Loading...
The URL can be used to link to this page
Your browser does not support the video tag.
Home
My WebLink
About
PACKET Strategic Planning Session #1 2020-08-13
Thursday, August 13, 2020 2:00 p.m. – 5:00 p.m. Board Room/Virtual The Town Board of Trustees will participate in the meeting remotely due to the Declaration of Emergency signed by Town Administrator Machalek on March 19, 2020 related to COVID-19 and provided for with the adoption of Ordinance 04-20 on March 18, 2020. To view or listen to the Study Session by Zoom Webinar ONLINE (Zoom Webinar): zoom.us/join Webinar ID: 950 5411 8468 CALL-IN (Telephone Option): 1-346-248-7799 Meeting ID: 950 5411 8468 1. Introduction to Strategic Planning During COVID-19. (10 min) 2. Review Mission, Vision, and Outcome Areas. (20 min) 3. Review Strategic Policy Statements. Robust Economy. (20 min) Infrastructure. (20 min) Exceptional Guest Services. (20 min) Public Safety, Health, and Environment. (20 min) Outstanding Community Services. (20 min) Governmental Services and Internal Support. (20 min) Transportation. (20 min) Town Financial Health. (20 min) Adjourn. Strategic Planning Session #2 will be held August 27, 2020 at 2:00p.m. AGENDA TOWN BOARD STRATEGIC PLANNING SESSION #1 Page 1 Page 2 Strategic Plan Pre-Work from Trustees Mission/Vision/Outcome Areas •I'm not a big fan of our mission and vision statements. I don't have any recommendations for change at this time, but, at least to me, they feel a little too boilerplate and lack connectivity/emotion. I feel bad even bringing it up because I don't know what to change. I just feel like the whole TB should discuss them and not rubber stamp them. •The order of the Outcome areas speak volumes of our priorities of our Town. I believe the citizens are first, guests second- (realizing our dominant funding source derives from sales tax.... I believe Public Safety Health and Environment should be our first outcome area, Outstanding Community Services second, Government Services and Internal Support third, Infrastructure fourth, Exceptional Guest Services fifth, Robust Economy sixth, Town Financial Health seventh, Transportation eighth. Strategic Policy Statements •Robust Economy o Suggested Edits Strategic policy statement A: I would like to see the word ethnic added as I feel just having the word social does not encompass or include our large Hispanic community. While a strong local economy is obviously important to the town, the Robust Economy key outcome area is very heavy on strategic policy statements with very limited goal and objective statements. I would suggest shortening that section by adding statement G to statement B and statement H to statement C. o Suggested Additions None o Suggested Deletions None •Infrastructure o Suggested Edits Modify Strategic Policy Statement C to “We will provide high quality, reliable, sustainable, and socially responsible electric service by utilizing smart grid technologies.” o Suggested Additions We will encourage energy efficient/ renewable energy i.e. solar panels for affordable housing projects to reduce energy costs to the inhabitants and protect our environment. We will encourage and support renewable energy sources and storage, developed through PRPA, our utility department, the housing authority, individual households, businesses, and public facilities in Estes Park. o Suggested Deletions None •Exceptional Guest Services o Suggested Edits Page 3 Strategic policy statement G. We should balance the events we have in Town to be compatible with the character of Estes Park – Encourage events NOT alcohol based. The character of Estes Park as a family friendly premier mountain location should not be mainly thought of as having mostly alcohol based special events. o Suggested Additions None o Suggested Deletions Under the Exceptional Guest Services key outcome area, I would delete Strategic Policy Statement E. It is redundant. •Public Safety, Health and Environment o Suggested Edits Under the Public Safety, Health and Environment key outcome area, I would combine Strategic Policy Statements H and C. o Suggested Additions None o Suggested Deletions None •Outstanding Community Services o Suggested Edits None o Suggested Additions None o Suggested Deletions None •Governmental Services and Internal Support o Suggested Edits Strategic Policy Statement F is missing a word: “We support a culture of continuous improvement in our service delivery.” o Suggested Additions We strive to operate the city government in a transparent and open communication with our residents and visitors on the issues that affect them. We will strive to encourage our Spanish speaking residents to participate in town government. o Suggested Deletions None •Transportation o Suggested Edits None o Suggested Additions None o Suggested Deletions None Page 4 8/13/2020 2020 Strategic Plan Progress Report Board Objectives Responsible On Behind Hold/Done*% KEY OUTCOME AREAS Party Track Schedule tabled Complete Comments I.ROBUST ECONOMY - Diverse, healthy year-round economy A Determine the strategic direction, financial options and leadership responsibility for implementation of the Downtown Plan.Randy Hunt/Jason Damweber ongoing Building height Code amendment introduction expected in Aug. PC mtg. Consultants have prepared an outline of DDA consideration process for Town; staff to review and refine in spring/early summer. II.INFRASTRUCTURE - Reliable, efficient, up-to-date A All systems and space required to support the Broadband Utility will be operational by the end of 2020.Reuben Bergsten 90%Personnel can occupy 1180 Woodstock by September. All systems are operational and we have over 300 paying customers. B Develop and adopt a Facilities Masterplan, with funding and implementation strategies for all Town departments.Greg Muhonen 25% Town employee needs assessment complete by consultant. Site evaluation meeting with consultant completed in March. This project is paused while the Town and consultant process impacts on work space realities exposed by the COVID-19 pandemic. New learning about teleworking is expected to change the direction of future space recommendations. C Budget the annual funding contribution for facility expansion needs as identified in the Facilities Master Plan.Duane Hudson 0% Study is underway but has been delayed due to the COVID impacts. The funding needs will be addressed after the study is completed and the COVID financial impacts become better understood. With the current uncertainty of future impacts, any potential funding of the plan will need to be considered in 2022 or later. D Complete 15 of 32 needed Building Condition Assessements.Greg Muhonen 25%8 of the 15 are in progress in coordination with preparing the proposed Facilities Master Plan. The remaining 7 to be completed Apr-Oct. Facilities staff continues work on completing these BCAs. E Pursue grant, sales tax and user fee funding for private and/or public flood mitigation projects.Greg Muhonen 100%The 2020 BUILD grant application for $25M was submitted in May. Award notification anticipated in September 2020. F Establish a timeline to update the street, drainage and parking standards contained in the Estes Valley Development Code.Greg Muhonen 100% The established time follows the Community Dev Dept strategy for code revisions, ie complete select key amendments to EPDC in the first half of 2021 with more extensive amendments