HomeMy WebLinkAboutPACKET CompPAC 2021-10-07ESTES FORWARD
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CompPAC – TOWN OF ESTES PARK
TO BE HELD VIRTUALLY
Thursday, October 7, 2021
9:00 a.m.
Estes Park, CO 80517
The Estes Park Board Comprehensive Plan Advisory Committee will participate 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. Procedures for
quasi-judicial virtual public hearings are established through Emergency Rule 06-20 signed by Town
Administrator Machalek on May 8, 2020, and outlined below.
Please click the link below to join the meeting: https://zoom.us/j/92672524563
Or Join by Telephone:
1. Dial US: +1 833-548-0276 (toll free)
2. Enter Meeting ID: 926 7252 4563 followed by #
The meeting will also be live-streamed on the Town’s Youtube Channel and recorded and
posted to YouTube and www.estes.org/videos within 48 hours.
Public Comment
When the moderator opens up the public comment period for an agenda item, attendees
wishing to speak shall:
1. Click the “Raise Hand” button, if joining online on the Zoom client, or
2. Press *9 and follow the prompts if joining by telephone.
3. If you are watching live on YouTube, please call the number listed above, and mute your
computer audio for the duration of your remarks.
Once you are announced, please state your name and address for the record.
To participate online via Zoom, you must:
• Have an internet-enabled smartphone, laptop or computer.
• Using earphones with a microphone will significantly improve your audio experience.
The Town of Estes Park will make reasonable accommodations for access to Town services, programs, and activities and
special communication arrangements for persons with disabilities. Please call (970) 577-4777. TDD available.
Prepared October 1, 2021
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AGENDA
COMPREHENSIVE PLAN ADVISORY COMMITTEE (CompPAC)
TOWN OF ESTES PARK
Thursday, October 7, 2021
9:00 a.m. – 11:00 a.m.
1. CALL TO ORDER
2. AGENDA APPROVAL
3. CONSENT AGENDA APPROVAL
A. Minutes from 8/26/21
B. Minutes from 9/23/21
4. PUBLIC COMMENT. (Please state your name and address).
5. DISCUSSION ITEMS:
A. Estes Forward Issue Summaries Director Garner
B. Estes Forward Snapshots Director Garner
6. GUEST SPEAKER Kara Franker, Visit Estes Park
7. OTHER
8. ADJOURN
Prepared 10/01/2021
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Town of Estes Park, Larimer County, Colorado, August 26, 2021
Minutes of a Regular meeting of the Comprehensive Plan Advisory
Committee of the Town of Estes Park, Larimer County, Colorado. Meeting
held via ZOOM in said Town of Estes Park on August 26 2021.
Committee: Chair Matthew Heiser, Vice-Chair Bob Leavitt, Members
David Bangs, Eric Blackhurst, Chuck Cooper, Kirby Nelson-
Hazelton, John Schnipkoweit, Karen Thompson, Rose
Truman, Mike Kennedy
Also Attending: Community Development Director Randy Hunt, Community
Development Director Jessica Garner, Larimer County
Community Development Director Lesli Ellis, Trustee Barbara
MacAlpine, Town Administrator Travis Machlek, Recording
Secretary Karin Swanlund, Abbey Pontius, Ann Closser,
Planning Technician Charlie Rugaber, Christy Crosser, Cheri
Yost, Dave Converse, Donald Threewitt, Drew Webb, Frank
Theis, Howard Hanson, Jason Damweber, Senior Planner
Jeff Woeber, Jennifer Waters, Jeremy Call, Jody Shadduck,
Jordana Barrack, Rex Poggenpohl, Kate Rusch, Kristina
Kachur, Miriam McGilvray, Olivia Harper, Scott Moulton, Sean
Dougherty
Absent: Member Comstock, Member Wolf, Member Shirk
Chair Heiser called the meeting to order at 9:00 a.m.
APPROVAL OF AGENDA:
PUBLIC COMMENT.
None
ACTION ITEM:
DISCUSSION ITEMS: (all comments have been summarized)
1.INTRODUCTIONS (Matt Heiser Chair of CompPAC -- 10 min.)
Introduction included identifying the different groups attending, goals for the meeting,
logistics, and introductions of the name and organization for all attendees. The group
was invited to use the chat or the raise hand function to make comments or ask
questions.
2.PROJECT OVERVIEW, SCHEDULE, AND MILESTONES (Miriam
McGilvray Meeting Facilitator Logan Simpson-- 5 min.)
This is a joint process between Estes Park and Larimer County to update the 1996
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CompPAC – Aug 26, 2021 – Page 2
Estes Valley Comprehensive Plan. This includes a new study area, including the
Town Boundary and the area of unincorporated Larimer County within a 3-mile
radius.
• This process will coordinate outreach and engagement, and data
analysis to establish a shared vision and direction for the entire area.
• Overview of groups involved, schedule, and Phase 1 milestones.
• Organization: The new Plan is organized around the six resiliency
themes established in the Colorado Resiliency Framework, a
foundational document for the DOLA grant supporting this planning
initiative.
o Community – focuses on governance and building capacity
within the community. This will also look at
annexation/growth policies and the coordination between
County and Town.
o Economy – a resilient economy will look at supporting the
workforce, as well as diversification or strengthening industry
sectors
o Health & Social – this theme looks at public health and wellbeing,
specifically addressing services and amenities within the community
o Housing – affordability, supply, seasonality, and vulnerability to hazards
o Infrastructure & Transportation – critical infrastructure and facilities
o Hazards & Natural Resources – how we treat, use, and
manage our local ecosystems
3. STAKEHOLDER INTERVIEWS AND EXISTING CONDITIONS DATA
HIGHLIGHTS (Miriam McGilvray Facilitator)
• Miriam provided a high-level overview of what the consultant team
heard during the 30+ one-on-one interviews, six listening sessions,
and two months of data analysis.
There was a question about the reason for the lack of recent housing
development. This will be a follow-up with the housing consultant for a
more in-depth discussion. One reason for the slow development was a
lack of builders following the 2006-2008 recession. There was a
comment that the consultant team has identified ample land suitable for
development and if the slow growth is related to the communities desire
to stay small.
4. EXERCISE: WHAT DO WE WANT ESTES TO BE? (Jeremy Call
Facilitator)
• Jeremy described the breakout room assignments and Menti software
format used to gather group feedback. He encouraged the group to
consider thinking big and that this vision may last for a long time. Menti
is a facilitation tool to initiate discussion within the groups by showing
the feedback from each participant collectively in one slide so the
group can see both individual responses and group comments.
• Breakout Zoom meetings rooms were preassigned to ensure
members of different groups were not concentrated in one room
but represented in all six breakout rooms.
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CompPAC – Aug 26, 2021 – Page 3
Discussion Question 1: What are the ingredients of a community vision?
Feedback was presented from each group. Common themes included the
desire for balance regarding protecting the natural environment and the
built environment, balancing the needs and desires of the visiting
community and the permanent community, and balancing the needs of the
workforce and the retirement community. Other comments focused on
housing and density discussions, the need to address climate change, and
the need to include all ages and groups who reside and visit Estes Valley.
Many felt the new plan needed to be measurable and accountable as well
as adaptive to changing conditions.
Discussion Question 2: What should the format be for the vision?
The group was given examples of three different types of community
vision. 1. Short/Slogan, 2. Long/Narrative, 3. Bullet List. Of the 20 people
that participated in the quick poll, 45% of respondents in the groups chose
a short/slogan, and 55% chose a bulleted list. In the group feedback
discussion, most groups preferred the bulleted list.
Report back from breakout rooms
• Jeremy Call’s group- The process needs to be measurable and
contain metrics to track actual change. Miriam McGillivray’s group-
Group discussion focused on the need for generational diversity
and the need for community culture to support adaptability. The
group also focused on housing and policy that supports housing for
all. The group felt the vision should be a list of bullets to allow
community members to identify a bullet that they identify with.
• Lesli Ellis’ group- The group preferred a bulleted list. The group
focused on balance including childcare, and other services that
support workforce living in Estes. This also needs to be balanced with
environmental protection. Measurability would also be important for
this group. This room also discussed that a 25-year plan is very long
and should be updated more frequently to keep up with changing
conditions.
• Randy Hunt’s group-This group touched on all elements identified
in the existing conditions portion of the presentation. The group
focused on the word balanced. Balance of visitation, visitors,
economics, and housing. Specific items that were discussed were
that the visitors are looking for natural elements and that this can
be balanced with the demand for growth—also paying attention to
corridors, short-term rentals and visitor pressure.
• Jessica Garner’s group-This group also discussed balance, focusing
on smart growth that looks at density, transportation, and livability.
They also discussed the need to manage expectations. As Estes
grows development review expectations may need to shift on things
like viewsheds. The group talked a lot about density with varying
opinions that may be necessary. The vision statement needs to be
inclusive to support what could be with a rapidly changing
environment. The vision should also be translatable to Spanish. The
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CompPAC – Aug 26, 2021 – Page 4
concept should be short and encompass the entire community.
• Jeff Woeber’s group- The group discussed climate change and the
impacts that it is having on the natural environment. They also
discussed the importance of attainable workforce housing. The group
discussed how the retirement community and the non-retirement
community have different goals and visions that need to be aligned.
The group chose the bullet point vision approach because they liked
its succinctness and disliked a long narrative vision that might get lost.
5. FINDINGS FROM THE PLAN AUDIT (Miriam McGilvray Facilitator)
• There were 31 respondents to the Plan Audit exercise with
representation from Town and County boards, commissions,
advisory committees, and Estes Park Staff.
• The ten community-wide goals were generally supported. The two
that had the most opposition include Goal 8: “Becoming a model
National Park gateway community.” and Goal 10: “Recognizing the
synergy between tourism and the retirement community."
• Topics that plan audit responses identified as missing include:
o Workforce/Affordable Housing
o Natural Disasters
o Childcare and other Services
o Sustainability
o Communication
o Climate Change
o Infrastructure
• Plan audit participants were asked if the structure for the update
should be a joint Town of Estes Park and Larimer County plan, two
separate plans adopted by the Town and the County, or another hybrid
option.
Discussion Question 3: What is the ideal format for this update?
In the conversation, some felt that they would like to see the County have its own plan
because the Town will need to develop land use plans that will not apply to the County.
It was suggested that maybe parts would need to be separated and some elements
combined. The group also discussed that the planning area used to have an integrated
approach that worked well. Participants indicated the possible need for a growth
management area (GMA) and the restoration of the Intergovernmental Agreement
(IGA). Some group members noted that county discussions have highlighted that
unincorporated community members do not have a vote in Town decision-making and
feel excluded in the decision-making process. Many pointed out that the needs and
goals of unincorporated County and incorporated Town are different and need to be
considered separately to ensure one does not enforce its vision on the other.
6. EXERCISE: VISIONING OUTREACH (Jeremy Call Facilitator)
Discussion Question 4: Which community events would be most conducive for
thoughtful public engagement from a broad group of people?
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CompPAC – Aug 26, 2021 – Page 5
The discussion focused on opportunities to talk with local groups in a casual
environment rather than a themed event. Some mentioned the need to identify if
respondents are visitors, Town residents, or County residents addressed in the
outreach. The need to reach out to minority communities who might be working or
unavailable outside of event timeframes was also mentioned. All group members
identified the need to go out into the community and not expect community members to
come to them. The chat recognized the importance of reaching out to renters and not
just homeowners. Some had different opinions on gathering opinions from visitors vs.
focusing efforts on residents. County Commissioner Jody Shadduck-McNally offered
that her community conversation events are open if the groups would like to present. It
was noted that Pumpkins and Pilsners draws primarily local residents.
Discussion Question 5: How do you learn about Town and County initiatives?
Most popular included Town or County Direct Emails, Newspapers, Town or
County Website, and Neighbors and Friends.
Discussion Question 6: What are three ways to help get the word out
about upcoming events for this plan?
Meeting participants indicated that they could share website and digital material
through social media and email; have conversations with neighbors, colleagues,
and customers; speak to HOAs, Rotary Clubs, and other community groups; write
a guest column in a newspaper; make announcements at Town Board meetings;
and more.
The planning team can provide talking points and materials for distribution.
7. NEXT STEPS
Phase 2 will kick off this fall with a series of public engagement opportunities. Details will be
solidified in the coming weeks.
There being no further business, Chair Heiser adjourned the meeting at 11:02 a.m.
Karin Swanlund, Recording Secretary
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Town of Estes Park, Larimer County, Colorado, September 23, 2021
Minutes of a Regular meeting of the Comprehensive Plan Advisory
Committee of the Town of Estes Park, Larimer County, Colorado. Meeting
held via ZOOM in said Town of Estes Park on September 23 2021.
Committee: Chair Matthew Heiser, Vice-Chair Bob Leavitt, Members
David Bangs, Eric Blackhurst, Kirby Nelson-Hazelton, John
Schnipkoweit, Karen Thompson, Rose Truman, David Wolf,
David Bangs, David Shirk
Also Attending: Community Development Director Randy Hunt, Community
Development Director Jessica Garner, Larimer County
Community Development Director Lesli Ellis, Trustee Barbara
MacAlpine, Senior Planner Jeff Woeber, Recording Secretary
Charlie Rugaber
Absent: Member Kennedy, Member Comstock, Member Cooper
Chair Heiser called the meeting to order at 9:00 a.m.
APPROVAL OF AGENDA:
It was moved and seconded (Wolf/Blackhurst) to approve the agenda. Chair Heiser
requested the following changes: The motion passed with a visual thumbs-up vote.
PUBLIC COMMENT.
None
ACTION ITEM:
1.Approval of Minutes from August 12, 2021
2.Approval of Minutes from September 9, 2021
It was moved and seconded (Blackhurst/Wolf) to approve the minutes. The motion
passed with a visual thumbs-up vote. Approval of the August 26 meeting was tabled
to the October 7 meeting due to administrative complications.
DISCUSSION ITEMS: (all comments have been summarized)
OTHER:
1.Museum Director Derek Fortini presented a PowerPoint on the Estes Park
Museum regarding its history, what they do, and its future vision. Committee
members were shown the historic collection database that the museum regularly
updates.
Chair Heiser opened the meeting up to questions and comments from the
committee for Derek.
2.Chair Heiser discussed the need to solidify the October, November, and
December meeting schedules. Polling was 9 to 1 to hold meetings on the 1st and
3rd Thursday of the next three months. Due to Chair Heiser's absence from the
October 7th meeting, Vice-Chair Leavitt will run the meeting.
3.Director Hunt informed the committee of the visioning homework responses. He
described the process of part 2 of the visioning statement exercise in which
members will be assigned to breakout rooms to discuss how they THINK Estes
Park will change over the next 20 years and how they HOPE Estes Park will
change over the next 20 years.
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CompPAC – Sep 23, 2021 – Page 2
Members broke up into breakout rooms administered by Director Hunt, Director
Garner, and Senior Planner Woeber to discuss Part 2 of the Visioning Statement
Exercise.
Director Hunt's Room – Visioning conversations focused around security and the
protection/insulation from change. Change is inevitable, but we need to provide
safety security from natural hazards and social insecurity for housing, food, and
similar basic needs to weather the change effectively. Empathy and the need to
reduce divisiveness are vital for a community with many people of different socio-
economic backgrounds and a growing population. There is an expectation of
growth in our downtown core over the next 20 years, and the need for reliable
services is very critical. We will still want to feel secure, safe, and part of a caring
community that works together throughout the year, not just seasonally.
Childcare was also an important topic discussed.
Director Garner's Room – Our community needs to be adaptable to the
sustainability needs due to climate change. The population will continue to grow,
and we need to address this growth with strategic development and our ability to
meet resource needs with maintenance and development of infrastructure.
"We/They" problems will continue into the next 20 years and continuously need
to be addressed. Tourism is and has historically been a driving force in Estes. It
is essential to balance the amenities in Estes (scenery, access to nature, wildlife)
with the human needs we face here (jobs, housing, education). How can we be
more welcoming? We need more interconnected walkable and bikeable access
across town and the surrounding communities, and lots of in-town options for
entertainment and recreation when the Park is full (echo recreation).
Senior Planner Woeber's Room – Vibrancy, resiliency, and economic and cultural
sustainability are vital to our community. Resiliency suggests that we are
adaptive to change and proactive. With growth in the general population and
especially youth, infrastructure will need to be adapted to fit the change in our
economic and social needs. Stagnation would have a negative impact on the
future of our community. The visioning statement drafted by this group is "Estes
Park strives to welcome all to enjoy the outdoors as a place to visit, live and
work, investing in a vibrant, resilient and inclusive community."
