the US Census, local community website resources, and online databases. This report
will refer to the Estes Park boundary as the Town of Estes Park.
This memo is organized under the following topics:
• Population and Growth Projections
• Age Distribution
• Racial Distribution
• Educational Attainment
• Youth Education and Enrollment
• Employment and Workforce Profile
• Employment Growth
• Household Income
• Homeownership & Housing Types
• Part-time residents
• Households & Growth Projections
• Tourism and Traffic Count
Population and Growth Projections
The Town of Estes Park is a mountain town located in Larimer County, Colorado, covering an area of 6.8
square miles. Estes Park’s growth and development expansion is limited by its mountainous setting and
proximity to protected lands like Rocky Mountain National Park. As of 2024, the estimated population is
2024 Town of Estes Park Key Facts
• Population (2024): 5,926
• Daytime Population: 9,375
• Median Age: 56.3
• Median Household Income: $78,502
• Household Income Less than $35,000: 21.2%
• Unemployment Rate: 3.7%
• Median Household Size: 2.07
• Percentage Renter Occupied: 29.5
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2 | Appendix A: Community Profile Memo
5,926, reflecting a minimal increase of just 21 residents (0.36%) since 20200F0F
1. Looking ahead, the town is
projected to experience a 0.92% increase in population between 2024 and 2029, reflecting a steady but
limited rate of growth. This is consistent with the broader patterns observed in Larimer County and the
state of Colorado, which are expected to see population increases of 4.41% and 4.19%, respectively, over
the same period1F1F
2 (Figure 1).
In 2024, Estes Park has a population density of approximately 871.7 people per square mile (Figure 1),
highlighting its relatively compact community size in comparison to more urbanized areas. These numbers
illustrate the town’s steady demographic outlook, shaped by its geographic limitations and the impact of
tourism on housing availability and development patterns.
Population Trends
Population Population Change Density 2024 Population Change Population
Estes Park 5,904 5,926 0.92% 871.7
359,066 378,187 4.41% N/A
Colorado 5,773,714 6,009,761 4.19% N/A
Figure 1 Population Trends, 2020-2035. Source: ESRI, Business Analyst, Colorado State Demography Office
The population density map shown in Figure 2 illustrates that residences are generally distributed evenly,
with higher concentrations of population census blocks located in the southeast. This map covers the
areas surrounding the Town of Estes Park and highlights several residential neighborhoods on the
northern, southern, and western edges, which are also more densely developed and may utilize the park
system.
1 Esri. (2024). 2024 Updated Demographics: Estes Park Summary Report. Esri Demographics. Retrieved May 21, 2025, from ArcGIS |
Geospatial Platform - GIS Software for Business & Government
2 U.S. Census Bureau. (2024). QuickFacts: Estes Park town, Colorado. Retrieved May 27, 2025, from
https://www.census.gov/quickfacts/fact/table/estesparktowncolorado/PST045224
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3 | Appendix A: Community Profile Memo
Figure 2 Population Dot Density Map, 2024. Source: ESRI Demographics
According to the Colorado State Demography Office's 10-year projections, the Town of Estes Park is
projected to grow at an annual rate of approximately 1%, reaching an estimated 6,500 residents by 20352F2F
3.
Potential annexation of developed areas in the unincorporated Estes Valley, which shares infrastructure
with the town, could influence Estes Park’s population growth. However, such changes would primarily
reflect boundary adjustments rather than actual demographic shifts, as the broader regional population
would remain stable.
Age Distribution
As of 2024, growth in the Town of Estes Park remains low by its mountainous geography, a high
proportion of seasonal housing, and an aging population. Approximately 40.7% of residents are aged 65
and older (Figure 3), reflecting the town’s continued appeal to retirees. The largest age groups are 55-64
and 65-74, making up nearly 35% of the population. The area has a relatively low proportion of residents
under 15 years old.
3 Colorado State Demography Office. (n.d.). 10 Year Projections. Colorado State Demography Office.
https://demography.dola.colorado.gov
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Figure 3 Percent Age Distribution in Estes Park, 2024 - 2029. Source: ESRI, Business Analyst
According to the Colorado State Demography Office's 10-year projections, the Town of Estes Park is
anticipated to increase in its aging population, indicating a larger share of residents aged 65 and older in
the next ten years3F3F
4.
The Town of Estes Park’s 2024 median age 56 (Figure 4), significantly higher than Larimer County (38.1)
and Colorado (38). This median age is anticipated to stay very similar in the 5-year Esri population
projection for 5-years in 2029.
2024 Median Age
Year Comparison Estes Park Larimer County
2024 56.1 38.1
2029 56.2 39.5
Figure 4 Median Age, 2024-2029. Source: ESRI
As shown in Map Figure 5, the areas with a higher senior dependency ratio are concentrated in the
southern and southeastern parts of the city, as indicated by the darker-shaded census blocks representing
higher ratios.
4 Colorado State Demography Office. (n.d.). 10 Year Projections. Colorado State Demography Office.
https://demography.dola.colorado.gov
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Figure 5 Senior Dependency Ratio Map, 2024. Source: ESRI Demographics
Racial Distribution
In 2024, the Town of Estes Park had a high demographics of White identifying individuals, with 82.4% of
residents identifying as such (Figure 6). Other racial and ethnic groups make up a small portion of the
population, with Hispanic origin residents comprising 14.9%, followed by Two or More Races (8.6%), and
Some Other Race Alone (6.2%). According to the Colorado State Demography Office's 10-year
projections, the Town of Estes Park is expected to have a modest rise in racial and ethnic diversity, with
increased representation of Hispanic identifying community members and other minority groups4F4F
5.
2024 Race and Ethnicity
Estes Park
Number Percent
White Alone 4,885 82.4%
Black Alone 33 0.6%
American Indian Alone 34 0.6%
Asian Alone 94 1.6%
Pacific Islander Alone 4 0.1%
Some Other Race Alone 366 6.2%
Two or More Races 511 8.6%
5 Colorado State Demography Office. (n.d.). 10 Year Projections. Colorado State Demography Office.
https://demography.dola.colorado.gov
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6 | Appendix A: Community Profile Memo
Hispanic Origin (Any Race) 885 14.9%
Figure 6 Racial Distribution, 2024. Source: Esri, Business Analyst
The ESRI Diversity Index measures the diversity, including race and ethnicity – from 0 (no diversity) to 100
(complete diversity). When the population of an area is closer to 100, it indicates that all race groups are
represented in an area and have equal shares of the population. The ESRI Diversity Index for Estes Park in
2024 is 49, indicating a moderate level of racial and ethnic diversity compared to state and national
averages (Figure 7). This index is expected to increase slightly to 50.2 by 2029 reflecting a gradual shift
toward more diverse demographics in the area5F5F
6.
2024 Diversity Index
Estes Park Larimer County Colorado
2024 48.6 48.4
2029 51.6 50.9
Figure 7 Diversity Index, 2024-2029. Source: ESRI
Educational Attainment
The percentage of residents over the age of 25 in the Town of Estes Park with a Bachelor’s or Graduate/
Professional degree is 34.6% (Figure 8). This is slightly above the county of Larimer average of 33.6%. In
the Town of Estes Park, 12.56% of the population over the age of 25 do not hold a formal degree or
equivalent qualification post-high school diploma.
2024 Population 25+ by Educational Attainment
Estes Park
Number Percent
Less than 9th Grade 10 0.2%
9th – 12th Grade, No Diploma 91 1.9%
High School Graduate 510 10.6%
GED/Alternative Credential 82 1.7%
Some College, No Degree 963 20.0%
Associate degree 457 9.5%
Bachelor’s Degree 1,666 34.6%
Graduate/Professional Degree 1,034 21.5%
Figure 8 Educational Attainment, 2024. Source: ESRI, Business Analyst
Youth Education and Enrollment
The Estes Park School District (EPSD) serves the entire Estes Valley area, including Glen Haven, Drake,
Allenspark, and Pinewood Springs, covering approximately 445 square miles primarily in Larimer County.
EPSD provides a comprehensive PK–12 education grounded in Colorado Academic Standards and is one
6 Esri. (2024). Community Profile. Esri. Retrieved from https://doc.arcgis.com/en/esri-demographics/latest/esri-
demographics/updated-demographics.htm
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7 | Appendix A: Community Profile Memo
of the few districts in Colorado that awards the Seal of Biliteracy to graduates proficient in a second
language. The district employs about 170 full-time equivalent staff
The Estes Park School District has experienced a decrease in enrollment between 2020 – 2025. In the
2020 – 2021 school year, The Estes Park School District had a total enrollment of 1,058. In the 2022-
2023 school year the school district enrollment was 1,014 students. For the 2024–2025 school year, The
Estes Park School District R-3 reported an enrollment of 914 students.
For the 2024-2025 school year, 35.2% of EPSD students identified as part of a racial or ethnic minority
group, reflecting the district's diversity and the importance of inclusive educational practices6F6F
7. Figure 9
showcases additional infographics for the district.
Figure 9 Estes Park School District Infographics 2024-2025. Source: Estes School District
Employment and Workforce Profile
The Town of Estes Park maintains a low unemployment rate of approximately 3.7% as of 2024, closely
aligning with Larimer County and slightly above the Colorado average (Figure 10). This reflects the area’s
older population and seasonal workforce dynamics. A significant share of residents (48.7%) are employed
in the services sector, including hospitality, food service, healthcare, and accommodations, industries
central to the local economy and tourism (Figure 11). Retail trade accounts for 15.6% of jobs, followed by
public administration (10.8%), construction (6.5%), and transportation/utilities (5.3%). Smaller segments of
the workforce are in finance, real estate, agriculture, and information services. Around 55.9% of Estes
Park’s workforce are professional or office workers, including management, sales, and administrative roles,
while 29.4% are employed in labor-intensive fields such as construction, maintenance, and outdoor trades.
Estes Park has a total daytime population of 9,375, with 6,177 workers making up 65.92% of that total,
and 3,198 residents present during the day (Figure 12).
7 Estes Park School District. (n.d.). Our District. Retrieved May 21, 2025, from https://www.estesschools.org/our-district
Town of Estes Park: Parks and Open Spaces Plan
8 | Appendix A: Community Profile Memo
Unemployment Rate (2024)
Estes Park Larimer County
Unemployment Rate Population 16+ 3.7% 3.5%
Figure 10 Unemployment Rates, 2024. Source: ESRI, Business Analyst
Figure 11 Employment by Occupation, 2024 Source: ESRI, Business Analyst
2024 Daytime Population
Estes Park Larimer County
Total Daytime Population 9,375 377,100
Daytime Population Workers 6,177 208,828
Daytime Population Workers (%) 65.92%55.37%
Daytime Population Residents 3,198 68,272
Daytime Population Residents (%) 34.16%18.11%
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9 | Appendix A: Community Profile Memo
Figure 12 Day-time Population, 2024. Source: ESRI
Employment Growth
Employment Rate Data – Estes Park (2021–2024):
• 2021: 50.7%
• 2022: 47.9%
• 2023: 48.3%
• 2024: 48.7%
From 2021 to 2022, employment actually declined by 2.8 percentage points. However, from 2022 to
2024, there has been a gradual increase:
• 2022 → 2023: + 0.4 percentage
• 2023 → 2024: + 0.4 percentage
Employment in Estes Park has seen some fluctuation over the past four years. After a decline in the
employment rate in 2022, likely due to lingering pandemic-related impacts or shifts in seasonal labor
dynamics, the town has experienced a modest but steady recovery. From 2022 to 2024, the employment
rate has risen incrementally by nearly one percentage point. This gradual growth reflects a slow but
positive trend in workforce engagement, potentially tied to increased tourism activity, local business
recovery, and seasonal employment stabilization in the area.
Household Income
As shown in Figure 13, the 2024 median household income (MHI) for the Town of Estes Park is estimated
at $77,610. This income level is lower than the Larimer County median of $94,334, and lower than the
statewide median of $94,820 in Colorado. Over the next five years, the MHI in Estes Park is projected to
rise to approximately $104,063 by 2029, representing a 9.75% increase.
Household Income
Year Estes Park Larimer County Colorado
Median
Household Income
2024 $77,610 $94,331 $94,820
2029 $104,063 $109,163 $109,919
Per Capita Income
2024 $53,517 $50,876 $51,923
2029 $67,320 $60,924 $61,253
Figure 13 Median and Per Capita Income, 2024 & 2029. Source: ESRI, Business Analyst
Figure 14 illustrates the distribution of household income levels across the community. Approximately
57.5% of households in the Town of Estes Park earn less than $100,000 annually, with around 21.2%
earning less than $35,000. These figures highlight a notable income disparity within the population,
particularly a large number of aged adults and a workforce concentrated in tourism and service-related
industries. This income profile has important implications for housing affordability, service delivery, and
Town of Estes Park: Parks and Open Spaces Plan
10 | Appendix A: Community Profile Memo
economic planning, especially given Estes Park's limited year-round housing availability and relatively high
cost of living compared to the income levels of many local workers.
2024 Household Income
2024 Household Income Town of Estes Park Larimer County
<$15,000 7.5% 6.4%
$15,000 - $24,999 8.0% 6.3%
$25,000 - $34,999 5.7% 4.4%
$35,000 - $49,999 13.9% 9.0%
$50,000 - $74,999 13.3% 13.4%
$75,000 - $99,999 9.1% 12.8%
$100,000 - $149,999 20.0% 21.2%
$150,000 - $199,999 11.1% 12.5%
$200,000+ 11.4% 12.1%
$142,034 $124,643
Figure 4 Income Distribution for Town of Estes Park and Larimer County, 2024. Source: ESRI
The highest-income areas, where median household income exceeds $100,000, are located in the eastern
edge of Estes Valley, including some rural residential neighborhoods near Fish Creek Road and along the
perimeter of Rocky Mountain National Park. These neighborhoods typically include larger properties and
vacation homes owned by part-time residents or retirees7F7F
8.
The majority of residential areas within Estes Park town limits report a median household income in the
range of $60,000 to $85,000, including neighborhoods near downtown, Stanley Avenue, and Moraine
Avenue. These areas are characterized by year-round residents, small businesses, and service workers
employed in tourism and hospitality.
A few pockets of lower median household income, between $30,000 and $60,000, are found closer to
central Estes Park, especially near the Big Thompson River corridor, older mobile home communities, and
multi-unit housing along Community Drive and Elm Road. These areas include housing for seasonal
workers and year-round renters.
Homeownership & Housing Types
Based on the U.S. Census Data, Estes Park has a total of 4,203 housing units, with 3,025 currently
occupied and 1,178 vacant. Of these housing units, approximately 69% are owner-occupied and 31% are
renter-occupied8F8F
9. The median home value for properties with a mortgage is $616,000, and the estimated
median monthly housing cost is $1,297.
Short-term rentals (STRs) play a significant role in this area with higher tourism overnight stays taking
place from June – September. Based on Airbtics, a short-term rental analytics platform available regarding
the public market, the annual average Airbnb revenue in Estes Park, Colorado is approximately $85,000
per unit. 70 active Airbnb listings were available in the year of 2024 for short-term rentals. These
8 BestNeighborhood.org. (n.d.). The Highest and Lowest Income Areas in Estes Park, CO. Retrieved May 27, 2025, from
https://bestneighborhood.org/household-income-estes-park-co/
9 U.S. Census Bureau. (n.d.). American Community Survey 5-Year Estimates Data Profiles: Estes Park town, Colorado. Retrieved May 27,
2025, from https://data.census.gov/cedsci/profile?g=1600000US0825115
Town of Estes Park: Parks and Open Spaces Plan
11 | Appendix A: Community Profile Memo
properties report a median occupancy rate of 63%9F9F
10, an average daily rate of $35910F10F
11. Additional short-
term rental information from hotels, lodges, or other short-term housing rental platforms were not
available.
Part-time Residents
Many mountain communities, especially those with distinct seasons and popularity with tourists, see
spikes in population at certain times of year, whether it be visitors or part-time residents. Often, the total
population counts for these communities seem lower than what people experience, especially in summer
and winter seasons. It is important to understand that Census and ESRI definitions of total population
include only those who live and sleep in a specific location most of the time. To get a more complete
picture of the population relative to seasonal fluctuations, the total number of part-time residents can be
estimated by taking the number of vacant housing units and multiplying it by average household size. As
Figure 15 illustrates, the Town of Estes Park includes significant part-time resident populations.
2024 Household Composition
2024 Housing Town of Estes Park
Total Housing Units
Estimated Full & Part-Time Population 8,282
Figure 5 Housing for Town of Estes Park, 2024. Source: U.S. Census Bureau
Households & Growth Projections
Between 2024 and 2029, the total number of households in the Town of Estes Park is projected to
increase from 2,814 to 2,875, reflecting a modest growth rate (Figure 16). During this period, the average
household size is expected to decline slightly from 2.07 to 2.04, suggesting a trend toward smaller
households, consistent with aging demographics and shifting housing preferences. The Town of Estes
Park’s median household growth rate is projected at 5.16%, outpacing the county (4.2%), and state (3%)
average (Figure 17). This indicates a relatively strong local housing demand despite potential constraints
that limit large-scale development.
Town of Estes Park Household Summary
Total Households Average Household Size
2024 2,814 2.07
2029 2,875 2.04
Figure 6 Households Trends, 2024-2029. Source: ESRI, Business Analyst
10 Airbtics. (2024). Annual Airbnb revenue in Estes Park, Colorado, USA. https://airbtics.com/annual-airbnb-revenue-in-estes-park-
colorado-usa
Town of Estes Park: Parks and Open Spaces Plan
12 | Appendix A: Community Profile Memo
Median Household Growth Rate
Estes Park Larimer County
2024-2029 5.16% 4.2%
Figure 7 2024-2029 Median Household Growth Rate. Source: ESRI, Business Analyst
Tourism and Traffic Count
Estes Park experiences high visitation numbers due to several factors, notably its proximity to the Rocky
Mountains National Park. According to the Visit Estes Park Annual Report (2023), in 2023, 2.1 million
guests visited Estes Park an average of 2.9 visits per person. This resulted in a total of approximately 6.1
million visits. These visits totaled about 6.1 million people, with the average length of stay being 1.8 for
overnight travel and 7.2 hours for day-trippers. This data was collected through Placer.AI, supported by
RRC Associates, and the Visit Estes Park organization.
Visitation by the Numbers
Figure 8 Visitation by the Numbers, Source: Visit Estes Park Annual Report 2024
Visitor Profile
Figure 9 Visitor Profile, Source: Visit Estes Park Annual Report 2024
Overnight Visitors
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13 | Appendix A: Community Profile Memo
Figure 10 Overnight Visitors, Source: Visit Estes Park Annual Report
Rocky Mountain National Park Visitation
Figure 11 Rocky Mountain National Park Visitation, Source: Visit Estes Park Annual Report 2024
The Town of Estes Park releases an annual Economic Dashboard that reveals information on each year’s
visitation and traffic count impact on the town boundaries. The following traffic counts information
contains an overview for the two major CDOT roadways known as US 34 and US 36. The report provides
an overview of traffic counts and visitor numbers for Rocky Mountain National Park between 2023 and
2024 (Figure 22). In 2024, there was a slight decrease in visitation, with a 7.53% reduction in visitors
compared to 2023. However, traffic counts on US 36 and US 34 increased compared to the previous year.
Town of Estes Park: Parks and Open Spaces Plan
14 | Appendix A: Community Profile Memo
Figure 12 Town of Estes Park Monthly Economic Dashboard, Source: Town of Estes Park
Conclusion
Overall, Estes Park is expected to maintain slow and steady growth, shaped by its limited land area, natural
boundaries, and strong tourism economy. Planning efforts will need to account for an aging population,
seasonal housing fluctuations, and modest long-term residential expansion.
Town of Estes Park: Parks and Open Spaces Plan
15 | Appendix A: Community Profile Memo
References:
Colorado State Demography Office. County Total Population Lookup Tool. Colorado Department of Local
Affairs. 2025 County Total Population Lookup.
Colorado State Demography Office. (n.d.). 10 Year Projections. Colorado State Demography Office.
https://demography.dola.colorado.gov
ESRI. Community Profile 2024 - 2029, Retrieved from ESRI Business Analyst. Source Data.
ESRI. Demographic and Income Profile. Retrieved from ESRI Business Analyst. Source Data.
ESRI forecasts for 2024 and 2029. U.S. Census Bureau 2000 and 2010 decennial Census data converted
by ESRI into 2020 geography.
U.S. Census TIGER 2021 (Census Tract, Larimer County, Colorado). https://data.census.gov
U.S. Census Bureau, 2020. Population Totals, Census Tract, Larimer County, Colorado.
Estes Park School District, https://www.estesschools.org/our-district
Airbtics. (2024). Annual Airbnb revenue in Estes Park, Colorado, USA. https://airbtics.com/annual-airbnb-
revenue-in-estes-park-colorado-usa
Point2Homes. (n.d.). Estes Park demographics overview.
https://www.point2homes.com/US/Neighborhood/CO/Estes-Park-Demographics.html
Data USA. (n.d.). Estes Park, CO profile. https://datausa.io/profile/geo/estes-park-co
Visit Estes Park. (2023). Visit Estes Park Annual Report 2023.
https://assets.simpleviewinc.com/simpleview/image/upload/v1/clients/estespark/Visit_Estes_Park_Annu
al_Report_2023_small_cfcacfba-3478-44b1-a422-d9938d7f17fa.pdf
Town of Estes Park. (n.d.). Monthly Economic Dashboard. https://estespark.colorado.gov/dashboard
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix A: Park Classifications Memo
Appendix A: Park Classifications Memo
The following information details a proposed parkland classification for open spaces and parks, as
inventoried in 2025. The inventory used in this memo is from the Town’s database of property locations
that was provided to Design Workshop.
Park classifications provide an organizational framework for how communities define and manage
different parks and open spaces. Although the Town of Estes Park does not currently have formal park
classifications, this framework helps define clear categories, such as community parks, civic spaces, pocket
parks, and natural areas based on size, purpose, amenities, and intended user experience. The National
Recreation and Park Association (NRPA) uses classifications to communicate the distinct functions and
service expectations of each park type, support equitable distribution of recreational opportunities, and
guide design and investment priorities. Classifications also inform appropriate maintenance practices and
intensities. For example, plazas and civic spaces might require higher levels of daily upkeep, while open
spaces and natural areas focus more on resource protection and low-impact management.
The full list of parks and open spaces are listed below:
Table 1: Parks and Open Spaces Inventory
PARKS AND OPEN SPACES INVENTORY CLASSIFICATION
Downtown Parks West
George Hix Riverside Plaza Pocket Park / Urban Plaza
Mrs. Walsh’s Garden Special Use Area
Peacock Park Pocket Park / Urban Plaza
Performance Park Special Use Area
Riverside / Baldwin Park Civic Park
Tregent Park Pocket Park / Urban Plaza
Downtown Parks East
Big Thompson Recreational Area + Visitor
Center + Veteran’s Monument Civic Park
Town-Owned Parcels Included in Study
Scott Ponds (Playground) Neighborhood
Scott Ponds Natural Area/ Open Space
Fish Hatchery Property To be determined
Centennial at Knoll Willows Open Space Natural Area/Open Space
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Town-Owned Parcels Not Included in Study
Stanley Park (EVRPD) Regional Park
PARKS CLASSIFICATIONS AND STANDARDS
The parks are grouped into eight (8) classifications that can be reviewed in Table 2. Classifications were
developed based on the characteristics of the park, such as size, amenities offered, access, and intended
duration of use.
Classifications include Regional Park, Civic Park, Neighborhood Park, Pocket Park / Urban Plaza, Special
Use Area, Natural Area / Open Space, Trail Corridor / Greenway, and Golf Course.
Table 2: Parks and Open Classification Standards
SIZE PURPOSE AND FUNCTION ACCESS
Regional Park
Stanley Park (~26 acres, EVRPD)
20+
acres amenities intended to serve the entire
community, region, and visiting
population.
Typically, regional parks protect large
expanses of land with natural resource
values of regional significance. These
areas should provide recreational
opportunities for nature-oriented,
outdoor recreation, scenic viewsheds as
well as features such as playgrounds,
shelters, walking trails, and athletic
facilities.
Regional parks often preserve significant
natural areas and scenic viewsheds and
can play an important role in wildlife
habitat conservation and water resource
protection.
a balance between
resource protection and
public use. Portions of the
site should be relatively flat
to accommodate fields and
facilities, while maintaining
open space and scenic
quality.
Effective utilization of
green spaces, open lands,
and particularly water
features or mountain
backdrops are important in
the layout.
Site features such as
streams, reservoirs, rock
outcrops, or historic
elements may add to the
wide and
regional, and
tourist use.
from an arterial
or collector
street and
typically have
direct access to
regional trail
systems.
Dedicated off-
street parking
and access to
trail systems are
typical; layout
should minimize
impact on
natural
resources.
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix A: Park Classifications Memo
areas, sports courts, fairgrounds,
theaters, and cultural exhibits may also
be supported within regional parks.
Some parks may have reservable
facilities or require permits for group
Civic Park
Bond Park (~1.05 acres), Riverside / Baldwin Park (~1.37 acres), Big Thompson Recreational Area + Visitor Center (~9 acres),
Veteran’s Monument
1–15
acres wide activities and provides facilities
that balance active and passive
recreation needs. Supports public
events, performances, and gatherings
that are not feasible or desirable at the
neighborhood level due to noise,
lighting, or traffic.
May include open lawns, amphitheaters,
multipurpose play areas, plazas, picnic
shelters, and community gathering
spaces, and paved walking paths.
Portions of the site may incorporate
natural features or landscape areas that
provide visual relief and enhance the
park’s setting, such as gardens, water
features, or scenic backdrops.
have gentle topography to
accommodate event
spaces, performance lawns,
or gathering areas.
Site design might include
pedestrian flow, and
connections to surrounding
streets, trails, and civic
facilities. Special site
features such as streams,
rock outcrops, scenic view
areas or historic sites may
add to the park’s character.
Lighting, seating, and
utilities should support
public events while
considering the
surrounding environment.
wide and
tourist use.
2-mile
service area
to account
for people
walking,
biking, or
driving to
parks.
pedestrian
access from
downtown
corridors.
Parking might
provide limited
off-street event
parking or
shared with
other uses.
Access to trail
system and
public transit is
desirable.
Neighborhood Park
Scott Ponds – Playground, Fish Hatchery Neighborhood Development (Future)
1–10
acres
Intended to provide both active and
passive recreation for residents for short
On-street parking is
typically adequate. Ideally,
Within ½
mile walking
Centrally located
within
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix A: Park Classifications Memo
for most intensive use by children,
family groups, and senior citizens.
Accessible to nearby neighborhoods and
geographically centered to encourage
walking and bicycle access. Sites often
serve as local gathering places that may
incorporate small ponds, natural areas,
or trail connections.
May be developed as a park-school
facility or in combination with
community open space.
pathways and sidewalks
and respond to the need
for local recreational
amenities close to people’s
homes.
Amenities typically include
picnic tables, benches,
shaded seating areas,
playgrounds, nature play,
interpretive signage, small
open lawns, and unpaved
or multi-use trails. Parks
may incorporate natural
features such as ponds,
wetlands, or scenic
overlooks where
distance in
residential
areas.
or adjacent to
trail corridors.
Accessible by
sidewalks and
local streets and
on-street
parking.
Pocket Park / Urban Plaza
Children’s Park, George Hix Riverside Plaza, Peacock Park, Tregent Park, Wiest Park, Women’s Heritage Plaza
0.1–1
acre concentrated population or visitor group
and provide opportunities for rest,
gathering, or small-scale recreation.
May include plazas, children’s play areas,
memorials, gardens, or interpretive
spaces.
Often located in high-activity areas such
as the downtown core or along the
Riverwalk, these spaces provide visual
relief and community identity through
art, landscaping, and seating. Could be
provided by either the public or private
sector.
have gentle topography
and be designed to
accommodate seating, art
installations, and creative
play or interpretive
features.
Amenities often include
benches, planters, small
lawns, decorative paving,
public art, and shaded
gathering areas.
mile walking
distance.
Primarily
serves
pedestrians
and visitors.
the Riverwalk or
downtown
corridors.
Typically,
pedestrian or
bike access only.
Special Use Area
Mrs. Walsh’s Garden, Performance Park (~1 acre)
Varies Purpose built to serve a specific
community or visitor need. Typically,
supports specialized activities, facilities,
or events that serve a special interest or
a non-traditional park.
specific purpose and
audience of the park.
Location should be
community good access
from an arterial
or collector
street.
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix A: Park Classifications Memo
education centers, historic or
interpretive sites, community gardens,
performance venues, civic plazas, river
access points, or other single-purpose
recreation or cultural attractions.
control, lighting, and noise
impacts are compatible
with surrounding
neighborhoods.
Amenities may include
trailheads, gardens, fishing
docks, viewing areas, bike
racks, monuments, public
art, or educational exhibits.
be off-street for
larger sites. On-
street parking
might be
sufficient if
connected to the
Riverwalk or
downtown
corridors.
Natural Area / Open Space
Centennial at Knoll Willows Open Space, Thumb Open Space, Scott Ponds
Varies These areas are generally maintained in
their natural state and help protect
scenic views, wildlife habitat, and
sensitive environmental features. Often
provide opportunities for passive
recreation such as walking, hiking,
wildlife viewing, photography, and
environmental education.
May include interpretive facilities,
historic or cultural exhibits, and natural-
surface trails. Some areas may
accommodate scientific research,
bouldering, or trail connections.
Depending on site conditions, public
access can be limited.
Natural land areas are
intended to protect
environmentally sensitive
features such as steep
slopes, rocky outcrops,
wetlands, floodplains, and
wildlife corridors.
Sites may also include
riparian areas, meadows, or
forested slopes that
provide a naturalized park
setting within surrounding
development. May include
unpaved trails, signage,
small trailheads, or
interpretive overlooks. Use
may be restricted by
geography.
wide and
regional use.
Trail Corridor / Greenway
Riverwalk, Fall River Trail, Highway 7, Highway 34, Scott Ponds Trail, Fish Creek Trail
N/A These areas typically provide passive
recreation within or adjacent to public
rights-of-way, waterways, or open
spaces that connect parks, downtown,
neighborhoods, and natural features.
natural-surface trails,
landscaped edges, and
gathering spaces or small
plazas.
Amenities often include
wide and
tourist use.
If possible,
connects to
regional
access points at
parks, streets,
and visitor
destinations.
Ideally
accessible from
Town of Estes Park: Parks and Open Spaces Plan
6 | Appendix A: Park Classifications Memo
and scenic enjoyment, offering both
recreational and transportation benefits.
Often provide connectivity between
civic spaces, visitor destinations, and
natural areas. May include interpretive
elements or public art.
wayfinding elements, and
access points at parks,
streets, or visitor
destinations. Site should be
relatively flat for
pedestrian and cyclist
accessibility and safety.
corridor.
Golf Course
Estes Park Golf Course (EVRPD)
140 –
250
acres
for 18-
hole
course
water features that are designed and
maintained for the game of golf.
Courses may include walking paths or
trail connections within non-playable
portions of the property, provided the
golf activity remains unencumbered by
trail access.
Facilities may include a clubhouse,
driving range, restrooms, and event
space that support both local and visitor
use.
terrain with adequate
drainage and soil
conditions to support turf
grass.
Terrain should integrate
naturally with the
surrounding landscape and
existing landforms.
Small water features, tree
clusters, and natural
outcrops may contribute to
the course’s scenic quality
and difficulty of the game.
broader
region
from an arterial
street is ideal.
Parking should
be off-street.
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix A: Previous Plan Review
Appendix A: Previous Plan Review
The Previous Plans Review assesses relevant plans completed in and around the Town of Estes Park.
Below is a summary identifying plans, policies, visions, or other information that should be acknowledged
and/or carried forward in the 2025 Town of Estes Park Parks and Recreation Plan. By reviewing and
referencing these plans, this planning process can develop recommendations that align with and advance
current efforts, potentially resulting in cross-organizational actions that utilize combined resources.
The following reports and documents have been reviewed:
1. 2040 Upper Front Range Regional Transportation Plan (2015)
2. Environmental Sustainability Task Force Final Report (2022)
3. Arts District Plan (2025)
4. Estes Forward Comprehensive Plan (2022)
5. Estes Park Downtown Plan (2018)
6. Estes Park Plant List Final (2017)
7. Estes Valley Master Trails Plan (2016)
8. Estes Valley Open Space Plan (2020)
9. Estes Valley Watershed Coalition Community Wildfire Protection Plan (CWPP) (2022)
10. Fish Hatchery Development Plan (2025)
11. Knoll Willows Master Plan (2003)
12. Larimer County Open Lands Master Plan (2015)
13. Larimer County Our Lands, Our Future Regional Survey Update (2023)
14. Mrs. Walsh’s Garden Master Plan (2020)
15. Site Accessibility Evaluation ADA Accessibility (2023)
16. Stanley Park Master Plan (1994)
17. Town of Estes Park Strategic Plan (2025)
18. Thumb Open Space Management Plan (2022)
Town of Estes Park: Parks and Open Spaces Plan
2 | Appendix A: Previous Plan Review
1. 2040 Multimodal Transportation Plan (2015)
Plan/Document Name: 2040 Regional Transportation Plan (Upper Front Range)
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_2040 UFR Transportation Plan.pdf"
Department Issuing: Colorado Department of Transportation (CDOT)
Publication Year: 2015
Summary Overview: This plan is a vision document that outlines what the Colorado multimodal
transportation options will look like in Colorado over the next 10 to 25 years.
It is divided into four sections with an executive summary. Each section helps
illustrate where Colorado stands today, the challenges that it faces, and how
Colorado will continue to make progress in the future.
Key Takeaways: Economic Vitality: The top industries in the upper range come from popular
tourist attractions of Estes Park and Rocky Mountain National Park.
According to the U.S. Census of Agriculture (2007), counties in the Upper
Front Range are the top agricultural producers in the state.
Multimodal Transportation System: The Town of Estes Park has its own bus
providers, and Via Mobility Services.
Transportation: “By the year 2040, about 34 percent of state highways in the
region are projected to be congested. Most of this congestion is expected to
occur on US 36 and US 34 through Estes Park and on I-76 and US 85
through areas adjacent to the DRCOG and North Front Range MPOs. (Page
11)”. Some maps are featured on Page 12 referencing congested areas.
Highway Safety: “Bicyclists often use shoulders where off-street facilities are
not present. In western portions of the TPR surrounding tourist destinations,
such as the town of Estes Park and Rocky Mountain National Park, bicyclists
use the highway system to exercise and enjoy the natural surroundings.
(Page15)”
Disaster and Response Recovery: In Fall of 2013 floods caused closure and
damage to multiple areas across the upper range. US 36, Lyons to Estes Park
underwent a major flood recovery effort. (Page16)
Transportation Project Prioritizations:
Out of a list of twenty projects, Estes Park has three on-going priority
transportation projects.
• Ranked #6. US 36 Estes Park to Boulder County. Line Major
widening/passing lanes/pullouts.
• Ranked #12. US 34/US 36 Intersection in Estes
• Park. Major widening/safety/traffic ops/TSM
• Ranked #15. Estes Park – General Safety and system preservation
improvements in Estes Park
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix A: Previous Plan Review
2. Environmental Sustainability Task Force Final Report (2022)
Plan/Document Name: Estes Park Environmental Sustainability Task Force Final Report
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_Environmental Sustainability Task Force Final
Report.pdf"
Department Issuing: Submitted to the Town Board by the Appointed Members of the
Environmental Sustainability Task Force
Publication Year: 2022
Summary Overview: The Role of the Environmental Sustainability Task Force (ESTF) was to
develop recommendations for the Town Board of Trustees regarding the
Town’s role in initiatives, strategies, and tactics to advance environmental
sustainability. Its recommendations were presented in a final report to the
Town Board Feb. 7, 2022. Main ideas relevant to the Estes Park parks and
open space master plan have been highlighted in this report analysis.
Key Takeaways: To help make Estes Park a sustainable community for visitors and its own
residents, the report suggests that the Town should:
Sustainability
1. Support the sustainability initiatives of Visit Estes Park with realignment
of staff and addition of a sustainability manager position, VEP is working
to establish the Estes Valley as a sustainably managed tourism destination.
The Town should cooperate fully in these new initiatives. Direct creation
of two staff positions: Environmental Sustainability Manager and Grant
Development Manager. (See Recommendations #48 and #50.5)
2. Adopt sustainability policies and practices for Town operations and
facilities. In consultation with VEP, identify the Sustainable Destination
standards for Town operations and facilities for implementation to the
extent feasible. Integrate sustainability awareness and skills into staff
training.
3. Conduct sustainability education campaigns for residents and visitors
that:
• Raise awareness in the community and with Estes Park businesses
about the value of sustainability practices, explain the Town's
sustainability planning, and spotlight current accomplishments. Use
Town newsletters, have displays and literature at the Visitor Center
and at events, host a sustainability tent at festivals.
• Create a sustainability portal on the Town website to educate
residents and visitors about resources and Town policies and
programs for sustainability.
• Cooperate with VEP's Sustainable Destination educational outreach
to Town partners and stakeholders and its information campaigns for
current visitors and values-based tourism markets. (Based off
Recommendation #49: Reposition Estes Park as a Sustainable
Destination. Recommended timeline: 2022-2025/ongoing, Page 30)
Climate Action
1. Direct adoption of sustainability policies and practices for Town
operations and facilities. (See Recommendation #49.2)
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix A: Previous Plan Review
2. Direct Estes Power and Communications to adopt a clean energy,
sustainability, and GHG pollution reduction plan (Clean Energy Plan). (See
Recommendation #51)
3. Adopt provisions of the Colorado Climate Action Plan as sustainability
goals for Town departments and commit to close cooperation with
Larimer County in its Climate Smart initiatives.
4. Direct Town departments to expedite initiatives aligned with the
roadmap that reduce GHG emissions in transportation, electricity usage
and generation, buildings, and waste management. (2023)
Other specific programs regarding clean energy, funding opportunities, and
climate action policy recommendations are found within this report.
3. Arts District Plan (year)
Document
Title:
Estes Park Arts Master Plan
File Location: F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-Research\Previous
Plans\Arts District Plan
Department
Issuing:
Estes Arts District (EAD)
Publication
Year:
2025
Summary
Overview:
The Estes Park Arts Master Plan outlines a strategic vision for strengthening the role
of the arts in the town’s identity, economy, and livability. The plan highlights the value
of the creative economy and its impact on both residents and visitors through cultural
expression, placemaking, and collaboration. It integrates the arts into town planning
and identifies goals that promote collaboration, creation of dedicated spaces, and
support for a thriving arts sector. The methodology links this vision to the Town’s
Comprehensive Plan and draws on lessons from other Colorado communities.
Key
Takeaways:
Overall
• Emphasizes the role of the arts in place-making and identity-building for Estes
Park.
• Supports increased collaboration among artists, organizations, and the public
sector.
• Advocates for the integration of public art and creative spaces into
redevelopment and planning.
• Aligns with the Estes Forward Comprehensive Plan goals related to enhancing
the built environment through public art and inclusive engagement.
• Includes community feedback and comparative research from nearby
Colorado municipalities.
Current Art in Estes Park
• 15 galleries
• 17+ Venues (Including Performance Park, Bond Park,
Historic Park Theatre, and George Hix Riverside Plaza)
• 7 maker spaces
• 14 Art Organizations
• 9+ Annual Art-Driven Events
Comp Plan Reference Points
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix A: Previous Plan Review
Survey Highlights
A brief survey took place having a very small response pool. Some questions that were
asked that are relevant to the Parks and Open Space Plan:
1. “What do you think the responsibility of the Estes Arts District should be?”
Most common responses:
o Develop a plan to enhance the Highway 7, 34, 36 corridors with art. The
downtown corridor has a nice variety of artwork.
o To guide the community arts vision for EP and be a hub for ALL arts within
the community.
o Estes Arts District to be the umbrella organization for all the various
performing and visual arts programs, developing collaboration and
mutual support in the promotion of the arts in Estes Park.
2. “What do you want to see more of in Estes Park regarding the arts?”
Most common responses:
o More modern music concerts
o Music opportunities for youth
o Jams, talent show, after school specials
o Build art experiences
o Rotating art displays in public spaces
o Central locations for the ats
Public Spaces
For the Estes Park Arts Master Plan, one of the main goals for spaces is to expand and
support the growth and accessibility of public art, performing arts, and art events.
Town of Estes Park: Parks and Open Spaces Plan
6 | Appendix A: Previous Plan Review
Planning for the Future
o Estes Parks plans to apply to become a Certified Colorado Creative District.
o Estes Park anticipates to acquire funds and support through public and private
sources for fundraising initiatives.
o Establishing a formal partnership with EAD and the Town of Estes Park for art
related initiatives.
Plan Vision: To harness and amplify the transformative power of artistic expression while
integrating art into the very fabric of our town’s identity through a collaborative,
community-led approach
4. Estes Forward Comprehensive Plan (2022)
Plan/Document Name: Estes Forward Comprehensive Plan
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_Environmental Sustainability Task Force Final
Report.pdf"
Department Issuing: Town of Estes Park and Larimer County
Publication Year: 2022
Summary Overview The "Estes Forward Comprehensive Plan" is part of the Estes Park Development
Code and was finalized in 2022. It serves as a guide for the town's development,
outlining goals, objectives, policies, and programs. The plan is intended to
promote community values, establish a framework for orderly growth and
economic health, balance competing interests, and ensure coordination in
development. It also considers regional conditions and addresses both current
and long-term needs.
Key Takeaways: Land Use Map
This comprehensive plan contains helpful resources such as a Future Land Use
Map for our project to reference on Ch.3 Future Land Use, page 74. Natural
resource conservation and park areas are highlighted in green within the Town
of Estes Park boundaries.
Town of Estes Park: Parks and Open Spaces Plan
7 | Appendix A: Previous Plan Review
Town of Estes Park Actions and Timeline
ACTION
DESCRIPTION
TYPE LEAD/PARTNER TIMING
Natural Environment
GOAL NE2: Ensure the provision and preservation of diverse and
accessible open spaces throughout the Valley while allowing for
contextual development in the right locations.
NE 2.C: Work with
willing landowners
and acquire lands
through land swaps
for properties that
are underdeveloped
to build local parks in
Town.
Capital Projects &
Investments
Community
Development
Department; Public
Works
Department;
Property
Owners
Long-term
(6-10 years)
NE 2.D: Explore
potential
development code
updates, such as
parks dedication and
fee in lieu
requirements.
Regulatory Reform
Community
Development
Department; Public
Works Department
Short-term
(1-2 years)
County Recommended Actions (Partnerships): NE 2.E: Work with conservation partners,
such as the Estes Valley Land Trust, Estes Valley Watershed Coalition, and similar
organizations to increase their ability to pursue land preservation and open space acquisition.
Built Environment
Goal BE3: Encourage a balanced mix of uses that meets the diverse needs
of residents, businesses, and visitors.
Goal BE6: Promote the continued evolution of Estes Park’s job-
generating commercial land uses to support existing and future
businesses.
BE 3.C: Encourage
the provision of
workforce serving
amenities in non-
residential areas,
such as parks and
plazas, outdoor
seating areas, fitness
facilities, daycare
centers, and bicycle
storage.
Regulatory Reform
Community
Development
Department
Ongoing
Be 6.2: The Town encourages the provision of employee-serving amenities in workplaces,
such as parks and plazas, outdoor seating areas, fitness facilities, daycare centers, bicycle
storage areas and showers as a means to reduce vehicle trips, encourage walking and
bicycling, and support air quality, public health, and sustainability goals.
Health and Social
Goal HS2: Support behavioral and physical health.
HS 2.A: Create a
Parks Master Plan.
Supporting Plans &
Policies
Community
Development
Department; Public
Works Department
Mid-term
(1-5 years)
HS 2.B: Increase Park
dedication to
development
standards and/or use
of local sales tax to
Regulatory Reform
Community
Development
Department
Mid-term
(1-5 years)
Town of Estes Park: Parks and Open Spaces Plan
8 | Appendix A: Previous Plan Review
acquire and build
new parks.
HS 2.C: Improve
neighborhood
connectivity to
existing parks.
Capital Projects &
Investments
Community
Development
Department; Public
Works Department
Mid-term
(1-5 years)
HS 2.D: Explore
budget opportunities
to determine fiscally
responsible ways to
increase resources
that support
behavioral health and
well-being.
Programs & Services Community
Development
Department
Long-term
(6-10 years)
HS 2.6: The Town ensures the equitable creation and distribution and inclusive design of
Town recreation facilities, including smaller neighborhood parks, passive green space, and
playgrounds. (Also see Natural Environment goals and policies.)
Plan Vision
5. Estes Park Downtown Plan (2018)
Plan/Document Name: A Vision for a Resilient Future Estes Park Colorado Downtown Plan
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_EstesPark_DowntownPlan_FINAL_low.pdf"
Department Issuing: Town of Estes Park
Publication Year: 2018
Summary Overview: The Plan outlines a 20-year vision to be realized through public and private
investments, including potential joint ventures. It presents flexible design
concepts to guide future infrastructure and redevelopment projects. These
concepts are illustrative, not final, and will require further study,
coordination, and adaptation based on property owner input, funding
availability, and market conditions.
The recommendations serve as a framework for future planning, not fixed
outcomes.
Key Takeaways: Implementation Considerations:
Town of Estes Park: Parks and Open Spaces Plan
9 | Appendix A: Previous Plan Review
The Plan encourages partnerships with private property owners, community
groups, and public agencies to support downtown investment, improve
properties, and create shared amenities. By aligning projects with goals like
flood mitigation, improved access, and enhanced parks and recreation, these
collaborations can maximize economic and community benefits, leveraging
each dollar for multiple outcomes. Provide routes that offer direct and
convenient access to key destinations, such as businesses, parks, natural
features, and other transportation facilities (i.e., bicycle parking, vehicle
parking and
transit stops).
Downtown Community Character:
Prioritize placemaking by encouraging mixed uses that activate walkable
streets and create a vibrant Downtown. Parks, plazas, and public spaces
should be lively and designed to complement surrounding streets and
waterways, fostering community activity and engagement.
Resilience:
Design critical infrastructure and development to reduce flood risk. Roads,
parks, buildings, and other features should all further Downtown’s ability to
prevent, manage, respond to, and recover from flood events. Develop flood
alert systems using remote sensing and best practice technologies to help
protect Downtown (example - lower parks from nearby landscape to serve as
detention areas).
Open Space System
Downtown’s open space system should include a variety of public spaces—
such as parks, plazas, pocket parks, greenways, and pedestrian-friendly
streets—to support social gathering, events, recreation, and placemaking.
Both existing and new open spaces should be safe, inviting, and well-
connected through improved wayfinding. Ongoing evaluation is
recommended to ensure these spaces meet community needs, support
resilience, and enhance Downtown vibrancy. Page 34 contains definitions for
open spaces, parks, and pocket parks for the Parks and Recreation Master
Plan consideration. Figure 4.5 shows the proposed downtown open space
system. Orientation of outdoor public spaces toward natural amenities is
emphasized.
Parks as Social Spaces:
Public spaces like streets, parks, and the Riverwalk are most effective when
adjacent to active uses such as storefronts, entrances, and outdoor dining.
Buildings and sites should be designed to face and energize these priority
edges to enhance vibrancy, social interaction, and placemaking.
Empower Estes Arts
Provide Estes Arts with key roles in the community, including administration
of the Public Art program which is currently administered by the Parks
Advisory Board. Estes Arts should have oversight over / direct involvement
in all arts related.
programming and finding in the community.
Leverage Outside Funding
Town of Estes Park: Parks and Open Spaces Plan
10 | Appendix A: Previous Plan Review
Reach out to small grant sources to help with installation of public art and
construction of small parks. Appendix B contains a listing and description of
potential grant sources.
Setting Priorities
Funding for maintenance of improvements is an important consideration for
streetscape, gateways, and parks improvements.
6. Estes Park Plant List Final (2017)
Plan/Document Name: Community Development Department Recommended Plan List
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_COMDEV Plant List FINAL 2017-06.pdf"
Department Issuing: Community Development and Planning Department
Publication Year: 2017
Summary Overview: A list of Rocky Mountain native and non-native conifer trees, deciduous
shrubs, herbaceous perennials, native grasses, vine species, and their
cultivars are listed in this 46-page document. Nursery’s where these plant
species could be purchased from are listed as well which include phone
numbers, and locations across Colorado.
Key Takeaways: This is a resource that provides insight for native plants that the Estes Park
Parks and Open Space Master Plan team can consider integrating to the final
plan.
7. Estes Valley Master Trails Plan (2018)
Plan/Document Name: Colorado
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Estes Valley Master Trails Plan\Estes Trails Master
Plan.pdf"
Department Issuing: Estes Valley Recreation and Park District
Publication Year: 2018
Summary Overview: Youth engagement in the development of trails, parks and related
stewardship activities and working with health partners are two items that
stood out from programming that EVRPD helps lead near the Town of Estes
Park. General information about the current conditions of the trails in 2018
are provided for recreational areas both within Estes Park and outside the
town. Definitions for user tyles such as pedestrians, bicyclists, and trail types
and uses are detailed across the plan that could be helpful for defining
certain definitions for the parks and recreation plan in development.
Key Takeaways: The following are some goals the trails master plan used as a guidance in
forming this trails systems plan:
• Identify conservation properties, open space, recreation areas, and
trailheads to be included in the plan, as well as areas of potential for
trail and conservation planning.
• Identify key nodes and connections and opportunities/ constraints.
• Explore bike share program feasibility.
Town of Estes Park: Parks and Open Spaces Plan
11 | Appendix A: Previous Plan Review
• Explore water trail feasibility and infrastructure.
• Reference agency masterplans and involvement within plan.
• Provide agency training & regulatory information. Explore strategies
for signage and/or communication modes to portray this
information.
Stakeholder Interviews were conducted for the development of this plan
with the following organizations through a survey format. Each organization
provided insight into outdoor recreation opportunities and future
recreational visions for trails across the Estes Valley area.
• EVRPD Board
• EVRPD Trails Committee
• Estes Park Cycling Coalition
• Estes Park Equestrian Club
• Estes Park Running Club
• Trail Masters Hiking Group
• Estes Park Gun & Archery Club
• Local Health Partners: Estes Park Medical Center, Timberline
Medical, Salud Clinic
• Estes Park School District/Exercise for Learning
• Visit Estes Park
• Town of Estes Park Senior Services Division
• Little Valley Owners Association
• Estes Park Police
• Estes Valley Watershed Coalition
Plan Vision: To create a Master Trails Plan that will foster a coordinated approach to trail
development and multi-modal connectivity between public lands within the
Estes Valley. The Master Trails Plan will provide a framework to guide
decision-making regarding trail & connectivity planning, acquisition,
development, funding, maintenance, and management of a district-wide
multi-user trails system.
8. Estes Valley Open Space Plan (2020)
Plan/Document Name: Estes Valley Open Space and Outdoor Recreation Plan
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\_Estes-Valley-Open-Space-Plan_Final.pdf"
Department Issuing: Estes Valley Land Trust
Publication Year: 2020
Summary Overview: Information on conservation easements, cultural landscapes, historical sites,
and general outdoor recreation analysis is nicely provided in the report
document with GIS mapping images, and key recreation-based details for the
Estes Valley region
• This document contains great maps that depict the Estes valley
region with general nature-based infographics (Map on page 3).
• A walkshed map regarding neighborhood recreation is on map page
15.
Town of Estes Park: Parks and Open Spaces Plan
12 | Appendix A: Previous Plan Review
Key Takeaways: Future Vision for Estes Valley Open Space and Outdoor Recreation
• Conserve an additional 5,000 acres of land.
• Build twenty miles of sustainable trails on public lands.
• Develop tools and partnerships to preserve:
• Healthier wildlife, habitat, and ecosystems
• Iconic scenic views
• Sustainable outdoor recreational access for all
• Historic and cultural resources
• Sustainable, economy-strengthening growth
Implementation Actions
• Adopt the plan at local levels to build partnerships and support.
• Integrate plan principles into county, regional, and state outdoor
recreation and open space plans.
• Identify conservation priorities with Estes Park, Larimer, and Boulder
counties.
• Provide funding for land conservation through fundraising and
partnerships to reduce transaction costs and purchase development
rights or land.
9. Estes Valley Watershed Coalition Community Wildfire Protection Plan (CWPP) (2022)
Document Title: Estes Valley Fire Protection District Resident Action Plan – 2022 Community
Wildfire Protection Plan Companion Document
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\EVFPD_CompanionSummary (accessible).pdf"
Department Issuing: Estes Valley Fire District
Publication Year: 2022
Summary Overview: This is a community wildfire protection plan that supports residents,
landowners and communities in approaching the risk of wildfires across estes
valley. This document is 16 pages long providing actionable advice for
residents in becoming a fire-adapted community.
Key Takeaways: Fire-Risk in Open Spaces
Town of Estes Park: Parks and Open Spaces Plan
13 | Appendix A: Previous Plan Review
• Big Thompson is in extreme risk of wildfires
o Fuels consist of dense, untreated forests on steep slopes, tall
grasses, and ladder fuels. There are not adequate hydrants and
the river through the canyon is not a reliable water source.
Highway 34 is accessible, but almost all of the roads and
communities branching off the highway are not accessible by
engines. Home construction is generally older and poorly fit to
be defended with lots of wood siding and flammable material
within 30 feet of the homes. Defensible space is not adequate,
bridges across the river do not have posted weight limits and
certifications, and the canyon's topography would make fighting
a fire in here dangerous to firefighters.
• Downtown Estes Park is in extreme risk of wildfires
o The business center has relatively few fuels, but storefronts have
wood and shake siding. The Stanley district has good mitigation
and newer construction. The other neighborhoods in and around
downtown have older construction, more fuel, and little
mitigation. There are adequate hydrants and most roads are
accessible by engines, but there are a few neighborhoods where
they are not. Home construction is varied, but this unit has the
fewest class-A roofs in the valley. Defensible space is not
adequate.
o Some suggestion on approaching this issue are:
• Utilizing hard surfaces (wildfire resistant) in built
environments, incorporating defensible spaces that are linked
• Marys Lake Road is in extreme risk of wildfires
o Vegetation consists of dense forests of ponderosa pine and
mixed conifers with interlocking canopies, mostly unmitigated.
There are not adequate hydrants or water sources and some
roads are not accessible by engines. Home construction is
Town of Estes Park: Parks and Open Spaces Plan
14 | Appendix A: Previous Plan Review
generally poor, with many home having flammable siding and
Class B or C roofs and wood fences near the home. Defensible
space is not adequate and there are heavy loads of ladder fuels.
o Some suggestion on approaching this issue are:
• Utilizing hard surfaces (wildfire resistant) in built
environments, incorporating defensible spaces, incorporating
defensible spaces that are linked, and widening roads and
creating turnaround for engines.
Defensible Spaces:
Wildfire Risk Maps
Town of Estes Park: Parks and Open Spaces Plan
15 | Appendix A: Previous Plan Review
Town of Estes Park: Parks and Open Spaces Plan
16 | Appendix A: Previous Plan Review
Plan Vision: The guiding goal is for the Estes Valley Fire Protection District to become a
fire-adapted community, which is a community consisting of informed and
prepared citizens collaboratively planning and taking action to safely coexist
with wildland fire.
10. Fish Hatchery Development Plan (2025)
Document
Title:
Fish Hatchery Workforce & Affordable Housing – Community Survey Summary
File Location: Survey Report: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Fish Hatchery Development\2025-0213-
FishHatcheryPublicSurveyResults.pdf"
Town of Estes Park: Parks and Open Spaces Plan
17 | Appendix A: Previous Plan Review
Neighborhood Presentation: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open
Spaces\B-Research\Previous Plans\Fish Hatchery Development\2025-03-26 Fish
Hatchery Neighborhood Meeting FINAL-small (1).pdf"
Department
Issuing:
Fel-Ona Architects & Urbanists, SCJ Studio, and Marcin Engineering
Publication
Year:
2025
Summary
Overview:
The Fish Hatchery Neighborhood Community Survey gathered input on workforce
housing development and community priorities, receiving 345 total responses. This
survey report and presentation provide an updated analysis of the findings, with precise
data points and statistical validation. While not all respondents answered every
question, response rates remained consistently high across key metrics, providing
statistically significant insights into community preferences and priorities.
Key
Takeaways:
Fish Hatchery Neighborhood Survey
The amenity preferences revealed through the survey suggest a
strong desire for outdoor connectivity and natural integral on.
Walking and biking trails emerged as the overwhelmingly preferred
public amenity (79.19%), followed by nature play areas (59.06%)
and shared BBQ and picnic areas (41.61%). This hierarchy of
preferences demonstrates a community that values outdoors
recreation on and natural spaces over more developed amenities like
traditional playground equipment (31.21%) or hardscape areas.
The survey revealed a clear hierarchy of community concerns
that should guide development decisions. Wildlife habitat and
migratory paths emerged as the top priority, followed closely
by emergency evacuation preparedness and the health and
quality of Fall River. Traffic management along access roads,
while important, ranked below these environmental and safety
concerns, suggesting a community that prioritizes long-term
sustainability and safety over immediate convenience.