to be completed with a public process implemented over the 12 months following completion of the Comprehensive Plan (subject to work load demands & availablity of staff resources) III.EXCEPTIONAL GUEST SERVICES - preferred CO mtn destination, exceptional guest service A Develop a strategic plan for the Visitor Center, in collaboration with Visit Estes Park. Rob Hinkle 15%Strategic Planning committee established and had the first meeting. Due to COVID-19 we cancelled the second meeting and put the project on a temporary hold. Still plan to finish this project this year. IV.PUBLIC SAFETY, HEALTH AND ENVIRONMENT - safe place to live, work, and visit A Update the 2007 Wildlife Impact Study.Randy Hunt 0%Will be addressed in Comp Plan update; likely in 2021. B Complete the ADA Transition Plan.Greg Muhonen 0%Facilities Master Plan will partially inform this effort. No separate progress to report. C Seek funding for environmental design and planning for wildfire mitigation and safety.Randy Hunt 0%Town did not receive CPAW grant; discussion with agency indicates possible more favorable outcome if we partner with Larimer County. Next round of applications is due in Nov. 2020. Staff will discuss w/ County staff in May/June. D Complete the SafeBuilt recommended process improvements in the Building Division.Randy Hunt 100%Contract executed; SAFEBuilt perfoming reviews and inspections; software is functional and useful. Further monitoring throughout 2020 toward contract discussions for 2021. V.OUTSTANDING COMMUNITY SERVICES - safe place to live, work, and visit, with housing available for all Page 5 8/13/2020 2020 Strategic Plan Progress Report Board Objectives Responsible On Behind Hold/Done*% KEY OUTCOME AREAS Party Track Schedule tabled Complete Comments A Apply for Department of Local Affairs Energy/Mineral Impact Assistance Fund Grant for Comprehensive Plan funding in 2021. Prepare to start Comprehensive Plan process in 2021. Randy Hunt 0%Staff to apply for a DOLA EIAF Grant in Aug. 2020 round for full funding in 2021. Local funds depend on budget revisions. B Continue accelerated updates to the Development Code.Randy Hunt 30%On hold until health orders are modified or lifted and in-person meetings can be held. Staff has approximately 7-8 amendments in the queue through Q3 2020. C Adopt a policy on the level of landscape intensity for Town properties Greg Muhonen 25%Differing levels of landscape intensity and supporting irrigation needs have been drafted based on site location, function, and visibility to guests. Draft policy expected in last quarter of 2020. D Pursue General Fund or grant funds for expansion of the Town's greenhouse.Greg Muhonen 50%Not funded in 2020 budget. Monitoring grant funding opportunities. Four trust foundation grant programs have been identified with application submittal deadlines in second half of 2020. E Review the landscape requirements in the Development Code.Randy Hunt 10%See Item V.B; landscape revisions is one of the Code amendments. F Establish workforce housing guidelines.Jason Damweber 15%Draft under development; will be working with TA and Board to define Workforce Housing and better articulate Town role. G Support workforce housing strategic planning efforts.Jason Damweber 25%Developing working relationship with EPHA Executive Director; assisting with planning efforts for Peak View; will participate in workforce housing strategic planning conducted by EPHA. H Re-evaluate options for development of the Fish Hatchery property.Jason Damweber 20%Third study session held; new RFP under development. I Re-evaluate options for development of the Dry Gulch property.Jason Damweber 0%Will evaluate after Fish Hatchery discussion. J Facilitate initiation of conversations between leaders of local childcare efforts about opportunities for cooperation Jason Damweber 100%Staff convened these conversations, which resulted in the formation of the Estes Valley Childcare Collaborative. ATA Damweber is participating in these meetings moving forward. K Develop childcare funding policy.Jason Damweber 50%Initial draft developed. Under review by Family Advisory Board and other childcare-focused groups for feedback. L Establish a capital grant pool to incentivize new infant/toddler childcare capacity.Jason Damweber 50%$10,000 budgeted. Program guidelines need to be developed. M Create a list of Town-owned property suitable for childcare facilities.Jason Damweber 50%Suitable properties identified. VI.GOVERNMENTAL SERVICES AND INTERNAL SUPPORT - high-quality, reliable, basic muni services for citizens, guest and employees, while being good stewards of public resources A We will conduct customer service training for all Town staff.Kate Rusch 60%Approximately 60% of staff have been trained as of February. The pandemic has caused the cancellation of in-person group trainings, but the team is developing a virtual training which is expected to begin in September. B We will assess residents' sentiments on the impacts of tourism on quality of life within Estes Park Kate Rusch 0%Visit Estes Park plans to commission this survey and collaborate with the Town on the questions. However, due to the pandemic the survey was canceled for 2020 and the concept will be revisited in 2021 or 2022 as budget allows. C The Board will discuss the Human Resources Strategic Plan and give direction on its implementation Jackie Williamson 50%Have revamped a portion of the Human Resources Strategic Plan. Executive Leadership Team will review August 12 and bring it forward to the Board Augsut 25. D Develop and adopt a comprehensive community engagement toolkit.Kate Rusch 10% Staff is beginning to develop a matrix that will match project types with audiences and established or potential outreach methods in order to help facilitate comprehensive outreach and engagement. After gathering input from staff, this will be complete by the end of 2020. VII.TRANSPORTATION - safe, efficient, well-maintained multi- modal systems for peds, vehicles and transit A Pursue funding opportunities for construction of the Fall River Trail and safe walking and biking routes to schools Greg Muhonen 50%CDOT TAP ($955k) & MMOF ($448k) grants awarded for Fall River Trail in May. Construction anticipated in 2022. Graves Ave SRTS project to be designed in 2020. Watching for potential 2020 SRTS call for grant applications. B Update the Estes Valley Master Trails plans to include missing gaps and new trails on the Town-maintained network.Greg Muhonen 0%No progress to report. C Expand the U.S. 36/Community Drive roundabout project to include a multi-use path along the south side of U.S. 36 between Fourth Street and Community Drive and a second westbound traffic lane. Greg Muhonen 0%This is deleted from the current project due to funding shortfall. PW watching for grant funding opportunities. Construction of this sidewalk likely only after the Event Center campground is relocated. Page 6 8/13/2020 2020 Strategic Plan Progress Report Board Objectives Responsible On Behind Hold/Done*% KEY OUTCOME AREAS Party Track Schedule tabled Complete Comments D Commission a transportation plan for U.S. 34 between Wonderview Avenue and Steamer Drive, to include pedestrian, shuttle and general traffic accomodations, and options for direct access from U.S. 34 to the parking structure. Greg Muhonen 0%Not funded in the 2020 budget. PW will watch for potential grant funding oppotunties