There being no further business, Chair Heiser adjourned the meeting at 11:00 a.m.
Charlie Rugaber, Recording Secretary
Karin Swanlund, Recording Secretary
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LISTENING SESSIONS AND
ONE-ON-ONE INTERVIEWS
DETAILED ISSUE SUMMARY
Estes Forward Interviews and Listening Sessions Summary Page 1
September 30, 2021
INTRODUCTION
The planning team conducted one-on-one interviews
and a series of listening sessions to gather valuable
feedback from community stakeholders regarding goals,
challenges, opportunities, and values present in the
Estes Valley today. The purpose of these conversations
was to start a dialogue with local and regional partners,
and to also:
• Stimulate community-wide interest in Estes
Forward;
• Solicit candid feedback from those who know the
community best; and
• Identify initial themes, opportunities, local values,
and future visions and goals for the Town and
surrounding Valley.
This report outlines the questions asked and
summarizes the feedback gathered. It does not
represent a consensus and includes some opposing
views and ideas. While the summary reflects a wide
spectrum of ideas, agencies, and input, it may not
reflect every idea in the Valley; there will be room for
additional participation and ideas as the project moves
forward.
METHODOLOGY
A total of 33 individuals were interviewed by
phone/video conference in July and August 2021. These
one-on-one discussions were held with members of the
CompPAC, EVPAC, Town Planning Commission, Town
Board of Trustees, County Planning Commission, and
Board of County Commissioners.
A list of local and regional partners and interest groups
was compiled by Town and County staff, the CompPAC
and EVPAC. The Town invited close to 80 contacts to
participate in themed listening sessions to discuss
PARTICIPATION
Representatives from the
following groups, agencies
and industries participated in
the listening sessions:
• Colorado Department of
Transportation
• Comprehensive Plan
Planning Advisory Committee
(CompPAC)
• Estes Chamber of Commerce
• Estes Dept of Public Works
• Estes Housing Authority
• Estes Park Dept of Events
and Visitor Services
• Estes Park Economic
Development Corporation
• Estes Park Museum
• Estes Park Senior Citizens
Center Board
• Estes Valley Investment in
Childhood Success (EVICS)
• Estes Valley Land Trust
• Estes Valley Nonprofit
Resource Center
• Estes Valley Planning
Advisory Committee (EVPAC)
• Estes Valley Recreation and
Park District
• Estes Valley Watershed
Coalition
• Homeowners Associations
and Property Owners
Associations
• Larimer County Dept of
Natural Resources
• Lions Club
• Loveland Housing Authority
• National Park Service
• Northern Water
• Rocky Mountain Conservancy
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Estes Forward Interviews and Listening Sessions Summary Page 2
issues that are most important to address in the process, and opportunities and ideas the new
plan should integrate.
Seven listening sessions were held in July and August to discuss the following topics:
• Housing
• Transportation and Connectivity
• Utilities and Infrastructure
• Community Services, Groups, and Facilities
• Business and Tourism
• Land Management and Conservation
• Resiliency and Hazard Mitigation
HOW WILL THIS INFORMATION BE USED?
The findings from the one-on-one interviews and listening sessions set the foundation for
ongoing research and values analysis by revealing the most pressing issues to be addressed
in the planning process. The candid conversations with community members also provide
context and insights to issues otherwise not formally documented. These initial conversations
are not representative of all perspectives in the Estes Valley and broad community
engagement will continue to be a priority throughout the planning process.
SUMMARIZED FEEDBACK
Modeled after the Colorado Resiliency Framework, this document―and the Estes Forward
planning process―summarizes the feedback to-date across six resiliency sectors. Other
feedback about the regulatory updates and expectations for the planning process and
deliverables are also summarized below.
TABLE OF CONTENTS
1. Community (governance and land use) ..................................................................................... 3
2. Economy (workforce, industries, and adaptive economy) ........................................................ 6
3. Health and Social (services, amenities, and community well-being) ...................................... 10
4. Housing (supply, affordability, and vulnerability) .................................................................... 12
5. Infrastructure and Transportation (critical infrastructure, utilities, and transportation) ....... 15
6. Hazards and Natural Resources (watersheds, forests, agriculture, and recreation areas) ... 18
7. Land Use Code Opportunities .................................................................................................. 21
8. What Should This Plan Be? ...................................................................................................... 21
9. What Makes for a Successful Process? .................................................................................. 23
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Estes Forward Interviews and Listening Sessions Summary Page 3
1. COMMUNITY
An important topic of discussion was whether and
how new growth should take place outside of
Town limits and/or within the existing community.
This issue focuses largely on the future growth of
the Town of Estes Park but is applicable to the
entire Valley.
• Stakeholders emphasized that vacant land and
redevelopment opportunities inside of Town
offer substantial growth to the tax base and
would benefit from existing infrastructure. Infill
would reduce demands for annexing new land
into the Town boundaries for greenfield
development.
• Stakeholders also described many
opportunities for growth that would depend
upon annexing land and growing around the
edges of Town.
• Some stakeholders proposed that commercial
corridors along highways and community gateways should be priority areas for future
annexation and new growth and development.
• Unincorporated communities in the Estes Valley have capacity for new development
but consider themselves as separate from Estes Park and are wary of change and do
not want new development to creep towards them.
• Growth outside of Town limits is where most wildfires occur. While it is difficult to limit
development within the widespread Wildland Urban Interface, there is a need to
balance growth and economic pressures with the exposure to risk from natural
hazards, especially if service industry workers and the migrant labor force live in these
areas that are at the greatest risk more frequently due to their relative affordability.
• Increase housing and economic capacity without decreasing open space by allowing
taller buildings and redevelopment Downtown. Make the Town’s core more attractive
for developers to encourage infill or redevelopment in those areas as compared to
urban sprawl around the periphery of its borders.
It is important to engage the whole community throughout the planning process and
not let one voice speak louder than the rest.
• Tourism and business leaders have influenced development decisions for the
community in the past. Stakeholders believe it is important to incorporate broad
viewpoints into the decision-making process to receive a wider range of input and a
more balanced set of opinions that can help find a middle ground between economic
interests and resident priorities.
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as the current and future
governance of the region and
urban sprawl. One theme was
that business and tourism
interests should not be
prioritized at the expense of the
needs of community residents.
They also shared issues that
specifically impact the Town,
such as the demographic
complexity of the Estes Park
community and the need to
update the Town’s Land
Development Code.
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Estes Forward Interviews and Listening Sessions Summary Page 4
• Estes Park is more than just a resort community, and the residents and the
neighborhoods that they live in must also be represented.
• The prosperity of the tourism industry supports the community infrastructure that
makes Estes Park an attractive retirement destination and a livable community. The
tourism industry relies on younger workforces to sustain tourism operations. The
retiree community in contrast are not as dependent on tourism and the younger
workforce, which makes cooperation between the groups more difficult.
• To promote resident voices, stakeholders emphasized the need for the community to
interact with one another and come together to make shared decisions about their
future.
The Estes Park community is complex despite its relatively small size, which includes
wealthy retirees, a local and commuting workforce, permanent and seasonal residents,
tourists and visitors, businesses, and nonprofits all with their own unique priorities and
needs. These demographics significantly impact the decision-making and political
processes of the Town.
• The plan should seek to balance and find compromise between the members of the
community that would prefer to limit the Town’s growth and discourage new residents
from moving to the area, with other members of the community that accept the natural
progression of change and are focused on creating future benefits while limiting
negative impacts of new growth and development.
• There is a generational gap with older retirees resisting change to preserve the quality
of life and aspects of their communities that first brought them to the area.
• The plan should anticipate two-sets of needs; during the summer tourist season, the
influx of visitors puts pressure on services and infrastructure, while some business
models and services aren’t viable in the winter offseason to serve the year-round
population.
• There is a growing population of Spanish speaking residents that benefit from outreach
and community services in their own language. To better incorporate these residents
that are members of the workforce and are raising families throughout the Valley,
stakeholders believe that additional translation services and language accessibility is
important.
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Estes Forward Interviews and Listening Sessions Summary Page 5
Updating the Town’s Development Code could encourage expanded business
opportunities and functions to revitalize areas that are crucial for the local economy,
such as the Downtown. These issues largely impact the growth models and future
conditions of the Town.1
• One stakeholder believes that the Town’s current code is too restrictive and was
designed to curtail development, despite the community wanting to bring in more
business opportunities. They also described examples of the current regulations
putting the community at odds with one another by exacerbating political differences
through the decision-making process and creating distrust between groups.
• Some stakeholders emphasized the need to create community-wide design standards
that will prevent undesired types of new development such as “tacky” signs, strip malls,
and billboards. Instead, the design standards should promote desirable community
aspects such as public art, dark sky lighting standards, scenic views throughout the
community, and in general, higher quality development that the community will be
proud to call their own.
• Others emphasized that an update to the Town’s Development Cod could help revitalize
and create a vibrant downtown by encouraging new growth and redevelopment.
• Another stakeholder explained that the charm of Estes Park is found in the diversity of
its building styles. For them, design standards should be created to promote high
quality and aesthetically pleasing architecture, as well as to ensure that structures can
withstand changes in seasonal temperatures.
There are opportunities for strengthening and maintaining critical regional
partnerships throughout the Valley.
• Enhance relationships between the Town and outlying communities throughout the
Valley, including the governments of Larimer County and Estes Park, to promote new
ways to cooperate for the benefit of the entire Valley.
• Outlying communities throughout the Valley rely on Estes Park for nearby services and
commercial businesses, and cooperation with the Town is essential for improving the
living conditions of the entire region.
• Although residents outside of Town do not live within its jurisdiction, they do often vote
in shared special districts such as recreation, library, fire, school, sanitation, and school
districts that stretch across community boundaries.
1 The County’s Land Use Code is more focused on rural residential land uses whereas the Town’s
Development Code focuses on a mix of downtown, commercial, and residential land uses.
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Estes Forward Interviews and Listening Sessions Summary Page 6
The question was discussion of whether there should be a unified form of governance
for the entire Estes Valley Planning Area or whether the jurisdiction and authority of
both levels of government should remain separate.
• Many stakeholders support returning to a joint Town and County Planning Advisory
Committee and Land Development Code. They see the recent split as short-sighted and
hope that the Comprehensive Planning process will recommend a return to a combined
planning area.
• Other stakeholders do not share the above perspective and believe that Town
government should be the leader for the entire Valley, with the Town Trustees and
Planning Commission spearheading the new Comprehensive Planning efforts. For this
group, the Town must be a collaborator throughout the entire region and a joint
problem solver.
• Regardless of future decisions that determine the governance structure of the Estes
Valley, stakeholders emphasized that regional partnerships should be maintained and
strengthened as part of the Comprehensive Planning process. This requires
cooperation from all levels of government as well as interagency coordination
throughout the region, including the Town and County, outlying communities
throughout the Valley, as well as shared special districts such as fire, sanitation, and
park districts.
2. ECONOMY
The tourism industry plays an important role for
the entire Estes Park community; however, a
common theme of discussion was to not let it
dominate every aspect of the Estes Valley.
• Stakeholders recognized that although any
required services and retail options can be
obtained by traveling to the Front Range, more
local businesses are needed for the Valley’s
communities to improve the quality of life for
residents. These stakeholders desire more
small businesses and nearby services that
directly benefit residents rather than focusing
exclusively on tourists and visitors.
• Tourism should not be the end all be all when a
community is surrounded by and relies on the
natural environment, as many residents have
relocated to the Valley for reasons other than
the associated tourism economy. For these
stakeholders, the tourist economy must be balanced with the needs of residents to
create a more livable community.
Discussion Takeaway
Stakeholders discussed
economic issues that impact the
Town and Valley, such as
balancing the regional tourism
industry with the needs of
residents. They also discussed
economic development and
marketing strategies that largely
focus on the Town’s economy
but also have implications for the
entire region, such as strategies
to attract a young workforce and
young families, as well as
considerations for diversifying
the local economy.
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Estes Forward Interviews and Listening Sessions Summary Page 7
• Other stakeholders discussed the reality that the tourism industry bolsters the local
workforce and provides revenue for conserving natural resources as well as for
community services and infrastructure that benefits year-round residents.
o For these stakeholders, Estes Park’s status as a destination community and the
associated tourism industry is undeniably the backbone of the regional
economy, which should not be taken for granted, especially considering that the
Town’s General Fund is heavily reliant on sales taxes that are collected from
visitors.
o Enhancing the tourism industry includes increasing visitor infrastructure to
bring more to the area, disperse crowding, or allow more activities in the
shoulder seasons.
• Many stakeholders explained that local or small businesses should be prioritized to
prevent the Valley from becoming overly commercialized, to preserve the small-town
character of communities, and maintain the quality of life for year-round residents.
o This group believes that if two thirds of the Town’s revenue is generated over
the course of a 5-month long tourist season that can be impacted by natural
hazards, then the local economy is not a sustainable model for the future and
the tourism industry alone is not enough to sustain the Valley’s communities.
o The local economy must diversify to provide new opportunities for the local
workforce and new services for the year-round residents.
Younger generations need career opportunities in Estes Park that allow them to stay
long-term.
• Without career opportunities, the best and brightest that are raised throughout the
Valley will leave and only return for brief visits. Jobs are important, but career
opportunities should be prioritized as more is needed for these groups than seasonal
jobs and gig economy work. To benefit younger generations, a sustainable local
economy must be created by promoting local businesses as well as year-round
employment opportunities.
• While there are career opportunities in the tourism industry, it will be important to grow
the types of local industries that provide diversified and sustainable career
opportunities for younger generations.
• Increasing wages and benefits, creating long-term workforce incentive programs,
improving affordable and workforce housing stock, or encouraging home ownership
programs for young families and year-round employees could be considered.
• Many stakeholders recognized that if younger generations do not remain in Estes Park
that the Valley’s communities will continue to age and become less sustainable over
time, relying primarily on wealth brought in from outside of the region by tourists and
the retirement community.
• Small business innovation would enhance opportunities for the younger workforce as
well as retirees, as compared to only prioritizing shops and services for tourists.
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Estes Forward Interviews and Listening Sessions Summary Page 8
Creating an entrepreneurial spirit throughout the community would encourage small
business innovation and create new career opportunities as a result.
Attracting year-round businesses and new career opportunities is a priority for
diversifying the local economy and creating a more sustainable community, which is
primarily a focus for the Town with implications for the entire County.
• The entire Valley is susceptible to natural hazards and largely reliant on seasonal
tourism. Creating economic stability across seasons and mitigating the impacts of
natural hazards in the future helps the regional economy and workforce to be more
resilient and better suited for diverse types of industries and businesses.
• Another challenge identified was the region’s deficit of affordable and workforce
housing units for its current seasonal workforce, let alone for the type of expanded
workforce that is required for a diversified economy.
o Currently, stakeholders believe that the region should consider itself fortunate
that that so many workers are willing to commute from where they live into the
Valley for job opportunities in the tourist economy.
o There is a concern that if the housing deficit makes it unreasonably expensive
to live in Estes Park during the summer season, and as employment
opportunities increase throughout the County, workers may not continue to
commute to the Town or Valley for employment opportunities in the future.
o There is a perceived risk that the present conditions and trends will lead to even
more exacerbated workforce shortages.
• A long-term goal to extend the current seasonal economy to generate more revenue,
retain jobs during the off months, and potentially increase housing options and local
services, could be achieved through better marketing the shoulder and winter season
for potential tourists and visitors, and identify appropriate economic sectors that fit the
exiting small-town character and could help stabilize the current boom/bust economy.
• The current “Zoom Town” trend and the attractiveness of the Valley as a remote
working location would continue to attract primary employees and outside money to
the region; however, stakeholders acknowledged that this trend alone would not attract
primary employers that provide more substantial fiscal and longer-term community
benefits.
• Year-round, living wage jobs could provide the Hispanic workforce more options for
living in the Valley and create a more diverse economy. According to one stakeholder,
these populations are often year-round residents of the Valley, but many are required to
work long hours and multiple jobs during the summer to save enough money to survive
during the winter seasons when the same employment options are not available.
• The Town could collaborate with the Economic Development Corporation (EDC) or
Visitors Bureau to pilot a small business incubator that provides space for a wide range
of business to establish their operations within the community.
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Estes Forward Interviews and Listening Sessions Summary Page 9
• A partnership with the EDC, landlords, and small businesses could promote housing
sustainability throughout the community. Traverse City, Michigan was provided as an
example where retiring farmers have placed their properties in a land trust that is
managed to advance community goals such as affordable housing and business
incubation.
