HomeMy WebLinkAboutPACKET Estes Park Planning Commission 2022-11-15
Prepared November 7, 2022
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AGENDA
PLANNING COMMISSION – TOWN OF ESTES PARK
Tuesday, November 15, 2022
1:30 p.m.
AGENDA APPROVAL
PUBLIC COMMENT. (Please state your name and address).
CONSENT AGENDA:
1.Planning CommissionStudy Session MinutesdatedOctober 18, 2022
ACTION ITEMS
1.Comprehensive Plan AdoptionDirector Garner
DISCUSSION ITEMS:
ADJOURN
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Town of Estes Park, Larimer County, ColoradoOctober 18, 2022
Minutes of a Joint Study Session of the PLANNING COMMISSION of Estes Parkand
the Comprehensive Plan Advisory Committee, Larimer County, Colorado. The meeting
was held in the Town Board Room, 170 MacGregor Avenuein said town.
Commission:Chair Matt Comstock, Vice, Vice, Vice--Chair Chair Matthew Heiser,
CommissionersJoe Elkins, Elkins, Elkins, Howard HansonHoward HansonHoward Hanson
Attending:Comstock, Hanson, Heiser, ElkinsHeiser, ElkinsHeiser, Elkins
CompPac members
Attending: Chuck Cooper, Chuck Cooper, FraFrank Tnk Theis, heis, heis, Karen Thompson, Dave ShirkKaren Thompson, Dave ShirkKaren Thompson, Dave Shirk,
John SchnipkowJohn Schnipkoweiteit
Also Attending:Director JDirector Jessica Garner, Senior Planner essica Garner, Senior Planner essica Garner, Senior Planner Jeff Jeff WoeberWoeber, Town
Attorney Dan Kramer,Attorney Dan Kramer,Attorney Dan Kramer,Town BTown BTown Boaoaoard Liard Liard LiaisonBarbara
MMacAlpineacAlpine, , RecordRecordRecording Secretary ing Secretary ing Secretary Karin SwanlundKarin SwanlundKarin Swanlund
Absent:nonenone
Chair Comstock cComstock cComstock called the meeting to order at alled the meeting to order at alled the meeting to order at 1111:1:1:30 a30 a30 a.m.m.m. . .
The purpose of this urpose of this urpose of this joint Stujoint Stujoint Study Sessiondy Sessiondy Sessionwas to review the was to review the was to review the final draft version of
the
Comprehensive Plan. Miriam McGilvray, lead project managerComprehensive Plan. Miriam McGilvray, lead project managerComprehensive Plan. Miriam McGilvray, lead project managerfrom
Logan Simpson,
was in attendance for the review.was in attendance for the review.was in attendance for the review.
Director Garrector Garner noted ner noted ner noted that public commentthat public commentthat public comments received earlier today were related tothe
Missing MidMissing Middle memo dle memo dle memo included in the meeting packet, not included in the meeting packet, not included in the meeting packet, not associated withthe
Comprehensive Plan.Comprehensive Plan.Comprehensive Plan.
McGilvray reviewed the highlights of the plan process over the past 1Gilvray reviewed the highlights of the plan process over the past 1Gilvray reviewed the highlights of the plan process
over the past 18 months and the
four chapters that make up the draft Comprehensive Plan. Also reviewed were thefour chapters that make up the draft Comprehensive Plan. Also reviewed were thefour chapters that make
up the draft Comprehensive Plan. Also reviewed were the
public comments received, both onpublic comments received, both online and from the four in-person meetings that were
held.
A 30-minute lunch break was taken.
CompPac chair Matt Heiser thanked the committee, Town and County Staff, and the
public for their hard work and input during the process. He asked for comments from
the CompPac committee.
No CompPac members commented when given the opportunity.
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Planning Commission Study Session October 18, 2022 – Page 2
Frank Theis relayed acomment from a communitymember overthe frustration at the
lack of opportunity for undocumented community membersto participate. Elkins asked
if there was a way to include those people in the 11th hour.
Commissioner Hanson asked about the process goingforward, iforward, i.e., what happens with
all of the comments, and how the document getsedited when the need arisesedited when the need arises. Director
Garner stated that public comment closes on October 23 and will be incorporated into Garner stated that public comment closes on October 23 and will be incorporated into Garner stated
that public comment closes on October 23 and will be incorporated into
the draft document as necessary. The final draft will be br. The final draft will be br. The final draft will be brought before the Plaought before the Plaought before the Planning
Commission on November 15, followed by the Town Board adoption in December., followed by the Town Board adoption in December., followed by the Town Board adoption in December.
Larimer County willalso review and adopt the Plan. lan. lan.
Dave Shirk, CompPac member, stated that putting more weight on the public Dave Shirk, CompPac member, stated that putting more weight on the public Dave Shirk, CompPac member, stated
that putting more weight on the public comments comments
that showup last minute does a disservicee does a disserviceto the longevity of the work that has been to the longevity of the work that has been to the longevity of the work that has
been
done. He thanked Chair Heiser for alldone. He thanked Chair Heiser for allhis time and work keeping order and level head his time and work keeping order and level head his time and
work keeping order and level head
through this process.
Frank Theis, a member of the Estes Valley Planning Advisory Committee andmember of the Estes Valley Planning Advisory Committee andmember of the Estes Valley Planning Advisory Committee
and
CompPac, noted that areas in the CountyCompPac, noted that areas in the CountyCompPac, noted that areas in the Countyshould be looked at for Future Land Use. should be looked at for
Future Land Use. should be looked at for Future Land Use.
For clarification, it was t was nonotedtedthatthatthatthe appendices are adopted with the the appendices are adopted with the the appendices are adopted with the Plan. Other
documents, i.e., wildlife protectionwildlife protectionwildlife protectionand and and housing needs studhousing needs studhousing needs study y that come along laterthat come along later,
will
be adopted as they are reathey are reathey are ready. dy. dy.
Director Garner mentioned that the Missing Middle study, being worked on by Ayres ector Garner mentioned that the Missing Middle study, being worked on by Ayres ector Garner mentioned
that the Missing Middle study, being worked on by Ayres
Associates, is looking at maximizing density and exploring options Associates, is looking at maximizing density and exploring options Associates, is looking at maximizing density and
exploring options on how to make this
happen. The memo included in the packet was intended to update the happen. The memo included in the packet was intended to update the happen. The memo included in the packet was intended
to update the Planning
Commission and will be mission and will be mission and will be brought backbrought backbrought backfor discussionfor discussionfor discussionin the future.
Chair Comstock stock adjourned the adjourned the adjourned the SSStudy tudy tudy Session Session Session at 1:45p.m.
KarinSwanlund, Recording Se, Recording Secretary
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COMMUNITY DEVELOPMENT
Memo
To: Chair Matt Comstock
Estes Park Planning Commission
Through: Jessica Garner, AICP, Community Development Director
Date: November 15, 2022
Application: Estes Forward Comprehensive Plan
Town of Estes Park, Applicant
Logan Simpson, Consultant
Recommendation: Staff recommends the Planning Commission conduct a public hearing
and adopt Resolution No. 01-22 to approve the Estes Forward Comprehensive
Plan
Land Use: The Comprehensive Plan addresses land use within the Town boundaries and
throughout the Estes Valley Planning Area
PUBLIC HEARING ORDINANCE LAND USE
CONTRACT/AGREEMENT RESOLUTION OTHER______________
QUASI-JUDICIAL YES NO
Objective:
The applicant requests the Planning Commission review the draft Comprehensive Plan (“The
Plan), and open and close a public hearing to consider and adopt Resolution XX-XX to approve
the Estes Forward Comprehensive Plan.
Location:
The Plan encompasses the Town of Estes Park and the surrounding Estes Valley Planning
Area.
Background:
Colorado municipalities and counties are authorized to prepare Comprehensive Plans as a long-
range guiding document to achieve their vision and goals. The Plan provides the policy
framework for regulatory tools like zoning, subdivisions, and other policies. The Estes Forward
Plan promotes the community’s vision, guiding principles, goals, policies and action items, and
seeks to provide balance between the built and natural environment.
The Town’s (and County’s) existing Plan was last comprehensively updated in 1996. In 2020,
the Town applied for grant funds from the Department of Local Affairs’ (DOLA) Energy and
Mineral Impact Assistance Funds (EIAF) to support the process of developing the Plan and was
awarded $150,000 to match the Town’s investment in late 2020.
The Town initiated the process to update the Plan in early 2021, which included hiring the firm
Logan Simpson to help facilitate the process, creating a Town Board-appointed Comprehensive
Plan Advisory Committee (CompPAC), and working on engagement strategies to bring the
community into the planning process. The fourteen CompPAC members convened for the first
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public meeting in May, 2021, and met several dozen times throughout the next year, with the
last formal CompPAC meeting in September, 2022. Larimer County also convened the Estes
Valley Planning Advisory Committee (EVPAC) to act in a similar capacity as the CompPAC.
Development of the Estes Forward Plan included preparation of an Existing Conditions Report
to establish a baseline of conditions, including the current demographics and population counts,
the current and future land use mix in Town and in the Valley, the economy, health indicators,
housing, natural resources, and infrastructure. The full report is included in the appendices of
the Plan.
The Plan also included the preparation of a Future Land Use Map (FLUM) and corresponding
land use categories to identify potential changes that address the opportunities and challenges
facing the community over the next twenty years. Additionally, the Plan update included a series
of goals, policies and action steps that comprise the bulk of the Plan document and will be used
to guide the community and policymakers toward the shared vision and guiding principles. The
Estes Forward Plan is supported with a variety of maps and diagrams, most notably the Future
Land Use Map in Chapter 3.
PROJECT DESCRIPTION
Comprehensive Plan Content
The Plan contains the following chapters:
1) The Introduction & Plan Development chapter provides information about the
Comprehensive Plan, including background, how it’s applied, the resiliency focus and
themes used, the vision and guiding principles, and community engagement throughout
the process. Neither the resiliency themes, nor the guiding principles are organized in
terms of priority.
2) The Policy Framework chapter provides each resiliency theme with a series of goals,
policies and actions to provide guidance to the Town, County, and Both (Town and
County) on how to direct change, manage growth and resources over the twenty-year
life of the Plan. Chapter 2 defines and explains how to interpret each set of goals,
policies and actions, and delineates the responsibilities by jurisdiction.
3) The Future Land Use chapter provides information about the Town and County’s
proposed land use categories, including how they were developed, where they are
located within each jurisdiction and how they address character, built form, and
appropriate land uses and development types. The categories consolidated many of the
former land uses into a framework that’s easier to interpret. The categories, land use
map, and the policies in Chapter Two are designed to protect and enhance the character
of the Town and County, and prevent costly infrastructure and long-term maintenance
associated with sprawl.
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4)The Implementation chapter guides elected and appointed officials, Town and County
staff, and the public in developing programs and actions that implement the adopted
Estes Forward Plan’s goals and policies. Each implementation action is a procedure,
program, or technique that requires action, either alone or in collaboration with other
agencies, organizations, or partners. Completion of the implementation measures will be
subject to funding availability and staff resources, and will be reviewed on an annual
basis to ensure they are being addressed.
PUBLIC ENGAGEMENT/COMMENT
Throughout the process of updating the Plan, engagement with the community has been a
critical factor. The Town initiated the process by establishing the online hub, EngageEstes.org,
as a resource for the community to find information and updates, as well as watch any of the
CompPAC or additional public meetings focused on the Plan. Due to the ongoing pandemic, the
meetings were initially conducted virtually, and gradually expanded into in-person meetings if
safe. The team worked to ensure meetings were accessible to the Latinx population, and also
provided free food and childcare in addition to translation and interpretation options in a variety
of locations throughout Town.
Staff and the consultant team devised a series of events that helped to inform the subsequent
stages of the Plan, including the following:
Listening sessions during the initial audit of the Estes Valley Comprehensive Plan
Surveys, online questionnaires and virtual workshops to better understand the needs
and concerns from the community
Development of a “Meeting in a Box” kit for the community to bring back to smaller
groups, facilitate dialogue and submit feedback
Small group meetings
Public workshops
Interactive mapping activities
Community conversations to dialogue about controversial issues
Quarterly updates to the Board of Trustees
Joint study sessions with the Planning Commission and Town Board
Updates via social media, Town newsletter, newspaper, and EngageEstes.org
When the draft Plan was completed, staff shared the Plan widely and worked with the
CompPAC and EVPAC to collect comments. This process continued with each successive draft,
and staff convened the CompPAC for a final joint study session in October before the final draft
of the Plan was released in early November.
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E STES F ORWARD C OMPREHENSIVE P LAN
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Comments received from the community were carefully vetted throughout the planning process,
and all public comments submitted during the draft Plan review are included as an attachment
to the staff report.
RECOMMENDATION:
Staff recommends approval and adoption of Resolution #01-22 for the Estes Forward Plan,
which will then proceed to the Town Board for approval on December 6.