and explore potential partnership with CDOT for funding. E Collaborate with Rocky Mountain National Park to identify locations, funding strategy, and installation schedule for new variable message signs.Greg Muhonen 5%Initial conversations started with RMNP re moving Estes Transit hub from VC to EC. VMS expansion is a potential implementation of a larger transportation vision between the Town and RMNP. F Implement the Green Route ("Express Route") to better serve guests and employees, and to encourage increased utilization of both the Town's parking structure and Events Complex parking lot. Greg Muhonen 50% At the Town Board study session on Feb 11, the staff proposal to repurposed the underperforming Silver Route into a new express Green Route was supported. On July 1 the Green Route will start serving Bond Park, Events Complex,, and the parking structure with 15 minute headways. G Explore interest in bringing the concept of a Rural Transportation Authority (RTA) or similar concept (e.g., Transportation Management Authority) to the Town Board in 2020.Greg Muhonen 0%No progress to report. Tabled until the last quarter of 2020, subject to staffing availability and ongoing interest from the Town Board and community. Bustang service from CDOT will not be provided in 2020. H Continue efforts to obtain ownership of the Parking Structure property from the Bureau of Reclamation.Travis Machalek 0%No progress to report. I The Board will discuss its philosophy on building capacity for vehicles versus limiting access and providing alternatives in our parking and transportation infrastructure.Travis Machalek 0%Need clarifying discussion with Town Board on scope, schedule, and intent. VIII. TOWN FINANCIAL HEALTH - maintain a strong and sustainable financial condition A Update purchasing policies.Duane Hudson 0% Due to the rotating work schedules and the challenges that creates, this project has been delayed and may not be fully completed in 2020. It has not been cancelled but due to COVID impacts to work loads and capabilities, other tasks have taken priority. B Establish a grant matching fund.Duane Hudson 0%Due to the anticipated impact of COVID on the Town's finances, establishing a grant reserve is not expected to be realistic until future impacts are better understood and Town finances stabilize. C Develop and adopt an annexation policy.Randy Hunt 20%TBSS aimed for Q4 in 2020; goal is adoption by Q1 in 2021. D Develop and adopt a policy on acquisition, retention and disposal of real property.Jason Damweber 50% * for multi-year projects, DONE refers to the portion of the project planned for the current year. Page 7 Page 8 A We will develop a robust and sustainable economy by making our economic development decisions based on a triple bottom line model, considering economic, social and environmental impacts and benefits. B We will create and sustain a favorable business climate and we value building strong relationships with the business community C Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders. D We recognize the importance of our Downtown Core to the overall economic health of the community. E The Town will support Economic Development efforts lead by other organizations, including business attraction, retention and expansion. F The Town will lead specific economic development efforts identified by the Town Board, such as development of the Broadband Utility, and provision of electric and water services. G Town policies and actions reflect a preference for local businesses. H The Town's policies should collectively support all demographic segments of the community, and strive to minimize barriers to a diverse, family‐friendly community and robust workforce. A Ensure water service reliability and redundancy, with each treatment plant meeting all customer needs throughout the year, including that each water treatment plant should have two separate raw water supplies B We will fund the replacement of water pipes before the end of their useful life C We provide high quality and reliable electric service by expanding smart grid technologies. A We value broad collaboration in providing exceptional guest services, including, but not limited to working with organizations such as Visit Estes Park, the Economic Development Corporation, the National Park Service, and other organizations representing business and commerce. B We strive to balance the impacts of visitation with the needs and quality of life of our residents. C We make data driven decisions in serving our guests and residents. D As a destination community, we consider our guests as stakeholders in the Town, along with our residents. E The Town provides a high level of customer service to our guests. F We should align our guest strategies with the strategies of Visit Estes Park. G We should balance the events we have in Town to be compatible with the character of Estes Park A We will promote policies that encourage environmental stewardship B We are committed to safeguarding the lives and property of the people we serve and we believe in reducing crime and disorder, C We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley. D We strive to enhance the safety of emergency responders in non emergency and critical situations E We support the County‐wide Wasteshed Plan and will remain active partners with Larimer County in its implementation. F We believe in and support restorative practices as a way to build and repair relationships, as well as increase understanding about the impact of crime in the Estes Park Community. G We make data‐driven decisions to improve and protect the quality of the environment in the Town. H We will train and prepare for responding to community emergencies A We support a family‐friendly community and strive to be a family‐friendly employer. B We will pursue land‐banking opportunities as they align with workforce housing guidelines and childcare needs. C We will target ongoing funding at growing the community's infant and toddler childcare capacity. A We will maintain a well‐trained and educated Town Staff B We will match service levels with the resources available to deliver them. STRATEGIC POLICY STATEMENTS 6. Governmental Services and Internal Support ‐ We will provide high‐quality, reliable basic municipal services for the 1.Robust Economy ‐ We have a diverse, healthy year‐round economy. 2. Infrastructure ‐ We have reliable, efficient and up‐to‐date infrastructure serving our residents, businesses and guests. 3. Exceptional Guest Services ‐ We are a preferred Colorado mountain destination providing an exceptional guest 4. Public Safety, Health and Environment ‐ Estes Park is a safe place to live, work, and visit within our extraordinary natural 5. Outstanding Community Services ‐ Estes Park is an exceptionally vibrant, diverse, inclusive and active mountain Page 9 C Membership of our Boards and Commissions should reflect the demographic diversity of the community. D We strive to gain meaningful input from our residents and visitors on the issues that affect them. E We prioritize and support a culture of customer service throughout the organization. F We support a culture continuous improvement in our service delivery. A We will continue to develop connectivity of trails in the Estes Valley in partnership with other entities, implementing the priorities in the Estes Valley Master Trails Plan. B We will continue to reduce traffic congestion and improve traffic safety throughout the Town. C We will work to improve access to and information about the Town's parking and transportation options. D We will make strategic, data‐driven investments in technology that promotes the financial and environmental sustainability of the Town's parking and transportation assets. E We will identify and leverage local, regional and national partnerships that strengthen and extend the Town's parking and transportation system. F We will consider the potential impacts of technology changes, including autonomous vehicles, in all transportation planning. G We support having a multimodal transportation network that allows community members and guests to get to their desired destinations within the Town of Estes Park and the National Park via walking, biking, transit or private vehicle. A Financial decisions for capital projects should be data-driven. 