HomeMy WebLinkAboutPACKET Strategic Planning Session #2 2020-08-27Thursday, August 27, 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: 941 7001 0239
CALL-IN (Telephone Option): 1-346-248-7799 Meeting ID: 941 7001 0239
1. Review of Objectives and Goals.
Staff Proposed Objectives and Goals and Consideration of Additions from the
Board for the following:
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.
AGENDA
TOWN BOARD
STRATEGIC PLANNING
SESSION #2
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KEY OUTCOME AREASTRATEGIC POLICY STATEMENTSGOALS (MULTI‐YEAR)OBJECTIVES (ONE‐YEAR)2021 CAPITAL PROJECTS1. 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 Chamber of Commerce, the National Park Service, and other organizations representing business and commerce.5.A. Provide events and services that attract visitors toTown in the winter and shoulder seasons.1.1. Partner with the Chamber of Commerce, Economic Development Corporation, and other relevant organizations to educate local businesses on how to leverage events to stimulate business.5.B. Implement the 2020 Stanley Park Complex Master Plan projects at the Events Complex.3.2. Develop and implement a system of gathering and utilizing guest data.2. We strive to balance the impacts of visitation with the needs and quality of life of our residents.5.C. Maintain a high level of arena footing for horse showsand rodeos at the Events Complex.5.D. Implementation of the 2020 Visitor Services Strategic Plan.3. We make data driven decisions in serving our guests and residents.5.E. Continue to develop and attract diverse events andaudiences.4. As a destination community, we consider our guests as stakeholders in the Town, along with our residents.5. The Town provides and encourages a high level of customerservice to our guests.6. We should balance the events we have in Town to be compatible with the character of Estes Park.1. We will maintain a well‐trained and educated Town Staff1.A. Implement Human Resources Strategic Plan.1.A.1. Implement Phase 2 of the Human Resources Strategic Plan.4.A. Conduct a citizen survey biennially in odd years tomeasure our performance and citizen preferences 4.A.1. Complete citizen survey.2. We will match service levels with the resources available to deliver them.5.A. Implement a Town performance measurement system including appropriate metrics. 4.A.2. Expand the use of Laserfiche forms to gather meaningful public input on key Town issues.5.B. Develop an organizational culture that encourages continuous process improvement. 5.1 Complete implementation of Service Elevated staff training, which was slowed by COVID gathering restrictions. This training will continue as part of newstaff onboarding.3. Membership of our Boards and Commissions should reflect the demographic diversity of the community.7.A. Evaluate inclusivity of Town engagement processes.5.A.1. Develop philosophy and approach to performance measurement.Exceptional Guest Services ‐ We are a preferred Colorado mountain destination providing an exceptional guest experience. Town of Estes Park 2021 Strategic PlanVision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community.Mission: The Mission of the Town of Estes Park is to provide high‐quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting. THERE IS NO RANK‐ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY.Governmental Services and Internal Support ‐ We provide high‐quality support for all municipal services.DRAFTPage 3
9.A. Ensure data redundancy in the event of a cyber attack.5.A.2. Implement Laserfiche for electronic invoice approval and invoice retention database4. We strive to gain meaningful input from all community members. 5.A.3. Evaluate archival of existing invoices in Laserfiche database.4. We strive to gain meaningful input and participation from all community members. 5.A.4. Implement lockbox operation for utility collections5. We prioritize and support a culture of customer service throughout the organization.5.B.1. Finalize and begin implementing plan to engrain process improvement into the culture of the organization and empower employees to improve the processes they manage. 7.A.1. Evaluate communication gaps related to language translation and identify potential solutions.6. We support a culture of continuous improvement in our internal processes and service delivery.8.2. Expand the use of Laserfiche repository to make additional public records available on the records portal on the Town's website.7. We will strive to encourage all residents to participate in Town government.8. We operate with transparency, maintaining open communication with all community members. 