• It is important to recognize that high speed internet services and improved broadband
infrastructure will be a crucial component of any strategy to attract small technology-
based businesses and young entrepreneurs. Market these capabilities as advertising
strategies for attracting new residents and businesses to the region.
There are businesses, services, and industries that stakeholders believe should be
established locally or built upon to improve the local economy as well as the qualities
of life for its residents.
• Current options for museums, cultural, and entertainment opportunities for the
community could be expanded in Town.
o The current Estes Park Museum is open year-round and visitation numbers are
up, which suggests greater demand. The museum is an example of a
destination and activity that is transitioning to a year-round business model.
• Heritage tourism is a potential marketing niche, with a focus on the historical “West
End merchants of Elkhorn,” in particular. Many Rocky Mountain towns have majestic
mountains, but history is what makes a place unique.
• High-end tourism-related retail that also benefits the community, such as high-quality
photography or artwork, is desired. There is a perception that many higher end
businesses have degraded over the years and are now only targeted at tourists that
constantly cycle through rather than loyal, local customers and wealthier visitors.
• Services and businesses that cater to winter recreation and snowshoers that visit the
Town and Valley during the winter months could be more heavily promoted to increase
tourism in the off season.
• Small scale milling would remove timber, mitigate potential fire risks, and promote
forest health and opportunities for natural resource employment. Rather than setting
up a timber plant or a local timber industry that may not be profitable or cost effective
in the Valley, the community could partner with Boulder County or another Front Range
community to share their mill and provide resources for its operations.
• Expanding educational opportunities throughout the area to bolster the local economy,
but the need for a new campus or institutional use would put even more pressure on
the current housing market. The EDC is not actively trying to attract these types of new
uses.
• Plumbers, flooring, and HVAC businesses are the types of services that residents would
prefer to find locally. Most residents understand that other services and retail needs
require a drive to the Front Range.
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Estes Forward Interviews and Listening Sessions Summary Page 10
• There is potential in incentivizing or promoting industry clusters as economic
development opportunities for attracting permanent employees and new residents.
Several industry clusters, including draft beverage, distilleries, and breweries; light
manufacturing and sewing related industries; or outdoor gear and apparel could be
considered.
3. HEALTH AND SOCIAL
The region is diverse, but it often seems like that
diversity is hidden, as the wealthier and older
populations are typically the most engaged and
vocal groups.
• It is important to promote values of openness
and inclusion, as well as social justice issues
and acknowledge local diversity.
Continued health services throughout the region
are essential.
• Estes Park Health Living Center—the Valley’s
only long-term care facility—recently closed due
in part to not being able to accommodate
enough residents to make its operations viable
during the COVID-19 pandemic. The Town’s Good Samaritan Society provides assisted
living services, but there is no longer a retirement home in the community.
• Such services and facilities would improve the community’s overall quality of life while
also benefitting the senior population needs to allow them to continue sustaining
themselves and aging in place.
• A small regional hospital, as well as mental health and supporting services, were
described as community needs.
Increased educational and childcare opportunities throughout the region would benefit
young families as well as the local workforce.
• There are many challenges to creating new daycare facilities and for promoting
affordable childcare options in general: a perceived lack of commercial zoning in both
the Town and throughout the County; minimum parking requirements within the Town’s
Development Code are unnecessary if adults drop off and pick up their children; and
the lack of existing facilities around the Town’s commercial core where parents are
often required to travel or commute for work.
• These types of services can improve social capital, build connections, and bring
together the Estes Valley community in ways that strategies such as building the local
economy or conserving the natural environment alone cannot accomplish.
• Young families living in the Estes Park Valley build a local sense of character and
continuity throughout the region. Young families also require early educational and
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as improving access to
health, educational, and
childcare services. They also
discussed needs specific to
Town residents, such as an
increase in neighborhood parks
throughout their communities.
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Estes Forward Interviews and Listening Sessions Summary Page 11
childcare services to thrive as part of the workforce. New community services and
amenities are likely needed as the number of permanent residents increases and new
demand is generated.
• It is sometimes difficult for young families to make connections throughout the
Valley’s communities. Additional services and facilities for younger age groups could
help foster connections between families, including a larger community center with
more programs and increased family recreational opportunities throughout the Valley.
• An educational mountain campus or other higher education opportunities could
contribute towards a year-round economy and attract associated businesses that
target student populations. Such new or expanded educational institutions could even
prioritize ecological and environmental studies.
o The Honda experiential school in Eagle Rock was mentioned as a unique
operation that could be expanded to benefit the wider community.
o There is currently a climbing and outdoor school in the area that includes
dormitories.
o The “old man mountain” property that is owned by the University of Northern
Colorado could be a future location for hospitality training or other educational
opportunities.
o The Front Range Community College tried to establish a campus in the 90’s, but
instead partnered with the local high school to create a Career Technical
Education Center.
There is a perceived need for more local parks and gathering places throughout the
Valley.
• New parks are limited by available funding despite the community residents’ desire for
additional outdoor recreation and local camping. The lack of available land, funding,
and overlapping jurisdictions also provide hurdles for creating new parks throughout
the community.
• New parks should focus on serving neighborhoods and residents, such as pocket parks
or neighborhood parks.
• Stakeholders indicated that there were limited options for local gathering places that
were readily available and affordable, whether indoors or outdoors.
• Recreational opportunities such as golf courses, campgrounds, and the local marina all
had record years. Meanwhile, new programs are being offered, such as fishing and
hiking, and there is also a new bike park within the community. Each of these
recreational opportunities provide examples of activities that can enhance the tourist
economy while providing amenities for locals as well.
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Estes Forward Interviews and Listening Sessions Summary Page 12
4. HOUSING
A desire for new affordable housing programs and
a holistic housing strategy was a common theme
throughout interviews and listening sessions. This
theme impacts both the Town and County, as
Town employees often live outside of its
boundaries and commute due to the high costs of
living within Estes Park.
• Housing prices during the summer tourist
season are currently unmanageable for many
groups, causing them to live further away and
commute longer distances to access
opportunities within the tourism economy.
Stakeholders described a need for a permanent
workforce that can live within the community.
• Currently, there is a housing shortage for
seasonal workers and the local workforce. One
of the first steps towards improving the qualities of life for the workers in the service
and tourism industries is to provide affordable housing options for families and
employees. Throughout the Valley, affordable housing options located close to
employment hubs or schools and near Downtown or along transit routes are especially
important for seasonal workers that do not own an automobile or share a single car
with their families. Currently, affordable housing is often located further away from
community services and activity hubs.
• Important members of the community’s workforce often live in Front Range
communities but there is a sense that they may move closer if they had the
opportunity. Some commuters may prefer to live outside of the Valley, but this is not
the case for all seasonal workers and community members, many who likely wish they
could live closer to where they work.
• Other stakeholders believed that workforce housing represents an endless cycle of
growth where more services and infrastructure are required with new housing.
o For these stakeholders, childcare and the availability of family services are also
deciding factors that influence whether workforce families can live within the
community where they work.
o The need for new workforce and seasonal housing must also be balanced with
the risk of expanding urban sprawl into areas where wildfire risks are more
acute.
There are benefits and drawbacks of vacation rentals, a common theme that impacts
both the Town and County.
• Vacation rental benefits included added capacity to local hotels, supplemental
incomes, and retirement revenue for residents.
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as affordable housing
programs, holistic housing
strategies, and vacation rentals.
They also discussed solutions
that would primarily impact the
Town’s housing priorities, such
as temporary housing for
seasonal employees and
updating the Town’s Land
Development Code to promote
new housing developments for
its residents.
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Estes Forward Interviews and Listening Sessions Summary Page 13
• Vacation rentals reduce the available housing stock for permanent residents or
seasonal workers, as well as for new retirees who would like to move to the Valley’s
communities but cannot find affordable options thereby contributing to affordable
housing shortages.
o For these stakeholders, the benefits of vacation rentals must be balanced with
the fact that real estate investors are able to take advantage of short-term
rental offsets to obtain a second home at the expense of the housing needs of
the wider community.
o Owners with second homes or long-term rentals within the Valley’s
communities will likely sell their investments at a premium and contribute
towards the housing deficit as well as increased housing prices. This allows
retirees to have second homes and investment properties at the same time, but
also results in short-term rental buyers who can outbid existing or prospective
new residents.
o The fire district reports that short-term rentals are a major source of wildfire
ignition because single-family building codes and existing homes are often not
suited for intensive use by a constant stream of visitors, or lack of awareness
about outdoor smoking, grilling, or firepit use.
• In general, stakeholders emphasized a need for new regulations that will ensure there
is accountability, that these vacation rentals are well maintained, and that they do not
cause negative impacts on their surrounding neighbors.
• Ideas for changes to current short-term rental (County) and vacation home regulations
(Town) include the following:
o Utilize the existing cap on the number of approved short-term and vacation
rentals throughout the Town and the County to prioritize which types of
structures are granted the limited number of licenses or permits.
o Clarify whether licenses or permits will be transferred when ownership of the
properties change and if they run with the land to reduce uncertainty for
prospective buyers that are seeking investment and business opportunities
within the real estate market.
There is a need to promote a Valley-wide housing policy that respects the natural
environment and wildlife, as well as the surrounding scenic views that define the
community.
• Tensions between the need for growth and development must be balanced with the
shared desire to preserve open space, viewsheds, and the small-town character of
Estes Park.
• Increasing capacity without decreasing open space could be accomplished by allowing
taller buildings and redevelopment Downtown. Stakeholders explained that this
strategy creates new, related tensions when viewsheds and scenic views are impacted
by increased heights.
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Estes Forward Interviews and Listening Sessions Summary Page 14
There is a need for housing options for seasonal employees as compared to
permanent housing options. This theme primarily impacts the Town where businesses
and the seasonal workers that they rely on could utilize alternative housing options.
• Placing seasonal restrictions on short-term rentals (i.e., allowing short-term rentals
only during the off-season) could provide options for temporarily increasing the
capacity of the housing stock based on when it is most needed.
• RVs, Accessory Dwelling Units (ADUs), and campgrounds could contribute to the
seasonal housing stock, but cannot currently be rented out. Changing these rules could
represent an option for providing additional housing for a few months out of the year.
• Many seasonal employees work through the J-1 Visa program and do not have
vehicles; their seasonal housing needs to be located near their employment or transit
lines.
There is a need to update the Town’s Land Development Code to incentivize
developers to build dense, multifamily, and affordable housing.
• The previous model of growth was described as custom homes on large lots in tandem
with open space, which created what many classified as urban sprawl. Now that land is
running out for new development, residential density and rental options need to be
increased while ensuring that private property rights are being maintained and that new
density is compatible with surrounding uses. Stakeholders explained that every piece
of land within their communities is now being scrutinized for development, whether it
involves infill, renovation, or new development.
• Stakeholders believe that ADUs are an important component of a holistic housing
strategy.
• There is a concern that the current incentive to allow additional multifamily density in
the Town that is designated as affordable housing is not an effective incentive because
affordable housing does not increase developers’ profits or future revenue.
• In general, stakeholders believe that dependable political support, consistent
implementation of regulations, and an easily navigable Town Land Development Code
and permitting process will reduce difficulty and risk for developers that otherwise
deters the development of new housing.
Housing opportunities include promoting the need for new multifamily, affordable, and
workforce housing that enables seasonal employees and members of the workforce to
live within the same communities where they work rather than commuting long
distances.
• Prioritize vacant land and redevelopment opportunities inside of Town that already
exist for new housing developments.
o An area within Estes Park near 4th Street that was described as a “reclamation
district” was identified as an opportunity area for new workforce or affordable
housing. Due to its central location and proximity to downtown, this area could
make an ideal site for new multifamily development.
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Estes Forward Interviews and Listening Sessions Summary Page 15
o Expand multifamily zone districts in the Town that allow a mix of housing types
throughout areas where additional multifamily density and height bonuses
could be applied, reduce minimum lot sizes within existing neighborhoods and
for future development, increase building heights downtown (potentially
incorporating building step backs on upper stories), allow residences above
commercial space to create mixed-uses, and promote the redevelopment and
adaptive reuse of existing buildings.
o Find ways to incentivize developers to build new housing stock rather than
relying on the Town to act as an affordable housing developer.
• Consider alternative funding strategies to support the construction of new workforce
and affordable housing options, such as collecting fees from vacation rentals.
• Cluster development is as a strategy for increasing residential density in the Estes
Valley while also reducing wildfire risk, preserving open space, and reducing sprawl.
Temporary and seasonal housing options are needed to address the housing demands
of the seasonal workforce during the summer tourist months.
• Seasonal employees likely need housing for only a few months during the summer
tourist season as compared to permanent, year-round housing within the community.
There’s a need to temporarily increase the capacity of the housing stock when it is
most needed, rather than providing permanent housing for every employee despite the
community having a lack of year-round businesses and job opportunities.
• Dormitory style housing, tiny home communities, new RV parks, repurposing non-
residential development to residential development, incentivizing local businesses to
build housing for their employees, and clustering workforce housing developments that
can provide density while conserving open space are all ideas to consider.
• Affordable housing options that are located close to employment hubs or schools, near
Downtown or along transit routes, especially for seasonal workers that do not own an
automobile or share a single car with their families are needed. Currently, affordable
housing is often located further away from community services and high activity areas
where jobs are located.
• Promote Accessory Dwelling Units (ADUs) as a method for contributing to the seasonal
housing stock. Currently, ADUs cannot be rented out and changing these rules could
represent an option for providing additional housing for a few months out of the year.
5. INFRASTRUCTURE AND TRANSPORTATION
There is a desire to increase transit service throughout the Valley to serve both
residents and tourists, with implication to both the Town and County.
• Transit options are needed for seasonal workers who may not own automobiles or may
not be able to live closer to where they work due to high housing prices beyond the
seasonal Bustang, six Estes Transit and two RMNP routes.
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Estes Forward Interviews and Listening Sessions Summary Page 16
• Increased transit service can also reduce the
number of drivers and traffic that pass through
Estes Park if it is designed to serve residents as
well as tourists and visitors.
• By reducing impacts caused by automobiles on
ecotourism and outdoor recreation,
stakeholders believe that transit can contribute
towards better promoting sustainable tourism
throughout the Valley.
Stakeholders suggested opportunities for
enhancing transit options and circulation,
including improved bike and pedestrian
infrastructure, carpool lots, and special transit
from Front Range communities.
• Identify additional benefits of increasing transit
services for tourists, commuters, and residents
as parallel strategies for better controlling the
traffic flow throughout Downtown Estes Park
and relieving pressure on the limited parking
areas for tourist destinations.
• Improve infrastructure for pedestrians and cyclists that could provide new multi-modal
connections to the Downtown district from neighborhoods and commercial areas.
• Create carpool lots in partnership with Front Range communities.
• Provide transportation services for nearby CU and CSU students that want to visit the
region.
• Promote electric vehicles and multi-modal transportation options as opportunities for
improving air quality and reduce the Town’s carbon footprint, which would promote
sustainable tourism initiatives.
Water infrastructure and availability was a common discussion theme. While several
issues were highlighted specifically for the Town, there are Valley-wide impacts.
• There are flexible costs for new multi-unit residential water taps, which facilitate more
housing density and new development.
• Areas in Estes Park that do not currently have water and sewer access were discussed.
In addition, the newly adjusted FEMA discharge peaks could affect the existing
drainage network and require replacement of drainage structures throughout
Downtown, while the projected sewer needs may require expanded permitting to
discharge into the Big Thompson River.
• Wildfires and climate change have impacted the region’s watersheds and water supply.
Discussion Takeaway
Transit services, water
infrastructure, and water
availability impact the Town and
Valley. Stakeholders also
discussed solutions that would
primarily impact the Town’s
infrastructure and transportation
priorities, such as the flow of
traffic and parking throughout
Downtown, new multi-modal
infrastructure for pedestrians
and cyclists, as well as high-
speed internet and improved
broadband service for
encouraging the current “Zoom
Town” trend.
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Estes Forward Interviews and Listening Sessions Summary Page 17
o Water supply must be diversified, and infrastructure improved to proactively
tackle these worsening issues, as only a percentage of the shared water supply
is dedicated for communities and there is no guarantee that percentage will be
adequate in the future.
o The Valley is served by the local watershed on one side and by the greater
Colorado system on the other side, with the Colorado river system decreasing
over the past twenty years.
Traffic flow through Downtown and limited parking for tourist destinations is a
concern that primarily impacts the Town.
