HomeMy WebLinkAboutPACKET Town Board Study Session
TOWN BOARD STUDY SESSION
May 27, 2025 from 4:45 p.m. – 7:00 p.m.
Town Hall Board Room
170 MacGregor Ave, Estes Park
Accessing Meeting Translations (Accediendo a las Traducciones de la Reunión) can be
found on the Town website at www.estes.org/boardsandmeetings
Public comment is not typically heard at Study Sessions, but may be allowed by the Mayor
with agreement of a majority of the Board. This study session will be streamed live and
available at www.estes.org/videos
AGENDA
4:45 p.m. High Impact Project Process.
(Deputy Town Administrator Damweber)
5:30 p.m. Revised Policy 671 – Outside Entity Funding.
(Management Analyst Simpson)
6:00 p.m. Visit Estes Park Intergovernmental Agreement
(Town Administrator Machalek)
6:40 p.m. Trustee & Administrator Comments & Questions.
6:50 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:55 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees and staff concerning agenda items or other Town matters may occur before this
meeting at approximately 4:30 p.m.
ADMINISTRATION
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Jason Damweber, Deputy Town Administrator
Date: May 27, 2025
RE: High Impact Capital Project Process and Recommendations
Objective:
Provide the Town Board with information on the process for high impact capital projects,
including specific examples of how the process was utilized and recommendations for
improvement.
Present Situation:
At a February 2025 Study Session, the Town Board directed staff to develop a primer
on the process used for high impact capital projects – from inception through after
action review – and develop recommendations for improvement. This memorandum will
outline the process, demonstrate how it was used for some recent high impact projects,
and provide recommendations for consideration.
Project Process Overview
In general, all capital projects go through a four-stage process, each with several
components and opportunities for public engagement each stage:
1. Initiation & Policy Direction
2. Planning
3. Implementation/Construction and Monitoring
4. Close Out and Evaluation
• Initiation and Policy Direction
High impact capital projects result from identified needs in the community. They
are usually projects associated with new infrastructure or replacement or
upgrades to existing infrastructure required to improve or maintain services, and
come most often in the form of road or utility work or other such community
enhancement projects. The identification of need can come from a variety of
sources, including the Town’s professional staff, staff from other governmental
agencies, Advisory Boards, members of the community, and elected officials.
Occasionally, grant opportunities may be available that spark ideas for how
outside funding can be used or leveraged in order to make infrastructure or other
capital improvements that may not have otherwise been on the table. These
needs are typically captured in annual updates to the Town’s aspirational Capital
Improvement Program which are adopted by the Town Board in a public meeting,
usually concurrently with the budget and Strategic Plan.
Once the need (or potential need) is identified, policy direction from the Town
Board is required to proceed. This typically begins during the Strategic Planning
process, which occurs on an annual basis prior to the budget development
process. A project need is initially identified as a high-level Key Outcome Area in
the Strategic Plan and often takes the form of an aspirational statement.
Examples from recent Strategic Plans include statements such as “We will
address traffic congestion and improve traffic and pedestrian safety throughout
the Town” and “We support investment and revitalization in all of the Town’s
commercial areas.”
Then, based on feedback from staff and decisions made by the Town Board, a
solution to the identified need may be further conceptualized and become a
multi-year Goal or a one-year Objective in the Strategic Plan. This is the point
where the concept for a solution begins to take the shape of a concrete project,
and where the Town Board approves a particular Goal or Objective stemming
from the higher-level Key Outcome Area. Once identified as a Goal or Objective,
staff gets to work on the more granular project conceptualization, scoping, and
preliminary cost estimation.
Another source of need identification for projects are formal master plans
conducted by the Town, often in coordination with a hired consultant. Examples
include the Downtown Plan, Downtown Parking Management Plan, Stormwater
Management Plan, Multimodal Transportation and Transit Development Plan,
Facilities Master Plan, Comprehensive Plan, Stanley Park Master Plan, and
Parks Master Plan, to name a few. These master plans are instrumental in
identifying needs and recommended solutions offered by the residents, staff, and
professional consultants.
There are several opportunities for public engagement during the project initiation
and policy direction stage. As previously noted, ideas for projects can actually
come from members of the public. Sometimes ideas are presented in the form of
public comment, and sometimes they are derived through responses to our bi-
annual resident survey which can highlight issues or identify themes as
perceived by community members. Master planning processes have
opportunities for public engagement as well, usually in the form of facilitated
public meetings, surveys, or planning charrettes. There are also many
opportunities built into the Strategic Planning process for the public to weigh in.
This includes during the Town Board’s initial discussions usually held in the
spring, during their preliminary affirmation of the Strategic Plan, and when the
final Strategic Plan is considered for adoption later in the fall.
• Planning
Once a project is conceptualized and the decision is made to proceed (usually
through inclusion in the Strategic Plan), more formal planning begins. Depending
on the project, some planning can take years before actual implementation. This
is often because of the need to engage the public, other governmental agencies,
and other partners/stakeholders in initial planning, and also because larger
projects need to be included in the Town’s Capital Improvement Plan, which
requires identification of how a project will be funded/financed. For these larger
projects, funding may come from a variety of sources (such as other levels of
government, grants, special sales taxes, etc.), which can add a significant
amount of time to the planning stage. This is especially the case when funding
from outside sources require certain studies or plans be completed as a
stipulation of receiving funds.
Once a plan for initial funding is established, the more detailed project planning
can begin, including project design and cost scoping. For most high impact
projects, this step involves working with various consultants (engineers,
architects, etc.) – as well as the public and Town Board – to design, and
ultimately to draft and evaluate alternative concept designs. Most high impact
projects have an iterative design process, meaning options are brought forth at
certain points. For example, there are usually checks built in at 30% design, 60%
design, 90% design, and final design. Project cost estimates are updated at each
step, with the final project cost estimate completed at either the 90% or 100%
stage. Depending on the project, Town staff may bring options, often including a
recommended option, to the Town Board for consideration.
More generally, the project planning stage includes establishment of project
goals, parameters, and standards; identification of project impacts and potential
unintended consequences; identification of stakeholders most likely to be
impacted by the project, including during construction; identification of needed
permits and utility relocates; establishment of expectations regarding
communication between contractors and the Town; planning for public
engagement and communication; preparation and release of bid documents,
followed by evaluation and selection of contractors; development of contracts
and other agreements with partnering agencies and contractors; confirmation of
project schedule, including establishment of key milestones; and finally,
confirmation that adequate funding is in place in order to begin project
construction.
Similar to the project initiation stage, the planning stage has many opportunities
for public engagement. Again, public engagement comes in the form of facilitated
public meetings, surveys, or planning charrettes, as well as in the form of public
comment provided at Town Board meetings at each step that requires Town
Board direction and/or decision-making. For high impact capital projects, there
are usually dozens of opportunities for public engagement even before
implementation begins.
• Implementation/Construction and Monitoring
Project implementation begins in earnest once the project budget is in place and
the necessary contracts and agreements are awarded and executed. Depending
on the agreements and the preferred project delivery method, either the Town or
an agent of the Town ensures that all necessary due diligence is completed,
including acquisition of land (property where construction will occur and/or right-
of-way) and other required work permits, impacted site review and testing when
necessary (for example, geotechnical evaluation and environmental testing),
information sharing with impacted stakeholders, and coordination with other
levels of government and utility agencies, including utility location surveys.
Once design and due diligence is complete, project construction commences.
Consistent with expectations and milestones outlined during the planning
process, progress is tracked and monitored with respect to quality control and
timeframes. Because of the large scale and complexity of high impact projects, it
is not uncommon for unforeseen obstacles or challenges to arise that may
require the need for change orders and/or adjustments to project schedules.
Regular reporting to the Town Board and the public occurs throughout the
implementation of a project. Such communication may be in the form of broadly
shared written updates, written updates targeted to specific stakeholders (such
as property or business owners immediately adjacent to construction), news
releases from the Town, on-site public meetings, or verbal updates at Town
Board meetings. For high impact projects, periodic public updates are usually
planned for at predetermined points in time, when milestones are reached, or
when there are unexpected delays or impacts that the Town Board and public
need to be made aware of. Media outlets often help disseminate information that
might not be seen by those who are not connected/engaged through the Town’s
direct communication channels.
• Close Out and Evaluation
A project is considered “substantially complete” when it reaches the stage where
it is sufficiently finished to be used for its intended purposes. There are usually
“punch list” items that still need to be completed. These are more minor items
that can be completed while the project is functioning and open for its intended
use, such as correcting deficiencies, fixing cosmetic issues that are not up to
required specifications, and cleaning up of construction materials and debris.
Final completion marks the absolute completion of a project, consistent with what
is outlined in the contract(s) or agreement(s). At this stage, an inspection of the
project involving the owner, contractors, and other stakeholders is conducted to
ensure that all contractual requirements have been met and that all agree the
project is entirely completed. Once there is mutual agreement on final
completion, the contract is deemed satisfied, the project becomes fully
operational, and the Town assumes responsibility.
Regardless of how smoothly project implementation may have gone, staff meets
once a project is complete to discuss how things went and what might have gone
better, and identify lessons learned to be applied to future projects and
processes. Historically, these have generally been held at the staff level, been
relatively informal, and have not had documented “lesson learned.” This is an
area identified for improvement.
“After Action” meetings should occur shortly upon project completion, once a
sufficient period of time has gone by to see how the final product is functioning,
and periodically over the course of years to evaluate the project effectiveness
over the longer term. In addition to staff, these meetings – which should come in
the form of formal roundtables and/or onsite meetings as well as in the form of
impromptu meetings with stakeholders upon request – should include other
stakeholders, such as representatives from partnering agencies, appropriate
Advisory Board members, and those most impacted by the project construction
or final product. Once an evaluation has occurred and adequate feedback
gathered, an After Action report should be created and saved as part of a
project’s record so that lessons learned can be applied by staff in the future.
These reports could be shared with the Town Board and public, including
potentially as part of a presentation at a public meeting (as previously noted,
update reports are typically provided during the implementation phase of high
impact projects).