Attachments:
1) Resolution No. 01-22
2) Adoption Draft Estes Forward Comprehensive Plan
3) Future Land Use Map
4) Estes Forward Appendices
5) Draft Plan Public Comments
P LANNING C OMMISSION, N OVEMBER 15, 2022 P AGE 4 OF 4
E STES F ORWARD C OMPREHENSIVE P LAN
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PLANNING COMMISSIONRESOLUTION 01-22
A RESOLUTION OF THE PLANNING COMMISSION TO ADOPT THE ESTES
FORWARD COMPREHENSIVE PLAN
WHEREAS, the Planning Commission of the Town of Estes Park, Colorado (the
“Town”) has considered the adoption of a comprehensive land use plan for the Town of
Estes Park pursuant to C.R.S. 31-23-208; and
WHEREAS, prior to the adoption of the Comprehensive Plan, the Planning
Commission held at least one public hearing thereon, notice of the time and place of
which was given by one publication in a newspaper of general circulation in the
municipality and in the official newspaper of the county affected; and
WHEREAS, the adoption of the Plan was by resolution of the Planning
Commission carried by the affirmative votes of not less than two-thirds of the entire
membership of the Commission.
NOW, THEREFORE, BE IT RESOLVED BY THE PLANNING COMMISSION
OF THE TOWN OF ESTES PARKAS FOLLOWS:
1. The Estes Forward Comprehensive Plan dated November, 2022 and the Future
Land Use Map dated October 25, 2022 are hereby adopted as the
Comprehensive Plan for the Town of Estes Park.
2. The Plan as adopted shall include all portions of the Estes Forward
Comprehensive Plan and the Future Land Use Map including all maps and
descriptive matter therein, including without limitation the following:
a. Introduction and Plan direction
b. Policy framework
c. Future land use
d. Implementation
e. Appendix A: Glossary of terms
f. Appendix B: Existing conditions report
g. Public Engagement Summaries
3. The action taken by the Planning Commission herein shall be recorded on the
maps and Plan and descriptive matter by the signature of the Chair or Secretary
of the Commission.
4. An attested copy of the Plan shall be certified to the Board of Trustees of the
Town of Estes Park and after the approval by such body shall be filed with the
County Clerk and Recorder of Larimer County, Colorado.
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DATED this ____ day of __________, 2022.
Matt Comstock
Chair, Planning Commission
ATTEST:
Karin Swanlund
Recording Secretary
APPROVED AS TO FORM:
Town Attorney
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ESTES FORWARD COMPREHENSIVE PLAN
ADOPTION DRAFT | NOVEMBER 2022
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ACKNOWLEDGMENTS
TOWN OF ESTES PARKLARIMER COUNTY
Town Board of Trustees Board of County Commissioners
Wendy Koenig, MayorJohn Kefalas, District I
Patrick MartchinkKristin Stephens, District II, Chair
Carlie Bangs (Former Trustee)Jody Shadduck-McNally, District III, Chair Pro Tem
Marie Cenac
County Planning Commission
Kirby Hazelton
John Barnett, Chair
Barbara MacAlpine
Jordana Barrack
Scott Webermeier, Mayor Pro Tem
Bob Choate
Cindy Younglund
Sean Dougherty
Town Planning Commission
Conor Duffy
Matt Comstock, ChairGary Green
Joe ElkinsAnne Johnson, Vice Chair
Howard HansonPatrick Rowe
Matt Heiser, Vice-ChairJon Slutsky
Janene Centurione (Former Commissioner)Nancy Wallace (Former Member)
Comprehensive Plan Advisory Committee Estes Valley Planning Advisory Committee
(CompPAC)(EVPAC)
David Bangs (Former Member)David Converse
Eric BlackhurstOlivia Harper (Former Member)
Matt ComstockMichael Kennedy
Charles CooperLinda Moak
Michael Kennedy (Former Member)Rex Poggenpohl
Bob Leavitt, Vice-ChairScott Stewart
Kirby Hazelton (Former Member)Frank Theis
Matthew Heiser, ChairDrew Webb
Barbara MacAlpine, Town Board liaison
County Staff
John Schnipkoweit
Lesli Ellis, AICP, Community Development Director
David Shirk
Matthew Lafferty, AICP, Principal Planner
Frank Theis
Special thanks to all Larimer County Staff who contributed
Karen Thompson
their time and expertise to this plan.
Rosemary Truman
David Wolf
CONSULTANTS
Town Staff
Logan Simpson
Jessica Garner, AICP, Community Development Director
Felsburg Holt & Ullevig
Jeffrey Woeber, AICP, Senior Planner
Michael Baker
Special thanks to all Estes Park Town Staff who contributed
OPS Strategies
their time and expertise to this plan.
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ESTES FORWARD | COMPREHENSIVE PLAN
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TABLE OF CONTENTS
1. INTRODUCTION & PLAN DIRECTION .........................................................................VI
WHAT IS THE PLAN? .......................................................................................................................................................2
FOCUS OF THE PLAN .....................................................................................................................................................4
VISION AND GUIDING PRINCIPLES................................................................................................................................5
PLAN ORGANIZATION ....................................................................................................................................................8
COMMUNITY ENGAGEMENT .......................................................................................................................................10
2. POLICY FRAMEWORK ...............................................................................................14
INTERPRETING THE GOALS AND POLICIES ...............................................................................................................16
NATURAL ENVIRONMENT ............................................................................................................................................18
BUILT ENVIRONMENT .................................................................................................................................................23
ECONOMY .....................................................................................................................................................................31
HOUSING ......................................................................................................................................................................34
HEALTH & SOCIAL ........................................................................................................................................................39
TRANSPORTATION & INFRASTRUCTURE ..................................................................................................................46
IVIV
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3. FUTURE LAND USE ...................................................................................................60
INTRODUCTION ............................................................................................................................................................62
FUTURE LAND USE CATEGORIES ...............................................................................................................................63
FUTURE LAND USE MAP ..............................................................................................................................................74
OPPORTUNITY AREAS ................................................................................................................................................76
ANNEXATION AND FUTURE TOWN SERVICE AREAS ...............................................................................................78
4. IMPLEMENTATION ....................................................................................................80
APPLYING THE PLAN...................................................................................................................................................82
COMPLIANCE WITH COMPREHENSIVE PLAN ...........................................................................................................83
PLAN MANAGEMENT ..................................................................................................................................................83
IMPLEMENTATION PLAN ............................................................................................................................................84
APPENDICES
A. GLOSSARY OF TERMS
B. EXISTING CONDITIONS REPORT
C. PUBLIC ENGAGEMENT SUMMARIES
VV
ESTES FORWARD | COMPREHENSIVE PLAN
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1
CHAPTER ONE
What is the Plan?
INTRODUCTION
Focus of the Plan
& PLAN
Vision and Guiding Principles
Plan Organization
DIRECTION
Community Engagement
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ESTES FORWARD PROVIDES
AN ACTION-ORIENTED
ROAD MAP FOR THE VALLEY
FOR THE NEXT 10-20 YEARS.
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ESTES FORWARD | COMPREHENSIVE PLAN
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INTRODUCTION
WHAT IS THE PLAN?
The Town of Estes Park and Larimer County collaborated Estes Town Strategic Plan (updated annually)
to rewrite the quarter-century old 1996 Estes Valley
Comprehensive Plan to more accurately and holistically
2020 Estes Valley Open Space Plan
guide the day-to-day and long-range decisions that
affect the Estes Valley into the future. This coordinated
2020 Estes Valley Safe & Strong Resiliency Plan
effort—Estes Forward—addresses topics pertinent to the
2019 Larimer County Comprehensive Plan
Town of Estes Park, the rural unincorporated areas, as
2018 Estes Park Downtown Plan
well as areas of mutual interest. The planning process
engaged both Town and County community members to
2017 Upper Big Thompson Corridor Plan for
establish a shared vision for the Estes Valley as a whole.
Resiliency
2016 Downtown Parking Management Plan
Building on Past Successes
2016 Estes Park Area Housing Needs Assessment
Since the mid-1980’s, the Town of Estes Park and the
2015 Estes Valley Economic Development Strategy
surrounding Estes Valley have experienced rapid and
complex changes in the economic base, population mix,
2015 Comprehensive Water Master Plan
growth characteristics, and use of natural resources.
2015 Fall River Corridor Plan for Resiliency
Many of these changes are caused by forces outside the
2015 Fish Creek Corridor Plan for Resiliency
The last Comprehensive Plan, adopted in 1997, was a
2012 Water Conservation Plan
coordinated effort between the Town of Estes Park and
2008 Estes Valley Habitat Assessment
and develop a preferred future for the Valley. The plan
Applying the Plan
provided a practical and long-term guide for the Town of
Estes Forward is intended to serve the following purposes:
Estes Park Board of Trustees and Estes Valley Planning
Commission, Estes Park Urban Renewal Authority,
Articulate a cohesive vision and actionable strategy
Larimer County Board of Commissioners and Planning
for the future development of Estes Park and the
Commission, and Town and County staff in addressing
Valley.
issues related to the future development of Estes Valley.
Identify land use patterns, growth, transportation,
The Estes Forward planning process was undertaken
environmental, economic, and community goals
to take a fresh look at the issues, challenges, and
and policies as they relate to land use, conservation,
opportunities that the Estes Valley faces today. While the
development, health, and provision of community
Comprehensive Plan remains the Town’s principal policy
services and facilities.
document to guide responsible growth and development
Establish a coordinated decision-making framework
in Estes Park, the community has changed since 1997
through the application of long-range land use,
and several important plans and studies have been
transportation, services, conservation and growth
developed to help understand new priorities and values
goals and policies.
of the current Estes community.
individual development proposals and public
improvement projects are consistent with these
goals and policies.
Inform residents, developers, decision-makers, and
other local partners of the policies that will guide
development and conservation within the Valley.
2 CHAPTER 1: INTRODUCTION & PLAN
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ESTES FORWARD
PLANNING AREA
²
of Colorado mandates a three-mile study area beyond
Planning Area
current boundaries for all Colorado municipalities to
The Town of Estes Park is the eastern gateway to
establish an understanding of regional land development
Rocky Mountain National Park and within an enclosed
patterns and service and infrastructure capacity in the
mountain valley.Located just over an hour from Denver
event that future annexation opportunities arise.
International Airport, it is accessed year-round by
commuters via U.S.Highways 34 and 36 and Colorado
Plan Timeframe and Future Updates
Highway 7, or summer sightseers who climb to 12,000+
Estes Forward provides an action-oriented roadmap for
feet over Trail Ridge Road (Highway 34) from the west.
the Town for a 10-to-20-year period. It is important that
Estes Park is a small mountain community and travel
the plan remain current to the conditions and trends
that are important to the community across the Valley—
millions of annual visitors to Rocky Mountain National
issues that may change over time.
Park.The Town’s permanent resident population is
estimated at approximately 6,500, with a total Estes
It is expected that the plan will be reviewed annually or
Valley population at approximately 11,500 that can swell
every other year, with a closer look at the success of plan
to 85,000 during daytime peak tourist season.
plan should be evaluated for a major update within ten
The planning area for Estes Forward includes the town
years, unless completion of actions, issues, or additional
limits of Estes Park as well as the area surrounding the
opportunities arise prior.
Town, including the Estes Valley Planning Area.The State
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ESTES FORWARD | COMPREHENSIVE PLAN
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FOCUS OF THE PLAN
IMPORTANCE OF RESILIENCY
While the Estes Valley is rich in natural, cultural, and
economic resources, it is also susceptible to numerous
hazards and changing circumstances that can threaten 2020.These events damaged thousands of residences
and businesses, devastated hundreds of thousands of
hazard events that can cause direct damage, injuries, acres of land, obstructed roads, isolated neighborhoods,
and death.Others, like an aging population or climate caused utility outages, closed local economies, and
variability, are underlying long-term “stresses” that resulted in billions of dollars in damages.
create and exacerbate negative outcomes before, during,
Disasters like these will continue to occur and are expected
and after a hazard occurs.Knowledge and awareness of
to increase in intensity, duration, and frequency because
these risks and vulnerabilities not only help with response
and recovery times following a disaster, but perhaps
known and unknown changes, the Town, County, and
more importantly, helps with proactively planning for and
community stakeholders can protect lives, property, and
building local resiliency to future shocks and stresses.
livelihoods amidst ever changing conditions.
Over the last decade, the Estes community experienced
devastating environmental, economic, and structural
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RESILIENCY THEMES
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Modeled after the Colorado Resiliency Framework,
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Estes Forward is organized according to six Resiliency
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Themes.These themes represent the cross-sector focus
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Estes Forward Vision.