Survey Infographics highlighting Fish Hatchery results
Town of Estes Park: Parks and Open Spaces Plan
18 | Appendix A: Previous Plan Review
Town of Estes Park: Parks and Open Spaces Plan
19 | Appendix A: Previous Plan Review
Town of Estes Park: Parks and Open Spaces Plan
20 | Appendix A: Previous Plan Review
The Fish Hatchery Neighborhood presentation took place on March 2025 where an
snapshot of the Fish Hatchery Development Plans for housing unit costs, neighborhood
goals to accomplish the design and character of the development space was provided
to residents.
Local Context Fish Hatchery Maps
Page 28 – 46 of the presentation deck provides a helpful overview of the vision for
future of the fish hatchery housing development project taking place (planning phase
currently). Maps showcasing local transportation routes, local potential areas to provi de
community trail connectivity are also featured.
Clear local fish hatchery context maps are viewable from the presentation.
11. Knoll Willows Master Plan (2003)
Document Name(s): Knoll-Willows Master Plan
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\C-Source
Data\Town of Estes Park\Previous Plans\Appendix 11 - Knoll-Willows Master
Plan 02-2003.pdf"
Department Issuing: Town of Estes Park
Publication Year: 2003
Summary Overview This master plan contains information regarding the history of Knoll Willows,
insight on the 2003 master planning process, existing conditions, goals, policies
and objectives for the future of Knoll Willows open space.
Key Takeaways: This property is owned by the Estes Valley Land Trust monitors the Town of
Estes Park and the conservation easement. The easement name is Knol-
Willows Open Space (Found through the National Conservation Easement
Database). This 19.6-acre public land is located on the east and north sides by
Hwy 34, on the west by MacGregor Avenue, and on the south by municipal
parking lots and private commercial buildings. This Open Space features:
Hiking trails. Drinking fountains, and restrooms at the municipal building. No
mountain biking trails or horse trails. No dogs allowed.
The following are goals that were established in 2003 for the Knoll Willows
open space:
The following are policies that were put in place for the Knoll Willows open
space:
Town of Estes Park: Parks and Open Spaces Plan
21 | Appendix A: Previous Plan Review
The following are challenges that were identified in 2003 for the future of
Knoll Willows open space:
The following are natural resource management items that were noted in the
2003 plan for Knoll Willows:
Town of Estes Park: Parks and Open Spaces Plan
22 | Appendix A: Previous Plan Review
The following are Trail Character areas and challenges identified for the Knoll-
Willows open space:
The plan contains additional insight on parking restrictions property specific
information, such as habitat, wetland riparian communities, vegetation, and
additional exhibit pages that contain maps and images describing Knoll
Willows.
Town of Estes Park: Parks and Open Spaces Plan
23 | Appendix A: Previous Plan Review
12. Larimer County Open Lands Master Plan (2015)
Plan/Document Name: Larimer County Department of Natural Resources Open Lands Program
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous
Plans\larimer_county_open_lands_master_plan_2015.pdf"
Department Issuing: Larimer County Board of County Commissioners
Publication Year: 2015
Summary Overview: The Larimer County Open Lands Master Plan (2015), provides a long-term
vision for conserving natural areas, supporting recreation, and guiding
responsible growth in Larimer County, Colorado. It prioritizes land
conservation, public access, sustainable stewardship, and strong community
partnerships across the county’s open lands.
Key Takeaways: Funding
Open Spaces Tax helps preserve open spaces, natural areas, wildlife habitat,
parks, and trails. 10.5 million land donations since 1996 – 2018.
Important open lands, natural areas, agricultural lands, parks, and trails are
defined in the Help Preserve. Open Spaces initiative, the Larimer County
Open Lands Master Plan, and other adopted plans. Distribution of funds over
time for open lands, parks and trails is balanced and fairly distributed
throughout the County.
Needs Assessment Summary
A needs assessment summary is provided on page 22 with information on
future outreach, plugging into nature outreach, and the master plan update
outreach. Overall, it expresses a desire for more land conservation, properly
maintaining open lands, and more managed growth and development in
unincorporated areas.
Priority Focus Areas
Estes Park was listed as a priority area in 2022 for analysis of conservation.
Larimer County is exploring the feasibility of providing larger off-leash dog
hiking areas near community centers, focusing on newly acquired lands
where conservation values remain intact. The Open Lands Program supports
diverse, low-impact recreational activities—like hiking, biking, and horseback
riding, particularly on large-acreage lands outside Growth Management
Areas. Within and near urban areas, the County collaborates with
municipalities to meet local recreation needs and improve trail connections.
Currently, fourteen of the 17 County-managed open spaces allow recreation,
with plans to open the remaining three, reinforcing the County’s
commitment to integrating public access into future land acquisitions.
Education and Programming
The education program in the Larimer County Natural Resources
Department is responsible for both personal and non-personal (e.g.
signs, kiosks, etc.) interpretation at open spaces and parks as well as
environmental education and educational product development. Volunteer
Naturalists deliver nature programs to the public on a wide range of topics
throughout the system. School field trips take place at several locations in
the system and thousands of school children utilize.
the open spaces at outdoor classrooms per year. The education program also
facilitates several clubs and programs targeted at different age groups.
Town of Estes Park: Parks and Open Spaces Plan
24 | Appendix A: Previous Plan Review
• Trails Definition – provided on page 65.
• Regional Trail Gap Analysis Maps – Page 68 – 71
• Open Lands Program Policies and Processes - Page 75 – 182
13. Larimer County Our Lands, Our Future Regional Survey Update (2023)
Plan/Document Name: Our Lands, Our Future Regional Survey Update
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\2023 Larimer County Open Lands Survey Final
Report - (4-25-2024) - Combined.pdf"
Department Issuing: Larimer County
Publication Year: 2023
Summary Overview: This document is a public survey report focused on open space, outdoor
recreation, and conservation planning in Larimer County. It presents findings
from a 2023 community survey that explores residents' experiences and
priorities related to living in the county, their use and familiarity with open
spaces, satisfaction with recreational activities, and perceptions of long-term
planning challenges.
Key Takeaways: Information from the Town of Estes Park in comparison to other towns
across the country is provided:
• The report examines topics such as e-bike use, barriers to access,
financial priorities, and the community’s core values around open
space and trails.
• A demographic breakdown of respondents and comparison to results
with data from a similar 2012 study is used to identify trends and
changes over time.
• The insights gathered from this study are intended to inform local
decision-makers, planners, and partners to shape future policies and
investments in Larimer County’s open spaces and outdoor recreation
infrastructure.
• This report has information on activities/facilities residents would
like to see more of in terms of outdoor and recreational facilities.
Accessibility, inclusiveness, water related facilities, and other diverse
opportunities.
14. Mrs. Walsh’s Garden Master Plan (2020)
Plan/Document Name: Mrs. Walsh’s Garden Master Plan – Themes, Species Lists, and Criteria
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\C-Source
Data\Town of Estes Park\Previous Plans\Appendix 4 - Mrs. Walsh’s Garden
Master Plan.pdf.pdf"
Department Issuing: Town of Estes Park and Larimer County CO
Publication Year: 2020
Summary Overview: The Master Plan for Mrs. Walsh’s Garden captures the collective vision and
long-term goals of the advisory board and the Town of Estes Park. It serves
as a flexible guide for future garden renovations, with the overarching aim of
creating a vibrant, thematic garden experience. While the foundational
layout and themes have been established, many detailed design decisions—
Town of Estes Park: Parks and Open Spaces Plan
25 | Appendix A: Previous Plan Review
such as those related to infrastructure, lighting, and art —remain to be
determined in future phases.
Key Takeaways: This Master Plan is designed to guide a phased renovation of Mrs. Walsh’s
Garden focused on native plants, ecological function, and clear thematic
design.
Key design criteria identified for Walsh’s Garden are the following:
• Flexibility & Adaptability: Elements like the entry plaza and
pollinator gardens are designed to allow for adaptation based on
feasibility and cost, offering options for alternative uses or mobile
installations.
• Low Maintenance & Volunteer-Friendly: Given limited funding and
reliance on volunteers, infrastructure and planting beds should be
designed to require minimal upkeep.
• Theme Transitions & Visitor Experience: The garden should offer
clear transitions between themes using plant variety and hardscape
features (e.g., textures, bridges, arches) to create a sense of
discovery.
• Water Features & Irrigation: Water features are to be implemented
in phases, starting with the eastern pond area. Irrigation systems
should be as unobtrusive as possible.
• Structural Elements: Dry stack walls will add vertical interest and
support native plants, ideally using moss-rock for aesthetic appeal
when feasible.
Plant Selection Guidelines:
• All recommended plants are suitable for the Estes Park climate
(7,000–9,000 feet elevation).
• Species lists are thematic guides; not all listed species need to be
used. Established plants should be preserved and relocated as
needed.
• Planting should emphasize native and ecotypic species over cultivars,
with propagation ideally sourced from the local Estes Valley area.
• Non-shade-tolerant plants should be kept out of shaded areas.
• Cultivars may be selectively displayed in pots as educational displays
for visitors.
Plan Vision: “The pond and waterfalls are the principal features of the garden. Their
soundscape lures visitors into the garden, draws their eye throughout the
garden, and provides pockets of solitude to sit and enjoy the quiet beauty of
Colorado’s native flora. The pond is likely the last area of the garden visitors
will see, so it must leave an impression. Floating submergent plants will
decorate the water’s surface, while emergent plants will soften the rock
edges and provide structural diversity around the perimeter. Showy forbs will
be integrated into the moist fringes of the pond next to the pathway. Large
boulders will allow visitors to climb on top and get close to the water’s edge
to view more closely the wetland vegetation or skim their fingers over the
water. A boardwalk on the south side of the pond will unite the trail with the
eastern loop around the pond, allowing visitors to explore this area from all
angles. The waterfall will start near the cliff face, splashing over a boulder
into a pool surrounded by more lush wetland plants. A stream under the
boardwalk will feed into the pond and bring visitors’ attention yet again to
the water’s surface, offering a viewpoint of the pond with a backdrop of
willows, alders, cottonwoods,
Town of Estes Park: Parks and Open Spaces Plan
26 | Appendix A: Previous Plan Review
and aspens.”
15. Site Accessibility Evaluation ADA Accessibility (2023)
Plan/Document Name: Site Accessibility Evaluation – Americans with Disabilities Act Title II (Public
Services: State and Local Government)
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\C-Source
Data\Town of Estes Park\Parks ADA Plans-Combined.pdf"
Department Issuing: Mile High Accessibility Consultants Inc.
Publication Year: 2023
Summary Overview: This document provides information from a site accessibility evaluation that
took place on April 16, 2023, focused on parks in Estes Park with a lens on
accessibility for disability access. It presents evaluations for eleven parks
identified by inspector Ryan for play areas, walkways, and parking areas.
Key Takeaways: This report lists general findings, citations, information on percentage-built
slope areas, budgeting range, recommendations, barrier priorities, and
estimated remediation dates to highlight areas of focus for improvements for
ADA accessibility standards across eleven parks.
The eleven parks analyzed in the document follow the following order:
1. Baldwin Park
2. Birch Cabin
3. Bond Park
4. Centennial Open Space at Knoll-Willows
5. Estes Park Playground
6. George Hix Memorial Riverside Plaza
7. Mrs. Walsh’s Garden
8. Performance Park
9. Thumb Open Space
10. Tregent Park
11. Women’s Heritage Plaza
• The parks in yellow are park names not included in the current park
inventory matrix we have internally listed as of 6/23/2025.
• There are photographs and material details provided for most
content across the document to serve as visual references for ADA
accessibility observations.
• There is some park-specific information shared about restrooms,
play areas, walkways, parking areas.
• For play areas, ground surface monitoring and compliance for ASTM
F 1951 is specified for active movement areas, slope updates, edge
protection for walkways, caution on abrupt vertical edges and
variations in height, transfer platforms not being compliant with
range above ground. Estes Play Playground and the Baldwin Parks
had some specific recommendations provided by the accessibility
evaluation.
• For walkways, information regarding handrails, eliminating surface
trip hazards, adjusting slope grade for specific areas across trails,
replacing pathway material for more compact crusher fines for
improved stable and slip resistant surface, and removing pathway
barriers were some of the main comments for parks. George Hix
Memorial Riverside Plaza, Mrs. Walsh’s Garden, Tregent Park,
Town of Estes Park: Parks and Open Spaces Plan
27 | Appendix A: Previous Plan Review
Women’s Heritage Plaza, and Bond Park, had some specific
recommendations provided by the accessibility evaluation.
• For parking, information relating to improving curb ramps, re-
stripping parking areas, creating accessible van stalls, parking space
ADA signage, and removing ADA parking barriers such as trash bins
were noted for most parks.
• For general amenities, providing more compliant knee clearance for
benches and picnic tables, and improving knee clearance for lowered
drinking fountains for knee clearance is listed. Performance Park had
some specific recommendations provided by the accessibility
evaluation.
• For restrooms, information regarding door handle design, floor
clearance areas, relocating paper dispensers, and installing pipe
insulation are some of the principal areas of concern across parks
that include restrooms.
• Overall, most ADA recommendations across the document were
related to slope updates, height updates, and inclusive signage to
help promote better accessibility opportunities for all users.
16. Stanley Park Master Plan (1994)
Plan/Document Name: Stanley Historic District Master Plan Development Standard and Design
Guidelines
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Stanley Historic District Master
Plan\_1SHD_Stanley Historic District Master Plan_0.pdf"
Department Issuing: Town of Estes Park, the Estes Park Urban Renewal Authority (EPURA)
Publication Year: 1994
Summary Overview: The Stanley Historic District Master Plan is a comprehensive planning
document that outlines the vision, principles, and development guidelines for
the future of the Stanley Historic District. It begins with an introduction to
the guiding principles, legal authority, and the Technical Review process that
will oversee development within the district. The Master Land Use Plan
section establishes the overall goals, environmental and cultural criteria, and
outlines circulation, land use, and infrastructure needs. The Development
Standards and Design Guidelines provide detailed, parcel-specific criteria for
development, including site design, architectural character, setbacks, building
height, parking, landscaping, and other key considerations. These standards
and guidelines serve as a framework to ensure future development aligns
with the district’s historic character and planning objectives.
Key Takeaways: The following land uses are prohibited in the Stanley Historic District:
• mobile home parks, recreational vehicle parks, commercial storage
(including self-storage) operations, light manufacturing and product
assembly, motor vehicle service stations, motor vehicle dealerships
or repair operations, commercial amusements such as go-kart tracks,
water slides, miniature golf courses and mazes, and commercial
kennels.
• Near the Stanley Hotel (parcel 1) in 1994, permission was granted to
expand the space to include a recreational center with the following
items:
• Maximum building floorplate for a recreation/conference
center 25,000 s.f
Town of Estes Park: Parks and Open Spaces Plan
28 | Appendix A: Previous Plan Review
• Additional accommodations structures, Recreation/Conference
Center facilities shall be located behind the Stanley Hotel
complex structures. The structure shall not exceed thirty feet
elevation, or the existing Stanley Hotel is at its highest point to
preserve view opportunities for properties to the north.
• Parcel 8 has the recommended use for Open space limited in use to
wildlife habitat; potential stormwater management facilities and
passive outdoor recreation associated with pedestrian trail linkages.
All uses must be consistent with the existing natural character of
this parcel.
17. Town of Estes Park Strategic Plan (2025)
Plan/Document Name: Town of Estes Park 2025 Strategic Plan
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Town of Estes Park 2025 Strategic Plan.pdf"
Department Issuing: Town of Estes Park
Publication Year: 2025
Summary Overview: The 2025 Strategic Plan is organized around thematic key outcome areas
that reflect the community’s priorities and guide municipal action. These
areas include housing, childcare, and senior services; public safety and
emergency preparedness; parks, open space, and sustainability; economic
vitality and downtown development; transportation and infrastructure;
organizational and internal services; community inclusivity and engagement;
and utility services and environmental stewardship. Each section of the plan
includes Strategic Policy Statements that define long-term goals, Multi-Year
Goals that provide direction over time, and One-Year Objectives that outline
specific, measurable actions to be accomplished in 2025. The following are
relevant Goals, objectives, and policy statements found in the plan that could
be beneficial to the team in reviewing.
Key Takeaways: Relevant Goals (Multi-Year):
Exceptional Community Services
• 5.A. Implement the recommendations of the 2025 Parks & Open
Space Master Plan.
• 5.B. Overhaul outdated and aging landscaping in Children's
Park, Riverwalk, and Wiest Park by 2026.
• 5.C. Implement the 2019 Stanley Park Complex Master Plan
projects at the Events Complex.
• 5.D. Maintain a high level of arena footing for horse shows
and rodeos at the Events Complex.
• 6.A. Complete a full rewrite of the Estes Park Development
Code to align with the new Comprehensive Plan.
• 7.B.1 - Develop a digital accessibility transition plan as required by
state law.
Outstanding Guest Services
• 5.B.2 - Explore interactive exhibit for the Estes Park Visitor Center.
• 2.A. Develop events that attract guests to Town in the
winter and shoulder seasons as well as mid-week events.
• 2.B. Continue to develop and attract diverse events and
Town of Estes Park: Parks and Open Spaces Plan
29 | Appendix A: Previous Plan Review
audiences.
• 2.C. Continue to support events through creativity,
innovation, and technology.
• 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.
• 4.A. Continue to monitor and adjust marketing focus to
events that are branded to and successful in Estes Park.
• 5.A. Implement the Visitor Services Strategic Plan
Transportation
• 6.A. Work with CDOT and other partners to evaluate
additional regional transit options along US34 and US36.
• 8.A. Implement the priorities in the Estes Valley Master
Trails Plan.
• 8.B. Obtain funding to design and build a functional
connected bike and pedestrian facility network within one.
mile of Estes Park public schools.
• 8.C. Complete the Fall River Trail using available trail
expansion funds, open space funds, and grant funding.
Utility Infrastructure
• 4.E. 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.
• 4.F. Explore the Community Rating System (CRS) program to
minimize flood insurance costs to the
community.
Relevant Objectives (One-year):
Exceptional Community Services
• 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.
• 5.C.1 - Continue to work with the Fine Arts Guild to evaluate the
feasibility of a performing arts center in Stanley Park. (2024
Carryover)
Relevant Strategic Policy Statements:
Exceptional Community Services
• 5. We expand and improve the durability, functionality, and
efficiency of open space and public park infrastructure.
Outstanding Guest Services
• 6. We work to ensure that Estes Park is a sustainable tourism
destination.
Plan 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.
Plan Vision: The Town of Estes Park will be an ever more vibrant and welcoming
mountain community.
Town of Estes Park: Parks and Open Spaces Plan
30 | Appendix A: Previous Plan Review
18. Thumb Open Space Management Plan (2022)
Plan/Document Name: Thumb Open Space Management Plan 2022
File Location: "F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Thumb Open Space\Thumb OS Mgmt Plan final
Feb 2022.pdf"
Department Issuing: Town of Estes Park
Publication Year: 2022
Summary: Overview: The Thumb Open Space Management Plan outlines the Town of
Estes Park’s vision and responsibilities for preserving and managing the
65.83-acre Thumb Open Space, acquired on May 26, 2021, from Prospect
Mountain LLC. This acquisition was made possible through a partnership
with Great Outdoors Colorado (GOCO), Access Fund, Rocky Mountain
Conservancy (RMC), and the Estes Valley Land Trust (EVLT). This space is
open for public recreational access and designated with the intention of
safeguarding its natural resources.
• Thumb Open Space is in the Town of Estes Park. on the
southeastern side of Prospect Mountain.
• Thumb became a historically significant climbing space beginning in
1940s. Today it offers fifty climbing routes and popular trails for
hiking, running, and dog walking with expansive mountain views.
• This Management Plan was created in alignment with conservation
easement requirements and community values. It provides guidelines
for responsible public use, sensitivity to neighboring properties and
environmental stewardship.
• Long-term digital tools are being used by Town staff and volunteers,
and to monitor and ensure long-term protection for this space.
• Maps showing Thumb Open Space in relation to the Town of Estes
Park are provided in pages 8 through 11.
• Specific recommendations regarding conservation and preservation,
recreation, education, and regulated uses are listed in this document
specific to Thumb Open space.
• Topography maps, and maps referencing resource management are
listed in the document.
• A baseline biological report, and environmental site assessment, and
rock fall study are provided for reference in the following folder:
F:\PROJECTS_A-L\8608-Estes Park Parks and Open Spaces\B-
Research\Previous Plans\Thumb Open Space
APPENDIX B:
ENGAGEMENT SUMMARY
Estes Park
Parks & Open Spaces
Master Plan
•Focus Group Summary
•Online Survey Summary
•Youth Engagement and Survey Summary
Attachment 4
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix B: Focus Group Summary
Appendix B: Focus Group Summary
Design Workshop and the Town of Estes Park conducted four focus group sessions on Thursday
July 17th to discuss the town’s park system. The goals were to initiate the project with insight into
diverse interests, gain a deeper understanding of concerns, opportunities, values and needs, and
gather input about what is working, where to consider improvements, potential strategies, and
coordinated efforts of partners and stakeholders. Twenty-six people participated, including invitees
considered subject matter experts in their respective fields, key stakeholders on various topics,
Town of Estes Park staff, as well as community members.
The planning team gave a brief presentation describing the project's purpose and the project’s
next steps. This was followed by open-ended discussion to get a better understanding of
opportunities and challenges in each of the four topic areas:
1. Staff and Operations
2. Natural Resources and the Environment
3. Events, Culture, and Visitation
4. Outdoor Recreation
The key overall takeaways from each focus group session are summarized below.
OVERALL TAKEAWAYS
• The Parks Division is understaffed for long-term longevity, retention and succession
• There is a need to better connect all the well-meaning ideas and organizations that are
working towards common goals, but separately.
• Balancing management and attraction: opportunities exist to better manage visitor use by
enhancing the appeal and programming of underutilized spaces and dispersing users
across the town. This will help reduce the environmental impacts on high-traffic areas and
improve overall user experiences and safety.
• The park and open space system is increasingly responding to more intensive year-round
activity.
• Closing trail gaps is important for safely connecting neighborhoods to downtown and
parks—especially important for providing safe access for youth.
• There is interest in expanding pocket parks outside of downtown to support neighborhood
needs more.
STAFF AND OPERATIONS
Thursday, July 17, 2025 // 9:00 - 10:30 AM MST // In-Person
Five (5) people participated in the Staff and Operations Focus Group.
Staff discussion highlighted the shifts in the use of parks, open spaces, and facilities as the town
evolves into a year-round destination. There was an emphasis on the strain on resources due to
increased tourism, frequent events, and balancing the expectations of services of both locals and
Town of Estes Park: Parks and Open Spaces Plan
2 | Appendix B: Focus Group Summary
visitors. Many indicated a need to balance fun, free community spaces with long-term
maintenance capacity and infrastructure that can handle heavy use. Discussions highlighted a
need for more family-focused amenities, including pocket parks outside of the downtown and
shaded gathering areas.
Conversations on resource needs and staffing included limited seasonal labor, benefits to planning
for weekend staffing coverage, and responsibilities outside of primary responsibilities, such as
plowing, wildlife management, and parking lot maintenance. There was input suggesting clarifying
roles, expanding satellite offices for more efficient maintenance, and hiring specialized staff for
specific positions.
Management struggles surrounding the Town’s open space include trash, invasive species, and
limited staffing for security and upkeep. There was interest in better defining public versus open
space lands and developing management plans for the Fish Hatchery Property and Thumb Open
Space. There were conversations around the importance of involving the Parks Division earlier in
town projects to ensure designs are practical and maintainable. Input included a need for more
cohesive small park designs and sustainable planting practices.
The overall takeaways that came from this group discussion included:
Staffing and Resource Needs
• Need for more full-time, weekend, and seasonal staff.
• Year-round operations have ended seasonal downtime.
• There is limited staffing and resources for open space maintenance and security.
• The Park’s staff wears many hats – there is a need for more role clarity and resources for
specialized positions like dedicated wildlife specialists.
Event Impacts
• Events have grown in frequency and scale especially at parks like Bond Park, Performance
Park and the Visitor Center
• Facilities are strained from high volume of use and are not designed or funded to support
constant use (turf, restroom and waste services, traffic).
• Event crews manage the event logistics, but park staff are responsible for on-site
maintenance or repair after use.
Park and Open Space Design Needs:
• Increased amenities like restrooms and shaded areas.
• More pocket parks to serve more local areas outside of the downtown area
• Turf improvements, sidewalk widening, and more ADA compliance.
• More sustainable low-maintenance materials
• More native plants and waterwise practices
• Need for development plans for properties like the Fish Hatchery and George Hix.
Safety, Wildlife, and Community Use Conflicts
• Congestion and traffic impact safety for workers and visitors
• Wildlife interactions, especially with elk are a frequent occurrence
• Desire for more dedicated space for scooters and bikes
• Electric bikes and scooters are becoming more popular
Community Shifts and Use
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix B: Focus Group Summary
• Town shifted from a seasonal to a year-round draw, with more tourists and locals
overlapping.
• Desire for more park spaces for locals outside the downtown tourist-dense areas.
• Facilities are not keeping pace with changing patterns and increased visitors.
Big Ideas
• Increased efficiency in operations, for example, consider a satellite office
• More opportunities for mountain biking
• Water elements like sprayers, fountains or splash pads
• Pocket parks serving the broader community
• Potential to utilize Performance Park more and potential redesign for higher user capacity
and easier management.
NATURAL RESOURCES AND THE ENVIRONMENT
Thursday, July 17, 2025 // 10:30 - 12:00 PM MST // In-Person
Seven (7) people attended the Natural Resources and the Environment Focus Group.
Conversations around natural disasters and fire resilience, noxious weed management, and
riparian habitat protection mentioned a need to clarify responsibilities across jurisdictions. There is
potential to align with existing wildfire and watershed protection plans that are already underway.
Trail connectivity and open space access were emphasized as important, with a focus on
connected routes for pedestrians, cyclists, and wildlife throughout the Town. Wildlife corridors,
especially for elk and bighorn sheep, were seen as a key part of future considerations, alongside
planning for town-owned open space parcels that incorporate environmental best practices.
There was a group desire for increased educational awareness throughout the town, including the
use of interpretive signage on native plants, wildlife safety, and watershed awareness at visitor
centers and trailheads, as well as utilizing local volunteer ambassadors.
Input highlighted the importance of accessibility and inclusivity as priorities, with the potential to
design trails and open spaces that accommodate a range of physical abilities, such as slope-
appropriate trails and additional rest areas.
The overall takeaways that came from this group discussion included:
Land and Natural Resource Management
• Concerns around noxious weeds and invasive species control.
• Natural disasters, such as fire resilience, erosion, riparian health, watershed protection,
and vegetation management, are concerns.
• Comments around need for more clearly defined ownership and responsibility boundaries
across town, county, federal, and nonprofit-managed lands.
• The town owns several undefined and unprogrammed parcels, with unclear roles for the
use of these spaces. (e.g., Old Town Water Treatment Plant).
• There is an interest in understanding, or unifying, how the strategic plans, codes, and
regulations align with the Town’s environmental goals (i.e. fire resiliency standards vary
across jurisdictions).
• Desire for “fee in lieu of” policies related to trail construction and connectivity for new
development.
Open Space, Trails, and Wildlife Connectivity
• Desire for trail connections between neighborhoods, natural areas, and downtown.
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix B: Focus Group Summary
• Wildlife corridors (elk and bighorn sheep) are important, with questions about their role in
shaping land use and visitor experience. Elk tend to gravitate toward grassy shaded areas
downtown where there are high volumes of people.
• Suggestions for signage indicating clearer ADA and accessibility information.
Visitor Use, Education, and Experience
• Emphasis on increased visitor pressure and tourism, with ecological protection and the
character of Estes Park.
• Conversations on what defines the Town’s character amid increased development, tourism
and current design standards (such as viewshed corridors).
• Interest in place-based educational experiences like interpretive signs, kiosks, pop-up info
tables, and volunteer ambassadors.
• Perceptions that visitor expectations are shifting from nature-based to more events and
active recreation-based experiences.
• Ideas to incorporate observation areas, wildlife viewing areas, and photo opportunities --
safely.
Volunteerism
• The town relies heavily on volunteers, with the need for structured guidance and
coordination.
• Desire for more stewardship, education, and environmental advocacy opportunities,
especially through informal roles or as ambassadors.
EVENTS, CULTURE, AND VISITATION
Thursday, July 17, 2025 // 1:00 - 2:30 PM MST // In-Person
Eight (8) people participated in the Events, Culture, and Visitation Focus Group.
Conversations highlighted a shift in increased visitor involvement with the Town experiencing
increase visitor attendance at local events, like the Music at the Marina and Friends of Folk. There
was also discussion about the perception that Bond Park primarily serves tourists, while other
venues, such as the library or Performance Park, are viewed as more community oriented.
Public art and cultural stories emerged as important to the community, with support for murals, art
trails, and the development of the Estes Arts District. There was interest in connecting local history
to place-based art installations. The maintenance of existing installations, such as sculptures and
artistic benches, was identified as an area of concern due to limited staffing and departmental
coordination in advance of implementing measures. There was also a desire for stronger cross-
department coordination with a desire to see more alignment between town departments, event
organizers, and cultural initiatives, especially as the community continues to adapt to increased
visitation.
Input highlighted the need for better connections to event areas and incorporating better
accessibility for elderly and disabled populations. Several participants expressed interest in small-
scale, multi-sensory, and inclusive experiences.
The overall takeaways that came from this group discussion included:
Event Spaces and Town Roles
• Visitors are increasingly attending and enjoying local events and festivities. Visitors with
extended stays sometimes express a desire to volunteer or contribute during longer visits.
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix B: Focus Group Summary
• Several spaces used for venues were identified as underutilized, including Performance
Park, George Hix Plaza, and Knoll Willows. Note, Knoll Willow is limited by environmental
and legal constraints.
• There is a need to clarify roles, understand maintenance responsibilities, and use
guidelines for event spaces, particularly Bond Park, which experiences significant impacts
and crowding due to events.
• Seasonal limitations impact event planning and capacity, with a potential need for more
indoor or flexible year-round spaces to meet increasing demand.
• Participants emphasized the need for cross-department collaboration between
departments, such as Parks, Events, and Planning.
Infrastructure and Access
• Parking and circulation were key topics, including suggestions for parking structures on the
west side and better dispersal of visitors across town.
• There is a need for better connections for people to navigate between event spaces,
neighborhoods, and local businesses.
• There is a need for improved accessibility for individuals with disabilities, the elderly, and
those with ADA requirements to parks and event spaces.
OUTDOOR RECREATION
Thursday, July 17, 2025 // 3:00 - 4:30 PM MST // In-Person
Four (4) people participated in the Outdoor Recreation Focus Group.
Input from outdoor recreation indicated a need to increase access to parks and recreational spaces
and improve trail connectivity. This includes a strong desire for more ADA and inclusive access,
especially considering the town’s aging population. Participants expressed interest in expanding
the trail network throughout the town, incorporating more signage and wayfinding, and providing
safer routes for pedestrians, cyclists, and users of all abilities. Areas mentioned as trail gaps
include Highway 7, the Fall River Trail, and routes between neighborhoods, such as Carriage Hills
and downtown. Multi-modal access and the ability to travel without relying on vehicles were
recurring topics, especially as the town continues to attract a wide range of recreation users.
Accessible navigation tools, such as QR codes, were also suggested as tools to provide
information and engage users.
It was mentioned that park and trail upgrades could benefit from planting more trees along major
trails, increasing shaded areas and benches, and addressing seasonal maintenance challenges
such as snow accumulation, drainage, and wind exposure. Participants highlighted that existing
parks, such as Performance Park, could use some updates, indicating visible wear and
infrastructure limitations, as well as the need to update the amphitheater sound system. There was
also a desire for more neighborhood parks and rest areas throughout the community.
Conversations on changing trends in recreation use reflected a growing desire for everyday fitness
opportunities and a shift toward more inclusive, specialized recreation. Adaptive athletes were
frequently mentioned, including hand cycle access and water entry points for pack rafts. It was
also mentioned that there is an opportunity for more teen activities like parkour and climbing.
More places for off-leash dog areas are also in high demand.
The overall takeaways that came from this group discussion included:
Trail Connectivity and Multi-Modal Access
Town of Estes Park: Parks and Open Spaces Plan
6 | Appendix B: Focus Group Summary
• Trail connections and multimodal transportation gaps were highlighted as top priorities,
particularly the need for safe routes for pedestrians and cyclists.
• The need for more wayfinding and signage was identified, with suggestions on how to
navigate between parks and trail systems.
Facilities and Amenities
• Participants expressed the need for more park amenities, including shade, benches, and
tree planting, especially along the Lake Estes Trail.
• Desire for additional bike parking, electrical park amenities, and trail workout equipment.
• Need for more awareness of existing parks and trails.
User Trends
• Participants highlighted an interest in adaptive recreation, including hand cycles, pack
rafting, and floating under bridges.
• Off-leash dog areas are in high demand, as current options are not meeting the needs of
the growing community and increase visitor numbers.
• Features like QR-coded maps and fitness stations were identified as ways to support users
of different ages and abilities.
• Desire for more pocket parks throughout the Town.
Access and Inclusion
• The group noted the town’s aging population and stressed the importance of designing
spaces that support mobility, accessibility, and rest areas.
• Desire for spaces to be ADA compliant, wider trails, and designated lanes for bikes and
pedestrians.
Focus Group session
Town of Estes Park: Parks and Open Spaces Plan
7 | Appendix B: Focus Group Summary
Focus Group session
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix B: Online Survey Summary
Appendix B: Online Survey Summary
Introduction
The online survey for the Parks & Open Space Master Plan gathered a total of 655
responses, with residents and visitors providing input on park use, conditions, and future
priorities. The survey was advertised through multiple approaches, including
advertisements at specific park locations, fliers, and social media. Participants were able
to provide feedback on multiple specific park locations, as well as provide general
feedback on the system-wide offerings. The survey was open from September 1, 2025, to
November 3, 2025. Feedback indicates a community that deeply values access to nature,
wildlife conservation, and the preservation of existing open spaces, while also
recognizing the need for additional amenities such as shade, benches, restrooms, and
connectivity improvements.
Summary Takeaways
• Overwhelming desire to preserve natural areas and protect what already exists.
• Amenities like natural features, as well as visual quality and aesthetics, are well-liked.
Amenities relating to accessibility, restroom and picnic facilities, and play equipment
scored lower.
• The parks and open spaces serve visitors, locals, and seniors comparatively well. Teens,
young adults, and individuals with disabilities are perceived as not as well served.
• Nature and wildlife, spending time with family, and relaxing outdoors are the top ways
participants enjoy the Town’s parks and open spaces.
• Acquiring more natural areas for wildlife habitat conservation is a top priority for future
investments.
• Preserving natural and undeveloped areas is a top priority for the future, expressing a
desire to limit overdevelopment or heavy programming.
• Future priorities emphasize support for pedestrian and bike linkages, trail and sidewalk
connectivity, and better ADA accessibility.
• There is a desire for more park amenities, such as shade, benches, trees, and picnic areas,
especially at downtown park sites.
• There are concerns for wildlife and user conflicts and human impact on the park system as
visitation and overcrowding increases.
Survey Questions
Q1: Please indicate which park you are visiting or want to comment on.
You will have the opportunity to evaluate up to three spaces.
(717 total responses)
Town of Estes Park: Parks and Open Spaces Plan
2 | Appendix B: Online Survey Summary
Key Takeaways
There were 717 survey responses where participants indicated which park or area they
were visiting or wanted to comment on. This question allowed participants to take the
survey multiple times for different site locations. The top responses for parks and open
spaces were for Scott Ponds Park (140), Knoll Willows Open Space (110), Downtown West
Parks (92), Downtown East Parks (92), and Bond Park (77). Overall, the most frequently
selected option was “No specific park / general comments” (163), suggesting that many
respondents preferred to provide broad feedback rather than tie it to a particular site.
Q2: Please rate the conditions of any amenities you experienced at the
park, open space or town-owned area you are currently evaluating (Results
for all locations). (452 responses)
Key Takeaways
Overall, scores were highest for natural features and spaces, as well as visual quality and
aesthetics. Amenities relating to accessibility, facilities, and play equipment scored lower.
Amenities that are working well for the parks and open space system include nature and
wildlife habitats, trails/walkways, trees, flowers, and vegetation, as well as cleanliness
and maintenance, with the highest ratings being Excellent and Good. Access to rivers or
ponds is also serving the system well, with the highest rating for Excellent. Many of the
options for general site amenities, such as shade, bench seating, directional signage, art
displays, and trailheads, were rated middle of the road. Some of the lower-scoring
amenities include play equipment, ADA accessibility, and restroom facilities, with fewer
responses indicating an Excellent or Good rating.
92
92
77
110
43
140
163
Downtown Parks West: Riverside / George Hix /…
Downtown Parks East: Riverwalk / Visitor Center / Others
Bond Park
Knoll Willows Open Space
Thumb Open Space
Scott Ponds Area
I do not want to comment on a specific space / I would like…
Total Responses
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix B: Online Survey Summary
The “Other” written text responses have 54 responses that reflect a range of comments.
Many responses showed a strong appreciation for natural features and general upkeep,
along with mixed feelings about amenities, facilities, and how parks serve both locals and
visitors.
Key Takeaways by Park Location for the written responses:
Bond Park: Desire for more local activities and an acknowledgement of wildlife. There
were mixed feelings about crowding and festival activities.
Downtown Parks East: Riverwalk / Visitor Center / Others: Comments centered on lawn
and tree maintenance and a desire for more seating and picnic tables. Other comments
noted a desire for more river access and appreciation for well-maintained, clean
walkways.
Downtown Parks West: Riverside / George Hix / Performance Park / Others: Several
comments noted parking challenges, access to additional recreation opportunities like
climbing, and more native landscaping.
Knoll Willows Open Space: Many responses supported leaving Knoll Willows Open Space
a natural area and expressed concerns about fire risk and erosion. Other responses noted
amenities such as views and social trails.
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix B: Online Survey Summary
Thumb Open Space: Many comments indicated an appreciation for the natural character.
Some of the comments raised concerns about development and the volume of visitor
impacts.
Scott Ponds Area: Several comments noted that this space is peaceful. There were mixed
comments regarding recreation, wildlife impacts, and how this space is used.
The full list of “Other” responses is featured in the appendix.
Q3: What do you like and what is working well about this space today?
(359 responses)
Key Takeaways for Open Response Question
This open-ended question received 359 written responses that are featured in the
appendix.
Overall, respondents indicated that the most valued aspects of the Town's parks and
open spaces are the natural features, scenic quality, and access to nature. Comments
expressed appreciation for the wildlife, views, peacefulness, and trails, as well as access
to water, walking paths, and opportunities for passive recreation. Some comments
positively highlighted the overall maintenance, cleanliness, and general upkeep of many
park areas. Many comments expressed appreciation for the park's activities and events,
as well as informal gathering places and family-friendly spaces.
There were positive mentions of several downtown parks and Bond Park for their
community events, activities, and social gathering spaces, but comments also raised
concerns about crowds, noise, and parking strains. Open spaces like Knoll Willows, Scott
Ponds, and Thumb Open Space consistently prompted appreciation for their natural
character and a desire to keep them as natural spaces. There were some comments
expressing concerns about overuse, wildlife-user conflicts, and environmental issues
such as erosion and fire risk.
Park-Specific Takeaways:
Bond Park
What people like / What’s working well
• Central gathering space with a lively atmosphere
• Good for events, community activities, and socializing
• Easy access to nearby shops, dining, and walkable areas
Other Comments and Suggestions
• Too many events at times; can feel crowded or overly programmed
• Desire for more space that serves the local community
• Some concerns about noise and congestion during festivals.
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix B: Online Survey Summary
Downtown Parks East: Riverwalk / Visitor Center / Others
What people like / What’s working well
• Great river access and well-maintained walkways
• Beautiful landscaping and seating areas
• Area is clean, easily accessible and enjoyable for walking
Other Comments and Suggestions
• Overall downtown congestion
• Parking availability
Downtown Parks West: Riverside / George Hix / Performance Park / Others
What people like / What’s working well
• Relaxing environment, great for social gatherings
• Scenic river corridor and walkability
• Appreciation for amenities like public art, shade, and connectivity
Other Comments and Suggestions
• Concerns about losing the natural character
• Lack of parking
Knoll Willows Open Space
What people like / What’s working well
• Strongly value that it’s a natural undeveloped space
• Excellent wildlife viewing
• Scenic views
• Peaceful walking environment and quiet atmosphere
Other Comments and Suggestions
• Wear and tear on the trails
• Environmental hazards like erosion and wildfires
• Concerns about future development diminishing the natural feel
Thumb Open Space
What people like / What’s working well
• People like the outdoor recreation opportunities like climbing, hiking and natural
exploration
• Excellent rugged landscape, dramatic views and rock formations
• Undeveloped character that feels wild
Other Comments and Suggestions
• Concerns around environmental impacts and habitat disturbance
• Can have overcrowding and heavy recreational use in certain areas
Scott Ponds Area
What people like / What’s working well
Town of Estes Park: Parks and Open Spaces Plan
6 | Appendix B: Online Survey Summary
• Surrounding natural setting, popular for nature and wildlife views
• Great for low-impact recreation and walking paths
• Peaceful and quiet, less crowds
Other Comments and Suggestions
• Water level instabilities
• Concerns about habitat impacts
• Disturbance to wildlife if it becomes overused
Q4: What would you change or what ideas do you have for the future of
this space? (341 responses)
This open-ended question received 341 written responses that are featured in the
appendix.
Key Takeaways for Open Response Question
There was a common theme across all parks and open spaces emphasizing preservation
over development, with many comments explicitly discouraging new construction,
protecting wildlife corridors, maintaining natural character, and keeping spaces as natural
as possible. Some comments on open spaces expressed strong concerns about turning
them into heavily programmed or commercialized areas. Concerns about park spaces
included tourism pressure, overuse, crowding, frustrations around e-bike speeds, parking
availability, and dog control issues.
Many comments about amenities expressed a desire for enhancements, including
benches, shade, better restroom access, and safer or more accessible pathways.
Overall Ideas Across All Parks
• Preserve natural areas and wildlife habitats/corridors
• Desire to keep open spaces “as it is”
• People enjoy the parks and open spaces for peaceful and quiet experiences
• Overload of events and programming, especially at Bond Park
• Concern with strains from tourism
• Desire for more shade, trees, picnic tables, and benches
• Support for signage improvements for safety, wildlife, or trail etiquette
• Maintenance improvements for trash removal, weed control, and trail surface
repairs
• Better accessibility to park sites and safer crossings or connections
Park-Specific Takeaways (Future-Focused):
Bond Park
• Many comments indicated they want Bond Park to stay mostly the same
Town of Estes Park: Parks and Open Spaces Plan
7 | Appendix B: Online Survey Summary
• Desire for adding amenities such as shade, seating, picnic tables, benches, and
trees.
• Suggestions for a permanent stage or amphitheater, lighting, or improvements for
concerts and events.
• Some comments wanted less or smaller activities/festivals due to congestion.
• A few comments recommended expanding Bond Park by closing part of Virginia
Drive.
Downtown Parks East: Riverwalk / Visitor Center / Others
• Overall support for maintaining the Riverwalk
• Desire for more ADA accessible seating, benches and picnic areas
• Many comments desired more art, interactive features or educational elements
• Improvements for trail signages specifically with connections to downtown and
through the tunnel.
• Support for maintenance, native plantings, and addressing environmental
concerns.
• Access to the river including play areas
• Requests for more lighting, trash bins and restroom upgrades
Downtown Parks West: Riverside / George Hix / Performance Park / Others
• Very strong support for upgrading the infrastructure at Performance Park
• Desire to expand art and cultural offerings, specifically weekday performances
• Better connectivity from the Visitor Center to Performance Park
• Restroom and water fountain maintenance
• Pathways or connections for e-bikes or other multi-modal transportation
Knoll Willows Open Space
• Very strong opinions to keep it natural, not wanting programmed activities or
added facilities.
• Some comments indicated a desire for trail maintenance, minimizing erosion, and
passive wayfinding.
• Small desire for benches or picnic tables
Thumb Open Space
• Significant support for creating a trail loop or extending the trail to the Prospect
Mountain summit.
• Comments wanting more trail maintenance, better signage, and vegetation
protection.
• Mixed opinions on amenities such as benches and restroom.
• Desire to keep space natural and undeveloped.
Scott Ponds Area
Town of Estes Park: Parks and Open Spaces Plan
8 | Appendix B: Online Survey Summary
• Strong desire to keep Scott Ponds natural, but support for small safety and access
improvements.
• Strong support for enhancing and expanding the loop trail especially on the north
side.
• Desire for amenities such as benches, shade, and shelter, specifically near the
playground.
• Concerns of overcrowding and wildlife conflicts if it becomes a destination park
• Comments supporting protection of wildlife habitats and restoring pond edges
Overall Questions
Q5: How well are all parks and open spaces serving these groups?
(377 responses)
Key Takeaways
Overall, the responses suggest that parks and open spaces serve visitors, locals, and
seniors well. Visitors received the highest rating of "Excellent." Locals and seniors had the
majority of the ratings at Good or Excellent levels, while children had more middle-range
scores. Responses indicated that teens and young adults, as well as individuals with
disabilities, are the least served by the parks and open space system.
The other written responses (14) show that the Town’s parks and open spaces are
generally appreciated for supporting wildlife, local families, and outdoor recreation. The
comments also suggest that certain groups may be underserved, including individuals
Town of Estes Park: Parks and Open Spaces Plan
9 | Appendix B: Online Survey Summary
with disabilities, locals affected by heavy tourist activity, and those dependent on the bike
and trail network.
The full list of “Other” responses is featured in the appendix.
Q6: How have you used the Town's parks, trails and/or open spaces?
(select all that apply) (373 responses)
Key Takeaways
The top uses for how people utilize the Town's parks, trails, and/or open spaces are
enjoying nature/wildlife (91%), spending time with family/friends (72%), and relaxing or
meditating (66%). Organized sports (5%) and rock climbing (7%) were the least common.
The other written responses (21) show that people use Estes Park’s parks, trails, and open
spaces primarily for walking, hiking, biking, and outdoor recreation. Several comments
mentioned using these spaces for activities like birding, fishing, photography and
enjoying the festivals.
The full list of “Other” responses is featured in the appendix.
Town of Estes Park: Parks and Open Spaces Plan
10 | Appendix B: Online Survey Summary
Q7: What investment focus do you prefer the Town give to park and open
space improvements over the next ten years? (369 responses)
Key Takeaways
The responses indicated a strong emphasis on acquiring more natural areas for wildlife
habitat conservation (63%), which received significantly higher responses by a wide
margin compared to the other categories. Other responses for investments show some
support for community resilience projects (10%), more parks within walking or biking
distance from people’s homes (8%) and increasing maintenance and repair of existing
parks and open spaces (5%). Expanding and improving unpaved trails, adding more park
features or recreation and increasing community gathering spaces received the least
support.
The Other written text responses (46) reflect a strong preference for investing in
preservation, stewardship, and natural resource protection rather than expanding built
amenities. In line with the graph, wildlife habitat conservation and protection of the
Town of Estes Park: Parks and Open Spaces Plan
11 | Appendix B: Online Survey Summary
natural environment were recurring themes. Many comments also indicated a desire for
improved trail connectivity, neighborhood linkages, and safer bike and pedestrian routes.
The full list of “Other” responses is featured in the appendix.
Q8: What else should be considered for parks, trails and open spaces in
Estes Park for the next 20 years? (151 responses)
This open-ended question received 151 written responses that are featured in the
appendix.
Key Takeaways
Overall, survey respondents overwhelmingly want the next 20 years to focus on
protecting natural areas, caring for what already exists, and enhancing connectivity and
accessibility. Many comments highlighted the need to protect natural areas, preserve
wildlife habitats, and improve environmental resilience. Additionally, respondents
indicated a desire for Estes Park to remain an environment-centered community,
preserving the Town's unique character while maintaining its nature-focused identity.
Many comments expressed concern about overuse in parks and open spaces as visitation
increases, suggesting a focus on managing human impact while continuing to provide
meaningful outdoor experiences for locals and visitors.
There is a strong desire to expand non-motorized transportation connections, including
trail connectivity and more accessible bike and pedestrian infrastructure. Additional
comments expressed a desire for improved ADA accessibility, environmental education,
wildlife safety, and a balance between ecological sustainability and recreational use.
Across the open spaces, comments consistently emphasized preserving the natural
character of Knoll Willows Open Space, Thumb Open Space, and the Scott Ponds Area.
Comments expressed concerns about erosion, overuse of trails, and overdevelopment.
For park use, many comments indicate a desire for better accessibility, more seating,
signage, shade areas, and maintenance, specifically at Bond Park and the Riverwalk.
There were concerns about overcrowding and managing heavy visitation use, especially
during festivals and events. Several comments suggested trail connection opportunities
specifically around Lake Estes, Dry Gulch, and Devil's Gulch.
DEMOGRAPHIC QUESTIONS
Demographic Key Takeaways
• Most of the survey respondents were local residents.
Town of Estes Park: Parks and Open Spaces Plan
12 | Appendix B: Online Survey Summary
• Older adults make up the majority of survey respondents.
• Survey respondents indicated most households include older adults and dogs.
Q1: Where do you live? (374 responses)
Nearly half (48%) of respondents are full-time residents of the Town of Estes Park, with
another 14% from Estes Valley. About 18% live outside the area, confirming both local
and visitors participated in the survey. The full list of “Other” responses is featured in the
appendix.
Q2: What is your age? (377 responses)
The distribution shows older adults as the dominant respondent group. The largest age
group was 65 - 74 years (32%), followed by 55 - 64 years (21%), showing older adults as
the dominant respondent group. Only about 10% were under 45, highlighting an
opportunity to reach more younger residents in future engagement.
Town of Estes Park: Parks and Open Spaces Plan
13 | Appendix B: Online Survey Summary
Q3: Do any of the following live in your household? (Select all that apply) (345
responses)
The largest household age group was Adults older than 55 years (59%), followed by dog
owners (31%). This shows older adults are a more common household demographic,
alongside many dog owners within Estes Park. Only about 22% mentioned they have an
adult between the ages of 22 and 54 within their household.
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1 | Appendix B: Youth Engagement and Survey Summary
Appendix B: Youth Engagement and Survey Summary
Introduction
Design Workshop conducted youth, teen, and family outreach for the Town of Estes Park
Parks and Open Spaces Plan to better understand how youth, teens, and families use
parks and open spaces throughout the community. The engagement process included
two primary methods: in-person youth engagement activities with middle school and
high school students, and an online survey questionnaire designed to gather input from
youth participants and households with children.
The following summarizes the engagement process and findings from each event,
including:
• In-Person Youth Engagement Process
• Middle School Student Feedback
• High School Student Feedback
• Combined Middle School and High School Sticky Dot Board Counts
• Adult/Family Questionnaire
• Youth Questionnaire
• Overall Survey Takeaways
In-Person Youth Engagement Process
Youth engagement activities for the Town of Estes Park Parks and Open Spaces Plan were
conducted on April 22, 2026, through school visits at the middle school and high school
level. The engagement process included approximately 81 students across two class
periods with middle school students and two class periods with high school students.
Students participated in multiple interactive activities designed to gather feedback on
how youth currently use parks and open spaces within Estes Park. Activities included a
Mad Libs-style exercise focused on places and activities associated with Estes Park, a dot
board activity asking students what recreation opportunities and amenities they would
like to see more of, and a question board focused on favorite open spaces, current
challenges, and ideas for future improvements. These activities provided both written and
verbal feedback.
Summary Takeaways
• Strong appreciation for Estes Park’s outdoor spaces, scenery, and access to nature
• Stanley Park, Lake Estes, and Scott’s Pond as important youth gathering spaces
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2 | Appendix B: Youth Engagement and Survey Summary
• Walking, biking, fishing, hiking, stargazing, and relaxing outdoors as favorite activities
• Fishing and water recreation as major recurring themes across all groups
• Importance of casual “hang out” spaces for middle and high school students
• Desire for more youth-oriented spaces and activities within Estes Park
• Concerns about spaces feeling overly tourist-oriented
• Requests for improved biking, walking, and recreation infrastructure
• Interest in expanded sports facilities, outdoor gyms, and active recreation spaces
• Demand for more entertainment options such as drive in movies and live music venues
• Interest in additional water access, marina activities, swimming areas, and fishing
• Desire for more community-oriented and resident-focused spaces
• Interest in flexible open spaces without heavy programming
• Importance of social spaces that support gathering, relaxing, and spending time with
friends
Middle School Student Feedback
The middle school participants included 27 students from first period (Group 1) and 18
students from second period (Group 4). They consistently emphasized the importance of
“hang out” spaces and affordable activities within Estes Park. Across both groups,
students described parks, lakes, trails, recreation facilities, and open spaces as some of
their favorite places in town. Many associated these spaces with spending time with
friends, relaxing outdoors, biking, fishing, and enjoying mountain scenery. Stanley Park,
Lake Estes, Scott’s Pond, Bond Park, Performance Park, the Riverwalk, and the
Recreation Center were repeatedly identified as important destinations. Activities such as
biking, fishing, hiking, paddleboarding, dirt biking, horseback riding, stargazing, relaxing,
and rock climbing were frequently mentioned throughout the activities. Seasonal
experiences, wildlife, flowers, lakes, rivers, and mountain views were also mentioned.
Places in Estes Park
Working Well
Middle school participants identified Estes Park’s outdoor spaces and natural setting as
some of the community’s greatest strengths. Stanley Park, Lake Estes, Scott’s Pond,
Bond Park, Performance Park, the Riverwalk, and the Recreation Center were repeatedly
described as favorite places in town. Students associated these spaces with relaxing,
spending time with friends, fishing, biking, and enjoying mountain scenery.
Stanley Park emerged as one of the most valued community spaces. Students described
“sitting on rocks at Stanley Park,” walking dogs, and hanging out with friends as some of
their favorite experiences. Lakes, rivers, wildlife, mountain views, flowers, and seasonal
changes were also repeatedly referenced as features that make Estes Park feel unique and
enjoyable. One participant emphasized that simply being near nature and scenic views
makes these spaces feel special, that they liked these places simply because “they’re
outdoors.”
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3 | Appendix B: Youth Engagement and Survey Summary
Areas for Improvement
Students expressed that many spaces in Estes Park feel designed more for tourists than
for local youth. Downtown was often described as “too touristy,” with “only merch stores
downtown” and limited places intended for middle school and teenage residents. Several
participants emphasized wanting more places where locals can gather without needing
to spend money. Students also noted that some parks and recreation spaces feel too
limited for older youth. They described playgrounds as being designed primarily for
younger children and expressed frustration with limited entertainment options for teens.
Others noted issues such as limited seating, not enough swing sets, and a lack of casual
gathering spaces.
Future Considerations
Participants consistently requested more youth-oriented gathering spaces and
entertainment destinations within Estes Park. Common suggestions included non-
programmed open areas, movie theaters, drive-in theaters, arcades, bowling alleys,
trampoline parks, skating rinks, roller skating facilities, aquariums, and artistic
attractions. Students additionally expressed interest in larger parks, more seating areas,
campfire spaces, forts, treehouses, outdoor stages, places to stargaze, and relax spaces.
Several participants emphasized wanting more spaces that feel community-oriented and
designed for local residents rather than visitors. One student specifically described
wanting Bond Park to function more as a “relax, hang out space.”
Activities in Estes Park
Working Well
Students mentioned walking, biking, fishing, hiking, paddleboarding, horseback riding,
dirt biking, and spending time near water as favorite activities in Estes Park. Many
participants enjoy activities that allow them to spend time outside with friends while
experiencing nature and mountain scenery. Fishing at Scott’s Pond and other catch-and-
release areas were frequently mentioned, along with biking, walking dogs, climbing
rocks, and tubing. However, students most strongly valued fishing at Scott’s Pond and
other catch-and-release areas, as well as simple activities such as relaxing outdoors,
hanging out with friends, and exploring parks or trails.
Areas for Improvement
Many students expressed frustration with the limited number of affordable activities
available for local youth. Several participants described current activity options as
“boring” and emphasized that many activities are too expensive or heavily oriented
toward tourists. One participant specifically commented that “you have to pay even to
hike,” while others requested more low-cost recreation opportunities. Students also
noted limited recreation infrastructure for older youth, particularly related to biking,
fishing, sports, and entertainment. Existing playgrounds were often described as too
young, and students expressed that there are not enough places for middle school and
teenage residents to casually spend time together outside of organized activities.