Project Examples
The following examples show how the process was utilized for three recent high impact
capital projects, each of which were many years in the making:
• Case Study #1: Community Drive Roundabout (2012 to 2024)
1. Initiation & Policy Direction
A Traffic Impact Study was prepared in 2009 to evaluate the generation of new
trips and associated traffic impacts expected from a proposed new Multi-Purpose
Events Center in Stanley Park. The need for intersection improvements on US36
at Community Drive was discussed with the public and the Town Board on
February 7, 2013. At that meeting, bids were presented for the Events Complex
and the Town Board directed Public Works staff to move forward with confirming
funding and building the Events Complex in Stanley Park. This predated the
broader Strategic Planning process which was introduced to the Town by a
former Town Administrator in 2014 to guide staff work in 2015.
• The September 2013 flood redirected staff attention and resources for several
years.
• 2017: The Town Board adopted the 2018 Strategic Plan that included
Transportation Objective A: Installation of a left turn lane on US36 at
Community Drive. The project was put on hold pending the outcome of the
Stanley Park Masterplan.
• 2018: No project-related Objective was included in the 2019 Strategic Plan.
• 2019: The Town Board adopted the 2020 Strategic Plan that included
Transportation Objective C: Expand the Community Drive Roundabout project
to include a multi-use path along the south side of US36 between Fourth
Street and Community Drive and a second westbound traffic lane. This was
ultimately eliminated from the project due to insufficient funding.
• 2020: The Town Board adopted the 2021 Strategic Plan that included
Transportation Objective 2.D.1: Pursue additional grant funding for the
roundabout on US36 at Community Drive.
• 2021: The Town Board adopted the 2022 Strategic Plan that included
Transportation Objective 2.D: Construct the Phase 1 roundabout
improvements on US36 to accommodate safe access at Community Drive.
• 2022: The Town Board adopted the 2023 Strategic Plan that included
Transportation Objective 2.D.1: Complete the construction of the roundabout
improvements on US36 at Community Drive.
2. Planning
• January 2018: An RFP was issued and a civil engineering consultant hired to
design left and right turn lanes on US36 at the intersection with Community
Drive.
• February 2018: The Town Board approved a design contract for the widening
of US36 to accommodate a new westbound left turn lane and new eastbound
right turn lane on US36 at Community Drive.
• May 2018: The 30% design concept for a new westbound left turn lane and
eastbound right turn lane on US36 was presented for feedback at a
neighborhood open house.
• May 2018: The Transportation Advisory Board (TAB) wrote the Town Board
and requested the Town expand the preliminary design for the Community
Drive/US36 intersection to evaluate a roundabout option based on a number
of traffic calming and traffic safety concerns identified in the letter.
• January 2019: A Town Board Study Session was held where a nationally-
renowned roundabout design consultant presented an overview of the history,
benefits, and challenges associated with using roundabouts for roadway
intersection traffic control. The Town Board affirmed the design direction to
continue with the roundabout for this project.
• June 2019: The Stanley Park Master Plan was adopted by the Town Board.
This confirmed the vision for direct access to the fairgrounds from the
roundabout which would reduce traffic volumes on Community Drive adjacent
to the Stanley Park recreational amenities and Estes Park schools.
• July and August 2019: The 30% design concept drawings were discussed
with the TAB, the community at a public meeting, and key stakeholders,
including the Colorado Department of Transportation (CDOT), Estes Valley
Recreation and Parks District (EVRPD), utility companies, school district,
emergency services, and the US Bureau of Reclamation.
• September 2019: The Town Board approved an Intergovernmental
Agreement to accept $750,000 in Congestion Mitigation and Air Quality
(CMAQ) Improvement grant funding to supplement a $690,000 local match
from the Town. This budget later proved to be insufficient for the estimated
$2.1 million project.
• 2020: The project was delayed by the COVID-19 pandemic. Design work
progressed to 60% and 90% while working concurrently to secure the
required environmental and historic preservation clearances from CDOT,
Colorado Parks and Wildlife (CPW), and the National Park Service (NPS).
• 2021: Final design was completed and submitted to CDOT for review and
approval. CDOT staff continued work to secure the required environmental
and historic preservation clearances from CDOT, CPW, and NPS. A public
notice was advertised regarding the proposed conversion of roadway fill slope
area to new roadway surface, and the associated mitigation of land previously
situated beneath Community Drive to be provided for recreational purposes.
• September 2022: The Town Board approved an amendment to the IGA with
CDOT to secure an additional $550,000 from terminated CDOT projects and
an additional $710,000 of CMAQ grant funds previously directed to
Wellington. The Town appropriated an additional $600,000 in local match
funding to fund what became a $3.3 million project.
• November 2022: CDOT issued a written Concurrence to Advertise for
Construction Bids.
3. Implementation/Construction and Monitoring
• November 2022: Construction bids were solicited in November and opened
on December 15, 2022.
• January 2023: The Town Board authorized the Mayor to approve a contract
with Mountain Constructors, Inc. (MCI) in the bid amount of $2,987,737,
contingent upon Town receipt of approval from CDOT for this contract award.
• February 2023: CDOT provided their written approval to award the contract to
MCI on February 7, 2023.
• February 2023: A public news release was issued February 27, 2023
regarding the commencement of construction by MCI in March 2023. The
formal Notice to Proceed was issued to MCI on February 27 authorizing a
March 1, 2023 start date. The construction completion date was set for June
30, 2023 with an allowance for delayed installation of the streetlights by
September 29, 2023 due to material unavailability.
• March 2023: Construction commenced. The construction management team
met with the contractor on a weekly basis and periodic progress updates were
posted to the Town website throughout construction. 33 consecutive days of
rainfall in May and June, coupled with work crew scheduling challenges by
the contractor, prohibited MCI from completing the project by the contract
deadline.
• July 2023: The recreation trail under US36 was reopened to the public while
work on US36 continued under alternating single lanes of traffic Monday
through Thursday throughout the summer and fall.
• October 2023: The intersection of US36 and Community Drive was
substantially completed and reopened to unrestricted traffic flow. Additional
delays were experienced in the delivery of the street light materials which
pushed installation to January of 2024. The contractor was tardy on his
completion of the punch list items. The Town added additional guardrail work
to the project to protect electrical cabinets situated north of the roundabout.
• May 2024: The project was officially completed May 21, 2024 at a cost to the
Town of $2,794,337 after $133,300 in liquidated damages were withheld from
the contractor due to the 31-day delay deemed to be within the contractor’s
control.
4. Close Out and Evaluation
The close out effort on this project was largely guided by the processes mapped
out by CDOT in their Local Agency Manual because of the use of Federal, State
and local funds. It is a lengthy and laborious process involving many forms and
approvals. The Town received reimbursement of $583,000 in the summer of
2024, and submitted requests for the remaining $1.537 million in March 2025. At
the time this memo was being drafted, staff was still awaiting resolution of the
Small Conversion process by CDOT Environmental staff, CPW, and NPS.
Evaluation and lessons learned include:
• Acceptance of Land and Water Conservation Fund (LWCF) grant funds by a
tenant or the owner of Town land creates encumbrances and obligations that
perpetually impact the Town as the landowner. We must be thoughtful about
accepting such conditional grant funding awards and be sure to acknowledge
the trade-offs. For this project, Federal LWCF funds were used many years
ago for recreational improvements on the larger Stanley Park parcel. This
created a "6f Clearance" issue triggered by the Land and Water Conservation
Fund Act of 1965 which fulfilled a bipartisan commitment to provide recreation
opportunities to all Americans. The project impacted a small portion of
roadway fill slope within the Stanley Park parcel which triggered a Small
Conversion process by CDOT Environmental staff, CPW, and NPS. This
effort still remains incomplete.
• Staff turnover at multiple levels complicated the closeout of this project. Key
personnel left CPW and CDOT prior to completing the LWCF Small
Conversion process. Shortly after substantial completion, the contractor’s
Project Manager and Superintendent both left the organization. This
complicated the timely receipt of closeout documents from the contractor.
The Town’s consultant Project Manager retired after the original contract
completion date but prior to final construction completion and closeout. This
complicated the timely preparation and submittal of closeout documents to
CDOT from the Town. Much like the weather, project management personnel
have little to no control over this type of staff turnover impact. Still, to the
extent possible the Town needs to consider optional actions available to
ensure internal and external staffing continuity through the entire lifecycle of
the project.
• Past optimism of a contractor’s ability to productively build in Estes Park
during May and June needs to be tempered by real-life experiences with
inclement spring weather in Estes. Staff can intensify efforts to communicate
to the public the real risk of project delays possible due to adverse weather,
and be prepared for warm-weather construction activities (like paving) to
extend into, and adversely impact, the summer guest traffic.
• Only one bid was received for this project. The possibility of low performance
by a low-bid contractor is inherent to the low-bid award policy of any agency.
There is no 100% effective method of ruling out potential low performing
contractors. It boils down to assessing the tradeoffs between risk and
potential reward.
• Case Study #2: Cleave Street Improvements (2015 to 2025)
1. Initiation & Policy Direction
The project was first envisioned as an outcome from the Estes Park Downtown
Plan, a 20-year community vision for the downtown area, which was adopted in
January 2018. The development of the Downtown Plan began in October 2015,
with the Town Board appointment of a 10-person volunteer Downtown Plan
Steering Committee (DPSC). Chapter 2 of the Downtown Plan document gives a
detailed description of the public process development of the Plan entailed.
Some highlights, along with other points where policy direction was provided, are
as follows:
• Regular DPSC meetings were publicly noticed, open to the public, and public
input welcomed.
• A Technical Advisory Committee was created consisting of Town Staff, the
Estes Valley Fire Protection District, and other outside agencies. TAC
meetings were not public but open to DPSC members.
• Public outreach methods included mailings, press releases, flyers, property
notifications, interactive project website & surveys.
• February 2017: Community Workshop #1 had 40 attendees
• April 2017: Community Workshop #2 - a multi-day event that included a full-
day public open house, stakeholder interviews, learn and share sessions.
• September 2017: Community Workshop #3 to present the draft Downtown
Plan and collect feedback had 70 attendees.
• January 2018: Downtown Plan was adopted by the Town Board.
• 2018: The Town Board adopted the 2019 Strategic Plan that included
Infrastructure Objective F: Develop options for upgrading and improving
Cleave Street.