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Natural Environment
Built Environment
watersheds, forests,
governance and
wildlife, and
community character
recreational areas
EconomyHousing
RESILIENCY
workforce and supply, affordability,
THEMES
adaptive economyand vulnerability
Transportation &
Health & Social
Infrastructure
services, amenities,
critical infrastructure,
and community
utilities, and
well-being
transportation
4CHAPTER 1: INTRODUCTION & PLAN
23
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GoalsGoals
Goals
2
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PoliciesPolicies
Policies
ActionsActions
Actions
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ESTES
3
8
FORWARD
VISION
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Goals
GoalsGoals
PoliciesPoliciesPolicies
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Actions
ActionsActions
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VISION AND GUIDING PRINCIPLES
Visioning is a critical step in every planning process, The Vision Statement articulates a collective future
laying a foundation for long-term community vision for the Estes Valley in a single, concise declaration.
engagement and planning.Visioning ensures that the Guiding Principles provide further detail on the values
values and goals of Estes Valley residents, leaders, and and guidance for how the Town, County, and community
will achieve the Estes Forward Plan.Additionally, the
Plan’s objectives, policies, and recommendations.Guiding Principles provide an overarching framework
Valuable insights generated by the community visioning
process directly informed the development of the Estes
Forward Vision Statement and Guiding Principles.are detailed in Chapter 2 Policy Framework and Chapter
4 Implementation.
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ESTES FORWARD | COMPREHENSIVE PLAN
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THE VISION
Our community works
together as responsible
stewards of our irreplaceable
mountain surroundings to
support residents and welcome
visitors by preserving and
enhancing our quality of life,
sense of community, economic
vitality, and health of the
natural environment.
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GUIDING PRINCIPLES
Responsible access to and protection of wild spaces, scenic
vistas, outdoor recreation, and Rocky Mountain National Park.
adaptation, resilient infrastructure, ecosystem management,
protection of biodiversity, and reduced carbon emissions.
Balanced and managed growth that enhances quality
of life, preserves local character, conserves natural
resources and wildlife habitat.
through strong partnerships with federal, state, and
local agencies and stakeholders.
for residents and visitors of all ages and income
levels.
multigenerational, year-round community.
Pathways to health and prosperity for people of
all races, cultures, ethnicities, religions, sexual
orientations, genders, income levels, ages and
abilities, and especially people of color and those
disproportionately affected by racism, oppression,
and poverty.
Connected community linked locally and regionally by
multi-modal transportation options.
Recognition and respect for all cultures, sacred lands, and
indigenous ceremonial practices.
77
26
PLAN ORGANIZATION
ESTES FORWARD IS ORGANIZED INTO FOUR CHAPTERS,
WITH A SERIES OF SUPPORTING APPENDICES.
12
Introduction and
Plan Direction Policy Framework
This chapter explains the purpose and This chapter details goals and
planning area of the Comprehensive policies organized by the six
Plan, the importance of resilience resiliency themes.
within the process, and the planning
and engagement process. This also
details the overarching Vision and
Guiding Principles under which goals
and policies are organized.
Comprehensive Plan
Land Use PlanImplementation
This chapter focuses on the future This chapter outlines the action
land use plan and its associated plan, including specific strategies
categories, potential areas for future for implementation of the goals
annexation or conservation, and and policies, and a management
additional opportunities. plan to monitor the plan’s
success.
34
Appendices
The Appendices include a glossary of planning terms used within the plan; a summary of public
engagement completed as part of the planning process; and the existing conditions report.
8CHAPTER 1: INTRODUCTION & PLAN
27
TOWN AND COUNTY
RESPONSIBILITIES
Estes Forward serves as a practical and long-term guide
for the Town of Estes Park and Larimer County. Rooted
policies, and a desired future land use character for the
Town and the surrounding Valley. While both Estes Park
and Larimer County subscribe to a shared vision and set
of guiding principles, responsibility for implementing
certain policies and actions to achieve the stated vision
differs between the two jurisdictions.
Issues related to the Town and County unincorporated
areas have been addressed concurrently through this
process, and this plan will be adopted by each governing
agency for its respective jurisdiction. While there is
currently no formal intergovernmental agreement (IGA),
both the Town and the County rely on the good will,
cooperation, initiative, and efforts of each other as well
(See Chapter 2 and 4). The development of a future IGA
will be considered, consistent with the shared vision in
this plan.
The direction described and illustrated in the Future Land
Use Plan (Chapter 3) will be used by each jurisdiction
independently; the Town will work toward achieving the
desired future land uses within the Town boundary, and
the County will work toward the future land uses in the
Photo Credit: Town of Estes Park
surrounding unincorporated areas of the Valley.
9
ESTES FORWARD | COMPREHENSIVE PLAN
28
COMMUNITY ENGAGEMENT
ENGAGEMENT PROCESS
The Estes Forward process kicked off in April of 2021 and
JUNE
Visioning Kick-off
2022.The process included three phases: 1) Setting the
2021
Plan. Purposeful and sincere engagement has been critical
to cultivating public trust, expanding support for the Plan,
addressing concerns early and consistently throughout
Previous Plan Audit
the process, ultimately building a sense of ownership for
Stakeholder Interviews Begin
plan implementation.
JULY-AUG.
Listening Sessions
Public engagement was mutually guided by the Town’s
Survey #1: Kick-off Questions
thirteen-member Estes Park Comprehensive Plan Advisory
Committee (CompPAC) and the seven-member Estes Valley
Planning Advisory Committee (EVPAC), an existing Larimer
County advisory board.These committees informed the
Virtual Public Workshops
engagement strategy by applying their local knowledge
NOVEMBER
and insight and advocating local engagement through
Survey #2: Vision
their professional and social networks.
EngageEstes.org was established as an online hub of
information and engagement.The site provided a platform
for education and interaction through tools such as online
CompPAC/EVPAC Vision Workshop
questionnaires and map activities. EngageEstes.org was
DECEMBER
Visioning Meeting in a Box Kit
regularly updated to share opportunities for engagement,
Draft Vision Development
deliverables.
Visioning
Community visioning took place from July 2021 through
JAN. 2022
Vision Refinement
January 2022 and included a series of events that engaged
with a total of 577 Estes Valley community members.
Events included Commissioner and Trustee presentations;
listening sessions; committee workshops; one-on-one
interviews, virtual public workshops; small group meetings,
including one in Spanish; and online questionnaire and
activities. The purpose of these conversations was to:
Stimulate community-wide interest in Estes Forward;
Solicit candid feedback from those who know the
community best; and
Identify themes, opportunities, local values, and
future visions and goals for the Town and surrounding
Valley.
Valuable insights generated by the community visioning
events directly informed the development of the Vision
Statement and Guiding Principles and provided a
foundation for ongoing research and values analysis by
revealing the most pressing issues to be addressed in
Estes Forward.
10CHAPTER 1: INTRODUCTION & PLAN
29
VISIONING BY THE NUMBERS
52 4 2 1911300+
ONE-ON-ONE PLANNING VIRTUAL VISIONINGCOMMUNITY WRITTEN
INTERVIEWSCOMMISSION & VISIONINGQUESTIONNAIRECHOICES PUBLIC COMMENTS ON
TRUSTEEWORKSHOPSRESPONSESWORKSHOPDRAFT PLAN
PRESENTATIONS
7 7 2 95127
VIRTUAL SMALL GROUP EVENTOS EN COMMUNITYCOMMUNITYCOMPPAC
LISTENINGVISIONING ESPANOLCHOICES CONVERSATIONSMEETINGS
SESSIONSMEETINGSQUESTIONNAIREWORKSHOP
RESPONSES
“Be a leader in our relationship
“Maintaining a sense
with the natural world.”
of place and physical
“We need housing
character is important.”
that is truly
affordable.”
“Embrace *moderate* growth
and emphasize service to
RMNP visitors.”
childcare crisis.”
11
ESTES FORWARD | COMPREHENSIVE PLAN
30
COMMUNITY CHOICES
The Community Choices engagement campaign took
place in May 2022 and included in-person and online
opportunities that engaged approximately 190 Estes
Valley community members. Events during this phase
included a public workshop (held in English and Spanish);
online questionnaire (available in English and Spanish)
and interactive online map activity; and a small-group
discussion with the Estes Valley Investment in Childhood
Success (EVICS) Mujeres en Conexión.
Public Workshops (English and Spanish)
Approximately 90 community members attended the
Community Choices Workshop held on May 25th at Estes
Park Elementary School. The workshop included two
simultaneous events conducted in English and Spanish.
Online Questionnaire
In conjunction with the in-person Choices Workshop,
an online questionnaire in both English and Spanish
was available from May 7th to the 22nd providing a
digital option for community members who prefer online
engagement or could not attend the workshop.
Interactive Online Map Activity
This online tool was intended to gather feedback on
and other locations throughout the Estes Forward Study
Area. Participants could zoom to any location on the
map and drag the marker of their choice, representing a
land use category, to place it on the map.
Small-group Discussion with EVICS
Mujeres en Conexión
On May 19th, Town of Estes Park staff attended a
meeting with EVICS and Mujeres en Conexión group.
Approximately 10 community members attended the
meeting. The discussion was conducted in Spanish and
covered a variety of topics covering the same themes as
the public workshop.
12 CHAPTER 1: INTRODUCTION & PLAN
31
DRAFT PLAN REVIEW
on the map by dragging and dropping a marker in the
participants to review and provide feedback on the location related to their comment. 10 comments were
draft plan and included open house events and online made through this tool.
activities.
Draft Plan Public Event
Elected and Appointed Boards
The launch of the online review period coincided with
The draft future land use plan and goals and policies a community-wide event held on October 6th, 2022
were workshopped with Town and County leadership at the Estes Park Community Center. It was hosted in
in mid-July, 2022. Joint meetings of the Estes Park partnership with the Estes Valley Land Trust, the Estes
Board of Trustees and Planning Commission as well Valley Watershed Coalition, and other community
as the Larimer County Board of Commissioners and
Planning Commission resulted in productive feedback meeting celebrated the result of the planning process:
members reviewed and submitted detailed comments the next 20 years.
on the draft goals, policies, and actions during this time.
The event opened with a presentation that summarized
Leadership within Town staff reviewed and commented
the planning process, outcomes, and contents of the
on the draft plan simultaneously resulting in a total of
plan. Following the presentation, attendees participated
230+ comments and suggested edits collected in July,
in the small-group discussion of their choosing: Future
including those submitted by the public.
Land Use, Housing, or Wildlife and Natural Resources.
Each small group discussion allowed community
Community Conversations
members to engage in meaningful discussions with the
planning team on the topics most important to them.
On August 3rd, 2022, the Town partnered with the local
Approximately 35 people attended the in-person event.
Community Conversations team to host a public event at
the High School to facilitate thoughtful and productive
dialogue on the draft goals, policies, and actions for high-Planning Commission Workshops and
Public Adoption Hearings
economic development, inclusivity, climate resiliency,
Following the Draft Plan Public Event, the CompPAC and
and the built environment. The event collected feedback
EVPAC committees met separately to review the draft
on draft policies and actions and provided a venue
plan and consider comments received. The CompPAC
for the community to respectfully exchange diverse
joined the Estes Park Planning Commission on October
perspectives within small groups.
18th for a study session, and the EVPAC joined a joint
Larimer County Planning Commission and Board of
Online Review
County Commissioners worksession on November 9 to
On October 1, 2022, the draft plan was published for
discuss further.
public review through the Engage Estes project website.
The Estes Park Planning Commission will hold a public
Community members commented directly on the plan
hearing to consider the adoption of the Town’s portion
using an online tool. In addition to adding their own
of the Comprehensive Plan on November 15, tentatively
comments, residents could also review other comments
followed with a Board of Trustee public hearing on
and indicate their agreement or disagreement to create
December 6.
an interactive digital community dialogue. Over 200
comments were submitted through the commenting tool The Larimer County Planning Commission will hold a
and by email.public hearing to consider the adoption of the County’s
portion of the Comprehensive Plan on November 16,
In addition to online plan review, an interactive version
tentatively followed with a Board of County Commissioner
of the Draft Future Land Use Map allowed the public to
review the map digitally by zooming to any location on
the map and reviewing the proposed future land use. The
community was invited to post geo-located comments
13
ESTES FORWARD | COMPREHENSIVE PLAN
32
2
CHAPTER TWO
Interpreting the Goals and Policies
POLICY
Natural Environment
FRAMEWORK
Built Environment
Economy
Housing
Health & Social
Transportation & Infrastructure
33
THE GOALS AND POLICIES IN THIS
CHAPTER ARE A CRITICAL STEP
TOWARD COMMUNITY RESILIENCY
TO MITIGATE FUTURE HEALTH,
ECONOMIC, AND ENVIRONMENTAL
IMPACTS FROM NATURAL AND
ECONOMIC DISASTERS.
15
ESTES FORWARD | COMPREHENSIVE PLAN
34
POLICY FRAMEWORK
GOALS AND POLICIES OVERVIEW
INTERPRETING THE GOALS AND
POLICIES
designed to enhance the lives of residents, operate
In reading this Plan, it is important to understand that
within available resources, protect the environment,
the goals, policies, and actions are limited to the extent
guide sound public infrastructure investments, and make
informed land use decisions. They are a critical step
Town and/or County to carry them out and to the extent
toward community resiliency to mitigate future health,
legally permitted by Federal and State law. For example,
economic, and environmental impacts from natural and
policies and measures which indicate that a party will
economic disasters.
“provide,” “support,” “ensure,” or otherwise carry them
For the purposes of this document, Goals, Policies, and
out do not indicate an irreversible commitment of funds
or staff resources to those activities, but rather, that the
Town and/or County will support them when deemed
• Statements of expressions of community ideals
and a value to be sought; an end toward which
GOALS
effort is directed. They are broad directions that
establish ideal future conditions.
• Statements of standard or a course of action
that guides governmental action and decision
POLICIES
making to achieve the goals. Policies are guides
for decision-makers, not decisions themselves.