Future Considerations
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix B: Youth Engagement and Survey Summary
Students repeatedly requested additional recreation opportunities focused on sports,
entertainment, biking, fishing, and social activities. Common requests included expanded
bike trails, mountain biking areas, dirt bike tracks, bike racks, skateboarding areas,
simple spaces to relax, and improved walking connections throughout town. One
participant specifically suggested “smooth and curvy sidewalks” designed for
skateboarding and biking. Sports and recreation opportunities focused on outdoor gyms,
sports parks, ropes courses, obstacle courses, skating rinks, roller skating areas, and
climbing structures. Several participants also emphasized wanting “more open space in
general” to hang out with friends and to stargaze.
Outdoor entertainment requests included outdoor games, trampolines, a mountain roller
coaster, and a drive-in movie. Water recreation was another recurring theme, with
requests for “swimmable lakes,” marina activities, water slides, fishing docks, tubing
areas, and expanded lake access. Overall, participants consistently emphasized wanting
more affordable and accessible activities designed specifically for local youth and
everyday community life.
High School Student Feedback
The high school participants included 19 students from first period (Group 2) and 17
students from second period (Group 3). They discussed the importance of spaces that
support social connection, outdoor recreation, and access to nature within Estes Park.
Students described enjoying places where they could spend time with friends, relax
outdoors, participate in activities such as fishing, biking, hiking, and exploring scenic
areas. Stanley Park, Scott’s Pond, and Lake Estes were frequently referenced as valued
community spaces because they provide opportunities for gathering and access to water.
Many participants also highlighted the importance of community events and live music
as opportunities for social activity, while quieter natural areas were appreciated for
offering relief from tourist crowds and touristy downtown spaces. Across the
engagement activities, students consistently connected their favorite experiences to
scenery, wildlife, rivers, mountain views, and outdoor recreation that allows them to feel
connected to nature and the community.
Places in Estes Park
Working Well
Stanley Park was the most frequently referenced place, where students associated the
park with hanging out with friends, relaxing, biking, walking, sitting in the grass, and
enjoying open space and scenery. Several participants emphasized that “teens hangout
more in Stanley Park” because it is “open and lots of areas to hang out.” Others
specifically mentioned the trees, shade, lake access, and central location as features that
make the park enjoyable.
Scott’s Pond, Lake Estes, riverside spaces, hiking trails, and open space areas were also
identified as favorite places in town. Fishing was one of the most emphasized themes
throughout the engagement activities, especially at Scott’s Pond and Lake Estes. Scenic
destinations such as Chasm Lake, Gem Lake, Lily Lake, Old Fall River Road, and Trail
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix B: Youth Engagement and Survey Summary
Ridge Road were also commonly referenced alongside themes such as scenery,
waterfalls, wildlife, rivers, flowers, and mountain views. One participant emphasized that
places near water and nature feel special because they are “away from crowd and tourist
noise.” Students also positively identified spaces connected to community events. Bond
and Performance Parks were associated with live music, festivals, performances, and
social gathering. Participants also referenced the Recreation Center, skate park,
fairgrounds, sports fields, and downtown Estes Park as important community
destinations. Several students noted that downtown can still feel enjoyable because there
is “lots to do” during festivals and community events.
Areas for Improvement
Students said that many spaces in Estes Park feel more designed for tourists than for
local teenagers. Downtown was often described as “too touristy,” with too many
souvenir or merchandise stores and not enough places geared toward local youth. Some
students described recreation spaces and trails as difficult to access without driving,
while others noted that destinations throughout town feel spread apart or inconvenient
to reach. One participant specifically referenced Highway 33 as having “no place to
walk.” Safety concerns related to lighting were also discussed, especially around the
skate park and basketball courts, where students noted the spaces “feel unsafe” at night.
Participants additionally expressed that Estes Park lacks gathering spaces specifically
intended for high school students, especially spaces to relax or hang out socially. Several
comments reflected frustration with limited places to casually spend time with friends,
especially during evenings. One participant specifically stated that the “high schooler
user group” feels missing from many existing spaces and activities.
Future Considerations
Participants consistently requested more youth-oriented gathering spaces, entertainment
destinations, and amenities throughout Estes Park. Common suggestions included drive-
in theaters, live music venues, and larger event spaces. Students also expressed interest
in more nightlife-oriented activities and places where teenagers can socialize during
evenings. Students requested expanded recreation amenities and outdoor gathering
spaces. Suggestions included better sports facilities, soccer fields, outdoor gyms, skating
rinks, swimming areas, hammocks, BBQ spaces, benches, shaded seating areas, and
larger amphitheaters for events and performances. Dot board comments additionally
referenced “quality grass,” “variety of seating,” “trees close together for hammocks,”
and outdoor sports spaces. Water-oriented gathering spaces and scenic recreation areas
were another major focus. Students requested bridges over Lake Estes, improved docks,
marina activities, fishing spots, additional paddleboarding and kayaking access,
swimming areas, and more riverside seating and open grass. Several participants also
emphasized wanting spaces that feel quieter, more scenic, and less crowded by tourists.
Activities in Estes Park
Working Well
Students identified walking, hiking, biking, fishing, climbing, paddleboarding, dirt biking,
horseback riding, soccer, baseball, and exploring as favorite activities in Estes Park.
Walking, hanging out with friends, fishing, and enjoying scenery were especially
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6 | Appendix B: Youth Engagement and Survey Summary
emphasized throughout the Mad Lib exercises. Many participants described Estes Park as
a place where spending time outdoors and being near nature are central to daily life.
Fishing at Scott’s Pond and Lake Estes was a primary topic of enjoyment. Students also
frequently discussed biking, hiking, exploring trails, wading in rivers, paddleboarding,
and relaxing near water. One participant specifically noted enjoying water recreation
because you can “wade in rivers.” Scenic recreation opportunities such as hiking to lakes,
rock climbing, and exploring mountain trails were also some favorite experiences.
Community-oriented activities like festivals, rodeos, bull riding, live music, car events,
farmers markets, and performances at Bond or Performance Park are activities they enjoy.
Areas for Improvement
Students were concerned with the limited number of activities available specifically for
high school-aged residents. Existing activities were often described as repetitive, limited,
or overly focused on tourists. Entertainment and nightlife limitations were especially
common concerns. Multiple participants noted the lack of gathering spaces and evening
activities for teens. Students also expressed frustration with the limited amount of
affordable recreation available locally. Recreation infrastructure was another recurring
concern. Students requested better recreation infrastructure, especially considering safer
lighting to improve walking and biking connections throughout town. Lighting issues
around the skate park and basketball areas were repeatedly discussed as safety concerns.
Future Considerations
Participants consistently requested additional entertainment and recreation opportunities.
Outdoor games, drive-in theaters, dance spaces, and live music venues were among the
most common requests. Several students also expressed interest in more social activities
and nighttime events designed for teens and young adults.
Students talked about improved infrastructure within open spaces. This included sports
fields, better baseball facilities, soccer fields, outdoor gyms, skating rinks, swimming
areas, calisthenics equipment, and expanded biking infrastructure. Requests for
additional mountain biking trails, dirt biking areas, and connected walking trails appeared
repeatedly across all groups. They also highlighted activities connected to relaxation,
scenery, and outdoor gathering. Suggestions for these relaxation places included
hammocks, BBQ spaces, shaded seating areas, amphitheaters, stargazing areas, and
reduced light pollution for viewing meteor showers and night skies. Water recreation
was another key area of importance. Fishing remained one of the most consistently
emphasized activities throughout all engagement exercises.
Combined Middle School and High School Sticky Dot Board Counts
For the combined sticky dot board analysis, Group 1 represents Middle School Period 1,
Group 2 represents High School Period 1, Group 3 represents High School Period 2, and
Group 4 represents Middle School Period 2. The results are discussed collectively to
provide a clearer overall picture of youth priorities and preferences across Estes Park,
allowing broader patterns and shared interests to emerge more effectively than if each
group were analyzed separately.
Town of Estes Park: Parks and Open Spaces Plan
7 | Appendix B: Youth Engagement and Survey Summary
These results showed that students strongly prioritized spaces and activities that support
social gathering, outdoor recreation, and casual community use. The three highest-
ranked categories from the sticky dot board activity were picnic and food experience
spaces (71 votes), stargazing areas (55 votes), and outdoor entertainment spaces such as
music, movies, and performances (43 votes). Students also showed strong interest in
spaces that support music, movies, performances, and informal social interaction.
Responses emphasized a desire for environments that feel flexible, scenic, and youth-
oriented rather than heavily programmed. Nature-based experiences remained important
across all groups, including interest in trails, wildlife viewing, water recreation, and
outdoor gathering areas. While large gathering spaces received fewer overall responses,
students consistently favored smaller-scale social spaces where they can relax, spend
time with friends, and engage in affordable outdoor activities.
Group 1 Group 2 Group 3 Group 4 Total
Relax/Hang Out 8 19 8 25 60
Outdoor Play/Games 3 0 3 4 10
Small Gathering/Social
Interactions 4 2 4 12 22
Large Gathering/Social
Interactions 1 2 2 0 5
Outdoor Entertainment
(music, movies, or
performances)
13 11 12 7 43
Outdoor
Events/Festivals 19 6 7 5 37
Picnics/Food 34 6 7 24 71
Experience Nature 5 9 7 2 23
Wildlife Viewing Areas 2 5 3 5 15
Adventure Play (slack
lines, bouldering,
climbing wall)
5 3 3 4 15
Imaginative/Discovery
Play 2 1 1 1 5
Nature Play 14 12 7 4 37
Outdoor Classrooms/
Gathering Space 2 1 0 0 3
Water Play/Access 13 10 10 3 36
Discovery Trail 1 5 3 3 12
Stargazing 12 12 12 19 55
Overall Combined Takeaways
Working Well
Across middle and high school students, the participants consistently identified Estes
Park’s outdoor spaces, scenery, and recreation opportunities as some of the community’s
greatest strengths. Stanley Park, Lake Estes, Scott’s Pond, rivers, trails, and open spaces
were repeatedly described as favorite places because they support relaxing, walking,
biking, fishing, and spending time with friends. Across both middle and high school
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8 | Appendix B: Youth Engagement and Survey Summary
groups, students strongly valued Estes Park’s connection to nature, mountain scenery,
wildlife, and opportunities for outdoor recreation.
Areas for Improvement
Participants expressed that many spaces and activities within Estes Park feel designed
more for tourists than for local youth. Downtown was frequently described as “too
touristy,” with limited affordable gathering spaces and few activities intended for middle
school and high school residents. Students also noted a lack of casual places to “hang
out,” especially during evenings or colder months. Affordability was another recurring
concern, with many participants emphasizing that recreation and entertainment options
often feel too expensive or inaccessible for local youth.
Future Considerations
Students consistently requested more youth-oriented recreation and social opportunities
throughout Estes Park. Common themes included expanded biking and walking
infrastructure, improved sports facilities, additional fishing and water recreation
opportunities, entertainment destinations, and flexible open spaces without heavy
programming. Participants also emphasized wanting more community-oriented spaces
that feel welcoming to residents and provide opportunities for socializing, relaxing, and
spending time outdoors with friends.
Youth and Family Questionnaire
The online survey portion of the engagement process was conducted through one Youth
and Family Questionnaire with two response paths. Participants first selected whether
they were responding as an adult or as a youth/teen. Based on that selection,
respondents were directed to either the Adult/Family Questionnaire or the Youth
Questionnaire. The survey received 59 total responses, including 13 adult responses and
46 youth/teen responses.
The Adult/Family Questionnaire was intended for parents, guardians, and households
with children and focused on family recreation needs, neighborhood park access, youth-
serving amenities, barriers to use, and broader community priorities for parks and open
spaces. The Youth Questionnaire was intended for youth and teen participants and
focused on access to parks or outdoor places near home or school, favorite town-owned
spaces, desired park experiences, barriers to use, and ideas for future improvements.
Both survey paths included a combination of multiple-choice and open-ended questions.
The questionnaire was distributed through a variety of outreach methods, including
partnerships with local schools and was open from April 16, 2026, through May 12, 2026.
The following sections summarize responses from each survey path separately to
understand who participated and how feedback was collected.
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9 | Appendix B: Youth Engagement and Survey Summary
Summary Takeaways
• Youth participants strongly value parks and open spaces that support social connection,
outdoor recreation, and access to nature.
• Spaces connected to water, trails, scenery, and open space were consistently identified as
favorite community destinations.
• Fishing, biking, hiking, climbing, sports, and spending time with friends were among the
most commonly referenced activities throughout the survey.
• Participants emphasized the importance of parks that feel welcoming, relaxing, scenic, and
less crowded by tourist activity.
• Teens expressed a strong desire for more youth-oriented gathering spaces and recreation
amenities designed specifically for older youth and young adults .
• Common requests included basketball courts, soccer fields, skate amenities, outdoor gyms,
climbing features, and larger spaces to casually hang out with friends.
• Entertainment-oriented activities such as movie nights, live music, festivals, and evening
gathering spaces were repeatedly identified as missing community needs.
• Participants highlighted the importance of maintaining natural character and preserving
open space while expanding recreation opportunities.
• Improved walking and biking connections, lighting, accessibility, and safer connections
between parks and neighborhoods were recurring priorities throughout the survey
responses.
• Many participants expressed interest in parks that balance recreation, social gathering,
entertainment, and nature-based experiences for a wide range of ages and interests.
Youth and Family Questionnaire
The online survey asked participants to identify whether they were responding as an
adult or as a youth/teen. Of the 59 responses, 13 respondents selected the adult path and
46 selected the youth/teen path. This pathway question directed participants to the
appropriate set of survey questions and helped distinguish adult/family responses from
youth responses.
Tell Us About You – Please select one of the following options to get
started. (59 responses)
Key Takeaways
Most survey responses came from youth and teen participants, who represented the
large majority of respondents. A smaller portion of responses came from adults,
indicating that the engagement primarily captured perspectives from younger community
members and their experiences with parks, recreation, and public spaces in Estes Park.
Town of Estes Park: Parks and Open Spaces Plan
10 | Appendix B: Youth Engagement and Survey Summary
Adult/Family Questionnaire
The Adult/Family Questionnaire summarizes responses from adults, including parents,
guardians, and households with children. Survey participants consistently emphasized
the importance of recreation, relaxation, social connection, and access to nature within
Estes Park. Respondents described parks, trails, rivers, lakes, playgrounds, and recreation
areas as important parts of everyday community life, especially for spending time with
family and friends, being outdoors, and enjoying mountain scenery. Spaces connected to
water, trails, and gathering opportunities were frequently identified as valued community
destinations. They highlighted activities such as walking, biking, fishing, playing games,
picnicking, sports, and exploring nature as important experiences within town-owned
spaces. Feedback also emphasized the importance of parks that support a balance
between recreation, community gathering, and preserving the scenic and natural
character that makes Estes Park unique.
Q1: How long have you lived in Estes Park? (10 responses)
Key Takeaways
Most respondents reported living in Estes Park for an extended period of time, with the
largest share having lived in town for 11–15 years (40%), followed by 16–20 years (30%).
Smaller portions of participants reported living in Estes Park for 5–10 years or 2–4 years,
suggesting that most respondents have long-term familiarity with the community and its
parks and open spaces.
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11 | Appendix B: Youth Engagement and Survey Summary
Q2: What is your age? (10 responses)
Key Takeaways
Survey respondents were primarily adults between the ages of 18 and 44. The largest
response groups were evenly split among participants ages 18–24, 25–34, and 35–44,
each representing 30% of responses. A smaller share of respondents were ages 44–54,
while no participants identified as under 18 or over 55.
Q3: Who all lives in your household? Children 5 and under? 5-12? 13-21? (10
responses)
Key Takeaways
Households represented in the survey reflected a mix of family structures and age
groups. Adults ages 21–75 made up the largest household category, followed by
households with children ages 5–12 and teens or young adults ages 13–21. Several
respondents also identified dogs as part of their household, reflecting the importance of
parks and open spaces for both family and pet-related recreation.
Town of Estes Park: Parks and Open Spaces Plan
12 | Appendix B: Youth Engagement and Survey Summary
Q4: What town-owned spaces do you visit most often?
(9 total responses)
Key Takeaways
Participants most frequently identified the Scott Ponds Area as the park or open space
they visit most often, representing 12% of all responses. Thumb Open Space and the
Riverwalk were also highly utilized destinations, each receiving 10% of responses,
followed closely by George Hix Riverside at 9%. Bond Park, Performance Park, Veteran’s
Monument Park, and the Big Thompson Recreation Area each received 7% of responses,
reinforcing the importance of both recreation-oriented and community gathering spaces
within Estes Park. Mid-range responses included Knoll Willows Open Space, Children’s
Park, Wiest Park, and Riverside/Baldwin Park, each at 5%, while smaller neighborhood-
oriented destinations such as Women’s Heritage Plaza, Tregent Park, and Mrs. Walsh’s
Garden received more limited but still notable use.
Q5: Please share why you like these public spaces. (5 open-ended comments)
Key Takeaways for Open Response
Participants described valuing public spaces that feel comfortable, accessible, and
connected to outdoor recreation and everyday community life. Responses emphasized
opportunities to spend time outside with family and friends, gather with neighbors, play
informal games, and enjoy less developed natural areas. Convenience, recreation
opportunities, and spaces for children and neighborhood socializing were recurring
themes throughout the responses.
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13 | Appendix B: Youth Engagement and Survey Summary
Q6: Are there enough parks and open spaces near where you live? If not,
where are more parks needed? (9 responses; 3 open-ended comments)
Key Takeaways
Most participants felt there are enough parks and open spaces near where they live, with
67% responding positively. However, several respondents expressed concern about
ongoing development reducing open space areas and identified locations such as south
of town near Mary’s Lake and the Carriage Hills area as places where additional parks or
preserved open space may be needed.
Q7: What types of experiences would you like to have in town parks? (9
responses)
Key Takeaways
Participants most strongly valued parks and open spaces as places to experience nature,
play outdoor games, and spend time socially with others. Opportunities for both small
social gatherings and quiet relaxation were emphasized alongside outdoor entertainment
activities. Responses also highlighted the importance of spaces that support outdoor
eating, community interaction, and occasional events or festivals, reflecting a balance
between recreation, social connection, and access to nature.
Q8: What would you like to see in the outdoor town-owned spaces to
better serve youth and teens in the community? (6 open-ended comments)
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14 | Appendix B: Youth Engagement and Survey Summary
Key Takeaways for Open Response
Participants emphasized the need for more youth-oriented recreation spaces and
activities within town-owned outdoor spaces. Responses highlighted requests for
basketball courts, soccer fields, mountain biking and trail connections, and informal
spaces where teens can gather and spend time outdoors. Several comments also
reflected a desire for recreation amenities located closer to neighborhoods and family
areas, along with features that support both active recreation and connections to nature.
Q9: What have you seen in outdoor spaces in other communities or travels
that you think would be nice to have in Estes Park? (4 open-ended comments)
Key Takeaways for Open Response
Participants referenced recreation amenities and nature-based features they have
experienced in other communities that they would like to see in Estes Park. Suggestions
included climbing walls, splash pads, playgrounds, riverfront recreation, and obstacle-
style play areas, alongside preserving more natural or “wild” spaces within developed
areas. Responses reflected interest in creating more active, family-friendly, and nature-
connected outdoor experiences throughout town.
Q10: What are some barriers, if any, preventing youth from using parks and
public spaces? (6 open-ended comments)
Key Takeaways for Open Response
Participants identified several barriers that limit youth use of parks and public spaces,
including distance from neighborhoods, limited transportation and parking access,
weather, and a lack of amenities designed for older youth and teens. Responses
repeatedly noted that many existing playgrounds and park features primarily serve
younger children, while older age groups have fewer recreation options such as
basketball courts, soccer fields, skate amenities, and social gathering spaces. Some
participants also described feeling unwelcome in certain spaces due to conflicts with
older adults or limited dedicated areas for teen activities.
Youth Questionnaire
The Youth Questionnaire included 38 participants reflecting perspectives on favorite
town-owned spaces, desired park experiences, barriers to use, and ideas for future
improvements. Youth participants consistently emphasized the importance of spaces that
support social connection, outdoor recreation, and access to nature within Estes Park.
Students described parks, lakes, trails, recreation facilities, and open spaces as some of
their favorite places in town because they provide opportunities to spend time with
friends, relax outdoors, fish, bike, hike, and enjoy mountain scenery. Spaces such as
Stanley Park, Scott’s Pond, Lake Estes, Bond Park, Performance Park, the Riverwalk, and
the Recreation Center were repeatedly identified as important destinations for both
recreation and community gathering. Activities such as fishing, hiking, biking,
paddleboarding, climbing, sports, and attending festivals or community events were
frequently mentioned throughout the engagement activities.
Town of Estes Park: Parks and Open Spaces Plan
15 | Appendix B: Youth Engagement and Survey Summary
Q1: What is your age range? (38 responses)
Key Takeaways
Youth survey respondents were overwhelmingly high school-aged participants, with 92%
identifying as ages 14–18. Smaller portions of respondents identified as ages 11–13 or
under 10, indicating that the survey primarily reflects the perspectives and experiences of
teenagers in Estes Park.
Q2: Are there parks or outdoor spaces near your home or school? If no,
where should there be more parks or improvements? (38 responses; 7 open-
ended comments)
Key Takeaways
Most participants felt there are parks and outdoor spaces located near their home or
school, with 87% responding positively. However, comments still reflected interest in
additional improvements and youth-oriented amenities, particularly near schools,
downtown, and larger community gathering spaces.
Q3: What are your favorite town-owned spaces? (36 responses)
Key Takeaways
Scott Ponds Area and the Riverwalk were the most frequently identified favorite town-
owned spaces among youth participants, followed closely by Performance Park and Bond
Park. Responses suggest that teens are most drawn to spaces that support social
gathering, recreation, access to water, and opportunities to spend time outdoors with
Town of Estes Park: Parks and Open Spaces Plan
16 | Appendix B: Youth Engagement and Survey Summary
friends. Open spaces, parks connected to recreation amenities, and centrally located
gathering areas were consistently valued throughout the survey responses.
Q4: Why do you like these places? What makes them fun or special? (36
open-ended comments)
Key Takeaways for Open Response
Youth participants described valuing parks and open spaces that provide opportunities to
socialize, relax, and connect with nature. Many responses emphasized spending time
with friends, hanging out, walking around town, fishing, rock climbing, sledding,
photography, and enjoying outdoor recreation near water and open space. Accessibility
and central locations were also recurring themes, with participants appreciating spaces
that are easy to reach and close to downtown or neighborhoods. Scenic qualities such as
mountain views, rivers, wildlife, and peaceful natural settings were frequently mentioned
as reasons these places feel enjoyable and memorable. Several respondents also
connected these spaces to personal memories, community experiences, and a sense of
comfort or belonging within Estes Park.
Q5: What would make these parks or town-owned spaces better for kids
and teens like you? (35 open-ended comments)
Key Takeaways for Open Response
Youth participants expressed interest in parks and town-owned spaces that feel more
welcoming, active, and designed for teens and older youth. Responses emphasized
Town of Estes Park: Parks and Open Spaces Plan
17 | Appendix B: Youth Engagement and Survey Summary
requests for additional recreation amenities, including outdoor gyms, bike facilities,
climbing features, sports areas, and spaces for casual games and social gathering. Many
participants also highlighted the importance of cleanliness, maintenance, seating, and
safe, comfortable places to spend time outdoors with friends. Entertainment-oriented
suggestions such as movie screenings, music events, and interactive activities were also
commonly mentioned. At the same time, several responses emphasized preserving
natural character and open space, reflecting a desire for parks that balance recreation,
social activity, and access to nature. One participant suggested adding “some cool events
such as games, or a giant movie screen so people can watch stuff in the middle of the
park,” while another emphasized wanting parks to “keep them wild and untouched by
industrialization.”
Q6: Have you seen a really cool park somewhere else? What was it like? (33
open-ended comments)
Key Takeaways for Open Response
Youth participants referenced parks and recreation spaces from other communities that
stood out because of their size, variety of activities, and opportunities for freedom and
exploration. Responses frequently highlighted large playgrounds, water recreation, sports
facilities, bike tracks, climbing structures, and adventure-oriented amenities that support
active recreation for a wide range of ages. Several participants also valued parks that felt
more natural, scenic, or less controlled, including spaces connected to rivers, canyons,
forests, and open landscapes. Many comments reflected interest in recreation spaces that
combine social activity, outdoor adventure, and flexibility for different types of play and
gathering. One participant described liking parks that feel “open and not over controlled
and you have freedom,” while another referenced parks with “water and other things” as
memorable recreation experiences. Other responses emphasized the appeal of “big
playgrounds,” “huge open fields,” and parks where people can gather for activities like
floating rivers, biking, or organized sports.
Q7: What types of experiences would you like to have in town parks? (38
responses)
Key Takeaways
Youth participants most strongly emphasized wanting parks that support relaxation,
hanging out, and casual socializing with friends. Outdoor play and games, picnic and
food areas, and opportunities to experience nature were also highly valued. Responses
additionally reflected strong interest in entertainment-oriented experiences such as
music, movies, and live performances, alongside spaces that support smaller social
gatherings and community interaction. Overall, participants expressed interest in parks
that balance recreation, social activity, entertainment, and access to nature in ways that
feel welcoming and engaging for teens and young adults.
Town of Estes Park: Parks and Open Spaces Plan
18 | Appendix B: Youth Engagement and Survey Summary
Q8: If you could design your dream park in Estes Park, what would it have?
(30 open-ended comments)
Key Takeaways for Open Response
Youth participants imagined a “dream park” in Estes Park as a space that combines
recreation, nature, social gathering, and entertainment opportunities for a wide range of
ages. Responses frequently emphasized large open grassy areas, climbing structures,
swimming access, trails, skate amenities, outdoor gyms, picnic areas, and places to relax
or spend time with friends. Many participants also highlighted the importance of nature-
focused experiences, including rivers, bird watching, stargazing, scenic overlooks, and
spaces that feel less developed and more connected to the surrounding landscape.
Entertainment-oriented ideas such as movie theaters, music, zip lines, obstacle-style play
features, and gathering spaces for teens were also commonly referenced. Several
responses reflected a desire for parks that feel more active, flexible, and youth-oriented,
while still maintaining natural character and scenic beauty. One participant described
wanting “a whole place of space so people can do their own thing,” while another
emphasized interest in “a place that could be like entirely in nature with a difficult cool
path to it where you could hang out and explore.” Other responses highlighted the desire
for parks with “lots of green grass,” “cool stuff for teens,” and spaces that support both
recreation and relaxation.
Overall Survey Takeaways
Feedback from the online Youth and Family Questionnaire highlighted the importance of
parks and open spaces as places for recreation, social connection, relaxation, and access
to nature within Estes Park. Participants consistently valued spaces connected to water,
trails, scenery, and outdoor recreation, with parks such as Scott Ponds Area, Stanley Park,
the Riverwalk, Bond Park, and Lake Estes frequently identified as favorite community
destinations. Fishing, biking, hiking, climbing, paddleboarding, sports, hanging out with
Town of Estes Park: Parks and Open Spaces Plan
19 | Appendix B: Youth Engagement and Survey Summary
friends, and attending community events were among the most commonly referenced
activities throughout the engagement process.
Across both surveys, participants emphasized the need for more youth-oriented
amenities, gathering spaces, and recreation opportunities designed specifically for teens
and young adults. Requests frequently included basketball courts, soccer fields, skate
amenities, outdoor gyms, climbing features, movie nights, live music, and spaces to
casually spend time with friends. Many responses also highlighted the importance of
maintaining natural character, preserving open space, and creating parks that feel scenic,
peaceful, and connected to the surrounding environment. Overall, the feedback reflects a
strong desire for parks and open spaces that balance recreation, community gathering,
entertainment, and nature-based experiences for residents of all ages.
APPENDIX C:
NEEDS ASSESSMENT
Estes Park
Parks & Open Spaces
Master Plan
•Conditions, Wildlife, and Analysis Mapping
•Conditions Assessment
•Operations, Staffing and Capital Planning
Assessment
Attachment 5
Town of Estes Park: Parks and Open Spaces Plan
CONDITIONS , WILDLIFE, AND
WALKSHED ANALYSIS MAPPING
EXISTING CONDITIONS
The Design Workshop team completed a comprehensive analysis of the physical,
environmental, and land use characteristics that influence the Town’s parks and
open spaces. Geographic Information System (GIS) mapping was used to document
natural resources, development patterns, ownership, environmental constraints, and
community access throughout the study area.
The mapping in this section provides a snapshot of existing conditions and illustrate
how the Town’s parks and open spaces relate to surrounding development, public
lands, and natural systems.
KEY OBSERVATIONS
• Development intensity is highest near downtown and along the primary
transportation corridors, where many parks and civic spaces are located.
• Public lands, conservation areas, and Town-owned properties create an
interconnected network of recreation and natural resource assets throughout the
community.
• Environmental features, including floodplains, rivers, wetlands, steep slopes,
ridgelines, and wildfire-prone areas, are distributed throughout the park and open
space system.
CONDITIONS ANALYSIS
2 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
4 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 1: Intensity of Community Development
0 0.25 .5 1 Mile
Illustrates areas of low-, medium-, and
high-intensity development throughout
Estes Park and the relationship between
parks, neighborhoods, and commercial
areas.
CONDITIONS ANALYSIS
6 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 2: Parcel Map
0 0.25 .5 1 Mile
Identifies parcel ownership
classifications, including residential,
commercial, exempt, and public lands
within the study area.
CONDITIONS ANALYSIS
8 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 3: Agency Ownership
0 0.25 .5 1 Mile
Shows ownership and management
responsibilities among federal, state,
county, Town, and private landowners.
CONDITIONS ANALYSIS
10 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 4: Land Cover
0 0.25 .5 1 Mile
Depicts existing land cover types,
including forests, grasslands, wetlands,
and developed open space throughout
the study area.
CONDITIONS ANALYSIS
12 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 5: Ecological Hazards Composite
0 0.25 .5 1 Mile
Illustrates the overlap of wildfire
hazards, flood hazard areas, steep
slopes, and rivers to provide a composite
view of environmental constraints.
CONDITIONS ANALYSIS
14 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 6: Wildfire Hazards
0 0.25 .5 1 Mile
Shows mapped wildfire hazard severity
across the study area, highlighting areas
of greater wildfire exposure.
CONDITIONS ANALYSIS
16 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 7: Steep Slopes
0 0.25 .5 1 Mile
Identifies areas with slopes of 30
percent or greater that may influence
park development, access, and
maintenance.
CONDITIONS ANALYSIS
18 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 8: Ridgeline Protection
0 0.25 .5 1 Mile
Illustrates designated ridgeline
protection areas within and surrounding
the Town.
CONDITIONS ANALYSIS
20 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 9: Hydrology
0 0.25 .5 1 Mile
Shows rivers, streams, wetlands,
and mapped flood hazard areas that
influence the Town’s parks and open
spaces.
CONDITIONS ANALYSIS
22 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 10: Downtown Hydrology
0 0.25 .5 1 Mile
Shows rivers, floodplains, and wetlands
within the downtown park system at a
larger scale.
CONDITIONS ANALYSIS
24 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
WILDLIFE ACTIVITY AND HABITAT
Estes Park is surrounded by nationally significant natural landscapes that support
a wide variety of wildlife species. Wildlife mapping was completed to better
understand how habitat areas, migration corridors, and species activity overlap with
the Town’s parks and open spaces.
The mapping in this section shows how regional wildlife movement intersects with
developed areas, rivers, open spaces, and public lands, providing an understanding of
the ecological context of the parks and open spaces system.
KEY OBSERVATIONS
• Parks and open spaces are connected to a broader regional wildlife network
extending into Rocky Mountain National Park and surrounding public lands.
• Rivers, wetlands, forests, and open space corridors provide important habitat and
movement areas for numerous wildlife species.
• Wildlife activity overlaps with several existing parks, open spaces, and recreation
areas throughout the study area.
• Mapping includes documented habitat and activity areas for elk, mule deer,
bighorn sheep, black bear, mountain lion, river otter, and numerous bird species.
WILDLIFE ANALYSIS
26 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 11: Bird Activity Areas
0 0.25 .5 1 Mile
Identifies documented activity areas for
bird species, including bald eagle, osprey,
great blue heron, white pelican, and wild
turkey.
WILDLIFE ANALYSIS
28 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 12: Black Bear and Mountain Lion Activity Areas
0 0.25 .5 1 Mile
Illustrates mapped activity and range
areas for black bear and mountain lion
throughout the study area.
WILDLIFE ANALYSIS
30 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 13: Elk, Mule Deer and Bighorn Sheep Activity Areas
0 0.25 .5 1 Mile
Shows documented migration routes,
concentration areas, highway crossings,
and overall ranges for large wildlife
species, such as elk, mule deer and
bighorn sheep.
WILDLIFE ANALYSIS
32 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
PARK ACCESS AND WALKABILITY
A walkshed analysis was completed to evaluate walking access to public parks and
open spaces throughout Estes Park. Using a 15-minute walking distance, the analysis
illustrates where residents have walking access to parks and identifies how access
varies across the community.
The analysis reflects existing pedestrian access while recognizing the influence of
the Town’s mountainous terrain, waterways, transportation corridors, and public land
ownership.
KEY OBSERVATIONS
• Approximately 76% of households are located within a 15-minute walk of a public
park or open space.
• Walkable access is strongest near downtown and along the Big Thompson River
corridor, where many parks are concentrated.
• Single-family neighborhoods within the walkshed are generally centered near
downtown and along the river corridor.
• Neighborhoods along the edges of Town generally have greater access to federal
lands and open space but fewer neighborhood or civic parks within walking
distance.
WALKSHED ANALYSIS
34 | Conditions, Wildlife, and Walkshed Analysis Mapping
Town of Estes Park: Parks and Open Spaces Plan
Map 14: Walkshed
0 0.25 .5 1 Mile
Illustrates areas within a
15-minute walk of a public
park or open space and the
relationship to residential
neighborhoods.
WALKSHED ANALYSIS
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix C: Conditions Assessment
Appendix C: Conditions Assessment
Introduction
Design Workshop conducted a system-wide conditions and quality assessment of Estes Park’s parks and
open spaces as part of the Parks and Open Space Master Plan. The assessment builds upon staff -provided
inventory data and field observations from site visits to evaluate existing conditions, level of development,
existing amenities, and access and accessibility.
Condition Assessment Summary
Seventeen (17) park and open space properties were evaluated as part of the assessment. Each site was
reviewed and assigned an overall condition rating of High Performing, Performing Well, Moderate Needs,
or High Needs based on a combination of physical condition, level of development, amenities , and access
and accessibility.
Overall, the Estes Park system reflects a generally functional and well-maintained system. The majority of
parks fall within the Moderate Needs category, indicating that while most sites are functional, many have
aging infrastructure, limited amenities, or accessibility challenges.
Figure 1 Condition Ratings per Number of Parks
Table 1 Town-Owned Properties Condition Rating
High
Performing
, 24%
Performing
Well, 12%Moderate
Needs, 53%
High
Needs,
12%
Town of Estes Park: Parks and Open Spaces Plan
2 | Appendix C: Conditions Assessment
Town-Owned Properties Classification Rating
Downtown Parks West
George Hix Riverside Plaza Performing Well
Mrs. Walsh’s Garden High Performing
Peacock Park High Needs
Performance Park Moderate Needs
Riverside / Baldwin Park Moderate Needs
Tregent Park Moderate Needs
Wiest Park Moderate Needs
Downtown Parks West
Big Thompson Recreational Area High Performing
Bond Park High Performing
Children’s Park High Needs
Riverwalk Moderate Needs
Veterans Monument Park High Performing
Women’s Heritage Plaza Moderate Needs
Natural Areas Centennial at Knoll Willows Open Space Performing Well
Thumb Open Space Moderate Needs
Town-Owned Parcels
Included in Study
Scott Ponds Area Moderate Needs
Scott Ponds (Playground) Moderate Needs
Fish Hatchery Property* N/A
*Fish Hatchery Property was not evaluated as part of the conditions assessment due to planned future
development. The site will be addressed through future planning and design efforts.
Findings Overview
Overall System Condition
Many parks in Estes Park are in good condition and support day-to-day use, reflecting ongoing
maintenance and investment by town staff. While the system is functioning well overall, several sites show
signs of aging infrastructure.
Amenities
Most parks provide a core set of amenities that support everyday use. There are opportunities to update
and expand on the variety of amenity options.
Type of Development
Park conditions and functionality vary based on classification and intended use. Most of the parks are well
taken care of and have a good level of development. Natural areas and open spaces generally function
with minimal development, though access, wayfinding, and trail conditions vary.
Access and Accessibility as a Systemwide Need
Access and accessibility arose as a priority from the survey, focus groups and staff conversations and were
weighed more heavily in the evaluation. While many of the parks and open spaces are accessible, there are
opportunities for improvements to ADA connectivity and circulation.
Field observations identified:
• Uneven or deteriorating walking surfaces
• Incomplete or limited ADA access to amenities
• Circulation challenges within park sites
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix C: Conditions Assessment
• Gaps between parking, trailheads, and key features
Visitor Use
As a destination community, some parks in the downtown area and along the river corridors experience
higher levels of use. These spaces are performing well, with opportunities to continue improving access
and circulation.
Rating Methodology
Parks were evaluated using a four-part scoring system that reflects both physical condition and user
experience:
• Park Condition (0–4 scale): Evaluates the condition of facilities, infrastructure, and grounds
• Level of Development (0–3 scale): Assesses how fully the park is built out relative to its intended
use
• Amenities (0–3 scale): Evaluates the variety and quality of recreational features
• Access and Accessibility (0–3 scale): Assesses site access, internal circulation, and ADA
connectivity
Scores from each category were normalized and combined using a weighted scoring system to establish an
overall condition rating for each park. Greater emphasis was placed on access and accessibility.
• 25% Park Condition
• 20% Level of Development
• 20% Amenities
• 35% Access and Accessibility
The weighted scores were then translated into the ratings shown in Table 1 (High Performing, Performing
Well, Moderate Needs, or High Needs).
Town of Estes Park: Parks and Open Spaces Plan
1 | Appendix C: Operations, Staffing and Capital Planning Assessment
Appendix C: Operations, Staffing and Capital Planning
Assessment
Introduction
The Operations, Staffing, and Capital Planning Assessment evaluates the Town of Estes Park’s current
operational structure, staffing capacity, maintenance systems, and CIP Planning structure to understand
the parks and open spaces system’s ability to maintain existing assets and support anticipated growth. The
assessment draws from staff interviews, stakeholder meeting findings, operational data, and review of the
Town’s budget and financial structure.
The Town’s Parks Division was originally formed to support a predominantly seasonal community. The
division was formally established in 2005 with the construction of the current Parks maintenance facility,
when park operations separated from the Streets Division. Today, that same structure is serving a higher
intensity of park use year-round, with growing local use and increasing visitor activity each year. As a
result, the Town’s parks and open spaces system are experiencing increased daily operational demands.
A wider array of expectations in types of park operations also strains resources, such as intensity of events
at sites like Bond Park and Performance Park, high expectations for downtown beautification, flood and
drought adaptation, snow removal, and interactive and art exhibit maintenance. Additionally, many of
these parks and walkways were not originally designed to accommodate current levels of visitation and
programming intensity. This has resulted in increased maintenance demands, a wear on assets, and more
operational coordination.
The following assessment is organized into the following sections:
1. Organizational and Staffing Capacity
2. Operations and Maintenance Systems
3. Capital CIP Planning Approach
4. Key Findings Overview
1. Organizational and Staffing Capacity
The Parks Division operates within the Town’s Public Works Department and is overseen by the Parks
Supervisor. The division functions alongside other Public Works service areas, including Streets,
Engineering, and Parking and Transit.
Public Works Organizational Chart
Town of Estes Park: Parks and Open Spaces Plan
2 | Appendix C: Operations, Staffing and Capital Planning Assessment
Current Staffing Structure
The Parks Division currently operates with:
• (1) Parks Supervisor
• (4) full-time Parks Division staff
• Approximate full-time equivalent staffing (~10.5 Full-Time Equivalent (FTE) annually, including
seasonal staff)
• No part-time positions
• Up to 15 seasonal employees (historically capped at ~11 due to recruitment challenges)
• Seasonal employees typically work up to 40 hours per week for approximately five months or 3 to
4 months for college seasonal staff (~0.5 FTE)
• Volunteer support including (1) full-time volunteer assisting with tree maintenance and
approximately (5) part-time volunteers assisting with graffiti and trash removal, contributing an
estimated 2,000 to 3,000 hours annually.
• Work schedule of 7:00a - 3:30p, Monday through Friday (approximately 40 hours per week), with
weekend response as needed
• Weekend response and snow on-call responsibilities during winter
The number of staff have remained relatively consistent over time. Staffing levels indicate that the Parks
Division had four full-time employees in 2006, increasing to five full-time employees by 2011, and
remaining at that level today. However, staff noted that operational demands have increased significantly
as Estes Park has shifted from a predominantly seasonal community to a year-round destination. While
winter is typically a slow period for larger maintenance projects, staff indicate that year-round visitation
Town of Estes Park: Parks and Open Spaces Plan
3 | Appendix C: Operations, Staffing and Capital Planning Assessment
has reduced the seasonal downtime. Staff typically use the winter period for equipment maintenance,
licensing renewals, certifications, and continuing education.
Available labor data indicates that overtime hours and costs fluctuate annually, but recent trends show an
increase, with 2025 reflecting the highest recorded overtime hours and costs in the available dataset. This
suggests that operational demands are increasingly being absorbed through extended staff time rather
than additional full-time staffing capacity. Table 1 shows the overtime trends over the past four years.
Table 1 Overtime trends 2022-2025
Year Overtime
Hours
Overtime
Cost
2022 441.2 $16.6K
2023 209 $8.9K
2024 282 $12.6K
2025 490.5 $21.4K
Source: Town of Estes Park, Workforce Labor Cost and Overtime Reports (2022 –2025)
Roles and Responsibilities
Based on staff interviews, focus group discussions, and facilitation findings, the current team performs the
following specialized roles:
• Arboriculture (Specialized): There are two staff members with arborist certifications that manage
street tree pruning and urban canopy maintenance.
• Horticulture (Specialized): Installation and maintenance of approximately 20,000 annual plantings,
mulching, and downtown aesthetics.
• Irrigation management (Technical): Responsible for downtown irrigation systems, including
watering flower beds and turf system maintenance. While irrigation requires technical knowledge,
watering tasks are supported by staff as part of routine park maintenance activities.
• Turf management (General Maintenance): Requires care at high-use parks such as Bond Park
includes aeration, fertilization, mowing, weed control, and event recovery/cleaning.
• Noxious weed management (Technical / Environmental): Involves pulling, spraying, and mowing
on Town-owned lands and easements.
• Snow removal and sweeping (General Maintenance): Provides removal of snow or debris
sweeping on trails, Town-owned sidewalks and select parking areas.
• Hardscape maintenance (General Maintenance): Repair and aging infrastructure upkeep (pavers,
trash receptacles, site elements) are handled by parks staff.
Many of these roles require staff to have and maintain specialized skills sets, technical knowledge, and
professional certifications across multiple responsibilities throughout the year. While the current Parks
Division staff can manage day-to-day park maintenance responsibilities, the Town’s evolving parks and
open spaces system requires increasing attention to more specialized management functions. Currently,
job titles are formally identified as “Parks Maintenance Worker/Supervisor.” “Maintenance worker,”
however, is not an apt description of the specialized roles the crew collectively performs and better
identification of their roles going forward would be useful.
Feedback from focus groups and the community survey indicated that residents and visitors perceive
parks and open spaces as well maintained. Survey responses rated cleanliness and maintenance,
vegetation, and trail systems as the highest performing amenities. Focus group discussions highlighted the
importance of maintaining the Town’s natural character, scenic quality, and downtown aesthetics.
Additional feedback indicated managing event impacts at high-use parks, and balancing park maintenance
with stewardship of the Town’s natural landscapes and wildlife habitat. Overall responses noted growing
Town of Estes Park: Parks and Open Spaces Plan
4 | Appendix C: Operations, Staffing and Capital Planning Assessment
pressure on park infrastructure due to increased visitation, with comments identifying needs for improved
amenities, seating, accessibility, and continued maintenance as usage increases.
Maintenance Concerns/Issues:
Focus group conversations including Parks Division staff and interviews with supervisors identified several
trends in Town staffing capacity:
• The shift from seasonal to year-round visitation has eliminated traditional winter downtime.
• Spring recovery requires increased labor due to ongoing winter use.
• There is an increase in the scale and frequency of events and festivals, particularly at Bond Park
and Performance Park.
• Parks staff handle post-event maintenance and turf repair.
• Seasonal staff recruitment is challenging, and weekend coverage is not always consistent.
• Open space management and security responsibilities are primarily managed by a single staff
member.
• Watering demand has become more intensive with hotter and dryer summers.
• Wildlife destruction of plant materials creates staff frustration and cost.
• Many of the staff responsibilities extend beyond parks and open spaces, including parking lot
maintenance and support for road plowing in winter.
• Degradation of aging walkways, irrigation systems, and plant materials contributes to ongoing
maintenance needs
• Satellite shops or storage for equipment would make service more efficient (i.e. Water filling spots
and trail maintenance)
• Open Space properties are not getting enough attention for noxious weeds management, wildfire
mitigation, erosion control, garbage dumping, etc. and other potential hazards that are lower
priority until it is a major issue.
• Visitor education about wildlife interactions becomes an issue for Parks Division staff, who are
often visible in the downtown area where conflicts arise.
Organizational Gaps
As the parks and open spaces system continues to support year-round visitation and growth, and
increased use capacity, several gaps were identified that could strengthen long-term operational
efficiency. These observations are based on staff interviews, focus group discussions, and an operational
assessment. Based on discussions with Town staff, the Parks Division has not previously conducted formal
benchmarking of maintenance staffing levels against comparable communities, or developed long-term
projections for staffing needs as the system grows.
Open Space/Natural Areas Maintenance and Enhancement
Town-owned open space sites, natural areas within parks, and alpine plant materials require ecological
knowledge of alpine environments and natural resources management for maintaining and completing
enhancement projects. Staff must have skillsets in noxious weeds and invasive species control, creating
resilient landscapes and forest and waterway health (wildfire mitigation, flood mitigation, drought
adaptation, water quality, etc.), enhancing wildlife habitat, pest manageme nt, and managing visitor
conflicts.
Currently, upkeep of these areas is limited due to staff capacity and training. One staff member is assigned
ongoing trash clean up and some noxious weed management. Volunteers might provide additional support
for activities such as tree care and cleanup efforts.
Event Impacts and Management
High-use parks such as Bond Park and Performance Park experience increased turf wear and site impacts
associated with frequent events. There is a need for a more formalized structure that aligns event use with
Town of Estes Park: Parks and Open Spaces Plan
5 | Appendix C: Operations, Staffing and Capital Planning Assessment
maintenance hours and weekend/evening work expectations. Currently there is no dedicated staffing
structure or direct event revenue allocation to support repairs.
Seasonal Workforce
There is a need for more seasonal staffing and a scheduling structure especially during high-demand times.
Currently, there is limited weekend availability and coverage during peak visitation. Recruitment and
retention of seasonal staff are also influenced by the availability of seasonal housing in the Estes Park area.
Capital Projects Involvement
Including the Parks Division in earlier design and engineering processes (like streetscape or trail projects)
would help better align long-term maintenance considerations with capital investment decisions.
Naturalist Educator
Wildlife interactions are constant in Estes Park. There is a need for partnership or dedicated Parks and
Wildlife or naturalist position to address wildlife interaction, elk management, and environmental
education needs.
Maintenance Tracking and Planning
Modernized digital systems for asset management, incident repair reporting, and maintenance
management software would aid the town in anticipating long-term costs and direct park support. The
Parks Division currently does not utilize a formal system for asset assessment or record-keeping to track
infrastructure conditions, anticipate replacement and repair schedules, or project long-term capital
maintenance costs. Management staff would require training to use these organizational and planning
tools.
2. Operations and Maintenance Systems
Maintenance Approach
The Parks Division manages a wide range of parks, open spaces, and downtown assets that require routine
and seasonal maintenance and respond to site conditions, seasonal demands, and event impacts. Based on
staff and focus group discussions, the system functions well on a day-to-day basis. While the staff have a
wide range of experience and specializations, there is a need for formalized maintenance standards.
Key Observations:
• Maintenance priorities shift seasonally based on irrigation, snow removal, and turf recovery.
• There is not a formalized replacement schedule for major assets (playgrounds, irrigation systems,
hardscape elements).
• Snow removal responsibilities include trails and Town-owned sidewalks, increasing winter
operational scope.
• Maintenance demands are heavily influenced by visitation and events rather than by typical
seasonal cycles.
Asset Management and Maintenance
The Town’s parks and open spaces assets include:
• High-use event spaces such as Bond Park and Performance Park
• Downtown flower beds and plant installations (approximately 20,000 annual plantings)
• Irrigation systems supporting turf, beds, and landscaped areas
• Playgrounds approaching 15 to 20 years in age
• Hardscape infrastructure including pavers, seating, trash bins, and pedestrian corridors
• Sculpture and artistic installations require specialized cleaning
Town of Estes Park: Parks and Open Spaces Plan
6 | Appendix C: Operations, Staffing and Capital Planning Assessment
• Trail systems require snow removal and seasonal upkeep
Focus group discussions noted an increased use at several locations like Bond Park, indicating these sites
were not originally designed for continuous weekend use at the current volumes. Performance Park was
identified as having long-term potential but also presents turf and maintenance challenges.
Other Observations:
• Spring recovery has become more labor-intensive due to year-round use.
• Event recovery activities fall to Parks staff.
• Open space lands require increasing management for trash, noxious weeds, and misuse.
• Aging infrastructure (pavers, trash cans, hardscape) requires ongoing repair rather than scheduled
replacement.
Facility Operations, Equipment and Workflow
In addition to staffing and maintenance, daily operations are influenced by facility layout, equipment
availability, and access to park assets across town. The following observations summarize facility and
workflow considerations affecting operational efficiency.
Key Observations:
• There is an existing maintenance building designed with the potential for expansion.
• Storage overflow requires temporary solutions (irrigation containers).
• UTV’s are limited, affecting watering and site mobility.
• A single ATV is used for pesticide application.
• There is no satellite watering or maintenance hub on the opposite side of town, increasing travel
time for trail and irrigation work.
• Equipment theft and vandalism, like hoses affect workflow.
3. Capital Planning (CIP) Approach
Operating Structure Overview
The Town of Estes Park’s parks and open spaces system are financially stable at the operating level. Day-
to-day maintenance and service needs are being met, and the Town can complete capital projects through
options like grant funding, open space tax allocations, and other funding methods. The Parks Division is
funded through the Town’s General Fund under the Public Works Department.. The current operating
budget supports staffing, supplies, and routine maintenance activities. This section considers how capital
investments are currently prioritized and how they align with long-term asset management, current
operations, and future system growth.
Key Observations:
• The parks operating budget currently supports routine maintenance.
• Capital projects are through the Town’s broader annual budgeting process rather than a dedicated
parks capital budget.
• The addition of a formalized replacement schedule for major assets (playgrounds, irrigation
systems, hardscape elements) is recommended to inform a long-term capital budget request.
• Capital projects compete annually with other municipal priorities.
• Open Space tax revenues (~$300,000 annually) are frequently directed toward land acquisitions
and trail development rather than long-term maintenance.
• Capital investment decisions are typically not tied to defined asset lifecycle schedules.
Town of Estes Park: Parks and Open Spaces Plan
7 | Appendix C: Operations, Staffing and Capital Planning Assessment
The Town’s parks and open spaces funding supports operations but is not structured to fund long-term
asset replacement, facility redesign, or staffing growth associated with increased year-round use.
Capital Planning Considerations
The Town’s parks and open spaces include aging infrastructure, high-use event spaces, irrigation systems,
playgrounds, and hardscapes that require ongoing investments. Additionally, there are increased
expectations for maintenance upkeep and expanded events and programming. The Town is well -
positioned to align capital investments with operational approaches.
Capital projects are currently implemented through the Town’s broader annual budgeting process rather
than a dedicated parks capital budget. Developing place-based master plans for key parks and large civic
areas such as the downtown core, Visitors Center area, and Fish Hatchery will help create detailed
understanding of future capital projects and costs, as well as assist in other funding strategies, such as
grant applications.
A Capital Improvement Program (CIP) structure might include opportunities to:
• Establish a lifecycle replacement schedule for major asset categories.
• Align capital investments with operational capacity and staffing structure.
• Differentiate between asset replacement and scheduled maintenance .
4. Key Findings Overview
• Staffing structure supports routine maintenance but has limited capacity for growth or expansion.
• High-use parks and event spaces experience increased wear.
• More natural resources and open space management are in high demand.
• Aging infrastructure would benefit from a defined replacement cycle.
• Capital funding is separate from operational planning.
• Facility layout and equipment distribution influence operational efficiency.
• Currently there is no dedicated asset management system in place.
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: David Greear, Public Works Director
Department: Public Works
Date: August 13, 2026
Subject: Micromobility Overview
Purpose of Study Session Item:
Present and discuss the existing provisions of the Estes Park Municipal Code governing
micromobility devices and identify potential improvements to better address the use,
operation, and regulation of these devices within the Town. The discussion will focus on
Chapter 9.18 – Micromobility Devices, under Title 9 of the Estes Park Municipal Code,
including potential modifications to existing regulations, permitted uses, and restrictions.
Town Board Direction Requested:
This presentation is intended to provide an overview of the existing code and identify
provisions that may warrant further discussion and potential revision. The goal is to
consider updates that better align the Municipal Code with the evolving range of
micromobility devices and their uses, including devices and emerging technologies that
may not be adequately addressed under the current regulations.
Present Situation:
A micromobility device (MD) is defined as a small, human-powered or electric-powered
transportation device, such as a bicycle, electric-assisted bicycle, scooter, etc., used to
transport people for recreational or point-to-point trips within public rights-of-way or
transportation easements.
The existing code may not adequately address certain types of devices currently in use
or emerging in the marketplace, including electric-assisted bicycles, service utility carts,
and other less common micromobility devices. Additionally, there may be opportunities
to update the regulations governing where and under what circumstances certain
micromobility devices may be operated within the Town’s public rights-of-way and
transportation easements.
Proposal:
Review and discuss Chapter 9.18 – Micromobility Devices under Title 9 of the Estes
Park Municipal Code. Provide staff with direction and input regarding potential revisions
to the code that would better reflect current micromobility devices, their uses, and the
challenges associated with their operation within the Town.
Based on the Board’s direction, staff may return to the Board of Trustees with proposed
code amendments for further consideration.
Advantages:
The discussion may provide the following benefits:
• Increase awareness and understanding of the various types of micromobility
devices currently in use and emerging technologies.
• Provide an opportunity for the Board of Trustees to offer input and direction
regarding potential improvements and updates to the Municipal Code.
• Help identify gaps or ambiguities in the existing regulations and areas where
additional clarification may be beneficial.
Disadvantages:
There are no anticipated disadvantages associated with discussing this study session
topic. Any potential impacts or concerns identified through the discussion can be
evaluated as part of any future consideration of amendments to the Municipal Code.
Finance/Resource Impact:
There are no financial or significant resource impacts anticipated at this time. Any
potential fiscal or resource impacts associated with future code amendments will be
evaluated as part of the development and consideration of proposed revisions.
Level of Public Interest:
The level of public interest is anticipated to be moderate due to the potential impacts of
micromobility regulations on the community, as well as residents and visitors who use
micromobility devices for transportation and recreational purposes.
Attachments:
1. Micromobility Overview Presentation
2. Example Draft changes to Chapter 9.18 – Micromobility Devices
Micromobility
Overview
•ESTES PARK MUNICIPAL CODE
•CHAPTER 9.18 – MICROMOBILITY DEVICES
Attachment 1
Definition:Micromobility device (MD) means any small, human or electric-powered
transportation solution such as a bicycle, electric assisted bicycle, scooter, EMS (electric mobility
scooter), EPAMD (segway), rollerblades, skateboard, or any other small, lightweight vehicle that
is being used to move persons for recreational or point-to-point trips within public rights-of-way
or transportation easements.
Micromobility Devices Attachment 1
In the United States, electric bicycles are categorized into a standardized three-
class system based on their top motorized speed and whether they use a throttle
or pedal-assist system.
E-Bikes
In Colorado, high-powered electric vehicles that exceed 750 watts of motor power, travel faster
than 28 mph, or lack functional pedals are not considered micromobility or standard low-speed
devices. Instead, they are legally classified as mopeds, electric motorcycles, off-
highway vehicles (OHVs), or "e-motos".
NOT Micromobility Devices
Definition: Toy vehicle shall mean any vehicle that has wheels and is not designed for use
on public highways or for off-road use. Toy vehicle includes, but is not limited to, gas-powered or
electric-powered vehicles commonly known as minibikes, “pocket bikes”, kamikaze boards, go-
peds, and stand-up scooters
Toy Vehicles
1.) Update the location restrictions for use of MD’s
2.) Require all users age 16 and younger to use a helmet
3.) Restrict the use of Class 3 e-bikes on all trails and sidewalks
4.) Allow limited commercial service utility cart (SUC) with permits
Proposed high level
changes for discussion:
It is unlawful to ride or operate a MD in the downtown area along high
pedestrian activity areas. The current policy is outdated (before the loop
project) and is proposed to be updated to reflect the restriction limits shown on
the map below.