9. We will monitor for, and protect against, cybersecurity threats through enhanced technologies and training. 1. We will ensure water service reliability and redundancy.1.A. Secure a raw water supply from the Big Thompson River for the Glacier Creek Water Treatment Plant by 2026.1.AB.1. Complete funding applications for grants and favorable financing terms for the GCWTP and its water supply. Purchase and retrofit the existing Water Division facility to accommodate the Fleet Division and grant‐funded bus barn addition.1.B. Replace the Glacier Creek Water Treatment Plant by 2026.1.C.1. Develop internal project management resources to support capital construction in the Water Division.Design for Downtown Estes Loop Phase 2 (if awarded BUILD grant in 2020).2. We provide high quality, reliable, and sustainable electric service.1.C. Develop a dedicated water distribution crew with the knowledge skills and ability for capital construction projects capable of replacing one (1) mile of pipe per year.2.A.1. Develop a plan to implement data collection tools to measure electrical reliability. 2.A. Establish electric industry reliability metrics by 20224.A.1. Complete the remaining 17 of the 32 needed Building Condition Assessments. 3. We will encourage and support renewable energy sources and storage.4.A. Evaluate the service condition, safety, functionality, accessibility and land use restrictions of our 32 public buildings using a data‐driven approach and document the outcomes in a Facilities Master Plan.4.A.2. Complete the ADA Transition Plan. 4.B. Upgrade the quality, function and safety of the 5 busiest public facilities, to exceed the expectations of our guests by 2025.4.B.1. Develop and implement an annual budget contribution mechanism for facility expansion needs as identified in the Facilities Master Plan.4. We will ensure that our facilities are well‐maintained and meet the needs of Town Departments.4.C. Pursue energy conservation projects that improve the efficiency of our buildings.5.A.1. Pursue grant funding for private and/or public flood mitigation projects. Infrastructure ‐ We have reliable, efficient, and up‐to‐date infrastructure serving our community and customers. DRAFTPage 4
5.A. Pursue flood mitigation measures to reduce flood risk and increase public safety, while minimizing flood insurance costs to the community.5.A.2. Coordinate design of Downtown Estes Loop Phase 2 (if awarded BUILD grant in 2020).5. We will pursue the implementation of the Stormwater Master Plan. 5.B. Evaluate implementation options for a Stormwater Utility for the Estes Valley.6.A. We will complete construction of a broadband over fiber optic cable network for customers in the electric service area by 2024.6. We will ensure access to high‐speed, high‐quality, reliable Trailblazer Broadband service.Outcome Area A. We will collaborate with community stakeholders to update our adopted transportation, drainage, and parking design standards and construction policies in the Development Code by 2025. 1. We support a family‐friendly community and strive to be a family‐friendly employer.1.A. Establish a 5% fund balance reserve to fund one‐time investments in workforce housing and childcare.1.B.1. Utilize EPDC amendments and workforce housing guidelines to incentivize and encourage development of workforce housing. 1.B. Prioritize Estes Park Development Code (EPDC) amendments on Community Development Master List that impact housing.1.B.2. Continue to support and participate in EPHA's workforce housing strategic planning efforts.2. We will pursue land‐banking opportunities as they align with the Strategic Plan. 1.C. Incentivize Downtown Housing.1.B.3. Engage new development partner to develop workforce housing utilizing the Fish Hatchery property.1.D. Participate in County Strategic Plan childcare capacity team.1.B.4. Re‐evaluate options for development of the Dry Gulch property.3. We will financially support the expansion of the community's infant and toddler childcare capacity.4.A. Develop a master plan for Town Parks and Open Space, in cooperation with the Recreation District and Estes Valley Land Trust.1.1. Develop a plan and budget recommendations for the implementation of Phase 1 recommendations developed by the Recruitment and Retention Task Force which would have an impact on families.4.B. Overhaul outdated and aging landscaping in Children's Park, Stanley Historic District, Riverwalk, Parking Structure picnic area and Weist Park by 2025.4.B.1. Install new picnic pavilions and upgrade landscaping at the parking structure picnic area.4. We will expand and improve the durability, functionality, and efficiency of open space and public park infrastructure.4.C. Acquire and improve the Thumb Open Space for public recreation as regulated by the Management Plan.4.C.1. Purchase the Thumb Open Space.4.D. Specify the additional equipment, personnel and space needed to deliver and maintain high‐quality landscaping as required by new capital projects.4.C.2. Adopt a Management Plan for the Thumb Open Space.Outcome Area A. Complete new Comprehensive Plan. 3.1. Establish grant pool to incentivize new infant/toddler childcare capacity.Outcome Area B. Complete a full rewrite of the Estes Park Development Code.Public Safety, Health, and Environment ‐ Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.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. DRAFTPage 5