• An action, procedure, implementation
ACTIONS
an adopted policy.
16 CHAPTER 2: POLICY FRAMEWORK
35
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Upxo!pomz!qpmjdjft!bsf!dpmpsfe!ebsl!cmvf-!
RESPONSIBILITY AND
Dpvouz!pomz!qpmjdjft!bsf!dpmpsfe!ufbm!
JURISDICTION FOR TOWN AND
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COUNTY
kvsjtejdujpot!bsf!hsbz/
While the Estes Forward Comprehensive Plan was a joint
planning process, the jurisdiction and authority to use
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tvqqpsu!fbdi!hpbm!bsf!jodmvefe/!Npsf!
efubjmt!dbo!cf!gpvoe!jo!Dibqufs!5;!
Town or County’s purview.
Jnqmfnfoubujpo/
The policies and actions that are associated with the
Town will be adopted and implemented by the Town of
Estes Park.The policies and actions that are associated
with the County will be adopted and implemented by
Larimer County.
o
COUNTY
TOWN
BOTH
(TOWN + COUNTY)
= TOWN= COUNTY= BOTH
TCB
17
ESTES FORWARD | COMPREHENSIVE PLAN
36
NATURAL ENVIRONMENT
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. However, as our climate changes, temperatures rise and weather
patterns are changing causing a cascade of impacts and implications, threatening both natural
and human systems. Even small changes in climate may compromise the delicate ecosystem
establishes goals and policies to be sensitive to and work in harmony with natural ecosystems,
conserve natural resources and wildlife habitat, and plan for a changing climate.
GOAL NE1: Maintain Estes Valley’s scenic character and viewsheds into and
within the Valley and Rocky Mountain National Park.
The Town and County encourage the protection and enhancement of key
B
NE 1.1
community gateway views.
The Town and County ensure that new development minimizes the impacts
B
to visual quality within the Valley, including viewsheds of the mountains and
NE 1.2
protection of dark skies.
The County encourages a scenic, natural, and ranching environment along
C
Highways 7, 34, and 36 and Devils Gulch Road. Any development should
NE 1.3
blend in.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
NE 1.A: Maintain and strengthen current code NE 1.C: Maintain Ridgeline Protection Zones.
requirements for dark skies, obtain grant
NE 1.D: Reduce impacts on viewsheds by
funding, and develop an incentive program to
strengthening grading standards to reduce the
NE 1.B: Work to minimize obstructed views
NE 1.E: Maintain current code lighting
by overhead utilities by burying lines as
requirements for dark skies.
appropriate.
NE 1.F: Encourage continued ranching and
NE 1.C: Maintain Ridgeline Protection Zones.
agriculture uses along with open space
NE 1.D: Reduce impacts on viewsheds by conservation along Highways 7, 34, and 36.
strengthening grading standards to reduce the
= TOWN= COUNTY= BOTH
TCB
18CHAPTER 2: POLICY FRAMEWORK
37
GOAL NE2: Ensure the provision and preservation of diverse and accessible
open spaces throughout the Valley while allowing for contextual development
in the right locations.
The Town and County work with partners to create a perpetual open
B
space network through land acquisition, development agreements, and
NE 2.1
conservation easements.
The Town and County protect healthy watersheds by minimizing
B
NE 2.2
The Town and County use a suite of tools to accomplish shared land
B
NE 2.3
development where feasible.
The Town and County encourage cluster residential development to protect
B
NE 2.4
wildlife habitat and movement.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
NE 2.A: Increase river, stream, and wetlands NE 2.E: Work with conservation partners, such
setbacks or buffers.as the Estes Valley Land Trust, Estes Valley
Watershed Coalition, and similar organizations
NE 2.B: Further identify appropriate locations
to increase their ability to pursue land
in Downtown and in Mixed Use Centers and
preservation and open space acquisition.
Corridors for increased height allowances
within context of existing development.NE 2.F: Explore the feasibility of a Transfer of
Development Rights program.
NE 2.C: Work with willing landowners and
acquire lands through land swaps for properties
that are underdeveloped in order to build local
parks in Town.
NE 2.D: Explore potential development code
updates, such as parks dedication and fee in
lieu requirements.
NE 2.E: Work with conservation partners, such
as the Estes Valley Land Trust, Estes Valley
Watershed Coalition, and similar organizations
to increase their ability to pursue land
preservation and open space acquisition.
NE 2.F: Explore the feasibility of a Transfer of
Development Rights program.
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ESTES FORWARD | COMPREHENSIVE PLAN
38
GOAL NE3: Protect wildlife and enhance biodiversity and ecosystems.
The Town protects existing native wildlife habitat and vegetation
T
communities by minimizing disturbance outside of the building envelope
NE 3.1
The Town and County encourage the conservation and protection of
B
NE 3.2
connected wildlife habitats and movement corridors.
The County encourages a scenic, natural, and ranching environment along
C
Highways 7, 34, and 36 and Devils Gulch Road. Any development should
NE 3.3
blend in.
The Town and County limit development in wildlife conservation priority
B
NE 3.4
The Town and County work with landowners to prevent the introduction,
B
establishment, and spread of invasive species, as well as to eradicate and
NE 3.5
control populations of invasive species that are established.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
NE 3.A: Consider an Environmentally Sensitive NE 3.B: Improve wildlife movement by
Lands Zoning Overlay that would be subject to requiring wildlife-friendly fencing on all new
additional design review.development, reviewing setback requirements
from key habitat areas/wildlife movement
NE 3.B: Improve wildlife movement by
corridors, encouraging removal of legacy
requiring wildlife-friendly fencing on all new
barbed wire fencing, seeking grant funding, and
development, reviewing setback requirements
developing an incentive program.
from key habitat areas/wildlife movement
corridors, encouraging removal of legacy NE 3.C: Update the 2008 Wildlife Habitat
barbed wire fencing, seeking grant funding, and Assessment including map of wildlife corridors
developing an incentive program. and sensitive habitat.
NE 3.C: Update the 2008 Wildlife Habitat
Assessment and Development Code, including
map of wildlife corridors and sensitive habitat.
= TOWN= COUNTY= BOTH
TCB
20CHAPTER 2: POLICY FRAMEWORK
39
proactively work to protect the lives, property, and resiliency of the Valley.
B
hardened and resistant materials in new development and substantial
NE 4.1
improvements.
The Town and County proactively mitigate risk through large-scale fuel
reduction in partnership with Rocky Mountain National Park, US Forest
B
NE 4.2
Service, Colorado State Forestry, Estes Valley Watershed Coalition, and
NoCo Fireshed Collaborative.
The Town and County strive to reduce evacuation time and improve
communication in the event of disaster, including an opt out (rather than opt
B
NE 4.3
in) for emergency calls and text messages to all residents in both English
and Spanish.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
NE 4.E: Evaluate site design standards and
program in partnership with the Fire District landscape requirements to ensure appropriate
to encourage individual property owners to spacing of native trees and frequent thinning
reduce fuels on their property and select and pruning of materials.
landscaping choices and building materials for
NE 4.F: Implement the 2022 Community
.
NE 4.G: Explore supporting a Fire District led
materials and update as needed, ensuring all
materials are available in Spanish and provide
coordination that includes public seminars.
community education on available resources
NE 4.H: Continue to evaluate and make changes
in Spanish and English. Consider a targeted
to Land Use and Building Code standards to
communications campaign for visitors.
align with CPAW recommendations and other
NE 4.C: Expand the months that the Community
best practices.
Sort Yard is open.
NE 4.D: Review potential mitigation
requirements in the Development Code to align
with recommendations of Community Planning
NE 4.E: Evaluate site design standards and
landscape requirements to ensure appropriate
spacing of native trees and frequent thinning
and pruning of materials.
NE 4.F: Implement the 2022 Community
.
NE 4.G: Explore supporting a Fire District led
coordination that includes public seminars.
21
ESTES FORWARD | COMPREHENSIVE PLAN
40
recreation improvements.
The Town strengthens development regulations to keep property and
T
NE 5.1
buildings.
The Town pursues grants to purchase high-risk properties and create public
T
NE 5.2
The Town incorporates data and recommendations from the Town of Estes
T
Park Stormwater Master Plan and ensures consistency in growth estimates
NE 5.3
and actions between planning efforts.
The Town and County identify infrastructure vulnerabilities, such as
B
NE 5.4
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
NE 5.B: Support and participate in Larimer
Connects.
in alignment with the County efforts for river
maps.
NE 5.B: Support and participate in Larimer
NE 5.D: Coordinate on the Larimer County
Connects.
drainage projects.
maps.
NE 5.D: Coordinate on the Larimer County for the Estes Valley unincorporated area.
drainage projects.
= TOWN= COUNTY= BOTH
TCB
22CHAPTER 2: POLICY FRAMEWORK
41
BUILT ENVIRONMENT
community’s sense of place. Estes Park’s distinct identity has evolved into its current form because
of the Valley’s extraordinary physical landscape, rich history, and community contributions.
nearly every aspect of daily life. This Built Environment element establishes goals and policies
to enhance quality of life, preserve local character, balance a supportive mix of land uses, align
services and infrastructure needs, and strengthen partnerships and cooperative governance.
Recommendations of this section complement and are supported by the Future Land Use Plan
presented in Chapter 3.
public services by strategically directing growth toward areas of existing
infrastructure, while recognizing necessary housing solutions will require
creative strategies with Environmental Justice as a foundational principle.
B
BE 1.1
existing transportation networks and available water/sewer infrastructure.
The Town and County ensure that new development minimizes the impacts
B
to visual quality within the Valley, including viewsheds of the mountains and
BE 1.2
protection of dark skies.
The County encourages a scenic, natural, and ranching environment along
C
Highways 7, 34, and 36 and Devils Gulch Road. Any development should
BE 1.3
blend in.
The Town encourages new development and redevelopment that prioritizes
T
active transportation such as walking, biking, public transit, and ride-
BE 1.4
sharing in a pedestrian-scale environment.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
BE 1.A: Audit and amend the Development BE 1.D: Develop corridor or small area plans for
Code (DC) to reduce barriers to incremental and
small-scale commercial redevelopment in order Use Map. Work with the Town on areas that
include parcels inside of Town limits.
CONTINUED ON NEXT PAGECONTINUED ON NEXT PAGE
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ESTES FORWARD | COMPREHENSIVE PLAN
42
CONTINUED TOWN’S ACTIONS:CONTINUED COUNTY’S ACTIONS:
BE 1.B: Consider strategies for incentivizing BE 1.E: Identify future planning areas
redevelopment. Future planning efforts for
BE 1.C: Explore potential impact fees for new
these areas will further inform and update the
development to offset the costs of increased
Future Land Use Map.
demand for public services such as water,
sewer, stormwater management, recreation,
social services, and public safety.Area Boundary with the Town of Estes Park.
BE 1.D: Develop corridor or small area plans for BE 1.G: Develop an annexation policy
and criteria for new annexations such as:
Use Map. Work with the County on strategic conformance to the Future Land Use Map;
areas that include parcels outside of Town ability to accommodate 20-year growth
limits.projections; urban-level densities and
intensities; multi-modal connectivity; water,
BE 1.E: Identify future planning areas
standards; building performance standards
redevelopment. Future planning efforts for
for hazard resiliency, water conservation, and
these areas will further inform and update the
Future Land Use Map.
for wildlife habitat and corridors.
BE 1.H: Allow conservation developments,
Area Boundary. (See Chapter 3 for more detail)
where appropriate, that preserve open space
BE 1.G: Develop an annexation policy
over traditional large-lot subdivisions.
and criteria for new annexations such as:
conformance to the Future Land Use Map;
ability to accommodate 20-year growth
projections; urban-level densities and
intensities; multi-modal connectivity; water,
standards; building performance standards
for hazard resiliency, water conservation, and
for wildlife habitat and corridors.
= TOWN= COUNTY= BOTH
TCB
24CHAPTER 2: POLICY FRAMEWORK
43
GOAL BE2: Promote protection of the environment by ensuring that
development is in harmony with its setting and provides equal and
meaningful opportunity to participate in the decision-making process to
achieve a healthy environment.
The Town and County require that development preserve water quality,
B
ecological systems, and the natural features through sensitive site design
BE 2.1
and minimal disturbance.
The Town and County support preservation and ceremonial utilization of
B
BE 2.2
indigenous cultural landscapes.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
BE 2.A: Audit the Preferred Planting List BE 2.B: Limit areas of disturbance for new
development in order to protect existing native
adaptive, and pollinator species.
protection.
BE 2.B: Limit areas of disturbance for new
development in order to protect existing native BE 2.C: Continue to enforce grading
requirements and limitations on steep slope
protection.and ridgeline development that maintain natural
slopes and viewsheds.
BE 2.C: Continue to enforce grading
requirements and limitations on steep slope BE 2.D: Continue applying and enforcing
and ridgeline development that maintain natural
slopes and viewsheds.as stream and wetland corridor protection
requirements.