Proposed Micromobility Restriction areas
Proposed Micromobility Restriction
language
9.18.065 – Helmet requirements for minors.
(a) Any person sixteen (16) years of age or younger operating or riding upon:
1.A bicycle;
2.An electric assisted bicycle;
3.An electric mobility scooter;
4.A skateboard; or
5.Any other micromobility device authorized under this Chapter
shall wear a properly fitted and fastened bicycle helmet meeting the standards established by the United States Consumer Product Safety Commission or
equivalent nationally recognized safety standards.
Proposed Helmet requirements for Minors
1.) All multi-use trails throughout the Town have existing 15mph speed limits posted.
2.) Enforcement of the trail speed limits is very difficult.
3.) Class 1 and 2 e-bikes are limited at 20 mph.
4.) Class 3 e-bikes are allowed up to 28 mph.
Proposed restriction on Class 3 e-bikes
Colorado statute is C.R.S. § 42-4-1412(14)(b) states: A person shall not ride a class 3
electrical assisted bicycle on a bike or pedestrian path unless: (I) the path is within a
street or highway; or (II) the local authority permits the operation of a class 3 electrical
assisted bicycle on a path under its jurisdiction.
Colorado separately provides that a person under 16 may not ride a Class 3 e-bike on a
street, highway, or bike/pedestrian path, although they may be a passenger on a Class
3 e-bike designed for passengers. And anyone riding a Class 3 e-bike who is under 18 must wear a helmet.
Nearby entities that specifically addresses and restricts Class 3 e-bikes on paved trails
include: Lyons, Loveland, Longmont, Fort Collins, and Boulder
Proposed restriction on Class 3 e-bikes
1.) Some hotels/resorts would like to allow use of utility carts on multi-use trails for the purposes of housekeeping and other operational support functions within adjoining properties
2.) A permit would be required with the following requirements:
- Only allowed to use on designated shared-use path segments immediately adjacent to the permitted property
-No more than 200’ beyond permitted property boundary
- Limited to housekeeping, janitorial services, linen transport, or maintenance support
- Carts will be electric powered only with a maximum speed of 8 miles per hour
- Shall have set operating hours such as 6:00am through 5:00pm
- Shall not be used for guest transport
- Carts must display a Town-issued permit decal
- Property owners must maintain liability insurance, demonstrate employee training, and submit a site plan identifying limits of use
Proposal to allow limited commercial
service utility cart (SUC) permits
Chapter 9.18 – Micromobility Devices
9.18.010 – Definitions.
(a) Bicycle means a device propelled by human power upon which any one (1) or more persons
may ride and which is composed of one (1) or more wheels. Bicycle includes unicycles,
tricycles, tandem bicycles, and pedicabs.
(b) Electric assisted bicycle means a vehicle having two (2) or three (3) wheels, fully operable
pedals, and an electric motor not exceeding seven hundred fifty (750) watts (one (1) horsepower)
of power, and conforming to one (1) of three (3) classes as follows:
(1) “Class 1 electric assisted bicycle” means an electric assisted bicycle equipped with a motor
that provides assistance only when the rider is pedaling and that ceases to provide assistance
when the bicycle reaches a speed of twenty (20) miles per hour.
(2) “Class 2 electric assisted bicycle” means an electric assisted bicycle equipped with a motor
that provides assistance regardless of whether the rider is pedaling but ceases to provide
assistance when the bicycle reaches a speed of twenty (20) miles per hour.
(3) “Class 3 electric assisted bicycle” means an electric assisted bicycle equipped with a motor
that provides assistance only when the rider is pedaling and that ceases to provide assistance
when the bicycle reaches a speed of twenty-eight (28) miles per hour.
(c) Electric mobility scooter (EMS) means a stand-up scooter with two (2) tandem wheels,
designed to transport only one (1) person, and that is powered by an electric propulsion system
having a top speed of no more than twenty (20) miles per hour.
(d) Electronic personal assistive mobility device (EPAMD or segway) means a self-balancing,
two (2) nontandem wheeled device that is designed to transport only one (1) person; solely
powered by an electrical propulsion system with an average power of seven hundred fifty (750)
watts (one (1) horsepower) with a maximum speed of less than fifteen (15) mph on a paved level
surface.
(e) Micromobility device (MD) means any small, human or electric-powered transportation
solution such as a bicycle, electric assisted bicycle, scooter, EMS, EPAMD, rollerblades,
skateboard, or any other small, lightweight vehicle that is being used to move persons for
recreational or point-to-point trips within public rights-of-way or transportation easements.
(f) Multi-use path means those publicly owned and maintained trails, paths, and rights-of-way
not less than eight (8) feet wide and designated as trails or paths in the Estes Park Master Trails
Plan, as amended and on file in the office of the Community Development Director and the
Public Works Director.
Attachment 2
(g) Roadway means that portion of a public road improved, designed, or ordinarily used for
vehicular traffic, and exclusive of that portion of a road designed for exclusive use of MDs or
pedestrians.
(h) Rollerblades means a pair of shoes or boots which have attached wheels and allows the
person wearing the boots to propel themselves along a surface. Rollerblades includes roller
skates and in-line skates.
(i) Sidewalk means the public pedestrian walkway commonly less than eight (8) feet wide,
generally parallel to and situated within the adjacent public street right-of-way, and maintained
by the adjacent private property owners.
(j) Skateboard means a device propelled by human or motorized power upon which any person
may ride, which is composed of one (1) or more wheels and upon which is mounted a flat board
or surface designed to carry one (1) person.
(k) Toy vehicle shall mean any vehicle that has wheels and is not designed for use on public
highways or for off-road use. Toy vehicle includes, but is not limited to, gas-powered or electric-
powered vehicles commonly known as minibikes, “pocket bikes”, kamikaze boards, go-peds,
and stand-up scooters except for EMSs as defined in this Chapter. Toy vehicle does not include
off-highway vehicles or snowmobiles.
(l) High pedestrian activity area means any sidewalk, plaza, trail, Riverwalk segment,
municipal property, or public space where significant pedestrian congestion exists or where
the Town has posted signage restricting or regulating micromobility device operation for
public safety purposes.
(k) Service Utility Cart (SUC) means a low-speed electric vehicle designed and used
exclusively for operational support of a lodging establishment.
9.18.050 – Riding in bicycle lanes, roadways,
and sidewalks.
(a) An MD may be operated in any bicycle lane or in the roadway. If no bicycle lane is available,
the MD may be operated on the sidewalk except where restricted by this Chapter.
Class 3 electric assisted bicycles shall not be operated on sidewalks or multi-use paths
unless specifically authorized by posted signage or administrative rule.
(b) Persons operating an MD on a sidewalk in accordance with this Chapter may not exceed a
speed of six (6) miles per hour and must yield to pedestrians at all times and shall provide an
audible warning when overtaking pedestrians when reasonably necessary for safety.
(c) Persons operating an MD on a multi-use path in accordance with this Chapter may not exceed
a speed of fifteen (15) miles per hour and must yield to pedestrians at all times.
(d) It is unlawful for any person to operate an MD on a public roadway, bicycle lane, sidewalk or
multi-use path at a speed greater than is reasonable and prudent under the conditions then
existing or in excess of the posted speed limit.
(e) It is unlawful for any person to operate an electric assisted bicycle or other motorized
micromobility device in a reckless manner or at a speed unsafe for existing pedestrian,
traffic, trail, weather, visibility, congestion, or surface conditions regardless of the posted
speed limit. (f) This Section does not apply to a uniformed Town, state, or federal employee
operating an MD while engaged in the discharge of his or her duties or to a police officer
operating an MD that is a marked or unmarked official police vehicle, while engaged in the
discharge of his or her official duties.
(g) It is unlawful for groups of ten (10) or more persons using MDs to operate as a group within
the Town on any public roadway, bike lane, sidewalk, or multi-use path.
9.18.060 – Restrictions.
It is unlawful for any person to operate and/or ride MDs in the following public areas:
(1) The Riverwalk from the pedestrian tunnel under US Highway 36 west to Spruce Drive.
(3) All of George Hix Riverside Plaza.
(4) All municipal parking lots and the parking structure (bicycles and electric assisted bicycles
excepted).
(5) Performance Park (bicycles and electric assisted bicycles excepted).
(6) Public sidewalks appurtenant to Elkhorn Avenue from Highway 36 to Spruce Drive.
No electric assisted bicycle, electric mobility scooter, EPAMD, or other motorized
micromobility device shall be allowed either ridden or walked on public sidewalks within
this area during the period beginning May 1 and ending October 31 between the hours of
10:00 a.m. and 10:00 p.m., except for mobility-impaired persons utilizing ADA mobility
devices. Non-motorized bicycles may be walked through the area but shall not be ridden.
(7) Public sidewalks appurtenant to Moraine Avenue from Elkhorn Avenue to West Riverside
Drive roundabout.
No electric assisted bicycle, electric mobility scooter, EPAMD, service utility cart (SUC) or
other motorized micromobility device shall allowed either ridden or walked on public
sidewalks within this area during the period beginning May 1 and ending October 31
between the hours of 10:00 a.m. and 10:00 p.m., except for mobility-impaired persons
utilizing ADA mobility devices. Non-motorized bicycles may be walked through the area
but shall not be ridden.
(8) The Town Administrator or designee may designate additional temporary or seasonal
high pedestrian activity areas where operation of electric assisted bicycles or other
motorized micromobility devices may be prohibited or restricted for public safety purposes
through signage or administrative order.
(9) The provisions of this Chapter limiting the use of MDs shall not apply to a person with a
mobility impairment caused by physical disability that uses the device to enhance that person's
mobility.
(10) It shall be unlawful for any parent, guardian, or any adult to authorize, assist, permit, or
encourage any minor to operate any MD in violation of the provisions of this Chapter.
(11) It shall be unlawful to operate any toy vehicle on any public roadway. Toy vehicles are
permitted on sidewalks and multi-use paths where MDs are allowed under these provisions.
9.18.065 – Helmet requirements for minors.
(a) Any person sixteen (16) years of age or younger operating or riding upon:
1. A bicycle;
2. An electric assisted bicycle;
3. An electric mobility scooter;
4. A skateboard; or
5. Any other micromobility device authorized under this Chapter
shall wear a properly fitted and fastened bicycle helmet meeting the standards established
by the United States Consumer Product Safety Commission or equivalent nationally
recognized safety standards.
(b) It shall be unlawful for a parent, guardian, or other responsible adult to knowingly
permit a person sixteen (16) years of age or younger to operate or ride upon a
micromobility device in violation of this Section.
(c) Failure to wear a helmet under this Section shall not constitute negligence per se and
shall not be admissible as evidence in any civil action.
9.18.075 – Limited commercial service utility
cart (SUC) permits.
(a) Purpose.
The purpose of this Section is to allow limited commercial use of service utility carts by
hotels, lodging establishments, and resorts for housekeeping, maintenance, and operational
support functions while protecting the safety of pedestrians and users of shared-use paths.
(b) Permit required.
It shall be unlawful for any person or business to operate a service utility cart on any Town
multi-use path, trail connection, or public sidewalk for commercial purposes unless
authorized by a valid permit issued by the Town Administrator or designee.
(c) Eligible uses.
Permits may be issued only for operational or support activities associated with hotels,
resorts, lodging establishments, or similar hospitality uses, including housekeeping,
janitorial services, linen transport, grounds maintenance, and internal guest service
operations.
(d) Authorized operating areas.
A permit issued under this Section shall specify the approved routes, crossings, shared-use path
segments, operating hours, and any location-specific restrictions deemed necessary for public
safety.
Operation shall be permitted only:
(1) On private property under common ownership or control by the permitted lodging
establishment;
(2) On designated shared-use path segments immediately adjacent to the permitted property
when expressly authorized by permit;
(3) No more than two hundred (200) linear feet beyond the permitted property boundary
measured along the approved travel route; and
(4) Such authorization shall not permit crossing or operation on arterial roadways, state
highways, sidewalks within restricted pedestrian zones identified in Section 9.18.060, or any
other area specifically prohibited by administrative rule.
(e) Operating restrictions.
Any service utility cart operating under this Section shall comply with the following
requirements:
1. Operation shall be limited exclusively to housekeeping, janitorial services, linen
transport, maintenance support, and similar operational functions serving a permitted
lodging establishment;
2. Service utility carts shall be electric powered only;
3. Maximum operating speed shall not exceed eight (8) miles per hour on shared-use paths
and six (6) miles per hour when crossing or operating adjacent to pedestrian-dense areas;
4. Operators shall yield the right-of-way to all pedestrians, bicyclists, and micromobility
users at all times;
5. Service utility carts shall provide an audible warning when overtaking path users where
reasonably necessary for safety;
6. Operation shall be limited to the hours of 6:00 a.m. through 5:00 p.m. unless otherwise
authorized by permit for emergency operational purposes;
7. Service utility carts shall not transport guests or function as public or private passenger
transportation;
8. Service utility carts shall not tow trailers or equipment unless specifically authorized by
permit;
9. Service utility carts shall display a Town-issued permit decal or identification number in
a clearly visible location;
10. Service utility carts shall be equipped with front and rear lighting if operated during
reduced visibility conditions;
11. Operators shall comply with all permit conditions and any posted restrictions.
(f) Insurance and safety requirements.
As a condition of permit approval, the applicant shall:
1. Maintain liability insurance in amounts established by administrative rule;
2. Demonstrate employee training regarding safe operation and shared-use path etiquette;
3. Maintain a current inventory of permitted vehicles; and
4. Submit a site plan identifying approved routes and operational staging areas.
(g) Revocation or suspension.
The Town Administrator or designee may suspend or revoke a permit for violation of this
Chapter, unsafe operation, repeated complaints, or operation inconsistent with permit
conditions.
(h) Administrative rules.
The Town Administrator may establish administrative rules governing permit applications,
vehicle specifications, seasonal limitations, approved routes, safety equipment, operating
hours, employee training, signage, insurance requirements, and operational practices
necessary to protect public safety and minimize conflicts on shared-use paths.
Town Clerk <townclerk@estes.org>
Suggestions for Town Board Study Session - Micromobility Overview
1 message
Christy A. Jacobs <cj@ap-tm.com>Mon, Aug 24, 2026 at 8:37 AM
To: Gary Hall <ghall@estes.org>, Kirby Hazelton <khazelton@estes.org>, Mark Igel <migel@estes.org>, Frank Lancaster
<franklancaster@estes.org>, Bill Brown <bbrown@estes.org>, "chriseshelman@estes.org" <chriseshelman@estes.org>, "jmieras@estes.org"
<jmieras@estes.org>
Cc: Town Clerk <townclerk@estes.org>
Dear Mayor and Trustees,
I appreciate the Town Board holding a Study Session Tuesday, August 25th, to discuss the growing safety concerns involving e-
bikes, electric and non-electric scooters, bicycles, and other electric mobility devices in Estes Park.
I believe this is an important and timely discussion. My hope is that the Study Session results in comprehensive ACTION ITEMS,
rather than relying primarily on education and voluntary compliance.
Education is important, but education alone does not address excessive speeds, unsafe passing, poor visibility, sidewalk
conflicts, high-powered electric devices, or repeated disregard of tra ffic and pedestrian-safety rules.
Other Colorado mountain communities, including Aspen, Vail, Eagle, Steamboat Springs, Breckenridge/Summit County, and
Durango, have implemented various combinations of speed restrictions, dismount zones, helmet requirements, lighting
requirements, restrictions by e-bike classification, signage, and enforcement.
I respectfully ask the Town Board to consider discussing the following:
Enforceable speed limits for bicycles, e-bikes, e-scooters, and similar devices on the Riverwalk and other shared-use
paths, with consideration of a 10–15 mph maximum depending upon location.
Lower speeds in heavily congested pedestrian areas, potentially 5 mph or walking speed.
“Walk Your Wheels” / dismount zones in heavily congested downtown and pedestrian areas, including inside
all stores, especially grocery stores.
Yes, I was almost ran over by a girl and her scooter.
Helmet requirements for minors, and strong helmet recommendations for all riders.
White front lights and red rear lights at all times. Not just during darkness and reduced-visibility conditions.
A “Be Safe — Be Seen” visibility campaign encouraging bright-colored or fluorescent clothing during the day and bright-
colored reflective clothing or reflective safety vests at dawn, dusk, nighttime, and during poor visibility.
Reflective material that makes a rider visible from the front, rear, and sides, not merely a small reflector on the bicycle.
Pedestrians having the right-of-way on shared-use paths and in pedestrian areas.
Requiring or strongly promoting an audible warning or bicycle bell when passing pedestrians or slower riders.
Clear rules against reckless riding, weaving through pedestrians, unsafe passing, racing, and excessive speed for
conditions.
Restrictions on cellphone use while operating bicycles, e-bikes, and electric scooters.
Clear identification and enforcement of the differences between Class 1, Class 2, and Class 3 e-bikes.
Consideration of whether Class 3 e-bikes, capable of assisted speeds up to 28 mph, should be restricted from certain
heavily used pedestrian/shared-use areas.
Clear differentiation between legal e-bikes and high-powered electric motorcycles/e-motos, including Surron-type
vehicles and modified e-bikes.
Police verification and appropriate enforcement when a device's speed, motor wattage, or modifications cause it to fall
outside Colorado's legal definition of an e-bike or electric scooter.
Enforcement of existing registration, driver's-license, and insurance requirements when an electric device legally falls
into a vehicle classification requiring them.
Town Attorney review of whether Estes Park could legally establish an identification, permit, or decal program for certain
higher-speed electric devices, without conflicting with Colorado law.
Specific regulations for electric scooters and other personal electric mobility devices , rather than assuming every electric
device should be treated as a bicycle.
Requirements for e-bike and e-scooter rental businesses to clearly identify the class and maximum assisted speed of their
equipment and provide customers with basic Estes Park safety rules.
Public Comment Received 2026-08-24
Highly visible and consistent safety signage at the Riverwalk, shared-use paths, downtown pedestrian areas, parks,
parking areas, major intersections, and rental locations.
Targeted police/ranger enforcement at known problem locations and during peak visitor periods.
Consideration of radar or other speed enforcement on shared-use paths, where legally appropriate.
Progressive enforcement using education and warnings when appropriate, while allowing citations for dangerous
behavior, serious violations, and repeat offenders.
Collection of data involving e-bike/e-scooter crashes, pedestrian conflicts, complaints, warnings, citations, speeds,
injuries, and problem locations so future Town policy is based upon actual local experience.
Review of dangerous intersections, blind curves, narrow shoulders, poorly illuminated areas, and heavily traveled
bicycle/pedestrian corridors to determine whether physical safety improvements are also needed.
I would particularly encourage the Board to look at what Aspen, Vail, Eagle, Steamboat Springs, Breckenridge/Summit County,
and Durango are already doing. Estes Park does not have to reinvent the wheel. We can learn from other Colorado mountain
and tourism communities that are dealing with many of the same issues.
I also believe visibility needs to be part of this conversation.
Motorists cannot react to a pedestrian, cyclist, e-bike rider, or scooter rider whom they cannot reasonably see in time. Dark
clothing can make someone extremely difficult to see at dawn, dusk, nighttime, in shadows, or during poor weather. Bright-
colored clothing, reflective material, reflective safety vests, and proper lighting are inexpensive safety measures that can help
prevent a serious accident.
This should not be framed as motorists versus bicyclists, e-bike riders, scooter riders, or pedestrians. Everyone using our roads
and pathways has a responsibility for safety.
Most importantly, I hope the Study Session answers the question:
What specific ACTION ITEMS will come from this discussion?
Education should certainly be part of the solution, but I hope the Town will consider a comprehensive approach that includes
education, visibility, engineering, clearly defined rules, and meaningful enforcement.
With Estes Park's significant visitor population, congested downtown, shared pedestrian pathways, narrow roads, and increasing
use of electric mobility devices, I believe being proactive now is far preferable to waiting for a serious or fatal accident to
demonstrate that stronger measures were needed.
Thank you for considering these suggestions and for addressing this important public-safety issue.
Respectfully,
Christy Jacobs
cj@ap-tm.com
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
From: Town Administrator Machalek
Department: Town Administrator’s Office
Date: August 25, 2026
Subject: Downtown Plan Approach and Funding Mechanisms
Purpose of Study Session Item:
Review 2018 Downtown Plan, discuss three different levels of continued Town
participation in implementation, and review potential funding mechanisms for
implementation.
Town Board Direction Requested:
• The 2018 Downtown Plan is almost halfway through the anticipated vision
timeline (20 years). Are the core intent and contents of the Downtown Plan still
valid?
• Which, if any, of the three different options of continued Town participation in
implementation does the Board favor advancing to conversations/engagement
with Downtown businesses?
• Which, if any, funding mechanisms would the Board be interested in exploring
further (contingent on continued Town participation in implementation)?
Present Situation:
The Town Board approved the Downtown Plan on January 23, 2018. The Plan’s
purpose is to document a community vision for the future of the Plan Area over the next
20 years and beyond. Some elements of the Plan have been implemented while others
remain incomplete. The 2026 Town Board Strategic Plan contains an objective to
“[w]ork with the Estes Chamber of Commerce and Downtown businesses to evaluate
implementation options for the Downtown Plan.”
Town staff met with staff from the Estes Chamber of Commerce in late January to
discuss this objective and the Downtown Plan. The group agreed that it was important
for the new Town Board to have a chance to review the Downtown Plan and the current
status of implementation prior to engaging with the Downtown business community in
the fall and early winter of 2026.
A summary of implementation actions completed or in the works, as well as
implementation efforts that have not yet begun, is attached for reference. The Chamber
has also produced a summary of the Plan for engagement purposes, also attached for
reference.
Proposal:
Staff have developed three options for continued implementation of the Downtown Plan
to aid in the Town Board’s discussion and future engagement efforts. The options cover
the spectrum from low Town involvement (Passive), through moderate Town
involvement (Supportive), to high Town involvement (Active). Any combination of these
options, or halting implementation entirely, are also choices available to the Town
Board. Ultimately, staff will use feedback on these options to inform engagement efforts
with the Downtown business community this fall and winter.
Passive Option (Low Town Involvement)
• Summary
o The Town’s role in proactively implementing the Downtown Plan is
complete and no further proactive efforts will be made to implement the
plan.
• Activities Under this Option
o Community Development will continue to refer to the Downtown Plan as a
guiding document when reviewing development proposals in the Plan
Area.
o The Town will continue to construct and maintain public infrastructure that
serves critical needs (e.g. stormwater improvements, Street Improvement
Plan efforts, and utilities maintenance).
• Advantages
o Public infrastructure improvements and maintenance continue
o Minimizes disruption from public construction
• Disadvantages
o Minimizes investment in Downtown enhancements of any kind
o Likely to leave significant portions of the Downtown Plan unimplemented
Supportive Option (Moderate Town Involvement)
• Summary
o The Town will focus on small-scale public enhancements as set forth in
the Downtown Plan but will not lead efforts to implement the Plan or
create a Downtown Partnership. The Town will react to private efforts to
advance the plan on a case-by-case basis.
• Activities Under this Option
o All activities under the Passive option
o The Town will proactively invest in small-scale public infrastructure needs
that support the implementation of the Downtown Plan (e.g. streetscape
enhancements, plaza/open space enhancements, and wayfinding)
o The Town will act as a participant in discussions of a Downtown
Partnership if the Downtown business community is interested but will not
lead the effort.
o The Town may facilitate the creation of a Downtown Development
Authority (DDA), Urban Renewal Authority (URA), and/or any other
available improvement funding mechanism if desired by the Downtown
business community.
• Advantages
o Public infrastructure enhancements and maintenance will continue on a
small scale, potentially with enhanced funding.
o Town investments in small-scale projects deliver value with less
construction disruption than large-scale projects.
• Disadvantages
o Some of the more ambitious efforts envisioned in the Downtown Plan are
unlikely to occur (e.g. Town Hall mixed-use redevelopment, Wiest Drive
realignment, and Post Office Parking Lot mixed-use redevelopment).
o Any construction in the Downtown will have some level of impact on
adjacent properties and businesses.
Active Option (High Town Involvement)
• Summary
o The Town will move forward with the full implementation of the Downtown
Plan, including significant investments in mixed-use redevelopment and
larger infrastructure projects.
• Activities Under this Option
o All activities under the Passive and Supportive options
o The Town will proactively explore larger public-private redevelopment
efforts and larger-scale infrastructure projects (e.g. Town Hall mixed-use
redevelopment, Post Office Parking Lot mixed-use redevelopment, and
east Cleave Street extension).
o The Town will lead the effort implement the Downtown Plan, create a
Downtown partnership, and establish a Downtown Development Authority
or other similar financing mechanism.
• Advantages
o Continued implementation of the original 2018 Downtown Plan vision and
significant investment in the enhancement of the Downtown core
o Potential for additional parking, retail, and housing capacity
• Disadvantages
o More intensive construction in the Downtown is likely to have more
significant impacts on adjacent properties and businesses.
o The cost of the improvements envisioned is high and there are no “zero-
impact” financing options.
Advantages:
• Clear direction from the Board will allow staff to work with the Chamber to
engage the Downtown business community this fall and early winter.
Disadvantages:
• There is unlikely to be a single option favored by all Downtown stakeholders. Any
selected approach, including doing nothing further with the Plan, will likely have
opposition.
Finance/Resource Impact:
See Attachment 2 (Funding Mechanism Summary) for a high-level summary of the
following funding options available for implementation:
• Town Funds
• Downtown Development Authority (Recommended approach in Downtown Plan
o Tax Increment Financing – Sales Tax
o Tax Increment Financing – Property Tax
o Mill Levy
o Operational Revenue
• Urban Renewal Authority
o Tax Increment Financing – Sales Tax
o Tax Increment Financing – Property Tax
• Business Improvement District
o Mill Levy
o Rates and charges for services or improvements
o Special assessments on benefitted property
• General Improvement District
o Mill Levy
o Special assessments on property within district
o Fees, rates, tolls, and charges for the use of facilities provided by the
district
• Special Improvement District
o Special assessments levied against individual properties benefited by the
improvement
Level of Public Interest:
High
Attachments:
1. Summary of Implementation Actions to Date
2. Estes Chamber of Commerce Summary of Downtown Plan
3. Funding Mechanism Summary
4. 2018 Downtown Plan
Summary of Implementation Actions to Date
Completed
•Public
o Maintain key governmental institutions Downtown (p. 19)
o Building height increased to 42 feet with modest design standards (p. 38)
o Wayfinding signage installed Downtown (p. 42)
o Cleave Street redesigned and rebuilt (p. 56)
o Downtown Estes Loop (p. 69 and 91)
o Big Thompson capacity and access enhancements (p. 70)
o Adopted a Town Complete Streets Policy – Policy 851 (p. 89)
o Easy-to-understand route maps and schedules created for transit (p. 95)
o Transitioned to consolidated parking management model (p. 100)
o Identified Big Horn Lot as a desirable and viable location for future addition of
parking infrastructure (p. 105)
o Implemented floodplain regulations (p. 114)
o Improved water mains in Downtown (p. 118)
o Trailblazer Broadband available Downtown (p. 119)
o Stormwater funding source secured through 1A (p. 120)
o Provided the Estes Arts District with financial support (p. 133)
•Private
o Incremental Elkhorn Avenue and Cleave Street development (p. 59)
o Incremental Moraine Avenue development (p. 73)
o Established Downtown Estes Park as a State-certified Creative District (p. 132)
In Progress
•Public
o Community Development uses the Downtown Plan as a reference (non-
regulatory) document when reviewing new development proposals in the Plan
area.
o Identify desirable and viable locations for future addition of parking infrastructure
(p. 105)
o Floodplain regulations (p. 114)
o Stormwater improvements (p. 120)
o Support the Estes Arts District (p. 132)
•Private
o Elk Horn Lodge redevelopment (p. 49)
o Incremental Elkhorn Avenue and Cleave Street development (p. 59)
o Incremental Moraine Avenue development (p. 73)
o Potential vehicular connection from West Elkhorn Avenue to Moraine Avenue (p.
93)
Attachment 1
Estes Park Downtown Plan
Est. 2018
- Notes from July 2025 -
Chapter One - Introduction
●Background
○2015 Colorado Dept. of Local Affairs awarded a planning grant from the
State Energy and Mineral Impact Fund to prepare a Downtown Plan
○Intended for documentation of a community driven vision over the next 20
years
○Planning process happened in 2017 and 2018
●Setting
○Plan area is located in the North-Central portion of the town, just west of
Lake Estes
■Generally included properties fronting Elkhorn Ave, Big Thompson
Ave, Cleave St and Moraine Ave
●Plan Purpose
○Serves as a framework and guide for future decision making related to
private development and public improvements
●Plan Administration
○Formally adopted 1/23/2018
○Overtime, the plan may require updates based on new info, a changing
economy or other factors
○All changes must be formally adopted by the Town Board
●Implementation Considerations
○Balance vision with practicality
○Plan for changing conditions
○Pursue partnerships
●Planning Assumptions and Regional Trends to consider
○Regional Growth - population is projected to grow significantly in the next
20 years
○Increased housing demand
○National Park Visitor Patterns
○Flood impacts
●Resilience and the Downtown Plan
○Resilience is addressed by promoting policies that facilitate the
community’s ability to prepare for, respond to and recover from short and
long term shocks
■Environment
Attachment 2
■ Economy and fiscal health
■ Social networks
Chapter Two - Community Process
● Downtown Plan Outreach
○ Downtown Plan Steering Committee (DPSC) - met monthly and all
meetings were open to the public
■ Established by Board of Trustees on October 13th, 2015
■ 10 volunteer members appointed by Town Board
■ Primary Roles
● Provide guidance to the project and ensure ample public
participation
● Review and provide feedback on process content and plan
● Serve as a link to the community by spreading news about
the project
● Provide a venue for public input at meetings
○ Technical Advisory Committee (TAC)
■ Provided technical assistance
■ Town staff and outside agencies (i.e. Estes Valley Fire Protection)
○ Outreach Methods
■ Mailings, press releases, flyers, property notifications, project
website, staff promotions/interactions, surveys
● Key Events and Activities
○ Community Workshop #1
■ February, 2017
■ 45 community members
■ Engaged in exercises to identify assets and critical issues with
downtown
○ Community Workshop #2
■ April, 2017
■ Multi-day
■ Reviewed preliminary downtown policies generated by town staff
and consultant team
○ Community Workshop #3
■ September, 2017
■ Open-House to present Draft Downtown Plan
■ 70 people
● Adoption Process
○ Officially adopted January 23, 2018
■ Town Board Study Session (presented December 12th, 2017)
■ Town Board Adoption Hearing (January 23rd, 2018)
Chapter Three - Plan Vision
● A vision for Estes Park
○ ‘A Place Like No Other ’
■ Design integrates build with natural
○ ‘A Complete Community’
■ Healthy mix of everything
○ ‘Where Water is an Asset’
■ Best place to experience rivers
○ ‘A Place With its Own Story’
■ 1st gateway community to Rocky Mountain National Park (RMNP)
○ ‘Easy to Access’
■ Ample Transportation and circulation
○ ‘One Place with Many Parts’
■ Distinct districts
● Overarching Principles
○ Economic Vitality
■ Create a strong and diverse year-round economy that extends
beyond ‘tourist season’
■ Leverage the strong growth along the Front Range
■ Strategically invest in infrastructure to incentivize private investment
■ Create a coordinated management program
● Collaboration and expansion of service
○ Community Character
■ Celebrate downtown as the civic center of the community
■ Keep downtown’s character ‘Distinctly Estes Park’ - ‘The Gateway
to the Rockies’
■ Use land efficiently
■ Prioritize placemaking (elements that generate activity)
■ Nature as a part of the Downtown experience
■ Supports the Arts
○ Circulation and Access
■ Expand downtown connectivity and links to abutting neighborhoods
■ Prioritize bicycle and pedestrian circulation
■ Make parking and transit facilities accessible through education and
branded visibility
■ Manage RMNP visitor traffic
■ Create effective wayfinding systems
■ Reduce congestion to enhance the user experience
○ Resilience
■ Make Downtown more resilient to flooding
■ Address resilience in circulation
● Need redundancies that are adaptive to closures
■ Address resilience in land use (placemaking)
■ Address resilience through culture and art
● Inclusive and diversifying features
Chapter Four - Concept and Framework
● Downtown Concept
○ Four Sub-areas
■ Arts and Culture (W. Elkhorn)
■ Downtown Core (E. Elkhorn)
■ Artisan and Craft (Riverside Dr)
■ Community Services and Tourism Hub (Big Thompson Ave)
○ Downtown Character Areas (Series of unique subareas)
■ Promotes the development of distinctly different neighborhoods
(use and physical appearance)
○ Streets as Public Space
■ Downtown streets should accommodate all users (pedestrian, bikes
and vehicles)
■ Promote social interaction
● This includes Cleave, Weist and parts of W. Elkhorn
○ River Access and Flood Mitigation
■ Floodway improvements
● Multi-use trails
● Trail underpasses
● Terraces that overlook rivers
● Places to ‘engage with the water ’ (i.e. entry points for
fishing/kayaking)
○ Coordinated Active Transportation: Designed to reduce dependence on
auto travel by making walking and biking more appealing and accessible
■ Expand sidewalk width
■ Multi-use trails
■ Filling public riverwalk connectivity gap throughout town
■ Installing on-street bicycle facilities
○ Crossing Improvements
■ At-Grade
● Improved crosswalks
● Pedestrian refuge islands
● Crossing tech improvements
● Bulbouts to shorten cross-distance
■ Grade-Separated
● Underpasses
● Bridges for pedestrians and bikes
○ Gateways: Physical design elements that establish a visual entry to
Downtown.
○ Community Focal Points: Physical identity of area
■ Park Theatre, Town Hall Area, Elkhorn Lodge, Bond Park,
Performance Park, Knoll-Wilows Open Space, Visitor Center Area,
Riverwalk and Plaza
● NEW - W. Elkhorn Ave and Cleave St
○ Connectivity: Multi-modal
■ Transit circulation (through all four character areas)
■ Vehicular (more than the loop)
○ Bicycle Circulation
■ Off-street facilities
● Multi-use paths or bikeways
■ On-street facilities
● Bike lanes and shared routes
○ Open Space System
■ Plazas
■ Parks
■ Pocket Parks (small, vacant lot or irregular piece of land)
■ Linear Open Spaces (parkways, greenways or river walks)
■ Natural Open Spaces (i.e. Knoll-Willows)
■ Streets as Open Space
■ Temporary Open Spaces
○ Public Art
■ Remove regulatory barriers to the arts
■ Engage local artists
■ Support downtown arts events
■ Support temporary art installations
■ Incentivize the arts (i.e. land use code permits art to count towards
a development’s landscaping requirement)
■ Encourage uses and building types that support the arts community
(i.e. mixed use buildings, shipping containers)
■ Infuse art into the Downtown fabric
○ Building Height and Scale (max 2 - 3 stories Downtown - may go up to 4
stories case-by-case basis)
■ Upper Story Articulation
● Step backs
● Height variations
● Strategic location of 3-story components
○ Priority Edges: Public realm elements are maximized when they are
located next to a feature that keeps them vibrant and in use
○ Wayfinding (coordinated signage system)
■ Gateway signs
■ Pedestrian directional signs
■ Pedestrian kiosks
■ Pedestrian interpretive signs (educational components)
Chapter Five - Character Areas
● Character Area #1 - Arts and Culture
○ Public Realm
■ W. Elkhorn
● On-street parking, curbless road, lighting for safe nighttime
multi-modal travel
■ Flood mitigation
○ Private Realm
■ General Development is informal and has natural character
■ Landuse: lodging, multifamily housing, offices, artists studios,
commercial condos/other creative space, retail and recreation
○ Elkhorn Lodge (Celebrates historic significance)
■ Engages Fall River
■ Access to Elkhorn. Lodge should be realigned to create a
perpendicular entry across from Filby Ct. Formal intersection.
○ W. Park Art and Design Center
■ Redeveloped with Art and Housing
● Character Area #2 - Downtown Core (cultural and civic heart of the plan area.
Activities, restaurants and shops)
○ Public Realm
■ Civic Green
■ W. Elkhorn Ave
■ Weist Drive
■ Cleave Street
■ Downtown Core Bike/Pedestrian Loop
○ Private Realm
■ General Development = active street edge, new resident housing
and architecturally diverse combo of new and renovated buildings
■ Land use: retail, office, residential, hotel, studios/creative space,
institutional/civic, recreational/open space
● Character Area #3 - Artisan and Craft Industries (able to do more now that loop is
complete)
○ Public Realm
■ Baldwin Park - redesigned with lowered benched area that
increases flood capacity but is generally dry. I.e. performance ‘pads’
■ Moraine Ave/Riverside Drive Couplet - buffered bike lanes or
protected on-street parking and widened sidewalks
■ Big Thompson River Edge enhancements - expand flood capacity
with a combination of channel widening, benching of adjacent
green space and lowering Baldwin Park
○ Private Realm
■ Support small scale craft production alongside retail, housing, office
and other uses in single and mixed use buildings
■ General Development = mix of traditional and contemporary
buildings. Buildings are encouraged to be built to the back of
sidewalk
■ Picadilly Square - mixed use, flood resilience features, public
parking and well designed outdoor spaces
■ Post Office Site – redesigned with public parking and mixed use
development
■ Incremental Moraine Avenue Development - New development
encouraged to have entry points and both Moraine and Riverside
Dr.
● Character Area #4 - Community Services and Tourism Hub (eastern anchor and
gateway to Downtown)
○ Public Realm
■ Big Thompson Ave - Streetscape improvements should establish a
grand sense of entry to Downtown on Big Thompson Ave
● Center planted median to accommodate crossing from
Visitor Center to Stanley Village. Generous sidewalks.
○ Private Realm
■ General Development = contemporary and traditional is
appropriate. New liner buildings along Big Thompson to replace
surface parking
■ Stanley Village - incremental redevelopment to enhance
placemaking features. Promote redevelopment but ensure enough
parking.
Chapter Six - Circulation
● Active Transportation (Pedestrians and Bicycles)
○ Technical Recommendations
■ Moraine Ave.: 2 alt. Design options (one between walkway and
parking, one between parking and travel lane)
■ Pedestrian and bike crossing improvements - enhanced crossings
for rivers and streets are strongly recommended
■ Accommodating pedestrians at critical crossings in Estes Park
● Big Thompson Ave Crossing near Visitors Center
○ Underpass
● MacGregor Ave west of Town Hall
○ Controlled pedestrian activated flashing beacon
● West Elkhorn along Fall River
○ Underpass or at-grade crossing
● Policy Recommendations
○ Adopt a town ‘Complete Streets’ policy - comfortably functional for users
of all modes, ages and abilities
○ Use temporary installations to test infrastructure improvements
○ Encourage bicycle supportive facilities - bike amenities should be
available (bike parking, bike storage, bike repair stations/kiosks and bike
share stations)
■ 4 prospective station locations
● Visitor Center
● Town Hall
● Post Office
● W Park Center
● Potentially Elkhorn Lodge (?)
● Vehicle Circulation
○ Improve Vehicle Wayfinding
■ Directing visitors to available parking quickly and efficiently can
decrease congestion
○ Reconfigure Roadway Network
■ The loop project
○ Expand the Roadway Network
■ Cleave Street (extend between Big Horn and Virginia Dr.)
● Transit
○ Revised routes to improve frequency of service between Visitor Center
and Downtown Core
○ Easy to understand route maps and shuttle schedules
○ Highly visible transit stops
○ Exclusive travel lanes for shuttles and bikes (explore possibility)
Chapter Seven - Parking
● Mid to long term
○ We are well past the 2017-2018 option
○ Identify desirable/viable locations for future additional parking
■ Town Hall/Library
■ Post Office Building surface lot
■ Piccadilly Square
■ Cleave St. lot
■ Lot west of Moraine Ave
● Preparing for the future
○ Shared travel options
○ Data-driven management
■ Smart parking meters, pay by phone, mobile apps
○ Electric Vehicles (EVs)
■ Quantity and locations of charging stations
■ Variety of charging stations offered (levels 1 - 3)
■ Fee schedule or time stay limit for EV spaces
■ Full or self-service offerings
■ Communication and signage to promote utilization
■ Payment options
○ Autonomous and Connected Vehicles (AVS and CVs)
■ AV = vehicle that can drive on its own
■ CV = vehicle connected with internet access and with a wide are
network
■ Start piloting new concepts and be ready for the future
Chapter Eight - Flood Mitigation
● Three levels of flood mitigation
○ Regional Level - considers how solutions can be achieved in the upper
watershed. Opportunity to work with Larimer County. This would also
benefit the county farther downstream
■ Regional retention/detention basin
■ Flood control damn
■ Divert a portion of the river around the town
○ Town Level
■ Provide multi-tiered channel section
■ Widen channel sections in some areas
■ Incorporate trails and bikeways
■ Utilize bulkheads, steel structures used as part of hard-surface
plazas, terraces and trail structures to contain flow
■ Convert streets from normal crowned street to inverted crown
(direct flooding away from businesses)
■ Develop a best practices low management development toolbox
● Center median bioswales
● Tree wells
● Depressed water quality treatment area
● Chicanes
■ Use the rivers and flooding of the town to educate residents and
visitors
■ Design surface parking areas for water detention
■ Lower parks to serve as detention areas
■ Utilize drop structures in the river
■ Key flood mitigation opportunities
● Fall River Bridge at West Elkhorn Ave - upgrade the bridge
(may need to be coordinated with the owner of adjacent
property). Expand bridge
● West Elkhorn Ave Inverted cross-section. Convert from
normal crown intersection to inverted crown
● Weist Drive - realignment and Fall River widening
● Confluence Park (at the confluence of Big Thompson and
Fall Rivers)
○ Site/property Level
■ Structural
● Floodproofing buildings with flood protection walls
● Raising floors of existing buildings
● Raising buildings on supports
● Raising doors by rising up sidewalks/ramps
● Tree wells and bioswales adjacent to buildings
● Decrease impervious areas by breaking up pavement with
landscaped areas
■ Non Structural
● Ordinances: flood plan/floodproofing buildings
● Property acquisition: purchase properties that keep having
damage - turn into open natural space
● Zoning and land planning: think about flood planning during
all stages of zoning and planning process
● Flood Insurance: become a member of FEMA
● Flood plan regulations: review and update regularly
Chapter Nine - Utility and Infrastructure
● Water - provided by the town of EP Water Division via Mary’s Lake Water
Treatment Facility and Glacier Creek Water Treatment Facility. Domestic water is
used for fire lines and irrigation.
○ Water System Assessment: Has been modeled with the following
assessments
■ Plans to up-size and improve water mains in Downtown Corridor
with completion of the loop
■ Developers are required to design/fund/construct improvements to
meet fire suppression standards if/when required
■ Water pressure is adequate currently
● Light and Power - electric provided by the town of EP Light and Power Division.
Town purchases power through PRPA, power is transmitted to EP on Western
Area Power Administration (WAPA), power lines to each of our two substations
(Lake Estes and Marys Lake)
○ Assessment:
■ Deemed adequate currently
■ All new construction will require underground electric service for
safety
● Fiber Optics - i.e. high speed internet services (we have now through Trail
Blazer)
● Waste Water: two private sewer districts. Upper Thompson Sanitation District
(UTSD) and EP Sanitation District (EPSD)
○ Assessment:
■ Recent upgrades: 520 ft. of mainline and 2 manholes replaced
(after Oct. 17’)
■ F.O.G Interceptors
■ Vetrified Clay Pipe (VCP) Replacement Plan
● 2,490 ft. to be replaced with PVC pipe
■ Service Lines: 42 lines need replaced
■ Sump Pumps:
● Currently discharge into sanitary sewer
● Need to redirect to storm water
● Storm Water - Master plan to be completed by the end of 2017
● Overarching Utility Infrastructure Policies
○ Continue to monitor, analyze, assess and improve the capacity of
Downtown and EP utility infrastructure
○ Prior to construction, ensure that adequate utility infrastructure is in place
to support proposed project
○ Where feasible, coordinate public utility investments with other
infrastructure improvements such as streetscape design projects
Chapter Ten - Implementation
● Recommendations:
○ Establish a Downtown Partnership
■ Membership (not limited to, but should be included)
● Town of EP
● EDC (now EDWC)
● Visit Estes Park
● Estes Arts District
● Downtown Development Authority (if established this would
be an important player - providing funding capacity to help
specific initiatives
■ Mission and Roles
● Be the champion of the Downtown Plan
● Be a collective funding source
● Be an advocate for and educator about the importance of
Downtown and advancing the plan
● Keep organizations operating in EP working in harmony.
Collaborative and sharing resources
■ Partnership Decisions
● How many reps from each organization
● Who are voting vs non voting members
● Is financial participation required to be a voting member
● How often meetings are held
● Who will serve as chair/secretary/treasurer and/or which
positions are needed, how long people will serve, etc.
● Attendance requirements
● Dedicate Town Funds for Plan Implementation
○ General Fund/Capital Improvement Project
■ Each year town may allocate a portion of its General Fund toward
implementation of Capital Improvement based on Capital
Improvement Plan (CIP)
○ General Obligation Bond
■ Commit a portion of the town’s annual income stream to designated
projects that are supported by ad valorem taxes. Town election is
held to approve and thus spreads the cost over the entire tax base
○ Revenue Bonds
■ Special separate bond source where sales tax revenues are
pledged for a specific project
● Create a DDA
○ Financing tool frequently used for funding infrastructure, public
improvement and administration. Effective way of applying tax increment
financing (TIF) while also providing for the ability to implement a mill-levy
(either together with TIF or separate) in order to leverage additional
resources
● A DDA for Estes Park
○ Recommended as the preferred tool for supporting plan implementation
■ See the table in Downtown Plan Doc
○ DDA Creation Process and Costs
■ Create a DDA Operating Plan that includes at minimum the
following
● Boundaries
● Package of projects to be financed and how
● Whether a mill will be included, what that mill will be and
what it will pay for. If mill-levy is not initially included plan
should address how it can be included in the future
● Powers and limits on powers
● Governance and terms
● Debt plan and limits
● Info on outcomes of negotiations with school districts/other
districts to determine how much tax increment will go to DDA
vs them.
■ Send the plan and ordinance language to Town Board to approve
■ Hold TABOR election
○ Establish Incentives
■ The DDA will only be effective if and when development actually
does occur. We need to overcome the following challenges
● A need for code changes
● Concerns about outcomes of current (from 17’) FEMA Flood
insurance study and revise flood insurance rate maps
● Concerns about increased fees to enter RMNP (17’)
■ Overcoming these challenges means that the town needs to
incentivise development and growth. Here are some of the ideas
● Establish a Development Facilitator Role
● Create a toolkit of incentives currently available
● Utilize the DDA to provide direct incentives
● Provide incentives through the Development review process
(i.e. new development that meets Downtown vision. Town
could reduce development or permitting fees and fast track
review process)
● Support the Arts District - facilitate the creative culture of downtown
○ Establish Downtown Estes Park as state-certified Creative District
○ Provide Estes Arts with financial support and membership in the
recommended Downtown Partnership
■ $10K annual budget and paid staff
■ VEP and EDWC to work with Estes Arts to provide seed funding on
a 3-year basis (17’)
○ Empower Estes Arts
■ Key roles in the community including admin of Public Art program
● Leverage Outside Funding
○ Seek grants from foundations and public agencies
● Explore parking as a revenue source
○ By aligning parking revenue streams into one parking enterprise fund the
town can create a self-supporting enterprise that can cover its own
operating and maintenance funding
● Setting Priorities
○ Financing criteria
■ Project will generate funds to cover portions of development cost
■ The project will leverage investment from other sources
■ Grant funds are available to cover portions of development costs
■ Project fonts within a larger Capital Improvement Project, such that
cost saving will be realized
■ Funding for maintenance of the improvement is provided
■ The project yields significant results for the level of investment. Has
a high return on investment
○ Location criteria
■ Project is located in key opportunity site downtown
■ Project will have high public visibility
○ Ownership and Project Control criteria
■ Project already under appropriate ownership or control
■ Project ownership or control can be acquired with reasonable effort
○ Public Benefits
■ Project will provide direct benefit to local residents
■ Project will serve multiple users or interest groups
○ Relationship to other projects
■ Project will connect to existing public improvements
■ Project will enhance existing improvements and will not cause other
desired improvements to become obsolete
■ Project provides opportunities to connect with other future public
improvements
■ Project will function well upon completion and later phases of
construction are not required for this phase to perform adequately
○ Compliance with Community Plans and Administration
■ Project to help accomplish broader goals of community
■ Project works in workplans of Downtown organizations and town
staff
■ Adequate administrative oversight is available for the project
Funding Mechanism Summary
Town Funds
The Downtown Plan recommends setting aside some portion of Town funds to support Plan
implementation. Appropriations from the General Fund and other special revenue funds (as
appropriate) may be made for investments in the Downtown Plan. These appropriations would
occur through the annual budget process and would need to compete with other Town priorities.
Downtown Development Authority (DDA)
Summary
A Downtown Development Authority (DDA) using tax increment financing (TIF) is the
recommended funding approach in the Downtown Plan for the following reasons (p. 129):
•DDAs provide the ability to utilize one tool to collect tax increment, while also having
the ability to impose a mill levy for operational support. TIF or mills can be used
together, or alone and can be turned on or off during the life of the district.
•DDAs do not require a blight study, making them more cost and time effective to form.
•DDAs cannot utilize eminent domain, meaning their powers are more limited than a
URA.
•DDAs are overseen by an independent, appointed board.
•Estes Park has a negative history with URAs, including disbanding a previously formed
URA in 2010 by referendum. The URA was originally formed in the aftermath of the
1982 Lawn Lake Flood and it helped rebuild Downtown. The URA was funded through
property and sales taxes collected from within the district, and opponents claimed it was
diverting money that could have been going to other entities such as the schools, hospital
and library. The URA provided more than $18 million in Downtown public
improvements over 25 years.
A DDA is a financing tool used to fund infrastructure, public improvements, and administration
of improvements in a municipality’s Downtown core. DDAs are able to leverage three primary
funding sources: sales tax increment financing, property tax increment financing, and a mill levy
of up to five (5) mills for DDA operations (subject to authorization from the Town Board and
voters). DDAs are specifically designed to halt or prevent the deterioration of central business
districts. The boundaries of a DDA in Estes Park would likely be limited to the Downtown core.
DDAs may utilize TIF for a 30-year period, with subsequent 20-year renewals subject to
modifications of the governing structure and revenue sharing with other taxing districts.
Unlike an Urban Renewal Authority (URA), a DDA would not have the power of eminent
domain and does not require a finding of blight or a “but for” argument.
Types of Improvements
Attachment 3
DDAs may provide public facilities which include, but are not limited to: any streets, parks,
plazas, parking facilities, rights-of-way, structures, waterways, bridges, lakes, ponds, canals,
utility lines or pipes, and buildings, including access routes to any of the foregoing, designed for
use by the public generally or used by any public agency.
DDAs may also propose and implement any plan of development for development of public
facilities and other improvements to public or private property, including removal, site
preparation, renovation, repair, remodeling, reconstruction, or other changes in existing
buildings.
Establishment
The creation of a DDA would be initiated by an Ordinance of the Town Board submitting the
organizing question to an election of qualified electors (including residents, landowners, and
lessees within the boundary area). A simple majority of ballots returned must be in favor of the
DDA for it to be formed. The issuance of bonds and/or levy of tax by a DDA requires a TABOR
election.
Governance
The DDA’s governing body would be appointed by the Town Board and would consist of five to
eleven members. One member of the DDA Board must be a member of the Town Board, while
all other members must be a resident, business lessee, or property owner within the boundary
area. A majority of the DDA’s governing board must reside or own property in the boundary area.
If a twenty-year extension of a TIF is executed pursuant to C.R.S. 31-25-807 (3)(a)(V), the
governance structure would shift, requiring between nine and thirteen DDA Board members,
with one member being a Larimer County Commissioner, one member being a member of the
Park R3 School District Board of Education, and all remaining members being appointed by the
Town Board. A majority of the members appointed would have to reside or own property in the
authority district.
Primary Funding Sources Available
• Tax Increment Financing
o Tax Increment Financing (TIF) works by capturing an increase in sales and/or
property tax revenues over a period of time and directing it towards a specific use.
Increases in sales/property tax may be generated by developments and
improvements within the TIF area as well as overall value increases through time.
Revenue from a TIF is achieved without raising taxes or utilizing tax value at the
time of adoption. A sales tax TIF is only for all or a portion of municipal sales tax.
o A TIF provision for a DDA lasts for 30 years, with possible extensions in 20-year
increments with changes to the governing structure and distribution of revenue as
described above.
• Mill Levy
o A DDA may levy up to five (5) mills of ad valorem property taxes, subject to
approval at a TABOR election in the DDA.
• Operational Revenue
o A DDA may also fix rates, fees, tolls, rents, and/or charges for use of the property
of the DDA.
Examples
• Glenwood Springs Downtown Development Authority
o glenwoodspringsdda.com
o Created in 2001
o Primary Funding Sources
Tax Increment Financing – Sales Tax
Tax Increment Financing – Property Tax
• Eagle Downtown Development Authority
o townofeagle.org/956/Downtown-Development-Authority
o Created in 2020
o Primary Funding Source
Tax Increment Financing – Property Tax
• Fraser Downtown Development Authority
o frasercolorado.com/453/Fraser-Downtown-Development-Authority
o Created in 2024
o Primary Funding Source
Tax Increment Financing – Property Tax
Urban Renewal Authority (URA)
Summary
An Urban Renewal Authority is an entity formed to eliminate slums or blight. Establishing a
URA requires a finding of blight through a blight study and an argument that “but for” its use,
development would be unlikely. In Estes Park, the formation of a URA is also subject to
authorization by the voters at a regular or special election (Estes Park Municipal Code Chapter
2.90/Initiated Ordinance 07-09). The Downtown Plan purposely recommends a DDA over a
URA because “Estes Park has a negative history with URAs, including disbanding a previously
formed URA in 2010 by referendum. The URA was originally formed in the aftermath of the
1982 Lawn Lake Flood and it helped rebuild Downtown. The URA was funded through property
and sales taxes collected from within the district, and opponents claimed it was diverting money
that could have been going to other entities such as the schools, hospital and library” (p. 129).
Types of Improvements
URAs may undertake a wide variety of activities under an urban renewal plan for the elimination
and prevention of slums and blight including:
• Acquisition of a slum area or a blighted area or portion thereof;
• Demolition and removal of buildings and improvements;
• Installation, construction, or reconstruction of streets, utilities, parks, playgrounds, and
other improvements;
• Disposition of any property acquired or held by the authority as a part of its undertaking
of an urban renewal project at the fair value of such property for uses in accordance with
the urban renewal plan;
• Carrying out plans through voluntary action and the regulatory process for the repair,
alteration, and rehabilitation of buildings or other improvements in accordance with the
urban renewal plan; and
• Acquisition of any other property where necessary to eliminate unhealthful, unsanitary, or
unsafe conditions, lessen density, eliminate obsolete or other uses detrimental to the
public welfare, or otherwise remove or prevent the spread of blight or deterioration or to
provide land for needed public facilities.
Establishment
The creation of a URA would be initiated by a petition signed by at least 25 registered electors of
the Town. Public notice and a public hearing are required. The Town Board would have to:
• Find by resolution that one or more slums or blighted areas exist in the Town;
• Find that the acquisition, clearance, rehabilitation, conservation, development, or
redevelopment, or a combination thereof of such area is necessary in the interest of the
public health, safety, morals, or welfare of the residents of the Town; and
• Declare it to be in the public interest that the urban renewal authority for the Town
exercise the powers provided in state statutes.
In Estes Park, formation of a URA is also subject to approval by a vote at a regular or special
election.
Governance
Governance of a URA could be set up in two different ways in accordance with C.R.S. 31-25-
104(2).
In the first, the authority consists of thirteen commissioners, not fewer than ten of whom must be
appointed by the Mayor, who shall designate the chairperson for the first year. In order to
represent the collective interests of the County and all taxing bodies levying a mill levy in one or
more urban renewal areas managed by the authority, one such commissioner on the authority
would have to be appointed by the Larimer County Board of County Commissioners, one such
commissioner would have to be a board member of a special district selected by agreement of the
special districts levying a mill levy within the boundaries of the urban renewal authority area,
and one commissioner would also have to an elected member of the Park R3 School District
Board of Education.
In the second, the Town Board would designate itself as the authority and the authority would
consist of the seven Town Board members, a commissioner appointed by the Larimer County
Board of County Commissioners, a commissioner who is also a board member of a special
district selected by agreement of the special districts levying a mill levy within the boundaries of
the urban renewal authority area, and a commissioner who is also an elected member of the Park
R3 School District Board of Education. If the number of members of the governing body causes
the authority to have an even number of commissioners, the mayor shall appoint an additional
commissioner to restore an odd number of commissioners to the authority.