• Stakeholders described ongoing experiments to address Downtown parking issues,
such as paid parking areas, large parking garages, and other ideas.
• Stakeholders also explained that these traffic and parking issues have become very
political and divisive recently.
Providing new infrastructure for pedestrians and cyclists, as well as new multi-modal
connections to the Downtown district from neighborhoods for residents and hotel
areas for tourists is seen as an issue for the Town.
• Better trails that can accommodate a range of alternative transportation options are
essential for residents while also providing tourism related benefits. An interconnected
multi-modal trail system should be the ultimate goal for the community in order to
maximize those potential benefits, although other improvements such as dedicated
bike lanes would also be beneficial.
• New multi-modal connections were discussed as having the benefit of creating a
physical and perceived connection for residents in neighborhoods with the Downtown
district, especially during the summer months when automobile traffic becomes an
impediment for visiting the area.
• Many stakeholders mentioned the increasing popularity of electric bicycles throughout
their communities and the need to incorporate them as part of any future transit or
multi-modal transportation planning efforts.
There is demand for high-speed internet and improved broadband services throughout
the Valley as the “Zoom Town” trend continues and more residents move to the region
while working remotely.
• Improved internet access has the potential to bring new residents and revenue to the
Town.
• The Town has recently taken an important step by investing in the Trailblazer
Broadband and its high-bandwidth service. The planning process should build on these
efforts by including tactics that will further encourage this potential economic
powerhouse.
• The possibility of fiber optic trenching conflicting with utilities or roadway expansions
was discussed, reiterating the need to communicate with agencies and other
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Estes Forward Interviews and Listening Sessions Summary Page 18
disciplines throughout the decision-making process that are involved with
infrastructure, transportation, and drainage.
• Improved services were also discussed for areas where the workforce and working
families live, as well as where Hispanic communities are located.
6. HAZARDS AND NATURAL RESOURCES
Reducing wildfire risk throughout the region was a
prominent discussion theme that impacts both the
Town and County.
• The 2020 wildfires throughout the Valley
created a new emphasis for residents to
prepare their communities for wildfire risk. After
experiencing those natural hazards,
stakeholders emphasized incorporating fire
mitigation strategies into every aspect of the
Valley’s communities to prepare for inevitable
future hazards.
• Stakeholders discussed the wildland urban
interface and its crucial role for managing
wildfires, as proposed new development must
consider wildfire risk.
o Encouraging open space and land
conservation at the Town’s periphery
would discourage new development and
bring added benefits of maintaining fast
response times, as well as marketing and tourism priorities.
o Areas of the unincorporated Estes Valley can shore up lands that are already
being conserved and provide additional buffers for those existing natural areas.
• Stakeholders explained that most structure fires have been within short-term rentals.
Single-family and other types of homes are required to meet different building and fire
codes than vacation rentals that are utilized more intensively and by a larger number of
residents.
• Older buildings within the Town’s urban core were described as particularly at risk, as
they often do not meet modern fire and building codes. Many are not sprinkled, which
could lead to larger fires that spread throughout the Downtown district and create
major economic impacts for a small Town such as Estes Park.
• Stakeholders believe that by proactively addressing these challenges, residents and
decision-makers can help protect their communities from natural hazards.
Discouraging particularly flammable landscaping for new development was also a
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as reducing wildfire risk,
local fire districts, and natural
hazard notification systems.
They also discussed topics that
would primarily impact the
Town’s resiliency and natural
resource priorities, such as
reducing flood risk and updating
the Town’s Development Code
and County’s Land Use Code to
promote environmental
stewardship and manage the
legacy of the surrounding
landscape.
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Estes Forward Interviews and Listening Sessions Summary Page 19
recommendation. Stakeholders were split on whether short-term rental properties
needed to meet additional building and fire codes.
Local fire districts and natural hazard notification systems apply to both Town and
Valley.
• Stakeholders explained that the fire district is largely reliant on volunteers that have
disposable time to dedicate to their communities. Economic pressures impact the
availability of these crucial volunteers, due to working multiple jobs or long hours.
o One stakeholder suggested locating new stations where volunteers are readily
available or where new growth is occurring.
o Traffic and automobile congestion should also determine the locations of new
fire stations, as these conditions can slow response times for the entire
community.
o Funding for fire districts is provided through a mix of sales and property taxes.
As a result, the revenue that is collected for these purposes has increased in
tandem with the community’s growth.
• Stakeholders approved of Larimer County’s updates, warnings, and evacuation alerts
for residents during the recent wildfires.
o These notification systems are also able to provide alerts to the community
about mudslides and other natural hazards through emails and text messages.
o During the recent wildfires, residents who did not receive these alerts often
relied on local networks of neighbors, friends, and community members to
receive information. In the future, neighbors, HOA’s, and realtors that work with
new residents in neighborhoods could all be mobilized to help the community
sign up for notifications and begin preparing for future disasters.
It will be increasingly important to proactively mitigate and reduce flood risks,
especially within Downtown Estes Park.
• A good portion of the Downtown district is in a floodplain. In addition, older buildings in
these areas were often constructed without modern flood mitigation or fire
suppression requirements. These conditions may lead to rising flood insurance rates in
the future.
• For stakeholders, this reality further enforces the need to incentivize the rehabilitation
and redevelopment of older structures before disaster strikes. For some, these
incentives should offer taller building heights in exchange for better standards.
• In general, it’s important to prioritize design and regulations to mitigate the flood risks
associated with the nearby river.
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Estes Forward Interviews and Listening Sessions Summary Page 20
Development regulations are seen as weak in both the Town and County when it
comes to promoting environmental stewardship and managing the legacy of the local
landscape.
• Stakeholders discussed that the Town’s current Land Use Code does not prioritize
wildlife protection or mitigate impacts on wildlife as part of the development process.
• In addition to wildlife protection, stakeholders believe that access to public lands and
outdoor recreation, protecting natural lands, and preservation of scenery must be
improved through future Land Use Code updates.
• Stakeholders also believe that regulations should be created to promote renewable
energy options and water conservation.
There are opportunities to promote resiliency and natural resource goals throughout
the Valley, such as …
• Explore grants opportunities and regional or local partnerships for increasing funding
and capacity for resiliency goals. Larimer County is beginning a community outreach
plan and creating an engagement strategy for their Climate Smart Framework. The
Board of County Commissioners hired a program manager to oversee the rollout of this
initiative. In addition, recovery efforts from the recent wildfires are currently being
managed by the Colorado Resiliency Office.
• Consider proposed new developments according to their proximity to the Wildland
Urban Interface. Recommend “no build zones” within these areas, follow the national
wildland urban interface code, and make it more difficult to gain approval for new
development in these high-risk areas. Greenbelts, wildfire buffers, and open space
easements on private land were all mentioned as techniques for creating additional
areas around the Town where new development would be discouraged.
• Provide bilingual alerts and notifications about natural hazards. During the recent
wildfires, Spanish speaking residents often did not utilize the shelters that were
provided, potentially because they were concerned about costs or their immigration
status.
• Recognize water conservation as an essential aspect of adapting to climate change,
preparing for the future, and getting ahead of natural hazard trends. For example,
lowering water levels directly impacts the availability of communities to utilize hydro-
electricity generation as a renewable energy option.
• Promote renewable energy through new uses such as solar farms or other methods as
a priority for lowering electricity costs, reducing the Town’s energy footprint, and
creating a cleaner community.
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Estes Forward Interviews and Listening Sessions Summary Page 21
7. WHAT SHOULD THIS PLAN BE?
To best represent their communities, the plan should recognize that the Valley is unique and
has different priorities as compared to other surrounding communities. For many, the success
of the region relies on preserving its character and sense of place above all else.
For these reasons, it will be important that the plan emphasizes that Estes Park and the
surrounding Valley prize its natural beauty, scenic views from Town, and outdoor recreation.
The Plan should provide a sustainable approach towards protecting and preserving the unique
features that make the Estes Valley a special place and an attractive destination, such as night
skies, river corridors, and mountain viewsheds. It should strive to balance tensions between
pressure for new growth and development with the shared desire to preserve open space,
viewsheds, and the small-town character of Estes Park.
Stakeholders prioritized the following aspects that should be incorporated as part of the Plan:
• Incorporate a land inventory that shows where the opportunities for new growth and
development are located in order to begin envisioning scenarios for a growth model
based on redevelopment and increased density as compared to a growth model based
on annexation and growth around the edges of Town. These scenarios should consider
the ability for different land use models and patterns to grow the tax base, the
implications for new or existing community infrastructure, and the impacts on the
natural environment. A land inventory should also be able to target areas where new
growth and development should be directed in the future.
• Create an annexation policy for the region and resolve expectations for growth into the
unincorporated County. Propose solutions for managing population density and
determine how to best make use of limited space that is constrained by the
surrounding natural topography and federal lands. Determine the carrying capacity for
the Valley as compared to the Town and designate future land uses that will guide
allow targeted areas to change in the future and guide the community towards its
goals. Any proposed annexation around Town boundaries should be planned to
conserve open space and wildlife corridors while also incorporating buffers around the
Town. Balance this model of growth with the need to protect the pristine nature of the
Valley and its wildlife, rather than allowing commercial activity and urban sprawl to
spread unchecked throughout the entire region.
• Provide a clearer vision for the future of vacation rentals throughout the Valley and how
they can be leveraged to address workforce housing priorities. Resolve conflicts
between vacation rentals and adjacent homeowners.
• Offer strategies for accommodating new workforce and affordable housing options.
Describe why and where new housing is needed, provide specific workforce housing
strategies, and convey the connections between the services provided by the
workforce, the taxes collected from residents and guests, and the high qualities of life
and community infrastructure that year-round residents prioritize.
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Estes Forward Interviews and Listening Sessions Summary Page 22
o Designate areas for higher density and infill development while outlining criteria
for including higher densities in those areas. Encourage incentives for existing
structures to convert to multifamily housing. This type of guidance has the
potential to reduce community disagreements on new housing proposals that
have become divisive in the past while also ensuring that new density is located
in targeted areas or is consistent with existing densities that surround those
areas. It also has the potential to help protect decision-makers and justify their
decisions when pursuing strategic priorities like housing affordability.
o Consider incorporating components of a Strategic Community Housing Action
Plan that could encourage, support, and coordinate the efforts of the many
organizations that are stakeholders in the region’s housing market. Separate
seasonal housing, market rate housing, and attainable housing into different
categories to tackle each issue separately.
o Define the Town’s role in providing expanded housing options, which could act
as a developer and building new projects itself, incentivizing developers to build
the desired types of new housing or acting as a land bank or land trust to
benefit new housing projects and desired development patterns.
o Create a “shotgun” approach to the housing crisis where constant progress is
emphasized and many solutions are tested, then replicated if they work for the
community or deemphasized if they do not.
• Prepare for and protect the community from future wildfires (especially within the
Wildland Urban Interface) and other types of natural disasters, such as flooding,
mudslides, water shortages, and more.
• Devise solutions for attracting new and different types of businesses and diversifying
the local economy. Promote sustainable economic strategies and a healthy economy
for the future that focuses on tourism but also incentivizes other diverse types of small
and local businesses.
• Prioritize the needs of younger residents and families when determining a balance
between the existing tourism industry and new opportunities for creating a sustainable
local economy by promoting small or local businesses and creating year-round
employment opportunities.
• Integrate ideas from other mountain communities.
The Plan should focus on big ideas and visioning efforts for the future of the Town and
the Estes Valley communities.
Some questions proposed by stakeholders include the following:
• How big do we want to be?
• How many visitors can we support?
• If we want to grow, are we willing to dedicate land for new trails, build new bike paths,
or reduce minimum lot sizes? Is there funding for infrastructure improvements, and
what changes would be required to create the community size that we desire?
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Estes Forward Interviews and Listening Sessions Summary Page 23
• What do we want our shared future to look like? Where do we want to go as a
community?
Implementation plans and funding mechanisms should be prioritized as important
components of this Plan. According to stakeholders, these aspects are necessary to
demonstrate that the long-term Plan is achievable and this it will not create barriers for the
desired pattern of growth and development in the future. This could be accomplished by
emphasizing a long-term capital plan that complements the community’s land use plan.
Many of the priorities discussed throughout the Plan will need to be incorporated into the land
development process through code updates and new regulations to better emphasize and
retain the Valley’s connection to its natural surroundings while responding to the modern
conditions and trends that are occurring throughout the region. The Plan should define
community tools and provide suggestions for an improved Land Development Code that can
accomplish the goals that are identified throughout the Comprehensive Planning Process. It
should prepare the community and set the foundation for a future Land Use Code update by
discussing or incorporating new tools such as incentives, new technologies (an example being
renewable energy), and new classifications of land uses that have emerged since previous
planning processes.
New land uses and programs should be promoted by this Plan that have direct community
benefits, such as affordable housing, community services like the existing Fire Mountain
residential treatment center, and schools or higher educational programs that can build
workforce capacity throughout communities.
In addition, the Plan should represent a living process that promotes trust and goodwill within
communities while empowering residents to create positive change for the future. The stated
goals of this Plan will require fostering community capacity and leadership to begin
addressing complex problems that require political courage or innovative solutions. The Plan
should commit the community to dealing with age-old problems while creating support and
justification for elected officials that will inevitably need to make difficult decisions to lead the
community into the future.
The Plan should also strive to maintain and strengthen regional partnerships, which will
require cooperation from all levels of government as well as interagency coordination
throughout the region, including the Town and County, outlying communities throughout the
Valley, as well as shared special districts such as fire, sanitation, and park districts.
8. WHAT MAKES FOR A SUCCESSFUL PROCESS?
Creating community buy-in as part of this process will be an essential component of the
Comprehensive Planning Process, as the subsequent steps will be much more difficult if there
is not shared support or consensus throughout the Valley’s communities. To further this buy-
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Estes Forward Interviews and Listening Sessions Summary Page 24
in, all perspectives should be incorporated, and conflicts should try to be reconciled to the
greatest extent possible.
Successful comprehensive planning processes will require an understanding of the complexity
of the Estes Park community despite its relatively small size, which includes wealthy retirees
that are aging in place, a local workforce largely attracted by the service and hospitality
industries, permanent and seasonal residents, as well as tourists and visitors, families,
businesses, and nonprofits all with their own unique priorities and needs.
A major aspect of the process will be finding compromise between members of the
community that would prefer to limit the Town’s growth and discourage new residents from
moving to the area, with other members of the community that accept the natural progression
of change and focus on creating benefits from it while limiting negative impacts.
• These conversations can be carefully managed by identifying what needs to be
retained as change occurs to satisfy both groups. While it is important to embrace the
benefits of growth such as new jobs, housing, infrastructure, and services, it will also
be essential to preserve the lifestyles and heritage that established residents are
accustomed to by balancing priorities such as conservation and historic preservation
with the benefits of new growth and development.
• The ability to find compromise will be dependent on emphasizing the importance of
sustainable growth rather than uncontrolled, explosive growth throughout the Valley
and balancing the need to grow with protecting the aspects that make the Estes Valley
unique and special. It will also involve retaining a sense of community and creating a
shared appreciation for the character of the area that has brought everyone involved in
this process together.
• It will be important to recognize the difficulty of proposed change for retirees and the
senior population, as well as the importance of helping those groups adapt to new
growth and development in the future.
• It will also be important to explain that younger populations require change to create
new opportunities for them to prosper within these same communities. They have been
described by stakeholders as needing expanded health care, educational, and hazard
mitigation services based on where they can afford to live throughout the Valley’s
communities. The needs of these groups must be considered, otherwise, the
community will become older and less sustainable over time. One stakeholder
explained that many high schoolers throughout the region likely plan to move away
from the region after graduating due to a lack of housing, education, career, and other
opportunities.
Considerations for building support for new regulations, enforcement programs, and
public policy through future Land Use Code updates or through the Comprehensive
Planning process include the following:
• Acknowledging that adopting new regulatory tools or updating codes will be a
challenging endeavor. Often, residents desire action but do not want new regulations or
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Estes Forward Interviews and Listening Sessions Summary Page 25
codes. The concepts of climate change, increased densities, and attracting new
residents in general can represent contentious and political topics throughout
communities.
• Recognizing a window of opportunity may currently exist to consider these types of
issues and future strategies, as the community may be willing to discuss climate
change, wildfires, and mitigation techniques such as prescribed fires after experiencing
the recent wildfires. Community partners and property owners may now be willing to
engage in conversations in ways different from the past, especially if conversations
about resiliency, climate change, and natural resources are tied to hazard mitigation,
evacuation plans, and public safety in general. Rather than emphasizing climate
change, it may be less divisive to reference more popular terms such as forest health or
wildfire mitigation.