7. Transportation ‐ We have safe, efficient and well‐maintained multi‐modal transportation systems for pedestrians, 8. Town Financial Health ‐ We maintain a strong and sustainable financial condition, balancing expenditures with available Page 10 2955 Valmont Road Suite 300 777 North Capitol Street NE Suite 500 Boulder, Colorado 80301 Washington, DC 20002 n-r-c.com • 303-444-7863 icma.org • 800-745-8780 Estes Park , CO Community Livability Report 2018 Page 11 The National Citizen Survey™ © 2001-2018 National Research Center, Inc. The NCS™ is presented by NRC in collaboration with ICMA. NRC is a charter member of the AAPOR Transparency Initiative, providing clear disclosure of our sound and ethical survey research practices. Contents About .............................................................................................. 1 Quality of Life in Estes Park .............................................................. 2 Community Characteristics ............................................................... 3 Governance ..................................................................................... 5 Participation .................................................................................... 7 Special Topics .................................................................................. 9 Conclusions ................................................................................... 13 Page 12 About The National Citizen Survey™ (The NCS) report is about the “livability” of Estes Park. The phrase “livable community” is used here to evoke a place that is not simply habitable, but that is desirable. It is not only where people do live, but where they want to live. Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NCS captures residents’ opinions within the three pillars of a community (Community Characteristics, Governance and Participation) across eight central facets of community (Safety, Mobility, Natural Environment, Built Environment, Economy, Recreation and Wellness, Education and Enrichment and Community Engagement). The Community Livability Report provides the opinions of a representative sample of 625 residents of the Town of Estes Park. The margin of error around any reported percentage is 4% for all respondents. The full description of methods used to garner these opinions can be found in the Technical Appendices provided under separate cover. Communities are partnerships among... Residents Community- based organizations Government Private sector Page 13 Quality of Life in Estes Park About three-quarters of residents rated the quality of life in Estes Park as excellent or good. This rating was similar to the national benchmark (see Appendix B of the Technical Appendices provided under separate cover). Shown below are the eight facets of community. The color of each community facet summarizes how residents rated it across the three sections of the survey that represent the pillars of a community – Community Characteristics, Governance and Participation. When most ratings across the three pillars were higher than the benchmark, the color for that facet is the darkest shade; when most ratings were lower than the benchmark, the color is the lightest shade. A mix of ratings (higher and lower than the benchmark) results in a color between the extremes. In addition to a summary of ratings, the image below includes one or more stars to indicate which community facets were the most important focus areas for the community. Residents identified Natural Environment and Economy as priorities for the Estes Park community in the coming two years. Ratings within all facets tended to be positive and similar to the national benchmarks. This overview of the key aspects of community quality provides a quick summary of where residents see exceptionally strong performance and where performance offers the greatest opportunity for improvement. Linking quality to importance offers community members and leaders a view into the characteristics of the community that matter most and that seem to be working best. Details that support these findings are contained in the remainder of this Livability Report, starting with the ratings for Community Characteristics, Governance and Participation and ending with results for Estes Park’s unique questions. Excellent 27% Good 48% Fair 22% Poor 2% Overall Quality of Life Education and Enrichment Community Engagement Mobility Natural Environment Recreation and Wellness Built Environment Safety Economy Legend Higher than national benchmark Similar to national benchmark Lower than national benchmark Most important Page 14 Community Characteristics What makes a community livable, attractive and a place where people want to be? Overall quality of community life represents the natural ambience, services and amenities that make for an attractive community. How residents rate their overall quality of life is an indicator of the overall health of a community. In the case of Estes Park, 82% rated the Town as an excellent or good place to live. Respondents’ ratings of Estes Park as a place to live were similar to ratings in other communities across the nation. In addition to rating the Town as a place to live, respondents rated several aspects of community quality including Estes Park as a place to raise children and to retire, their neighborhood as a place to live, the overall image or reputation of Estes Park and its overall appearance. A majority of residents rated each aspect positively; however comparisons to the national benchmarks were mixed. Ratings of Estes Park as a place to retire and of its overall appearance were higher than in comparison communities while the rating for the town as a place to raise children was lower than observed elsewhere. Evaluations of the overall image of Estes Park and of neighborhoods were on par with national benchmarks. Delving deeper into Community Characteristics, survey respondents rated over 40 features of the community within the eight facets of Community Livability. Almost all residents gave high marks to each aspect of Safety and ratings for the overall feeling of safety in Estes Park were higher than the national average. Ratings for most aspects of Mobility were lower than the national benchmarks and tended to receive positive ratings from about one-third or fewer of respondents. Conversely, Natural Environment ratings received high marks from about 9 in 10 residents and all aspects were higher than the national averages. Ratings across the other facets were a mix of positive and negative. Residents gave the lowest marks to the availability of affordable quality housing, housing options and cost of living and all of these ratings were lower than ratings in other communities across the nation. Evaluations of Estes Park as a place to visit, recreational and fitness opportunities and its vibrant downtown/commercial area as well as opportunities to volunteer were all higher than the national benchmarks and received excellent or good marks from a strong majority of respondents. 