• 2019: No project-related Objective was included in the 2020 Strategic Plan.
• 2020: The Town Board adopted the 2021 Strategic Plan that included
Transportation Objective 1.A.1: Complete the design and public outreach for
the Cleave Street Improvements. This effort was put on hold in 2021 pending
the outcome of the Estes Forward Comprehensive Plan effort lead by the
Community Development Department.
• 2021: The Town Board adopted the 2022 Strategic Plan that included
Transportation Objective 1.A.1: Complete the design and public outreach for
the Cleave Street Improvements. Confirm community support and alignment
with the updated Comprehensive Plan prior to commencing construction.
• 2022: The Town Board adopted the 2023 Strategic Plan that included
Transportation Objective 1.A.1: Complete the design and public outreach for
the Cleave Street Improvements in alignment with community support and the
updated Comprehensive Plan.
• 2023: The Town Board adopted the 2024 Strategic Plan that included
Transportation Objective 1.A.1: Complete the construction of the Cleave
Street Improvements.
• 2024: The Town Board adopted the 2025 Strategic Plan that included
Transportation Objective 2.A.4: Complete the Cleave Street Improvements
project. This construction effort remains underway as further described below.
2. Planning
The Cleave Street Improvement Project (CSIP) design process initially began in
late 2019 with the advertisement of a Request for Proposals for design
consultant services for interim roadway improvements to the corridor. Due to
budgeting constraints, interim improvements were determined to be a viable
method to improve the corridor without the expense of constructing the full vision
established in the Downtown Plan, while still allowing for the full vision to be
constructed when funding became available at a later time. The interim
improvements were expected to include mill and overlay of the paving surface,
curbs, gutters, sidewalks and some minor storm drainage improvements. After
review of the proposals received, Kimley-Horn and Associates, LLC was
awarded the design contract in January 2020 and design began shortly
thereafter.
• 2020-2021: With the onset of the COVID-19 pandemic in early 2020, work on
non-essential projects, including the CSIP design, was paused. Design and
outreach continued to be paused through 2020 and 2021 for various reasons,
including the pandemic and the development of the Town’s new
Comprehensive Plan.
• 2022: With additional funding in place, design was restarted, although now
with the intent of designing and constructing all planned improvements of an
inverted woonerf or “shared” street as envisioned in the Downtown Plan
(p56).
Public Information Sharing and Outreach in 2022 and 2023 (spanning the
Planning and Implementation & Design phases) included the following:
• August 2022: Public survey released to gather input on 4 conceptual
design alternatives.
• August 2022: Public Meeting to also gather input on the design
alternatives.
• September 2022: Survey/Public Meeting results posted on the Cleave
Street Project Website.
• September 2022: Preferred design concept, developed from Survey/Public
Meeting results, posted on the Website.
• September 21, 2022: Survey/Public Meeting results reported to the
Transportation Advisory Board for discussion.
• October 19, 2022: Preferred design Concept plans (30%) presented to the
TAB for discussion.
• October 20, 2022: Public Meeting held to gather input on the preferred
design concept.
• October 27, 2022: Revised preferred design concept posted on the
Website.
• November 16, 2022: 60% design plans presented to the TAB for
discussion.
• January through December 2023: Project updates provided to TAB at
each monthly meeting.
• January 2023: Revised concept plan, 60% construction plans, 60%
construction estimate posted to the Website.
• March 2023: 90% design plans presented to TAB for discussion.
• April 2023: 90% design plans and cost estimate posted on the Town
website.
• May 2023: 100% design plans presented to the TAB. Easement
acquisition process for affected property owners begins.
• June 2023: 100% design plans and cost estimate posted to the Town
website.
3. Implementation/Construction and Monitoring
Because of the significant number of utility conflicts throughout the corridor,
including the undergrounding of the power utility, construction of the CSIP was
divided into two phases: 1) Utility Relocation and 2) Improvements Construction.
The utility relocation phase was the responsibility of contractors for each of the
individual utilities, with the Town monitoring and providing public updates on their
progress.
• September 2023: Work by the sewer utility began and was completed
relatively quickly with only minor issues.
• October 2023: Relocation of the gas utility began in late October 2023. There
were immediate delays with this work, as the contractor did not initially bring
in equipment sufficient for the soil/rock conditions present in Estes Park. By
the time appropriate equipment could be brought in to complete the gas line
relocation, the project was several months behind schedule.
• January 2024: In an effort to maintain forward momentum on the
Improvements Construction phase, the Invitation to Bid was issued on
January 4, 2024, and bids were opened on January 25, 2024. Two bids were
received, the lowest of which was from Mountain Constructors, Inc. in the
amount of $2,567,670. On January 29, 2024 a Notice of Award was issued to
Mountain Constructors, Inc. Signed contracts were received from MCI in early
February. After additional internal conversation among Public Works staff
regarding the Town’s inability to turn the project site over to the Improvements
Constructor due to delays with the utility relocations, coupled with MCI’s tardy
completion of the Community Drive Roundabout project and the riverbank
stabilization work for CDOT along Moraine Avenue, the staff opted to cease
any further contracting effort with MCI for the Cleave Street Improvements.
The signed contract was not presented to the Town Board for approval, and
PW staff opted to reject all bids received for the project.
• April 2024: Power undergrounding was the next utility work to be completed.
Due to the gas line delays, only the east half of the corridor was completed
before the beginning of the four-month work stoppage on June 28, 2024,
which was requested by members of the public. During this time, the contract
for the Improvements Construction phase was re-advertised for bid in April
2024, with a projected construction start date of October 21, 2024.
• June 2024: Four-month work stoppage on the utility relocation commenced,
precipitated by requests from members of the public.
• October 2024: The contract was awarded to ABC Asphalt, Inc (ABC), whose
bid was nearly $575,000 below the next lowest bidder. Because their bid was
so low and they were unknown to the Town, staff contacted references and
were satisfied with the feedback received from former clients.
• October 2024: Given the complexity of the construction project and to
supplement limited Public Works staff availability, Empire Management, Inc.
was contracted to provide daily on-site Construction
Management/Construction Observation services. Power undergrounding
resumed On October 21, 2024 on the west half of the corridor while
improvements construction began on the east half.
• November 2024: A public meeting was held on November 1 at a Cleave
Street business to share the anticipated project schedule and hear comments
and concerns from the affected public. At that time, the expectation was that
ABC would complete the work on the east half of the corridor and then
proceed to the west half in the predetermined mid-December timeframe.
Soon thereafter it was discovered that a CenturyLink concrete duct bank that
was initially believed to not be in conflict with the roadway construction was in
fact too high along the majority of the corridor and would need to be lowered,
drastically delaying the project. The reason this issue arose was that the limited
utility potholing performed during design failed to sufficiently capture the actual
vertical location of the entire duct bank. While each of the randomly located potholes
fell in the areas where the duct bank was not in conflict, once the duct bank was
entirely exposed, it became clear that, contrary to current construction practices, its
depth varied widely from east to west along the corridor. While ABC has been able to
work in other areas, the duct bank lowering by CenturyLink contractors has been a
major impediment and source of months of project delay.
• December 2025-March 2025: Uncertainty over relocation of the buried duct
bank and overhead cables prompted ABC Asphalt to alter their work plan and
construct project components outside of the utility conflict areas. CenturyLink
contractor lowered the buried communication conduits and TDS installed new
buried cables.
• March 2025: TDS removed the conflicting power poles and overhead cables,
allowing unrestricted access for ABC Asphalt to more efficiently pursue the
roadway paving working east to west.
• April 2025: Town Engineer/Project Manager resigns and project oversight
assumed by the Public Works Director.
Public Information Sharing and Outreach in 2023 (spanning the Planning and
Implementation & Design phases) included the following:
• July 2023: Merchants queried on preference of August or September for
beginning of utility relocations. Sewer was first to be
reconstructed/relocated in September.
• November 2024: Website updated with information regarding utility
relocation delays that also delay project construction.
• January 2023 through Present - Project updates provided to TAB at each
monthly meeting where the agenda permitted.
• January 2024: Construction project advertised for bid. Bids were
eventually not accepted once determined that construction could not start
until much later in the year.
• January 2024: Weekly project status emails begin along with weekly
Website updates. Both of these outreach efforts continue until the project
pause on June 28, 2024.
• February 2024: Public meeting held with residents/merchants to discuss
their preferences for the construction schedule. Based on feedback
received, the project was paused from July 1 through October 20.
• July-October 2024: Project paused.
• October 2024: Construction resumes, with focus on remaining utility work.
Public meeting held on site to discuss Improvements Construction phase
of the project.
• October 2024 to Present – Weekly Website and email updates resume.
• November 2024: Another on site public meeting held to inform concerned
residents/merchants of the project schedule, expectations and address
questions and concerns. A future neighborhood meeting was promised
“soon” when the west half of the roadway improvements were constructed.
This did not occur due to the inability for any party to accurately predict
when the overhead utility conflicts would be resolved and the west half of
the roadway improvements were complete. In the meantime, ABC worked
on project elements over the entire length of the roadway that were not
blocked with utility conflicts. In response, daily/weekly live and email
communication was intensified to share real-time status information with
stakeholders as it became available.
4. Close Out and Evaluation
At Present, construction continues behind schedule, but is still expected to be
substantially complete by May 22, 2025. (This memorandum was submitted prior
to May 22.)
Evaluation and lessons learned to date:
• While ABC Asphalt has not performed to the high level the Town expects
from its contractors, with all of the utility delays encountered, it is unwarranted
to place all of the blame for the project’s challenges on them. As the project
progressed, their performance improved. They have had some personnel
issues that have impacted their performance, but ownership has assured us
that they are working to resolve that issue. They are working long days and
weekends in an effort to reopen the street on schedule.
• The possibility of poorer performance by a low-bid contractor is inherent to
the low-bid policy of any agency. It is a risk that accompanies the potential
reward. It would be beneficial for the new Public Works Director to assemble
a team to review and evaluate our bid award policies with fresh eyes and
perhaps recommend some enhancements based on his professional
experience.