1. We will promote policies that encourage environmental stewardship1.A. Modify codes and regulations to support alternative and distributed energy.2.A.1. Review and update staffing studies for patrol and dispatch. 1.B. The Events and Visitor Services Department will reduce the environmental impacts of Town events. 8.1. Seek funding for environmental design and planning for wildfire mitigation and strategy. 2. We are committed to safeguarding the lives and property of the people we serve.2.A. Evaluate and meet the sworn officer and dispatch staffing needs of the Police Department.2.B. Integrate security camera systems in Town Hall, Visitor Center, Events Complex, and Museum.3. We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley.4. We strive to enhance the safety of emergency responders in non emergency and critical situations5. We support the County‐wide Wasteshed Plan and will remain active partners with Larimer County in its implementation.6. 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.7. We make data‐driven decisions to improve and protect the quality of the environment in the Town.8. We will train and prepare for responding to community emergencies1. We will develop an inclusive, 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.2.A. Evaluate and improve the Development Review process. 2.A.1. Evaluate the Development Review process and identify opportunities for improvement. 4.A. Implement the Downtown Plan. 2.A.2. Begin implementing highest impact Development Review process improvements. 2. We will create and sustain a favorable business climate and we value building strong relationships with the business community4.A.1. Determine the strategic direction, financial options, and leadership responsibility for implementation of the Downtown Pla3. Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders.4. We recognize the importance of our Downtown Core to the overall economic health of the community.Robust Economy ‐ We have a diverse, healthy year‐round economy. DRAFTPage 6
5. The Town will support Economic Development efforts lead by other organizations, including business attraction, retention and expansion.6. 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.7. Town policies and actions reflect a preference for local businesses.8. 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.1. Financial decisions for capital projects should be data‐driven.Outcome Area A. Replace our enterprise financial system. Outcome Area A.1. Evaluate financial system replacement needs and compare costs of replacements.Outcome Area B. Evaluate capital project ranking criteria.Outcome Area 1. Evaluate establishment of a grant‐matching fund.Outcome Area C. Develop general budget policies (i.e. reserves, one‐time money for one‐time exp, budget for full project up front, vacancies budgeted at 50% level, etc.).Outcome Area 2. Develop a summary of options for additional revenue sources to increase the resiliency of the Town's finances and to fund unfunded Town Board Strategic Plan priorities. 1. We support having a sustainable, accessible, and efficient multimodal transportation network.1.A. Street rehabilitation efforts will result in an average Pavement Condition Index of 73 or greater for the Town street network by 2024.1.A.1. Complete the design and public outreach for the Cleave Street Improvement.Annual STIP program: design and construct projects to deliver chip seal, crack seal, overlay, patching, major street rehabilitation (Third Street, North Ct, South Ct), and parking lot improvements.2.A. Complete the Fall River Trail using available trails expansion funds, open space funds, and grant funding. 