Primary Funding Sources Available
• Tax Increment Financing
o Tax Increment Financing (TIF) works by capturing an increase in sales and/or
property tax revenues over a period of time and directing it towards a specific use.
Increases in sales/property tax may be generated by developments and
improvements within the TIF area as well as overall value increases through time.
Revenue from a TIF is achieved without raising taxes or utilizing tax value at the
time of adoption. A sales tax TIF is only for all or a portion of municipal sales tax.
o Revenue from TIF may only be used pursuant to the urban renewal plan approved
by the Town Board.
o Lasts for 25 years
Examples
• Steamboat Springs Urban Renewal Authority
o steamboatsprings.net/391/Urban-Renewal-Authority
o Created in 2004
o Funding Sources
Tax Increment Financing – Property Tax
Tax Increment Financing – Sales Tax
• Winter Park Urban Renewal Authority
o wpgov.com/our-government/departments/planning/urban-renewal-authority/
o Created in 2024
o Funding Source
Tax Increment Financing – Property Tax
Business Improvement District (BID)
Summary
A business improvement district (BID) is an entity designed for public improvements, economic
development, and business-related services such as marketing. It is a separate political
subdivision under state law and may exercise a variety of powers. BIDs can only be formed
within a municipality and a BID’s boundaries can only include commercial property (property
not classified for property tax purposes as either residential or agricultural). A BID may have a
service area larger than its boundaries, but property within that service area may only be subject
to the revenue-raising powers of the BID when it becomes commercial property. A BID service
area is defined by ordinance and at least 50% of the property within the boundary must be
commercial property.
Types of Improvements
The enabling statute for BIDs is very broad as to the types of public improvements that can be
built or maintained. Examples include streets, sidewalks, streetlights, landscaping, pedestrian
malls, and public meeting facilities.
BIDs also have specific powers relating to business and economic development. Examples
include consulting with respect to the planning or management of development activities,
organizing and promoting public events, supporting business recruitment and development, and
providing design assistance.
Establishment
The creation of a BID would be initiated by a petition signed by persons who own real or
personal property in the service area of the proposed district having a valuation for assessment of
not less than 50% of the valuation for assessment of all real and personal property. Persons
signing the petition also must own at least 50% of the acreage in the proposed district. The
issuance of bonds and/or levy of tax by a BID requires a TABOR election.
Governance
A BID could have any of four different forms of governance:
• Ex Officio Board (Town Board acts as the board of directors)
• Appointed Board (Town Board adopts an ordinance providing for an appointed board of
directors composed of electors of the district)
• Overlap with Other Entities (if a BID overlaps with a URA, DDA, or General
Improvement District (GID), the Town Board could designate the governing body of that
organization as the board of directors for the district)
• Elected Board (the board of directors for the BID may be elected by electors of the
district if specified by petition creating the BID or subsequent petition).
Primary Funding Sources Available
• Mill levy
• Rates and charges for services or improvements
• Special assessments on benefitted property
Examples
• Downtown Boulder Business Improvement District
o boulderdowntown.com/about/business-improvement-district
o Created in 1999
o Funds maintenance services that supplement those provided by the City of
Boulder, holiday lights, a banner program, and provides a comprehensive
consumer marketing and communication program for the district
o Funding Sources
Mill levy (3.849 mills)
• Historic Loveland Business Improvement District
o www.downtownloveland.org/hlbid
o Created in 2023
o Funds events and programming, holiday décor, beautification projects,
administration of façade program, cleaning and maintenance, and development of
a Downtown Master Plan
o Funding Sources
City of Loveland Services Agreement
Mill levy (5 mills)
Event income
Investor partnerships and sponsorships
Operating contributions from DDA
General Improvement District (GID)
Summary
A general improvement district (GID) is a separate political subdivision with its own board of
directors, powers, and duties, that is organized by a municipality.
Types of Improvements
GIDs may construct and operate any improvement, or provide any service, which the Town is
statutorily authorized to provide, except for solid wase disposal sites, transfer stations, and trash
collection.
Establishment
There are two ways to establish a GID:
• Initiated by a petition signed by not less than 30% or 200 of the electors of the proposed
district, whichever is less. After filing a petition, the Town Board would have to hold a
public hearing, then call an election of the question or organization.
• Initiated by a petition signed by 100% of the owners of the taxable real property in the
district. If the petition is signed by 100% of the owners, the Town Board could, at its
discretion, waive all or any of the requirements for notice, publication, and hearing. The
district would then be created by legislative act of the Town Board without an election.
One of the following must be true of a GID:
• The boundaries must include at least 100 eligible electors; or
• The boundaries must include at least one eligible elector for each five acres; or
• The petition organizing the GID is signed by 100% of the owners of taxable real property
in the district.
The issuance of bonds and/or levy of tax by a GID requires a TABOR election.
Governance
The Town Board would act as the ex officio board of directors for the GID. There is no provision
in statute for an independent board.
Primary Funding Sources Available
• Mill levy
• Special assessments on property within district
• Fees, rates, tolls, and charges for the use of facilities provided by the district
Examples
• Fort Collins Downtown General Improvement District
o fortcollins.gov/Uncategorized-Content/General-Improvement-District-GID
o Created in 1976
o Funds parking, sidewalk repairs, street beatification improvements, Downtown
holiday lights
o Funding sources
Mill levy (4.94 mills)
Vehicle registration tax
Interest on fund balance
• RiNo General Improvement District (Denver)
o https://rinogid.org/
o Created in 2015
o Funds streetscape upgrades, sidewalk improvements, riverfront enhancements,
and ongoing maintenance of public improvements
o Funding sources
Mill levy (4 mills)
Special Improvement District
Summary
A special improvement district (SID) is a geographic area within which improvements are
constructed and assessments levied. SIDs have no boards of directors, but are governed by the
Types of Improvements
SIDs can be used to finance improvements that create a special benefit to the property adjacent to
the improvements. The types of projects usually funded through this mechanism include roads,
sidewalks, water lines, and sewer lines. The improvements confer a benefit to the abutting
properties that is different than a general benefit to the government as a whole. SID assessments
cannot be used for maintenance.
Establishment
The creation of a SID would be initiated either by petition filed by the property owners or by
ordinance or resolution adopted by the Town. In either case, the Town Board would have to
publish and mail notice of intent to form the district. After notice, a hearing would be held on the
creation (there is a waiver process if the petition is signed by 100% of the property owners to be
assessed and contains a request for a waiver). The Town Board may then adopt a legislative act
organizing the district. If property owners who bear more than one-half of the total proposed
assessment of the district file a written protest, the Town Board would not be able to proceed
with forming the special improvement district.
If the district is formed, and after the costs of construction are determined, notice is given for
another public hearing on the exact amount of the assessment. After the hearing, the Town Board
would adopt a legislative act imposing the assessment. Property owners being assessed would
then have thirty days to challenge the assessment. The issuance of special assessment bonds
would require a TABOR election.
Governance
A SID would not have a board of directors but would be governed by the Town Board.
Primary Funding Sources Available
• Special assessments levied against individual properties benefited by the improvement
Examples
• City of Montrose
o Since the 1970s, the City of Montrose has successfully implemented more than 40
SIDs of various kinds. The most recent SID (created in 2008) was formed for
constructing a new road segment.
o cityofmontrose.org/m/faq?searchTerms=special%20improvement%20districts&ca
t=19
A VISION FOR A RESILIENT FUTURE
ESTES PARK, COLORADODOWNTOWN PLAN
JANUARY 23, 2018
Attachment 4
January 23, 2018 Estes Park, Colorado - Downtown Plan i
Town of Estes Park
Randy Hunt, Director of Community Development
Audem Gonzales, Planner II/Project Manager
Tina Kurtz, Environmental Planner/Planner III
and Floodplain Administrator
Greg Muhonen, Director of Public Works
Consultant Team
Noré Winter, Winter & Company
Brad Johnson, Winter & Company
Nicholas DiFrank, Winter & Company
Steve Lane, BAS1S Architecture
Vanessa Solesbee, Kimley-Horn
Brian Valentine, Kimley-Horn
Laurie Marin, Kimley-Horn
Jamie Licko, Centro
Bruce Race, RACESTUDIO
Jim Leggitt, studioINSITE
Downtown Plan Steering
Committee (DPSC)
Kimberly Campbell
Tom Dority
Sue Doylen
Ann Finley
Ginny McFarland
Holly Moore
Greg Rosner
Cydney Springer
Ron Wilcocks
Faith Zimmerman
ACKNOWLEDGEMENTS
Estes Park, Colorado - Downtown Plan January 23, 2018 ii
January 23, 2018 Estes Park, Colorado - Downtown Plan iii
Introduction 1
Background 2
Plan Purpose 6
Plan Administration 6
Implementation Considerations 7
Planning Assumptions and Regional Trends 8
Resilience and the Downtown Plan 9
Organization of the Downtown Plan 10
Community Process 11
Downtown Plan Outreach 12
Key Events and Activities 13
Adoption Process 14
Plan Vision 15
A Vision for Estes Park 16
Overarching Principles 18
Concept & Framework 23
Downtown Concept 25
Downtown Framework 26
Character Areas 43
Character Area 1: Arts & Culture 45
Character Area 2: Downtown Core 52
Character Area 3: Artisan & Craft Industries 67
Character Area 4: Community Services & Tourism Hub 78
TABLE OF CONTENTS
Estes Park, Colorado - Downtown Plan January 23, 2018 iv
Circulation 83
Active Transportation 85
Vehicle Circulation 91
Transit 94
Parking 99
Parking Management Recommendations 100
Preparing for the Future 107
Flood Mitigation 109
Three Levels of Flood Mitigation 110
Key Flood Mitigation Opportunities 112
Utility Infrastructure 117
Utility Infrastructure Systems 118
Downtown Plan Buildout Estimate 120
Overarching Utility Infrastructure Policies 121
Implementation 123
Implementation Recomendations 124
Setting Priorities 134
Appendices A.1
Appendix A: Design Guidelines A.3
Appendix B: Implementation Resources A. 29
TABLE OF CONTENTS
January 23, 2018 Estes Park, Colorado - Downtown Plan 1
INTRODUCTION 1
1 INTRODUCTION
Estes Park, Colorado - Downtown Plan January 23, 2018 2
Estes Park: A place like no other! It stands in a stunning location, with spectacular views, rushing rivers
and a lively Downtown. Community members are energetic, care about the Town’s future and seek to
assure a high quality of life for residents, workers and visitors. Downtown is also challenged. Its rivers
are outstanding assets, but present serious flood risks. Rising visitor populations from regional locations
and from afar help drive Downtown’s economy, but also result in impacts that require management
and mitigation. Improving circulation and access, accommodating more housing, and building a more
resilient community are everyday discussion topics for residents.
This Plan addresses Downtown’s challenges and opportunities, and sets a vision for a more resilient future
that benefits the community at large. The Town has experienced shocks, including natural disasters,
economic instability and swings in visitor populations. In each case, it has proven its ability to rebound.
This Plan recommends actions that will minimize future shocks and support a more stable economy.
The Plan sets forth several proposals for improving resilience. Some focus on broadening Downtown’s
economic base and strengthening its social and cultural networks. Others seek to minimize flood risks.
While the Plan focuses on Downtown, it benefits the entire community by establishing a solid vision and
framework for the future of the Town’s economic and cultural heart.
Background
In 2015, the Colorado Department of Local Affairs awarded a planning grant from the State Energy and
Mineral Impact Fund to prepare a Downtown Plan. The Downtown Plan process was intended to result
in documentation of a community-driven vision for Downtown over the next 20 years. The Estes Park
Downtown Plan guides future Downtown development and infrastructure investments. The planning
process was undertaken over the course of 2017 and 2018, and explored a range of Downtown topics
with the community, including the character of development, multi-modal circulation, flood mitigation,
parking strategies and more.
INTRODUCTION 1
January 23, 2018 Estes Park, Colorado - Downtown Plan 3
Regional Setting
The Town of Estes Park is located in the southwest corner of Larimer County, just east of Rocky Mountain National Park and 30 miles west of Loveland. State
Highways 34 and 36 connect Estes Park to the Front Range. Highway 7 provides a southern connection to Boulder County. The Fall River converges with the
Big Thompson River in Estes Park before flowing east to Loveland and beyond. Figure 1.1 shows Estes Park within its regional context.
Estes
Park
Figure 1.1-Estes Park Regional Map
1 INTRODUCTION
Estes Park, Colorado - Downtown Plan January 23, 2018 4
Local Setting
The Plan Area is located in the north-central portion of the Town, just west of Lake Estes. Figure 1.2
shows the Plan Area within the local context.
Plan Area
Town Limits
Figure 1.2-Local Context
INTRODUCTION 1
January 23, 2018 Estes Park, Colorado - Downtown Plan 5
Plan Area
The Plan Area generally includes properties fronting Elkhorn Avenue, Big Thompson Avenue, Cleave
Street and Moraine Avenue. The Plan Area is shown on Figure 1.3.
Figure 1.3-Downtown Plan Boundary
1 INTRODUCTION
Estes Park, Colorado - Downtown Plan January 23, 2018 6
Plan Purpose
This Plan’s purpose is to document a community vision for the future of the Plan Area over the next 20
years and beyond. It illustrates a vision, provides specific recommendations and alternative solutions for
achieving that vision, and identifies an action-oriented implementation strategy to realize it. The Plan
provides guidance for several topics, including land uses, the built environment, transportation and
infrastructure. All recommendations are intended to meet an overarching vision for a resilient Downtown
Estes Park that can respond, recover and adapt to slow and sudden shocks to its environment, economy
and social fabric. The Downtown Plan serves as a framework and guide for future decision-making related
to private development and public improvements. It should be used by community members, Town staff,
potential investors and decision makers. All future public and private investments in Downtown should be
reviewed for consistency with this Plan.
Plan Administration
This Plan was formally adopted as a Town of Estes Park plan on January 23, 2018. It will be administered
by Town staff as proposed development projects are reviewed. It will also be used by committees,
Town Board members, Planning Commissioners, community members and others in considering
Downtown investments. Over time, the Plan may require periodic updates or amendments based on new
information, a changing economy or other factors. All amendments to the document must be formally
adopted by the Town Board.
INTRODUCTION 1
January 23, 2018 Estes Park, Colorado - Downtown Plan 7
Implementation Considerations
This Plan’s vision will be achieved over the next 20 years through public investments by the Town and
other agencies, private investments by landowners and local organizations and, in some cases, joint
ventures between these entities. The design concepts included in this Plan demonstrate potential
infrastructure projects and redevelopment opportunities. Concepts typically show a preliminary idea or a
series of design alternatives, all of which meet the overall objectives of this Plan. Implementation of each
concept will require further design study, coordination with property owners and analysis of potential
impacts. The specific recommendations presented in this Plan are intended to serve as a framework
for future planning. Concepts are not definite and will likely vary depending on landowner choices,
availability of public funding and future market conditions. The Plan’s recommendations should be
interpreted with the following implementation considerations in mind:
Balance Vision with Practicality
The Plan includes a strong vision for action, but it is practical in how implementation is conceived.
Plan implementation will take time and the Town will need to marshal economic and human resources,
including grants and creative partnerships to achieve the vision. The Town should continually seek to
build capacity to realize and manage improvements.
Plan for Changing Conditions
While the Plan sets forth a strong framework with many specific ideas, it should be implemented flexibly
to respond to new information that may affect development opportunities and infrastructure projects.
Alternative solutions to specific recommendations are possible and as more detailed planning occurs
during implementation stages, adjustments can occur while remaining true to the Plan’s vision.
Pursue Partnerships
The Plan creates opportunity for private property owners to invest in Downtown, through expanding
businesses, improving properties or creating amenities. It also sets a framework for private groups and
public agencies to partner in projects that meet the Plan’s vision for flood mitigation, circulation and
access, parks and recreation, and create economic opportunities for landowners. The Plan should be
implemented to leverage funding and gain double or even triple benefits from each dollar invested.
1 INTRODUCTION
Estes Park, Colorado - Downtown Plan January 23, 2018 8
Planning Assumptions and Regional Trends
This Plan is based on the following key assumptions and trends:
Regional Growth
The population along the Front Range is projected to grow substantially in the next 20 years, and a
substantial proportion will be in the northern part, including Larimer County. New residents will follow
jobs along the Interstate 25 corridor and will seek recreation, dining and shopping opportunities that
capture the Rocky Mountain experience. Estes Park is well positioned to capitalize on this.
Increased Housing Demand
Downtown and many of its adjacent neighborhoods will accommodate additional housing in the next
two decades and at increasing densities. This will provide market support for Downtown businesses and
services.
National Park Visitor Patterns
Rocky Mountain National Park’s high visitation numbers will continue over the next two decades,
providing a substantial market for Downtown. This includes those who stop in Town on their way to and
from the Park and those who stay longer to take part in the Estes Park experience.
Flood Impacts
Flood risks will continue to be a concern over the next 20 years. Flood events will hold the potential to
significantly impact the community including its natural environment, built environment and economic
system.
INTRODUCTION 1
January 23, 2018 Estes Park, Colorado - Downtown Plan 9
Resilience and the Downtown Plan
According to 100 Resilient Cities (100resilientcities.com), urban resilience is the capacity of individuals,
communities, institutions, businesses, and systems within a town to survive, adapt, and grow no matter
what kinds of chronic stresses and acute shocks they experience. In the context of the Downtown Plan,
resilience is addressed by promoting policies that facilitate the community’s ability to prepare for,
respond to and recover from short- and long-term shocks. Every policy, concept and recommendation in
this Plan is intended to contribute to Downtown resilience.
Environment
The Rockies’ forests and rivers naturally recover when they experience drastic changes because they
have evolved to withstand external shocks. They are resilient. Even so, Estes Park faces both potential
slow moving and fast moving disasters. Slowly-occurring disasters, such as drought, climate change,
and invasive beetles, create the conditions for fast-moving catastrophic events such as forest fires and
flooding.
Economy and Fiscal Health
The local economy is expected to benefit from an expanding visitor season, an increase in year-round
residents, and an expanding population and economic growth. However, floods and national crises can
still shock Estes Park’s economy. A resilient economy is able to withstand this.
Social Networks
Creating a resilient Downtown requires maintaining and growing social and business networks that
are redundant, meaning duplicate systems are in place in case of failure. These networks must also be
adaptive to changing conditions and circumstances. Social networking and support for fellow community
members makes Downtown more resilient. During disruptions, supportive relationships can help
Downtown survive and recover more quickly.
1 INTRODUCTION
Estes Park, Colorado - Downtown Plan January 23, 2018 10
Organization of the Downtown Plan
This Downtown Plan contains the following chapters following this Introduction:
• Chapter 2, Community Process summarizes the public engagement process that led to this Plan.
• Chapter 3, Plan Vision describes the vision for Downtown, including broad goals, objectives and
principles.
• Chapter 4, Concept & Framework describes the fundamental urban design concepts for
Downtown, focusing on broader framework elements that apply across the Plan Area.
• Chapter 5. Character Areas builds on Chapter 4 by providing more specific recommendations for
land use a,d physical design improvements for smaller areas within Downtown.
• Chapter 6, Circulation identifies recommendations for bicycles, pedestrians, transit and private
automobiles.
• Chapter 7, Parking identifies high-level parking strategies and objectives.
• Chapter 8, Flood Mitigation identifies flood mitigation objectives and strategies.
• Chapter 9, Utility Infrastructure identifies infrastructure upgrades that will be required to serve
anticipated Downtown development, including for wastewater, stormwater and potable water.
• Chapter 10, Implementation provides an action-oriented strategy for implementing the Downtown
Plan.
• Appendices provide additional guidance and background information relevant to the Plan, including
Downtown Design Guidelines.
January 23, 2018 Estes Park, Colorado - Downtown Plan 11
COMMUNITY PROCESS 2
2 COMMUNITY PROCESS
Estes Park, Colorado - Downtown Plan January 23, 2018 12
Downtown Plan Outreach
This section describes formal committees that were engaged for the Downtown Plan process and
outreach methods.
Downtown Plan Steering Committee (DPSC)
The Downtown Plan Steering Committee (DPSC) was established by the Board of Trustees on October
13, 2015 to help guide the Downtown Plan process. It consisted of ten volunteer members appointed by
the Town Board. The DPSC’s primary roles were as follows:
1. Provide guidance to the process and ensure ample public participation.
2. Review and provide feedback on process, content and Plan.
3. Serve as a link to the community by spreading news about the project.
4. Provide a venue for public input at their meetings.
DPSC met monthly to review and discuss Plan and process-related topics. All DPSC meetings were
noticed and open to the public.
Technical Advisory Committee (TAC)
A Technical Advisory Committee composed of Town staff and outside agencies provided technical
assistance during the Downtown Plan process. The Town Departments joined representatives from
outside agencies, such as Estes Valley Fire Protection. TAC meetings were open to Downtown Plan
Steering Committee (DPSC) members.
Outreach Methods
An array of outreach methods were utilized to raise community awareness of the project and encourage
participation, including:
• Mailings
• Press releases
• Flyers
• Property notifications
• Project website staff promotion/interactions
• Surveys
DPSC visioning session
This chapter describes the public process for the Downtown Plan. A range of community representatives participated, including local residents, town
organizations, property owners, business owners, Town staff and other stakeholders. Board members and Commissioners also joined in public workshops,
meetings and events. This chapter summarizes the community process including Downtown Plan committees, outreach events and the adoption process.
Figure 2.1 shows the Downtown Plan process in graphic format.
COMMUNITY PROCESS 2
January 23, 2018 Estes Park, Colorado - Downtown Plan 13
Key Events and Activities
This section describes the public events held during the planning process.
Community Workshop #1
In late February 2017, the Town held an initial community workshop at the Estes Park Event Center. Over
45 community members attended. A project overview was provided, followed by a short question and
answer period. Next, participants engaged in a series of group exercises to identify key assets and critical
issues in the Downtown. They then generated ideas for the future of Downtown. At the end, each group
shared the highlights of their work.
PLAN
DEVELOPMENT
TASK
5
VISIONING/
EVALUATION
TASK
4
COMMUNITY
OBJECTIVES
TASK
3
EXISTING
CONDITIONS
TASK
2
PROJECT
INITIATION
TASK
1
IMPLEMENTATION
PLAN
TASK
6
PLAN
ADOPTION
TASK
7
COMMITTEE MEETING
(OPEN TO THE PUBLIC)
DELIVERABLE WORKSHOP
(3 WORKSHOPS)
HEARINGS
Figure 2.1-Project Schedule
2 COMMUNITY PROCESS
Estes Park, Colorado - Downtown Plan January 23, 2018 14
Community Workshop #2
In late April 2017, the Town held a multi-day Community Workshop to review preliminary Downtown
policies and concepts generated by Town Staff and the consultant team.
Public Open House - The full-day Open House provided an overview of the project and offered
community members an opportunity to review and comment on initial plan concepts. Material was
displayed on large-format boards so community members could engage at their desired pace.
Learn & Share Sessions - Learn & Share Sessions included expert presentations and community
discussion about architectural design, parking, urban design and implementation/financing.
Stakeholder Interviews - Consultant team members facilitated a series of Focus Group meetings with
key stakeholders, including property owners, Downtown business owners and others.
Technical Advisory Committee (TAC) Meetings - TAC members worked with the consultant team on
special assignments throughout the event, including:
• Site planning concepts
• Streetscape design concepts
• Bicycle and pedestrian circulation network design
• Flood mitigation alternatives
Community Workshop #3
On September 28, 2017 the Town held an Open House to present the Draft Downtown Plan. About
70 people attended. The workshop began with a brief presentation of the Downtown Plan and then
participants reviewed summary posters and shared their feedback with Town Staff and consultant team.
Adoption Process
This Plan was officially adopted by the Town Board on January 23, 2018. This section outlines the
process.
Town Board Study Session - The Plan was presented to the Town Board in a study session on December
12, 2017. Town staff and the consultant answered questions and received feedback from Board members.
The meeting also included a public comment period.
Town Board Adoption Hearing - The Downtown Plan was adopted by the Town Board on January 23,
2018. Town staff summarized final changes that were to be integrated into the Final Plan. The Town
Board adopted the Plan on condition that the identified changes would be made.
PLAN VISION 3
January 23, 2018 Estes Park, Colorado - Downtown Plan 15
PLAN VISION 3
3 PLAN VISION
Estes Park, Colorado - Downtown Plan January 23, 2018 16
A Place Like No Other
Downtown will be valued as a place that is distinct in the design and integration of its built environment
within its unique natural, mountain setting.
A Complete Community
Downtown will house a healthy mix of businesses that serve locals and visitors. This will include
professionals from the Front Range seeking a mountain lifestyle. Residences in the Downtown and in
nearby neighborhoods will offer a range of housing choices and broaden the customer base that will help
stabilize economic cycles for local businesses. Existing and new businesses will thrive in this environment.
Where Water is an Asset
Downtown will be known as the best place to experience Rocky Mountain rivers. A wide range of in-
stream improvements will reduce flood impacts and establish new opportunities for safely engaging with
water in an urban mountain setting.
A Place With its Own Story
The history of the community as the first gateway community to the Rockies will be well-known and its
more recent history of resilience will be studied by many towns around the world.
Easy to Access
Downtown will be easily accessible, with a variety of transportation modes. Circulation into and around
Downtown will be easy with a network of alternative routes.
One Place with Many Parts
While Downtown is perceived as a cohesive place, it is also recognized as having distinct districts that
feature different uses, themes and unique integration with natural resources.
Vision Statement and additional concepts described in this chapter provide the community of Estes Park with an overall vision for the future of Downtown Estes
Park. This overall vision informs the recommendations and requirements in the chapters that follow.
A Vision for Estes Park
Envision Downtown as a place with a sustainable economy that is resilient and nimble enough to meet future challenges and capture new opportunities.
Downtown Estes Park will be the heart of the community and it will serve residents, visitors and workers with a healthy mix of businesses, civic and cultural
facilities. It will be recognized regionally as a desirable place to live and work, and to enjoy the Rocky Mountain lifestyle. It will retain its small-town character
while accommodating moderate, compatible growth. Downtown Estes Park will be appreciated internationally for its creativity, energy and resilience. The
Downtown Plan lays the groundwork for public and private investments to enhance existing resources and create new places. These investments will make
Downtown a destination to be rediscovered each time one visits, a place that is attractive to residents, and an economic engine for the community. Downtown
Estes Park will be known as:
PLAN VISION 3
January 23, 2018 Estes Park, Colorado - Downtown Plan 17
Conceptual rendering of redeveloped Town Hall site
3 PLAN VISION
Estes Park, Colorado - Downtown Plan January 23, 2018 18
Overarching Principles
This section provides broad principles for future public and private investments in
Downtown.
Economic Vitality
These principles focus on the economic well-being of Downtown and the Town as a
whole.
Create a strong and diverse year-round economy.
A mix of businesses should serve local residents and workers as well as visitors. The
economy should extend beyond tourism, with a strong segment of region-serving
businesses and professionals who work nationally and live in Estes Park. Promote a
diverse economy that provides a stable source of jobs and benefits the community as a
whole and supports existing and new businesses. Pursue improvements in data coverage,
transaction efficiency and telecommunications to strengthen the local economy.
Leverage the strong growth along the Front Range.
The region’s growing population will result in more people visiting Estes Park for dining,
entertainment and mountain excursions. Take advantage of a growing economy along the
Front Range to create opportunities for Downtown.
Strategically invest in infrastructure to incentivize private investment.
Make public investments in infrastructure to attract and leverage private investment. The
Town and private development must contribute to improve Downtown.
Create a coordinated management program.
Examine the current organizational structures in place to identify opportunities for
collaboration and expansion of services. Partnerships should be coordinated between the
Town, County and other existing organizations.
Conceptual rendering of activated Cleave Street
Conceptual rendering of activated Elkhorn Avenue
PLAN VISION 3
January 23, 2018 Estes Park, Colorado - Downtown Plan 19
Community Character
These principles focus on establishing a physical character and cultural experience that improves quality of life, makes Downtown unique and keeps visitors
coming back.
Celebrate Downtown as the civic center of the community.
Maintain key governmental institutions in Downtown and promote additional ones.
Keep Downtown’s character “distinctly Estes Park.”
The eclectic nature of buildings, open spaces, goods and activities should be celebrated and continued.
The sense of discovery that comes from walking Downtown should remain exciting and interesting.
Creative architecture should reinforce the quaint mountain town heritage of Estes Park. The heritage of
Estes Park as an early gateway to the Rockies should be celebrated through active cultural programs,
interpretive exhibits and historic buildings.
Use land efficiently.
Promote a moderate increase in density and intensity of development to make best use of available land.
Prioritize placemaking.
Encourage a mix of uses that activates pedestrian-oriented streets to create a vibrant Downtown. Great
public spaces, parks and plazas complement streets and waterways. Public spaces should be animated
with uses and elements that generate activity.
Maintain nature as fundamental to the Downtown experience.
Maintain a sense of connection to the outdoors. Views to rivers, the mountains and other natural
attractions should be key features. Residents and visitors should enjoy rivers, trails and overlooks.
Everyday encounters with animals, wildflowers and other regional flora and fauna should remain
distinctive experiences Downtown. Protect natural wildlife movement patterns and sensitive areas,
including through public education and awareness.
Support the arts.
Integrate art throughout Downtown as a part of the quality of life and as an economic development
strategy. Use indoor and outdoor places for presentation of art, theater, music, written and visual arts
throughout the year. This includes public and private arts facilities. In addition to the more formal arts
scene, maintain Downtown as a place for people to meet and engage in conversations that enhance the
cultural experience.
Promote mixed use development that is
compatible with Downtown.
View arts and culture as an inclusive and
diversifying feature in a strong and enduring
Downtown economy.
3 PLAN VISION
Estes Park, Colorado - Downtown Plan January 23, 2018 20
Circulation and Access
These principles focus on how people move through Downtown, for all modes of travel.
Expand Downtown connectivity and links to abutting neighborhoods.
A network of streets, walkways and trails should provide access within Downtown and to and from nearby
neighborhoods. Create convenient access across Downtown, from Elkhorn Lodge in the West to the
Visitor Center at the East to Piccadilly Square to the South.
Prioritize bicycle and pedestrian circulation.
Excellent and interconnected pedestrian facilities should connect Downtown destinations, transit facilities
and other important features.
Make parking and transit facilities easily accessible.
Residents and visitors should be educated about all options so they can make the right parking choice
for their trip. Parking facilities should support access to transit, pedestrian walkways, bike routes and
key Downtown destinations. Existing on- and off-street parking assets should be actively managed to
maximize efficiency. Shuttle service should be expanded to more effectively serve Downtown.
Manage Rocky Mountain National Park
visitor traffic.
Public transit, trail access and parking facilities
should be designed to accommodate seasonal
(and even daily) changes in visitor volumes to
the park. Downtown should continue to offer
opportunities for those who visit the Park briefly or
are unable to enter and must wait.
Create effective wayfinding systems.
Improve wayfinding systems to benefits all modes
of circulation. Visitors should be able to quickly
and easily navigate Downtown.
Reduce congestion to enhance the user
experience.
State-of-the-art telecommunications systems
should be developed. Provide improved directions
for driving and parking. The street grid should be
expanded where possible to provide alternative
access routes.
Reinforce major corridors by locating key civic
uses, plazas, public art and wayfinding along major
streets and pathways.
Create convenient access in Downtown to regional
trails.
Emphasize mix-mode access to and through
Downtown.
PLAN VISION 3
January 23, 2018 Estes Park, Colorado - Downtown Plan 21
Conceptual rendering of pedestrian and bike connections along Fall River at
Moraine Avenue
West Elkhorn Avenue sidewalk expansion concept.
3 PLAN VISION
Estes Park, Colorado - Downtown Plan January 23, 2018 22
Resilience
These principles focus on Downtown resilience.
Make Downtown more resilient to flooding.
Design critical infrastructure and development to reduce flood risk. Roads, parks, buildings and other
features should all further Downtown’s ability to prevent, manage, respond to and recover from flood
events. Develop flood alert systems using remote sensing and best practice technologies to help protect
Downtown.
Address resilience in circulation.
Create a circulation system that can adapt to closures due to disasters or disruptions. Downtown’s
roadways should be viewed as primary links to other critical infrastructure (i.e., hospitals, schools, fire and
police stations, commercial services and recreation). Roadway systems should be flexible, redundant and
adaptable to closures, while emphasizing mix-mode access to and through Downtown.
Address resilience in land use.
Promote land uses that make Downtown more resilient to economic shocks. Land use should be viewed
as a vital component to placemaking where a mix of complementary uses is the objective.
Address resilience throughout culture and art
Arts and culture should be viewed as an inclusive and diversifying feature in a strong and enduring
Downtown economy. Promote and fund business and property owner organizations to build stronger
social cohesion among Downtown stakeholders. Artists should be engaged in Downtown resilience
efforts.
Use landscape and streetscape design to improve
the capture and conveyance of storm flows.
Design open space, recreation and transportation
infrastructure as an integrated part of the flood
control system.
January 23, 2018 Estes Park, Colorado - Downtown Plan 23
CONCEPT & FRAMEWORK 4
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 24
This chapter sets out a framework for physical design and circulation in Downtown. Concepts and
recommendations focus on how people will move around Downtown and the design elements that
will define their experience. The ideas mapped and illustrated in this chapter may need to be adjusted
somewhat during implementation in response to a variety of future unknown factors, but the overall
objectives should be maintained.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 25
Figure 4.1-Downtown Concept Diagram
Downtown Concept
The Downtown Concept, shown in Figure 4.1, illustrates and describes the primary organizing features
for the Plan Area. The Plan should be considered as four subareas, as shown abstractly in grey bubbles
on Figure 4.1. Fall River, Big Thompson River and Black Canyon Creek flow through the Plan Area and
help define the Downtown experience. A network of roads, multi-use trails and pedestrian paths provide
access throughout Downtown.
Creeks and Rivers as Central Downtown Features
Big Thompson River, Fall River and Black Canyon
Creek strongly influence the form of Downtown’s
streets and properties. While they present
challenges, they are key assets that should shape
the Downtown experience.
Distinct Downtown Subareas
Downtown is not a homogenous area,
but a set of subareas with differing
characteristics. These differences should
be embraced and reinforced.
Seamless and Safe Mobility
Downtown’s active transportation network is
critical for its success. Safe, efficient, user-
friendly pedestrian and bicycle facilities should
serve locals and visitors and be integrated with
accessible vehicle, transit and parking access.
Mobility systems should connect Downtown to
greater Estes Park and the region.
Fusion of Town and Nature
Downtown’s character is synonymous with
nature. Elements include topographical features,
waterways and dramatic views. The presence of
nature should be reinforced and strengthened.
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 26
Figure 4.2-Downtown Framework Map
Downtown Framework
This section identifies key concepts for improving the built environment in Downtown. It addresses a series of topics, including public realm improvements,
placemaking elements, multi-modal connectivity and development character. In addition to the Downtown Framework Map illustrated in Figure 4.2,
components of the Downtown Framework are illustrated in Figures 4.3 through 4.7
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 27
Downtown Character Areas
As discussed above, Downtown is not a homogenous district, but a series of unique subareas, or
“Character Areas.” As illustrated in Figure 4.2, Downtown should evolve as a series of distinct Character
Areas. Each Character Area should have its own tailored vision, and development character, land
uses and public infrastructure should reflect it. Design of building sites and the proposed intensity of
development are key elements of development character. Character Areas are as follows:
1. Arts and Culture2. Downtown Core3. Artisan and Craft Industries4. Community Services and Tourism Hub
The purpose of the Character Area system is to promote the development of distinctly different
neighborhoods, in terms of uses and physical appearance. Please see Chapter 5 for specific
recommendations by Character Area.
Streets as Public Space
Downtown streets should be designed to accommodate all users, including pedestrians, bicyclists and
vehicles. They should provide space for social interaction, special events and, in some locations, a
seamless extension of ground floor businesses. As shown in Figure 4.2, parts of West Elkhorn Avenue,
Cleave Street and Weist Drive should be redesigned as integral components to complete an exceptional
mountain town street grid. Streets like Elkhorn Avenue, Big Thompson Avenue, Moraine and Riverside
Drive will continue as key components of Downtown street life.
River Access and Flood Mitigation
The Plan recommends improving waterways as signature public spaces that are also designed to reduce
flood risks. Figure 4.2 identifies many locations to consider. Potential improvements for each location are
discussed in further detail in Chapter 5.
In general floodway improvements, including expansion and enlargement of existing conveyance
infrastructure should be designed to incorporate additional design elements that improve Downtown,
such as:
• Multi-use trails
• Trail underpasses
• Terraces that overlook rivers
• Places to engage the water, including fishing and kayaking
Terraces can serve outdoor recreation during
normal flows, but convey water during flood
events.
Design a building to provide interest to those
walking by and on adjacent sidewalks.
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 28
Coordinated Active Transportation
Figure 4.2 identifies a proposed active transportation network for Downtown that accommodates non-
motorized circulation. Downtown should be designed to reduce dependence on auto travel by making
walking and bicycling more appealing and accessible.
Pedestrian and bicycle circulation system improvements should include:
• Expanding sidewalk widths
• Building new multi-use trails shared by pedestrians and bicyclists
• Filling public Riverwalk connectivity gaps throughout Downtown
• Installing on-street bicycle facilities
Crossing Improvements
Improving safety and connectivity for pedestrians and bicyclists in the Downtown requires enhanced
crossings of roads and rivers. Figure 4.2 shows potential crossing enhancement locations. Options
include:
• At-grade crossing improvements
»Improved crosswalks
»Pedestrian refuge islands
»Crossing technology improvements
»Bulbouts that shorten crossing distances
• Grade-separated crossings
»Underpasses
»Pedestrian/bicycle bridges
Multi-use trails can aid in flood conveyance.
Pedestrian circulation should be enhanced with
crossing improvements. Curb extensions or ‘bulb-
outs’ increase pedestrian visibility and decrease
pedestrian crossing time. The ‘bulb-out’ pictured
above also includes a curb-cut to collect water
from storm flows and snow melt.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 29
The Park Theatre is a prominent community focal
point.
Gateways
Gateways are locations where physical design elements within the street and/or as part of private
development establish a sense of visual entry to Downtown. Three are identified on Figure 4.2.
Landscaping, public art, street design elements, wayfinding signage, building design or other elements
should be used to establish a gateway.
Community Focal Points
Community Focal Points are nodes of activity within Downtown that contribute to the physical identity of
a Character Area. Figure 4.2 shows both existing Focal Points that should be reinforced and enhanced
and new Focal Points that should be integral Downtown landmarks and activity nodes. Additional
Focal Points should be established at additional Downtown locations as opportunities arise. Future
development should respond to and engage community anchors. These include:
• Park Theatre
• Town Hall area
• Elkhorn Lodge
• Bond Park
• Performance Park
• Knoll-Willows Open Space
• Visitor Center Area
• Riverwalk and Riverwalk Plaza
New community focal points identified on Figure 4.2 include:
• West Elkhorn Avenue
• Cleave Street
Landscaping, public art and wayfinding systems
help announce arrival into Downtown.
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 30
Connectivity
An interconnected and integrated multi-modal circulation network should be established in Downtown
as illustrated in Figure 4.3. Transit and vehicle facilities should be designed to complement active
transportation facilities. More specifics for each mode are included in Chapter 6.
TRANSIT CIRCULATION
Shuttles should provide round trip access via a Downtown loop that travels through all four Character
Areas. Transit service should be coordinated with public parking areas, Community Focal Points and
other destinations.
VEHICULAR CIRCULATION
This Plan assumes the Loop will be constructed as planned, but also proposes additional enhancements
to the existing vehicular network. The vehicular network should maximize connectivity and create
alternative options for getting around Downtown. Network expansion should support increased
convenience for residents, but also provide alternative routes for use during special events or during
emergencies where a route may be unavailable.
This image shows a street that supports a mix of primary circulation modes including bicycles,
pedestrians, passenger vehicles and transit.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 31
Figure 4.3-Proposed Downtown Connectivity Concept Diagram
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 32
On-street bicycle facilities include bike lanes and
other facilities that are located within the street
right-of-way.
BICYCLE CIRCULATION
Downtown should accommodate continuous and safe bike access for locals and visitors, and riders of
different skill levels. As shown on Figure. 4.4, a variety of facilities should be utilized, including:
• Off-street Facilities - Multi-use paths or bikeways that are shared with pedestrians and physically
separated from vehicular roadways.
• On-Street Facilities - Facilities located within the street right-of-way and adjacent to vehicular traffic.
»Bike Lanes - Bike lanes or other facilities that are located within the street right-of-way, but where
striping or a physical separation creates an exclusive space for bikes separate from vehicles.
»Shared Routes - Streets that are officially designated as bicycle routes and are either signed or
striped to alert motorists to the presence of bicyclists. Bicycles and automobiles share the street
space since no exclusive space or physical separation is provided for bikes. A sharrow is a shared
cycle/vehicle lane with markings to warns motorists that this is an important cycle route.
Design circulation to promote walkability and
bicycling, while still safely accommodating vehicle
access.
Increase connectivity with bicycle facilities,
enhanced sidewalks and other facilities.
Expand the existing transportation network
to provide additional options for multi-modal
circulation.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 33
Figure 4.4-Downtown Bicycle Circulation Concept Diagram
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 34
Open Space System
Downtown should feature a variety of open spaces to promote social gathering, special events and
passive activities. Open space is used as a general term in this section to describe outdoor places,
including green parkspace, recreational features, pedestrian-oriented streets and hardscaped plazas.
Figure 4.5 shows the proposed Downtown open space system. It includes existing facilities and new
open spaces. It does not show smaller open spaces that could occur in a variety of locations throughout
Downtown, such as parklets or pocket parks.
• Plazas - A confined, hard-surface public space used for passive public gathering and special events.
• Parks - A landscaped, soft-surface public open space designed for both active and/or passive
recreation.
• Pocket Parks - Small public open spaces that are accessible to the general public and are frequently
created on a single vacant building lot or small, irregular pieces of land. Pocket parks could include
hard surface or soft-scape areas.
• Linear Open Spaces - Parkways, greenways or riverwalk segments that follow a linear feature.
• Natural Open Spaces - An area that retains and/or respects its natural composition of landform,
plants and habitats, such as Knoll-Willows Open Space.
• Streets as Open Space - Street adjacent public space, such as enhanced sidewalk areas. Temporary
street closures provide opportunities for street festivals, art fairs or farmers markets.
• Temporary Open Spaces - Pop-up public gathering spaces that are designed for a limited time
and for a specific function, including parklets, which extend sidewalk areas into an on-street parking
space.
ENHANCEMENTS TO EXISTING OPEN SPACES
The Downtown Plan recommends that all open spaces be continually evaluated to ensure that they are
appropriately programmed for user needs, access is adequate, and lighting and other elements create a
safe environment.
NEW OPEN SPACES
New open spaces should be established Downtown that create placemaking amenities and achieve
resilience objectives. New open spaces should be safe, inviting and accessible to all.
Links between open space elements should be established or enhanced. Wayfinding improvements
should highlight open spaces, such as Bond Park, the Riverwalk and others.
Plazas should be incorporated into the Downtown
open space system.
Orient outdoor public spaces toward natural
amenities.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 35
Figure 4.5-Open Space System
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 36
Public Art
Downtown’s physical character should reinforce Estes Park as an arts center and destination. Public art
is a major driver of Downtown’s identity and should be integrated where opportunities emerge. Public
improvements and private development projects should accommodate and showcase work by local,
regional and national artists, when possible. Specific recommendations related to the arts are as follows:
REMOVE REGULATORY BARRIERS TO THE ARTS
Review current zoning and other regulatory requirements to determine if any barriers exist to the display
of public art or the incorporation of art in private development. Remove barriers to encourage temporary
and permanent display of public art.
ENGAGE LOCAL ARTISTS
Engage Estes Park’s artist community in competitions, collaborative projects and the creation of art to be
displayed publicly. This could be done in a variety of ways, including through local design competitions
or sourcing for murals and temporary public art installations. Engage local artists in planning for
Downtown events.
SUPPORT DOWNTOWN ARTS EVENTS
Public improvements, like streetscape designs or enhancements to public open spaces, should
accommodate arts-related events, display space and performances.
SUPPORT TEMPORARY ARTS INSTALLATIONS
Encourage display of temporary art installations. This could include art prepared by community members
or outside artists. Sculptures, murals or interactive art pieces, such as parklets, are all examples.
INCENTIVIZE THE ARTS
Provide incentives for inclusion of public art in private development projects. The Town‘s land use code
permits public art to count towards a development’s landscape requirements. This and other incentives
for public art are encouraged.
ENCOURAGE USES AND BUILDING TYPES THAT SUPPORT THE ARTS COMMUNITY
The Town should accommodate and encourage building types and spaces that can house artists, such
as commercial condos, live-work space and co-operative artists studio space. This may include allowing
flexibility in development standards for arts-supportive projects. For example, “outside the box” building
forms, such as those constructed with shipping containers, should be encouraged.
INFUSE ART INTO THE DOWNTOWN FABRIC
Infuse art into the Downtown experience. Public art can take a variety of forms and diversity should be
encouraged. The photo matrix on the next page highlights some of the key public art opportunities.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 37
Functional sculpture
Sculpture
Artwork integrated in infrastructure Buildings as public artMurals
Artwork integrated in infrastructure
Expansion of performance space
Parklet design and installation
Temporary pop-up installations
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 38
Building Height and Scale
Buildings between a maximum of two and three stories are recommended for Downtown. However,
upper stories, and in particular the third story of a building, should be modulated to minimize the solar
impacts and perceived mass and scale of a building. Maximum heights of two stories are recommended
adjacent to rivers, sensitive neighborhood edges and topographic/environmental features. Figure 4.6
shows recommended building heights for Downtown.
Buildings up to four stories may be considered on a case by case basis on sites where the additional
height is determined to not significantly impact views, privacy or other factors. The Town should develop
a specific list of criteria and guidelines for review of such projects.
UPPER STORY ARTICULATION
Third story articulation should be required for all Downtown projects. A combination of upper floor
articulation techniques is appropriate, including:
• Stepbacks - The third floor of a building is set back further from the street or another edge than that
of the first and second floor.
• Height Variation - Some components of a building are at a two story scale with other components at
a three-story scale.
• Strategic Location of Three Story Components - Depending on the context, it may be possible to
locate a third story at a location on the site such that it has no visible impact to the street or adjacent
properties. This may include a component of a building at the rear of a site adjacent to a hillside and
away from a street.
Upper story articulation is particularly important where there is a need to address:
• Preserving a Viewshed - Stepbacks of upper floors along a street or other public way may help to
preserve mountain views.
• Maintaining a Lower Scale along the Street - Stepbacks and height variation on upper floors can
help to preserve the perception of a two story scale at the street edge, which is generally consistent
with current Downtown buildings.
• Sensitive Transitions -Third story articulation methods may be appropriate when trying to provide a
sensitive transition in scale to a lower-scaled adjacent use.
• Significant Topographic Change Between Properties - Where topography creates a more intense
grade change between two properties, articulation of upper stories may be necessary. This is
particularly important when a new building is at a higher grade than its low scale residential neighbor.
The juxtaposition of buildings in these two conditions creates a dramatic difference that should be
designed sensitively.
• Maximization of Solar Exposure - To maximize solar exposure of key outdoor spaces or the
sidewalk, height variation and upper floor stepbacks can help to ensure that sunlight shines through.
This is particularly important in winter months.
It is important that a design employs special
features to help articulate the third floor of a
building.
Some components of a building can be at a two-
story scale with other components at a three-story
scale.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 39
Figure 4.6-Recommended Building Heights
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 40
Priority Edges
Public realm elements, including streets, the Riverwalk, parks and plazas, are maximized as social spaces
and placemaking elements when they are located next to a feature that keeps them vibrant and in use.
Storefronts, building entries and outdoor dining areas are all features that can activate the public realm
and provide visual interest. Sites and buildings should be designed to orient toward and activate public
spaces. It is especially important to orient toward and activate the edges illustrated on Figure 4.7.
Orient a Development Toward the Public Realm - In some Character Areas, like the Downtown Core
and Artisan/Craft Industries Districts, this means locating entries or other primary public building features
to directly engage the public realm. In others, it is a matter of simply facing a building entrance toward
the street.
Activate the Public Realm - The ground floor of a building is critical to the Downtown pedestrian
experience, and particularly so in Character Areas 2 and 3. Where a ground floor feature directly frames
a key pedestrian space, it should be designed to create visual interest. Blank, featureless walls should be
avoided. Doors, windows, storefronts, outdoor dining spaces, design details, landscaping, public art and
other features can all animate the public realm.
Encouraged the private realm to “spill” into the
public realm.
Orient a building to face a street, plaza or the
Riverwalk. Residential entries and balconies can
also help activate the public realm.
CONCEPT & FRAMEWORK 4
January 23, 2018 Estes Park, Colorado - Downtown Plan 41
Figure 4.7-Priority Edges
4 CONCEPT & FRAMEWORK
Estes Park, Colorado - Downtown Plan January 23, 2018 42
Pedestrian kiosks should incorporate maps and
educational material.
Pedestrian signs direct users to key
destinations.
Wayfinding
A coordinated wayfinding signage system should be established Downtown to inform and direct
pedestrians, bicyclists and vehicles and contribute to Town branding and placemaking goals. Wayfinding
elements should be designed to reinforce the natural setting of Estes Park while building on the artistic
roots and creativity of the Town.
GATEWAY SIGNS
Gateway signs can direct travelers and help establish a sense of entry to Downtown. They should be
considered for the three gateways identified in Figure 4.2 and other locations as appropriate.
PEDESTRIAN DIRECTIONAL SIGNS
Pedestrian signs direct users to key destinations. These signs should be placed throughout Downtown at
highly visible activity nodes such as critical intersections, prominent public open spaces and transit stops.
PEDESTRIAN KIOSKS
Pedestrian kiosks are structures that provide three or more sides of information. Elements could include
maps, interpretive/educational information, Downtown marketing materials, advertising or other content.
As with pedestrian directional signs, kiosks should be placed at highly visible activity nodes.
PEDESTRIAN INTERPRETIVE SIGNS
Pedestrian interpretive signs are small signs that educate a pedestrian about a destination or feature
within Downtown. Opportunities include locations where significant events have occurred, environmental
features or other points that tell Downtown’s story.
January 23, 2018 Estes Park, Colorado - Downtown Plan 43
CHARACTER AREAS 5
PedPedTravelLaneTravelLane15’8’11’12’11’15’8’StormDrainsRainGarden RainGardenCentralChannel
80’ ROW(approx. existing)Expanded Channel(varies, approx. 60’ -90’ wide)
Multi-use Alley&Plaza Area Three-storyMixed-useDevelopmentThree-storyMixed-useDevelopment(Paseo connection)ActivatedRoof-top & Rear PatioSpacesRiverwalkPassive&Access AreaBicycleTrackFall RiverParking LotAccess Fall River 15’20’30’15’7’
PedPed
8’
TravelLane TravelLane ParkPark
8’11’11’8’3’7’8’
TravelLane TravelLane Park
11’11’8’3’
56’ ROW(approx. existing)
Benched Area
7’
TravelLane TravelLane
11’11’
Big Thompson Passive
Recreation
Area
Passive
Recreation
Area
RiverwalkMixed-use& Craft Production
Mixed-use& Craft Production
Off-street Parking Residential& Hospitality
Park
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 44
This chapter builds on Chapter 4 by providing more specific land use and design recommendations for each Character Area. It also provides a series of
“Resilient Design Studies” that illustrate potential redevelopment concepts and infrastructure improvements. Recommendations for each Character Area
are based on an aspiring vision for future function and character. Targeted land uses are identified, but do not represent the only land uses that may be
appropriate. Concepts typically show a preliminary idea or a series of design alternatives that meet the objectives of this Plan. Implementation of any of these
concepts will require further design study, coordination with property owners and analysis of the potential impacts. The exact locations of concepts are not
definite and will depend on landowner choices, available property, market conditions and other factors. Downtown Character Areas are shown on Figure 5.1.
Figure 5.1-Downtown Character Areas Diagram
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 45
Character Area 1: Arts & Culture
This section provides a vision statement, specific recommendations and design concepts for Character
Area 1. Figure 5.2 identifies the boundaries of Character Area 1. Figure 5.3 illustrates framework
concepts and recommendations for physical design and circulation.
Vision Statement
A direct connection with nature remains a key feature in the Arts & Culture Character Area. Striking
rock formations, direct access to Fall River and views to surrounding mountains are key assets that will
contribute to a distinct identity. Exciting opportunities abound for music, outdoor adventures, housing,
shopping and lodging within a refined, naturalistic mountain setting. Character Area 1 will be known for
its rich offerings of arts, culture and history. West Elkhorn Avenue provides primary access and serves
as a key organizing feature. Development in this area will be strongly linked to the Downtown Core
and abutting neighborhoods with an enhanced Riverwalk and West Elkhorn Avenue streetscape. Safe
crossings and high quality bicycle and pedestrian facilities will facilitate mobility. Buildings along West
Elkhorn Avenue will define the street edge, but in an informal way with some located close to the street
and others set back. Walkways between buildings will invite exploration of shops, galleries and riverside
plazas and parks. New housing, artists studios, galleries and other creative space will complement
commercial activities and inviting civic open spaces. Elkhorn Lodge and Performance Park remain as
Character Area landmarks, but their role as Downtown activity nodes is expanded.
Key Objectives:
• Promote redevelopment along river edges and
along Elkhorn Avenue.
• Define a western gateway to Downtown Estes
Park.
• Enhance Performance Park by highlighting its
visibility and expanding its programming.
• Enhance the Elkhorn Avenue streetscape
• Expand and improve multi-modal circulation.
• Preserve and enhance the Elkhorn Lodge with
new uses and activities.
• Design Fall River improvements to mitigate
flooding and promote an enhanced and
extended Riverwalk.
Figure 5.2-Character Area 1
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 46
Figure 5.3-Character Area 1 Framework
s1: Elkhorn Lodge
s2: West Park Art & Design Center
e1: Elkhorn Lodge River Access Area
e2: Performance Peninsula and Fall River Kayak Course
e3: Performance Parking Lot
e4: Performance Promenade
t1: West Park Station
Realign Elkhorn
Lodge Entry
Explore a
Southern
Vehicular
Connection
New/Improved Street/Entry
Streetscape Improvements
Ped/Bike Circulation
Pedestrian Only Circulation
Enhancement Area
Site Development Opportunity
Transit Enhancement
Minor Gateway
New/Improved Open Space
Flood Mitigation Opportunity
Enhanced Crossing
e#
s#
t#
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 47
Public Realm
This section identifies design concepts and recommendations for the public realm.
West Elkhorn Avenue Streetscape Design
West Elkhorn Avenue’s vehicular travel lanes should be shifted to provide accessible on-street parking
along the north side of the street. A curb-less road edge is recommended in lieu of curb and gutter
to reinforce the naturalistic setting that is envisioned. Planted swales should be integrated to capture,
convey and clean water flows. Landscape buffer areas should be designed to respond to the natural
topography. Buffers should integrate berms and swales with an irregular arrangement of boulders and
planting pockets. A curvilinear multi-use trail should integrate with clusters of streetscape furnishings,
street trees and understory plants. Lighting should be designed to facilitate safe nighttime multi-modal
circulation and visually draw users near Spruce Drive into Character Area 1. Figure 5.4 and 5.5 illustrate a
conceptual street cross-section for 65-foot and 80-foot rights-of-way, respectively.
Figure 5.4-West Elkhorn Avenue (existing 65’ ROW)Figure 5.5-West Elkhorn Avenue (existing 80’ ROW)
Rolling topography, with accent boulders will
create a natural, mountain feel to the landscape.
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 48
Flood Mitigation Opportunities
Key flood mitigation opportunities in Character Area 1 are identified on Figure 5.3 and include:
• Elkhorn Lodge River Access Area (e1) - Pursue development of a signature park and river access
amenity near the Elkhorn Lodge that helps to withstand, capture and divert flood flows. This amenity
could be developed as a public project in partnership with redevelopment efforts at the Elkhorn
Lodge or through other agreements.
• Performance Peninsula and Fall River Kayak Course (e2) - This concept calls for a new signature
Downtown open space and recreational node that would expand Performance Park. This design
concept assumes the new FEMA flood maps will render the land unbuildable and therefore could be
purchased by the Town. As shown in Figure 5.3, this property also provides an opportunity for flood
mitigation. More details about this design concept are provided on Resilient Design Study #1 on
pages 50-51.
• Performance Parking Lot (e3) - The existing surface parking lot at the east end of Character Area 1
should be redesigned to capture and detain flows by lowering its elevation. It could be used for snow
storage and melt during winter months.
Private Realm
This section provides design concepts and recommendations for the private realm.
General Development Character
Development should be designed to convey an informal, natural character. Landscape treatments should
blend with the naturalistic setting of the area through the use of curvilinear paths, native plant palettes,
boulders and a mix of berms and swales. Development should be a mix of traditional and contemporary
structures that reinforce and reference the surrounding natural environment through inclusion of materials
such as wood and stone.