• Many of the Town’s recent construction/reconstruction projects have been
delayed by unforeseen utility related issues and conflicts. When dealing with
underground utility infrastructure there is no way to guarantee that conflicts
will not arise. That said, two methods of reducing potential utility-related
issues include:
o Splitting projects requiring utility relocations into two separate construction
seasons, one for utility work and the second for project construction.
Depending on the location of the project it could lengthen the overall
disruption to the public and increase costs by requiring winter site
stabilization, but the benefit would be that the utility providers, which the
Town does not control (aside from Power and Water), can be given a
defined window to work that does not slow the construction portion of the
project if delays ultimately occur.
o Utilizing Town resources to provide enhanced potholing prior to all Town
construction projects. This would likely require the purchase, lease, or
rental of a Vacuum Truck in order for the operation to be efficient and
cost-effective. This piece of equipment is already a defined need for the
Transportation and Stormwater Operations Division in their efforts to
effectively clean the currently unknown number of culverts within Town
limits. It is also understood that the Estes Park Utilities Department has a
need for this equipment, as well.
• Case Study #3: Graves Avenue Sidewalk Improvements (2018 to 2024)
1. Initiation & Policy Direction
Surveys of school students attending Estes Park schools conducted in 2010 and
2017 showed that over half of respondents asked to be allowed to bike or walk to
school. Most parents perceived the activity to be “fun” or “very fun,” and “healthy”
or “very healthy.” 25 low-income families live in apartments about a quarter of a
mile west of school on the south side of Graves Avenue, and 36 more low-
income families live on the north side. Students from these apartments bike or
walk to school every day, yet there were no sidewalks on either side of the street
for the half block between the apartments and the existing sidewalk on
Community Drive and onto the school campus. Students had the option to walk
on the dirt shoulder on the north side of Graves or on the narrow roadway
shoulder on the south side, which required weaving in and out of parked cars.
Additionally, the area to the west of Colorado State Highway 7 (CO7), less than
one mile from school, is home to so many families the school district needs two
buses to get these students to and from school every day. Parents consistently
identify traffic speed on CO7, and drivers’ tendency to ignore existing crosswalks,
as a major reason not to let their children bike or walk to school.
• 2016: The Town Board adopted the 2017 Strategic Plan that included
Infrastructure Objective C: Start planning for the use of Trails Special
Revenue Funds provided by 1A sales tax revenue.
• December 2016: The Town Board approved the Estes Valley Master Trails
Plan as a component of the Estes Valley Comprehensive Land Use Plan.
• 2017: The Town Board adopted the 2018 Strategic Plan that included
Transportation Objective B: Explore the potential for Safe Routes to Schools
grant funding.
• 2018: The TB adopted the 2019 Strategic Plan that included Transportation
Objective 7.1: Pursue new pedestrian crossing on Highway 7 with CDOT.
This was completed when CDOT installed a new crosswalk equipped with
Rectangular Rapid Flash Beacons on CO7 at the Graves Avenue intersection
in 2019.
• October 2018: Public Works staff partnered with the School District and
numerous other community stakeholder groups to prepare the Town’s second
Safe Routes to School grant application to fund the design and construction
of sidewalk improvements along Graves Avenue. It was submitted to CDOT
for consideration on November 1, 2018, and conditionally awarded by CDOT
on February 21, 2019.
• May 2019: The Town Board authorized the Mayor to sign the IGA/Grant
Agreement with CDOT to award the Town grant funding in the amount of
$500,000 to put alongside $125,000 from the Town’s local match funding (1%
sales tax for trail expansion) to design and build this $625,000 project.
• 2019: The TB adopted the 2020 Strategic Plan that included Transportation
Objective B: Update the Estes Valley Master Trail plans to include missing
gaps and new trails on the Town-maintained network.
• 2021: The COVID pandemic contributed to project delays and the 2020
Objective was rolled over into the 2021 and then 2022 Strategic Plans.
• 2022: The Estes Valley Master Trails Plan was amended by the Estes Valley
Recreation & Parks District Board in January 2022 and the Town Board in
February 2022 to include the need for sidewalks along Graves Avenue.
2. Planning
• November 2020: An RFP was issued to hire a civil engineering consultant to
design eight-foot-wide sidewalks on the north and/or south side of Graves
Avenue between CO7 and Community Drive.
• February 2021: The Town Board approved a design contract with Sanderson
Stewart for the work detailed in the RFP. The Notice to Proceed was issued.
• April 2021: Three different design concepts for sidewalk options on either the
north or south sides of Graves Ave were discussed with the Transportation
Advisory Board. Opinions of Probable Construction Costs were provided for
each option. An increased project cost of $750,000 was estimated, and an
additional $125,000 in the Community Reinvestment Fund was earmarked to
increase the local match funding for this project.
• May 2021: Public funds were spent to create online surveys, a project
website, and a virtual open house to seek feedback on the design options.
To promote the website and survey, bilingual fliers were sent home with the
students via the school district. The fliers were also distributed electronically
throughout the community. Additionally, bilingual yard signs were placed
throughout the project corridor to encourage community participation on the
project website. The goal was to reach the entire community, including
Spanish-speakers. Analytics showed that the Spanish website was not well
utilized during this first phase of outreach and only two of the initial surveys
were filled out through the Spanish website. A total of 17 comments were
received. Learning from the unsuccessful efforts of the first phase of the
project, a new approach was developed to help engage the Spanish-speaking
community. The School District’s Community Liaison partnered with the Town
and the design team to plan a “Summer Celebration” located in the residential
parking lot on the south side of Graves Avenue. The event featured food, ice
cream, festive music, and a presentation of the design options with the intent
to engage participants and encourage them to voice their opinions on the
conceptual designs. The School District provided multiple translators at this
event to help facilitate discussion. The event was a success and resulted in
robust participation and over 60 completed surveys. The Town provided
funding for the food, additional outreach support to engage this traditionally
underrepresented community, and happily served food and mingled with the
residents. Through this event, members of the community were heard (and
felt heard), and staff learned of some new ideas and considerations that had
not previously been considered.
• July 2021: The Town Board approved a change order with Sanderson
Stewart to expand the scope of design effort to include an eight-foot-wide
sidewalk and parallel parking along the south side of Graves Avenues and a
five-foot-wide sidewalk along the north side of the road, as requested by
residents at the Summer Celebration.
• July 2021: Public Works staff presented the 30% complete design drawings in
a public meeting to the Transportation Advisory Board. Comments were
collected and forwarded to the design consultant.
• January 2022: Public Works staff presented the 90% complete design
drawings in a public meeting to the Transportation Advisory Board.
• April 2022: The Town Board approved a change order with Sanderson
Stewart to expand the scope of their work to prepare Right of Way (ROW)
Plans that identified specific areas where additional land or easements were
needed to construct the expanded project.
• July 2022: CDOT approved the ROW plans and authorized the Public Works
staff to commence negotiations with property owners to acquire easements
and rights of way needed to build the project.
• July 2023: Western States Land Services was hired to perform the ROW and
easement acquisition work needed for this project.
• December 2023: CDOT issued a written acceptance of the Town’s ROW
Certification letter. The Engineer’s Opinion of Probable Construction Cost was
updated to $932,981 to reflect updated construction unit costs.
• February 2024: CDOT issued a written Concurrence to Advertise the project
for construction bids.
3. Implementation/Construction and Monitoring
• February-March 2024: Construction bids were solicited in February 2024 and
opened on March 21, 2024. Two bids were received from Dietzler
Construction Corporation (DCC) and Mountain Constructors, Inc. The low bid
of $1,187,050 received from DCC exceeded the remaining project budget of
$919,473.
• April 2024: Staff evaluated potential reductions in scope to move forward
within the budgeted funding. After the 1% sales tax renewal was approved by
voters, Public Works staff sought Town Board approval of additional funding
(from the renewed trail maintenance and expansion sales tax) to deliver the
full scope of work requested by the community during the design phase.
CDOT provided their written approval to award the contract to DCC on April 2,
2024.
• May 2024: The Town Board increased the project budget by an additional
$319,000 and authorized the Mayor to approve the contract with DCC in the
bid amount of $1,187,050 with the goal of completing the work before school
started in August. The construction completion date of August 16, 2024 was
stipulated in the signed construction contract.
• May 2024: A public news release was issued May 15, 2024 announcing
commencement of construction by DCC on May 22, 2024, after staff provided
a formal Notice to Proceed. Throughout construction, the project
management team met with the contractor on a weekly basis, and periodic
progress updates were posted to the Town website throughout construction.
During the construction phase of the project, numerous utility and design
conflicts arose that resulted in the need for additional time and finances to
complete the project.
• August-September 2024: In spite of the unforeseen design omissions and
utility conflicts encountered during construction, the sidewalks and restriped
lanes were substantially completed and opened to the public on August 9,
2024 prior to the reopening of the fall school session. All contracted
construction work for the project was completed by September 26, 2024.
Relocation of a communications pedestal owned by CenturyLink that conflicts
with the new sidewalk on the south side of Graves Ave remains unresolved.
• October 2024: The contract was amended by administrative change order to
add $99,881 to cover increased quantities resulting from omissions in the
plans, unforeseen utility conflicts, and the addition of a seal coat to Graves
Avenue to protect the pavement and properly depict the new lane geometry
striping. Unspent budgeted funds previously targeted for project easement
acquisition were used to cover this additional construction cost.
• The project was accepted as complete on October 14, 2024 at a construction
cost to the Town of $1,286,932. The total approved project budget was
$1,404,926, the total project expenditures were $1,308,499 which resulted in a
savings of $96,427 to the taxpayers.
4. Close Out and Evaluation
The close out effort on this project is largely guided by the processes outlined by
CDOT in their Local Agency Manual because of the use of Federal, State and
local funds (Safe Routes to Schools grant). It is a lengthy and laborious process
involving many forms and approvals. The Town received reimbursement of
$400,725 in February 2025 and submitted a request for the remaining $99,275 in
April 2025. The Town is still waiting for CDOT approval of submitted Contract
Modification Orders and other documents to achieve final closeout of this project.
Lessons learned to date include:
• Similar to the Cleave Street project, more thorough potholing early in the
design stage may have helped avoid some challenges during the construction
phase. Inaccurate locates of a water main resulted in additional time and
money on a change order to realign the storm sewer system to maintain
minimum horizontal clearance between the utilities.