74% 87% 75% 79% 63% Overall image Neighborhood Place to raise children Place to retire Overall appearance Higher Similar Lower Comparison to national benchmark Percent rating positively (e.g., excellent/good) Excellent 36% Good 46% Fair 17% Poor 2% Place to Live Page 15 The National Citizen Survey™ Figure 1: Aspects of Community Characteristics 85% 84% 87% 89% 66% 90% 90% 89% 95% 69% 50% 58% 73% 44% 71% 83% 50% 57% 71% 29% 52% 54% 80% 43% 52% 35% 72% 74% 93% 98% 19% 60% 53% 44% 32% 42% 32% 13% 11% 7% 22% 30% 34% 35% 48% Opportunities to volunteer Opportunities to participate in community matters Openness and acceptance Neighborliness Social events and activities COMMUNITY ENGAGEMENT Child care/preschool K-12 education Adult education Cultural/arts/music activities Religious or spiritual events and activities Education and enrichment opportunities EDUCATION AND ENRICHMENT Fitness opportunities Recreational opportunities Food Health care Preventive health services Mental health care Health and wellness RECREATION AND WELLNESS Place to work Place to visit Employment opportunities Shopping opportunities Cost of living Business and services Vibrant downtown/commercial area Overall economic health ECONOMY Public places Housing options Affordable quality housing New development in Estes Park Overall built environment BUILT ENVIRONMENT Air quality Cleanliness Overall natural environment NATURAL ENVIRONMENT Traffic flow Public parking Travel by car Travel by public transportation Travel by bicycle Ease of walking Paths and walking trails Overall ease of travel MOBILITY Safe downtown/commercial area Safe in neighborhood Overall feeling of safety SAFETY Higher Similar Lower Percent rating positively (e.g., excellent/good, very/somewhat safe) Comparison to national benchmark Page 16 Governance How well does the government of Estes Park meet the needs and expectations of its residents? The overall quality of the services provided by Estes Park as well as the manner in which these services are provided is a key component of how residents rate their quality of life. About 7 in 10 respondents gave excellent or good ratings to the overall quality of services provided by the Town of Estes Park while about 4 in 10 gave excellent or good ratings to the overall quality of services provided by the Federal Government. Both ratings were similar to those observed in other local governments across the nation. Survey respondents also rated various aspects of Estes Park’s leadership and governance. About half or more rated the job that Estes Park does at welcoming citizen involvement, value of services for taxes paid and the overall customer service positively and these ratings were all similar to those observed elsewhere. About one-third awarded excellent or good marks to the overall direction of Estes Park, confidence in Town government, acting in the best interest of Este Park, being honest or treating all residents fairly. These ratings were all lower than the national benchmark comparisons. Further, resident evaluations decreased from 2016 to 2018 for several aspects of Estes Park’s leadership and governance (see the Trends over Time report under separate cover). Respondents evaluated over 20 individual services and amenities available in Estes Park. Ratings for most aspects of Governance were positive and similar to the national averages. At least 6 in 10 residents gave high marks to each aspect of safety, and assessments of crime prevention were higher than the benchmark. Almost all Mobility services received excellent or good ratings from a majority of residents and snow removal and sidewalk maintenance received ratings higher than the benchmarks. Further, ratings for sidewalk maintenance and for bus and transit services increased from 2016 to 2018. All aspects of Natural Environment, Recreation and Wellness, Education and Enrichment and Community Engagement garnered positive marks from at least half of the respondents and were similar to or higher than the benchmarks. More than four in five residents gave excellent or good ratings to the quality of drinking water and to recreation centers – these ratings were higher than ratings in comparison communities. The rating for recreation centers also increased by 33% in 2018 compared to 2016. 56% 47% 78% 44% 36% 36% 36% 37% 34% Value of services for taxes paid Overall direction Welcoming citizen involvement Confidence in Town government Acting in best interest of Estes Park Being honest Treating all residents fairly Customer service Services provided by Federal Government Higher Similar Lower Comparison to national benchmark Percent rating positively (e.g., excellent/good) Excellent 21% Good 52% Fair 22% Poor 6% Overall Quality of Town Services Page 17 The National Citizen Survey™ Figure 2: Aspects of Governance 87% 90% 74% 81% 85% 67% 73% 79% 89% 45% 37% 79% 89% 60% 52% 53% 59% 74% 64% 36% 59% 69% 66% 88% 86% 32% Public information COMMUNITY ENGAGEMENT Special events EDUCATION AND ENRICHMENT Recreation centers Recreation programs Town parks RECREATION AND WELLNESS Economic development ECONOMY Code enforcement Land use, planning and zoning Utility billing Power utility Storm drainage BUILT ENVIRONMENT Open space Natural areas preservation Drinking water NATURAL ENVIRONMENT Bus or transit services Sidewalk maintenance Snow removal Street lighting Street cleaning Street repair Traffic enforcement MOBILITY Emergency preparedness Animal control Fire prevention Crime prevention Police SAFETY Higher Similar Lower Percent rating positively (e.g., excellent/good) Comparison to national benchmark Page 18 Participation Are the residents of Estes Park connected to the community and each other? An engaged community harnesses its most valuable resource, its residents. The connections and trust among residents, government, businesses and other organizations help to create a sense of community, a shared sense of membership, belonging and history. A majority of respondents gave high marks to the overall sense of community in Estes Park and this rating was similar to the national average. About two-thirds were likely to recommend living in Estes Park, which was a lower rate than in past years and was lower than rates in comparison communities. The survey included over 30 activities and behaviors for which respondents indicated how often they participated in or performed each, if at all. While reported rates of Participation varied among facets, Estes Park residents tended to report the same levels of Participation as residents in comparison communities for most facets. More Estes Park residents reported that they had walked or biked instead of driving, that they worked in Estes Park and that they had attended a Town-sponsored event than residents in comparison communities. Further, Estes Park residents tended to report higher levels of Participation within Community Engagement. Estes Park respondents had campaigned for an issue, cause or candidate, contacted local elected officials, volunteered, participated in a club or attended a local public meeting at higher rates than typically reported elsewhere. 