Land Use
Target land uses for Character Area 1 include:
»Lodging
»Multi-family housing (workforce and market rate)
»Offices
»Artists studios
»Commercial condos or other creative space
»Retail
»Recreation
Landscape treatments in Character Area 1 should
blend with the naturalistic setting of the area.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 49
Elkhorn Lodge
The Elkhorn Lodge site (s1) should be redeveloped in a manner that celebrates its historic significance
and creates a major activity center and destination for Character Area 1 and the Town. Housing, lodging,
entertainment, retail and other activities should be combined in a landmark project that engages the
Fall River. Access to Elkhorn Lodge should be realigned to create a perpendicular entry across from
Filby Court. A formal intersection will create a safer environment for vehicles and pedestrians, while also
enhancing awareness and visibility of the Lodge.
West Park Art & Design Center
The West Park Center should be redeveloped with a focus on the arts and housing and rebranded as the
West Park Art & Design Center (s2). This effort should improve the appeal of the area in coordination
with public infrastructure enhancements, including a new formal promenade connecting pedestrians
from Elkhorn Avenue to Performance Park (e4) and an enhanced transit stop (t1). More details about the
design concept for this site and its surroundings are provided on Resilient Design Study #1 on pages 50-
51.
Redevelopment of the Elkhorn Lodge site should consider opportunities to combine river side park
space with flood mitigation improvements, such as channel benching as seen in this image.
The Elkhorn Lodge site should be redeveloped in a
manner that celebrates its historic signficance
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 50
Resilient Design Study #1: West Park Art & Design Center
In this conceptual Resilient Design Study, redevelopment of the West Park Center and public improvements establish a major
destination and focal point for Character Area 1. Site and building improvements, flood retention and conveyance and a state-of-the-
art park and recreation area expand Performance Park as an activity node.
Key Concepts
• Redevelop West Park Center as a mixed-use
node.
• Create outdoor amenity space along the south
side of Fall River.
• Redevelop the peninsula and oxbow as a public
green space.
• Extend the Riverwalk on north side of Fall River.
CharacterAREA1
Figure 5.6-West Park Design Center Concept Plan
Fall River
Riverwalk
a
a
b b
c
d
f
1
2
3
4
5
2
3
4
5
5
West Elkhorn Avenu
e
1
e
a
See Figure 5.7 for section illustration
Performance Park
Design Elements
West Park Development
a. RiverFest Plaza
b. Mixed-use development
c. Performance Promenade
Performance Peninsula
d. Park space
e. “Pull-out” Beach
f. Whitewater Course
Enhanced Street Edge
Extended Riverwalk
Parking
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 51
A new signature open space, RiverFest Plaza,
provides a flexible, linear amenity on the south
side of the Fall River that can be used for
passive-use, festivals and events. The redesigned
river edge aids in flood control and conveyance.
Performance Peninsula provides an active park
space and riverside beach that can double as a
concert overflow and river event viewing area. A
kayak course is designed on this segment of Fall
River.
The West Park Center is reinvented as an “Art
and Design Center.” Two- and three-story
mixed-use buildings engage West Elkhorn and
Fall River. Ground floor retail and office spaces,
upper floor residential and activated roof-tops
create a vibrant and dynamic riverside activity
node. The naturalistic streetscape experience on
Elkhorn Avenue provides a foreground element
between the road and parking area.
The Riverwalk and area surrounding Performance
Park are enhanced with a new multi-use trail,
climbing area, improved pedestrian connections
and a stronger river connection. “Performance
Promenade” provides a parking area designed to
quickly transform into a flexible outdoor space.
Aisle
12’92’44’12’47’16’
W. Elkhorn Ave
47’64’6’44’24’16’92’12’
BikeKid’s
RiverPlazaPedCourtyardPedParkAisleParkPed
8’19’40’19’10’6’
Ped
Beach Grass Hill Fall RiverBufferW. Elkhorn Ave
FALL RIVER
Ped BikeParkBufferCourtyardPark
Ped
&
BikePedShop/LivePlazaBeachParkKid’s
River
Residential
Accomodation
Figure 5.7-West Park Art & Design Center Section
a bdf
1 3524
e
Concept Overview
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 52
Key Objectives:
• Extend the Downtown feel east to the
intersection of Highway 34 and Highway 36.
• Redesign the Riverwalk with flood mitigation
infrastructure that doubles as amenities.
• Activate the Riverwalk with new buildings that
orient to it.
• Accommodate a moderate increase in density
and building height to promote housing
development and Downtown activity.
• Re-imagine the Town Hall site to include civic,
commercial, residential and parking uses.
• Maintain views to natural features, including
mountains and rivers.
Character Area 2: Downtown Core
This section provides a vision statement, specific recommendations and design concepts for Character
Area 2. Figure 5.8 identifies the boundaries of Character Area 2. Figure 5.9 illustrates framework
concepts and recommendations for physical design and circulation.
Vision Statement
The Downtown Core is the cultural and civic heart of the Plan Area. It offers an exciting variety of
activities, restaurants, and shops for residents and visitors. An eclectic mix of older commercial buildings
and contemporary mixed-use buildings tightly frame an unforgettable “main street” experience on
Elkhorn Avenue. A reinvented Town Hall site with a mix of civic uses, active retail, housing, public parking
and other uses create a signature activity node. This project extends the Downtown Core’s energy
east from Bond Park along the north side of Elkhorn Avenue. Cleave Street is a destination with artists
studios, housing and small format shops and dining. New and renovated buildings located close to the
street edge create an urban mountain town feel. Outdoor places, like plazas, decks, terraces, outdoor
dining areas and small parks, are ubiquitous and anchored by Bond Park and two nearby expanded
open spaces. West Elkhorn Avenue is redesigned as a state-of-the-art complete street and festival space.
The Downtown Core is strongly linked to other Character Areas and to abutting neighborhoods with
an enhanced Riverwalk, improved crosswalks and inviting sidewalks. Getting around the Downtown
Core by foot is easy and interesting. Shops and services serve locals and visitors and together with new
development help establish a stronger year round economy.
Figure 5.8-Character Area 2
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 53
Figure 5.9-Character Area 2 Framework
• s1: Town Hall Site
• e1: Weist Drive
• e2: Confluence Park
• e3: Downtown Adventure Zone
• t1: Rockwell Transit Stop
• t2: Town Hall Transit Stop
New/Realigned Street
Streetscape Improvements
(incl. Downtown Loop)
Ped/Bike Circulation
Pedestrian Only Circulation
Enhancement Area
Site Development Opportunity
Transit Enhancement
Minor Gateway
New/Improved Open Space
Flood Mitigation Opportunity
Enhanced Crossing
New Buildings as Street Edge
e#
s#
t#
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 54
Public Realm
This section identifies design concepts and recommendations for the public realm.
Civic Green
Bond Park and a new Confluence Park and Estes Adventure Zone will collectively create an expanded
outdoor “Civic Green” for Downtown. The Town should work with landowners to create a signature open
space that accommodates festivals, art fairs, farmers markets, ice sculptures and many other activities
at an exciting central location. This combination of civic spaces will serve as an integrated component
of flood mitigation infrastructure by expanding the Big Thompson River’s floodway capacity. The Civic
Green will be a regional and nationwide model for communities facing flooding challenges.
• Confluence Park. Confluence Park will function as a storm detention area and world-class gathering
space. It will integrate with Downtown buildings and support adjacent businesses. Confluence Park
will open up a prominent view to the Riverwalk from Elkhorn Avenue. An enhanced connection to
Bond Park will be established to develop a symbiotic relationship between the two features. Grade-
separated connections to the east will be possible due to the adjusted layout of the new park and
the redesign of Riverside Bridge. This project would require coordination with private landowners,
potentially including purchase of properties, a land swap agreement or some other arrangement.
• Downtown Adventure Zone. Development opportunities are expected to be limited in this area in
the future due to flood risk. As a response, the Downtown Adventure Zone is proposed to expand
the current playground in the same location. It will provide an area for families and kids to enjoy
a state-of-the-art Downtown playground with activities that highlight the adventurous Colorado
lifestyle. Zip-lines, climbing boulders and modern playground structures could all be included.
Figure 5.10-“Civic Green”
The Downtown Adventure Zone will provide an area for families and kids to enjoy a state-of-the-art
Downtown playground.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 55
West Elkhorn Avenue
West Elkhorn Avenue should be improved west of Moraine Avenue as a multi-beneficial street that is
a highly pedestrian-oriented civic amenity that can easily transform to a closed pedestrian-only festival
space. It should complement the Civic Green as a world class “complete” and “green” street that acts
as a western anchor for the Downtown Core. Its design should accommodate parklets and pop-up cafes,
and be engineered to capture, convey and clean storm flows, reducing flood risk for Elkhorn Avenue
properties. Its unique design and pedestrian activity levels will draw the eye of travelers headed south on
the Downtown Loop toward Rocky Mountain National Park, compelling them to consider a stop. More
details about the West Elkhorn Avenue streetscape design concept are provided in Resilient Design
Study #2 on pages 60-61.
Weist Drive
Weist Drive should be redesigned as a dynamic open space amenity that provides social, economic,
transportation and flood resilience benefits. Straighten the east-west section of Weist Drive to create
a perpendicular connection to Moraine Avenue. This will provide space for an entirely new riverfront
experience. A new pedestrian plaza, business interface area and slow traffic street should be integrated
with a widened Fall River with improved pedestrian and bike trails. More details about the Weist Drive
design concept are provided in Resilient Design Study #3 on pages 62-63.
PedPedTravelLaneTravelLane
15’8’11’12’11’15’8’
StormDrains
RainGarden RainGardenCentralChannel
80’ ROW
(approx. existing)
Expanded Channel
(varies, approx. 60’ -90’ wide)
Multi-use Alley&Plaza AreaRiverwalkPassive&Access Area
BicycleTrack
Fall RiverParking LotAccess
Fall River
15’20’30’15’7’
56’ ROW(approx. existing)
Benched Area
Big Thompson Passive
Recreation
Area
Passive
Recreation
Area
RiverwalkMixed-use& Craft Production
Mixed-use& Craft Production
Off-street Parking Residential& Hospitality
Park
PedPedTravelLaneTravelLane
15’8’11’12’11’15’8’
StormDrains
RainGarden RainGardenCentralChannel
80’ ROW
(approx. existing)
Expanded Channel
(varies, approx. 60’ -90’ wide)
Multi-use Alley&Plaza Area
Three-storyMixed-useDevelopment
Three-storyMixed-useDevelopment(Paseo connection)
ActivatedRoof-top & Rear PatioSpacesRiverwalkPassive&Access Area
BicycleTrack
Fall RiverParking LotAccess
Fall River
15’20’30’15’7’
PedPed
8’
TravelLaneTravelLaneParkPark
8’11’11’8’3’7’8’
TravelLaneTravelLanePark
11’11’8’3’
56’ ROW(approx. existing)
Benched Area
7’
TravelLane TravelLane
11’11’
Big Thompson Passive
Recreation
Area
Passive
Recreation
Area
RiverwalkMixed-use& Craft Production
Mixed-use& Craft Production
Off-street Parking Residential& Hospitality
Park
Figure 5.12-Weist Drive SectionFigure 5.11-West Elkhorn Avenue Section
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 56
Cleave Street
Cleave Street should be redesigned to serve as an integral layer to the Downtown Core. Currently,
Cleave Street is in need of repair. Its condition is unsafe for pedestrians and it is only minimally activated
by adjacent buildings and uses. The Cleave Street design concept has two components and is illustrated
in Figures 5.14 and 5.15.
• Improve Existing Section of Cleave Street - Enhance Cleave Street between Spruce Street and
Big Horn Drive to improve the pedestrian experience and support a mix of travel modes. Redesign
it to safely support pedestrians, bicyclists and vehicles using an inverted woonerf or “shared” street
design. As shown in Figure 5.13, a curbless street should employ traffic calming devices to slow
vehicles and support pedestrian and low speed bicycle circulation. Special paving should be used
to delineate the narrow travel lanes from the primary pedestrian space. Markings on the roadways,
or “sharrows,” should be used to alert drivers of frequent bicycle use. An inverted configuration and
linear drain at the center of the street convey stormwater and snowmelt downstream.
• Extend Cleave Street to the East - Extend Cleave Street to connect with Park Lane and Virginia
Drive. This extension will support a mix of travel modes, create opportunities for an active street
experience and facilitate an alternative route to Elkhorn Avenue. The street extension would require
partial removal of a rock outcropping. As shown in Figure 5.14, it should include two vehicle lanes, a
protected two-way cycle track and sidewalks on each side of the street. Artists studios and galleries,
residential space, restaurants and shops could face this new street segment from the south side. As
shown in Figure 5.15, a design alternative could be considered that provides access for emergency
vehicles, pedestrians and bicycles only.
Existing outcropping blocking the proposed
Cleave Street extension (from reverse angle as
shown above in Figures 5.14 and 5.15).
Above: Figure 5.13-Cleave Street enhancement Figure 5.14-Cleave Street Extension
(Option 1: vehicular traffic included)
simulation
of existing
outcropping
Figure 5.15-Cleave Street extension
(Option 2: no vehicular traffic)
simulation
of existing
outcropping
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 57
Downtown Core Ped-Bike Loop
A formal 1.25 mile Ped-Bike Loop that is signed and branded should be integrated into the Downtown
Core’s non-motorized circulation system. It should be consistently branded in wayfinding signage, but
its individual components should include a variety of experiences and facilities. Bicycle and pedestrian
access should be directed along all designated trail sections as part of the Town’s recommended
wayfinding system. The Downtown Core Ped-Bike Loop will provide an integrated feature and
experience with access to all the primary destinations in the Downtown Core. The Downtown Core Ped-
Bike Loop is diagrammed in Figure 5.16.
Cleave Street
BondPark
Weist Drive
Mac
G
r
e
g
o
r
A
v
e
n
u
e
Spruce Street
Riverside Drive
East Elkhorn Avenue
Rockwell Street
Riverwalk on north side of Big Thompson River; multi-use trail on south side
Riverwalk on north side of Fall River; multi-use trail on south side
Elkhorn Avenueunderpass
Multi-use trail integratedwith Town Hall site redevelopment
Sidewalks and shared bike routeconnect to Cleave Street
Extended Cleave Street with protected cycle track/sidewalks
Enhanced Cleave Street;shared street with sidewalks
Figure 5.16-Downtown Core Pedestrian-Bike Loop Diagram
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 58
Private Realm
This section provides recommendations and concepts for private development.
General Development Character
Development in CA-2 should provide an active street edge, new residential housing and an
architecturally diverse combination of new and renovated buildings along Elkhorn Avenue, Cleave Street
and the river interface. When feasible, development should be double-fronted to engage multiple public
spaces.
Buildings should be placed close to the back of the sidewalk. Larger buildings should be well articulated
to establish a pedestrian-friendly scale. Upper floors should be modulated to reduce the perceived mass
of a building. An eclectic mix of traditional and contemporary buildings should mix with existing ones
along Elkhorn Avenue. The architectural mix will reinforce the quaint, mountain experience of the Town.
Wood and stone should be primary elements, but contemporary accent materials are also appropriate.
Land Use
A wide variety of land uses should be targeted in the Downtown Core, including:
• Retail
• Office
• Residential
• Hotel
• Studios/creative space
• Institutional/civic
• Recreation/open space
An eclectic mix of traditional and contemporary
buildings should mix with existing ones along
Elkhorn Avenue.
Development in CA-2 should provide an active
street edge.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 59
Town Hall Site
The Town Hall site represents perhaps the best catalyst redevelopment site in Downtown. The site, which
is under Town ownership, should be leveraged to spark Downtown investment. Redevelopment of the
current Town buildings and parking lots with a mixed-use development is strongly encouraged. More
details about this potential redevelopment opportunity are provided in Resilient Design Study #4 on
pages 64-65.
Incremental Elkhorn Avenue, Cleave Street and Riverfront Development
Small-scale and incremental redevelopment opportunities are encouraged in Character Area 2, and
especially on properties fronting Elkhorn Avenue, Cleave Street and the river edges. This could take
many forms, including renovations and additions to existing properties, removal of existing buildings to
create new ones or new buildings on vacant land or surface parking areas.
Redevelopment of the Town Hall site should
include civic uses.
When feasible, development should be double-
fronted to engage multiple public spaces.
Larger buildings should be well articulated to
establish a pedestrian-friendly scale.
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 60
Resilient Design Study #2: West Elkhorn Avenue
In this conceptual Resilient Design Study, West Elkhorn Avenue is re-engineered and redesigned to convey storm flows and provide a
dynamic pedestrian-oriented festival street.
Key Concepts
• Convert West Elkhorn into a signature complete street and civic
node that supports temporary festival activity and conveys storm
flows.
• Increase density with new mixed-use residential buildings.
• Establish mid-block connections to Cleave Street, Weist Drive
and Fall River.
CharacterAREA2
Figure 5.17-West Elkhorn Avenue Streetscape Plan
1
1
2
2
3
3
4
4
5
6
6
5
ab
c
d
West Elkhorn Avenue
Cleave Street
See Figure 5.18 for section illustration
Design Elements
West Elkhorn Avenue Festival Street
a. Central storm channel
b. Loading/unloading area
Parking & pop-up flex-spaces
Raingardens
Mid-block paseo
Rooftop activation
c. Residential balconies
d. Commercial rooftop space
Cleave Street Enhancement
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 61
A sequence of raingardens at the outer street
edges provide a second level of storm flow
capture and containment. Raingarden areas are
designed with a similar plant and rock palette to
the central channel. Flexible on-street parking
spaces are located between raingardens.
A curb-less street seamlessly connects to West
Elkhorn Avenue sidewalks, which are widened to
accommodate a more comfortable pedestrian
experience. Businesses can now “spill” onto
the sidewalk with cafe seating, merchandise
carts and other activities. The curbless street
Figure 5.18-West
Elkhorn Avenue Street
Section
A central open channel collects and conveys
storm flows away from buildings.
A curbless (woonerf), inverted street directs
storm water toward a central channel, keeping
flows away from adjacent buildings. The open
channel located in the center of the street
captures and diverts piped flows downstream.
The interior of the naturalized channel is
landscaped with boulders, a designed stream
bed, and a mix of native and phytoremediative
plants to clean runoff of debris and toxins. The
channel is bordered with bollards and select
areas of curb-and-gutter for safety. Storm
flows are released through an underground
conveyance process to minimize downstream
inundation.
design allows restaurants to easily extend
outdoor dining areas when the street is closed
to vehicular traffic and provide space for street
market stands, performance areas and other
festival needs. Built-in adapters/sleeves for
bollards allow for quick installation/removal and
can also be used for flood barrier walls.
Concept Overview
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 62
Resilient Design Study #3: Weist Drive Realignment/Fall River Widening
In this conceptual Resilient Design Study, realignment and redesign of Weist Drive provides space to widen the Fall River as it enters
the Downtown Core. The widened section of Fall River improves flood conveyance while also supporting active and passive uses. Weist
Drive becomes a pedestrian-oriented amenity street and plaza activated by adjacent businesses.
Key Concepts
• Realign Weist Drive.
• Expand the Fall River channel.
• Redevelop Weist Drive into a multi-modal
plaza and outdoor amenity area.
• Improve pedestrian and bicycle circulation
along the river edge.
• Establish a connection between Elkhorn
Avenue and Fall River.
CharacterAREA2
Figure 5.19-Weist Drive Realignment/Fall River Widening Concept Plan
b
i
d
d
e
g
e
1
1
2
23
3
Fall Riv
e
r
Weist Drive
Mo
r
a
i
n
e
A
v
e
n
u
e
Riverw
a
l
k
T
r
a
i
l
Multi-u
s
e
T
r
a
i
l
Parking Lot
See Figure 5.18 for section illustration
a
c
f
h
Weist Drive Realignment
a. Improved stream conveyance
(widened channel)
b. Multi-modal slow-speed street
c. Plaza
d. Terraced walls
River Edge Trail
e. Grade-separated Moraine Avenue
crossing
f. Stepped plaza access
Double-fronted Development
g. Rooftop activation
h. Paseo connections to West Elkhorn
i. Outdoor dining and retail “spill”
Design Elements
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 63
PedPedTravelLaneTravelLane
15’8’11’12’11’15’8’
StormDrains
RainGarden RainGardenCentralChannel
80’ ROW
(approx. existing)
Expanded Channel
(varies, approx. 60’ -90’ wide)
Multi-use Alley&Plaza Area
Three-storyMixed-useDevelopment
Three-storyMixed-useDevelopment(Paseo connection)
ActivatedRoof-top & Rear PatioSpacesRiverwalkPassive&Access Area
BicycleTrack
Fall RiverParking LotAccess
Fall River
15’20’30’15’7’
56’ ROW(approx. existing)
Benched Area
Big Thompson Passive
Recreation
Area
Passive
Recreation
Area
RiverwalkMixed-use& Craft Production
Mixed-use& Craft Production
Off-street Parking Residential& Hospitality
Park
The Fall River channel is widened along Weist Drive to offer
improved carrying capacity of peak storm flows. Realigning
(straightening) Weist Drive to create a perpendicular
connection with Moraine Avenue creates an opportunity
to widen and terrace the existing channel walls. The
resulting street and amenity space provides a reinvigorated
pedestrian street experience and connection to the Fall
River.
A combination of new connections and amenity space
encourages adjacent businesses to respond. Restaurant
patio spaces, galleries and shops engage Weist Drive.
Upper-story residential brings additional life and energy
Downtown.
Figure 5.21-Weist Drive Realignment/Fall River Widening Concept Section
Figure 5.20-Weist Drive Realignment/Fall River Widening Concept Perspective
Fall River Weist Drive West Elkhorn Avenue
Concept Overview
Figure 5.19-Weist Drive Realignment/Fall River Widening Concept Plan
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 64
CharacterAREA2
Key Concepts
• Increase Downtown parking with a new
parking structure
• Energize East Elkhorn Avenue with a new
active ground floor edge
• Provide a visual and physical connection to
the Riverwalk from Elkhorn Avenue
Resilient Design Study #4: Town Hall Site (Alternative 1)
In this conceptual Resilient Design Study, the Town Hall site is redeveloped with a mix of public parking, commercial, civic and
residential uses within a new primary building and a series of additions to the existing facilities.
1
2
Figure 5.22-Town Hall Site Concept Plan - Alternative 1
1
2
2a
c
d
b
See Figure 5.23 for section illustration
Big Tho
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Multi-us
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Design Elements
Parking Structure
a. Plaza adjacent to library
b. Multi-use trail
Mixed-use/civic development
c. Barlow Plaza
d. Mid-block crossing
Bond Park
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 65
Figure 5.23-Town Hall Site Section
The Town facilities remain as a central Downtown
feature and community anchor. A structured
parking facility is constructed on the existing
parking lot and a sequence of new liner buildings
are included along Elkhorn Avenue. Plaza spaces
and multi-use paths are integrated into the site
to encourage access and connectivity. A new
entry plaza is provided east of the library and is
linked to Elkhorn Avenue and Barlow Plaza with a
new mid-block crossing.
Concept Overview
Figure 5.22-Town Hall Site Concept Plan - Alternative 1
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 66
CharacterAREA2 Resilient Design Study #4: Town Hall Site (Alternative 2)
Shown as an alternative below, the Town Hall site is completely redeveloped with the existing buildings replaced with a new mixed-
use project that includes a parking structure.
Figure 5.24-Town Hall Site Concept Plan and Rendering - Alternative 2
1
2
a
c
d
b
Big Tho
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Multi-us
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CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 67
Character Area 3: Artisan & Craft Industries
This section provides a vision statement, specific recommendations and design concepts for Character
Area 3. Figure 5.25 identifies the boundaries of Character Area 3. Figure 5.26 illustrates framework
concepts and recommendations for physical design and circulation.
Vision Statement
Reconfigured by the new Downtown Loop, the Artisan & Craft Industries Character Area extends the
activity of the Downtown Core south along Moraine Avenue and the Big Thompson River. A redefined
entry element at the planned roundabout in the south provides a strong sense of arrival to Downtown.
A revitalized Piccadilly Square, a new signature mixed use building at the Post Office site and other new
commercial and mixed-use buildings front a redesigned Moraine Avenue streetscape. Character Area
3 is its own destination, offering live-work opportunities, light industrial space and small format craft
production facilities. Pedestrians and bicyclists can explore shops and businesses while sampling local
wines and beer. Galleries, dining and entertainment venues are intermixed and provided in association
with production businesses. A string of outdoor performance spaces enhance Baldwin Park. Character
Area 3 is connected to the rest of Downtown with new pedestrian and bicycle facilities on Moraine
Avenue, Riverside Drive and along the river’s edge. Views to the mountains and a strong sense of the Big
Thompson River help define this area’s character. As a job center and sales tax generator, Character Area
3 enhances the local economy.
Key Objectives:
• Define the southern entry to Downtown.
• Extend activity from Elkhorn Avenue south
along Moraine Avenue with new development
and active uses.
• Encourage creative industries, services and
businesses alongside shopping and dining.
• Provide safe and well-connected bicycle and
pedestrian facilities along Moraine Avenue,
Riverside Drive and the Big Thompson River.
• Highlight views, especially from Moraine
Avenue to Long’s Peak.
Figure 5.25-Character Area 3 Character Area Map
Character Area 3 is its own destination, offering
live-work opportunities, light industrial space and
small format craft production facilities.
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 68
Figure 5.26-Character Area 3 Framework
Pedestrian Only Circulation
New/Improved Open Space
Flood Mitigation Opportunity
Enhanced Crossing
Enhancement Area
Site Development Opportunity
Transit Enhancement
Gateway
e#
s#
t#
Streetscape Improvements
(incl. Downtown Loop)
Ped/Bike Circulation
• s1: Post Office Site
• s2: Piccadilly Square Site
• e1: Moraine Avenue Roundabout
• t1: Moraine Avenue Transit Stop
• t2: Baldwin Park Transit Stop
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 69
Public Realm
This section identifies design concepts and recommendations for the public realm.
Baldwin Park
As shown in Figure 5.27, the Big Thompson River edge should be redesigned with a lowered ‘benched’
area that increases floodway capacity, but is generally dry between flood events. This benched area could
include civic features such as performance ‘pods’, or small stage areas that are used and programmed for
Town or private events. Picnic and playground facilities should be interspersed to encourage activity and
use. Terracing or concrete steps should be included to enhance river access.
Moraine Avenue/Riverside Drive Couplet
Moraine Avenue and Riverside Drive should be redesigned with the Downtown Loop to include buffered
and/or protected bike lanes, widened sidewalks, street trees and updated landscape treatments.
• Moraine Avenue. Two bike lane configuration options are shown in Figures 5.27 and 5.28. Option 1
shows a buffered bike lane with extra striping to separate cyclists from parked cars. Option 2 shows a
protected bike lane where parked cars separate the cyclist from moving traffic.
• Riverside Drive. Riverside Drive should be redesigned to integrate two north-bound lanes, a
buffered bicycle lane, on-street parking and widened sidewalks. Connections to Baldwin Park and the
Big Thompson River should be established. The Riverside Drive streetscape concept is illustrated in
Figure 5.29.
Terracing or stepping up the grade of the
landform along the river edge can provide
opportunities for all to enjoy river access.
Figure 5.27-Moraine Avenue Streetscape (option 1)Figure 5.28-Moraine Avenue Streetscape (option 2)
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 70
Figure 5.29-Moraine Avenue to East Riverside Drive.
Big Thompson River Edge Enhancements
The Big Thompson River should be re-engineered to expand floodway capacity with features that
enhance access and provide amenities. A combination of channel widening, benching of adjacent open
spaces and lowering Baldwin Park to provide a detention zone will all help decrease flows and increase
flood capacity. These concepts are illustrated in Figure 5.29 and detailed in Resilient Design Studies 5
and 6 on pages 74-77.
Riverside Drive
Moraine Avenue
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 71
Big Thompson River
River Benching
East Riverside Drive
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 72
Private Realm
Development should support small-scale craft production alongside retail, housing, office and other uses
in mixed-use and single-use buildings.
General Development Character
Buildings in CA-3 should range from 1 to 3 stories. A mix of traditional and contemporary building forms
will support the requirements for mixed-use and craft production. An active building wall along Moraine
Avenue should be developed to extend the energy from the Downtown Core southward. Buildings are
encouraged to be built to the back of the sidewalk. Upper-floor residential or office space is encouraged
for mixed-use buildings. Small forecourts and plazas should be encouraged along Moraine Avenue to
provide space for rest, photographs of Longs Peak, outdoor seating or entry areas for businesses. A wide
range of building types and materials should be encouraged in keeping with the vision for a creative
district.
Encourage creative industries, services and
businesses alongside shopping and dining.
A wide range of building types and materials should be encouraged in keeping with the vision for a creative district.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 73
Piccadilly Square
The Piccadilly Square site presents an outstanding redevelopment opportunity for Character Area 3.
A new mixed-use project that incorporates flood resilience features, public parking and well-designed
outdoor spaces should welcome travelers to Downtown from Rocky Mountain National Park. More details
about the redevelopment design concept for this site are provided in Resilient Design Study #5 on pages
74-75.
Post Office Site
The existing post office site should be redeveloped with a public parking structure and mixed-use
development. In coordination with redevelopment, a public plaza space and flood control improvements
should be provided. More details about the post office redevelopment design concept are provided in
Resilient Design Study #6 on pages 76-77.
Incremental Moraine Avenue Development
Small-scale and incremental redevelopment opportunities are encouraged in Character Area 3, and
especially on properties fronting Moraine Avenue. This could take many forms, including renovations and
additions to existing properties, removal of existing buildings to create new ones or new buildings on
vacant land or surface parking areas. Where feasible, new development is encouraged to front Riverside
Drive in addition to Moraine Avenue. Given the topographic change between these two streets and as
shown in Figure 5.29, creative architectural solutions will be required to successfully execute this concept.
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 74
CharacterAREA3
Figure 5.30-Piccadilly Square Concept Plan
1
a
b
c
e
f
d
d
See Figure 5.25 for section illustration
Big Thompson River Multi-use Trail
Moraine Avenue
Key Concepts
• Enhance the southern gateway to
Downtown.
• Develop a signature catalyst project and
destination for Character Area 3.
• Develop a flood-resilient first floor
parking structure that takes advantage of
topography.
• Provide housing and commercial space in
a new mixed use development.
Southern Gateway Mixed-use Development
a. Garage access (level 1)
b. Central plaza (level 2)
c. Entry element from Moraine Avenue
d. Overlook areas (levels 2 and 3)
e. Stepped Plaza Access to Street Edge
f. Roundabout with gateway element
Design Elements
Resilient Design Study #5: Piccadilly Square
In this conceptual Resilient Design Study, a flood-resilient parking structure supports three mixed-use buildings at Downtown’s
southern gateway. The development is integrated with area trails and the vehicular configuration of the Loop and its associated
roundabout. A mix of uses are contained in buildings strategically sited to take advantage of views to Long’s Peak.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 75
Figure 5.31-Piccadilly Square Concept Section (note: items “c” and “e” are not within the cross-section cut and therfore are not labeled)
a
b
f
d
This area is redeveloped to offer a first
Downtown stop for visitors entering Town
from Rocky Mountain National Park. A major
terrace area and open space on the project’s
second level offers exceptional views of nearby
mountains, wildlife and the Big Thompson River.
Buildings with active uses engage this area with
outdoor dining and other activities. The sloping
topography of the site provides an excellent
opportunity for a partially sub-grade parking
garage. The parking level serves as a podium
for upper-story building components and is
designed to withstand water infiltration during
significant flood events.
The upper deck supports a dynamic mixed-use
development. Restaurants, lodging, offices and
residences would all benefit from the views
and energetic location. A semi-private civic
space is located in a central location on the site,
protected from the traffic of the Loop, but still
highly visible to those passing by. The space is
used for festivals, markets, music, retail activities
or unprogrammed social space.
Concept Overview
Figure 5.30-Piccadilly Square Concept Plan
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 76
Parking Garage
a. Upper Moraine Avenue connection
b. Lower Riverside Drive plaza
c. Riverwalk connections
Mixed-use building
Expanded Big Thompson River
d. Reinforced river walls
e. Benched areas
Riverwalk Trail
CharacterAREA3
Figure 5.32-Post Office Parking Lot Concept Plan
b
c
c
f
1
2
3
4
4
3
2
1
See Figure 5.27 for section illustration
e
a d
Big
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p
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R
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Riversid
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r
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Rockwell StreetKey Concepts
• Create a central public parking garage.
• Redevelop the area between Moraine
Avenue and Riverside Drive.
• Improve pedestrian connections between
Moraine Avenue and Riverside Drive.
• Energize Moraine Avenue and create a new
catalyst project and activity node.
• Reduce flood risk.
Design Elements
Resilient Design Study #6: Post Office Parking Lot
In this conceptual Resilient Design Study, a flood-resilient public parking structure is connected to a mixed-use development along
Moraine Avenue. Plaza space and integrated pathways connect people from Moraine Avenue to the Big Thompson River edge.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 77
Figure 5.33-Post Office Parking Lot Concept Section
a
de
1 342
Concept Overview
The existing Post Office parking lot and adjacent
areas are redeveloped with a two- to three-story
parking structure that is accessed by vehicles
from Riverside Drive. The parking structure walls
channelize flood flows and protect buildings to
the west.
Commercial, lodging and residential space are
provided in one large building and two smaller
stand-alone structures all of which are up to
three or four stories tall . Buildings are designed
to transition in scale with grade changes from
Moraine Avenue to Riverside Drive, minimizing
building heights at the street level. A pedestrian
plaza and link provides an animated connection
between Moraine Avenue, the parking structure
and the Big Thompson River.
Figure 5.32-Post Office Parking Lot Concept Plan
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Estes Park, Colorado - Downtown Plan January 23, 2018 78
Character Area 4:
Community Services & Tourism Hub
This section provides a vision statement, specific recommendations and design concepts for Character
Area 4. Figure 5.34 identifies the boundaries of Character Area 4. Figure 5.35 illustrates framework
concepts and recommendations for physical design and circulation.
Vision Statement
Character Area 4 is an eastern anchor for and gateway to Downtown. Big Thompson Avenue is
redesigned as a landmark entry boulevard with a landscaped median leading to the excitement of the
Downtown Core and views to the high Rocky Mountains. New commercial buildings line the northern
edge of Big Thompson Avenue, activating the street edge and minimizing the visual presence of surface
parking. On St. Vrain Avenue, a public parking structure welcomes visitors and acts as a transit and active
transportation hub. Stanley Village and the Visitor Center combine to provide a mixed-use services hub
and starting point for Downtown exploration, with everything from groceries, gas, tourist guidance,
retail and large format entertainment uses like the cinema available. Character Area 4 is expanded as a
job center and continues to be a key sales tax generator. The visual and physical barrier presented by
Highway 34/36 is reduced by intersection design interventions and an enhanced underpass, creating
seamless multi-modal connections to the Downtown Core.
Key Objectives:
• Encourage incremental redevelopment of
Stanley Village.
• Improve pedestrian and bicycle connections
from the Visitor Center to Stanley Village and
the Stanley Hotel.
• Increase safe crossing opportunities for
pedestrians and bicyclists.
• Reduce the Highway 36/34 barrier effect to
stitch this Character Area 4 with the Downtown
Core.
• Create an attractive sense of entry to
Downtown.
Figure 5.34-Character Area 4
Buildings between 1-3 stories are appropriate in
Character Area 4.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 79
New/Improved Street/Entry
Streetscape Improvements
Ped/Bike Circulation
Pedestrian Only Circulation
Enhancement Area
Site Development Opportunity
Transit Enhancement
Minor Gateway
New/Improved Open Space
Enhanced Crossing
New Buildings as Street Edge
e#
s#
t#
• s1: Stanley Village Site
• t1: Transit Bridge
Figure 5.35-Character Area 4 Framework
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 80
Public Realm
This section identifies key concepts and recommendations for the public realm.
Big Thompson Avenue
Streetscape improvements should establish a grand sense of entry to Downtown on Big Thompson
Avenue. As shown in Figure 5.33, two narrowed vehicular travel lanes in either direction are separated
by a center planted median that accommodates a crossing from the Visitor Center to Stanley Village
and strategically placed left turn pockets. Generous sidewalks are separated from the street by planting
buffers.
Private Realm
Private Development in CA-4 is most likely to occur at Stanley Village. This section describes private
development recommendations for this area.
General Development Character
Buildings in CA-4 should range from 1 to 3 stories. Contemporary and traditional architectural character
is appropriate. New “liner” buildings should be located along Big Thompson Avenue in place of what is
surface parking today.
Stanley Village Incremental Redevelopment
Stanley Village should be redeveloped incrementally over time to provide enhanced placemaking
features. This will likely require replacement of existing buildings with new ones or new buildings
constructed on existing surface parking areas. Promote incremental redevelopment of the site, but
ensure parking and circulation remain adequate and efficient.
New “liner” buildings should be located along
Big Thompson Avenue in place of what is surface
parking today.
CHARACTER AREAS 5
January 23, 2018 Estes Park, Colorado - Downtown Plan 81
Figure 5.36-Big Thompson Avenue Streetscape
5 CHARACTER AREAS
Estes Park, Colorado - Downtown Plan January 23, 2018 82
January 23, 2018 Estes Park, Colorado - Downtown Plan 83
CIRCULATION 6
6 CIRCULATION
Estes Park, Colorado - Downtown Plan January 23, 2018 84
This chapter provides recommendations and concepts for circulation. It addresses all modes of travel,
including pedestrians, bicycles, automobiles and transit. Please also see Appendix A for additional
guidelines for transportation-related infrastructure and facilities.
Landscaping, storefronts, signage, benches and
bicycle parking create an inviting experience for
pedestrians and bicyclists in Telluride, CO. (Source:
www.terragalleria.com)
Sidewalk zones
Protected bike lanes provide a safe and
comfortable experience.
Shared-use path facilities serve transportation and
recreation bicycling purposes.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 85
Active Transportation (Pedestrians and Bicycles)
This section focuses on active, or pedestrian and bicycle, circulation. Please note that many of the Plan’s
active transportation recommendations are discussed in Chapters 4 and 5. Downtown currently has
walking and bicycling demands that are not being met. Some residents and visitors are not comfortable
making trips on foot or by bike for fear of potential conflicts with motor vehicles. Strategic improvements
coupled with wayfinding enhancements can increase the number of people walking and bicycling in the
Town, which in turn will raise awareness of drivers.
Technical Recommendations
Moraine Avenue Design
Chapter 5 recommends a Moraine Avenue street design concept that differs somewhat from the
current proposal as indicated in the Downtown Loop documentation. Two alternative design options
are shown in Figures 6.1 and 6.2. The first option is similar to the Downtown Loop design, but with
some modifications to allow a more substantial buffer from parked cars. The second option shows an
alternative that places the bicycle lane between on-street parking and the curb edge. This option would
provide a “protected bike lane” that can increase safety for bicyclists and automobile operators since the
two are not forced to travel directly alongside one another.
Figure 6.1: Moraine Street Option 1 Figure 6.2: Moraine Street Option 2
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Estes Park, Colorado - Downtown Plan January 23, 2018 86
Pedestrian and Bicycle Crossing Improvements
As discussed in previous chapters, enhanced crossings of rivers and streets are strongly recommended. Figure 6.3 displays potential crossing improvement
locations. These crossing recommendations are based only on pedestrian and bicycle connectivity considerations and do not consider added benefits of flood
conveyence that are available with grade-separated crossings.
Figure 6.3: Downtown Crossing Improvements
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January 23, 2018 Estes Park, Colorado - Downtown Plan 87
Accommodating Pedestrians at Critical Crossings in Estes Park
This Plan recommends adding infrastructure elements at critical crossings to better accommodate
pedestrians and bicyclists. Figures 6.4 through 6.6 summarize and show options for a few of the key
crossing challenges.
Street Recommended Crossing Improvements
Big Thompson Avenue Crossing, Near the Visitor Center (Figure 6.4)Precast concrete box culvert underpass. This may require coordinating
with private property owners to ensure enough room is allotted to achieve
ADA-compliant slopes along the path leading to and from the underpass.
MacGregor Avenue Crossing, West of Town Hall Site (Figure 6.5)Controlled crossing via a pedestrian-activated flashing beacon or other
treatment.
West Elkhorn Avenue Crossing, Along Fall River (Figure 6.6)Underpass or at-grade crossing. Additional evaluation of flood level and
underpass feasibility is needed.
High-visibility continental crosswalks are the
preferred type at intersection and mid-block
locations.
Pedestrian refuge islands can be integrated into
midblock crossings. (Source: USDOT Federal
Highway Administration)
Public art can be integrated into curb extensions.
(Source: John Greenfield; from Quick Builds for
Better Streets, PeopleforBikes)
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Estes Park, Colorado - Downtown Plan January 23, 2018 88
Figure 6.4: Big Thompson Avenue Crossing,
Near the Visitors Center
Figure 6.5: East-West Bicycle System, North of Town Hall
Figure 6.6: West Elkhorn Avenue, Along Fall River
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January 23, 2018 Estes Park, Colorado - Downtown Plan 89
Policy Recommendations
Beyond physical infrastructure improvements, the Town should cultivate policies, programs and practices that raise the profile of pedestrians and cyclists and
support non-motorized, active transportation options. Several key policy and programming recommendations are included below.
Adopt a Town Complete Streets Policy
Complete streets are accessible, comfortable and functional for users of all modes, ages and abilities, to both travel along and cross. Cities across the U. S.
have adopted complete streets policies of various forms.
Use Temporary Installations to Test Infrastructure Improvements
This Plan recommends the Town work with local businesses, community organizations and residents to test out potential pedestrian and bicycle improvements.
Cones, sandbags, chalk, spray paint and movable planters can be used to delineate bicycle lanes, curb extensions and other enhancements. Improvements
can be left for a single day to correspond with a specific event, several days or a week. Evaluating the improvements before and after installation helps to
assess potential benefits in pedestrian and bicyclist use and driver compliance. With temporary installations, the Town can evaluate the potential effects of an
infrastructure improvement without a significant capital investment.
Encourage Bicycle Supportive Facilities
Bicycle amenities should be provided to support bicycling by users of all ages and abilities. Potential bike share and bike parking facilities are shown on Figure
6.7.
Bicycle Parking
Convenient, accessible and easy-to-use bicycle parking is the most essential amenity for encouraging bicycling. Bicycle parking should be abundant, accessible
and placed near primary building entrances. With the recommended “inverted-U” bike parking style, users can park their bikes from both sides of the rack and
can lock both the bike wheel and frame to the rack.
Bicycle Storage
Beyond bicycle parking, several options provide convenient bicycle storage. These options provide greater security for bicycles, can be used for extended
bicycle storage and keep bicycles out of weather elements. Extended bicycle storage options are appropriate at or near parking facilities, visitor centers or
other areas that are outside of the plain view of passersby. Bicycle storage options can be lock and key or card accessible via a daily, weekly or monthly fee.
Bicycle Repair Stations
Bicycle repair stations are stationary kiosks placed near shared-use paths or bicycle parking areas that offer bicycle repair tools and air pumps. The tools are
affixed to the station with cables to prevent theft.
Bike Share
Perfect for visitors or residents who may not have a bicycle readily available, bike share systems provide bicycles at stations throughout a community. Users
rent bikes, typically by the hour or for a day, by using a credit card at station kiosks. Bike share systems offer enhanced connectivity for those wishing to easily
connect after they have arrived at a location.
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Estes Park, Colorado - Downtown Plan January 23, 2018 90
There is significant potential to establish a small bike share system in the Town of Estes Park with four prospective station locations—Estes Park Visitors Center,
Estes Park Town Hall, the Post Office and the West Park Center. With future redevelopment at the Elkhorn Lodge, an additional location could be implemented
there in the future. Bike sharing systems are best implemented where stations are easily visible to the public, readily accessible on foot or by car, and along a
bicycle-friendly corridor so users can bike to and from the station safely. Figure 6.7 depicts recommended bicycle parking and bike share locations within the
Town.
Figure 6.7: Potential Downtown Bike Share Locations
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January 23, 2018 Estes Park, Colorado - Downtown Plan 91
Vehicle Circulation
Efforts to address traffic congestion Downtown and to enhance the Town’s street network must balance
the needs of all users, rather than prioritize vehicles over all other modes, or vice versa. Wide roadways
with exclusive turn lanes encourage higher speeds and degrade the experience of pedestrians and
bicyclists. Alternatively, severe congestion that prioritizes all other users over automobile mobility can
lead to visitor frustration and diminish the overall experience of visiting Estes Park.
A key element to preserving and enhancing Downtown’s character is addressing anticipated traffic
growth in the coming years. On weekends during the peak visitor season (June through October), traffic
conditions regularly reach congested (over capacity) conditions. Recent traffic analyses indicated that in
2011 there were 40 days with two or more hours of congestion per day Downtown. Without the Loop
project, this congestion is forecasted to increase to 147 days of congestion by 2040. To address current
congestion levels and anticipated traffic growth, the Town should pursue several strategies that work
together to better utilize the roadway network and reduce overall traffic demands Downtown:
• Improve wayfinding to parking and transit facilities: Vehicles circulating looking for parking add
congestion to the network. This can be addressed in part through improved signage and wayfinding. • Reconfigure existing roadways to better spread traffic across the network: The Loop project will
significantly reallocate traffic between Moraine Avenue and West Riverside Drive/Riverside Drive. • Expand the roadway network where possible: With a very limited network Downtown, providing new
routes can relieve traffic on the primary routes.
Key considerations for enhancements to Downtown’s vehicular network are shown in Figure 6.8.
Improve Vehicular Wayfinding
In many downtown environments with limited parking, a portion of traffic congestion is caused by
vehicles circulating looking for parking; outreach efforts in the Town support this assumption. Directing
visitors to available parking quickly and efficiently can reduce congestion with no changes to the roadway
network.
With the Loop project and potential future investments in Downtown parking, wayfinding will only
become more important. Capturing vehicles before they enter Downtown has the greatest potential
to reduce congestion. Signage that clearly communicates options for parking at the Visitor Center and
walking or riding the shuttle will help visitors less familiar with the area access alternative options.
Identifying public parking areas with
clear signage that is visible from the
street helps reduce vehicles’ need to
hunt for parking areas.
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Estes Park, Colorado - Downtown Plan January 23, 2018 92
Reconfigure Roadway Network
Depending on the type of intersection controls used, a single lane of traffic in a downtown environment
can carry up to 800 vehicles per hour at slow speeds (less than 35 mph). In constrained downtown
environments, towns can address traffic growth by using adjacent and parallel roadways rather than
attempting to widen congested roadways, which can degrade pedestrian environments.
The Loop project attempts to improve existing, underutilized roadways (West Riverside Drive and
Riverside Drive) without adding any new traffic lanes Downtown. Estimates from the Downtown Estes
Loop Environmental Analysis indicate that traffic volumes will be reduced by around 12 to 15 percent
on Moraine Avenue and Elkhorn Avenue by converting Elkhorn Avenue (from Riverside Drive to Moraine
Avenue)/Moraine Avenue and West Riverside Drive/Riverside Drive to a one-way pair. One-way streets
can typically accommodate approximately 20 percent more vehicles per lane than a standard two-
way street, due to improved intersection operations. In the short term, operations at the US 34/US 36
intersection will also be improved through revised signal timing plans that complement the one-way pair
operations to the west.
In part because vehicles tend to follow more closely at slower speeds, reducing traffic speeds through
traffic calming measures does not have a significant effect on overall roadway capacity (vehicles carried
per lane); it only impacts average vehicle travel times. When converting streets to a one-way pair, it
is important to use elements such as on-street parking, pedestrian crossing treatments, highly visible
bicycle lanes, and streetscape improvements to encourage slow speeds and preserve a multimodal
environment for all users. Measures that slow traffic but maintain vehicle flow throughout will ensure
that the proposed roadway reconfiguration will reduce congestion and allow for additional growth while
maintaining safe, comfortable conditions for all users.
Expand the Roadway Network
Downtown is constrained by topography, the Fall and Big Thompson Rivers, and a limited roadway
network. Options for adding new roadway connections are very limited. However, the Town can pursue
options to expand the street network when possible to draw local traffic from the major through streets
and activate side streets.
Cleave Street presents one such opportunity. Extending Cleave Street between Big Horn Drive
and Virginia Drive would provide an additional option for local traffic. While the steep hill and rock
outcropping just north of the buildings fronting Elkhorn Avenue presents a challenge, a new shared
connection could help improve local access for vehicles, pedestrians and bicycles.
Extending Cleave Street between Big Horn Drive
and Virginia Drive would provide an additional
option for local traffic. While the steep hill and
rock outcropping just north of the buildings
fronting Elkhorn Avenue presents a challenge,
a narrow shared connection could help improve
local access for vehicles and bicycles.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 93
Figure 6.8: Potential Vehicular Network Enhancements
Vehicular Network
Potential vehicular connection
from West Elkhorn Avenue
to Moraine Avenue. Additional
study and coordination will
be required.
Potential realignment of Weist
Weist Drive using a “shared
street” concept that provides a
public open space amenity
that permits deliveries and
select vehicular tra c.
Potential Realignment of
Cleave Street through
the Spruce Parking Lot along
with potential conversion of
Lawn Lane to a private access drive.
Northern access from
Spruce Street to Lawn Lane is
proposed to be restricted for
safety reasons. Additional study
and coordination will be required.
Potential expansion of the
existing Cleave Street to extend
eastward toward Bond Park. This
would require removal of some of
the current blu at this location to
create room for the connection.
Additional study and environmental
analysis will be required to determine
feasibility.
Potential redesign of the southern
entry to Bond Park from Elkhorn
Avenue. This improvement would
eliminate the current pullout on the
northside of Elkhorn Avenue to
provide an opportunity for an
enhanced public space or a new liner
building as envisioned in Chapter 5 of
this Downtown Plan.
Map Key
Existing Vehicular Circulation
Potential Vehicular Network Expansion
Potential Street Realignment
Big Thompson Avenue
Wonderland Avenue
MacGregor Avenue
Moraine Avenue
W. Elkhorn Avenue
E. Riverside Avenue
Cleave Street
East Cle
a
v
e
Street
(Propos
e
d
)
Spruce Street
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Estes Park, Colorado - Downtown Plan January 23, 2018 94
Transit
The Town operates six free daily shuttles during the 12-week peak summer season (between June and
September) from the Visitor Center to a variety of destinations. Additionally, the Town provides free
trolley services for guests and residents during several events outside of the summer shuttle season (21
days of service outside of the peak summer season in 2015).
The National Park Service operates three free shuttles during the peak season (typically late May to early
October) in and around Rocky Mountain National Park (RMNP). One of these routes, the Hiker Shuttle,
serves the Visitor Center.
Figure 6.9 displays a map of the six Estes Park shuttle routes. All routes serve the Visitor Center. However,
only three routes serve the Downtown Core:
• Gold Route (Trolley): All day out and back service between the Visitor Center and Maxwell Inn via
Downtown every 30 minutes
• Green Route: Afternoon one-way loop service between the Events Complex, Town Hall and the
Visitor Center every 15 minutes
• Brown Route: All day one-way loop service between the Events Complex, Mary’s Lake Lodge, the
YMCA Hampel Auditorium, Picadilly Square, Barlow Plaza/Town Hall and the Visitor Center every
hour
Currently, those who park at the Visitor Center and ride the shuttle wait approximately 15 minutes on
average for the Trolley (Gold Route), which arrives at the Visitor Center every 30 minutes. During the
afternoon hours, some may elect to ride to the Downtown Core from the Visitor Center on the Green
Route, which runs every 15 minutes. However, because this route operates on a one-way loop and
first serves the Events Complex after stopping at the Visitor Center, the trip takes approximately 10
minutes. The Brown Route does not provide a reasonable option to travel from the Visitor Center to
the Downtown Core, as it operates on a one-way loop, serving Elkhorn Avenue last after departing the
Visitor Center. Both the Visitor Center and the Events Complex provide ample parking and, with clear
signage and communication, can serve as attractive options to park and ride Downtown for visitors and
Downtown employees alike.
The Town should pursue several strategies to continue to improve shuttle service as a convenient, easy-
to-use and efficient alternative to driving and parking Downtown:
• Revised routes to improve frequency of service between the Visitor Center and the Downtown Core
• Easy-to-understand route maps and schedules that clearly communicate options for riding to and
from Downtown
• Highly visible transit stops with amenities, such as shelters, trash receptacles, benches and route
information
Estes Park free trolley
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January 23, 2018 Estes Park, Colorado - Downtown Plan 95
Improved Frequency of Service to and from Downtown
The Trolley (Gold Route) offers an easy-to-understand route map that provides a convenient option for
visitors to park at the Visitor Center and ride Downtown. With 30-minute service, however, visitors can
expect to wait for 15 minutes on average to take the five-minute trip on the Trolley to the Downtown
Core. The Town should strive to provide service between the Downtown Core and the Visitor Center
every 10 minutes; this is considered “high-frequency” and allows riders to feel confident a shuttle will
arrive shortly, without consulting a schedule.
This can be accomplished by investing in additional Trolley service or revising the Green, Brown and
Silver Routes so they serve the Downtown Core and the Visitor Center in both directions. Example route
revisions could include converting the Green, Silver and Brown Routes to out and back service to provide
multiple overlapping routes between the Visitor Center and the Downtown Core. These revisions would
increase the end to end travel times for each route, but provide overlapping, high-frequency service
between the Visitor Center and the Downtown Core, as shown in Figure 6.10.
Easy-to-understand Route Maps and Schedules
One-way looping routes provide an efficient way to serve many destinations with a single vehicle, but
such routes are often confusing for visitors as they only provide service in one direction. While residents
and employees can learn schedules and figure out the best routes to meet their needs, visitors often
avoid shuttles with complicated route structures because it can be difficult to confirm they will be able to
find another shuttle back to their vehicle or point of origin.
The Town should implement a high-frequency corridor between the Visitor Center and the Downtown
Core using multiple routes, route maps, schedules and shuttle displays to clearly communicate the next
major stop on the route so that visitors can easily understand how to use the shuttle system. Most visitors
will be less concerned with the end point destinations of individual routes, but will simply want to know if
any individual shuttle will run between the Visitor Center and the Downtown Core via Elkhorn Avenue.
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Estes Park, Colorado - Downtown Plan January 23, 2018 96
Design a transit stop with amenities and
recognizable branding.
Highly Visible Transit Stops with Amenities
Not all shuttle stops will serve a large number of passengers. In fact, only a few stops along the highest
frequency corridors are likely to carry most visitors to the Town. Investing in amenities at these select
stops will draw attention to the transit system, allow visitors to feel the shuttle system is both reliable and
convenient and provide a comfortable location to wait for the next shuttle. The Town should invest in
amenities such as shelters, benches, route information and potentially real time arrival information at the
following locations:
• Events Complex
• Visitor Center
• Town Hall/Barlow Plaza
• Moraine Avenue and Elkhorn Avenue
• Rockwell Street
Branded, visible vehicles and highly visible transit stops communicate to all visitors that the shuttle
system provides a convenient option for travel to and from Downtown, which will attract additional riders
over time.
Exclusive Travel Lanes for Shuttles and Bikes
Explore the feasibility of establishing a temporary exclusive travel lane for shuttles and bicyclists. This
would require designating a vehicular travel lane as a “Shuttle/Bike Only” lane and restricting personal
vehicle travel on certain days or during specific time periods of the day. The objective is to encourage
transit use in Downtown by facilitating lesser travel times for those willing to take transit. At the same
time, reduced vehicular activity would result in a safer bicycling environment. Significant study and
coordination with the California Department of Transportation (CDOT) and other agencies would be
required to determine project feasibility.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 97
Figure 6.9: Existing Shuttle Service
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Estes Park, Colorado - Downtown Plan January 23, 2018 98
Figure 6.10: Recommended Transit Shuttle Improvements
January 23, 2018 Estes Park, Colorado - Downtown Plan 99
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Estes Park, Colorado - Downtown Plan January 23, 2018 100
This chapter provides parking-related recommendations for Downtown. It includes:
• Parking Management Recommendations: Recommended immediate to short-term, as well as
mid- to longer-term strategies carefully curated to provide guidance on how to effectively leverage
parking and mobility management to support the Town’s growth
• Preparing for the Future: Key industry trends in parking and mobility management that should
be kept in mind as the Town’s parking and mobility management program grows in size and
sophistication.
Parking Management Recommendations
The following recommendations are focused on transitioning the Town’s parking management efforts to
be more effective, more efficient and more user-friendly.
Short-Term (2017-2018)
Transition to a Consolidated City Department Management Model
The Town should identify the preferred location for all Downtown parking management functions.
Traditionally, parking functions in municipal environments have been “horizontally-fragmented,” where
different functions of parking have been assigned to various departments. This approach can present
communication challenges, which can lead to inefficiency, disjointed planning efforts, and customer
frustration. The Downtown Plan recommends a “vertically-integrated” model, with all parking-oriented
functions fully “housed” within one department.