• Be sure to conduct research on adjacent private property
development/construction plans to look for utility connections or unmapped
utilities. An unknown underground drain carrying spring water with continuous
flow was hit during construction and needed repairs, which added time and
cost to the project.
• Explore hiring a full-time project inspector who is trained in the CDOT
requirements relating to documentation required for a grant funded project.
The extra cost is believed to be more cost effective for the taxpayers than
investing in the extra time and effort required to keep Town staff trained on
the evolving CDOT requirements for maintaining project compliance during
construction that are only applicable to the occasional CDOT grant-funded
projects pursued by the Town.
• Consider the condition of the asphalt roadway when determining certain
construction activities. The plans called for removing existing pavement
markings with a power washer, which, even at a low pressure setting,
damaged the existing chip seal surface. The solution was to slurry seal the
road to cover both existing pavement markings and newly paved asphalt
patches. Final product aesthetics are important on high impact and costly
projects.
• Ensure the Summary of Approximate Quantities page in the plans matches
the final bid schedule.
• Request that the design consultant review or update specifications more
frequently, especially if a project sits at 100% design for months before
clearances are obtained from CDOT to advertise. CDOT and Federal
specifications were updated in the time between 100% design completion and
construction advertisement, resulting in a change order to update and include
the new CDOT specs.
• This project exposed a need for further internal discussion regarding the
Town’s current spending approval processes and/or the importance of
including an appropriate contingency (10%+/-) in the construction contract
spending authorization given to the Public Works staff by the Town Board.
This construction contract approval did not include any such spending
contingency. When changed conditions were encountered during
construction, staff administratively authorized the contractor to proceed
directly with the work valued at $99,275 (8.3%) greater than the contract
amount authorized by the Town Board in the contract Resolution. This was an
unintentional process oversight that occurred when staff was heavily focused
on meeting the construction completion date prior to the start of the fall school
session. The decision honored the staff responsibility to conservatively
steward public funds and complete the work within the established timeframe
and overall amount budgeted by the Town Board for the project, but did fail to
respect the contract spending limit approved by the Town Board in the related
Resolution. This was approved administratively in compliance with the
spending authorities set forth the Town’s Purchasing Policy.
Recommendations:
There is and always will be room for improvement when it comes to project planning
and implementation. Even if a process is perfect on paper, things like project
complexity, ever changing circumstances (financial, environmental, mid-project
personnel turnover, etc.), and participation by diverse stakeholders and decision-
makers with varying interests and perspectives will always have the potential to create
unforeseeable challenges during a project’s life cycle.
Based on staff’s review of our existing project process and how it is implemented,
coupled with lessons learned from our experience with recent high impact capital
projects, we offer the following recommendations focused on improving communication
and efficiency, minimizing risk, and ensuring long-term success and sustainability of
projects.
• Be cognizant of the number of high impact projects occurring simultaneously or
in quick succession, especially if the projects will impact a particular area of
Town.
o High impact projects can be very disruptive to the community, and one
long project or one project after another can have significant impacts on
quality of life for residents, business operations, and the guest experience
for our visitors. Furthermore, community engagement can be hampered if
there are too many ongoing projects.
o Community engagement is critical to the success of a project, and it can
sometimes be very difficult to effectively engage members of the public
with even one project due to time constraints and personal scheduling
conflicts, people not being adequately connected/aware of local
government operations, consultation fatigue (where frequent consultation
and meetings with the public ultimately discourage people from
participating), and the like.
• Engage key stakeholders, including the community, Town Board, utility
companies, partnering agencies, impacted business owners, and others as
appropriate early and often, beginning with a project’s inception.
o Establish easy-to-access two-way communication channels with the public
to keep them informed of progress, potential disruptions, and benefits. Be
transparent about challenges and delays, providing realistic timelines for
resolution. Incorporate community feedback into the design and execution
process to demonstrate that feedback was taken into consideration and
ensure that public needs and concerns are addressed as appropriate.
o Establish clear expectations regarding formalized communication and
coordination between the Town, contractors, partnering agencies, and
other stakeholders.
o Be sure to utilize a variety of communication channels, including in-person
meetings (on-site when appropriate), news blasts/emails, the Town’s
website or a project specific website, social media, Town Board meetings,
local media outlets, etc.
o Depending on the expected impacts and/or size of a project, consider the
creation of a dedicated “one-stop shop” project webpage that includes
relevant contact information (including back-ups as necessary).
Information provided on websites must always be as up-to-date as
possible (preferably with time stamps indicating when it was last updated).
Otherwise interested parties are likely to stop going there for information,
which can lead to significant inefficiency when it comes to communication
about a project.
o Be sure to consider the target audience for public engagement. Schedule
meetings at times and in locations to “meet people where they are.” When
feasible, consider provision of childcare.
• Prioritize thorough planning – including things like risk assessments, cost-benefit
analyses, impact studies, and utility locates – early in the process. Doing so will
minimize the likelihood of potentially avoidable challenges arising during the
implementation phase.
o With the Cleave Street project, we learned that more thorough utility
identification work at the outset of the project may have enabled us to
better understand the locations of conflict of the duct bank that created
major issues and delays. It may be worth considering adding a Vacuum
Truck to the Town’s fleet (or leasing or renting one) for this purpose.
Vacuum Trucks are used, among other things, to more precisely excavate
to determine utility locations.
• Be sure to build in contingency funding when budgeting for a project, including
with respect to Town matches for grants.
o Despite thorough and rigorous planning, change orders are not
uncommon with capital projects due to unforeseen circumstances that
arise.
o Be cognizant of the fact that low bids are not always the best option.
Thorough reference checks should be conducted, especially with
contractors that are unknown to the Town.
• Make sure there is a dedicated project manager for each project, as well as a
central point of contact (who may or may not be the same person as the project
manager). There will always be many people involved in high impact projects,
and it is important to know who is responsible for managing the project from start
to finish and who to contact with questions or concerns, including in real time in
the event of unexpected impacts or disruptions to the community.
• Consider all possible safety concerns from both a construction and post-
construction perspective to minimize risk. Overcommunicate the impacts of the
change resulting from the project.
o While it can be difficult to identify all risks ahead of time, it is important to
consider human behavior associated with change resulting from high
impact projects. With the Downtown Estes Loop project, for example,
portions of the roadway were changed to one-way. While lots of new traffic
and wayfinding signage, traffic lights, and pavement markings were
installed as part of the project, we received many reports of vehicles going
the wrong way on one-way sections. In many cases, the drivers were
evidently residents or frequent visitors who were very used to the previous
traffic flow and simply did not pay adequate attention to the new visual
cues. In some cases, additional signage or pavement markings were
installed in certain places in order to provide additional cues and
guidance.
• Review internal processes related to contracts, change orders, and decision-
making and spending authority to ensure efficiencies throughout the project
process, while still maintaining transparency with the Town Board and
community.
• Implement a formal process for project evaluation. Establish thresholds for which
projects require formal project evaluation.
o As noted in the Project Process Overview section above, “After Action”
meetings should occur shortly upon project completion, once a sufficient
period of time has gone by to see how the final product is functioning, and
periodically over the course of years to evaluate the project effectiveness
over the longer term. In addition to staff, these meetings – which should
come in the form of formal roundtables and/or onsite meetings as well as
in the form of impromptu meetings with stakeholders upon request –
should include other stakeholders, such as representatives from
partnering agencies, appropriate Advisory Board members, and those
most impacted by the project construction or final product. Once an
evaluation has occurred and adequate feedback gathered, an After Action
report should be created and saved as part of a project’s record so that
lessons learned can be applied by staff in the future. These reports should
be shared with the Town Board and public, including as part of a
presentation at a public meeting.
Attachments
1. Examples of new Project Closure Report – Greenhouse Project.
2. Examples of new Project Closure Report – Tregent Park Restrooms Project.
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – PARKS DIVISION GREENHOUSE INSTALLATION
Page 1 of 3
1.Executive Summary
The Parks Division’s current greenhouse was operating at maximum capacity. A
second greenhouse adjacent to the existing one behind the Estes Park Visitor
Center would enable staff to cultivate a wider variety and larger quantity of summer
plants, and to extend the growing season for certain plants, ensuring a more
consistent and reliable supply throughout the summer months.
The Town engaged with the same greenhouse manufacturer used to design the
current one to create the design for this new one to match the size, style and
appearance. A general contractor was then contracted to perform all the required
earthwork and site prep, concrete work, mechanical/electrical/plumbing, and
assembly/installation of the new greenhouse.
The project started on Tuesday, December 3, 2024, and substantial completion was
on March 13, 2025. The final punch list of items was completed on March 25, 2025.
The start of the project was delayed due to additional building permit requirements,
which were previously unknown, and longer than expected lead times on the
building materials for the greenhouse. There were additional delays caused by the
contractor regarding scheduling and delivery logistics. The project was completed
two (2) weeks behind the original scheduled completion date.
2.Final Budget Position
See the attached (Greenhouse Budget Tracker) for full summary of all accounting
related to this project. As described in the Town Board Memo on August 13, 2024,
funds were reallocated from other projects within the same account to cover the
initial proposed construction cost. Another reallocation of funds within the account
was needed midway through the project to account for additional costs incurred
related to Change Orders #2 and #3 (described below) for the unforeseen structural
work required.
3.Updates/Public Communications
•There was no news release for the project since it had no impact on the public.
•Formal Notice of Payment was advertised on March 21, 2025, and again on April
2, 2025, in advance of final payment to the contractor.
4. Upcoming Work Plans/Phases
The punch list was given to the contractor on March 14, 2025, and completed on
March 25, 2025. The following item(s) were on the punch list:
•Replacement of defective heating unit (ordered on March 10, 2025)
ATTACHMENT 1
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – PARKS DIVISION GREENHOUSE INSTALLATION
Page 2 of 3
5. Risks/Mitigations
• This project was scheduled over the winter months, so weather was a primary
factor. The greenhouse installer monitored the weather closely and worked long
hours on better days to reduce any lost time due to bad weather.