BE 2.D: Continue applying and enforcing
BE 2.E: Reference the wildlife habitat
as stream and wetland corridor protection assessment map, as updated periodically
requirements.to include current data, during development
review to evaluate potential impacts to wildlife
BE 2.E: Reference the wildlife habitat
habitat.
assessment map, as updated periodically
to include current data, during development BE 2.F: Work with the Ute, Arapaho, and other
review to evaluate potential impacts to wildlife Sovereign Nations to protect, interpret, and
habitat.provide access to sacred lands and ceremonial
sites.
BE 2.F: Work with the Ute, Arapaho, and other
Sovereign Nations to protect, interpret, and
provide access to sacred lands and ceremonial
sites.
25
ESTES FORWARD | COMPREHENSIVE PLAN
44
GOAL BE3: Encourage a balanced mix of uses that meets the diverse needs of
residents, businesses, and visitors.
The Town and County implement the Future Land Use Categories to allow
B
a variety of compatible land uses with higher intensity and density uses
BE 3.1
concentrated within the Estes Park town limits.
The Town and County provide appropriate transition between varying
B
intensity of uses and scales of development to minimize impacts between
BE 3.2
adjacent developments.
The Town invests in physical improvements to the built environment and
placemaking in Downtown commercial areas to facilitate high quality
T
BE 3.3
redevelopment, pedestrian movement, public art, and areas for relaxing,
gathering, and shopping.
The Town supports and integrates housing goals, policies, and actions into
T
land use policy and the Land Development Code as needed to provide a
BE 3.4
variety of affordable, multigenerational housing opportunities.
The Town and County support opportunities for historic preservation,
B
rehabilitation, and adaptive use of historic structures in development review
BE 3.5
and land conservation activities.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
BE 3.A: Amend the Town’s Development Code BE 3.J: Conduct regular audits to ensure
for consistency with the Estes Forward Future permitted uses are consistent with the desired
Land Use Framework and Map, including zoning future land use mix and account for new uses
regulations.that result from changes in market forces and
technological advancements.
BE 3.B: Support the adaptive reuse, renovation,
or redevelopment of aging centers or BE 3.K: Minimize the visual impact of large
commercial uses that are no longer viable due parking lots by requiring new development and
to changing market conditions, demographics, redevelopment to locate parking at the rear or
or retail trends into areas that support mixed side of buildings and converting unneeded and
use and attainable housing opportunities.underutilized paved areas into neighborhood-
enhancing features that improve walkability.
BE 3.C: Encourage the provision of workforce-
serving amenities in non-residential areas, such BE 3.L: Retain the existing County Zoning and
as parks and plazas, outdoor seating areas, Land Use code for the unincorporated area
storage.
coordination with the Town.
CONTINUED ON NEXT PAGE
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26CHAPTER 2: POLICY FRAMEWORK
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CONTINUED TOWN’S ACTIONS:CONTINUED TOWN’S ACTIONS:
BE 3.D: Continue implementation of the BE 3.L: Work with partners to increase the
Estes Park Downtown Plan by integrating the visibility and accessibility of arts and culture as
recommendations for each Character Area into a means of diversifying resident engagement
land use policy and the Development Code. and participation.
BE 3.E: Promote clean, creative, and
environmentally responsible industrial,
warehouse, or large-scale commercial uses
within the designated Industrial Mix areas on
the Future Land Use Map.
BE 3.F: Incentivize workforce housing
development through strategies such as
streamlined permitting, reduced application
and tap fees, density bonuses, and building
height bonuses.
BE 3.G: As opportunity presents, collaborate
with property owners to upgrade, beautify, and
revitalize existing strip commercial areas and
aging shopping centers and focus on street
improvements and amenities during utility
and transportation improvement projects that
improve curb appeal and walkability.
BE 3.H: Consider design standards for
commercial development in downtown,
highway corridors, and gateways to Estes
Park. Consideration should be given to design
guidelines that enhance historic preservation
and high-quality attainable housing projects.
BE 3.I: Encourage redeveloping commercial
centers to create a vibrant public realm though
gathering spaces, placemaking features, and
focal elements such as outdoor dining and
public art.
BE 3.J: Conduct regular audits to ensure
permitted uses are consistent with the desired
future land use mix and account for new uses
that result from changes in market forces and
technological advancements.
BE 3.K: Minimize the visual impact of large
parking lots by requiring new development and
redevelopment to locate parking at the rear or
side of buildings and converting unneeded and
underutilized paved areas into neighborhood-
enhancing features that improve walkability.
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GOAL BE4: Respond to the impacts of climate change through adaptation and
mitigation techniques in the built environment.
B
BE 4.1
structures.
The Town and County integrate climate change and adaptation planning
principles into future development code updates, and other related long-
B
range utilities and facilities planning documents. (See additional policies
BE 4.2
related to climate change and climate action in the Natural Environment and
Transportation & Infrastructure sections).
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
BE 4.A: Implement the recommendations of the BE 4.A: Implement the recommendations of the
2022 Estes Park Environmental Sustainability 2022 Estes Park Environmental Sustainability
Task Force Report for eliminating barriers and Task Force Report for eliminating barriers and
incentivizing battery storage, photovoltaic (PV) incentivizing battery storage, photovoltaic (PV)
solar and or small-scale wind generators. solar and or small-scale wind generators.
BE 4.B: Utilize the Land Development Code
and Building Code to incentivize or require
residential and non-residential construction
as recommended in the 2022 Estes Park
Environmental Sustainability Task Force
Report.
BE 4.C: Amend the Town Development and
Building codes to incentivize or require new
residential developments to construct homes
and buildings with electric vehicle-ready
conduit and wiring for at-home charging.
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GOAL BE 5: Coordinate and integrate land use and transportation objectives.
The Town and County coordinate land use and development decisions
B
with the capacity of the transportation system and plans for future
BE 5.1
transportation improvements.
The Town emphasizes efforts to reduce regional vehicle miles traveled by
T
supporting land use patterns and site designs that promote active modes of
BE 5.2
transportation, including walking, biking, and public transit.
The Town supports conveniently located neighborhood-serving small-scale
commercial centers that provide desired service to local neighborhood
T
BE 5.3
workers and visitors, reduce automobile dependency, and contribute
positively to the surrounding neighborhoods.
The Town encourages new development to facilitate pedestrian, bicycle, and
transit access through techniques such as minimizing building separation
T
from public sidewalks; providing safe, direct, accessible, convenient, and
BE 5.4
pleasant pedestrian connections; including secure and convenient bike
storage; and orienting building entrances to transit service.
THE TOWN’S RECOMMENDED
ACTIONS INCLUDE:
BE 5.A: Promote collaboration between the
Planning and Public Works Departments
during the Town’s Capital Improvement Plan
process to ensure coordination of infrastructure
improvements and alignment with the goals of
the Comprehensive Plan and forthcoming Bike
and Pedestrian Master Plan.
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GOAL BE6: Promote the continued evolution of Estes Park’s job-generating
commercial land uses to support existing and future businesses.
The Town supports the adaptive reuse, renovation, or redevelopment of
aging centers or commercial uses that are no longer viable due to changing
T
BE 6.1
market conditions, demographics, or retail trends into areas that support
mixed use opportunities.
The Town encourages the provision of employee-serving amenities in
T
facilities, daycare centers, bicycle storage areas and showers as a means
BE 6.2
to reduce vehicle trips, encourage walking and bicycling, and support air
quality, public health, and sustainability goals.
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ECONOMY
Mountain tourism and outdoor recreation are the primary economic drivers 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. However, the seasonal and visitor-based economy
can be vulnerable to hazards and current events, and the ongoing or periodic stresses could be
life accommodations and services and is more likely to withstand changes to the local economy.
GOAL E1: Maintain a balance between the needs of local residents, visitors,
and protecting the natural environment.
The Town supports diverse economic development and local businesses
T
E 1.1
that can employ residents and serve customers year-round.
The Town supports environmentally-responsible economic development,
T
business practices, and eco-tourism which relies on maintaining a high-
E 1.2
quality physical setting and minimal impact on the environment.
The Town promotes the use of broadband and high-quality technology
infrastructure to provide attractive work and educational environments,
T
competitive opportunities for remote workers, quality experiences for
E 1.3
economy and residential quality of life.
The Town and County strive to implement holistic approaches to land use,
B
E 1.4
that integrate ecology and economy.
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GOAL E2: Cultivate a strong, stable, and diverse local economy.
The Town encourages increased community workforce preparedness
T
and cultivates an environment to foster entrepreneurial innovation, small
E 2.1
business growth, and workforce diversity.
The Town supports increasing attainable housing options and living wage
T
E 2.2
jobs to support economic growth and stability of the community.
The Town works to make Estes Park a more predictable place for companies
T
to do business by reducing impediments to growth and actively planning to
E 2.3
provide adequate space for companies to meet long-term growth needs.
THE TOWN’S RECOMMENDED
ACTIONS INCLUDE:
E 2.A: Encourage and support the renovation
and/or redevelopment of existing outdated
facilities that have strong linkages to transit and
nearby retail and services.
E 2.B: Undertake strategic initiatives to attract
public and private investment in well-located
properties that are currently vacant and/or
underutilized.
to accommodate a wide range of commercial
space needs and facilitate the adaptive reuse of
older properties.
E 2.D: Strategize with Economic Development
Corp. (EDC) and local stakeholders to develop
options for working with property owners
to facilitate development of vacant and
underutilized properties to achieve the highest
and best use.
E 2.E: Encourage economic development that
generates diverse tax base revenue that can
resist downturns in any one economic sector
and is based on broader regional and national/
global trends.
E 2.F: Consider partnerships with community
colleges or technical schools to support
workforce development.
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GOAL E3: Welcome and accommodate visitors.
The Town partners with Visit Estes Park and the Economic Development
T
Corporation (EDC) to support the existing tourism industry and works to
E 3.1
expand marketing programs to attract visitors year-round.
T
E 3.2
and winter seasons, for year-round appeal.
THE TOWN’S RECOMMENDED
ACTIONS INCLUDE:
E 3.A: Focus on new winter downtown events
and partner with local organizations to increase
activities and events year-round.
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HOUSING
To achieve the multigenerational, year-round community envisioned in Estes Valley, the workforce
needs stable, affordable housing options and a housing market that will allow diverse young
families to grow into the community. Demand for housing in Estes Valley has outpaced supply
for years leading to decreasing affordability, overcrowding of the few housing options that are
element establishes goals and policies to create housing opportunities. By investing in housing
to meet the needs of the workforce and families there will be more housing choices for the entire
community including seasonal workers and those seeking to age in Estes.
GOAL H1: Ensure new housing meets the needs of the workforce and families.
B
The Town and County encourage stable, long-term rental opportunities.
H 1.1
T
H 1.2
income individuals a path to homeownership.
T
The Town prioritizes critical service providers in publicly-supported housing.
H 1.3
The Town pursues sustainable design that reduces life cycle maintenance
T
H 1.4
The Town and County encourage designs for multigenerational living, aging
B
H 1.5
in place, and safe seasonal housing.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
H 1.A: In coordination with the Estes Park H 1.F: Continue to limit short-term rental
Housing Authority, monitor community housing of residential units, within the limits of the
need and create a regular housing supply plan County’s authority, and consider reducing the
to strategically address the areas of greatest number of short-term rentals to encourage
need.more long-term rental units for housing.
H 1.B: Ensure affordability restrictions to
support the workforce.
H 1. C: In coordination with the County and
Estes Park Housing Authority, explore a
program to support tenants and landlords in
understanding their rights and responsibilities.
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CONTINUED TOWN’S ACTIONS:
H 1.D: Explore tenant protections.
H 1.E: In coordination with the Estes Park
Housing Authority, create a program to fund
livability upgrades in exchange for affordability
guarantees.
H 1.F: Continue limit to short-term rental of
residential units, within the limits of the Town’s
authority, and consider reducing the number of
short-term rentals to encourage more long-term
rental units for housing.
H 1.G: In coordination with the Estes Park
Housing Authority, review the application
process for publicly-supported housing to
prioritize critical service providers.
H 1.H: In coordination with the Estes Park
Housing Authority, maintain a list of best
design practices that reduce life cycle costs
and impacts and model use of the practices in
public housing projects.
H 1.I: Explore development code requirements
that support multigenerational neighborhoods
and aging in place.
H 1.J: Explore opportunities to allow for safe
seasonal housing.
H 1.K: Explore childcare, community gardens,
and other livability investments that support
denser family living while also protecting
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GOAL H2: Create new housing opportunities.
The Town and County locate new housing opportunities consistent with the
B
H 2.1
Future Land Use Map.
T
H 2.2
focus to increase workforce and affordable options for all income levels.
The Town uses development bonuses and other tools to incentivize deed-
T
H 2.3
restricted affordable workforce housing.
The Town considers requiring that development include deed-restricted
T
H 2.4
affordable workforce housing or pay a fee.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
H 2.A: Identify locations for housing H 2.B: Explore removing density limits in
opportunities in the Town of Estes where commercial zones.
children have safe routes to schools and
H 2.C: Explore allowing large single-family
workers can walk or ride transit to work.
homes to be converted into multiple units.
H 2.B: Explore removing density limits in
H 2.D: Allow duplex, triplex, cottage court, dorm
commercial zones.
and other “missing middle” housing types.