• Consolidated (“Vertically-Integrated”) City Department Model: This model places all parking
functions within one town department. Functions such as enforcement, facilities management,
outreach, branding and parking planning are placed under one director, who may or may not have
cabinet-level status within town government. Examples of well-run public parking systems that use
this organizational model can be found in Fort Collins, CO; Manitou Springs, CO; and Breckenridge,
CO (although Breckenridge is currently undergoing a process to consider outsourcing their parking
system).
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January 23, 2018 Estes Park, Colorado - Downtown Plan 101
The Consolidated “Vertically-Integrated” City Department Model is essentially a typical department
led by a department head that consists of a varying assortment of support staff. The defining
characteristic of this model is that the department director has complete responsibility for the
management of all parking-related program elements.
Primary elements include:
• Off-street parking facilities
• On-street parking resources
• Overall program financial performance
• Parking system planning
• Parking enforcement and related areas:
»Transportation Demand Management (TDM) (trip reduction programs, preferential parking for
car/van pools, transit programs, etc.)
»Parking system branding, marketing and community outreach
»Implementation of new technologies (special projects)
»Parking system planning (zoning, parking requirements, code issues, financial planning)
»Residential permit parking programs
»Interface with Downtown development and economic development
Make Strategic Investments in Technology
With innovation in technology moving at an increasingly rapid pace, it can be challenging for some
communities to identify where technology can support their parking and transportation management
activities and where technology might actually get in the way of progress. While technology is an
important part of the conversation, it isn’t the answer to every challenge and should be approached
thoughtfully. “Best in Class” parking operations almost always have a comprehensive and integrated
parking access and revenue control system that offers the following benefits:
• Consistent operations and features for customers
• Simplified/consistent training for staff and auditors
• Similar equipment and models, which provides for simplified maintenance and less costly parts
stocking
• Consolidated system-wide reporting and management information
Staying informed of new technologies can help the parking department identify the best tools available
to achieve its goals. New technologies can help the Town and staff responsible for parking management
work smarter, not harder. Customer service levels can be enhanced using Automatic Vehicle Identification
(AVI) systems, web-based permit renewal programs, pay-on-foot payment stations, mobile payment
technologies, etc. These enhancements can be implemented when the timing is right, after the
community has been brought along with the Town in planning conversations.
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Estes Park, Colorado - Downtown Plan January 23, 2018 102
Maximize Existing Parking Infrastructure
While it is strongly recommended that the Town maximize the use of existing parking assets before
investing in parking infrastructure, that does not mean that planning for the future should not start
immediately. Effective parking management includes proactively coordinating with public and private
partners, thoroughly understanding the often-competing needs of various user groups (i.e., employees,
visitors, business owners), and managing supply to prioritize use, based on adjacent needs and land uses.
The concept of shared parking should be actively promoted to move towards creating an integrated
network of parking offerings, where both public and private parking assets can be leveraged to meet
peak demand. The Town should take an active role in promoting and facilitating shared parking to ensure
that supply is not over-built and demand is effectively managed by leveraging the existing parking
supply.
ACTION ITEMS:
• Review existing parking assets for layout efficiency. Supply can often be increased by 5-15% through
improved lot layout and/or via lot combination, etc.
• Maintain clean, safe and attractive facilities. This is a core function of any parking program and
significantly impacts the perception of the program and the community it serves. A strategy of
addressing the “First 30 Feet” of each parking facility is a recommended first step in showing some
immediate progress. Key elements of the “First 30 Feet” approach include:
»Cleaning and painting
»Reviewing and consolidating signage
»Adding “Welcome” and “Thank You” messaging
»Upgrading lighting to ensure that there are no dark corners or unlit locations within the lot or
structure
• With the recent investment in a new parking structure near the Visitors Center, the Town should also
consider developing a “maintenance reserve fund” program for its public parking assets. Parking
facilities are made of concrete, which deteriorates over time and requires significant investments
in on-going maintenance and periodic restoration. Deferring maintenance will only cost more over
time. Without an effective routine maintenance program and dedicated maintenance reserve funds,
the likelihood that serious deferred maintenance will lead to even higher maintenance and facility
restoration costs is much more likely. Typical parking facility maintenance reserves range from $50 to
$75 per space per year.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 103
Provide Options to Help Customers Make the Right Parking or Transportation
Choice for their Trip
The goal of parking management is not to “get better at catching illegal parkers,” nor is it about a
“money grab”; it is about identifying strategies that help people find safe and legal parking spaces
quickly and efficiently. It is also about effectively managing a limited public resource. Improving the
Downtown experience begins with managing available parking and transportation resources, introducing
new parking policies and systems judiciously, and developing programs that help alleviate and address
current “chokepoints” in Downtown circulation. Ultimately, the Town’s “big picture” focus should include
strategies to integrate parking with transit, cycling and pedestrian initiatives and programmatic support
for enhancing transportation and community elements.
ACTION ITEMS:
• As the Town works to develop an employee and resident parking program, staff should work closely
with key community development partners (i.e., the Chamber, Visit Estes Park, and the Estes Park
Economic Development Corporation [EDC]) to involve stakeholders in the process, especially with
regard to employee education about parking options for longer stays.
• Invest in a comprehensive wayfinding study. This investment would not only provide a noticeable
improvement to the customer experience, it would also likely impact congestion caused by visitors
who are circling to look for available parking.
• As a shorter-term and cost-effective strategy, continue to expand the use of temporary variable
messaging signs to assist with event parking management.
• Consider installing bicycle parking signage to help identify legal bicycle parking locations.
• Review and improve Downtown street furniture needs/design, including improving existing bike racks
to ensure bikes can be adequately secured, and consider strategically investing in additional bicycle
infrastructure.
• Consider exploring technology that may be of assistance and using flexible options, including
vehicular and bicycle valet programs.
• Consider conducting a “walking experience audit” with Town staff and members of the community.
This process can help “remind” residents what it’s like to “be a visitor” and can be a helpful tool in
identifying and defining bike, vehicle and pedestrian wayfinding needs.
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Estes Park, Colorado - Downtown Plan January 23, 2018 104
Additional Planning Steps
This section provides additional recommendations related to parking.
ACTION ITEMS:
The following action items should be considered as high priorities as the Town looks to take a more
strategic approach to communicating about existing and future parking and transportation offerings:
• Develop a specific distinctive parking brand and visual mark that is incorporated into all parking
signage, marketing and communications materials.
• Invest in a comprehensive wayfinding study. This investment would not only provide a noticeable
improvement to the customer experience, it would also likely impact congestion caused by visitors
who are circling to look for available parking.
• Consider a strategic investment in lower-cost parking monitoring and communication technology
as a component of enhanced wayfinding and signage exploration. An example of a vendor that
specializes in this type of low-cost alternative is Parking Logix.
• Plan for annual stakeholder outreach and engagement, especially before, during,and after significant
policy, technology or programmatic changes.
• Coordinate with local community partners (i.e., Visit Estes Park, the Estes Park Chamber of
Commerce and the Estes Park EDC) to create a “one stop shop” online resource for vehicle parking,
bicycle parking and multimodal (i.e., shuttle) options. Work collaboratively to ensure that this
resource has one “champion” or point person responsible for making sure that the site stays up-
to-date and is well-promoted. The following outlines some industry best practices that should be
considered when developing a “one stop shop” online resource:
»Include basic parking and mobility information/location/directions
»Include the organization’s mission, vision and values, and the work underway to achieve those
goals
»Include a contact form for feedback purposes
»Include an emergency/contact phone number that is answered 24/7
»Ideally, create the website in distinct sections that correlate to target audience categories, with
information neatly sorted and organized based on the type of user accessing the site.
»Ensure that the website is well-managed with a plan to keep content fresh and new. Users
returning to the site and finding nothing new are likely to stop utilizing it as a resource.
»In addition to hosting some static content, include tools to allow users to select how they want to
communicate with/receive information about upcoming changes that will impact parking in the
Downtown area.
»Offer a mobile optimized version of the website for those who wish to access the site on mobile
devices.
»Consider using Google Analytics (or a similar tool) to track where the website is receiving the
most traffic and actively move those items to the home page.
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Mid- to Long-Term
Identify Desirable and Viable Locations for Future Addition of Parking
Infrastructure
Through conversations with Town staff and feedback from community members during the April 2017
design charrette and open house, the following sites were identified as those that present the most
opportunity to serve multiple purposes (i.e., provide additional parking and protect against and/or
mitigate the impact of flooding). The sites are listed in order of preference and each include brief bullets
about site opportunities and/or challenges.
A “(+)” indicates a benefit to a given site. A ( = ) indicates a factor that is neither positive or negative. A ( - ) indicates a negative factor to consider associated with a parking site.
A. Town Hall/Library Parking Lot
• (+) Garnered the most excitement in conversations with community members
• (+) Could potentially double parking in a core area of the Town
• (+) Existing land use is parking
• (+) Highly visible location
• (+) Strategic location could serve special events (i.e., Farmer’s Markets)
• (+) Multi-purpose benefit of bringing street level activation (such as retail storefronts) along Elkhorn
Avenue
• (+) Site size and layout are conducive for structure parking
• (+) Drivers won’t have to travel very far into Downtown before exiting their vehicles
• (+) Land is already owned by the Town
• (=) “Downtime” for facility construction should be considered and closures phased, if possible, to
limit disruption to parking access for this highly-utilized surface parking lot
B. Post Office Building and Existing Post Office Surface Lot
• (+) Could allow highly-utilized Post Office to stay in its current location as part of a new mixed-use
development
• (+) Part of the site is already parking
• (+) Second story of the structure would be level with Moraine Avenue, with a possible pedestrian
bridge connection
• (+) Structure could act as a sieve for debris during a flood event
• (+) Centralized, highly-trafficked location of Downtown
• (=) “Downtime” for facility construction should be considered and closures phased, if possible, to
limit disruption to parking access
• (=) Drivers still have to drive into the core of Downtown before exiting their vehicles
• (-) Post office currently has a longer-term lease for the land
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Estes Park, Colorado - Downtown Plan January 23, 2018 106
C. Piccadilly Square
• (+) Ideal location for capturing drivers departing the Rocky Mountain National Park (RMNP), before
they enter the core of Downtown
• (+) Potential for a “showpiece” parking structure that serves multiple purposes—parking, an increase
in retail and residential offerings, and flood mitigation
• (=) “Downtime” for facility construction should be considered and closures phased, if possible, to
limit disruption to parking access
• (=) Land is privately-held
• (-) Due to site’s location, slope, and multiple access points, financial feasibility will likely be a concern
D. Cleave Street Lot
• (+) Potential for a smaller facility, perhaps only two stories
• (+) Supports best practice concept of investing in distributed pockets of smaller parking assets
around Downtown versus larger consolidated assets in one location
• (=) Need to accommodate access for deliveries, loading and other functions could impact site
viability
E. Lot West of Moraine Avenue
• (+) Potential for a smaller facility, perhaps only two stories
• (+) Supports best practice concept of investing in distributed pockets of smaller parking assets
around Downtown versus larger consolidated assets in one location
There is additional opportunity to reconstruct the surface lot near Spruce Park (“Performance Park”) to
allow for intentional flooding of the lot during a larger flood event. Due to the lot’s location in a sensitive
flood zone area, dropping the existing lot to a lower level could help create a natural “retention area”
that could be designed to flood and drain more slowly.
Out of the list of possible parking sites identified in the previous section, the site that shows the most
promise for redevelopment into a multi-purpose, mixed-use facility that includes an opportunity for
parking, residential, retail, and flood mitigation is the Piccadilly Square lot. Due to its location, this
site also could serve as a functional “mobility basecamp” to RMNP, a multimodal hub for shuttles
and bike share, and as a centrally-located public meeting gathering space. As this parcel is privately-
held, a conversation should first be had with the property owner to determine their interest in site
redevelopment. This step should happen before any future conversations about the site are held.
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Preparing for the Future
The Estes Park Downtown Plan was designed to be a guiding framework that balances the multimodal
access needs, trends and choices of today while also preparing for inevitable shifts in demographics,
economics, travel choices, physical designs and technology. As such, this final section touches on a few
emerging trends that will likely influence and shape how people travel to and around the Town for years
to come:
• Shared travel options
• Data-driven management
• Adaptive reuse principles (covered previously)
• Electric vehicles (EVs)
• Autonomous and connected vehicles (AV/CV)
Shared Travel Options
Promote shared travel options over tools that push users to a single mode each day.
One-way travel options are rapidly expanding. These options include walking, transit, bike share,
Transportation Network Companies (i.e., Uber and Lyft), carsharing (Car2Go) and much more. In the near
future, shared autonomous vehicles will likely also join this category of transportation options. These
travel options allow users even more options for first and last mile connectivity, and greater opportunities
to live car-free or “car-lite” lifestyles.
Data-Driven Management
Pursue data-driven management practices to improve system efficiency and share information effectively.
Performance-based parking pricing, Uber’s “surge pricing,” and peak hour transit fares are all examples
of using pricing to address peak demands. Real-time data collection and analysis—such as commute
mode detection that can distinguish between biking, Single Occupant Vehicle (SOV) use, carpooling
and transit use—will lay the foundation for effective system management moving forward. As the Town
moves through its Community Conversation about Downtown Parking—specifically with regard to a
conversation about seasonal paid parking—identifying technology vendors (i.e., smart parking meters,
pay by phone/mobile app providers) that can help the Town make data-driven decisions is strongly
recommended.
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Estes Park, Colorado - Downtown Plan January 23, 2018 108
Electric Vehicles (EVs)
To support the trend of increased electric vehicle (EV) ownership, cities across the nation are looking at
how to incorporate and prioritize EV investments into existing infrastructure. Items for consideration in
conversation about the impact of EVs include:
• Quantity and location charging stations, including possible location prioritization
• Variety of charging stations offered (Levels 1-3)
• Fee schedule or time stay limit for EV spaces
• Full or self-service offerings
• Communication and signage to promote utilization
• Payment options
Autonomous & Connected Vehicles (AVs & CVs)
An autonomous vehicle (AV) is a car or truck that can guide itself without a human driver, while a
connected vehicle (CV) is a vehicle that is equipped with internet access and likely with a local wide
area network (WAN). While widespread testing of partially and fully autonomous vehicles is taking place
across the globe, the parking industry as a whole likely won’t need to start redesigning parking assets to
accommodate AVs/CVs for at least another five years or so. Most of the release dates seen from AV/CV
developers for revenue service “aTaxis” is not until at least 2021. However, it isn’t clear what capabilities
those “aTaxis” will have initially. Being able to drive on “any” street from any origin to any destination
(and park in any lot) completely driverless is a pretty big challenge. Businesses and parking lot/garage
owners that want to be early-adopters or trailblazers are encouraged to start partnering today with
AV developers and parking facility designers to start piloting new concepts and doing demonstration
projects.
January 23, 2018 Estes Park, Colorado - Downtown Plan 109
FLOOD MITIGATION 8
PedPedTravelLaneTravelLane
15’8’11’12’11’15’8’
StormDrains
RainGarden RainGardenCentralChannel
80’ ROW(approx. existing)Expanded Channel(varies, approx. 60’ -90’ wide)
Multi-use Alley&Plaza Area
Three-storyMixed-useDevelopment
Three-storyMixed-useDevelopment(Paseo connection)
ActivatedRoof-top & Rear PatioSpacesRiverwalkPassive&Access Area
BicycleTrack
Fall RiverParking LotAccess
Fall River
15’20’30’15’7’
PedPed
8’
TravelLane TravelLane ParkPark
8’11’11’8’3’7’8’
TravelLane TravelLane Park
11’11’8’3’
56’ ROW(approx. existing)
Benched Area
7’
TravelLane TravelLane
11’11’
Big Thompson Passive
Recreation
Area
Passive
Recreation
Area
RiverwalkMixed-use& Craft Production
Mixed-use& Craft Production
Off-street Parking Residential& Hospitality
Park
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Estes Park, Colorado - Downtown Plan January 23, 2018 110
Black Canyon Creek and two major rivers, Big Thompson and Fall River, come together at the center
of Downtown. The Town’s proximity to RMNP is both an asset and a vulnerability. From an access and
aesthetics standpoint, the park and the rivers are wonderful assets for the Town. From a flood mitigation
standpoint, the Town is vulnerable to flooding from snow melt and storms. Undersized bridges and
river sections provide additional challenges. As seen from past flooding, the Town’s infrastructure is not
capable of safely passing large storm flows without enduring significant impact to the rivers, landscape
and built environment.
This chapter provides flood mitigation concepts using a three-level approach that looks at Regional,
Town and Site/Property design. The concepts build on information from previously completely studies
and recommendations in this document.
Three Levels of Flood Mitigation
A three-level approach is suggested to develop concepts for flood mitigation at a range of scales.
Regional Level
The regional level considers how solutions can be achieved in the upper watershed. This requires
cooperation among agencies and governments. Opportunities may be limited due to inconsistencies
in federal policies. Nonetheless, lands not federally owned above the Town that could provide
opportunities for retention/detention and naturalized channel improvements such as diversions and drop
structures should be investigated.
The opportunity exists to work with Larimer County. The improvement concepts developed in the
Downtown Plan would benefit the county farther downstream. The county could be a partner in both
flood control and funding.
From a regional perspective, national park and county lands provide opportunities for flood mitigation
on a large scale, which could potentially greatly benefit the Town and the whole of Estes Valley. Some of
those may be:
• Regional retention/detention basin
»Regional detention/retention basins both in-line and off-line can be beneficial to attenuating
the peak runoff rate. Attenuating the peak on one of the rivers or the creek until the other peak
passes through town can reduce the overall magnitude and impact of the flood waves to the
Town infrastructure.
• Flood control dam
»A flood control dam is an above-ground structure that is normally empty, but that is used to
store flood waters and attenuate peak flows. Dams tend to be larger structures than detention/
retention basins. The Colorado Division of Water Resources Dam Safety Section administers the
Dam Safety Program for the state.
Steel bulkheads can be used to contain larger
storm and flood flows.
Flood control dams are used to store flood waters
and attenuate peak flows.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 111
• Divert a portion of the river flow around the Town
»Opportunities to redirect flow upstream so that it bypasses the Town should be investigated. In
large storms, some of the flow could possibly be diverted to a different watercourse, or a new
conveyance around the Town. The runoff could be permanently diverted to a different watershed,
or join back with the river downstream of the Town.
The diversion of a portion of the flow around the Town is recommended, but not whole scale diversion of
either river. The rivers are a major feature of the Town, and some flow should be maintained.
Town Level
Improvements to the two rivers and Black Canyon Creek are recommended for flood mitigation. At the
same time, mitigation measures can provide opportunities to access waterways in a way that enhances
the Estes Park experience. Improvement ideas include:
• Provide a multi-tiered channel section such that lower magnitude storms are conveyed at the lower
level, and the upper tiers can be used for trails and passive uses. In larger, less frequent storms the
benched area will convey flow.
• Widen channel sections in some areas. This can dissipate flow energy and convey additional flow in
the channel. This could reduce overtopping of the banks of the channel and flooding into the Town.
• Incorporate trails and bikeways to accommodate low volume storms, and provide flood control in
higher volume storms.
• Utilize bulkheads, steel structures used as part of hard-surface plazas, terraces and trail structures to
contain flow. A good use of a bulkhead would also be to redirect flow into a park setting for a play
pool or interactive education space.
• Convert streets from normal, crowned street to inverted crowns to direct flood flows away from
businesses.
• Incorporate a Best Management Low Impact Development Toolbox.
»Center median bioswales: Bioswales, ditches that are used for water quality treatment and
infiltration, can be used to provide openings in curbs to allow runoff to flow into a planted area in
the roadway median.
»Tree wells: Trees can be planted adjacent to the street and sidewalk in an underground open-
bottom box with a grate “lid” around the tree. Runoff from the street and adjacent sidewalks can
flow into the tree well, leaving streets and sidewalks dry.
»Depressed water quality treatment areas: Swales, curb islands and street landscaping can be
lowered to collect runoff. The runoff is removed from surfaces and treated through infiltration.
»Chicanes: Chicanes bump-out of the sidewalk/landscape area into the street and can be used to
slow down traffic and provide areas for depressed water quality treatment.
• Use the rivers and flooding of the Town to educate residents and visitors.
»Divert water to play pools.
»Develop educational interactive features related to hydropower, flood elevations, the impact of
debris, floodproofing, diverting flow and flood measurement.
A central channel concept similar to the one
pictured above could be used in conjunction with
the inverted crown of West Elkhorn to assist with
the capture and conveyance of storm flows and
flood water.
Use the rivers and flooding of the Town to educate
residents and visitors.
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Estes Park, Colorado - Downtown Plan January 23, 2018 112
• Design surface parking areas for water detention. A portion of parking lots could be set aside to hold
water for a short period of time. This would require carefully planning and siting the detention areas
so that residents and visitors would not be cut off from their vehicles in storm events.
»Pervious pavement: Porous pavement and bricks can be used to infiltrate runoff from a parking
lot.
»Underground storage and surface storage: Underground storage can be a good option, though
it can be cost prohibitive and would require a cost/benefit analysis.
• Lower parks from nearby landscape to serve as detention areas.
• Utilize drop structures, concrete or boulder structures that decrease the bottom of a river (the river
inverts) two to three feet in a short span. Drop structures create ripples and eddies in the river, which
are aesthetically pleasing. They help reduce velocity for minor events, but will not be effective for
major events.
Key Flood Mitigation Opportunities
This section describes some of the key flood mitigation opportunities. Additional opportunities are
discussed in Chapters 4 and 5 of this Plan.
A. The Fall River Bridge at West Elkhorn Avenue
The bridge over Fall River is a major choke point of the river as it enters the Downtown core. Upgrading
the bridge could be highly beneficial. Implementing these upgrades, however, would need to be
coordinated with the owner of the adjacent property. The Town should consider negotiating an
acquisition of this property to provide space to expand the bridge.
OBJECTIVES:
• Reduce possibility of bridge overtopping.
• Mitigate flooding of businesses adjacent to the bridge and along West Elkhorn Avenue.
ADDITIONAL CONSIDERATIONS:
• Increase the capacity of river and infrastructure downstream of the bridge to accommodate larger
flows.
B. West Elkhorn Avenue Inverted Cross Section
When Fall River hits West Elkhorn Avenue in Character Area 2, a pinch point causes overflow down the
street. Convert West Elkhorn Avenue from a normal crown cross-section to an inverted crown with an
enhanced pedestrian realm with rain gardens along the street edge.
Upgrading select bridges can help improve flood
conveyance while also providing space for trail
underpasses.
Rain gardens collect and treat runoff from storm
and snow events.
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OBJECTIVES:
• Mitigate flood flows by capturing and conveying in the street away from buildings.
• Improve water quality.
ADDITIONAL CONSIDERATIONS:
• Potential to extend the rain garden concept farther east
• May dilute the “specialness” of the western segment.
• Relationship to potential bridge improvements west of the festival street area—replacing this bridge
with the street redesign will provide a valuable redundancy while also offering valuable construction
efficiencies.
• Development as an amenity may encourage pedestrian/vehicular traffic to explore and activate the
west side of Town.
C. Weist Drive Realignment and Fall River Widening
The west-east section of Weist Drive could be realigned/straightened to create space (~100’) for the
widening on the north side of Fall River. Additionally, redesigning approximately 30 parking spaces would
allow the river to expand an additional 30 feet on the south side.
OBJECTIVES:
• Mitigate flood flows by providing a wider section of the river to manage higher flows.
• Provide space to support active and passive access on both sides of the river.
• Enhance the pedestrian experience.
• Enhance the interface between buildings on the north side of the river.
ADDITIONAL CONSIDERATIONS:
• Value of property acquisitions
D. Confluence Park (at the confluence of Big Thompson and Fall Rivers)
Develop a new Confluence Park as an open space. One property would need to be acquired to
accommodate a plaza, a green space, a riverside trail, and the rehabilitation of the existing traffic bridge.
Riverside bridge would be redesigned to maintain traffic conveyance and also to be a major visual
accent. Additionally, the bridge would provide a grade-separated crossing for pedestrians and bicyclists.
OBJECTIVES:
• Mitigate flood flows by improving the capacity of the bridge with the redesign.
• Provide space to support active and passive access/use adjacent to the river and along the trail.
• Enhance the pedestrian experience by allowing pedestrians to interact alongside flowing water.
ADDITIONAL CONSIDERATIONS:
• Value of property acquisition
• This bridge is scheduled for replacement as part of the one-way couplet project, but would need
design modification to accommodate this Plan concept. The modification to provide a grade
separated crossing would enhance the use of the trail in a safe manner. The rivers are a major feature
and draw of the Town. This is an excellent location to create a sense of arrival with a visually pleasing
infrastructure project that supports community and connectivity.
Realigning Weist Drive and widening the Fall
River will create additional space for an enhanced
pedestrian experience.
Terraced walls and flood detention areas can also
provide passive recreation amenity spaces during
times of low water flow.
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Site/Property Level
Individual properties have been impacted by flooding in the Town; specific measures, both structural and
non-structural, can be taken to protect them.
Structural:
• Floodproofing buildings with flood protection walls
• Raising lower floors of existing buildings
• Raising buildings on supports
• Raising entry doors by sloping up sidewalks; providing ramps into businesses
• Local detention storage such as tree wells, bioswales adjacent to buildings
• Reduce impervious areas by breaking up pavement with landscaped areas
Non-Structural:
• Ordinances: Define and enforce building and floodplain ordinances to clarify acceptable limitations
of building in floodways, to set finished floors of new building and to require floodproofing.
• Property acquisition: Purchase properties that continually have substantial damage from floods;
purchase properties to provide more open, natural space.
• Zoning and land planning: Think about flood mitigation at all stages of the zoning and planning
process to ensure a sustainable community.
• Flood insurance: Property owners should be encouraged to purchase flood insurance whether they
are in a FEMA mapped floodplain or not.
• Flood insurance: Become a member of the FEMA Community Rating System to reduce flood
insurance requirements.
• Floodplain regulations: Review and update regulations regularly.
The Town should consider the future floodplain maps currently under development by FEMA with all
mitigation options.
Landscaped parking islands capture parking lot
runoff and provide water quality treatment and
infiltration.
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Storm water
entry point
Photo 1 shows a chicane (bump out of landscape and curb area) with zero curb face to allow street runoff to enter landscaped area. Runoff enters the
landscaped area from the street at the zero face curb in the foreground and is stored and infiltrates in the landscaped area. Photo 2 shows a bioswale with
natural rock and local landscaping. This is used for water quality treatment and infiltration. Photo 3 shows a curbside bioretention within the public right-of-
way. This image shows a curb cut leading to a bioretention area that street runoff enters and drains into the planted area for treatment.
8 FLOOD MITIGATION
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UTILITY INFRASTRUCTURE 9
9 UTILITY INFRASTRUCTURE
Estes Park, Colorado - Downtown Plan January 23, 2018 118
Utility Infrastructure Systems
Town-wide utility infrastructure systems are described below.
Water
Domestic water is provided to downtown by the Town of Estes Park Water Division via the Mary’s Lake
Water Treatment Facility and the Glacier Creek Water Treatment Facility. Both treatment plants treat
surface water. Domestic water is also used for fire lines and irrigation systems.
Water System Assessment:
The existing water system has been modeled with the following assessments made;
• The Town’s Water Division has plans to up-size and improve water mains in the downtown corridor
prior to/in conjunction with the completion of the proposed Downtown Loop Project. These
improvements will help with fire flows, volume and velocities in the immediate downtown area as well
as the surrounding area. These improvements area included in the Plan Area.
• In limited areas, water mains are too small to meet future potential fire flow requirements. Developers
are required to design and construct and/or fund improvements to meet fire suppression standards if
or when they become required, usually upon substantial redevelopment.
• The water pressure within the Town’s distribution system is adequate at this time for existing
development.
Light and Power
The Town’s electricity is provided to downtown by the Town of Estes Park Light and Power (L&P) Division.
The Town purchases power from the Platte River Power Authority. The power is transmitted to Estes
Park on the Western Area Power Administration (WAPA) power lines to each of our two substations (Lake
Estes and Mary’s Lake). From there, the L&P staff distributes the metered electricity to residents and
businesses.
Electrical System Assessment:
• The existing electric system is deemed to be adequate for the anticipated build out within the
downtown corridor. All new construction (greenfield and re-development) will require underground
electric service in the interest of safety and protecting the Town’s view corridors. New electric
services are funded by private developers.
This section of the Plan provides an overview of the utility infrastructure improvements that will be required to support the projected Downtown development.
Recommendations for storm drainage, wastewater, water, electric and fiber optics are provided. Utility infrastructure systems are typically a town-wide issue;
therefore Downtown-specific infrastructure improvements should be re-evaluated as system improvements are made in other parts of town.
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Fiber Optics
The Town of Estes Park is exploring the concept of the distribution of fiber optics (in addition to what is
currently offered by other private/commercial entities). The Town recognizes the needs and desires of its
customers for advancing technologies as related to high speed internet service. This infrastructure would
essentially need to be installed from start to finish. The expectation is that in general, fiber would run in
existing rights-of-way or easements occupied by L&P infrastructure both overhead and underground.
Wastewater
Downtown sewer demands are serviced by two private sewer districts, Upper Thompson Sanitation
District (UTSD) and the Estes Park Sanitation District (EPSD). While UTSD has mains running through but
not serving the downtown area, EPSD provides service to the vast majority of properties downtown.
Wastewater System Assessment:
• After October 2017, EPSD will have replaced and upsized 520-feet of mainline and two manhole
structures because of aging infrastructure and compromised pipe.
• EPSD currently has sixteen F.O.G. (Fats, Oils, and Grease) interceptors in the Elkhorn corridor and
currently nine other food establishments need them.
• There are currently 2490-feet of Vitrified Clay pipe (VCP) in the downtown Elkhorn corridor that will
need to be replaced in the future with PVC (Poly Vinyl Chloride) pipe.
»Starting at manhole “Elkhorn 19” and ending at manhole “Elkhorn 10 + 80 feet”
• 10 manhole Structures
• 1420-feet of 15” VCP to be replaced with 15” PVC
• 400-feet of 10” VCP to be replaced with 15” PVC
»Starting at manhole “Elkhorn 8” and ending at manhole “Elkhorn 5”
• 3 manhole structures
• 610-feet of 10” VCP to be replaced with 12” PVC
• Note: This portion of sewer main is undersized. It is also completely underneath
streetscape, which makes it nearly impossible to replace because of obstructions and the
cost of replacement.
»Coming out of manhole “Elkhorn 8” there is a section of 6” VCP that heads North and needs to
be replaced with 8” PVC.
• Very few service lines in the downtown corridor have been replaced with updated materials.
Approximately 42 service lines will need to be replaced at some point in the future, either because of
failure or to avoid failure.
• Sump pumps in the downtown corridor are connected to the sanitary sewer system and annually
introduce storm water into the wastewater treatment plant. These need to be disconnected from the
sanitary sewer and be connected to storm sewer, which currently does not exist.
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Table 9.1 - Downtown Plan Buildout Estimate
Stormwater
A stormwater master plan for the Estes Valley Development Area is expected to be completed by
the end of 2017. This plan will include the identification of existing and potential new stormwater
infrastructure (examples are: detention ponds and flood mitigation projects), development of a
prioritization matrix of maintenance and construction based primarily on cost and need, and identification
of potential funding sources, such as a stormwater utility. Water quality management objectives may be
identified in the future and potentially may be incorporated into a stormwater management program.
Downtown Plan Buildout Estimate
Table 9.1 provides an estimate of new development anticipated to occur in the Plan Area over the next
twenty years. This rough estimate is intended to serve as a general guide for the Town in anticipating
infrastructure upgrades as the Plan is implemented. The buildout estimate is based on the aspiration for
new infill development detailed in this Plan coupled with an analysis of the likelihood of properties in
the Plan Area to develop or redevelop within the Plan horizon. It is conservative in that it includes sites
that are highly likely to develop as well as sites that are moderately likely to develop. Actual buildout will
ultimately be determined based on available infrastructure, market factors, property owner preferences
and other conditions.
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Overarching Utility Infrastructure Policies
The following overarching policies should be used in guiding all infrastructure investments in Downtown:
• Continue to monitor, analyze, assess and improve the capacity of Downtown and Estes Park’s utility
infrastructure components such that new Downtown growth anticipated in this Plan is adequately
accommodated.
• Prior to construction of any building in Downtown, ensure that adequate utility infrastructure is in
place to support the proposed project and ensure that no negative impacts are incurred by other
properties in Downtown or Estes Park.
• Where feasible, coordinate public utility investments with other infrastructure improvements, such as
streetscape design projects.
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IMPLEMENTATION 10
10 IMPLEMENTATION
Estes Park, Colorado - Downtown Plan January 23, 2018 124
This chapter provides a strategy for implementing the recommendations contained in the Downtown
Plan. Successful implementation requires a coordinated effort between public and private entities.
Economic development and revitalization of Downtown will require vision, investment and commitment
from a broad base within the Town, including private citizens, public officials and Town departments.
The community should use a bilateral approach to implement the Plan. It should be both proactive and
responsive, follow the priorities and phasing recommendations, but remain ready to modify in response
to private sector initiatives. The Town should coordinate its actions with the work of other agencies and
adjust phasing plans as opportunities arise. For example, if Public Works plans to construct new curbs
and repair sidewalks along a section of a street, then the intersection improvements recommended in this
Plan should occur at the same time.
The Downtown Plan implementation strategy includes the following key recommendations, which are
detailed further in this chapter.
1. Create an Estes Park Downtown Partnership to oversee implementation of the Downtown Plan and to
serve as the overarching coordinating group for advancing projects, programs and policies within the
Plan Area.
2. Set aside some portion of Town funds to support Plan implementation.
3. Establish a Downtown Development Authority (DDA) to provide funding for both infrastructure
projects, and ongoing management of Downtown and Plan priorities.
4. Establish incentives to encourage development/redevelopment in the DDA area.
5. Support the evolution and growth of the Arts District.
6. Identify outside sources of funding which can be leveraged via local funding.
7. Explore parking as a revenue source.
Implementation Recommendations
This section provides more specific implementation recommendations for each of the Summary
Recommendations above.
Establish a Downtown Partnership
While many individual staff and commission members will have opportunities to implement individual
elements of the Plan, it is important that one office be responsible for monitoring implementation and
coordinating work efforts. One of the key concerns heard during the engagement process was the sheer
number of districts and organizations investing in the Estes Park area, the lack of coordination amongst
them, and the lack of a clear leader in shepherding projects, programs, and policies, which would include
this Downtown Plan. To address this, formation of a partnership organization is recommended – the
Estes Park Downtown Partnership. This group would not replace the roles of other existing entities in
Estes Park, but rather would be a body that brings diverse resources and perspectives together and,
in a managed group setting, determines how best to collaborate and deploy resources. In addition to
the formal Downtown Partnership, explore the creation of a parallel Citizen Advisory Committee that is
charged with pushing along implementation of the Downtown Plan.
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Membership
The Partnership should be comprised of key organizations that will have a direct impact on the
Downtown Plan Area. At a minimum, the following organizations should be key participants:
• Town of Estes Park: Key staff personnel and elected officials should be included to provide guidance
and support in implementing projects and also to be a liaison to developers and address issues that
arise.
• Estes Park Economic Development Corp. (EDC): The EDC plans for and promotes the economic
development of Estes Park in ways that are compatible with those qualities that make it a unique
mountain community. Their role would be to provide guidance on the economic strategies associated
with this Plan and to bring financial resources to the table where possible.
• Visit Estes Park/Estes Park Local Marketing District: Visit Estes focuses its resources on advertising,
marketing and promoting tourism. Their role would be to consider how to support or develop
projects and programs that amplify and expand the tourism offerings in Downtown.
• Estes Arts District: The Estes Arts District aims to cultivate excitement, promote interaction and
create memorable experiences for the betterment of the Estes community. They play an important
role in bringing together the community through arts, creative programming and new experiences,
all of which relate to economic resilience. Their role would be to amplify the creative and cultural
differentiators that Estes Park provides.
• Downtown Development Authority (DDA): If established, the DDA would also be a critically
important player in this Partnership, providing funding capacity to help fund specific initiatives within
its boundaries.
The group does not need to be limited to these partners, but these are likely to be the principal partners.
Other organizations may also participate in a variety of ways, depending on their role in the community.
In lieu of starting a new nonprofit or corporation, the participating organizations should create an
agreement document that outlines how they will operate, how decisions get made, and parameters of
participation. The goal of the Downtown Partnership is to implement the Downtown Plan and find ways
to connect the Downtown more broadly to things happening in Estes Park and in Larimer County.
Mission and Roles
The mission of the organization is to serve as a collective and collaborative voice to implement the
Downtown Plan and identify opportunities to advance the Downtown. Roles of the Partnership in
achieving this mission are to:
• Be the champion of the Downtown Plan. Each year the Partnership should set an annual work plan
and budget based on the priorities of the Plan.
• Be a collective funding source. Each partner should provide funding to the Partnership that supports
initiatives set forth in the Plan. The Partnership should also identify ways to leverage funding and
explore other funding sources.
• Be an advocate for and educator about the important of Downtown and advancing the Downtown
Plan.
• Keep organizations operating in Estes Park working in harmony, collaborating and sharing resources.
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Partnership Decisions
A clear set of operational protocols should be developed up front to ensure decisions are made in a
democratic way. Bylaws should be set out, including:
• How many representatives from each organization
• Who are voting vs. non-voting members
• Whether financial participation is required to be a voting member
• How often meetings are held
• Who will serve as chair, secretary, treasurer and/or which positions are needed, how long people
serve, etc.
• Attendance requirements
Potential Year One Priorities
Year one priorities for the Partnership could include:
• Formalize the Partnership, including structure and operations, partners and funding
• Set year one and year two priorities and budget
• Initiate a feasibility study for a Downtown Development Authority, including identifying funding
• Targeted Code changes to eliminate conflicts with the Downtown Plan
Dedicate Town Funds for Plan Implementation
While the Town’s funds may be limited in terms of investment in major capital, it must be a financial
player in implementation. This could occur through a variety of mechanisms as described below.
General Fund/Capital Improvement Project Funding Commitments
Each year, the Town may allocate a portion of its General Fund toward implementation of capital
improvements, based upon a Capital Improvement Project (CIP) Plan. These funds must be spent on
public serving projects, and are generally best suited for projects that can be completed within a single
year or that can be phased without a multi-year commitment. Additionally, these funds are often used to
leverage other funds, such as grants, for larger projects. The Town should initiate a CIP planning process
as an outcome of this Plan, demonstrating specific projects that can be advanced.
General Obligation Bonds
General obligation bonds commit a portion of the Town’s annual income stream to designated projects
which are supported by ad valorem taxes. A Town election is held to approve General Obligation Bonds,
and thus spreads the costs over the entire tax base. Bonds are then issued for work, based on projected
revenues. General obligation bonds are best suited for projects that provide general public benefits. This
approach spreads the costs of improvements over a wider population and can speed up implementation
schedules.
Revenue Bonds
A separate bonding source is a Revenue Bond in which sales tax revenues are pledged for a specific
project. The Town could utilize existing sales tax revenues, or could also explore a slight increase in sales
tax and utilize that increased revenue to bond for public improvements.
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Create a Downtown Development Authority (DDA)
A Downtown Development Authority (DDA) is a financing tool frequently used for funding infrastructure,
public improvements and administration. It is an effective way of applying tax increment financing (TIF)
while also providing for the ability to implement a mill levy (either together with the TIF or separate) in
order to leverage additional resources.
TIF is one of the most impactful tools in helping communities strategically invest in infrastructure. TIF
works by capturing an increase in property tax revenues and/or sales tax revenues over a period of time –
increases that may be generated by development and improvements to the area as well as overall value
increases over time. The tax increment from TIF is created without raising taxes and without dipping
into the tax value present at the time of adoption. TIF is most commonly utilized to promote economic
development, encourage new development, eliminate blight, address environmental issues, and
undertake redevelopment and adaptive reuse.
There are two statutory tools in Colorado that allow for the use of TIF in a community. These are:• Urban Renewal Authority (URA): A URA may be established to eliminate slummed or blighted
areas within a municipality. Establishing a URA requires a finding of blight (via a blight study) and an
argument that “but for” its use, development would be unlikely. There must be a determined need
for an urban renewal plan before it is adopted, and the applicable municipal governing body must
make that determination or specific finding. While the primary benefit of a URA is the use of tax-
increment financing (TIF), the power of eminent domain is also available to URAs to acquire property,
when necessary, to alleviate blight.• Downtown Development Authority (DDA): A DDA can provide both organizational focus and
financing to support improvements to an area. Like URAs, DDAs have the ability to utilize TIF, but
they may also impose a special levy of up to 5 mills for DDA operations, if approved by the Town and
voters. A DDA is authorized by the Town Board and managed by a board of 5-11 directors appointed
by the Town Board. A majority of these directors must reside or own property in the DDA area. DDAs
facilitate partnerships, joining businesses and property owners with local government. In addition,
DDAs create a self-sustaining organization to champion the district for the long-term. Unlike a URA,
formation of the DDA does not require a finding of blight or a “but-for” argument. DDAs must be
created in the core downtown area of a municipality.
DDAs and URAs differ primarily in the following ways:
• A URA has the power of eminent domain, whereas a DDA does not.
• A DDA has the ability to assess an additional mill levy in the defined area, whereas a URA does not.
• A URA requires a blight study and a “but-for” argument, whereas a DDA does not.
Both organizations are bodies politic and corporate, meaning they have attributes of both a political and
corporate organization by law. Table 10.1 shows a side-by-side comparison of the URA and DDA models.
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Downtown Development
Authority (DDA)
Urban Renewal Authority
(URA)
Summary Quasi-municipal corporation that is intended to
halt or prevent deterioration of property values
or structures in a central business area.
Established to eliminate blighted areas for devel-
opment or redevelopment. A URA is sometimes
viewed as a public-private partnership.
Focus
Formation
Assessment Method
Pros/Cons
Governance
Other Points
• TIF: TIF on property and/or sales tax
• Up to 5 mill property tax for operations
• Rates, fees, tolls, rents, charges for use of DDA
property, and other governmental revenues
• Only TIF on property and/or sales tax.
• No mill levy option available
• Project income
• Cannot do mill levy, can only utilize TIF
• Finding of blight needed and “but-for” argu-
ment must be met
• Has power of eminent domain, which can be
controversial
• No money for operations other than income
from projects, TIF, grants, and donations
Formed through TABOR election of residents,
landowners, lessees, and designated persons
Formed with a blight study along with a petition
by 25 residents; established by council resolution
5-11 member board of directors including a
Municipal Council member. Appointed by the
Municipal Council for four year terms with the
majority of directors residing/owning property in
the DDA.
5-11 member commission appointed by Munici-
pal Council. The Municipal Council may desig-
nate itself as the board or may appoint anyone
else with one Council member serving.
• Cannot condemn property
• Can operate facilities
• Can levy property tax if approved in election
• Cannot levy sales tax
• Municipality can issue bonds on DDA’s behalf
• Can condemn property
• Can operate facilities
• Cannot levy property tax
• Cannot levy sales tax
• Can issue bonds
Can plan and implement any plan of develop-
ment, whether economic or physical. Can do
real estate development, public infrastructure,
and operations.
Acquisition of slums, demolition of buildings,
construction of streets, acquisition of proprety to
improve health and revitalize neighborhoods,
etc. Cannot do operations.
• Can fi nance improvements and provide ser-
vices
• Can generate mill levy and utilize TIF
• Overseen by diverse board of directors, in-
cluding stakeholders
• Finding of blight not needed
• No eminent domain
Table 10.1-DDA and URA Comparison
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A DDA for Downtown Estes Park
In Estes Park, the creation of a DDA is recommended as the preferred tool for supporting Plan
implementation. It will be the more effective tool for purposes of raising both capital and operational
dollars for the following reasons:
• DDAs provide the ability to utilize one tool to collect tax increment, while also having the ability to
impose a mill levy for operational support. TIF or mills can be used together, or alone and can be
turned on or off during the life of the district.
• DDAs do not require a blight study, making them more cost and time effective to form.
• DDAs cannot utilize eminent domain, meaning their powers are more limited than a URA.
• DDAs are overseen by an independent, appointed board.
• Estes Park has a negative history with URAs, including disbanding a previously formed URA in 2010
by referendum. The URA was originally formed in the aftermath of the 1982 Lawn Lake Flood and
it helped rebuild Downtown. The URA was funded through property and sales taxes collected from
within the district, and opponents claimed it was diverting money that could have been going to
other entities such as the schools, hospital and library. The URA provided more than $18 million in
Downtown public improvements over 25 years.
Based upon past histories and current concerns about the use of such tools, it is recommended that
exploration of a DDA first look at the use of TIF alone. In future years, if it is desired, the community may
amend the DDA structure to add a mill levy component.
Potential Financial Capacity of a DDA
This section describes the potential financial capacity of a DDA based on the Downtown Plan boundary.
The Downtown Plan Buildout Estimate included in Chapter 9 of this Plan was used to forecast growth.
Future value calculations and their impact on assessed values (AV) are demonstrated in Table 10.2. The
estimates, as shown, are extremely conservative and show current actual square footage and assessed
value of both residential and commercial properties, as well as proposed square footage and assessed
value at the end of 20 years, if the growth forecasts are correct. The estimate does not assume increases
in assessed value per square foot, though this is likely to be a possibility.
*Includes 130 hotel rooms, avg sf of hotel
room is 330 sf, plus 10K sf open space
**363 units, avg. home size is 1,000 sf
Table 10.2-Assessed Value Projections
Existing Square Footage Increased Square Footage per Downtown Plan
Current Assessed Value Increase in Assessed Value per Downtown Plan
Total After Plan Implementation
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Estes Park, Colorado - Downtown Plan January 23, 2018 130
Over 20 years, the Downtown Plan assumes about a 61% increase in the total assessed
value of property in the Plan Area. Table 10.3 takes the total assessed value over 20
years and averages it on a yearly basis to demonstrate how much tax increment could
be collected, and how much could actually be utilized after giving back a portion of
this amount to other taxing bodies. Utilizing very conservative estimates, this table
identifies $125,000+ in annual increment, or bonding capacity of anywhere between
$3-5Million depending also on sales tax increment retained.
Table 10.4 demonstrates what could be generated annually if the DDA also utilized a
mill levy, utilizing today’s assessed values (not taking into account assumed Plan Area
growth and increases in value).
DDA Creation Process and Costs
The DDA organizational process includes the following steps:
1. Create a DDA operational plan that includes, at a minimum, the following items:
• Boundaries
• Package of projects to be financed, and how financed
• Whether a mill will be included, what that mill will be and what it will pay for. If a
mill levy is not initially included, the plan should also address what future steps
need to be taken to include it.
• Powers and limits on powers
• Governance and terms (will be important to create a clear and transparent
governance structure)
• Debt plan and limits
• Information on outcomes of negotiation with school districts/other districts to
determine how much tax increment will go into DDA vs. to them
2. Send the plan and ordinance language to the Town Board to approve. Before
approving, the Town Board must submit the organizing question to an election
of “qualified electors” which include residents, landowners, lessees within the
boundary area.
3. Hold a TABOR election. A special ballot is sent to qualified electors, as identified
above. A simple majority of ballots returned must be in favor of the DDA. Please
note that elections are done in accordance with November election timeframes.
The TABOR election may be used to authorize the creation of the DDA, as well as
the mill levy and ability to bond if desired, or these last two items may be done as
separate elections.
The cost to establish a DDA can run between $75,000 to $100,000 or more and
requires the support of both a special district consultant and special district attorney.
Cost can vary depending on the size and complexity of the district.
Timeline to Create a DDA
This Plan recommends advancement of a DDA for the November 2018 election. Table
10.5 sets out tasks and a timeline to achieve this.
Table 10.3-DDA Tax Increment Forecast
Table 10.4-DDA Mill Levy Scenarios
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January 23, 2018 Estes Park, Colorado - Downtown Plan 131
Establish Incentives
The DDA will only be effective if and when development actually does occur.
To that end, the Town must consider incentives to encourage development.
We heard from stakeholders that the following challenges are affecting
development and growth:
• A need for code changes
• Concerns about the outcomes of the currently underway FEMA Flood
Insurance Study and revised Flood Insurance Rate Maps
• Concerns about potential changes forthcoming from Rocky Mountain
National Park. In October 2017 the National Park Service proposed steep
increases in entry fees, more than doubling the park-season gate fee to
$70 in order to fund infrastructure and amenity improvements. Rocky
Mountain National Park set visitation records in 2014, 2015 and 2016
welcoming some 4.5 million visitors and is on pace to do the same in
2017. Significant changes to the fee structure, as proposed, could have an
impact on visitation to Estes Park.
Overcoming some of these development challenges means that the Town
must look for ways to advocate for and incentivize development and growth
that meets the vision set out in this Plan. There are a number of ways the Town
could structure incentives and provide support tools to drive growth. These
include:
• Establish a Development Facilitator Role: There will be the need for a
person who will assist developers to advance projects consistent with the
Plan. A development facilitator, or ombudsman, should be designated
for this role. This person would work with property owners to help guide
appropriate projects through the Town’s review and permitting processes.
This may be a Town staff person, perhaps in the Community Development
Department Office, or it could be a position housed within the
recommended Estes Park Downtown Partnership. This person would also
troubleshoot issues and connect investors to incentives, tools, programs
and potential partners.
• Create a Toolkit of Incentives Currently Available: A number of financial
tools are already available through the federal government and the
State of Colorado to support economic growth. These are identified and
described in Appendix B.
• Utilize the DDA to Provide Direct Incentives: TIF derived from the DDA
could be utilized to provide direct financial support to projects, be it
through incentives, direct support for infrastructure and other similar
initiatives. Guidelines for how DDA could use funds for this purpose would
need to be developed.
Date Process Step
December
2017
! Finalize Downtown Plan and agree to proceed with DDA
! Identify funding for DDA creation process
January 2018 Establish DDA working group and hold kickoff meeting
! Create engagement strategy
! Acquire recent data
! Kick-off event to educate/explore priorities
February 2018 ! Online survey
! Small group and one-to-one meetings
! Working group meeting
March 2018 ! Frame up outline of DDA operating plan
! Test with working group
! Run financial scenarios
! Another large group public meeting to test findings/options and
! Small group meetings to get final buy-in into operating plan
April 2018 ! Amendments to DDA Operating Plan and meeting with working group to get final sign off
! Events around the neighborhood to gather signatures
May 2018 ! Submit operating plan to Town
! Town Board process begins
June 2018 Town Board process, public hearing, ordinance creation
! Submit mill levy (if applicable) to city/state by last day of June
July 2018 Establish communications strategy for election
August 2018 ! Begin implementing communications strategy for election
! Designation of elector forms completed
! Election question finalized
September
2018
! Informational sessions/educational materials continue
! Designation of elector forms continued
October 2018 Early October ballots go out to electors
! Continue designation of elector forms and informational efforts
November
2018
! November 6, 2018 – Election day/ballots opened
! Election results certified
! Mill levy submitted to City for assessment (if applicable)
Table 10.5-Timeline for Advancement of DDA
10 IMPLEMENTATION
Estes Park, Colorado - Downtown Plan January 23, 2018 132
• Provide Incentives through the Development Review Process: For new development that meets the
Downtown vision, the Town could reduce development or permitting fees and fast-track the review
process.
Support the Estes Arts District
Art and culture have long had a profound impact on community, but today they are shifting how people
engage, spend time and come together. There is growing interest and demand for unique experiences.
Creative ventures that provide unique opportunities, reveal interesting spaces, and give people an
opportunity to express themselves are in demand. Authenticity is paramount. This cultural shift impacts
communities, including Estes Park. People want to live in places that inspire them, and visit places that
offer something different.
There is already a creative culture brewing in Downtown. Working to capitalize on that, the Estes Arts
District was formed by a group of volunteers in 2015 and established as a 501(c)(3) nonprofit in 2016.
With strong volunteer activity, Town support and some fundraising, the organization has focused on
promotion and programming. This should be leveraged. Stakeholders suggest programming provided
by Estes Arts has had its most profound impact on the local community, bringing community members
together and giving them local opportunities to gather for events and activities that are for them, not
necessarily targeted at visitors coming to or passing through Estes Park.
To play that important role, the Estes Arts District will need support. This well-organized group has made
big strides as a volunteer organization, but now require support and a platform to deliver on their mission
and expand their work. Supporting the Estes Arts District includes three key recommendations:
1. Establish Downtown Estes Park as a State-Certified Creative District.
Organized Creative Districts concentrate creative activity in order to stimulate economic growth for
both the producers and the community as a whole. State-Certified Creative Districts are eligible
to receive financial and technical support, networking, and training programs. In the last ten years
in particular, creative industries have become a large part of modern economies, and have been
increasingly seen as a significant factor in the growth and development of jurisdictions. Creative
Districts are often hubs of creative energy and innovation, and tend to draw younger, diverse
generations to reside in an area. In addition to giving tourists a unique and thoughtful experience,
creative areas enhance livability, and help to build sustainable local economies. Establishing a formal
Creative District could codify and create a platform for the arts to be a solid economic driver for the
community, and one of the Town’s key differentiators.
The Estes Arts District unsuccessfully applied twice to become a state-certified district, in 2014 and
2016. Based upon the results of that process, and current state of the Estes Arts District, and the
Downtown Plan effort, a renewed attempt to apply for state certification in 2018 is recommended.
Please see Appendix B for more information about Colorado’s Creative District program.
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January 23, 2018 Estes Park, Colorado - Downtown Plan 133
2. Provide Estes Arts with financial support and membership in the recommended Downtown Partnership.
Obtaining Creative District certification status requires that the Creative District have at least a
$10,000 annual budget and paid staff. Achieving these requirements can be challenging, but in cases
where communities have supported this, the statistics show that the return is measurable. The Town,
Marketing District and EDC should coordinate with Estes Arts to provide some seed-funding on a
3-year basis to get the organization to a place where it can deliver with the support of a budget and
paid staff, lifting some of the volunteer fatigue off the organization and giving it a solid foundation
for success. It is possible that Estes Arts could share staffing with the new Downtown Partnership,
or a portion of an employee’s time from one of these existing community organizations could be
allocated to serving the Estes Arts organization.
3. Empower Estes Arts.
Provide Estes Arts with key roles in the community, including administration of the Public Art
program which is currently administered by the Parks Advisory Board. As the lead arts organization
in Estes Park, Estes Arts should have oversight over or direct involvement in all arts-related
programming in the community. Any funding associated with the program should also shift to Estes
Arts.
In addition to the specific recommendations above and those identified in Chapter 4 of this Plan,
explore other opportunities to support the arts in Estes Park, including an art program requirement
for development projects or public improvements. This could apply to both public and private
investments, where 1% or some other percentage of the total project cost goes to public art or other
art programming in the community. Such moves empower the arts community and show Estes Park’s
commitment to the arts.
Leverage Outside Funding
Grants from foundations and public agencies will be needed for many major Downtown projects. Federal
and state agency funding, for example, may be available for flood mitigation, outdoor recreation and
transportation projects. Other, smaller grants may help with installation of public art and construction of
small parks. See Appendix B for a listing and description of potential grant sources.
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Estes Park, Colorado - Downtown Plan January 23, 2018 134
Explore Parking as a Revenue Source
Often considered as a best practice nationwide, managing parking operations as a “business” via an
enterprise fund model can be advantageous. By aligning parking revenue streams (i.e., enforcement
revenue, special event parking revenue, fee-in-lieu) into one parking enterprise fund, the Town can
create, over time, a self-supporting enterprise that can cover its own operating and maintenance funding,
fund parking maintenance reserves and ultimately finance future parking facilities.
Parking revenues from the following sources should contribute to the parking enterprise fund:
• Off-street parking revenues (i.e., permit parking for employees, when applicable)
• On-street parking revenues (i.e., metered parking, when applicable)
• Parking enforcement revenues (i.e., ticketing, fines)
• Special event parking revenues
• Revenues from special districts and/or other parking-related taxes/fees, when applicable
Setting Priorities
In general, the community should set a high priority on any improvement that can help support private
development that is consistent with this Downtown Plan. However, there will still be times when decision
makers need to reassess the priority of a recommended action. When this occurs, use the following
criteria. Projects that meet several of the criteria should be given the highest priority for near-term
implementation.
Financing Criteria
• The project will generate funds to cover portions of development costs. (For example, resulting uses
will generate rental income or sales tax revenues.)
• The project will leverage investment from other sources. (For example, property owners will finance a
portion of sidewalk construction costs through an assessment program.)
• Grant funds are available to cover portions of development costs.
• The project fits within a larger capital improvement project, such that cost savings will be realized.
(For example, streetscape improvements could be constructed when utilities are being improved in a
street.)
• Funding for maintenance of the improvement is provided. This is an important consideration for
streetscape, gateways and parks improvements.
• The project yields significant results for the level investment. It has a high return on investment.
Location Criteria
• The project is sited in a key part of Downtown. It is an opportunity site that would stimulate other
investment.
• The project will have high public visibility. (For example, a project visible along Elkhorn or Moraine
Avenue or another major public right-of-way)
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January 23, 2018 Estes Park, Colorado - Downtown Plan 135
Ownership and Project Control Criteria
• The project already is under the appropriate ownership or control.