• Framing increased residential densities and new zone district or building height
regulations as essential for attracting a younger population, stabilizing a reliable year-
round workforce, and supporting local families. Emphasizing the need to provide new
housing to promote small and local businesses viability as an economic development
strategy, as well as the need to provide affordable housing for residents as strategies
for creating more sustainable communities and can provide the local workforce needed
by the tourism industry, are both additional strategies for describing the community
benefits of new growth and development.
• Connecting the ability of future updates and new regulations with promoting
environmental stewardship and managing the legacy of the surrounding landscape.
To successfully engage the public as part of this process, the following strategies
should be utilized:
• Town Hall meetings that the public has a history of attending, when safe to do so.
• Newspaper advertisements.
• Involve the following groups:
o Elected leaders and decision makers. Provide opportunities as part of the
process for them to interact in-person with advisory committees, and for County
and City officials to build trust and interact with each other. Provide quarterly
reports and briefings to decision makers and keep them informed on all planned
events so that they are aware and can participate if they would like.
o Development community.
o Business community that is most likely to represent tourist and visitor interests.
Outreach to business owners that serve tourists as well as outreach at tourist
events or directly to visitors. Business owners may not live in Estes Park due to
the seasonal nature of the economy, but they are vested in their local business
and the conditions of the community it relies on.
• Balance the voices of community residents throughout the planning process, as
compared to only considering business and tourism related interests.
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Estes Forward Interviews and Listening Sessions Summary Page 26
• Promote community driven change by making it easier for service sector workers and
other members of the community that may not currently be engaged with local affairs
to participate.
• Create opportunities to engage the substantial Hispanic workforce and contribute
towards creating a welcoming, bilingual community.
• Recognize that the Plan must account for two separate communities and sets of
priorities during the winter offseason and the summer tourist season. Consider that the
region consists of different groups with their own unique needs based on the time of
year.
• Engage with underserved communities.
• Reach out to second homeowners through utility bills.
• Build community trust by providing genuine opportunities for community engagement
and creating positive perceptions of the County and Town governments.
• Recognize that Town decisions will impact the entire Valley and promote alignment
between the two jurisdictions (such as shared building codes to create a more
seamless development environment throughout the entire region), examine the annual
Town survey, and identify political candidates and the issues that they are prioritizing
through their campaigns.
• In general, set the stage and communicate with the community about what the process
is and why it is important. Ensure that this is the citizen’s plan and that it is not
perceived as being designed for elected officials or tourists.
To prioritize resident voices, stakeholders emphasized the ability for the community to
interact with one another and come together to make shared decisions about their
future.
• There are often limited options for affordable meeting spaces throughout the
community, as potential locations are often utilized by tourists or visitors for events
such as weddings, conferences, etc.
• To provide the opportunity to come together, one stakeholder believes that the
community needs more meeting spaces by the water or in neighborhoods outside of
commercial zones.
• The Hispanic community often hosts events within their own communities. Meanwhile,
the Town’s Public Works Department recently held a successful public meeting by
traveling to the neighborhood where the impacted residents lived in order to reach out
to them more effectively.
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Estes Forward Interviews and Listening Sessions Summary Page 27
9. LAND USE CODE OPPORTUNITIES
Future updates to the Town’s Land Use Code are guided and recommended by the
Comprehensive Planning Process and represent opportunities for achieving strategic
objectives and furthering public policies. Stakeholder priorities for future updates
include the following:
• Update landscaping regulations to promote non-organic and xeriscaping options
throughout the community. These changes could help reduce wildfire risks, incorporate
the concept of defensible space around residential areas, and promote water
conservation for new development projects.
• Do not curtail new development, but rather encourage expanded business
opportunities and revitalization of areas that are crucial for the local economy, such as
the Downtown.
• Create a vibrant Downtown by encouraging new growth and development throughout
the Town’s core through updated regulations.
• Incentivize developers to build new multifamily, affordable, and dense housing
projects.
• Devise regulations and opportunities for reducing the volume of traffic that passes
through Downtown and increasing parking availability within busy areas. Analyze
existing parking options and current parking standards to determine workable
solutions. Encourage ongoing experiments that are addressing Downtown parking
issues, such as paid parking areas, large parking garages, and other unique ideas.
• Prioritize safety improvements required by building codes as part of licensing and
permitting for short-term and vacation rentals.
• Find ways to require older buildings to be rehabilitated or redeveloped to incorporate
modern fire suppression and flood mitigation techniques before disaster strikes.
• Encourage renewable energy options and water conservation by incorporating new
technologies and modern land uses.
• Promote wildlife protection and mitigate impacts on wildlife from new development, as
well as environmental stewardship and managing the legacy of the surrounding
landscape, as part of the development process. Potentially require mitigation plans as
part of new development proposals.
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40
LISTENING SESSIONS AND
ONE-ON-ONE INTERVIEWS
EXECUTIVE ISSUE SUMMARY
Estes Forward Interviews and Listening Sessions Executive Summary Page 1
September 30, 2021
INTRODUCTION
The planning team conducted one-on-one interviews
and a series of listening sessions to gather valuable
feedback from community stakeholders regarding goals,
challenges, opportunities, and values present in the
Estes Valley today. The purpose of these conversations
was to start a dialogue with local and regional partners,
and to also:
• Stimulate community-wide interest in Estes
Forward;
• Solicit candid feedback from those who know the
community best; and
• Identify initial themes, opportunities, local values,
and future visions and goals for the Town and
surrounding Valley.
This report outlines the questions asked and
summarizes the feedback gathered. It does not
represent a consensus and includes some opposing
views and ideas. While the summary reflects a wide
spectrum of ideas, agencies, and input, it may not
reflect every idea in the Valley; there will be room for
additional participation and ideas as the project moves
forward.
METHODOLOGY
A total of 33 individuals were interviewed by
phone/video conference in July and August 2021. These
one-on-one discussions were held with members of the
CompPAC, EVPAC, Town Planning Commission, Town
Board of Trustees, County Planning Commission, and
Board of County Commissioners.
A list of local and regional partners and interest groups
was compiled by Town and County staff, the CompPAC
and EVPAC. The Town invited close to 80 contacts to
participate in themed listening sessions to discuss
PARTICIPATION
Representatives from the
following groups, agencies
and industries participated in
the listening sessions:
• Colorado Department of
Transportation
• Comprehensive Plan
Planning Advisory Committee
(CompPAC)
• Estes Chamber of Commerce
• Estes Dept of Public Works
• Estes Housing Authority
• Estes Park Dept of Events
and Visitor Services
• Estes Park Economic
Development Corporation
• Estes Park Museum
• Estes Park Senior Citizens
Center Board
• Estes Valley Investment in
Childhood Success (EVICS)
• Estes Valley Land Trust
• Estes Valley Nonprofit
Resource Center
• Estes Valley Planning
Advisory Committee (EVPAC)
• Estes Valley Recreation and
Park District
• Estes Valley Watershed
Coalition
• Homeowners Associations
and Property Owners
Associations
• Larimer County Dept of
Natural Resources
• Lions Club
• Loveland Housing Authority
• National Park Service
• Northern Water
• Rocky Mountain Conservancy
•
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Estes Forward Interviews and Listening Sessions Executive Summary Page 2
issues that are most important to address in the process, and opportunities and ideas the new
plan should integrate.
Seven listening sessions were held in July and August to discuss the following topics:
• Housing
• Transportation and Connectivity
• Utilities and Infrastructure
• Community Services, Groups, and Facilities
• Business and Tourism
• Land Management and Conservation
• Resiliency and Hazard Mitigation
HOW WILL THIS INFORMATION BE USED?
The findings from the one-on-one interviews and listening sessions set the foundation for
ongoing research and values analysis by revealing the most pressing issues to be addressed
in the planning process. The candid conversations with community members also provide
context and insights to issues otherwise not formally documented. These initial conversations
are not representative of all perspectives in the Estes Valley and broad community
engagement will continue to be a priority throughout the planning process.
EXECUTIVE SUMMARY OF ISSUES
Modeled after the Colorado Resiliency Framework, this document―and the Estes Forward
planning process―summarizes the feedback to-date across six resiliency sectors. This is a
high-level executive summary of the issues brought up.
Please see the more detailed summary of issues in a
separate document.
1. COMMUNITY
• An important topic of discussion was whether
and how new growth should take place outside
of Town limits and/or within the existing
community. This issue focuses largely on the
future growth of the Town of Estes Park but is
applicable to the entire Valley.
• It is important to engage the whole community
throughout the planning process and not let
one voice speak louder than the rest.
• The Estes Park community is complex despite
its relatively small size, which includes wealthy
retirees, a local and commuting workforce,
permanent and seasonal residents, tourists and
visitors, businesses, and nonprofits all with
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as the current and future
governance of the region and
urban sprawl. One theme was
that business and tourism
interests should not be
prioritized at the expense of the
needs of community residents.
They also shared issues that
specifically impact the Town,
such as the demographic
complexity of the Estes Park
community and the need to
update the Town’s Land
Development Code.
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Estes Forward Interviews and Listening Sessions Executive Summary Page 3
their own unique priorities and needs. These demographics significantly impact the
decision-making and political processes of the Town.
• Updating the Town’s Development Code could encourage expanded business
opportunities and functions to revitalize areas that are crucial for the local economy,
such as the Downtown. These issues largely impact the growth models and future
conditions of the Town. The County’s Land Use Code is more focused on rural
residential land uses whereas the Town’s Development Code focuses on a mix of
downtown, commercial, and residential land uses.
• There are opportunities for strengthening and maintaining critical regional partnerships
throughout the Valley.
• The question was discussed of whether there should be a unified form of governance
for the entire Estes Valley Planning Area or whether the jurisdiction and authority of the
Town and County should remain separate.
2. ECONOMY
• The tourism industry plays an important role for
the entire Estes Park community; however, a
common theme of discussion was to not let it
dominate every aspect of the Estes Valley.
• Younger generations need career opportunities
in Estes Park that allow them to stay long-term.
• Attracting year-round businesses and new
career opportunities is a priority for diversifying
the local economy and creating a more
sustainable community.
• There are businesses, services, and industries
that stakeholders believe should be established
locally or built upon to improve the local
economy as well as the qualities of life for its
residents.
Discussion Takeaway
Stakeholders discussed
economic issues that impact the
Town and Valley, such as
balancing the regional tourism
industry with the needs of
residents. They also discussed
economic development and
marketing strategies that largely
focus on the Town’s economy
but also have implications for the
entire region, such as strategies
to attract a young workforce and
young families, as well as
considerations for diversifying
the local economy.
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Estes Forward Interviews and Listening Sessions Executive Summary Page 4
3. HEALTH AND SOCIAL
• The region is diverse, but it often seems like
that diversity is hidden, as the wealthier and
older populations are typically the most
engaged and vocal groups.
• Continued health services throughout the
region are essential.
• Increased educational and childcare
opportunities throughout the region would
benefit young families as well as the local
workforce.
• There is a perceived need for more local parks
and gathering places throughout the Valley.
4. HOUSING
• A desire for new affordable housing programs
and a holistic housing strategy was a common
theme throughout the discussions. This theme
impacts both the Town and County, as Town
employees often live outside of its boundaries
and commute due to the high costs of living
within Estes Park.
• There are benefits and drawbacks of vacation
rentals, a common theme that impacts both the
Town and County.
• There is a need to promote a Valley-wide
housing policy that respects the natural
environment and wildlife, as well as the
surrounding scenic views that define the
community.
• There is a need for housing options for seasonal employees as compared to permanent
housing options. This theme primarily impacts the Town where businesses and the
seasonal workers that they rely on could utilize alternative housing options.
• There is a need to update the Town’s Land Development Code to incentivize developers
to build dense, multifamily, and affordable housing.
• Housing opportunities include promoting the need for new multifamily, affordable, and
workforce housing that enables seasonal employees and members of the workforce to
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as improving access to
health, educational, and
childcare services. They also
discussed needs specific to
Town residents, such as an
increase in neighborhood parks
throughout their communities.
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as affordable housing
programs, holistic housing
strategies, and vacation rentals.
They also discussed solutions
that would primarily impact the
Town’s housing priorities, such
as temporary housing for
seasonal employees and
updating the Town’s Land
Development Code to promote
new housing developments for
its residents.
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Estes Forward Interviews and Listening Sessions Executive Summary Page 5
live within the same communities where they work rather than commuting long
distances.
• Temporary and seasonal housing options are needed to address the housing demands
of the seasonal workforce during the summer tourist months.
5. INFRASTRUCTURE AND
TRANSPORTATION
• There is a desire to increase transit service
throughout the Valley to serve both residents
and tourists.
• Stakeholders suggested opportunities for
enhancing transit options and circulation,
including improved bike and pedestrian
infrastructure, carpool lots, and special transit
from Front Range communities.
• Water infrastructure and availability was a
common theme. While several issues were
highlighted specifically for the Town, there are
Valley-wide impacts.
• Traffic flow through Downtown and limited
parking for tourist destinations is a concern
that primarily impacts the Town.
• Providing new infrastructure for pedestrians
and cyclists, as well as new multi-modal connections to the Downtown district from
neighborhoods for residents and hotel areas for tourists is seen as an issue for the
Town.
• There is demand for high-speed internet and improved broadband services throughout
the Valley as the “Zoom Town” trend continues and more residents move to the region
while working remotely.
Discussion Takeaway
Transit services, water
infrastructure, and water
availability impact the Town and
Valley. Stakeholders also
discussed solutions that would
primarily impact the Town’s
infrastructure and transportation
priorities, such as the flow of
traffic and parking throughout
Downtown, new multi-modal
infrastructure for pedestrians
and cyclists, as well as high-
speed internet and improved
broadband service for
encouraging the current “Zoom
Town” trend.
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Estes Forward Interviews and Listening Sessions Executive Summary Page 6
6. HAZARDS AND NATURAL RESOURCES
• Reducing wildfire risk throughout the region
was a prominent discussion theme that
impacts both the Town and County.
• Local fire districts and natural hazard
notification systems apply to both Town and
Valley.
• It will be increasingly important to proactively
mitigate and reduce flood risks, especially
within Downtown Estes Park.
• Development regulations are seen as weak in
both the Town and County when it comes to
promoting environmental stewardship and
managing the legacy of the local landscape.
• There are many opportunities to promote
resiliency and natural resource goals
throughout the Valley.
Discussion Takeaway
Stakeholders discussed issues
that impact the Town and Valley,
such as reducing wildfire risk,
local fire districts, and natural
hazard notification systems.
They also discussed topics that
would primarily impact the
Town’s resiliency and natural
resource priorities, such as
reducing flood risk and updating
the Town’s Development Code
and County’s Land Use Code to
promote environmental
stewardship and manage the
legacy of the surrounding
landscape.
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47
ESTES FORWARD
COMPREHENSIVE PLAN
EXISTING CONDITIONS SNAPSHOTS
OCTOBER 4, 2021
48
PREPARED BY:PREPARED FOR:
UV7
£¤36
£¤36
£¤34
£¤34
UV66
Estes Forward
Planning Area
Local Roads
Major Roads
Buildings
Town of Estes Park
Estes Valley Planning
3-Mile Study
Stream
Lakes
Rocky Mountain National Park
Arapahoe and Roosevelt
National Forests
Other Conserved Lands
0 21Miles
´
3-Mile Study Area
Estes Valley Planning Area
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INTRODUCTION
ESTES FORWARD
The Town of Estes Park and Larimer County are
rewriting the 1996 Estes Valley Comprehensive Plan to
more accurately and holistically guide the day-to-day
decisions that affect the Estes Valley into the future.
This coordinated effort with Larimer County is called
Estes Forward and will address topics pertinent to the
rural unincorporated areas as well as areas of mutual
interest and engage both County and Town residents
and stakeholders.
The purpose of Estes Forward is to produce a practical
and long-term guide for the Town of Estes Park and
Larimer County. It will articulate a common vision for the
future, define goals, policies and a desired future land
use character with the Town and the surrounding Valley.
Modeled after the Colorado Resiliency
Framework, this Snapshot—and the Estes
Forward planning process—examines existing
conditions across six resiliency sectors:
1. Community (governance and land use)
2. Economy (workforce and adaptive economy)
3. Health & Social (services, amenities, and
community well-being)
4. Housing (supply, affordability, and vulnerability)
5. Infrastructure & Transportation (critical
infrastructure, utilities, and transportation)
6. Natural Resources & Hazards (watersheds,
forests, agriculture, and recreation areas)
Resilience | rə’zilyəns |
noun
The capacity to prepare for disruptions, to
recover from shocks and stresses, and to
adapt and grow from a disruptive experience.