80% 49% 67% Recommend Estes Park Remain in Estes Park Contacted Estes Park employees Higher Similar Lower Percent rating positively (e.g., very/somewhat likely, yes) Comparison to national benchmark Excellent 16% Good 43% Fair 27% Poor 15% Sense of Community Page 19 The National Citizen Survey™ Figure 3: Aspects of Participation 44% 46% 62% 32% 38% 79% 58% 68% 89% 82% 33% 88% 94% 66% 90% 82% 89% 25% 94% 64% 46% 81% 71% 82% 52% 26% 96% 82% 35% Voted in local elections Read or watched local news Watched a local public meeting Attended a local public meeting Done a favor for a neighbor Talked to or visited with neighbors Participated in a club Volunteered Contacted Estes Park elected officials Campaigned for an issue, cause or candidate COMMUNITY ENGAGEMENT Attended a Town-sponsored event EDUCATION AND ENRICHMENT In very good to excellent health Participated in moderate or vigorous physical activity Ate 5 portions of fruits and vegetables Visited a Town park RECREATION AND WELLNESS Work in Estes Park Economy will have positive impact on income Purchased goods or services in Estes Park ECONOMY NOT under housing cost stress Did NOT observe a code violation BUILT ENVIRONMENT Recycled at home Made home more energy efficient Conserved water NATURAL ENVIRONMENT Walked or biked instead of driving Carpooled instead of driving alone Used public transportation instead of driving MOBILITY Was NOT the victim of a crime Did NOT report a crime Stocked supplies for an emergency SAFETY Higher Similar Lower Percent rating positively (e.g., yes, more than once a month, always/sometimes) Comparison to national benchmark Page 20 Special Topics The Town of Estes Park included questions of special interest on The NCS. Estes Park residents rated the quality and the levels of services specific to Estes Park, as well as indicated their residency status in town. When asked about the quality of some Estes Park-specific services, a majority of residents gave excellent or good ratings to each service. The Estes Park Visitor Center and Fairgrounds and special events received the highest ratings, while building permits and the Town hiring process received the lowest ratings, among these Estes Park- specific services. Figure 4: Quality of Estes Park Services Please rate the quality of each of the following services in Estes Park: 11% 12% 15% 25% 30% 38% 34% 34% 49% 52% 50% 50% 30% 30% 25% 19% 17% 10% 25% 24% 11% 5% 3% 2% Town job application/hiring process Building permits Town elections Estes Park Museum Fairgrounds and special events Estes Park Visitor Center Excellent Good Fair Poor Page 21 The National Citizen Survey™ Survey respondents were given a list of Town services (see Figure 5 Figure 1below, and continued on the next page), and specified if the current service level should be increased, kept the same or decreased. A majority of residents indicated that they would like to see an increase in providing broadband/internet services, adding concrete sidewalks, street repairs, Town-sponsored solutions for workforce housing issues and traffic system improvements. A majority of residents supported keeping current service levels for most of the other Town services. Figure 5: Levels of Estes Park Services For each of the following Town services, please indicate if you think the current service level should be increased, remain at the current service level or be decreased: 26% 28% 30% 31% 31% 32% 32% 39% 44% 44% 47% 48% 50% 53% 54% 56% 61% 66% 70% 63% 58% 69% 65% 63% 52% 53% 39% 50% 40% 45% 36% 45% 36% 44% 34% 26% 3% 8% 12% 1% 4% 6% 16% 8% 17% 5% 14% 7% 14% 2% 10% 1% 5% 9% School resources officer (supporting security at school campus) Special events at the Estes Park Events Complex Building permit and inspection services Communicating with residents about Town programs, services and activities Flood mitigation Free, summer shuttle services Providing competitive grant funding to local non-profit agencies Downtown parking management/enforcement Town financial support for childcare initiatives Downtown parking availability On-street bike lanes Land use planning Free, year-round shuttle services (potential future service) Traffic system improvements (intersections, signs, lanes, etc.) Town-sponsored solutions for workforce housing issues (codes, funding, land) Street repairs (excludes US 34, US 36 and CO 7) Adding concrete sidewalks when streets are reconstructed Providing broadband/internet services (potential future service) Increase service Keep current service level Decrease service Page 22 The National Citizen Survey™ 7% 7% 8% 8% 9% 9% 10% 11% 11% 12% 13% 14% 14% 17% 18% 19% 19% 20% 21% 21% 23% 25% 87% 84% 73% 77% 49% 89% 73% 77% 82% 81% 71% 73% 83% 82% 78% 81% 77% 79% 75% 66% 75% 73% 6% 9% 19% 14% 42% 1% 17% 12% 6% 7% 17% 13% 2% 1% 4% 0% 4% 1% 4% 13% 2% 2% Visitor Center and services Business and liquor licensing Operation of Estes Park Museum facilities Summer flowers downtown Financial support for the Longs Peak Scottish-Irish Festival Utility billing and customer service Special events downtown Fairgrounds Street sweeping Town buildings repair and maintenance Museum programs (e.g., lectures, workshops, tours) Community Services Officers (downtown seasonal officers) Parks maintenance Police dispatch/emergency 9-1-1 communications Maintaining and providing access to Town records, agendas and minutes Snow plowing and sanding on emergency routes Trail repair and maintenance Snow plowing and sanding on minor streets Police patrol and investigative Restorative Justice services (alternative sentencing) and conflict mediation services Providing and managing trash and recycling containers downtown Storm drainage, repair and maintenance Increase service Keep current service level Decrease service Page 23 The National Citizen Survey™ The final special interest question had to do with residency status. At least 9 in 10 respondents indicated that they were year-round residents of Estes Park, less than 1 in 10 said they were part-time residents or did not live in town limits. Figure 6: Residency Status Do you live within the town limits of Estes Park? Yes, year- round 95% Yes, part- time/seaso nal 4% No, I live outside town limits 1% Page 24 Conclusions The Natural Environment is a top priority and key focus area. As in 2016, residents felt the Natural Environment was an important Town priority, and ratings within this facet tended to be strong. About 9 in 10 gave positive evaluations to the overall natural environment, cleanliness and air quality; these levels were all higher than observed in other communities across the nation and remained stable over time. About half of respondents were pleased with natural areas preservation and open space and these ratings were similar to the benchmarks. However, residents’ assessments of natural areas preservation and open space dropped by at least 10% in 2018 compared to prior surveys. The Town may wish to explore and address the reasons for these declines to maintain this key community asset. Estes Park’s growing economy and identity as a vacation destination are impacting affordability and Mobility. Residents also felt that the Economy would