H 2.C: Explore allowing large single-family
H 2.E: Explore density increases tied to the
homes to be converted into multiple units.
creation of deed-restricted housing (e.g. small
H 2.D: Allow duplex, triplex, cottage court, dorm lot subdivision, reduced lot coverage, additional
and other “missing middle” housing types. height)
H 2.E: Explore density increases tied to the H 2.G: Explore an inclusionary housing
creation of deed-restricted housing (e.g. small requirement for residential development.
lot subdivision, reduced lot coverage, additional
H 2.H: Explore a workforce housing linkage
height)
requirement/fee for residential and commercial
H 2.F: Invest in infrastructure in areas where development.
housing opportunities are desired in order to
catalyze development or redevelopment.
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CONTINUED TOWN’S ACTIONS:CONTINUED COUNTY’S ACTIONS:
H 2.G: Explore an inclusionary housing H 2.I: Explore maximum unit sizes to limit cost
requirement for residential development.
H 2.H: Explore a workforce housing linkage H 2.J: Identify and remove regulations
requirement/fee for residential and commercial that create unintended barriers to housing
development.development.
H 2.I: Explore maximum unit sizes to limit cost H 2.K: Consider property tax relief in exchange
for workforce housing provision (e.g., Loveland
Fire approach).
H 2.J: Identify and remove regulations
that create unintended barriers to housing
development.
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GOAL H3: Invest in housing.
T
The Town maintains a dedicated housing fund.
H 3.1
The Town pursues deed restrictions to preserve the affordability of existing
T
H 3.2
workforce housing.
The Town purchases land to develop or partner with a developer to create
T
H 3.3
housing.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
H 3.A: Secure one or more dedicated funding H 3.A: Secure one or more dedicated funding
exploring increasing the lodging tax, a sales exploring increasing the lodging tax, a sales
tax, or a property tax increase.tax, or a property tax increase.
H 3.B: In coordination with the Estes Park
Housing Authority, identify appropriate land
for public housing development or partnership,
make land interests known and stay up to date
or ahead of opportunities.
H 3.C: In coordination with the Estes Park
Housing Authority, explore down payment
assistance, “cash buyer” assistance, reverse
mortgage, etc. programs to help the workforce
get into existing housing in exchange for a deed
restriction that preserves affordability.
H 3.D: In coordination with the Estes Park
Housing Authority, explore a purchase-restrict-
resale program for preserving the affordability
of existing housing.
H 3.E: Facilitate a workforce housing
cooperative or community housing trust that
would allow smaller employers and the broader
community to provide housing.
H 3.F: Explore tools to subsidize affordable
rental of existing units and the creation of
workforce units by employers.
H 3.G: Stay up to date on the tools that are
successful in other communities.
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38CHAPTER 2: POLICY FRAMEWORK
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HEALTH & SOCIAL
including those experienced by an immigrant work force or aging population that have access and
functional needs. 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. This Health & Social element establishes goals
and policies to enable pathways to health and prosperity for all people in the community, and to
support services and quality of life amenities to maintain a healthy lifestyle.
GOAL HS1: Promote a comprehensive and diverse approach to community
health and wellness.
The Town and County recognize that community health is a topic that
B
HS 1.1
elements of the Estes Forward Plan identify policies to improve human
health, safety, and equity.
The Town continues to create and improve the physical and social
environment to enable all people to develop to their maximum potential
T
HS 1.2
by understanding local conditions, availability, and quality of other
determinants of health.
The Town and County ensure that policies and practices for community
B
design and development are inclusive, equitable, and contribute to the
HS 1.3
health of the whole population.
The Town and County prioritize and measure the effects of planning
B
and transportation decisions on the overall health and well-being of the
HS 1.4
community and its residents.
The Town and County practice effective leadership to promote and enhance
B
overall health conditions for residents and strengthen community ties and
HS 1.5
resiliency with all members of the community.
The Town and County consider the overall preparedness of the community
B
to respond to and recover from widespread health emergencies and develop
HS 1.6
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THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
HS 1.A: Use emerging and existing racial and HS 1.D: Advocate for policies at the federal,
health equity tools and resources, review state, and regional levels that are aimed at
all relevant Town programs and policies to improving community health, reducing health
ensure the promotion of equal access and disparities, examining environmental justice
opportunity and determine functionality and practices and policies, and elevating social
equity.
new strategies. Transparently engage the
HS 1.E: Implement a broad public outreach
community in the dialogue and analysis
program, utilizing the Town and County
throughout the process.
websites, newsletters, multi-lingual outreach,
HS 1.B: Utilize homeowner associations, and additional technological methods to
community groups, and business groups as engage with the community about available
sources of individual volunteers for important programs and resources that promote
appointed positions on Town commissions, healthy communities. Prioritize expanded
boards, and task forces, and actively recruit outreach efforts to low income and minority
underrepresented people to positions of communities, and other segments of the
leadership.community that have been traditionally under-
represented.
HS 1.C: Formally incorporate a Health in
All Policies (HiAP) approach to decision-HS 1.F: Develop and utilize innovative methods
making, especially as it relates to housing, and media, including social media posts, digital
transportation, and development. Collaborate newsletters, information brochures, television
with the County Health Department to establish programming, tactical urbanism, public
metrics and indicators that track legitimate and private art, pop-up activities and other
data and share the analysis with the community creative methods, to broaden the dialogue and
regularly.collaboration with residents and communicate
critical information regarding available
HS 1.D: Advocate for policies at the federal,
programs and resources that promote healthy
state, and regional levels that are aimed at
communities.
improving community health, reducing health
disparities, examining environmental justice
practices and policies, and elevating social
equity.
CONTINUED ON NEXT PAGE
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CONTINUED TOWN’S ACTIONS:
HS 1.E: Implement a broad public outreach
program, utilizing the Town and County
websites, newsletters, multi-lingual outreach,
and additional technological methods to
engage with the community about available
programs and resources that promote
healthy communities. Prioritize expanded
outreach efforts to low income and minority
communities, and other segments of the
community that have been traditionally under-
represented.
HS 1.F: Develop and utilize innovative methods
and media, including social media posts, digital
newsletters, information brochures, television
programming, tactical urbanism, public
and private art, pop-up activities and other
creative methods, to broaden the dialogue and
collaboration with residents and communicate
critical information regarding available
programs and resources that promote healthy
communities.
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GOAL HS2: Support behavioral and physical health.
The Town encourages the expansion of healthcare and improved social
T
services, including availability, affordability, and access to medical services
HS 2.1
in Estes Park.
clinics, and permanent supportive housing provide a valuable resource
B
HS 2.2
and appropriate medical care for the community, including vulnerable
populations.
The Town and County support the proliferation of health education and
B
resources to ensure residents have information and access to nutritious
HS 2.3
food, exercise, and behavioral health.
The Town and County foster partnerships and collaborate with community
B
HS 2.4
groups and other public agencies to implement public health programs.
The Town and County recognize that emotional health and well-being is an
B
HS 2.5
integral component to personal and community health.
The Town ensures the equitable creation and distribution and inclusive
design of Town recreation facilities, including smaller neighborhood parks,
T
HS 2.6
passive greenspace, and playgrounds. (Also see Natural Environment goals
and policies.)
The County supports County open spaces and recreational opportunities in
C
the unincorporated areas of the Valley and its proximity. (Also see Natural
HS 2.7
Environment goals and policies.)
The Town and County support local community events, services, and
B
programs for older adults, youth, families, and the ESL and Spanish-
HS 2.8
speaking community.
The Town and County promote active lifestyles by encouraging walking,
bicycling, and utilizing the trail network to support public health while
B
HS 2.9
reducing greenhouse gas emissions and other air pollutants. (Also see
Transportation goals and policies)
ACTIONS ON NEXT PAGE
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THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
HS 2.A: Create a Parks Master Plan.HS 2.C: Improve neighborhood connectivity to
existing parks.
HS 2.B: Increase park dedication in
development standards and/or use of local
sales tax to acquire and build new parks.
HS 2.C: Improve neighborhood connectivity to
existing parks.
HS 2.D: Explore budget opportunities to
resources that support behavioral health and
well-being.
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GOAL HS3: Foster an environment that respects and bolsters the cultural
diversity and inclusivity of the Estes Valley.
The Town and County recognize that community health is a topic that
B
HS 3.1
elements of the Estes Forward Plan identify policies to improve human
health, safety, and equity.
The Town continues to create and improve the physical and social
environment to enable all people to develop to their maximum potential
T
HS 3.2
by understanding local conditions, availability, and quality of other
determinants of health.
The Town and County ensure that policies and practices for community
B
design and development are inclusive, equitable, and contribute to the
HS 3.3
health of the whole population.
The Town and County prioritize and measure the effects of planning
B
and transportation decisions on the overall health and well-being of the
HS 3.4
community and its residents.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
HS 3.B: Send bilingual text message alerts,
Committee that will help to achieve the vision especially during emergencies and hazard
of a community that recognizes diversity and events. Work with Estes Park and Larimer
Emergency Telephone Authority (LETA) as
composition of the community by age, gender, needed.
sexual orientation, ethnicity, and ability.
HS 3.B: Send bilingual text message alerts,
especially during emergencies and hazard
events. Work with Larimer County and Larimer
Emergency Telephone Authority (LETA) as
needed.
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GOAL HS4: Support services, programs, and infrastructure for children and
youth to learn and thrive in the Estes Valley.
The Town and County work with community partners to grow infant and
B
HS 4.1
toddler childcare capacity in the Estes Valley.
The Town and County coordinate growth expectations and infrastructure
B
HS 4.2
needs with local school and service districts for future facility needs.
The Town and County support and coordinate with the School District to
B
provide high-quality education, programs, and care for students of all
HS 4.3
backgrounds.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
HS 4.A: Evaluate and implement selected HS 4.A: Evaluate and implement selected
recommendations from the Workforce Housing recommendations from the Workforce Housing
and Childcare Task Force Report and Housing and Childcare Task Force Report and Housing
Needs Assessment and Strategic Plan. Needs Assessment and Strategic Plan.
HS 4.B: Work with Estes Valley Investment in HS 4.B: Work with Estes Valley Investment in
Childhood Success (EVICS) and Larimer County Childhood Success (EVICS) and Estes Park to
private childcare providers, and/or the school private childcare providers, and/or the school
district to support the expansion of existing district to support the expansion of existing
childcare programs. childcare programs.
HS 4.C: Continue participation in Larimer
County’s Childcare Capacity Team.
HS 4.D: Formalize and fund Safe Routes to
School initiatives.
HS 4.E: Work with local businesses to expand
the use of internships and apprenticeships for
high school students.
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TRANSPORTATION & INFRASTRUCTURE
Estes Park is an appealing mountain community and gateway to a popular national park. However,
its very popularity creates challenges to the local transportation network, utility provision, and
infrastructure, to serve both residents and visitors. Transportation and utilities are the backbone
for a healthy, vibrant, and resilient community. The pressures from a growing population, hazard
impacts, and climate change create evolving demands on water supply, sewer, electric and
broadband services. This Transportation & Infrastructure element establishes goals and policies
to continue building out a complete multimodal transportation network and to sustain, grow, and
adapt our infrastructure and transportation systems to be resilient, adaptable to climate change,
and grow with our community while also ensuring equal protection from environmental and health
hazards and providing equal and meaningful opportunity to participate in the decision-making
process to achieve the stated goals.
GOAL T1: Integrate multimodal transportation options to safely connect
people and destinations throughout Estes Park and the Estes Valley.
equitably, and effectively supports the land use vision, minimizes vehicle
B
T 1.1
miles traveled (VMT), enhances connectivity of the existing network, and
supports the use of all modes of transportation throughout the Valley.
The Town supports complete streets that result in a complete transportation
network that is safer and better for the movement of people, freight, and
T
T 1.2
goods, regardless of travel mode. (Complete Streets Policy 851, adopted
April 2019)
The Town and County establish transportation connections between travel
B
T 1.3
The Town works with public and private partners to contribute to a robust
T
transportation network with multimodal connectivity between existing and
T 1.4
planned activity centers.
The Town and County improve the overall mobility of people, regardless of
B
T 1.5
mode through transportation projects and investments.
The Town and County invest in and support Safe Routes to School efforts
–including infrastructure improvements, education and encouragement
programs, and enforcement activities– to encourage walking and bicycling
B
T 1.6
to school and to support the reduction of greenhouse gas emissions and
vehicle miles traveled, with an emphasis on areas near schools where higher
POLICIES & ACTIONS CONTINUED ON NEXT PAGE
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The Town and County coordinate with State, County, and regional partners
B
T 1.7
to plan, phase, and secure funding for transportation investments.
The Town ensures that construction detour routes provide safe and
T
convenient access for users of all modes of transportation, including people
T 1.8
with disabilities.
The Town and County explore and evaluate emerging innovative
B
technologies to identify appropriateness and feasibility for mobility
T 1.9
improvements.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
T 1.A: Develop a Multimodal Transportation T 1.E: Require multimodal transportation
Plan to assess and plan for multimodal connections for new developments in
improvements.appropriate dedicated service areas.