PLANNING AREA
The planning area for Estes Forward includes the Town
limits of Estes Park as well as the area surrounding
the Town, including the Estes Valley Planning Area.
The State of Colorado mandates an additional three-
mile study area beyond current boundaries for all
Colorado municipalities to establish an understanding
of regional land development patterns and service
and infrastructure capacity in the event that future
annexation opportunities arise.
QUALITATIVE AND QUANTITATIVE
ANALYSIS
The Estes Forward process is based on extensive
public engagement which will help to produce and
refine the Future Land Use Plan, goals, policies, and
implementation strategies at subsequent phases. The
intent of this Snapshot document is to showcase issues
and trends based on the best available data. The topics
are tempered with qualitative data collected during six
Listening Sessions and 33 one-on-one interviews in the
first phase of the planning process. The issues articulated
in this document will continue to be investigated and
brought back to the public for review throughout the
process.
Data was provided by the Town of Estes Park and Larimer
County, supplemented by data from the US Census and
Colorado State Demography Office as appropriate.
Please see a more complete Reference list on last page.
RELATIONSHIP WITH RESILIENCY
While the Estes Valley is rich in natural, cultural, and
economic resources, it is also susceptible to numerous
hazards that can threaten those resources. Some, like
fires and floods, are periodic “shocks” that can cause
direct damage, injuries, and death. Others, like an aging
population or climate variability, are underlying long-
term “stresses” that create and exacerbate negative
outcomes before, during, and after a hazard event (shock)
occurs. Knowledge and awareness of these risks and
vulnerabilities not only helps us to respond and recover
following disaster, but perhaps more importantly, helps
us proactively plan for and build local resilience to future
shocks and stresses.
Over the last decade, the Estes community experienced
devastating environmental, economic, and structural
losses in the aftermath of the 2012 and 2013 fire and
flood events, significant loss of life due to the COVID-19
pandemic, and was impacted by a record-breaking fire in
2020. These events damaged thousands of residences
and businesses, devastated hundreds of thousands of
acres of land, obstructed roads, isolated neighborhoods,
caused utility outages, closed local economies, and
resulted in billions of dollars of damages.
Disasters like these will continue to occur and may
increase in intensity, duration, and frequency because
of climate change and globalization. By being flexible
and adaptable to known and unknown changes, we
can protect lives, property, and livelihoods amidst ever
changing conditions.
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DEMOGRAPHICS AND
POPULATION
1 The Town of Estes Park ranks sixth oldest in Colorado, however the preceding five towns all have populations under 500 people.
According to the 2020 Census, there are a total of 9,830
residents living within the 3-Mile Study Area. Of that,
5,904 residents live in the Town of Estes Park and an
additional 1,281 residents live in the unincorporated
areas within the Estes Valley Planning Area.
Throughout the 3-Mile Study Area, about a third of
residents are older than 65 years old, and the Town
has an even older population within the 65+ age range,
resulting in the oldest median age for a town its size in
the state.1 Areas just outside of Town have more children
and working-age residents.
The Estes Park School District, an area that expends
past the 3-Mile Study Area and into neighboring areas
of Drake, Pinewood Springs, Glen Haven, and Allenspark,
serves a more diverse population. A third of the students
that attend the elementary, middle, and high schools in
Estes Park identify as Hispanic.
While the Estes Valley’s population identifies primarily as
white, there is also a significant population of residents
in the Town (15%) that have Hispanic and Latino Origins.
Residents across the Estes Valley are generally well
educated, with similar ratios to Larimer County. Residents
living outside of town have slightly higher levels of
education (Associate, Bachelor, Master, Professional, or
Doctorate degrees) as well as a higher household income
than Town residents.
CURRENT AND FUTURE LAND USE MIX
Almost two thirds of the entire 3-Mile Study Area
encompasses public and private open space, parks,
and forest. This includes a portion of Rocky Mountain
National Park (RMNP), Larimer County Open Space,
Arapahoe and Roosevelt National Forests, and other
public and private conserved lands. The second most
predominant land use is currently residential, covering
19% of the 3-Mile Study Area. Close to 9% is currently
used for ranching and agriculture.
Within the Estes Valley Planning Area established in the
1996 Estes Valley Comprehensive Plan, the dominant
existing land use is Single Family Residential at 30% of
the land area, followed by Agriculture and Institutional,
both at 10% each. There are currently about 5 sq. miles of
vacant residential land in the Estes Valley Planning Area.
The 1996 Comprehensive Plan’s Future Land Use Map
shows a slightly different development pattern, with
more single-family residential categories with densities
ranging from 1/4 acre to 10 acre minimums. Several
future land uses are only anticipated in the Town,
including Downtown Commercial, Duplex, Office, and
PUD Commercial. About 90% of the future multifamily
areas were anticipated within the Town as well. The
majority of Rural Estate, Accommodations, and the Parks,
Recreation and Open Space land uses were envisioned
within the unincorporated areas of the Estes Valley.
The 5.6 sq. miles of privately-owned land in the
unincorporated areas outside of the Estes Valley Planning
Area are designated as Mountains & Foothills in the
Larimer County Comprehensive Plan, with the preferred
uses of agriculture, forestry, and outdoor recreation. The
remaining area includes RMNP, National Forests, and
other conserved public open space, which is designated
as Natural Resource.
COMMUNITY
Key Strengths
• Existing local and regional planning mechanisms in
place to support resiliency.
• Increasing political and local advocacy for resiliency
action.
• Lessons learned from previous disasters.
• Strong cross-sector and volunteer collaboration.
Key Challenges
• Significant growth projections.
• Ongoing unmet community needs from previous
disasters.
• Limited regulatory oversight.
• Limited funding and administrative capacity to
support resilience activities.
31% of residents are older than 65 within
the 3-Mile Study Area, compared to about
37% of residents within the Town of Estes.
15% of Town residents identify as Hispanic
or Latino.
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Existing Land Uses in the Estes Valley
Estes Valley Future Land Uses (based on the 1996 Plan)
Single-Family Residential Parks, Recreation
& Open Space
Rural Estate
2.5 acre min.
Rural Estate
10 acre min.
Public/Semi
Public
Agriculture
Single-Family
Residential3
1 Future Land Use Commercial includes Downtown Commercial, Commercial Recreation, and PUD Commercial
2 Future Land Use Accommodation includes both Accommodations and Accommodations Low Density
3 Includes Residential and Estate Residential Future Land Uses
Vacant
Parks, Recreation
& Open Space
Commercial1
Accommodations2
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Lakes
Larimer County Framework Categories
Mountains & Foothills
Natural Resource
Estes Valley Future Land Use (1996)
Accommodations
Accommodations Low Density
Commercial
Downtown Commercial
Commercial Recreation
PUD Commercial
PUD Residential
Restricted Industrial
Office
Public/Semi Public
Parks, Recreation & Open Space
Multifamily 3-8 du/ac
Duplex
Residential 1/4 acre min.
Estate 1/2 acre min.
Estate 1 acre min.
Rural Estate 2.5 acre min.
Rural Estate 10 acre min.
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CURRENT CAPACITY AND GROWTH PROJECTIONS
Vacant private land in the 3-Mile Study Area that is
reasonably suitable for greenfield development could
add approximately 642 new dwelling units in the future,
with current zoning. This analysis identified areas that
are high hazard areas, steep slopes, floodplains, ridgeline
protection areas, and other lands unlikely to develop
or subdivide in the foreseeable future, and calculated
development entitlements for the remaining unbuilt and
vacant lands based on current Town and County zoning.
Through this analysis, 44.5% of the projected new
housing units fall within the current Estes Park Town
limits, while the remaining projected new housing
units are located within the unincorporated County
surrounding the Town. Within the unbuilt areas of the
Town that might be suitable for new development, most
new development could occur in the E-1 Estate and the
RE Rural Estate zoning districts.
Within the unbuilt areas outside of Town that might
be suitable for new residential development, most
new development could occur in the EV RE-1 and EV
RE (Estes Valley Rural Estate), the O Open, and the FO
Forestry zoning districts.
This analysis assumes zoning densities in unbuilt lots
and relies on parcel data received from Larimer County
in 2020. While the new housing estimates do not account
for the ability to provide water and sewer services for
new residential development and do not differentiate
between new seasonal or permanent residents, it does
provide an estimate for the potential number of new
dwelling units on vacant land that the 3-Mile Study Area
can expect to accommodate considering the current
density expectations and current zoning entitlements.
It is also important to note that this estimate does
not include already built/developed lands that could
potentially accommodate higher densities and additional
new dwelling units by further subdividing or redeveloping
existing properties. This means that the future baseline
build-out could likely be greater than 642 new dwelling
units depending on the number of future subdivision and
redevelopment proposals that are approved within the
3-Mile Study Area.
642 new dwelling units could potentially be
built on vacant land as current zoned.
1,485 acres of vacant private land are
potentially suitable for future development.
COMMUNITY
Wildfire Hazards
Larimer County Extreme Wildfire
Hazard areas are based on hazard
modeling using vegetation data.
Ridgline Protection
These ridgelines are protected through
the Town’s Development Code and
the County’s Land Use Code to allow
continuation of sight lines.
Slopes over 15%
Development on slopes can require
more cost and engineering, and cause
environmental disturbance.
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These are the environmental constraints that went into the analysis for potential new
residential development within the 3-Mile Study Area.
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Conserved Lands
These areas are federally or locally
conserved through government
designation or conservation
easements.
Floodplains
The 2019 floodplain data shows
areas that have experienced or are
likely to experience flooding in a
major storm event.
Geologic Hazards
Larimer County Geologic Hazard
areas are vulnerable to erosion and
deposition.
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INTERGOVERNMENTAL COORDINATION
The Intergovernmental Agreement (IGA) for a joint
Estes Valley planning area and boundary expired in
February 2020. As part of this IGA, the Estes Valley
Planning Commission and Board of Adjustment had
shared duties for both the Town and County in making
recommendations to the Town Board for developments
within Town limits and to the County Commissioners for
developments outside of Town limits (but still located
within the Estes Valley Planning Area).
Larimer County now administers land use planning
applications that are located outside of Town limits. In
2020, Larimer County adopted the current zoning and
uses from the Estes Valley Development Code into the
County’s Land Use Code. The Town administers the
Estes Park Development Code for land within town limits.
The Town established a new Estes Park Planning
Commission and Board of Adjustment in order to prepare
for the expiration of the Estes Valley Planning Area IGA
in 2020. At the County level, the Larimer County Board
of County Commissioners appointed seven members to
the Estes Valley Planning Advisory Committee to advice
on matters of community planning interest and on the
comprehensive plan.
Regardless of whether the Town and County put a new
IGA in place after this comprehensive plan, the two
entities will coordinate closely on matters of annexation
and land use in the Estes Valley.
RELATIONSHIP WITH RESILIENCY
With projected population growth, areas with high
hazard susceptibility and natural constraints mean that
locations to safely develop within the region are limited.
Staff and leadership in the Estes Valley see the imperative
to plan for climate change action. However, with limited
administrative capacity, the Town and County rely heavily
on partnerships, including cross-sector collaboration and
non-profit organizations. Most mitigation and resilience
work is funded through unreliable, competitive grants. A
more certain and sustained funding source would better
address the reality of ever-present, long-term risks.
The community is successfully incorporating lessons
learned from prior experience. For example, in response
to the COVID-19 pandemic, the Estes Valley Resiliency
Collaborative was established working closely with the
Larimer Recovery Collaborative. Its current focus is
economic recovery, yet is expected to expand to more
community-wide resiliency efforts.
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ECONOMIC DRIVERS
Mountain tourism and outdoor recreation is the primary
economic driver for the Estes Valley. Estes Park is the
basecamp for adventures in RMNP, where world-class
hiking, rock climbing, backcountry skiing, and scenic
drives abound. Many of the businesses in Estes are
geared towards tourists; shops, galleries, and boutiques
line the main street, and some businesses are still only
open seasonally. This is reflected with Accommodation
& Food Service industry dominating the share of jobs in
the Town.
The 2015 Comprehensive Economic Development
Strategy (CEDS) for the Estes Valley articulated a vision to
support year-round economic, cultural, and recreational
opportunities, build a reputation for mountain
entrepreneurship, and diversify the local industries. That
plan clearly links the Valley’s economic success with
the improvements and availability of workforce housing,
broadband infrastructure, and childcare.
ECONOMY
The entire Estes Park Valley and much of the 3-mile Project Boundary is within the Estes Park
Area Enterprise Zone. Additionally, the southern portion of the Estes Valley (from Hwy 36
south to the County line) is a designated Opportunity Zone. These are two state tax incentive
programs are designed to promote business development.
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Local Roads
Major Roads
Buildings
Town of Estes Park
Estes Valley Planning Area
3-Mile Study Area
Stream
Lakes
Rocky Mountain National Park
Arapahoe and Roosevelt
National Forests
Other Conserved Lands
5–927 Jobs per Sq. Mile
928–3,693 Jobs per Sq. Mile
51-200 Jobs
1–50 Jobs
201-420 Jobs
While there are businesses
throughout the Valley, Downtown
Estes Park’s core has the most jobs
per square mile.
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FISCAL HEALTH
The impacts of COVID-19 on the economy were
staggering. Similar to most Colorado communities,
Estes Park relies heavily on sales tax revenue to
provide and manage municipal services, facilities, and
infrastructure. The Town reported a decline in sales tax
collections as low as -34% in May 2020 from May 2019
numbers. However, by March 2021, sales tax revenues
were back up and exceeding pre-pandemic numbers.
According to an Estes Park EDC study, reporting
businesses indicated that 75% of workforce positions
were suspended early in the COVID pandemic (March
16–April 30, 2020). Additionally, closure of RMNP further
exacerbated the economic situation.
Key Strengths
• Robust tourism industry.
• Premiere location near RMNP.
Key Challenges
• Dependence on a limited number of industries and
employment types.
• Seasonal tourism industry (predominantly spring,
summer, fall).
• Increasing real estate pricing and business rents
are pushing out small, local businesses.
• Negative impacts from peak tourist season on
traffic congestion and natural environment.
RELATIONSHIP WITH RESILIENCY
The seasonal and visitor-based economy can be
vulnerable to hazard events, major shocks, and the
ongoing stresses could be devastating and put the Town
in a financially difficult place. A community that has a
diverse economic base will be more likely to withstand
shocks and stresses to the local economy.
Ecotourism, or tourism centered on the natural
environments in Estes, is also extremely vulnerable
to climate change impacts. Natural areas and nature-
based recreation areas play an important role in
attracting visitors to the Estes Valley, who spend money
at local businesses.
83% of businesses had decreased revenue
as a result of the Cameron Peak and East
Troublesome wildfires in 2020.
WORKFORCE
Just over half of the population in the Estes Valley is
in the workforce. The other half include retirees and
children. About two thirds of employed Town residents
work in Estes, and a third commute outside of Town. One
in ten Town residents work from home—slightly higher
than both the County and State averages.
50% of Town residents are in the workforce.
Both year-round workers and season workers contribute
to the local economy. About 3,000 jobs must be newly
filled each summer with temporary/seasonal workers to
meet seasonal employment needs in the region. These
jobs are generally low-paying service positions.
With high housing costs in Estes, many workers commute
to Estes. The cost to commute averages about $690 per
month and there is not a convenient transit option year
round designed to serve workers.
While not a new challenge, local employers are having
an especially difficult time filling jobs and retaining
employees. The scarcity of housing available for year-
round or seasonal workforce in the area is reported to
negatively affect at least 85% of all employers. Some
employers have attempted to increase wages in hopes
of attracting workers, however the continued workforce
shortages indicate this has had little immediate success.
$84,400 is the 2021 median family
income. Family households tend to make
more than non-family households.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
Sales Tax Revenue by Month
2019 2020 2021
By March 2021, sales tax revenues were back
up and exceeding pre-pandemic numbers.
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HEALTH&SOCIAL
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Local Roads
Major Roads
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3-Mile Study Area
Stream
Lakes
Trails
!(Schools
Hospital
Local Parks
Rocky Mountain National Park
Arapaho and Roosevelt
National Forests
Other Conserved Lands
PARKS, OPEN SPACE, RECREATION AND TRAILS
An active and healthy lifestyle is important to many
residents and visitors of the Estes Valley. The Estes
Valley Recreation & Park District manages the local
parks, recreation, and trail facilities—including the
Lake Estes Marina and the Mary’s Lake and East Portal
campgrounds. Ball fields and courts, a bike park, a dog
park, and community garden are located next to the
Estes Park Fairgrounds, south of Lake Estes. Small open
spaces adjacent to the Downtown provide trails and river
views. Many of the vast public lands surround the Estes
Valley, including federal lands (Arapaho and Roosevelt
National Forests and RMNP) as well as county parks
(Hermit Park Open Space) and private conserved lands,
provide outdoor recreation activities.