• Effective communication with this contractor was a significant challenge. Phone
calls, emails, and text messages were not returned; or insufficient information
was provided back to the Town Project Manager (PM). The substantial
completion date (February 27, 2025) was missed by the contractor, with no
communication seeking an extension or providing an updated date. As a result,
the Town PM issued a certified letter announcing the assessment of liquidated
damages retroactive to the previous date if work was not completed by March 14.
All work (with the exception of the punch list item) was completed by this date,
and liquidated damages were not assessed. After a project closure/lessons
learned conversation with the contractor explaining the significant impacts these
delays caused the Park Division, Town and guests, the contractor offered a
reduction of the final invoice amount ($2,000 credit).
6. Review of Change Orders
• Approved change orders could not have been anticipated, but rather identified
during the pre-construction meeting or construction. Any changes made were
determined to be necessary or required to satisfy the expected outcome of the
project. There were no errors/omissions in the drawings.
• Change Order #1 – Engineering design services for the concrete caissons
structural support. During the permit application process, the Building
Department required structural engineering drawings specifically describing the
structural support required for this structure. This design work delayed the permit
approval process by approximately 40 days, but did not delay the overall
substantial completion of the project.
• Change Order #2 – As a result of this additional structural requirement previously
unknown/planned, additional costs were needed for labor and materials to
construct the supports as engineered. This change order did not delay the
substantial completion of this project.
• Change Order #3 – Due to the depth and width of the holes needed for the
structural caissons, during the drilling of the holes, the surrounding dirt was
sloughing and backfilling into the spaces being dug out. As a result, several of
the holes needed to be drilled again, and additional casing/reinforcement was
needed to keep the soil from sloughing again. This change order did not delay
the substantial completion of this project.
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – PARKS DIVISION GREENHOUSE INSTALLATION
Page 3 of 3
7. Project Closure:
• Lessons Learned:
o Re-evaluate bidding process if only one (1) bid received. Consider
resubmitting Invitation to Bid to solicit additional bids.
o Determine if Geotech survey/soil samples are warranted in advance of
bidding, or include the requirement in the scope of work for the contractor
to perform.
o Establish communications expectations early in the project.
o Increased knowledge and understanding of processes and administrative
responsibilities for Town projects.
o Early engagement with Building Department prior to bidding to identify
potential additional code requirements.
o Better evaluation of existing conditions to anticipate potential impacts
during construction or additional needs prior to construction.
• All construction-related permit inspections have been satisfied.
• Final inspection/walk-thru with the Parks and Facilities Divisions has been
completed; any open items are included in the final punch list.
• All warranty information and material/equipment O&M manuals have been turned
over to the Facilities Division.
• The Parks and Facilities Divisions will now maintain any further operations or
maintenance of the building.
• The building is now operational for the Parks Division.
• Notice of Final Payment was advertised on March 21, 2025, and again on April 2,
2025.
• Final contractor invoice to be paid after the date posted on the Notice of Final
Payment.
• Progress, and Post-Construction pictures are available if interested.
Project Manager
970-577-3957
Parks Division Greenhouse Installation
2023 $240,000.00
2024 $346,000.00
$310,000.00
Original Construction Cost $284,383.00
Final Construction Cost $303,458.94 (6% over original construction cost)
(original cost + change orders) (9% under approved project budget)
Starting Balance
$346,000.00
Date Invoice #Vendor Inv Amount Description Balance
4/20/2023 283552 Prospiant $6,000.00 Design services $340,000.00
9/5/2024 905247 Flash Electric $912.00 Electrical panel repair $339,088.00
10/23/2024 Pay App #1 Classic Contractors $46,457.00 Progress Payment #1 $292,631.00
10/30/2024 EP-24152E-01 Sky Pond Architecture $3,500.00 Structural design services (CO#2)$289,131.00
11/7/2024 EP-21452E-02 Sky Pond Architecture $715.00 Add'l design services (CO# 3)$288,416.00
12/10/2024 Pay App #2 Classic Contractors $47,108.50 Progress Payment #2 and CO# 1 $241,307.50
1/2/2025 Pay App #3 Classic Contractors $117,489.29 Progress Payment #3 $123,818.21
3/5/2025 22107588 Colorado Materials $278.10 Pea gravel/ground cover $123,540.11
3/21/2025 2104175 Trail Gazette $43.68 Notice of Final Payment $123,496.43
3/19/2025 22107972 Colorado Materials $212.18 Pea gravel/ground cover $123,284.25
4/2/2025 Pay App #4 Classic Contractors $77,331.20 Progress Payment #4 $45,953.05
4/2/2025 Pay App #4 Classic Contractors -$2,000.00 $45,953.05
4/2/2025 Pay App #5 Classic Contractors $15,072.95 Progress Payment #5 (Retainage)$30,880.10
Total Invoiced $315,119.90 Remaining Balance $32,880.10
Approved Project Budget
Project Name:
Transactions
Page 1 of 2
Date CO #Vendor Approved Description Balance
10/7/2024 1 Sky Pond Architecture 10/8/2024 $3,500.00
10/31/2024 2 Sky Pond Architecture 10/31/2024 Add'l design needs $715.00
11/17/2024 3 Classic Contractors 11/18/2024 $19,075.94
12/10/2024 4 Classic Contractors 12/13/2024 $11,064.42
Total Change Order Expense $34,355.36
Change Orders
Page 2 of 2
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – TREGENT PARK RESTROOMS
Page 1 of 5
Date:Wednesday December 4, 2024
Project Name:Tregent Park Restrooms Remodel
Project Manager:Derek Pastor, PMP
1. Executive Summary:
The existing condition of the Tregent Park restrooms was unsatisfactory. Fixtures
such as toilets, sinks, and urinals were outdated, inefficient, and prone to frequent
malfunctions. The restrooms were difficult to keep clean due to worn-out surfaces
and fixtures that were prone to dirt accumulation. Lighting fixtures were
damaged/malfunctional, resulting in poor lighting and safety concerns. By Americans
with Disability Act standards, the stalls were too small to accommodate a
wheelchair, and the layout did not provide sufficient turning space. The sinks and
soap dispensers were mounted too high, making them unreachable for individuals in
wheelchairs.
To address these issues, the initial scope of the work for this project included:
Removal of existing cinder block wall/partitions and countertops
Removal of existing lighting and plumbing fixtures
Relocation of plumbing pipes to accommodate new fixtures
Removal of all existing bathroom accessories (grab bars, toilet paper holders,
trash cans, coat hooks, baby changing stations, dryers, etc.)
Repairing damage as necessary to walls and floors caused by demolition
Installing new floor and wall tiles
Installing new lighting and plumbing fixtures
Installing new bathroom stall partitions
Painting of remaining exposed interior walls and ceilings
Repairing damage to exterior soffit/fascia and repaint
Replacing skylight panels
During the course of construction, we discovered the following items that required
attention:
There was a significant void (50-100 cu ft) in the subfloor below the foundation in
the women’s restrooms (likely caused by erosion from the 2013 flood), which
affected the slope of the floor and needed to be filled to prevent any further
structural damage.
The roof system and gutters were damaged beyond repair and replacement was
necessary.
The team underestimated the amount of visitor traffic in the non-peak season
and needed to increase the quantity of Port-O-Lets and the frequency of the
services for those units.
The project started as scheduled on Monday, October 7, 2024, and substantial
completion was on Tuesday, November 19, 2024. The bathrooms were re-opened to
the public on Friday, November 22nd. These dates are in line with the agreed terms
of the contract.
ATTACHMENT 2
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – TREGENT PARK RESTROOMS
Page 2 of 5
2. Final Budget Position
See the attached (Tregent Park RR Remodel Budget Tracker) for a full summary of
all accounting related to this project.
3. Updates / Public Communications
A pre-construction press release was distributed on Monday, September 23,
2024. There were occasional interactions with the public during daily site
visits/inspections.
Notice of Final Payment was advertised on Wednesday, November 27, 2024 and
will again on Friday, December 6, 2024.
A post-construction press release will be published on Wednesday, November
27, 2024 announcing the Tregent Park Restrooms project complete and the
facilities are now open. A social media announcement from the Town also went
out.
4. Punch List
The punch list was given to the contractor on Tuesday, November 19, 2024. The
final open item on the list was completed on Wednesday, December 4, 2024 when
the new light fixtures were installed (The Contractor will not receive final payment
until after light fixtures have been installed and inspected by the Project Manager).
All other punch items were completed by Wednesday November 27, 2024. The
following items were on the punch list:
Final Clean Paint touch-up on men’s room door frame
Plumbing cleanout cover plate needed Clean/paint touch-up on mechanical grates
Permanent lighting installation Roof installation
Electrical and Final Building Inspections Demobilization, fencing, Port-O-Lets
5. Risks / Mitigations
Restroom Closures. The restrooms needed to be closed during the remodeling
process, causing inconvenience to visitors who rely on these facilities. However,
this project was intentionally scheduled during the non-peak season when the
restrooms would be less utilized. Also, the contractors provided portable toilets
nearby for the duration of this project.
Cost and Time Overruns. Careful pre-planning with various departments and
contractors resulted in minimal change order requests and efficient scheduling of
trades and materials. Emphasis was placed on meeting/exceeding the target
completion date of Wednesday, November 27, in order for restrooms to be
operational by Friday, November 29, for the Catch the Glow Parade festivities.
Delay in delivery of materials. All product/equipment submittals were reviewed
and approved promptly upon submission shortly after the pre-construction
meeting. Ordering of materials began promptly. Light fixtures had a longer lead
time than originally expected. The plan was to keep existing light fixtures on hand
and re-install if needed until new light fixtures arrive and can be installed.
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – TREGENT PARK RESTROOMS
Page 3 of 5
6. Review of Change Orders
Approved change orders could not have been anticipated, but rather identified
during the pre-construction meeting or construction. Any changes made were
determined to be necessary/required to satisfy the expected outcome of the
project. There were no errors/omissions in the architectural drawings.
Change Order #1 – Subfloor stabilization in Women’s Restroom. During the
preconstruction meeting, concern was noted about the increased damage to the
floor tiles and uneven sloping of the floor. After investigation during the demo
phase, it was determined there was a significant void/erosion of substrate under
the foundation (likely caused by the 2013 flood event). Remediation measures
were taken to fill the void to prevent any future damage and return the floors to
the correct/ADA slope standards. This change order did not delay the substantial
completion of this project nor delay reopening the restrooms for this work.