• The project ownership or control can be acquired with reasonable effort.
Public Benefits
• The project will provide a direct benefit to local residents. (For example, improving circulation and
access from abutting neighborhoods.)
• The project will serve multiple users or interest groups. (For example, an outdoor plaza that may be
used by local residents, visitors and that may be used for festivals.)
Relationship to Other Projects
• The project will connect to existing public improvements. (For example, construction of a missing link
in a pathway that would connect two existing segments.)
• The project will enhance existing improvements and will not cause other desired improvements to
become obsolete.
• The project provides opportunities to connect with other future public improvements. (For example,
a gateway that can later serve as a trail head for a river connection)
• The project will function well upon completion and later phases of construction are not required for
this phase to perform adequately.
Compliance with Community Plans and Administration
• The project will help to accomplish broader goals of the community.
• The project fits within work plans of Downtown organizations and Town staff.
• Adequate administrative oversight is available for the project.
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Estes Park, Colorado - Downtown Plan January 23, 2018 136
Prioritization Categories
Based on consideration of the previously described criteria, priorities for implementation are arranged in
the following five categories:
Priority A
These are the highest priority. They should be implemented as soon as possible. Many of these are
items that must be set in place before other later projects can be accomplished. For example, adopting
the Downtown Master Plan as official policy is an early step that should be taken. These are generally
scheduled for years 1-2 of implementation.
Priority B
These are also of high priority, but usually require more ground work to accomplish. In some cases,
a different Priority A category must be in place first. These are generally scheduled for years 2-4 of
implementation.
Priority C
These are projects that require more ground work, fund-raising and coordination with other groups.
These are scheduled for years 3-5 of implementation.
Priority D
These are more complex projects, and those that require that a strong market be established first. They
also include later phases of special projects of systems improvements that may have been initiated in
early stages. These are scheduled for years 5-10 of implementation.
Priority E
These are long-range projects, final phases of staged improvements, and more complex undertakings.
Some are feasible only when market conditions are in place to support them. These are scheduled for
years 10+ of implementation.
APPENDICES
ESTES PARK, COLORADODOWNTOWN PLAN
PUBLIC REVIEW DRAFT #2 DECEMBER 5, 2017
January 23, 2018 Estes Park, Colorado - Downtown Plan A.3
APPENDIX A: DESIGN GUIDELINES A
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.4
This Appendix provides design guidelines for public improvements and private development in
Downtown. It is intended to complement the vision, principles, recommendations and concepts provided
in the Downtown Plan. It should be used as a companion reference and resource for reviewing future
public and private investments.
Downtown Design Principles
The following baseline principles apply to all public improvements and private development:
Develop a Resilient Downtown
• Develop a Resilient Downtown. Design infrastructure and development to adapt to closures due to
disasters or disruptions. Streamside infrastructure should be designed to provide access, enjoyment
and protection from flooding. All Downtown projects should be designed, built and managed to
contribute to the larger goals of a resilient and adaptable Downtown.
• Integrate with and Respect the Natural Environment. Downtown’s natural features, including
landforms and outcroppings, waterways, and its dynamic wildlife, are critical to its physical identity.
Private development and public improvements should celebrate these features by minimizing
potential negative impacts to them, conserving them and creating views to geologic features
and waterways. Sites and buildings should be designed to integrate with nature by working with
topography, creating access to rivers and streams and orienting toward these wonderful amenities.
Improvements should consider potential impacts to Estes Park’s wildlife habitat and ensure that their
well-being is preserved.
• Prioritize Placemaking. Design in the private and public realm should create interesting, memorable
and comfortable places for residents and visitors. These should be planned for use in all seasons
and function effectively under changing circumstances. Private development should orient to the
public realm in a manner that energizes it and creates interest. Placemaking opportunities should be
harnessed at all scales, from creating sidewalks that are functional and attractive to establishing a
world-class Riverwalk experience.
• Make Art Integral to the Downtown Experience. Art should be synonymous with the character
of Downtown and a key placemaking driver. Buildings, streets and other public spaces should
incorporate art. This ranges from designing a sidewalk with adequate width to allow temporary art
displays to incorporating physical artwork in a site or building’s design.
• Create Synergy Between the Public and Private Realm. The design of both public and private
areas is critical to creating a high quality physical environment Downtown. More importantly, the
relationship and interface between privately owned areas and public rights-of-way define the user
experience. The public realm refers to sidewalks, streets, the Riverwalk and other outdoor places like
plazas and parks. The private realm includes individual properties that flank the public realm. The
private realm includes all elements of a property, including buildings, parking areas and landscaped
areas.
All Downtown projects will be designed, built and
managed to contribute to the larger goals of a
resilient and adaptable Downtown.
The relationship and interface between privately
owned areas and public rights-of-way define the
user experience.
Placemaking opportunities should be harnessed at
all scales.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.5
Private Realm Design Guidelines
This section provides design guidelines for private development projects.
The guidelines in this section should be followed for all development projects, regardless of Character
Area. The guidelines outline objectives for design, but flexibility in meeting these objectives should be
afforded for each individual project. Site considerations and context matter, so the application of these
guidelines may differ from one site to another.
Employ Resilient Design Principles
A cornerstone principle of this Downtown Plan is designing for a resilient Estes Park. For Downtown, this
means designing in a fashion that improves the ability to prevent, react, respond and recover to sudden
or slowly occurring shocks to the economy and environment. Site design features and innovative building
design approaches can help in this effort. Key guidelines include:
• Locate a Building Strategically - Consider the pre-development conditions of a site or area and try
to maintain the natural urge of water to flow. The siting and placement of a building and grading of a
site should be done strategically such that it minimizes disruption to the natural flow of water.
• Design a Resilient Building - Design a building to accommodate permanent or temporary flood
barrier mechanisms to prevent water intrusion during a flood event.
• Promote Buildings that Can Accommodate Flood Flows - In some cases, ground-floor occupancy
of buildings will be found to be inappropriate due to the location being vulnerable under flood
conditions. In some cases, this may prevent certain uses or any uses on the ground floor. Unoccupied
space or non-residential space may still be viable. In extreme cases, a building could include parking
on lower levels that is designed to absorb and permit water flow during flood events.
• Employ Wildlife Friendly Design Features - Estes Park’s wildlife is one of its major assets and
strongly contributes to its identity and sense of place. Sites and buildings should be designed such
that they do not disrupt the natural movement patterns of wildlife. This may include employing
special fencing or no fencing, setting back from sensitive areas or strategically preserving some parts
of a site as open space.
• Design for Disaster Preparedness - A building and site should be designed to accommodate
emergency access and evacuation needs during a storm event or other potential disaster situation.
This includes designing for clear egress, easy access to vehicles and operable windows that permit
evacuation.
Design in harmony with nature.
A building could include parking on lower levels
that is designed to absorb and permit water flow
during flood events.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.6
Preserve and Celebrate Downtown’s Natural Resources
All development in Downtown should embrace the surrounding natural setting, while also being sensitive
to critical features like rivers, creeks and mountainsides. Key design guidelines include:
• Design in Harmony with Nature - Site and building designs should work with a natural setting
harmoniously. Do not attempt to force the environment to adapt to a design, but rather adapt a
design to conform to the natural setting with as little amount of disturbance as possible. This means
designing buildings to terrace into a hillside instead of massive cut and fill and the use of retaining
walls.
• Minimize Impacts to the Environment - Development should seek to minimize impacts on the
natural environment, such as stormwater runoff into Downtown’s creeks and rivers.
• Orient Toward Natural Amenities - Consider the possibility to take advantage of a natural amenity
in the design of a new building. Orient an entry, outdoor seating area or private outdoor space
toward natural features wherever possible.
• Provide Access to Natural Features - Encourage a private development to provide public access
to and along the rivers and creeks in Downtown wherever possible. This could include a public path
connecting a public street to a waterway through a private development site.
• Preserve and Create View Opportunities - Consider how a development can preserve and enhance
the visual connection to nature that occurs in Downtown. This could include modulating the form of a
building to preserve public viewsheds to the extent feasible or designing private outdoor spaces and
rooftop decks such that scenic views from these features are maximized.
Contribute to a Vibrant Downtown
One of the key objectives for Downtown is that it be a lively, active place throughout the year. This means
people, activities and action during the day and at night. Private development can contribute to creating
a vibrant Downtown by employing some or all of the following guidelines.
• Employ an Activity-Generating Use Mix - A new development should pursue land uses that
promote activity in Downtown, particularly in off-peak seasons and at night. Creating mixed-use
developments that combine housing, commercial, hospitality and office activities can help fuel an
active Downtown by establishing a symbiotic relationship between various uses on a site as well as
other activities Downtown.
• Incorporate Social Gathering Spaces - New development should consider opportunities to create
great outdoor spaces that help to enliven the public realm. Locating such spaces to be highly visible
along a street or the Riverwalk will help achieve the desired vibrancy.
• Create “Eyes on the Street.” - Creating “eyes on the street” enhances a feeling of safety in
environments like Downtown. Maximizing façade transparency and creating occupied upper floor
residential space create a feeling of safety in Downtown, contributing to overall vibrancy and activity.
• “Spill” into the Public Realm - Private development, and commercial space in particular, should be
designed to “spill” onto the street, add visual interest and enhance the vibrancy of Downtown.
Orient outdoor public spaces toward natural
amenities.
Encouraged the private realm to “spill” into the
public realm.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.7
Contribute to Downtown Connectivity
Increasing connectivity around the Downtown is a primary goal of this Plan. This means expanding the
existing network to provide additional options for multi-modal transportation operations. Doing so will
not only alleviate pressure on the primary roadway systems, but in the case of vehicular flow, can create
alternative transportation routes that contribute to a resilient Estes Park. Allowing public access through
a private development site will require coordination between the Town and private landowners, but is
possible. Some basic principles include:
• Expand the Roadway Network - Create public roadways through a larger site or private, street-like
drives.
• Provide Pedestrian and Bike Access Through a Site - Consider how a site can be designed to
permit public access between streets. Examples include designing a site to permit access from
Elkhorn Avenue to the Fall River to the south or Cleave Street to the north.
Design for Walkability
Enhancing walkability is a key objective of this Downtown Plan. This is critical throughout the Downtown
and especially along major streets like Moraine Avenue, Elkhorn Avenue, Cleave Street and the
Riverwalk. Buildings and sites should be designed to maximize pedestrian connectivity and create a
pleasant and comfortable walking experience on adjacent sidewalks.
• Provide Visual Interest - As mentioned above, buildings and sites should be designed to provide
interest to those walking by on adjacent sidewalks and other public spaces.
• Frame the Public Realm - Buildings should be placed and oriented such that they “frame” the
street, providing a sense of enclosure for pedestrians. This helps add comfort for pedestrians.
• Facilitate a Safe Walking Experience - Buildings should not encroach on the public sidewalk or
other public spaces in a manner that restricts the flow of Downtown pedestrians. Where outdoor
seating is used, it must permit adequate space on the sidewalk for people to safely and comfortably
pass one another. Private development should strategically use low, downward- facing lighting to
enhance pedestrian safety and comfort. The Town’s “Dark Sky” code policies should be followed
when designing lighting plans for any site.
Expand the existing network to provide additional
options for multi-modal transport options.
Orient a building to face a street, plaza or the
Riverwalk. Residential entries and balconies can
also help to activate the public realm.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.8
Accommodate Access for All Modes
Sites and buildings Downtown should be designed to promote walkability and bicycling, while still safely
accommodating vehicle access. Designs should be sensitive to the needs of all transportation modes.
Key guidelines include:
• Minimize Conflicts - Design site access and circulation to minimize potential conflicts between
automobiles, bicycles and pedestrians. Carefully locate access drives and utilize signage, striping and
paving creatively to help address conflicts.
• Minimize Vehicular Access Points Along Pedestrian Routes - Provide the fewest number of
vehicular access points needed for the functionality of a site so that pedestrian interactions with
vehicles are minimized. Where access points are provided, minimize the width of the driveway.
• Avoid Vehicular Access Off of Primary Pedestrian Streets - Provide vehicular access to a site from
a side street wherever possible. This is particularly important on roadways that are envisioned to be
highly pedestrian-oriented, such as Elkhorn Avenue and Moraine Avenue.
Design circulation to promote walkability and
bicycling, while still safely accommodating vehicle
access.
Design a building to provide interest to those
walking by and on adjacent sidewalks.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.9
Design in Context
Development in Downtown should consider context. This means understanding the relationship of
a building to its built and natural surrounding and being sensitive to that surrounding, if necessary.
Guidelines for context-sensitive design in Downtown are as follows:
• Transition to Sensitive Neighboring Properties - Where a new development occurs adjacent to a
sensitive neighboring property, such as a single-family residential zone, consider employing design
features that help provide a transition at the interface between the two properties.
»Transition in Scale - Where a taller building is developed adjacent to an area zoned for a lower
scale, consider stepping down the scale of the building adjacent to the lower-scaled area. Where
the new building is at a lower grade than the lower-scaled area, this may not be needed as the
natural terrain will provide a natural transition.
»Transition in Use - Where a commercial or mixed-use building is located adjacent to a
residentially-zoned area, consider locating compatible uses and activities adjacent to the
residential areas. In a mixed-use project containing residential and commercial uses, this may
mean locating the residential component at the transition interface. For a purely commercial
building, a development should strategically avoid placing odor- or noise-emitting operations at
an interface with a sensitive residential use.
»Provide a Buffer - In some cases, a sensitive transition can be established by simply setting a
building further back from a sensitive interface or by providing a landscape buffer (trees, shrubs,
etc.) between the two properties.
• Respect the Fine Grain Building Patterns in the Downtown Core - When designing a project in
the Downtown Core, respond to the fundamental architectural patterns. In the Downtown Core,
this means providing significant vertical articulation that breaks down a larger building into smaller
horizontal modules that reflect the narrow building widths of the older, existing buildings. Conversely,
using a variety of materials, colors and design treatments appropriately responds to the Downtown
Core’s eclectic architectural diversity.
• Design for the Estes Park Character - Downtown is inarguably connected to nature. As such, a
fusion of nature and Town is a fundamental design principle for the Plan Area. When designing a
new development, consider using natural materials in the design, such as stone and wood. Synthetic,
masonry or even metal materials are appropriate, but these buildings are encouraged to interweave
natural materials throughout their designs as accent features or to better define key architectural
elements.
Designers should be encouraged to use a
variety of materials in their designs, while using
some design cues that represent the natural
environment, such as wood or stone.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.10
Express a Human Scale
“Human scale” is used to describe how a person perceives a building element or a group of building
elements in relation to themselves. A person relates better to building features that are of a size and
scale similar to that of a human. For example, a blank wall that spans multiple stories does not properly
exhibit human scale. The same wall can begin to express human scale by demarcating floors and
adding appropriately sized windows and doors. Expressing human scale is critical for new buildings in
Downtown, and particularly for those that are larger and taller. Building articulation methods include
vertical and horizontal changes in materials, color, wall plane or other elements that reduce the real and/
or perceived mass of a structure. The following articulation techniques should be utilized in Downtown:
• Façade Articulation - Physical design elements that break down a building into human scale
components and express a sense of horizontal and vertical scale. These methods typically do not
significantly affect the overall square footage of a floor or building. Typical façade articulation
approaches include:
»Windows and fenestration
»Color changes
»Material changes
»Horizontal and vertical expression lines
»Minor wall offsets
»Door Alcoves
• Mass Variation - Design elements vary the building mass significantly enough that they reduce the
actual mass and scale of the building. These include the modulation of a building floor or wall in a
manner that creates a physical relief in the architectural form. Mass variation techniques include:
»Stepbacks
»Increased setbacks
»Major wall offsets
»Stepdowns to respond to topographical changes
Mass variation techniques include stepbacks,
increased setbacks and wall offsets.
Vary the mass of a building to step with changes in
landform.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.11
Reinforce Estes Park’s Eclectic Architectural Character
Estes Park is known for its eclectic and vibrant architecture and diversity in the built environment. The
community and this Plan support this eclecticism, and future development that continues this tradition
should be encouraged.
• Encourage Variety in Style - No one architectural style should be assigned for buildings in
Downtown. Instead, architects and designers should be encouraged to incorporate variety in design,
materials and the use of color in Downtown, and “outside the box” creativity should be supported.
• Promote Creative Use of Materials - Designers should be encouraged to use a variety of materials
in their designs, while using some design cues that represent the natural environment ubiquitous
in Downtown. These may include using wood or stone accents on a building that otherwise utilizes
modern materials. Use of traditional materials is also appropriate and should be encouraged if
desired.
• Utilize Art - Incorporate public art into the design of a building. This may include reserving space for
public art or incorporating artistic elements into the building itself.
• Avoid a Monotonous Feel - Downtown’s eclectic character should be reinforced by its architecture.
Design of individual buildings should be encouraged to be unique and add to the variety that
defines Downtown today. A cookie cutter approach is inappropriate and should be avoided to
prevent a homogenous feel.
Employ Winter City Design Principles
Estes Park is a winter city given its high altitude and its extended periods of snow and cold temperatures.
The conditions that winter cities experience during colder months must be thoughtfully considered in
the design of private development. A development should be designed such that it takes advantages of
opportunities created by seasonal changes.
• Maximize Solar Exposure - When designing a site and building, carefully locate and design critical
features to maximize solar exposure. During winter months, this can help facilitate solar heating,
making a space more comfortable. Designing the form of a building to permit solar access to key
walking areas can also be critical to prevent ice buildup that can detract users and potentially cause
an accident.
Sites and buildings in Downtown should not be
designed strictly for summer months when snow is
not an issue.
Designers should be encouraged to employ a
variety of materials in their designs, while using
some design cues that represent the natural
environment.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.12
Celebrate the Riverfront
Buildings and sites located adjacent to Downtown’s rivers and creeks should design their interface with
the river to respond to the importance of these natural features. This may be relevant for the Fall and Big
Thompson Rivers, as well as Black Canyon Creek.
• Step Down in Scale - A building should generally step down in scale as it approaches the river edge.
• Orient to the River - A building should be designed to orient toward and animate the river edge.
This means locating entrances, outdoor seating areas, patios and other features to open toward the
river. In some cases, this will require double-fronted buildings that have an interface with a waterway
and the public street.
• Set Back from the River - Buildings should be set back generously from the rivers in Downtown. As
with upper floor setbacks, some space will help to celebrate and remain subordinate to these critical
natural features.
• Provide Access to the River - A site should be designed to permit public access to the river, either
at the edge of a site or through the middle. In no cases shall a new development further restrict river
access.
• Coordinate with the Riverwalk - Where possible, design site elements and circulation features
to coordinate with key elements on the Riverwalk. For example, where a public bridge from the
Riverwalk is provided, locate a key site circulation feature to lead to the bridge.
River
Riverside
Path
Outdoor plaza
associated with
private development
Riverfront
Neighborhood
Development
Active open/green space
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DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.13
Incorporate On-Site Flood Mitigation
Alternatives for building in flood zones must be developed due to the existing Downtown conditions.
Parts of Downtown are in the floodway, and others are in the floodplain as designated by FEMA maps.
These designations are used for a variety of flood management policies and regulations. Flood insurance
and local building codes also are linked to these maps.
Flood mapping can change over time, as new information becomes available, and such an update is
anticipated for Estes Park in the Fall/Winter of 2017. The results of remapping may change the way in
which some properties can develop, especially in the near term. In any case, understanding the range of
options that could be permitted is important.
The Downtown Plan proposes proactive changes to river sections in the Downtown that, in the long term,
could remove some properties from the floodway and perhaps even the floodplain in the future. The
Plan also recommends continuing to explore other work higher up in the drainage basins that also could
improve development opportunities.
In the interim, before in-stream improvements can be achieved, there are a variety of ways a property can
be improved. One approach is to elevate the ground level, by filling a site in accordance with floodplain
regulations. However, doing so cannot affect the Base Flood Elevation (BFE). Thus, this approach is not
likely to be feasible in the Downtown Plan area. There are, however, some building options (outlined
below) that could be considered, depending upon if the property is located in the floodplain or floodway
and upon the type of use that is planned. These are some potential approaches to development, based
on publications from FEMA. Note that more specific studies during Plan implementation may change
some of these options. Applicable federal, state and local regulations must be adhered to.
Architectural screens may be used to provide
visual interest at the street level, if they are
designed to permit water to flow through.
The ground story of this parking deck has a
facade designed to emulate traditional buildings
in its context; however, the ground level is open,
permitting flood waters to pass through.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.14
Scenario A - Building with an unoccupied ground level (Floodway)
Features:
• The ground level is used for parking or storage.
• Open foundations at the ground level are designed to permit flood waters to move through the
ground level. It does not increase flood heights.
• Architectural screens may be used to provide visual interest at the street level, if they are designed to
permit water to flow through.
• Occupied floors are elevated to a sufficient level above BFE.
• Occupied uses on second floor and above may be commercial or industrial, but not residential.
Comment:
While this option is not as desirable as others in terms of providing an active use at the ground level, it
could result in more compact use of land, since parking would be tucked under the building. It may be
the only option for an occupied structure in the floodway itself. Any new development in the floodway
must have a no-rise analysis and subsequent no-rise certificate or a conditional letter of map revision is
obtained.
Scenario B - No permanent structure (Floodway)
Features:
• Use is limited to outdoor spaces, which could be parking lots, parks and plazas.
• An open-air structure, such as a band shell, is generally discouraged but may be allowed if a no-rise
certification or certificate or a conditional letter of map revision is obtained.
• No below-grade uses would be included.
Comment:
This approach would be useful where public plazas and surface parking lots are planned. Mobile services,
such as food trucks or outdoor markets, could be included as temporary means of activating these
places.
Scenario C - Occupied structure with non-residential use at the ground level (Floodplain)
Features:
• Occupied space is permitted. This could include residential and commercial uses, including retail,
dining and offices.
• The ground level would be designed to minimize potential flood impacts, or otherwise flood
proofed. Windows, for example, would be set above potential flood levels and doorways would be
designed to accommodate operable flood barriers.
• No below-grade uses would be included.
Scenario D - Addition constructed in the Conveyance Shadow
Features:
An addition is constructed on the side of the building that will be out of the way of direct flood water
path. The assumption is that is does not modify the flood pattern. This may have limited application in
Downtown Estes Park, but may merit some consideration on a case-by-case basis. Applicable federal,
state and local regulations must be adhered to.
Scenario A - Occupied floors are elevated above
BFE.
Scenario B - Use is limited to outdoor spaces
which could be parking lots, parks and plazas.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.15
Site-Specific Flood Mitigation
Site-specific flood mitigation actions provide excellent opportunities to meet flood abatement objectives
in Downtown. These are strongly encouraged in all new private and public development, including
parking structures, new buildings and new parks. Refer to the section on “Private Realm Design
Concepts” for more information on this topic.
Site-specific or property-level solutions may have smaller overall impacts individually than those at the
regional or Downtown level, but they are attractive because they can be implemented more quickly.
These are solutions that existing property owners could initiate or those that could be incorporated into
future development. Programs could also be established to provide financial assistance or incentives.
Property-level solutions include incorporating landscape features that allow water infiltration into the
ground, basement retrofits and temporary barriers that protect storefronts from floodwaters. Mitigation
projects at the individual property level include these measures for existing buildings:
• Temporary Barrier System for an Existing Building - These can be erected at times of rising waters
to protect storefronts and building entries.
• Elevate Ground-Level Floor of Existing Building - In some buildings, it may be possible to raise the
floor level above the Building Floor Elevation.
• Abandon the Basement Level of an Existing Building - Removing mechanical and electrical systems
from basements and modifying them such that they cannot be occupied helps reduce risk of damage
to existing buildings.
For new buildings, these options may be feasible, depending upon the flood hazard designation for the
site:
• Develop for Outdoor Use Only - Use would be parking lots, parks and plazas.
• Develop with an Unoccupied Ground Level - The ground level is designed to permit flood waters
to pass through. It may be used for parking.
• Develop with a Non-residential Use at the Ground Level - This may include retail, dining and
offices. The ground level would be designed to minimize potential flood impacts, or be otherwise
flood proofed.
These building scenarios could be combined with structured terracing to accommodate flood waters as
well.
Temporary barrier systems can be erected at times
of rising water to protect storefronts and building
entries.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.16
Public Realm Design Guidelines
This section provides design guidelines for public improvements, including flood resilience infrastructure,
active transportation facilities, streets and other similar topics.
Flood Resilience
Flood mitigation is a primary objective. A multi-faceted approach is required to address flooding issues
Downtown and to ensure that existing buildings and future investments are protected from catastrophic
events. The Plan approaches the issue at three levels. Flood resilience includes a variety of strategies
which have been divided into the following levels:
• Regional - Regional solutions include initiatives that address flooding within the watersheds above
Town that impact Downtown.
• Local - Local solutions are projects that address flooding within the Plan Area itself.
• Site Specific - Property level solutions are design features and mechanisms, both permanent and
temporary, for individual properties Downtown.
Specific Public Realm Opportunities
• Design the Loop such that if part of it is closed by a flood, accident or special event, it could be
converted back to a two-way system or reverse direction.
• Plan the pedestrian system to make it possible to hike in or out of Downtown in a large flood. View
the pedestrian system as an emergency facility for evacuation and rescue. Link walkways to “areas of
refuge” where people can take shelter and EMS can stage operations.
• Treat the park shuttle bus system as a critical facility. It is an economic lifeline for Downtown.
• Treat snow storage areas and public parking as integral parts of the floodable areas strategy.
• Promote better flood warning systems - - install more gauges using state of the art sensor
technology. Consider an “amber alert”-style system for flooding in Downtown.
• Integrate public and private investments to meet larger resilience outcomes - - identify five
strategically sequenced catalyst projects that are connected.
• Design, fund and build a new bridge and adaptable approach to flooding at West Elkhorn and Fall
River - - a gateway and “nozzle” for Fall River that reduces flooding by changing the speed and flow
of the river as it enters Downtown.
Local
Site
Regiona
l
This diagram illustrates the three levels of flood
resilience. Note that “site” level flood resilience is
discussed in the previous section.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.17
Regional Flood Mitigation
Regional solutions present excellent opportunities to aid in Downtown flood management, but
also present some of the greatest challenges of the three levels. Because regional solutions require
property, resources and significant cooperation beyond the limits of the Town of Estes Park, they
are likely to take longer and cost more. Regional solutions could involve permanent upstream
interventions to slow or divert floodwaters. Large retention or detention areas and dams are
examples. These are large, multi-jurisdictional capital improvements.
• Upstream Channel Widening examines opportunity sites that have the space to expand the
width of a river or stream channel. This helps to reduce the overall pressure from initial flood
surges. These solutions mitigate the initial flood concerns by decreasing flood surges, headwall
strength and intensity, which provides increased warning time for an event.
• Regional Flood Control Infrastructure can include dams, reservoirs, dikes or levees. These
large-scale engineering projects contain, divert and armor against flood events.
Local Flood Mitigation
Local solutions are ones that are directed by the Town and that occur within its boundaries. They
present opportunities to aid in flood management, and they are attractive because they are measures
over which the Town may have more direct control. While inter-jurisdictional cooperation will still be
required in some cases, the potential is more certain and the results may be realized more quickly
as compared to regional level projects. Downtown-level solutions would include widening channels
at key locations and building more effective local stormwater management infrastructure. These can
be designed as amenities like open spaces and parking areas that can double as detention areas.
Temporary improvements, such as detachable flood barriers, may also be options. Mitigation projects
as the Town Level include:
• Strategic Widening of Channels - These may be naturalized designs, with sloping, landscaped
banks or structured ones, with stepped terraces that accommodate outdoor uses during times of
normal flow. This will increase capacity and could lead to adjustments in flood maps that would
facilitate appropriate uses in other areas.
• Grade Separated Bike and Pedestrian Routes Along River Edge - These are structures that are
designed to accommodate water during flood events. The trail floor is located near the normal
river bed elevation in some places.
• Bridge Upgrades - Increasing the capacity for water flows under bridges is a key action.
This involves enlarging the cross section of the opening, with a combination of widening and
increasing height.
• Streetscape Designs to Retain and Convey Floor Waters - These devices direct water to areas
that can absorb it or direct it to locations where it can be managed. They include rain gardens,
bioswales and special gutter designs, including inverted road systems.This image shows an example of a widened
waterway channel that would be appropriate in
the outer areas of Downtown.
Regional flood control infrastructure can include
dams, reservoirs, dikes or levees.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.18
Streetscape Design
Streets in Downtown should be designed to accommodate all users, including pedestrians, bicyclists and
vehicles. They should also contribute to placemaking efforts by creating spaces for social interaction,
special events and opportunities for private businesses to extend into the public realm with outdoor
seating, displays, public art and other features. Additionally, streets in Downtown should be designed to
support resiliency efforts by ensuring safe and adequate vehicle access and contributing to stormwater
management and flood mitigation.
A streetscape “cluster” is an organization of the street furnishings and art. Generally, a cluster of
benches, bike racks, planters, trash receptacles, etc. should be provided approximately every 100 feet
in the Downtown Core. Outside the Downtown Core, streetscape clusters should be provided at every
transit stop, or at least one cluster per block. Some elements within the clusters could be removed and
stored during winter months for improved longevity and snow clearance
This image shows a street that supports a mix of primary circulation modes including bicycles,
pedestrians, passenger vehicles and transit.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.19
Pedestrian Facilities
Connecting Pedestrians: Best Practices and Applications in Estes Park
Walking is the most basic mode of transportation. Creating a community that is walkable for both
recreation and transportation purposes requires the following:
• Establish comfortable and connected walking routes that are separated and/or buffered from
motor vehicle traffic.
• Provide routes that offer direct and convenient access to key destinations, such as businesses,
parks, natural features and other transportation facilities (i.e. bicycle parking, vehicle parking and
transit stops).
• Develop routes consistent in style, size and type so that pedestrians can visually understand the
system.
• Provide wayfinding signage with information on distance and approximate time to access
destinations.
• Create diverse visual interest along routes and walkways, such as windowed storefronts,
landscaping, art and natural features; routes along blank building walls or in areas with little visual
interest will not be inviting to pedestrians.
• Supply adequate space for pedestrians along sidewalks and other routes and provide pedestrian
amenities such as landscaping, shade, benches and trash receptacles.
• Provide intersection and mid-block crossings that reduce the distance pedestrians must cross,
enhance the visibility and prominence of pedestrians to motor vehicles, and provide adequate
signal time for users of all ages and abilities to cross.
Pedestrian-oriented wayfinding signage with travel
distances and destination information welcomes
pedestrians to experience the community
and engage in commerce. (Source: www.
downtownfindlay.com and Applied Wayfinding)
Midblock signage in Longmont, CO alerts motor
vehicle drivers of crossing pedestrians.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.20
Sidewalks: Four Distinct Zones
To enhance the comfort, convenience and enjoyment of pedestrians and to encourage walking among
users of all ages and abilities, sidewalks should be of adequate size and include four distinct zones:
A. Frontage zone that extends from the building or adjacent land uses (typically 0’-2’)
B. Pedestrian zone (4’-12’)
C. Greenscape/furnishing zone (typically 5’-6’)
D. Curb zone (typically 6’)
The Curb zone may contain shoulders, curb extensions, bike facilities, parking or other uses. Zone
widths and uses depend on the level of pedestrian activity and land uses adjacent to the sidewalk. For
instance, the curb zone could be used for parking and the greenscape/furniture zone could be used for
landscaping in applicable settings. The Americans with Disabilities Act (ADA) sets a minimum pedestrian
zone width of four feet and recommends a zone of at least five feet.
Multi-use Paths: Integrating Pedestrians and Bicyclists
Multi-use paths combine pedestrians with bicyclists (and other users, such as skateboarders and
rollerbladers) in a dedicated, separated facility.
Multi-use paths typically run parallel and adjacent to roadways as “sidepaths” or completely separated
from the road right-of-way. Separated multi-use paths are typically either direct routes meant for bicycle
transportation and commuting or meandering recreational routes that highlight prominent natural areas
or features. Paved surfaces are more comfortable for pedestrians and bicyclists, particularly those who
would like to maintain higher speeds.
Regardless of the specific application, multi-use facilities should be a minimum of 10 feet wide to
accommodate pedestrians and permit bi-directional bicycle travel. Widths typically range to a maximum
of 14 feet. The appropriate width depends on pedestrian/bicyclist volume, land use, user type and how
the path operates. Paths with a higher projected pedestrian use, for instance, should be closer to 14 feet
in width.
Sidewalk zones
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.21
Pedestrian Crossings
Comfortable and convenient intersection and mid-block crossings are essential to creating a walkable
community. Walking routes themselves can feel safe, but users often feel uncomfortable crossing streets
at intersections and mid-block locations. Users often report crossings (such as at Big Thompson Avenue
near the Visitor’s Center) as the most dangerous locations in pedestrian systems. These locations
often deter people—particularly younger individuals and seniors—from walking comfortably. Like
pedestrian routes, the appropriate treatment to enhance the comfort and convenience of pedestrians
at intersections and crossings is context-specific. General design guidelines and best practices for
pedestrian crossings are summarized below.
Pedestrian Crosswalks: Standardizing Placement and Type
Crosswalks indicate to pedestrians where to cross the street and show cars where to expect pedestrians
to be in the road. In short, they delineate conflict zones. Crosswalks should:
• Orient perpendicular to the flow of vehicular traffic
• Be located only at critical and likely pedestrian crossing locations
• Connect to adjacent sidewalks via ADA-compliant curb ramps
• Mark the shortest path across the street
This Plan recommends that crosswalks be installed using thermoplastic markings in the high-visibility
“continental crosswalk” style. Thermoplastic can cost approximately five times more than traditional
painted stripes; however, its higher visibility creates a safer environment for crossing pedestrians. The
increased costs are partially offset by the nearly three times longer lifespan of thermoplastic pavement
markings compared to paint.
High-visibility continental crosswalks are the
preferred type at intersection and mid-block
locations.
Pedestrian refuge islands can be integrated into
midblock crossings. (Source: USDOT Federal
Highway Administration)
Public art can be integrated into curb extensions.
(Source: John Greenfield; from Quick Builds for
Better Streets, PeopleforBikes)
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.22
Curb Extensions (“Bump Outs”)
Curb extensions physically narrow the roadway, which creates shorter crossings for pedestrians and
increases the overall visibility of pedestrians by aligning them with parking lanes. Additionally, curb
extensions tighten intersection radii and encourage slower turning speeds.
Treatments range from permanent concrete solutions to low-cost pavement markings and flexible
bollards. Flexible vertical bollards add physical separation and better delineate these areas. Bump out
areas created with bollards can also be used as snow storage in the winter, so long as pedestrian lanes
are maintained.
Mid-Block Crossing
Crossing mid-block, between intersections, is often necessary to allow pedestrians to connect to adjacent
walking facilities or key destinations. These locations can be difficult places to cross, as pedestrians are
often not completely visible and motor vehicle drivers are not expecting them. Guidance from industry
best practices suggests that crossings at mid-block locations should:
• Provide pedestrians with the shortest possible length to cross using curb-extensions or median
pedestrian refuge islands
• Create an unobstructed view for pedestrians of oncoming motor vehicles.
• Make pedestrians prominent and completely visible to motor vehicle drivers, using marked
crosswalks, signage, signals, raised crossings (where appropriate) and maintain adequate site lines
while avoiding obstructions such as parked cars, landscaping and sidewalk elements.
• Include clear guidance to motor vehicle drivers on where to stop in advance of mid-block crossings.
• Provide pedestrians clear guidance on when it is appropriate to cross the street.
When determining what types of mid-block pedestrian crossing treatments are warranted, the Town
should conduct engineering evaluations and review State of Colorado guidance on traffic and uniform
traffic controls.
Pedestrian circulation should be enhanced with
crossing improvements. Curb extensions or ‘bulb-
outs’ increase pedestrian visibility and decrease
pedestrian crossing time. The ‘bulb-out’ pictured
above also includes a curb-cut to collect water
from storm flows and snow melt.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.23
Pedestrian-Activated Beacons: Rectangular Rapid Flash Beacon (RRFB)
Beyond static pedestrian crossing crosswalk signage and continuous pedestrian flash beacons, a dynamic
pedestrian-activated beacon can be placed at critical mid-block crossings to increase the visibility of
crossing pedestrians and increase yield/stop compliance among motor vehicle drivers. Chief among
these is the Rectangular Rapid Flash Beacon (RRFB).
An RRFB is a user push button-activated flashing beacon that provides enhanced signal to drivers when
pedestrians are crossing. RRFBs are horizontal light emitting diode (LED) light units typically affixed to
stationary curb-side or median island pedestrian signage. RFFBs emit a rapid, intermittent, and irregular
flashing signal when activated. When used in conjunction with appropriate crosswalk signage and
advanced stop/yield warning signage, RRFBs have improved driver yielding behavior. An RRFB would be
a potential solution to mid-block crossings, such as those along Big Thompson Avenue.
Below-Grade Crossing
A below-grade crossing provides a seamless crossing for pedestrians below the roadway or transit
alignment. A common example of a below-grade crossing is an underpass, which is more convenient for
both pedestrians and automobile drivers. Although below-grade crossings are generally more expensive
than at-grade crossings, they provide an added element of safety and convenience for all users.
Pedestrian Refuge Islands
Pedestrian refuge islands are physical elements placed in the street median to offer a place for
pedestrians to rest outside the flow of vehicular traffic while crossing a street. Refuge islands can be
placed at pedestrian crossings with long crossing distances to break up a long “one-stage” crossing into
a “two-stage” crossing with two shorter segments.
Two-stage crossings with a median refuge
island provides pedestrians a more accessible
crossing in areas with higher traffic volumes or
speeds. (Source: National Association of City
Transportation Officials)
Protected bike lane. (Source: Arlington County,
VA)
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.24
Bicycle Facilities
Incorporating Bicycles: Best Practices and Applications in Estes Park
Creating a bikeable community requires the following:
• Establish comfortable and connected biking routes that are separated and/or buffered from vehicular
traffic.
• Provide routes that offer direct and convenient access to key destinations, such as businesses, parks,
natural features and other transportation facilities (i. e. bicycle parking, vehicle parking and transit
stops).
• Develop routes consistent in style, width, color and type, wherever possible, so bicyclists can visually
understand the system.
• Provide wayfinding signage with information on distance and the approximate time it takes to access
destinations.
• Offer space for bicyclists to queue at intersections and clear markings to alert both bicyclists and
motor vehicle drivers of bicyclist paths through intersections.
• Provide available and convenient amenities, such as bicycle parking, repair stations and bike share
stations.
Bicyclists in a protected bike lane are buffered
from motor vehicles, which provides a comfortable
experience.
Shared-use path facilities serve transportation and
recreation bicycling purposes.
On-street bicycle facilities include bike lanes and
other facilities that are located within the street
right-of-way.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.25
Bikeway Design Considerations
The type of bike facility required depends on the context: whether the facility will be on-street or off-
street, how much space is available, what the facility will be connecting and how it will integrate with
other modes of transportation. This section summarizes design guidelines and best practices to consider
with the recommended bicycle facility types in the Town.
On-Street Bicycle Lane
The most basic form of dedicated on-street bicycle facilities, bicycle lanes, are recommended to be five
to six feet in width (exclusive of any curbside gutter pan). They can be placed either against the curb,
away from the curb, or on the inside of vehicle parking, travel, or turn lanes. Where curb-to-curb street
space exists, a bicycle lane placed against the curb and buffered from moving vehicles by parked cars
(typically eight feet in width) is the preferred orientation. In such instances, on-street bicycle lanes are
referred to as “protected bike lanes” or “cycle tracks.” Where appropriate and possible, motor vehicle
lanes may be narrowed to 12 or 10 feet to create extra width for on-street bicycle facilities. Protected
bike lanes provide increased comfort, as bicyclists do not have to ride alongside moving vehicular traffic.
Shared Lane Markings
Shared lane markings, often referred to as “sharrows,” are painted onto roadways that are part of a
bicycle circulation system, but that do not have adequate right-of-way to provide an on-street bicycle
lane. These markings are prominently striped on a roadway to indicate to motorists that they are driving
in an environment that experiences heavy bicycle usage.
Multi-Use Path
Multi-use paths provide comfortable off-street connectivity for pedestrians and bicyclists. These facilities
are physically separated from vehicular travel lanes and are wide enough to safely accommodate two-way
bike and pedestrian travel.
Painted bicycle lanes should be a minimum of
five feet wide and identify space for bicyclists and
motor vehicles.
(Source: www.bikeportland.org)
A protected two-way bike lane on the side of the
road offers space for bicyclists separated from the
motor vehicle lane and the sidewalk. Green paint
is used to mark where bicyclists cross the path
of turning motor vehicles. Properly maintaining
pedestrian and bicycle facilities after snow and ice
events is critical to supporting year-round walking
and bicycling.
A DESIGN GUIDELINES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.26
Parking Facilities
Integrate Adaptive Reuse Principles in Future Structures, Where Financially
Feasible
Parking structures are unique building types. They are typically open to the environment and are
designed to be storage facilities (Group S occupancy); they’re generally not conditioned, occupied
spaces. They are typically more horizontal than vertical in configuration. The primary focus of parking
structure design has been to efficiently move cars in, store them and then move them back out. In
contrast, buildings for non-parking uses focus on making the occupied space safe, habitable, appealing
and accessible for people. There are a number of design features of a parking structure that don’t lend
themselves to non-parking uses:
• Story heights. Typically, parking structure story heights range between 10 feet and 11 feet, six
inches. Those measurements are not suitable for most commercial office/retail or residential uses.
• Sloped floors. Parking structures require sloped floors to facilitate vehicular circulation between
parking levels and for drainage.
• Size, number and layout of stairs and elevators. Stairs are a means of egress for life safety and
are sized based on code-prescribed occupant load factors associated with an occupancy use
classification. For parking structures, the occupant load factor is 200 square feet per person, whereas
for an office (Group B) and mercantile (Group M) classifications, it is 100 and 60 square feet per
person, respectively, which results in a requirement for wider stair widths and/or additional stairs.
Stairs and accompanying elevators are typically located along the perimeter of a parking structure.
In contrast, in non-parking use buildings, stairs are typically located within the interior of the building
footprint.
• HVAC systems are not provided for parking floor areas. Many jurisdictions don’t require parking
structures to have fire sprinklers for fire protection but do require the systems in other kinds of
buildings.
• The minimum code-prescribed floor live loading for parking structures is 40 pounds per square
foot. For other uses such as office, retail, library reading rooms, public meeting spaces, and their
corridors, the requirement is between 50 and 100 pounds per square foot.
As the Town explores a variety of options for investment in additional structured parking assets, to
mitigate and/or compensate for the standard parking structure design features described above by doing
the following:
• Increase story heights. We could make the height of the first story a minimum of 15 feet and the
height of typical upper stories 12 feet. These heights are more suitable to provide higher clear
heights of 12+ feet for ground-level commercial/retail use and 9+ feet for office, community meeting
or possibly residential use. If sufficient site length is not available to provide a parked on-ramp with
these story heights, or more flat floor area is desired, then a non-parked-on express ramp (with slope
greater than 6.67 percent) could be provided for a portion or the entire length of a ramp. These
ramps could be situated near ends of the floor plate or along its sides to provide for more flat floor
area.
DESIGN GUIDELINES A
January 23, 2018 Estes Park, Colorado - Downtown Plan A.27
• Design the floor framing to allow for the ramped parking bay to be more readily demolished. One
way to accomplish this is to provide a double row of columns along the bay with the ramp and
expansion/construction joints at the top and bottom of each floor-to-floor ramp segment. This would
likely require additional framing elements for lateral load resistance and detailing to facilitate load
transfer and accommodate building movement at the expansion/construction joints. While this would
add to the initial construction costs, it would also provide an opportunity for modifying each floor to
be a complete flat floor plate for future use.
• Include 25- to 30-foot-wide light wells between parking bays to provide space for the construction
of additional elevator and stair cores and flat-floor construction for corridors within the interior of the
building footprint. Foundations for these future pedestrian circulation elements could be constructed
as part of the initial construction.
• The perimeter stair and elevator cores that serve the parking structure could be located outboard to
the floorplate. This would allow for easier demolition of these elements if they don’t adequately serve
the alternate use.
• Design floor framing for additional load-carrying capacity by including provisions for adding columns
and beams to reduce beam and slab spans or supplement conventional and post-tensioned slab and
beam reinforcement to support additional floor loads. This additional load-carrying capacity could
accommodate a topping slab to level out the floor drainage slope.
• The impacts of floor cross slope for drainage could be reduced by providing additional floor drains.
• Building columns, walls and foundations could be designed to accept vertical expansion and the
addition of a podium level for a public plaza recreational space or a one- or two-story light-framed
(type-5-framed wood construction) building structure.
• Design for either the removal of perimeter vehicle and pedestrian guard rails or detail connection
points to accept future installation of building facade elements (e.g., curtain wall/storefront system,
panelized EIFS or stucco wall system, etc.), including doors and windows to fully enclose the
perimeter of the structure.
• Provide additional capacity in the electrical service, sanitary sewer and fire protection systems.
Include provisions for electrical and mechanical chases to accommodate duct work and cabling and
additional space for mechanical and electrical service and fire protection equipment (fire pumps,
emergency generators, etc.).
A DESIGN GUIDELINES
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January 23, 2018 Estes Park, Colorado - Downtown Plan A.29
APPENDIX B: IMPLEMENTATION RESOURCES B
B IMPLEMENTATION RESOURCES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.30
This Appendix provides additional background and resource material. It should be used in conjunction
with Chapter 10, implementation.
Economic Development Incentives
Key state and federal economic development incentives that may be relevant for Downtown include, but
are not limited to the following:
Incentive Name Provided By Use How to apply Notes Recover Colorado Business Grant & Loan Program (including special districts) following a major natural disaster small business, new business, non-profit, or special district with a minimum annual revenue of $15,000. Other eligibility requirements must be met.
payroll, insurance, mortgage, lease/rent, consultants, taxes, service agreements, and utilities. Maximum award amounts of
areas through incentive based credits. EZ tax credits (up to three months before the tax year start date). Following pre-certification and completing the activities eligible for credits, a certification is then filled out and the certification document must be submitted with the Colorado income tax filing. Learn more
sponsored health insurance, research and development, vacant commercial building rehabilitaticommercial vehicle investment, and contribution projects are available through the Larimer County Administrative Enterprise
cultural organizations to bring creative jobs, arts and cultural experiences, and added
These include a 501 (c) 3 status, at least three years of public art services, a minimum operating budget of $25,000 in the last fiscal year, a Colorado business
funding for two year periods. The maximum amount awarded is $10,000.
AdministraPublic Works Assistance of Commerce revitalize, expand, and upgrade their physical matched or shared by the applying body. Applications are accepted on a rolling basis and require a proposal, construction the types of projects the EDA generally funds.
IMPLEMENTATION RESOURCES B
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Parking Related Funding Tools
Funding tools suitable for Downtown parking include, but are not limited to, the following:
Parking Benefit District (PBD)
A Parking Benefit District is “a program through which a city or town agrees to return all or some parking
revenue (generated through parking meters, assessments, and/or taxes) to an area for improvements
and/or beautification projects. Returning parking money directly to the community often improves the
general public’s acceptance of paying for parking. Key stakeholders, such as businesses, developers, land
owners, residents and government representatives need to work together to develop goals, objectives
and a plan to create a parking district” (MTC 2007). These stakeholders will also decide where and
how funds should be spent. One example of a successful PBD is in Old Pasadena, CA, where on-street
pricing was raised to keep vacancy rates around 15% and all parking revenue was used to purchase street
furniture, trees and light fixtures and to do street cleaning and maintenance. In Boulder, CO, the PBD
uses revenues to provide free universal transit passes, bicycle parking, and other services that encourage
people to use alternative travel modes.
Parking Tax District
Parking Tax Districts are similar to BIDs and PBDs, but they only address parking issues, not
neighborhood improvements more generally. In situations where a municipality provides most or all of an
area’s parking, the special assessment is levied on all commercial (and sometimes multifamily residential)
properties on a standard per unit basis. Exemptions may be permitted for those businesses that already
provide most or all of their required parking. Parking tax districts are found in several states, notably
California (Baron and Dorsett 2004).
Impact Fees
Impact fees are implemented by a local government on new/proposed development or land-use changes
to help pay for the costs that the new development may impose on public services, including expanded
off-site capital improvements such as roads, schools and/or sewer systems.
These fees are usually implemented to help reduce the economic burden on local jurisdictions that are
trying to deal with population growth. The property owner/developer pays impact fees, which are often
one-time, upfront payments at the time a permit is issued for a development project. However, payment
terms can vary, and a lien is typically placed on the property until the fee is paid in full.
Conceptually, impact fee payments could be used for public or private district-scale infrastructure
projects rather than only for public, centralized systems. This would depend largely on the flexibility
of the municipality’s impact fee policy and the willingness of the Town Board to explore financing
infrastructure that is over and above what is already budgeted for impact fee funds.
B IMPLEMENTATION RESOURCES
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Payment/Fee-In-Lieu
Some municipalities allow developers to pay a fee-in-lieu of constructing some or all of their parking
(where parking is required). The collected fees are used to construct a public parking facility that serves
a particular development and its surrounding uses. Most cities set a uniform fee per space, with the
number of spaces per development dictated by the parking code. The fee itself is often less than the
full cost per space for the public sector to provide the parking. Unless updated regularly, the fee may be
considerably lower than the actual cost if the system has been around for a while. Vancouver, BC takes
an interesting approach by setting the fee per space equal to the cost to construct that space in a public
garage, minus the expected revenue the city will get from that space (Shoup 2005).
In most cases, the developer can choose whether or not (and for how many spaces) to pay the in-lieu
fee. Some cities may offer payment in lieu of parking only in certain districts, when the option is available
in downtown commercial/business districts. Beyond the financial aspects of payment in lieu of parking,
there are a number of benefits to such programs. Donald Shoup (2005) identifies a number of advantages
to payment in lieu of parking, including:
• Greater flexibility for developers, which can be a boon for historic preservation, given the challenge
parking can pose for adaptive reuse.
• More shared parking, which potentially reduces the total number of spaces needed in the area.
• Fewer surface lots, because lots have been consolidated into one surface lot or possibly a structure.
• Fewer zoning variances that need to be issued, which expedites the development process and levels
the playing field for all developers.
• Fewer surface parking lots leads to better access management and improved traffic operations.
Public-Private Partnerships
Public-private partnerships (P3) are a way to reduce the public sector’s direct debt burden while also
providing needed infrastructure. A key element to these partnerships is the ability to enter into design-
build contracts.
IMPLEMENTATION RESOURCES B
January 23, 2018 Estes Park, Colorado - Downtown Plan A.33
Design-Build-Operate-Manage
An example from Connecticut illustrates this innovative method. In 2000, the state issued bonds to cover
the costs of constructing a new parking facility at the Bradley Airport in Hartford, CT. Due to the structure
of the agreement, the bonds are actually guaranteed by a private entity. The state’s arrangement used
the same entity to design and build the facility and then, after construction, to operate and manage
through a lease from the state. The lease payments cover the state’s debt service and the facility
revenues cover the lease payments. Excess revenues are split between the state and the private operator.
Should the lease payments and revenue sharing prove insufficient to cover the debt service, the private
operator is responsible for making up the difference (Bier et al 2006). Private parking operators are
currently employing this strategy in communities large and small.
Build-Operate-Transfer
A private entity may cover the costs associated with building public infrastructure, operate it until the
costs are recovered and then transfer ownership to a public agency. Early parking meters were often
installed in this fashion, with manufacturers of meters installing them and recovering costs until they were
paid for (Shoup 2005).
B IMPLEMENTATION RESOURCES
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Grant Funding Sources
Key grant funding sources suitable for Downtown Plan implementation include, but are not limited to, the
following.
Pre-Disaster Mitigation (PDM) Program
FEMA’s Pre-Disaster Mitigation (PDM) Program is a nationally competitive program that makes funding
available to local, state and Indian Tribal governments to implement feasible and cost-effective hazard
mitigation activities. Funding may be awarded for development or update of an all-hazards mitigation
plan, or for a cost-effective hazard mitigation project. The first priority is to complete an approvable plan.
Local governments and Indian Tribal governments applying for PDM funds for local mitigation projects
must first have an approved local mitigation plan. Successful projects receive 75% federal funding for
total project costs. The applicant is responsible for 25% of project costs. The local share may be in the
form of in-kind services as well as dollars; however, no other federal source of money may be used to
fund the local share.
Flood Mitigation Assistance Program
FEMA provides grants through the Flood Mitigation Assistance (FMA) Program to assist with the
planning and implementation of flood mitigation projects that include measures to reduce flood losses
by elevation, acquisition, or relocation of National Flood Insurance Program (NFIP)-insured structures.
Eligible applicants are state, territorial, and tribal governments, and certain non-profits. Individual
homeowners and businesses may not apply directly to the program, but a community may apply on their
behalf as a sub-applicant.
Activities that are eligible under the FMA program include property acquisition and structure demolition,
property acquisition and structure relocation, structure elevation, dry flood-proofing of non-residential
structures, minor localized flood reduction projects, and flood mitigation planning. All project activities
performed must have the effect of reducing the risk of flooding to NFIP insured properties, buildings and
structures. Matching Requirements: Federal: up to 75 % Non-Federal: 25 %
Great Outdoors Colorado
GOCO offers competitive grant programs for parks, trails, wildlife, and open space projects in the state
of Colorado. Programs relevant to the Downtown Plan include the Local Park and Outdoor Recreation
Grants, which help build or improve community parks, outdoor recreation amenities, outdoor athletic
facilities, and environmental education facilities. Another program is the Connect Initiative, which funds
projects that help connect regional and local trail networks and provides more bikeable and walkable
access to outdoor recreation.
IMPLEMENTATION RESOURCES B
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In 2008, Colorado Creative Industries (CCI), a division of the Colorado Office of Economic Development
and International Trade (OEDIT) formerly known as the Colorado Council on the Arts, commissioned
a study to examine the state of Colorado’s creative economy. The study concluded that the creative
industries in Colorado were the fifth largest sector of jobs, with creative occupations expected to grow
30% to 45% over the next ten years (Colorado Council on the Arts, 2008). In hopes of capitalizing upon
this growth and subsequent economic gains, House Bill 11-1031 was passed by Colorado legislation
in 2011, which encouraged the formation of creative districts throughout the state. By recognizing and
encouraging the development of creative districts, this bill hoped to create vibrant communities that
attract creative enterprise and visitors, which in turn beautifies neighborhoods and creates enhanced
economic activity.
Today, the Colorado Creative Districts program includes 21 certified Creative Districts across the state,
and provides these communities with access to financial and technical support, networking, and training
programs. Data recently published by the State of Colorado indicates the following about the economic
impact these districts had in the first 5 years of the program (2011-2015):
• A 14% increase in cultural nonprofit revenues (total of $260.8M in nonprofit revenues)
• A 12% increase in the capture of grants of awarded ($822.1K grants awarded)
• A 5% increase in creative industries earnings (total of $972.5M in earnings)
• A 3% increase in total creative jobs (total of 10,351 jobs)
Becoming a state-certified Creative District requires a rigorous application and certification process (the
application window opens once annually) that meets a number of important criteria:
• Clearly defined unique place and niche, and identification of what sets you apart
• A clear geographically defined area that is contiguous and walkable
• Distinguishing physical, artistic or cultural resources
• A concentration of artistic and cultural activity
• Engagement in promotion, preservation and educational aspects of arts and culture
• Formal recognition of the area as a creative district by local government
• Broad community support and buy-in
• Sustainable funding sources
• Paid district manager
• Strategic plan
• Governing board
• Minimum $10,000 operating budget
State-certified Creative Districts receive significant benefits and opportunities, in addition to recognition
by the State of Colorado, which include:
• Cash award
• Marketing support from the Colorado Tourism Office
• Economic data and impact analysis
• Access to a technical assistance fund to support economic growth
Colorado Creative Industries (CCI) Creative District Program
B IMPLEMENTATION RESOURCES
Estes Park, Colorado - Downtown Plan January 23, 2018 A.36
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.
Future Study Session Items
September 8, 2026
• Housing Issues – Seasonal Workforce and Seniors
• Housing Definitions and Density Bonuses in the Development Code
• Parking License Plate Recognition Policy
• Administrative Regulations Enforcement Process
September 22, 2026
• Feather Flag Sign Code Review
• Overview of Fish Hatchery Project to Date
• Black Canyon Treatment Plant Property
October 6, 2026
• Future 4th of July Fireworks
• Winter Event Strategy Proposal
October 27, 2026
• Liquor License Process
November 10, 2026
• Annexation of Enclaves Follow Up
November 24, 2026
• Growth Management Areas Overview
Items Approved - Unscheduled
• Façade and Sidewalk Improvement Program Proposal
• Structure of Potential Development Agreement with Whimsadoodle and the
Estes Park Housing Authority for Cleave Street Development
Items for Town Board Consideration
• Joint Study Session: 2027 Visit Estes Park Operating Plan
• Organizational Climate Action Plan