The Town manages some multi-use paths, the Riverwalk,
and many of the sidewalks, which can provide some
additional connectivity for bikes. The Estes Valley Master
Trails Plan (2016) provides a comprehensive overview of
existing and future trail priorities.
Recreation areas close to home, such as paved and
accessible trails, neighborhood parks, picnicking
areas, community gardens, and natural-surface trails
with access from neighborhoods within the Town,
are important to the community. The importance
of recreation and access to open spaces has only
continued to increase since the COVID-19 pandemic
which showcased a greater need for physical, mental,
and emotional health. The National Park and other
public lands, while abundant, are not always accessible
to local families, either due to visitor crowding, distance,
time constraints, and/or cost. Furthermore, most
public lands do not provide the amenities found at a
typical neighborhood park, such as restrooms, shelters,
accessible paths, or playgrounds. 293 acres of local parks
3,538 acres of local open space and
conservation easements
151 miles of trails
Half of Town residents are within a
10-minute walk to a park
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HEALTH&SOCIAL
Key Strengths
• The 2021 Larimer County Hazard Mitigation Plan
maps locations of vulnerable populations in relation to
identified hazard areas.
• Strong culture of volunteerism.
• Network of cooperative health, fire, and public safety
agencies.
• Access to medical care and health care professionals.
Key Challenges
• Vulnerable populations.
• Increased public health hazards.
• Communication barriers.
• Low health insurance rates.
• Limited access to services in remote areas.
COMMUNITY SERVICES AND AMENITIES
For a town with a small population, Estes Park has a
complex and broad social fabric as the service provider
for many smaller unincorporated communities and
annual visitors to the area, as well as the employees
that serve them. The Valley hosts an array of agencies
to provide residents and partners with community
services. Additionally, the Valley has over 90 nonprofits
serving a variety of cultural, recreational, educational,
and community needs.
• The Larimer County Human Services Department
and the Larimer County Department of Health
provide health and human services throughout the
County.
• One of the six hospitals in Larimer County is located
in Estes Park.
• The Larimer County Office on Aging and the Disabled
Resource Services Center provide resources and
services to older and disabled adults.
• Nonprofits such as Boys and Girls Club and Estes
Valley Investment in Childhood Success provide
resources for young families.
• The Estes Valley Recreation Center provides fitness
and recreation activities.
• The Estes Park School District R-3 operates an
elementary, middle, and high school that serves over
1,100 students across the greater Estes Valley.
• Senior Center moved to a new location and provides
activities and social events for active adults.
See more resources in the Estes Park Community
Resources Guide.
90+ non-profits are in the Estes Valley.
Emergency services are provided by the Estes Valley
Fire Protection District, the Estes Park Emergency
Communications Center, the Estes Park Police
Department, and the Larimer County Office of Emergency
Management. These organizations can continue to best
support this community through education, outreach,
and awareness prior to emergency or disaster response.
The Workforce Housing and Childcare Ad-Hoc Task Force
reports a childcare crisis citing tightly limited ratios of
caregivers to infants/toddlers and the low revenue for
childcare providers in the Estes Valley. The need for high-
quality early childhood education at affordable rates is
clear. The report recommends coordinated community
efforts, providing financial support (including finding a
town site), and ensuring accountability.
RELATIONSHIP WITH RESILIENCY
A more cohesive and service-oriented community, made
of more resilient individuals, can better adapt to ongoing
change. Community needs range from the universal,
such as safety and education, to the specific, including
those experienced by an immigrant work force or aging
population that have access and functional needs.
Prioritizing adaptation actions for the most vulnerable
populations would contribute to a more equitable
future within and across communities. Older adults are
particularly vulnerable during and after disasters. Public
health programs and policies should actively promote
the resilience of older adults and aging in place methods
should be central to all planning conversations.
Of individuals 65yrs old and younger, 19% are without
health insurance and 12% are disabled. The safety nets
for these vulnerable populations in Estes Park are few.
Further, during past disaster events, it was found that
non-English speakers were less likely to use available
emergency shelters and they reported inaccurate
deterrents, such as they would have to pay for shelters
or their immigration status would be questioned.
14% of the Estes Valley population resides
in households where English is not the
primary language.
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HOUSING STOCK
2 Note: The Estes Park School District was the area studied in the 2016 Housing Needs Assessment and includes the Town of Estes
Park, unincorporated Estes Valley, as well as neighboring areas including Drake, Pinewood Springs, Glen Haven, and Allenspark.
The Town of Estes Park has 4,382 housing units, which
accounts for 79% of the housing stock within the Estes
Valley Planning Area.
The 2020 Census found that 64% of the units in the
Town of Estes Park are occupied. This is higher than
the 60% occupancy rate for the Estes Valley Planning
Area as a whole. The occupancy rate in the Town of
Estes Park is slightly below the occupancy rate of 67%
found in the 2010 Census—an expected decline given the
rise of the vacation rental industry in the past decade.
That the decline was not any greater may be a result
of the requirement that vacation homes be licensed in
residential districts in the Valley, with a cap on the total
number. In April 2020, the Town and County divided the
cap allowing 322 vacation rentals on residential zoned
properties in Town limits and 266 on residential zoned
properties in the unincorporated area of the Estes Valley
Planning Area. Currently, both programs are at capacity
with a waiting list of properties.
Of the owner-occupied units, 52 have restrictions to
guarantee their affordability and/or occupancy by
the workforce. Of the renter-occupied units, 297 have
restrictions. The 349 restricted units represent about 8%
of the housing stock in the Town of Estes Park.
7% of current housing stock is guaranteed
for occupancy by the local workforce.
HOUSING NEED
A Housing Needs Assessment was completed in 2016
and analyzed the area within the Estes Park School
District. That assessment estimated that 300-340 units
of workforce housing would need to be built per year in
the School District to address existing overcrowding,
commuting, and unfilled jobs plus projected job growth
and retirement.2
Over the past five years only about 14 housing
units have been added per year in the Town
of Estes Park, not all of which are workforce
housing.
This severe undersupply of housing is a relatively new
phenomenon. In the 2000s about 92 units were added
per year in the Town of Estes Park. In the 1990s it was 117
units per year. A similar trend is seen in the Estes Valley
as a whole. The 2016 Housing Needs Assessment is the
fourth installment of the study. The need for workforce
housing has grown in each assessment because not
enough of the supply provided between assessments
has been affordable to the workforce. However, the
almost complete lack of new housing in the 2010s is
unprecedented and has led to the significant increase in
the need for housing.
The 2016 Housing Needs Assessment attributes the lack
of supply to a combination of the Great Recession and
natural disasters at the beginning of the decade along
with a lack of zoning allowances and community support
for housing projects. However, current projects such as
Peak View and Wildfire indicate that recent incentives
HOUSING
Affordable Units by Average Median Income
in Estes Park
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500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
Housing Units in Town
Housing Units Built in the Town of Estes
Park By Decade
Built 2010 - 2019
Built 2000 - 2010
Built 1990 - 1999
Built 1980 - 1989
Built 1970 - 1979
Built 1960 - 1969
Built 1950 - 1959
Built 1940 - 1949
Built 1939 or earlier
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and code updates to address the 2016 assessment
are starting to create more supply. Those two projects
represent about 115 units that are in the works, and there
are about another 95 units in the pipeline. A significant
increase over the rate of supply from the past decade.
In addition, the Town has entered into negotiations
with America West Housing Solutions to develop the
fish hatchery property, with 190 new units preliminarily
conceptualized.
Catching up to housing need once behind is a difficult
task, especially in smaller, resort communities. The
feeling that quality of life is diminishing as workers can
no longer find housing is a common sentiment among
many Estes residents. For example, employers spend
more time and money training employees they cannot
retain, and community members see unique, high-quality
services disappear because when the provider leaves or
retires a replacement cannot afford to step in.
AFFORDABILITY
The 2016 Housing Needs Assessment found that the
median single-family home listed in November 2015 cost
2.6 times what was affordable to a household employed
in Estes Park. The median condo listing at the same time
cost 1.2 times what was affordable. Available affordable
supply was limited to condos, which are not as well
suited to families and larger households.
The 2016 Housing Needs Assessment also indicated
growth rates likely to exacerbate the lack of affordability.
With housing stock only growing at about 0.3% annually
and jobs projected to grow at 1.9%–3.2%, prices were
likely to rise faster than wages.
Compounding the issue in recent years in many
mountain resort towns has been increased external
demand from a combination of low-interest rates, short-
term rentals,popularity of real estate investment, and
COVID-19.
As a result of the lack of supply in the 2010s,
coupled with continued job growth, the
12-month rolling median sales price for single-
family homes and condos have each risen
almost 30% annually since 2016.
RELATIONSHIP WITH RESILIENCY
The resiliency of housing can be characterized as a
function of its availability, affordability, quality, and
vulnerability. To meet seasonal employment needs, the
area must fill approximately 3,000 jobs every summer
and homes for tourism and service jobs are in short
supply. The Town’s housing stock also struggles to meet
the needs of essential workers, such as police officers,
firefighters, and nurses, who are first responders to a
natural disaster.
In the Town of Estes Park, there are over 600
homes at risk of a rockslide, 75 homes with a
1% annual chance of flooding, and about 785
buildings in moderate, high, or highest risk of
wildfire.
Developing workforce housing within Estes Park is
essential, but must be balanced with building safely and
avoiding the wildland urban interface or other hazard
prone areas. Much of the existing building stock is
located in high hazard vulnerability areas.
The compounding impacts are numerous. A disaster
can diminish already scarce building stock, residents
can be displaced, and cost to repair damages may be
insurmountable. Additionally, the inventory is relatively
old, creating challenges for local workers to both afford
to buy homes and make needed repairs.
For younger residents to be able to live in the Estes Park
area, significant changes to housing policies, regulations,
and strategies are needed.
Key Strengths
• Active efforts to plan for and construct workforce
housing.
Key Challenges
• Limited housing availability, particularly workforce.
• Housing stock is vulnerable to hazards.
• Second homes and short-term rentals impact the
availability for affordable housing.
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WATER RESOURCES
Water is supplied to the Estes Valley largely through
snowmelt and water capture through reservoirs. Climate
change, wildfire burn scars, and population growth are the
main factors contributing to scarcer or at-risk resources.
Water providers, such as Northern Water, provide raw
water to the community. Recently, Estes Park purchased
additional water rights, providing another source to meet
future demands.
The Town owns two water treatment plants (WTP) that
provide water to the Estes Valley and currently operate at
different seasons.
1. Mary’s Lake WTP is rated at 4.0 millions of gallons
of water per day (MGD). It operates April–October.
2. Glacier Creek WTP is rated at 3.0 MGD for a
combined rated capacity of 7.0 MGD. It operates
January–April and July–December.
4.7 MGD is the projected potable
water high peak demand for 2034, which is
equivalent to using over seven Olympic-sized
swimming pools of water every day.
In May of 2021, Estes Park approved a new pretreatment
building with a rapid mix basin, flocculation,
sedimentation with plate settlers, and supporting
ancillary systems for the Glacier Creek WTP after it fell
out of safe drinking water status. The improvements
are made possible through a federal loan and grant.
This will also allow the Town to run the plant year-round,
increasing their capacity to provide clean drinking water
to meet increasing demands.
The Town has nine potable water storage tanks
dispersed geographically providing 3.7 MGD of storage
capacity. The tanks range in age from 10–74 years, and
the condition of the tanks varies by age. Per the 2015
Master Plan, the system has sufficient storage capacity
to meet the criteria throughout the planning period and
the goal is to store at least 25% of the maximum daily
consumption. However, with increasing population and
increasing fluctuations in climate, the Town may need
additional storage tanks.
The four existing pump stations in the Town’s distribution
system also likely to need to be reevaluated to determine
the improvements needed to match growth within the
community.
INFRASTRUCTURE & TRANSPORTATION
UTILITIES IN ESTES PARK
Town utilities will see pressure from a rapidly growing
population and the current capacity to meet the new
pressures depends on the condition, age, and capacity
of the system. Impacts from hazards and climate change
and evolving demands of the community are also key
considerations for the future of utilities in the Valley.
All utilities are susceptible to natural disasters such
as flooding and wildfire which have caused damage to
the Town’s facilities and homeowners—during the 2013
flooding the full time residents had no sewer and were
locked in their homes because the flood had taken
access roads as well as local utilities.
The Town’s utilities demand and use varies greatly by
season due to the influx from the tourism industry and
the draw to RMNP. The visitors accessing RMNP pose an
additional stress to the infrastructure which proposed
projects must account for. For example, the Town needs
to account for additional water usage for the high peak
season or widen roadways to avoid congestion caused
by the visitors.
The growth of the Front Range has also impacted the
Town’s infrastructure as more second home and regional
vacationers from the Metro Area drive to RMNP and
nearby recreational areas.
DRAINAGE AND HYDROLOGY
The Town was impacted by the state’s largest flood event
to date and learned a great deal about their vulnerabilities
to flooding. Following the 2013 flood, the rainfall peaks
were adjusted. Hydraulic performance of the drainage
system may need to be reevaluated for existing capacity
and future projects.
The Federal Emergency Management Agency’s floodplain
maps are currently being updated. These show a large
portion of the downtown core and additional homes and
structures in the special flood hazard area. The Estes
Park Downtown Plan offers a wealth of information on
strategies that work with nature to reduce impacts, such
as creating more space for the river in the downtown
area that doubles as a community asset. The Town has
few hydrologic measuring tools, such as stream gauges,
to measure flows with better accuracy and inform the
community to make adequate decisions such as larger
bridge openings.
The downtown area along the Upper Big Thompson
River from US 36/St. Vrain Avenue to Crags Drive
requires major channel and crossing improvements
including stream restoration, bridge enlargement, and
embankment stabilization.
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INFRASTRUCTURE & TRANSPORTATION
POWER AND COMMUNICATION
The community-owned and operated electrical and
broadband utility, Power and Communication, provides
both electricity and access to broadband internet service
for Estes Valley residents.
Estes Park is a member of the Platte River Power
Authority (PRPA), which is a non-profit that purchases or
generates all of the energy in Estes Park. PRPA recently
updated the Integrated Resource Plan, which lays out
the near and long-term strategy for ensuring the power
needs are met.
Increasing population, heating and cooling demands,
and opportunities to diversity their portfolio of power
sources are all detailed in the 2020 Integrated Resource
Plan.
Energy is currently produced from about 30%
renewable sources. PRPA has a goal of using
100% renewable energy by 2030 without any
degradation in service.
Ensuring access to high-speed internet is essential to
building an equitable and resilient community. To address
this need, Estes Park Power & Communications has
established Trailblazer Broadband in 2019, a community-
owned and operated high-speed internet service that
is delivered over fiber optic cable. As this project rolls-
out over the next three to five years, it will be critical to
extend service to the ten percent of households without
access to broadband internet.
Key Strengths
• Sufficient potable water storage capacity.
• Community broadband service.
• Lessening reliance on fossil fuels.
Key Challenges
• Aging facilities and equipment.
• Population growth, workforce commuting, and
tourism increase demand on already fragile
infrastructure.
• Critical infrastructure and facilities in high-risk
locations.
RELATIONSHIP WITH RESILIENCY
In the 2021 Hazard Mitigation Plan update, the Town
identified 21 critical facilities and other community
assets as important to protect or that provide critical
services in the event of a disaster. Identified facilities
are categorized as communication, health and medical,
energy, food, water, and shelter, safety and security, and
miscellaneous.
The region’s critical infrastructure is aging and must
support evolving demands of a growing population,
flourishing tourism industry, and threats from climate
change. For example, water supply systems that receive
less snowmelt may struggle to provide adequate water
supply to the community without additional water
hardening or conservation measures.
SEWER
The Estes Park Sanitation District is a division of the
local government and in charge of wastewater collection
and treatment. It has benefited from a strategic plan
for improvements that mean its current capacity and
efficiency is well positioned to serve the growing
community.
The treatment facility was built in 1964, with many
improvements since then. The current permitted
capacity is 1.5 (MGD). The plant operates at 50–55%
capacity during the peak tourism season. Approximately
one third of the system is still clay pipes.