be important for the Town to focus on in the next two years. Estes Park’s Economy ratings were a mix of positive and negative. Ratings increased and were at all-time highs in 2018 for employment opportunities, Estes Park as a place to work and economic development services. Residents also awarded their highest marks yet to the vibrancy of the downtown/commercial area and this assessment was higher than in comparison communities. About 9 in 10 respondents gave excellent or good ratings to Estes Park as a place to visit, also higher than the national benchmark. However, sometimes a successful economy can have undesirable effects on cost of living and housing. Only about 1 in 10 respondents awarded excellent or goo d ratings to the quality of housing options, availability of affordable quality housing and to cost of living in Estes Park. These ratings were all lower than ratings in comparison communities. Though similar to 2016, evaluations of the cost of living in Estes Park have been trending down since 2014. A thriving economy also has lessened mobility in the town. Services related to Mobility were perceived positively by a majority of residents and ratings for snow removal and sidewalk maintenance were higher than the national averages. Ratings of sidewalk maintenance also increased from 2016 to 2018. However, fewer than half of the survey respondents gave high marks to the overall ease of travel, travel by bicycle, travel by car, public parking and traffic flow. All of these ratings were lower than the national benchmarks. Ratings for the overall ease of travel and traffic flow decreased and were at their lowest levels since first measured in 2011. Ratings for public parking increased in 2018, back to levels reported in 2014, but still have room for improvement. While some might argue that these types of mobility issues are a good problem to have, as they are symptomatic of a popular destination, they could also be detrimental to the overall community livability for year-round residents. Governance ratings, overall, remain strong but public trust has eroded. Overall, residents experience a positive quality of life in Estes Park and it continues to be a desirable place to live for many people. Most residents gave positive ratings to almost all local government services, and ratings tended to be similar to the benchmarks. Only one Town service was lower than the national comparison; land use, planning and zoning. Most aspects of Governance also remained stable from 2016 to 2018, with a handful of increases and decreases. The most notable increase was for Estes Park recreation centers – this rating went up by 33% in 2018 compared to 2016 and was higher than ratings in comparison communities. Only about one-third of respondents gave positive marks to the overall direction of Estes Park, confidence in Town government, acting in the best interest of Estes Park, being honest and treating all residents fairly. These ratings were all lower than ratings in comparison communities. Further, residents gave lower marks to welcoming citizen involvement, confidence in Town government, being honest and treating all residents fairly in 2018 compared to 2016. This may be a potential area of focus for the Town. Page 25 Page 26 8/14/2020 2021 Strategic Plan Town Board Strategic Planning Session 1 08.13.2020 Agenda Strategic Planning During COVID-19 Review Mission, Vision, and Outcome Areas Review Strategic Policy Statements Page 27 8/14/2020 Strategic Planning During COVID-19 Uncertain financial picture 12.82% decrease in sales tax receipts through May Expect impacts to continue into 2021 Little discretionary funding Strategic planning still important Allocation of existing resources and capacity Work does not stop, opportunity to utilize existing resources differently Guides future budget decisions Mission, Vision, Outcome Areas Page 28 8/14/2020 Feedback Received Desire to fully discuss mission and vision statements Concern that the order of Outcome Areas on plan/map reflects Town priorities Mission A Mission Statement describes what an organization does and for whom. Defines the Town’s plans for the present What the Town exists to do Should be realistic and unique What the Town does daily to achieve the vision The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our citizens, guests and employees, while being good stewards of public resources and our natural setting. Page 29 8/14/2020 Vision A Vision Statement describes the desired future state of the Town. Future-oriented Should be aspirational and unique What the Town wants the future to look like The Town of Estes Park will enhance our position as a premier mountain community. Outcome Areas Robust Economy Infrastructure Exceptional Guest Services Public Safety, Health and Environment Outstanding Community Services Governmental Services and Internal Support Transportation Town Financial Health Page 30 8/14/2020 Strategic Policy Statements Strategic Policy Statements further articulate the Town Board’s ends Ends: “Where are we going?” Describes what success in an Outcome Area looks like in more detail Provides policy direction for staff in recommending means Means: “How do we get there?” Summarized feedback received from Town Board Specific goal/objective recommendations have been saved for our next session Robust Economy We have a diverse, healthy year-round economy. Page 31 8/14/2020 Suggested Edits A: We will develop a robust and sustainable economy by making our economic development decisions based on a triple bottom line model, considering economic, social and environmental impacts and benefits. Would like to see the word ethnic added as I feel just having the word social does not encompass or include our large Hispanic community. Combine B and G B: We will create and sustain a favorable business climate and we value building strong relationships with the business community. G: Town policies and actions reflect a preference for local businesses. Combine C and H C: Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders. H: The Town's policies should collectively support all demographic segments of the community, and strive to minimize barriers to a diverse, family-friendly community and robust workforce. Robust Economy Strategic Policy Statements A.We will develop a robust and sustainable economy by making our economic development decisions based on a triple bottom line model, considering economic, social and environmental impacts and benefits. B.We will create and sustain a favorable business climate and we value building strong relationships with the business community. C.Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders. D.We recognize the importance of our Downtown Core to the overall economic health of the community. Page 32 8/14/2020 Robust Economy Strategic Policy Statements E.The Town will support Economic Development efforts lead by other organizations, including business attraction, retention and expansion. F.The Town will lead specific economic development efforts identified by the Town Board, such as development of the Broadband Utility, and provision of electric and water services. G.Town policies and actions reflect a preference for local businesses. H.The Town's policies should collectively support all demographic segments of the community, and strive to minimize barriers to a diverse, family-friendly community and robust workforce. Infrastructure We have reliable, efficient and up-to-date infrastructure serving our residents, businesses and guests. Page 33 8/14/2020 Suggested Edits C: We will provide high quality,and reliable, sustainable, and socially responsible electric service by expanding utilizing smart grid technologies. Suggested Additions We will encourage energy efficient/ renewable energy i.e. solar panels for affordable housing projects to reduce energy costs to the inhabitants and protect our environment. We will encourage and support renewable energy sources and storage, developed through PRPA, our utility department, the housing authority, individual households, businesses, and public facilities in Estes Park. Page 34 8/14/2020 Infrastructure Strategic Policy Statements A.Ensure water service reliability and redundancy, with each treatment plant meeting all customer needs throughout the year, including that each water treatment plant should have two separate raw water supplies. B.We will fund the replacement of water pipes before the end of their useful life C.We provide high quality and reliable electric service by expanding smart grid technologies. Exceptional Guest Services We are a preferred Colorado mountain destination providing an exceptional guest experience. Page 35 8/14/2020 Suggested Edits G: We should balance the events we have in Town to be compatible with the character of Estes Park. Encourage events NOT alcohol based. The character of Estes Park as a family friendly premier mountain location should not be mainly thought of as having mostly alcohol based special events. Suggested Deletions E: The Town provides a high level of customer service to our guests. Delete Strategic Policy Statement E. It is redundant Page 36 8/14/2020 Exceptional Guest Services Strategic Policy Statements A.We value broad collaboration in providing exceptional guest services, including, but not limited to working with organizations such as Visit Estes Park, the Economic Development Corporation, the National Park Service, and other organizations representing business and commerce. B.We strive to balance the impacts of visitation with the needs and quality of life of our residents. C.We make data driven decisions in serving our guests and residents. D.As a destination community, we consider our guests as stakeholders in the Town, along with our residents. Exceptional Guest Services Strategic Policy Statements E.The Town provides a high level of customer service to our guests. F.We should align our guest strategies with the strategies of Visit Estes Park. G.We should balance the events we have in Town to be compatible with the character of Estes Park. Page 37 8/14/2020 Public Safety, Health and Environment Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. Suggested Edits Combine C and H C: We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley. H: We will train and prepare for responding to community emergencies. Page 38 8/14/2020 Public Safety, Health and Environment Strategic Policy Statements A.We will promote policies that encourage environmental stewardship. B.We are committed to safeguarding the lives and property of the people we serve and we believe in reducing crime and disorder. C.We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley. D.We strive to enhance the safety of emergency responders in non emergency and critical situations. Public Safety, Health and Environment Strategic Policy Statements E.We support the County-wide Wasteshed Plan and will remain active partners with Larimer County in its implementation. F.We believe in and support restorative practices as a way to build and repair relationships, as well as increase understanding about the impact of crime in the Estes Park Community. G.We make data-driven decisions to improve and protect the quality of the environment in the Town. H.We will train and prepare for responding to community emergencies. Page 39 8/14/2020 Outstanding Community Services Estes Park is an exceptionally vibrant, diverse, inclusive and active mountain community in which to live, work and play, with housing available for all segments in our community. No Feedback Received Page 40 8/14/2020 Outstanding Community Services Strategic Policy Statements A.We support a family-friendly community and strive to be a family-friendly employer. B.We will pursue land-banking opportunities as they align with workforce housing guidelines and childcare needs. C.We will target ongoing funding at growing the community's infant and toddler childcare capacity. Governmental Services and Internal Support We will provide high-quality, reliable basic municipal services for the benefit of our citizens, guests, and employees, while being good stewards of public resources. Page 41 8/14/2020 Suggested Edits Strategic Policy Statement F is missing a word: “We support a culture of continuous improvement in our service delivery.” Suggested Additions We strive to operate the city government in a transparent and open communication with our residents and visitors on the issues that affect them. We will strive to encourage our Spanish speaking residents to participate in town government. Page 42 8/14/2020 Governmental Services and Internal Support Strategic Policy Statements A.We will maintain a well-trained and educated Town Staff. B.We will match service levels with the resources available to deliver them. C.Membership of our Boards and Commissions should reflect the demographic diversity of the community. D.We strive to gain meaningful input from our residents and visitors on the issues that affect them. Governmental Services and Internal Support Strategic Policy Statements E.We prioritize and support a culture of customer service throughout the organization. F.We support a culture of continuous improvement in our service delivery. Page 43 8/14/2020 Transportation We have safe, efficient and well-maintained multi-modal transportation systems for pedestrians, cyclists, vehicles and transit. No Feedback Received Page 44 8/14/2020 Transportation Strategic Policy Statements A.We will continue to develop connectivity of trails in the Estes Valley in partnership with other entities, implementing the priorities in the Estes Valley Master Trails Plan. B.We will continue to reduce traffic congestion and improve traffic safety throughout the Town. C.We will work to improve access to and information about the Town's parking and transportation options. D.We will make strategic, data-driven investments in technology that promotes the financial and environmental sustainability of the Town's parking and transportation assets. Transportation Strategic Policy Statements E.We will identify and leverage local, regional and national partnerships that strengthen and extend the Town's parking and transportation system. F.We will consider the potential impacts of technology changes, including autonomous vehicles, in all transportation planning. G.We support having a multimodal transportation network that allows community members and guests to get to their desired destinations within the Town of Estes Park and the National Park via walking, biking, transit or private vehicle. Page 45 8/14/2020 Town Financial Health We maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies. No Feedback Received Page 46 8/14/2020 Town Financial Health Strategic Policy Statements A.Financial decisions for capital projects should be data-driven. Page 47