Change Order #2 – Upgrading electrical breakers. Existing breakers for the hand
dryers and the water heater were not sufficient for new units. New, increased
capacity GFCI breakers needed to be installed. This change order did not delay
the substantial completion of this project nor delay reopening the restrooms for
this work.
Change Order #3 – Additional floor prep required. Additional layers of subfloor
were discovered during the demo phase, resulting in additional labor to remove,
additional leveling compound and floor preparation was needed to install new
floor tiles. This work added one (1) day to the timeline of substantial completion
of this project but did not delay the reopening of the restrooms.
Change Order #4 – Gutter replacement. While removing the gutters for the soffit
and fascia replacement, it was discovered the gutters were rusted, broken, and
damaged beyond repair. They could not be reinstalled as planned but needed to
be replaced. This change order did not delay the substantial completion of this
project nor delay reopening the restrooms for this work.
Change Order #5 – Installation of existing light fixtures. This was a risk mitigation
strategy in the event the new light fixtures were delayed. The new light fixtures
had a longer lead time than originally expected and would not have been
delivered by the deadline for substantial completion. The plan was to keep the
existing light fixtures on hand and reinstall if needed until new light fixtures
arrived and could be installed. Existing light fixtures were installed in order for
restrooms to open on time, and the new light fixtures were installed on
Wednesday December 4, 2024.
Change Order #6 – Roof replacement. During the skylight replacement it was
discovered that the roof system had multiple seam failures resulting in water
intrusion access points. The roof was beyond repair and needed to be replaced.
New roof material was readily available/in stock. This change order did not delay
the substantial completion of this project nor delay reopening the restrooms for
this work.
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – TREGENT PARK RESTROOMS
Page 4 of 5
Change Order #7 – Increased Port-O-Let services. Staff and General Contractor
underestimated the amount of visitor traffic/usage of these facilities during the
non-peak season. As a result, there was a need to increase the number of units
(from 3 to 5) and the frequency of service from 2 times per week to 3 times per
week. There was no cost incurred for this service. This change order did not
delay the substantial completion of this project nor delay reopening the restrooms
for this work.
Change Order #8 – Asbestos testing. Due to the age of the building and no
available asbestos report, various materials were sampled for asbestos as a
precaution for workers and future visitors. The asbestos report was negative for
all materials sampled. There was no cost incurred for this service. This change
order did not delay the substantial completion of this project nor delay reopening
the restrooms for this work.
7. Project Closure:
A post-construction press release was published on Wednesday, November 27,
2024 announcing the Tregent Park Restrooms project complete and the facilities
now open. A social media announcement from the Town was also sent out.
Lessons Learned:
o Increased knowledge and understanding of processes and administrative
responsibilities for Town projects
o Deeper evaluation of possible resident/visitor impact for future projects
needed during planning phase
o Better evaluation of existing conditions to anticipate potential impacts during
construction
o Effective communication strategies
o Take a more holistic approach to the entire space to identify potential
additional needs prior to construction
All construction-related permit inspections have been satisfied.
Final inspection/walk-thru with the Facilities Department has been completed;
any open items are included in the final punch list.
All warranty information and material/equipment O&M manuals have been turned
over to the Facilities Department.
The Facilities Department will now maintain any further operations or
maintenance of the building.
Notice of Final Payment was advertised on Wednesday, November 27, 2024 and
will again on Friday, December 6, 2024.
Final contractor invoice to be paid after the date posted on the Notice of Final
Payment and after the installation of the light fixtures.
Pre-Construction, Progress, and Post-Construction pictures are available if
interested.
PROJECT STATUS / CLOSURE REPORT
PROJECT STATUS / CLOSURE REPORT – TREGENT PARK RESTROOMS
Page 5 of 5
Derek Pastor, PMP
Project Manager
970-577-3957
dpastor@estes.org
Attachment:
Tregent Park RR Remodel Budget Tracker
2023 $315,000.00
2024 $304,517.18
Starting Balance
$315,000.00
Date Invoice #Vendor Invoice Amount Description Remaining Balance
6/9/2023 3100 Basis Architecture $4,850.00 Design Services $310,150.00
12/27/2023 23EP00671 TOEP $682.82 Building Permit $309,467.18
1/5/2024 3161 Basis Architecture $4,950.00 Design Services $304,517.18
7/23/2024 N/A TOEP $51,000.00 Budget Adjustment/Reallocation (transferred funds to another $253,517.18
8/23/2024 23EP00671 TOEP $966.13 Building Permit, add'l $252,551.05
8/31/2024 25136 Whitestone Construction $7,025.19 Construction Progress Payment #1 $245,525.86
9/23/2024 2691457 Amazon $2,460.00 Town-Purchased bathroom accessories $243,065.86
9/23/2024 7406608 Amazon $375.66 Town-Purchased bathroom accessories $242,690.20
9/23/2024 4732220 Amazon $245.04 Town-Purchased bathroom accessories $242,445.16
9/23/2024 4473815 Amazon $300.60 Town-Purchased bathroom accessories $242,144.56
9/23/2024 2925820 Amazon $810.00 Town-Purchased bathroom accessories $241,334.56
9/23/2024 8362627 Amazon $483.64 Town-Purchased bathroom accessories $240,850.92
10/10/2024 4113012 Amazon $441.04 Town-Purchased bathroom accessories $240,409.88
11/4/2024 25182 Whitestone Construction $178,023.48 Construction Progress Payment #2 + COs #1,2,3,4,5 $62,386.40
11/29/2024 25200 Whitestone Construction $61,483.97 Construction Progress Payment #3, Final Retention + COs #6 $902.43
Total $314,097.57 Remaining / Final Balance (incl CO's)$902.43
Date CO #Vendor Approved Description Total
9/16/2024 COR-001 Whitestone Construction $11,589.56 CO#1 - Foundation repairs $11,589.56
10/21/2024 COR-002 Whitestone Construction $918.00 CO#2 - Electrical/breaker changes $918.00
10/21/2024 COR-003 Whitestone Construction $900.00 CO#3 - Add/l floor leveling and repairs $900.00
10/21/2024 COR-004 Whitestone Construction $1,922.88 CO #4 - Gutter replacement $1,922.88
10/21/2024 COR-005 Whitestone Construction $1,800.00 CO #5 - Reinstallation of existing light fixtures $1,800.00
11/4/2024 COR-006 Whitestone Construction $12,757.20 CO #6 - Roof Replacement $12,757.20
COR-007 Whitestone Construction $0.00 CO #7 - Add'l Port-O-Let services $0.00
COR-008 Whitestone Construction $0.00 CO #8 - Asbestos testing $0.00
Total Change Order Expense $29,887.64
Budgeted Amount
Project Name:
Transactions
Tregent Park Restroom Remodel
Change Orders
Page 1 of 1
TOWN ADMINISTRATOR’S OFFICE Re ort
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Suzanna Simpson, Management Analyst
Date: May 27, 2025
RE: Revised Policy 671 – Outside Entity Funding
Purpose of Study Session Item:
Policy 671 – Town Funding of Outside Entities guides the Town’s processes for Base
Funding, Community Initiative Funding, and Event Sponsorship Funding. Staff has
recommendations for updates to this policy.
Town Board Direction Requested:
Staff requests direction from the Board regarding the updates to the policy as follows:
1. Are all recommended policy updates acceptable?
2. What direction should staff pursue for the Community Initiative Funding
recommendations?
Present Situation:
Staff is recommending a number of updates to Policy 671 – Town Funding of Outside
Entities. Updates are across all three funding areas of Base Funding, Community
Initiative Funding, and Event Sponsorship Funding. Base Funding recommendations
include updating the list of eligible entities as well as a discussion on the current
reporting requirements. The Community Initiative Funding recommendations are an
effort to focus Town Board time on substantive budget amounts during the Budget
Study Sessions, in addition to streamlining the process for deliberating on Community
Initiative Funding. Event Sponsorship recommendations are intended to streamline the
review and approval process.
Proposal:
Staff have broken down recommendations into three categories as follows:
1. Base Funding:
a. Remove Estes Park Housing Authority from the list of entities eligible to apply for
Base Funding.
b. Add Estes Park Senior Citizens Center, Inc. to the list of entities eligible to apply
for Base Funding.
c. Discussion about the current reporting requirements, which states that Base
Funded entities must both submit a written report and present a report to the
Town Board at a regular Town Board meeting.
2. Community Initiative Funding:
a. Staff has developed two potential options for the administration of Community
Initiative Funding.
i. Hybrid Approach with Estes Nonprofit Network (ENN): ENN will manage
the applications and coordinate the review process. A joint advisory
committee will be established, comprised of representatives from ENN,
the Town (Management Analyst and two Trustees), and an additional
nonprofit representative. This committee will review applications and
develop funding recommendations that will be presented to the Town
Board during the Budget Study Session. ENN will act in an administrative
and advisory capacity, overseeing the process and ensuring
transparency, but will not make final funding decisions. The committee’s
role is to provide structured, well-informed recommendations that align
with both nonprofit sector expertise and municipal priorities, reducing the
need for Trustees to individually rank or revise allocations. ENN would
charge an administrative fee of 8% of the total Community Initiative
Funding allocation for the budget year.
ii. Full Funding Approach with Estes Nonprofit Network (ENN): Following
budget approval in late 2025, the funds that are allocated for Community
Initiative Funding in 2026 will be distributed to ENN in January, 2026. The
application period will open in early 2026, and applications will be sent to
ENN for review. A joint advisory committee will be established, comprised
of representatives from ENN, the Town (Management Analyst and one to
two Trustees), and an additional nonprofit representative. This committee
will review applications and help guide funding decisions. ENN will
distribute funding and report to the Town Board on how funds were
distributed, as well as updates from recipients. ENN would charge an
administrative fee of 10% of the total Community Initiative Funding
allocation for the budget year.
3. Event Sponsorship Funding:
a. The Town Administrator or designee will review all funding applications and
evaluate criteria. This was formerly assigned to the Executive Leadership Team.