T 1.B: Develop a Streets Master Plan to T 1.F: Establish a consistent and thorough
prioritize key streets and connections by mode
(e.g., vehicle, bicycle, or pedestrian priority printed and downloadable materials, and digital
street) and to identify and prioritize studies applications (apps) for electronic devices.
of subareas and key transportation corridors (Downtown Plan, Master Trails Plan, Downtown
with specialized needs (e.g., Downtown, Hwy Parking Plan).
7, Agriculture Areas, North End, Tahosa Valley,
Fall River, Carriage Hills, and Stanley Park were
broadband infrastructure to facilitate Intelligent
suggested). Expand beyond Downtown area
Transportation System (ITS) technologies and
(Downtown Plan).
traveler information systems.
T 1.C: Design and construct transportation
facilities that serve people without
discrimination and consider those
disproportionately affected by access to a
personal vehicle or systemic transportation
inequities.
T 1.D: Require multimodal transportation
connections for new developments.
T 1.F: Establish a consistent and thorough
printed and downloadable materials, and digital
applications (apps) for electronic devices.
(Downtown Plan, Master Trails Plan, Downtown
Parking Plan).
CONTINUED ON NEXT PAGE
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66
CONTINUED TOWN’S ACTIONS:
broadband infrastructure to facilitate Intelligent
Transportation System (ITS) technologies and
traveler information systems.
T 1.H: Use quantitative technology platforms
for technical analysis, to always be paired with
qualitative input from community members.
T 1.I: Monitor the development of new and
emerging transportation technologies – such
as autonomous vehicles – to enable the Town
to prepare for their incorporation into the
transportation system if safe, appropriate,
and desired.
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48CHAPTER 2: POLICY FRAMEWORK
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GOAL T2: Provide and maintain an expanding, safe, and comprehensive
network to support walking and bicycling as viable modes of transportation
for all ages and abilities, for recreational use, and to promote community
health.
The Town and County continue to build out a complete trails network that
B
T 2.1
prioritizes off-street facilities. (Estes Valley Master Trails Plan)
The Town encourages a shift to active transportation modes by expanding
T
and enhancing pedestrian and bicycle facilities to accommodate users of all
T 2.2
ages, abilities, races, and income levels.
T
The Town prioritizes bicycle and pedestrian circulation. (Downtown Plan)
T 2.3
The Town connects the active transportation network (trails and sidewalks)
T
to vehicle parking facilities and transit and includes amenities and
T 2.4
infrastructure for secure bike storage.
The Town enhances safety elements at bike and pedestrian crossings,
T
T 2.5
especially downtown and other key intersections.
T
strategies that reduce vehicle speeds and establish a safer, more
T 2.6
comfortable environment for pedestrians and bicyclists.
The Town prioritizes multi-modal infrastructure improvements that improve
T
pedestrian, bicyclist, and transit user safety and equity for inclusion in the
T 2.7
Capital Improvement Plan (CIP).
THE TOWN’S RECOMMENDED
ACTIONS INCLUDE:
T 2.A: Explore bike share program feasibility, to
include electric-assist bikes.
T 2.B: Require bicycle and pedestrian facilities
and amenities in new developments.
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CONTINUED TOWN’S ACTIONS:
T 2.C: Seek opportunities to eliminate walking
and bicycling network gaps across barriers
to mobility, including Big Thompson Avenue,
North and South St. Vrain Avenue, Elkhorn
Avenue, and Highway 36.
T 2.D: Seek opportunities to implement
public projects and work with employers and
stakeholders to provide secure bicycle parking
and end-of-trip support facilities (e.g., publicly
accessible lockers and changing rooms) at
centers of civic, retail, recreation, education,
and work activity.
T 2.E: Review municipal street improvement
standards to see if there are ways to decrease
high stress walking and bicycling environments
and increase walking enjoyment and safety,
particularly with regard to increased sidewalk
width, landscape buffers between sidewalks,
streets and pedestrian lighting, and other
amenities.
T 2.F: Evaluate planned street improvement
projects for feasibility of including the addition
or upgrade of sidewalks.
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50CHAPTER 2: POLICY FRAMEWORK
69
GOAL T3: Support the development and maintenance of the public transit
system to provide mobility options.
The Town ensures transit service frequency and times serve residents year-
T
T 3.1
round.
The Town connects residents to key community services, activity centers,
T
T 3.2
and trailheads by transit.
The Town ensures that transit-supportive infrastructure is adequately
T
T 3.3
maintained to provide high-quality facilities for users.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
T 3.A: Identify and implement workforce transit T 3.A: Identify and implement workforce transit
opportunities and partners to service Estes opportunities and partners to service Estes
Valley, Front Range communities, and Denver Valley, Front Range communities, and Denver
International Airport. International Airport.
T 3.B: Identify and study corridors, routes, and
Estes Transit.
T 3.C: Invest in bicycle-carry infrastructure on
transit vehicles.
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GOAL T4: Strengthen partnerships to provide a regional mobility network.
The Town and County evaluate the roadway network for redundancy and
B
T 4.1
alternative access routes to improve circulation and reduce congestion.
The Town and County evaluate the roadway network in terms of emergency
B
T 4.2
access/egress and evacuation routes.
The Town manages parking with free and paid options to strategically
T
T 4.3
balance supply and demand.
T
T 4.4
Policy 851, adopted April 2019)
The Town and County incorporate advanced technologies with proven track
B
T 4.5
The Town and County collaborate local and regional mobility with Colorado
B
Department of Transportation (CDOT) and front range communities such as
T 4.6
Boulder, Lyons, Longmont, Loveland, and Fort Collins.
The Town and County partner with CDOT to identify, improve, and address
B
T 4.7
regional transportation patterns and challenges that affect the Estes Valley.
The Town and County maintain up-to-date emergency preparedness and
B
evacuation plans and procedures in coordination with appropriate state,
T 4.8
regional, county, and local agencies and departments.
ACTIONS ON NEXT PAGE
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52CHAPTER 2: POLICY FRAMEWORK
71
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
T 4.A: Investigate and implement improvement T 4.C: Jointly participate in a Regional
Transportation Plan with the Town.
not compromise pedestrian, bicyclist, or transit
rider safety and accessibility, on streets where
substandard service levels are anticipated.
T 4.B: Provide training in complete streets
principles, planning, and design to Town staff
in Public Works, Planning, Police, the Fire
District and other departments or agencies (as
appropriate) to help ensure consistency in the
interpretation of Town policies and the routine
incorporation of appropriate infrastructure
designs to achieve multimodal access, safety
for all users, and other Estes Park goals.
T 4.C: Jointly participate in a Regional
Transportation Plan with the County.
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GOAL T5: Build a transportation system that is a recognized model of
resiliency and economic, environmental, and social sustainability.
The Town incorporates transportation-related design elements, such as
T
T 5.1
The Town includes green infrastructure in the design of transportation
T
T 5.2
improvements.
The Town encourages the development of electric vehicle charging stations
T
and other alternative fuel infrastructure at publicly-owned locations, near
T 5.3
businesses, and employment sites.
The Town supports development of healthier communities through the use
T
of lower- or non-polluting modes of transportation to reduce greenhouse
T 5.4
gas vehicle emissions and local air pollution levels.
The Town encourages walking and bicycling as strategies to promote
T
public health and reduce the long-term transportation costs of owning and
T 5.5
maintaining a vehicle.
The Town prioritizes transportation improvements in part based on
T
T 5.6
The Town includes a robust, inclusive, and interactive community
engagement and educational process in transportation planning efforts
T
T 5.7
to help ensure that project will address the needs of local stakeholders,
especially disadvantaged populations.
The Town uses repaving projects as an opportunity to cost-effectively
T
T 5.8
implement new bicycle facilities in accordance with Town plans.
T
of all modes, such as coordinating roadway paving or striping projects to
T 5.9
include maintenance of pedestrian and bicycle infrastructure.
The Town evaluates and implements initiatives to reduce greenhouse gas
T
emissions and other air pollutants, reduce runoff, promote public health and
T 5.10
equity, and engage the community in an inclusive planning process.
ACTIONS ON NEXT PAGE
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54CHAPTER 2: POLICY FRAMEWORK
73
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
T 5.A: Develop guidelines for the inclusion T 5.C: Establish an electric vehicle (EV)
of green infrastructure in the design of infrastructure policy to establish charging
transportation improvements. station requirements and identify providers
(government, private enterprise, or
T 5.B: Prioritize electric-powered vehicles in
combination).
T 5.C: Establish an electric vehicle (EV)
infrastructure policy to establish charging
station requirements and identify providers
(government, private enterprise, or
combination).
T 5.D: Design sidewalks and pedestrian
pathways using environmental design best
practices principles or other techniques to
provide safe and comfortable facilities for
pedestrians at all times of day and night.
T 5.E: Develop requirements for new
commercial and multifamily residential
development to provide electric vehicle
charging infrastructure to align with new
legislation requiring updated energy guidelines.
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GOAL T6: Identify strategies and funding sources to invest in transportation
infrastructure.
The Town continues to dedicate the parking system revenue to parking and
T
T 6.1
transit maintenance and enhancements.
The Town and County prioritize maintenance of existing infrastructure while
B
determining opportunities to expand multi-modal options and prioritize
T 6.2
safety improvements.
The Town and County coordinate regional transportation investments and
B
T 6.3
partners when appropriate.
The Town proactively positions itself to be competitive in pursuing
T
grant funding for planning, design, and construction of transportation
T 6.4
improvements.
The Town considers developing additional local sources of funding for trails
T
T 6.5
and ballot initiatives.
The Town seeks opportunities to develop public/private partnerships to
T
T 6.6
provide transportation infrastructure and services.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
T 6.A: Adopt a “dig once” policy to require T 6.A: Adopt a “dig once” policy to require
public and private entities to coordinate with public and private entities to coordinate with
local government on the installation of extra local government on the installation of extra
in the public right-of-way and establish if in the public right-of-way and establish if
other improvements can be coordinated with other improvements can be coordinated with
construction activities. construction activities.
to require new development to pay its share of to require new development to pay its share of
street and other transportation improvements street and other transportation improvements
based on its impacts. based on its impacts.
CONTINUED ON NEXT PAGECONTINUED ON NEXT PAGE
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56CHAPTER 2: POLICY FRAMEWORK
75
CONTINUED TOWN’S ACTIONS:CONTINUED COUNTY’S ACTIONS
T 6.C: Annually update the Capital Improvement T 6.F: Actively pursue grant funds for planning,
Program (CIP) to construct and/or update design, and construction of transportation-
circulation facilities and assess viability related capital improvement projects.
of older projects in context with new
considerations and policies.
T 6.D: Measure and track progress and evaluate
success of implementation of Transportation
and Infrastructure Chapter actions using a set
of performance measures.
T 6.E: Use funds from the Public Works’ Streets
budget for bicycle and pedestrian projects as
appropriate.
T 6.F: Actively pursue grant funds for planning,
design, and construction of transportation-
related capital improvement projects.
T 6.G: Evaluate the development of impact fees
to provide revenues to be used to construct
pedestrian and bicycle infrastructure that will
support new development.
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76
GOAL I1: Be leaders in energy conservation, renewable energy use and
wind threats.
The Town supports individual property and business owners to install and
T
I 1.1
use renewable sources of energy.
The Town and County, in partnership with the Platte River Power Authority
B
(PRPA), encourage the use of rooftop and appropriately sited solar energy
I 1.2
generation and battery storage.
The Town promotes existing programs and encourages new practices for
T
I 1.3
energy conservation in partnership with PRPA.
THE TOWN’S RECOMMENDED
ACTIONS INCLUDE:
I 1.A: Utilize the Sustainable Energy
recommendations from the 2022 Environmental
Sustainability Task Force Report.
I 1.B: Continue to update and revise public
safety power shutoff criteria and decision-
I 1.C: Continue maintenance, reconstruction,
and burial of overhead power lines to reduce
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58CHAPTER 2: POLICY FRAMEWORK
77
GOAL I2: Invest in infrastructure for a healthy water supply and promote water
conservation measures.
The Town supports a Big Thompson diversion point, making the land and
T
water rights investments accessible for use, ensuring adequate water
I 2.1
supply into the future.
The Town incorporates climate change impacts into their water availability
T
I 2.2
planning and updates the water plan for this context.
THE TOWN’S RECOMMENDED THE COUNTY’S RECOMMENDED
ACTIONS INCLUDE:ACTIONS INCLUDE:
I 2.A: Explore conservation measures, such as I 2.C: Prepare a Water Master Plan and
evaluate its Land Use Code to advance water
upgrade programs and updating landscaping conservation.
standards to reduce demand.
I 2.B: Consider customer billing that
encourages less use of water (rather than a
set charge for up to a certain amount of water
consumption per month).
Goal I3: Establish an innovative and comprehensive solid waste, recycling,
and composting management system.
The Town and County support solid waste diversion, reduction, and reuse
B
I 3.1
programs and policies.
The Town and County inform and educate the public and visitors about
B
I 3.2
waste management programs and practices throughout the Estes Valley.