2.A.1. Construct the 400' segment of Fall River Trail funded by the Colorado the Beautiful grant.Graves Avenue sidewalk (Safe Routes to School grant)2. We will continue to reduce traffic congestion and improve traffic safety throughout the Town.2.B. Develop funding options and strategies for street rehabilitation and trail expansion in advance of the 2024 expiration of 1A (including evaluation of renewing the 2014 1A sales tax initiative beyond 2024).2.A.2. Pursue grant funding opportunities for construction of future segments of the Fall River Trail.Complete final design and bid package assembly for future year construction segments of Fall River Trail.2.C. Develop funding strategies for the design, environmental clearance and construction of the Moraine Avenue Multimodal Improvements.2.D.1. Pursue additional grant funding for the roundabout on US36 at Community Drive.Design and install capital infrastructure for DPMP Phase II implementation (including downtown wayfinding signage to support paid parking).Town Financial Health ‐ We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies.Transportation ‐ We have safe, efficient, and well‐maintained multi‐modal transportation systems for pedestrians, cyclists, motorists, and transit riders.DRAFTPage 7
3. We will work to improve access to and information about the Town's parking and transportation options.2.D. Develop funding strategies and build the roundabout improvements at the intersection of US 36 and CommunityDrive.2.F.1. Implement Phase II of the Downtown Parking Management Plan (DPMP):Seasonal Paid ParkingComplete acquisition of the second electric trolley and put the vehicle into service2.E. Develop funding and partnering strategies to commission a corridor study for US 34 between Wonderview Avenue and Steamer Drive to include pedestrian, shuttle and general traffic accommodations,and options for direct access from US 34 to the parking structure. 2.G.1. Develop options for year‐round transit service in Estes Park (includingoperational consideration, cost estimates and financing tools).Finalize design and install downtown wayfinding signage, Phase 1 = parking (implement with paid parking)4. We will make strategic, data‐driven investments in technology that promotes the financial and environmental sustainability of the Town's parking and transportation assets.2.F. Implement the Downtown Parking Management Plan.2.H.1. Create a new brand for Estes Transit and complementary strategic marketing plan to increase transit ridership.2.G. Explore the potential for year‐round local and regionaltransit service.2.H.2. Increase use of charging stations and electric vehicle tourism.5. We will identify and leverage local, regional and national partnerships that strengthen and extend the Town's parking and transportation system.2.H. Implement the Electric Vehicle Infrastructure & Readiness Plan as grant funding opportunities coincide with Town needs.7.A.1. Update the Estes Valley Master Trail Plan to include missing links on theTown‐maintained trail network.2.I. Develop a funding strategy to complete a Multimodal Transportation Master Plan within one year of completionof the Comprehensive Plan.7.A.2. Pursue grant funding for planning, designing, and constructing additionalsafe walking and biking routes to schools.6. We will consider the potential impacts of technology changes,including electric and autonomous vehicles, in all transportation planning.7.A. Participate in the CDOT Safe Routes to Schools grantfunding program to complete the bike and pedestrian network within one mile of Estes Park public schools.7. We will continue to develop connectivity of trails in the EstesValley in partnership with other entities, implementing the priorities in the Estes Valley Master Trails Plan.DRAFTPage 8
Goals and Objectives Submitted by Trustees
•Infrastructure
o Recommended Goals
Encourage and/or incentivize solar panels on new and established homes
and businesses, including town buildings.
o Recommended Objectives
Establish an Environmental Sustainability Advisory Board.
•Exceptional Guest Services
o Question on 2020 Objective
Discuss 7.1 develop a strategic plan for the Visitor Center in collaboration
with Visit Estes Park- I would like to see the original strategic plan for
the Visitor Center and discuss who runs it. I do not believe the Visitor
Center is the property of, nor under the management of Visit Estes Park, I
can see the need for coordinated literature, but Visitor Center management
has been excellent. VEP is focused on increasing year-round visitation to
Estes Park, The Visitor Center gives the personal touch to the amenities
available upon arrival. Two distinctly different goals and skill sets.
•Public Safety, Health and Environment
o Recommended Objective
Develop a safe working model for a social distance plan for the downtown
corridor
•Governmental Services and Internal Support
o Recommended Goal
Collaborate with individuals, agencies and organizations to develop a
translation plan for Town Board meetings including public opinion.
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