The Estes Park Sanitation District estimates
that their number of customers increases
two-fold during peak tourism seasons.
The Upper Thompson Sanitation District provides
wastewater treatment for the community surrounding
Estes Park. The facility has a capacity of 2.0 MGD. The
plant can treat up to 3.75 MGD, which is almost twice in
comparison from current peak flow. However, at around
5 MGD, the 2034 estimated peak flows are higher than
what the plant presently can treat at maximum capacity.
The plant will need to be rehabilitated or improved to
meet future demand.
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INFRASTRUCTURE & TRANSPORTATION
COMMUTER PATTERNS
The travel patterns for the Town of Estes Park show
an almost even split of residents commuting in and
out of town. However, nearly twice as many employees
commute to Estes Park from elsewhere on a daily basis.
Commuting patterns both in and out of Estes Park are
dispersed among several Front Range communities.
HOUSING & TRANSPORTATION AFFORDABILITY INDEX
The Housing and Transportation Affordability Index
compares geographical regions with typical regional
or national costs. This index offers insights to help
understand how transportation impacts Estes Park
residents and how Estes Park could plan for more
equitable and affordable transportation options. Of their
annual income, an Estes Park resident will spend an
average of 25% on housing and 23% on transportation
for a total expenditure of 48%.
The high demand of housing and transportation costs
leaves less disposable income for other financial
opportunities. In dispersed areas, people are more
likely to need privately-owned vehicle(s) and drive
farther distances, which increases the household’s
transportation-related expenses.
$13,546 annual transportation costs
1.91 autos per household
22,304 average household vehicle miles
traveled
From 2012 to 2019, RMNP had a 44% increase in the
number of visitors. Projections regarding vehicle miles
traveled on Larimer County roadways is expected to
almost double by 2045. This increase in traffic will create
more frequent congestion in the future, particularly for
roadways already experiencing seasonal congestion
from tourism including the main arterials leading into the
Town: US 34, US 36, and SH 7.
Top locations Estes Park residents work:
Estes Park 50%
Denver 5%
Fort Collins 4%
Boulder 3%
Loveland 3%
Top locations Estes Park employees live:
Estes Park 37%
Loveland 5%
Fort Collins 3%
Denver 2%
Longmont 2%
Live and Work
in Estes Park:
1,378
Inflow
2,355
Outflow
1,383
45%
50%
48%
48%
Housing and Transportation Affordability
Index Comparisons
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INFRASTRUCTURE & TRANSPORTATION
MODE SPLIT
On a typical workday, Estes Park residents commute
an average of 19 minutes, significantly lower than
the national average commute time of 26 minutes.
Although the overwhelming majority of Estes Park
residents have access to a vehicle, this is not
always the preferred mode of transportation.
With the median age of Estes Park residents closer
to that of a retiree, the focus on underserved
populations, such as older adults, people with
disabilities, and low-income households; access to
public transportation or other modal options such as
walking or biking will help meet their mobility needs
without having to rely on others.
WALKABILITY
While the majority of Estes Park residents own vehicles,
the option of multiple modes of travel is beneficial to all.
A network that facilitates active means of transportation,
such as walking or bicycling, provides environmental and
health benefits to a community and its residents.
One metric to assess a community’s walkability is
the Walk Score®, a measurement that is based on the
walking distance to amenities such as grocery stores,
parks, and health services. The Town of Estes Park has
a Walk Score® of 59 or “somewhat walkable.” Estes Park
has a score comparable to Breckenridge, with a score
of 54, and a significantly higher score than Kalispell,
Montana, with a score of 41.
Walk Score® is just one tool to assess walkability. Criteria
such as connectivity, accessibility, level of comfort, and
safety contribute to a user choosing to travel via foot
rather than other means. The purpose of the trip must
also be considered. Improving the Town’s walkability is
possible through the addition of pedestrian facilities that
improve the user experience.
The current level of bike infrastructure earns the Town
a bike score of 36. This score is within the lowest range
(0-49 Somewhat Bikeable) and is described as “minimal
bike infrastructure.” The Town ranks comparable to
Breckenridge, with a score of 34, but worse than Kalispell
with a score of 48.
In Estes Park, two main trails provide a scenic ride along
Lake Estes. A third trail connects and provides access
to assets along Elkhorn Avenue, the Town’s main street.
By examining its future growth expectations, population
demographics, and available land for growth, along with
key gaps regarding connectivity, crossings, lighting,
and separation/protection from vehicular traffic, the
Town can determine the best way to improve the active
transportation network and increase options for local
walkability and bikeability. Expanding the coverage and
connectedness of the current network would benefit
residents and tourists alike and decrease vehicles on the
roadway network.
Key Strengths
• An adopted Complete Streets policy reinforces the
desire to improve multimodal options.
• The RMNP and Estes Park shuttle services offer
options during seasonal high visitation periods.
• The Town’s electric trolley supports environmental
sustainability goals.
Key Challenges
• Public transportation is not available year round.
• Gaps in connectivity and wayfinding limit the active
transportation network and user experience.
• Vehicular congestion is perceived as getting worse
and not sustainable.
• Bicyclist and pedestrian comfort levels vary greatly.
The network favors experienced cyclists.
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TRANSPORTATION
TECHNOLOGIES
Transportation technologies, services
and strategies that enhance safety and
mobility on transportation networks
are rapidly emerging. The past few
years have seen the rise of on-demand
mobility services such as Uber and
Lyft. Currently an on-demand service
in Estes Park provides rides for older
adults and people with disabilities.
There have also been strides in ride-
share services like scooters and bikes
that provide transportation options in
the densest parts of cities. The Town of
Estes Park should leverage recent and
future technologies that would provide
beneficial additions to their mobility
options.
INFRASTRUCTURE & TRANSPORTATION
MULTIMODAL CHARACTERISTICS
Access to multimodal options such as walking, biking, and transit
offer low-cost and sustainable solutions to mobility. A successful
and well used multimodal network includes connected and
safe pedestrian and bicycle facilities that provide access to key
destinations, including transit stops. The high mobility zone shown
on the map on the following page represents the area with ample
access to biking and pedestrian facilities including sidewalks and
multi-use paths as well as twenty transit stops (out of the dozens
provided by the free shuttle service). This zone offers a high level of
multimodal connectivity within the Town of Estes Park.
To combat the demand on the roadways, the Town of Estes Park
funds free shuttles to key locations around town with one shuttle
that connects the Estes Park Visitor center to the RMNP Shuttles.
Bustang, a regional bus service operated by the Colorado
Department of Transportation provides weekend service from
The Estes Shuttle offers free transit service within the
Town and connecting to RMNP.
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INFRASTRUCTURE & TRANSPORTATION
Denver, Westminster, Boulder, and Lyons to Estes Park during the
busy summer tourist season. These efforts reduce the number of
vehicles on seasonally congested roadways and contribute to a
more reliable transportation system. Bustang starts at Denver Union
Station and ends at the Estes Park Visitor Center, the largest multi-
modal hub in town; providing access to the Estes Shuttle service,
pedestrian and bicycle facilities.
The Town of Estes Park also provides many parking spaces within
Town. There are options for on-street parking and public surface
parking lots, as well as parking garages. The parking ranges from
no cost to $10 for overnight parking. Parking is free at the Town’s
extremities and costs more near the center of Town. This concept
aims to incentivize parking further away from the Town’s center,
which experiences significant vehicular congestion. These parking
spots are also close to multi-modal options including bike and
pedestrian facilities and shuttle stops. These parking spots offer
1-hour, 3-hour, and all day options providing visitors with parking
locations that connect seamlessly to Estes Park mobility options.
Downtown Transportation
Local Roads
Major Roads
Buildings
Town of Estes Park
Stream
Lakes
Rocky Mountain National Park
Other Conserved Lands
Bike and Pedestrian Paths
0 0.50.25 Miles
´
Parking
Street Parking
High Mobility Zone
Mobility Hub/Visitor Center
RELATIONSHIP WITH
RESILIENCE
Transportation, proper evacuation
routes, and safe ingress and egress
for communities are a key component
of resilience. During the 2020 fires,
the Town roads and evacuation plans
were tested. Although the Town was
able to evacuate efficiently without a
single injury, some residents reported
confusion with routes and where to find
information.
Downtown Transportation
Local Roads
Major Roads
Buildings
Town of Estes Park
Stream
Lakes
Rocky Mountain National Park
Other Conserved Lands
Bike and Pedestrian Paths
0 0.50.25 Miles
´
Parking ranges from no cost to $10 for overnight
parking. There are 1hr, 3hr, and all day options.
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NATURAL RESOURCES & HAZARDS
NATURAL & SCENIC RESOURCES
The natural beauty and wildlife resources of the Valley
have long drawn residents and visitors to the area.
Watersheds and the natural resources within them
provide the foundation and sustenance for the Estes
Valley and the region. From views of alpine mountains
to flowing rivers of riparian valley, the Valley is rich in
natural values. The Wildlife and Hazards map shows the
ecologically important Big Thompson River, Fish Creek
and Fall River corridors.
The area showcases populations of megafauna as
well as unique and sensitive resources. The Valley is
important habitat area and movement corridors for
herds of elk, Rocky Mountain bighorn sheep, and mule
deer; predators such as black bears, coyotes, and
mountain lions; and eagles, hawks, and numerous other
bird species. Elk and mule deer inhabit the majority of
the Valley, moving to higher elevations during warmer
months. Fifteen threatened or endangered species, such
as the greenback cutthroat trout and the boreal toad,
also inhabit the Valley.
The Estes community values the ability to view wildlife
out their backdoor; however, negative interactions do
occur if not planned and managed correctly. Living
with wildlife takes care and precautions to maintain a
sustainable and healthy ecosystem.
Scenic views of multiple peaks over 13,000 feet, including
iconic views of Longs Peak and Mount Meeker, surround
the Valley. Views from the Peak to Peak Scenic Byway
(Hwy 7) of the Continental Divide and other key features
such as Lumpy ridge frame the community’s gateways.
Steep slopes, rocky outcrops, and river corridors have
shaped how the Valley has grown.
Key Strengths
• Access to public lands and recreation and
outstanding natural scenery.
• Significant land conserved by federal, state, local, or
land trust organizations
• Abundant charismatic wildlife supports community
awareness.
Key Challenges
• Recurring seasonal severe weather and extreme
hazard events.
• Access to local community resources.
• Natural resources and recreation areas drive peak
tourism.
• High wildfire risk and extensive development in the
wildland-urban interface.
HAZARDS
The 2021 Larimer County Hazard Mitigation Plan
identifies wildfire and severe winter, spring, and summer
storms as the highest risk hazards for the Town of Estes
Park. Other hazards identified as moderate threats
include flood, rockfall and landslide, drought, disease
outbreak, and utility disruption. Existing Town stresses
such as an aging population, climate uncertainty,
insufficient infrastructure, and lack of economic diversity
are factors that can amplify vulnerability.
For example, the 2012 wildfires burned over 20 Estes Park
homes, aggravating an already limited housing stock.
The immense fires reduced air quality, increasing health
hazards to an already vulnerable senior population. They
obstructed evacuation routes and forced closure of many
area businesses as well as the nearby National Park. The
following year, raging floodwaters and mudslides shut
down all major roads into Estes Park, isolating residents
during prime tourist season. Floodplain, steep slope, and
wildfire ordinances are used by the Town to reduce risk.
The Local Hazard Mitigation Plan identifies seven new
mitigation projects all intended to lessen vulnerability
and increase resilience to hazards.
The Estes Park Downtown Plan proactively takes into
account the impacts and threats from prior and recent
flood events and the new hydrology and floodplain maps
currently being updated. New floodplain mapping reflects
this risk and will put many of the downtown structures in
the floodplain. This also means that development and
substantial improvements may be limited by floodplain
regulations. The Downtown Plan recommends key flood
mitigation opportunities to improve resiliency in the
downtown core, many of which also offer recreational
and placemaking benefits. Implementing these
recommendations could assist in removing properties
from the floodplain, while also providing a community
benefit.
15 threatened and endangered species
inhabit the Valley.
Visitation to RMNP increased from 2.9 million
in 2010 to 4.6 million visitors in 2019.
9,716 acres of sensitive/unique resources,
including ranches have been conserved by the
Estes Valley Land Trust.
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NATURAL RESOURCES & HAZARDS
RELATIONSHIP TO RESILIENCY
As our climate changes, temperatures rise and
weather patterns change causing a cascade of
impacts and implications, threatening both natural and
human systems. Even small changes in climate may
compromise the delicate ecosystem of flora, fauna, and
landforms that define the region. Future development
should be sensitive to avoid and/or work in harmony with
all-natural ecosystems.
Land use and land cover patterns should develop
with natural systems in mind. This includes adequate
stream setbacks, native vegetation in the landscaping
requirements, fire breaks and mitigation and permeable
surfaces.
CLIMATE
The Estes Valley is a high mountain valley with a climate
that differs from the rest of the Larimer County towns; it
has cooler summers and warmer winter temperatures.
Average annual precipitation is 15 to 16 inches, with the
greatest amount occurring in April and May.
Climate change creates a variety of threats to the
natural environment, such as reducing snow cover and
the availability of water, prolonging drier conditions
more conducive to invasive weeds, pests, catastrophic
wildfire, and shrinking habitat for alpine plants and
animals. Climate change, extreme weather, invasive
weeds, and fire suppression alter the Valley’s wildlife
habitat and forest structure resulting in an extended fire
season with potentially more frequent and catastrophic
fires and floods.
UV7
£¤36
£¤36
£¤34
£¤34
UV66
Wildlife & Hazards
Local Roads
Major Roads
Town of Estes Park
Estes Valley Planning Area
3-Mile Study Area
Stream
Big Game Migration Corridors
Important Raptor Habitat
Wetland and Riparian Habitat
100 Year Floodplain
Ridgeline Protection Areas
Severe Geologic Hazard
Very High Wildfire Hazard
Slopes>30%
Rocky Mountain National Park
Arapaho and Roosevelt
National Forests
Other Conserved Lands
0 21Miles
´
##
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REFERENCES
1.2020 Census Population and Housing Unit Data
2.American Community Survey 2019, 5-Year Estimate
3.Estes Park Area Housing Needs Assessment 2016). https://www.colorado.gov/pacific/sites/default/files/
atoms/files/Final%202016%20HNA%20Report.pdf
4.Estes Park Community Resources Guide. https://drive.google.com/file/d/1fOEYYZzWX-Ctncx-
YodKbj8ESNrY_0CN/view
5.Estes Park Comprehensive Water Master Plan 2015.
6.Estes Park Downtown Plan https://drive.google.com/file/d/1aebQWw76doRQVUugJMaGSv8sL88_3zka/view
7.Estes Park ParkScore. https://www.tpl.org/city/estes-park-colorado
8.Estes Park Sanitation District. http://estesparksanitation.org/
9.Estes Park Sanitation District Collection System Map. http://estesparksanitation.org/epsdProfile/EPSD%20
Collection.pdf
10.Estes Park School District R-3. https://www.usnews.com/education/k12/colorado/districts/estes-park-school-
district-r-3-110218
11.Estes Valley Board of Realtors
12.Estes Valley Comprehensive Plan (1996). https://estespark.colorado.gov/comprehensiveplan
13.Estes Valley Stormwater Management Project Volume I & II. Stormwater Master Plan. https://drive.google.com/
file/d/18_dXzACQlp1wXiwha1-XIy1BoBSZH47c/view
14.Hydrologic Analysis of Fall River, Upper Big Thompson River, Black Canyon Creek & Dry Gulch. Town of Estes
Park.
15. Larimer County Assessors Data 2021
16.Larimer County Comprehensive Plan 2019. https://www.larimer.org/sites/default/files/uploads/2019/
larimercountycomprehensiveplan2019_vol1_0.pdf
17.Larimer County Hazard Mitigation Plan Update (2021). https://www.larimer.org/emergency/hazard-mitigation-
plan
18.Platte River Power Authority 2020 Integrated Resource Plan. https://www.prpa.org/wp-content/
uploads/2020/10/IRP_10.8_spread.pdf
19.Trail Blazer Broadband. https://trailblazerbroadband.com/
20.U.S. Census Center for Economic Studies, Longitudinal Employer-Household Dynamics Data 2018. OnTheMap:
https://onthemap.ces.census.gov/
21.Workforce Housing and Childcare Ad-Hoc Task Force Final Report (2019). https://drive.google.com/file/d/1-
jCgSmaLr8XYgvITDzOShpgvhQIGW-rb/view
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