This change will eliminate the step of the Executive Leadership Team
deliberating over each application and streamline the review and approval
process.
Advantages:
Updating the list of entities eligible for Base Funding to reflect current Board
priorities.
Potentially making the Base Funding reports more efficient and reducing the
number of Outside Entity Funding discussion items at Town Board meetings.
Partnering with the Estes Nonprofit Network on Community Funding will reduce
the amount of time Trustees spend reviewing applications for this portion of the
budget, as well as bringing in the expertise of ENN to make funding
recommendations.
Potentially freeing up time for the Town Board to focus on larger budget items
during Budget Study Sessions.
The Event Sponsorship Funding request process will be streamlined by moving
the approval to the Town Administrator or designee.
Disadvantages:
Proposed changes to the Community Initiative Funding process will reduce the
level of detail about this funding discussed at the Town Board level.
Increased cost of administration for Community Initiative Funding.
Funds distributed to outside entities are unavailable to meet other Town Board
priorities.
Finance/Resource Impact:
Administrative fee for Community Initiative Funding of 8% or 10% of the total
funding allocation for the budget year, dependent upon which option the Board
preferred.
Potential financial increases associated with adding Estes Park Senior Citizens
Center, Inc. as an eligible Base Funded Entity.
Level of Public Interest
Medium
Attachments:
1. Redlined Policy 671 – Town Funding of Outside Entities.
Policy 671 – Town Funding of Outside Agencies 03/26/2024
Revisions: 6 Town of Estes Park, Finance Page 1 of 5
Effective Period: Until superseded
Review Schedule: Triennially
Effective Date: 03/26/2024
References: Governing Policies Manual 3.12
FINANCE
671
Town Funding of Outside Entities
1. PURPOSE
To provide a process by which the Town of Estes Park allocates and distributes funding
to outside entities.
2. POLICY
The Town of Estes Park recognizes the important role those outside entities play in
meeting the needs of the residents of the Estes Valley. Accordingly, when adequate funds
are available, the Town may make financial contributions to these entities in accordance
with the procedure below.
3.PROCEDURE
a. Base Funding
i. Purpose
Base funding from the Town is intended to support the general operations and
overhead of nonprofit entities that play a critical role in supporting the Town’s
Strategic Plan.
ii. Eligibility
The following entities are eligible to apply for Base Funding from the Town of Estes
Park:
1)Crossroads Ministry of Estes Park
2)Estes Chamber of Commerce Economic Development Department
3) Estes Park Housing Authority
4)Estes Nonprofit Network
4)5)Estes Park Senior Citizens Center, Inc.
5)6)Estes Valley Crisis Advocates
6)7)Estes Valley Investment in Childhood Success
ATTACHMENT 1
Policy 671 – Town Funding of Outside Agencies 03/26/2024
Revisions: 6 Town of Estes Park, Finance Page 2 of 5
7)8) Salud Family Health Centers (Estes Park)
8)9) Via Mobility Services
9)10) Estes Valley Watershed Coalition
10)11) Estes Arts District
iii. Review of Eligible Entities
The Town Board will review the list of entities eligible to apply for Base Funding at
each scheduled review of this policy or at the request of the Town Board. This
review will also include opportunity for public comment.
iv. Application
Eligible entities seeking Base Funding from the Town shall submit a completed
“Base Funding Application” (Exhibit A) to the Town Administrator’s Office by July
1st of each calendar year for the next year’s budget (i.e. by July 1, 2021 for the
2022 budget year).
v. Process
Applications for Base Funding will be processed as a departmental budget request
by Town staff and presented to the Town Board as such. The following information
will be presented by staff to the Town Board during the public budget hearings:
1) The Base funding request from each entity; and
2) The Base funding support recommended by the Town Administrator.
vi. Annual Reporting
1) Written Report: Any entity receiving Base Funding must submit an annual
report to the Town Administrator’s Office by May 30th of the year following
the year in which funding was received (i.e. May 30th, 2022 for funding
received for the 2021 calendar year). This report must be no more than 350
words and should be structured as a press release on what programs and
services the entity used the Town funding to support. The report should
specify how the organization used Town funds to benefit the community
and/or advance the Town’s Strategic Plan for the funding year.
2) Town Board Presentation: Any entity receiving Base Funding is expected
to present to the Town Board once per year. Similar to the written report,
the presentation should specify how the organization used Town funds to
benefit the community and/or advance the Town’s Strategic Plan for the
funding year. In addition to providing information about community benefits
in a public setting, another reason for requiring a presentation is to provide
the Town Board with an opportunity to directly engage with representatives
of Base Funding entities.
Policy 671 – Town Funding of Outside Agencies 03/26/2024
Revisions: 6 Town of Estes Park, Finance Page 3 of 5
b. Community Initiative Funding
i. Purpose
Community Initiative funding is intended to support specific projects and programs
that advance one or more Outcome Areas in the Town’s Strategic Plan.
ii. Eligibility
Any entity or group serving the Estes Valley is eligible to apply for Community
Initiative funding, except those groups receiving Base funding under Section 3.a
of this policy, other taxing districts, and organizations that exist for the purpose of
providing financial support and/or fundraising for other taxing districts (e.g.
nonprofit friends or foundations groups). Base Funding recipients must ask for all
desired funds through the Base Funding process.
iii. Application
Eligible entities seeking Community Initiative funding shall submit a completed
“Community Initiative Funding Application” (Exhibit B) to the Town Administrator’s
Office on or before August 31st of every year.
iv. Process
Applications for Community Initiative funding will be reviewed and ranked by each
Board member individually in advance of the annual public budget hearings.
Funding decisions will be made by the Board as a whole and will be adopted along
with the budget.
v. Criteria
The following criteria will be used in the evaluation of Community Initiative funding
applications:
1) Application Quality – is the application complete and does it adequately
describe the proposed project or program?
2) Strategic Plan Advancement – how well, or to what degree, does the
proposed project/program advance the Town’s Strategic Plan?
3) Initiative Reach – how many residents of the Estes Valley will benefit from
the proposed project or program?
vi. Project Report
Any recipient of Community Initiative funding must submit a project/program report
to the Town Administrator’s Office upon completion of the project/program that
received funding from the Community Initiative funding process. The report must
be no more than 350 words and should be structured as a press release that the
Town may use to tell the story of the project.
Policy 671 – Town Funding of Outside Agencies 03/26/2024
Revisions: 6 Town of Estes Park, Finance Page 4 of 5
c. Event Sponsorship Funding
i. Purpose
Event Sponsorship funding is intended to demonstrate the Town’s support for
community events.
ii. Eligibility
Any nonprofit organization that is organizing a local event (serving the Estes
Valley) that is open to the public may request Event Sponsorship funding from the
Town.
iii. Application
Eligible entities seeking event sponsorship funding shall submit a completed
“Event Sponsorship Funding Application” (Exhibit C) to the Town Administrator’s
Office.
iv. Process
All Event Sponsorship funding applications will be reviewed and awarded by the
Town Administrator or designee. No sponsorship shall exceed $1,000 and an
organization may only receive one (1) sponsorship per calendar year (no in-kind
funding requests will be considered). A budget for event sponsorships will be
adopted annually and will be distributed on a first-come, first-served basis.
v. Criteria
The Town Administrator or designee will evaluate Event Sponsorship funding
applications using the following criteria:
1) Vision Alignment – does the event align with the Town’s Vision?
2) Cost of Event Attendance – is the event free or affordable for the general
public?
3) Reach of Event – how many people does the event expect to attract?
4) Other Funding – have the organizers of the event received any other
funding?
vi. Exclusions
Promotional sponsorships funded by Trailblazer Broadband are excluded from
subsection (c), including the Event Sponsorship Funding criteria and processes.
d. Limitations on Off-Cycle Funding Requests
i. Definitions
For the purposes of this policy, an “Off-Cycle Funding Request” is any request for
financial support from an eligible outside entity that occurs outside of the
procedures established in Sections 3.a, 3.b, and 3.c of this policy.
Policy 671 – Town Funding of Outside Agencies 03/26/2024
Revisions: 6 Town of Estes Park, Finance Page 5 of 5
ii. Purpose
The Town of Estes Park strives to consider all funding requests from eligible
outside agencies in a holistic manner in order to best prioritize these requests. To
this end, the Town does not accept or grant off-cycle funding requests with the
exception of those described in Section 3.d.iii.
iii. Exceptions
The Town will only consider off-cycle funding requests from entities that are eligible
for Community Initiative funding, and only in the following circumstances:
1) The Town is being asked to fund the final gap of a fundraising effort for a
time-sensitive project or program, and the Town’s contribution represents
twenty-five percent (25%) or less of the total amount fundraised; or
2) There is a time-limited opportunity to leverage a significant amount of
outside funding (at least a 1:1 match of the funding requested from the
Town).
iv. Application
Eligible entities seeking off-cycle funding must submit the following to the Town
Administrator:
1) A completed “Community Initiative Funding Application” (Exhibit B); and
2) A letter (no more than 500 words) explaining why the request qualifies under
one of the exceptions listed in Section 3.d.iii of this policy.
v. Process
If the off-cycle funding request application falls under one of the two exceptions
listed in Section 3.d.iii of this policy, the Town Administrator will schedule the
consideration of said request as an action item for a Town Board meeting.
Approved:
_____________________________
Wendy Koenig, MayorGary Hall, Mayor
March 26, 2024
Date
TOWN BOARD STUDY SESSION
May 27, 2025
No packet material was provided.
June 10, 2025
• Cleave Street Redevelopment Update
• Vacation Home Individual
Accommodations Unit
• Vacation Home Transferability
• HR Strategic Plan
June 24, 2025
• Police Department Facility Update
• State Wildfire Code
July 8, 2025
• Water Master Plan – Collaborative
Development of Treatment Alternatives
• Big Horn Parking Structure Design
Update
July 25, 2025
• Curb and Gutter Philosophy
Items Approved – Unscheduled:
• Business Use of Golf Carts on Trails
• Police Department Facility Financing
• Overnight Parking
• Liquor License Process
Items for Town Board Consideration:
• The Future of Estes Park’s Water System
Service Area Population and Demands
Future Town Board Study Session Agenda Items
May 27, 2025