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78
3
CHAPTER THREE
Introduction
FUTURE
Future Land Use Categories
LAND USE
Future Land Use Map
Opportunity Areas
Annexation and Future Town
Service Areas
79
THIS FUTURE LAND USE PLAN IS A
CORNERSTONE OF ESTES FORWARD,
PROVIDING GUIDANCE TO THE
TOWN AND COUNTY’S ELECTED
AND APPOINTED LEADERS AS
THEY MAKE LAND USE AND
DEVELOPMENT DECISIONS.
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FUTURE LAND USE
INTRODUCTIONFUTURE LAND USE CATEGORIES
The Future Land Use Plan conveys the patterns and The proposed Future Land Use Categories unify the
priorities of conservation, development, economic Town and County’s framework for the built and natural
vitality, neighborhood character, and the preservation character, and work to prevent development sprawl that
of natural, agricultural, and rural landscapes. It serves requires extensive infrastructure investments and long-
as a starting point for conversations about regional term maintenance.
initiatives and development proposals by illustrating
The proposed Future Land Uses reorganize and
the interrelationship between seemingly separate and
consolidate the Town’s previous range of land
uncoordinated land use activities. The framework also
enhances predictability for residents and developers
development potential to ecological conditions
about the desired character of each area. It is a guide
and market demand. This approach coordinates
for decision-makers as they consider how proposed
development can help or harm our desired future, and
environmentally responsible growth.
where and how the community will grow or not grow.
The ten (10) Future Land Use Categories represent
Most of the forecasted growth in the next two decades is
development patterns that share similar attributes of
expected to be accommodated within the Estes Park town
environmental and built character within the Town of
limits. Accordingly, the Future Land Use Plan prioritizes
Estes Park and Larimer County’s Estes Valley Planning
Area. Shared attributes within each area include the
Estes Park town limits while simultaneously positioning
size and type of buildings and their relationship to the
the unincorporated Valley to support new attainable
street, the street type and block pattern, supported
housing and mixed-use near existing commercial
transportation modes, the intensity of land use, and
centers and key transportation corridors.
density of development. The Future Land Uses provide
a guide for land use policies and decisions that direct
growth according to character and intensity of use.
The Future Land Use categories, map, and related
land use policies are intended to protect the Valley’s
distinctive character and prevent development sprawl
that requires extensive infrastructure investments,
long-term maintenance, and impacts the area’s natural
character. The map categorizes areas outside of Estes
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Park town limits to guide appropriate development
patterns, respect private property rights, and preserve
the open and rural character that County residents value.
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RELATIONSHIP BETWEEN FUTURE LAND
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USE AND ZONING
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The Future Land Use Categories are not zoning districts.
They convey aspirational land use policy, in contrast
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with zoning which is legally enforceable. Zoning refers
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to land use entitlements and requirements that regulate
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appropriate use, form, density, and other characteristics
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Adoption of this Plan and
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the Future Land Use Plan does not alter, circumvent,
or supersede established zoning or overlay districts
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without following the legislative process for amending
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the zoning map or Town and County development codes.
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62 CHAPTER 3: FUTURE LAND USE
81
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ESTES FORWARD | COMPREHENSIVE PLAN
82
FUTURE LAND USE CATEGORIES
NATURAL RESOURCE CONSERVATION & PARKS
The Natural Resource Conservation and Parks category
Appropriate Land Uses and Development
is composed of Rocky Mountain National Park, Arapahoe
Types
and Roosevelt National Forest, Bureau of Reclamation,
Federal natural resource lands
and wildlife habitat, open space, parks and trail corridors
managed by Larimer County and the Town of Estes Park.
Public water-access facilities
The lands within this category provide a mix of recreation
Primitive campsites and rustic campgrounds
opportunities including self-directed outdoor recreation,
developed parks, playgrounds, and environmental
Natural resource based self-directed recreation
educational opportunities while protecting natural
Forestry, grazing, agriculture
heritage and open space. Nearly 10,000 acres have
Wildlife corridors
been voluntarily conserved by private land owners via
conservation easements and the Estes Valley Land Trust
Private lands under conservation easements (no
with no public access.
public access)
Public recreation centers
Multi-use paths & trails
Built Form
New buildings and structures, if any, should support public
utilities, research operations, public land maintenance,
park use, recreation, and low-impact agriculture. These
may include structures such as restrooms, trailhead
facilities, picnic shelters, seating areas, play equipment,
concessions, or equipment storage. All structures should
be designed for compatibility with the surrounding
aesthetic and for preservation of surrounding open
space and viewsheds.
Building Height: 1 - 2 stories
Block Length: N/A
Primary Road Setback: N/A
Transportation System: Streets and parking lots
provide vehicle access to trailheads and parks;
off-street trail network for pedestrian, bicycle, and
equestrian use; sidewalks, and on-street bicycle
facilities for Town parks.
Previous (1997) Future Land Use Categories
Natural Resource (Larimer County)
Parks, Recreation, & Open Space
64 CHAPTER 3: FUTURE LAND USE
83
MOUNTAINS & FOOTHILLS
The Mountains & Foothills category is composed
of private forestry, agricultural, and ranching lands,
ecotourism, undeveloped natural landscapes including
steep slopes and watershed protection. This category
allows for limited development of very low-density single
family or residential conservation developments. Lands
in this category should not be targeted for expansion of
public or private water and sewer infrastructure. Some
areas located within this category could ultimately
transition to Natural Resource Conservation & Parks
through conservation easements or expansion of public
lands to further preservation of natural resources and
wildlife habitat.
Appropriate Land Uses and Development
Types
Forestry, ranching, agricultural uses
Eco and Agritourism
Single-family conservation developments
Hazard mitigation
Watershed protection
Built Form
This category supports low-density development of
buildings and structures designed for preservation of
surrounding open space and viewsheds.
Building Height: 1 - 2.5 stories
Block Length: N/A
Primary Road Setback: 100+ ft.
Transportation System: Automobiles are primary
transportation mode to provide access to homes
and destinations on rural, low-volume roads;
backcountry trail network for pedestrian, off-
road bicycle, and equestrian use; road shoulders
accommodate bicycles.
Previous (1997) Future Land Use Categories
Mountains & Foothills (Larimer County)
Rural Estate 10 Acre Min.
Rural Estate 2.5 Acre Min.
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LOW-DENSITY ACCOMMODATIONS
The Low-Density Accommodations category is intended
for uses such as rustic lodges, resorts, and cabins that
are developed in rural areas at a lower density and
intensity than urban hotel or motel-style lodging.
Appropriate Land Uses and Development
Types
Rural lodges and resorts
Built Form
This category supports low-density or clustered
development on large lots that prioritizes preservation
of surrounding natural landscapes and viewsheds. Low-
density accommodations may be served by public water
and wastewater dependent upon location.
Building Height: 1 - 2 stories
Block Length: N/A
Primary Road Setback: 30+ ft.
Transportation System: Automobiles are primary
transportation mode on rural, low-volume streets;
wide shoulders accommodate bicycles and
pedestrians
Previous (1997) Future Land Use Categories
Accommodations
66 CHAPTER 3: FUTURE LAND USE
85
SUBURBAN ESTATE
The Suburban Estate category is intended for low to
medium density single family residential development,
including conservation development that may be
supported by limited small-scale neighborhood
commercial located at crossroads or along arterial roads
within the Town. Any non-residential uses are appropriate
when they demonstrate the following:
Supports a local, neighborhood need
Is appropriately located for the access and
transportation requirements of the activity (e.g.,
a rustic camp may be acceptable on gravel road,
whereas a retail use should be located on a paved
road)
Availability of adequate utilities and infrastructure
Built Form
Scale and intensity of the use is in harmony with the
The Suburban Estate Category typically consists of
surrounding neighborhood based on factors such
medium-sized single-family homes on lots that are at
as:
least a quarter-acre in size. Medium-density conservation
• Built character
development with smaller lots requires public water and
• Proximity to residential areas
wastewater. However much of the development in this
category is served by septic where public wastewater is
• Proximity to sensitive environmental features
unavailable and larger lots can accommodate individual
or wildlife areas
systems. New homes should be appropriately scaled
• Proximity to unique or highly visible
for compatibility with existing neighborhood character.
viewsheds, landforms, or places of interest
Existing suburban neighborhoods served by public
utilities can accommodate moderate increases in density
Appropriate Land Uses and Development
through the addition of Accessory Dwelling Units.
Types
Building Height: 1 - 2.5 stories
Single family residential subdivisions with low to
Block Length: N/A
medium density
Primary Road Setback: 30+ ft.
Single family homes with accessory dwelling units
Transportation System: Automobiles are the
Single family clustered or conservation
primary mode of transportation on low-volume
developments (in the County)
streets that are wide enough for pedestrians to
Limited neighborhood-serving commercial located
safely walk the shoulder. As much as possible,
at primary intersections (in the Town or key
dead-end streets and cul-de-sacs are discouraged
locations)
Previous (1997) Future Land Use Categories
Estate 1 Acre Min.
Estate 0.5 Acre Min.
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86
NEIGHBORHOOD VILLAGE
The Neighborhood Village category contains medium
Appropriate Land Uses and Development
to higher density single family residential organized in a
Types
more compact development pattern that is characterized
Medium to higher density single family
by an interconnected street network, available water and
wastewater, increased walkability and connectivity to
Accessory dwelling units
other neighborhoods and commercial nodes. Limited
Duplexes and triplexes
neighborhood-serving civic, cultural, and commercial
uses may be located near neighborhood entrances and
Limited neighborhood-serving civic, cultural, and
crossroads.
commercial uses
Built Form
residential in nature located on small to medium-sized
lots under half an acre that are served by public water and
compatibility with the existing neighborhood character
with medium to shallow front setbacks and garages
located at the side or rear of the home.Established
neighborhoods can accommodate moderate increases
in density through the addition of Accessory Dwelling
Units.
Building Height: 1 - 2.5 stories
Block Length: 250 – 650 ft.
Primary Road Setback: 10 – 30 ft.
Transportation System: Low-speed residential
streets are interconnected and shared by
automobiles and bicycles; double-loaded sidewalks
facilitate safe pedestrian travel.
Previous (1997) Future Land Use Categories
Residential 0.25 Acre Min.
Two-family
PUD Residential
Accommodations Low-density
68CHAPTER 3: FUTURE LAND USE
87
MIXED RESIDENTIAL NEIGHBORHOOD
The Mixed Residential Neighborhood category
accommodates high density mixed residential
development that facilitates the coexistence of
townhomes, condos, and multi-family complexes. It
is characterized by an interconnected street network,
available water and wastewater, and walkable
neighborhoods that connect to commercial nodes and
other neighborhoods. Mixed residential neighborhoods
may include limited neighborhood-serving civic, cultural,
and commercial uses.
Appropriate Land Uses and Development
Types
Condominium developments
Townhomes
Multi-family complexes
Limited neighborhood-serving civic, cultural,
commercial uses
Built Form
New structures and redevelopment in this category
consist of larger-scale residential buildings on a variety
of lot sizes served by public water and wastewater.
Density bonuses incentivize attainable workforce
housing. Shallow setbacks allow for maximized use of
the lot. Parking and garages should be located at the
side, rear, or below structures.
Building Height: 3 - 4 stories
Block Length: 250 ft.
Primary Road Setback: 10 - 20ft.
Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit. Residential streets
in Mixed Residential Neighborhoods are
interconnected with double-loaded sidewalks and/
or shared-use paths for safe bicycling and walking.
Previous (1997) Future Land Use Categories
Multi-family
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PUBLIC/SEMI-PUBLIC
The Public/Semi-public category consists of institutional
Appropriate Land Uses and Development
and civic uses such as recreation centers, schools,
Types
research facilities, utility, and public services operations.
Research facilities
Civic uses
Community/recreation centers
Schools
Public services operation
Built Form
Structures and buildings in this category consist of
1-3 story buildings on a variety of lot sizes. Public/
Semi-public uses are often located on or near major
transportation corridors and served by public water and
wastewater, depending on location. Street setbacks and
vegetative buffers increase as the intensity of the use
increases.
Building Height: 1 - 3 stories
Block Length: N/A
Primary Road Setback: increase as intensity and
scale increase
Transportation System: Automobiles are the
primary transportation mode; development should
strive for pedestrian and bicycle connectivity to
uses that are frequented by the public.
Previous (1997) Future Land Use Categories
Public/Semi-public
70 CHAPTER 3: FUTURE LAND USE
89
DOWNTOWN
The Downtown category is characterized by a dense,
compact street grid, well-developed pedestrian network,
and readily available water or wastewater infrastructure.
This area is predominantly composed of traditional,
and often historic, vertical mixed-use buildings.
The Downtown is well provided for in terms of
redevelopment or development of underutilized land.
See the Estes Park Downtown for Details.
Appropriate Land Uses and Development
Types
Traditional, dense vertical mixed-use with
entertainment, and upper-story residential
Civic uses such as community centers, libraries,
government administration facilities
Cultural uses such as museums and performing
arts venues
Built Form
The Town Center is a complete community with
highly walkable, pedestrian-oriented streetscapes.
Development should prioritize the preservation and
rehabilitation of historic buildings and encourage
vernacular of existing buildings on small to medium-
sized lots. Building heights should be 1.5-3 stories and
should form a continuous street-wall along primary
streets. Parking is located on the street, at the rear of
buildings, and in off-site public lots or decks.
Building Height: 1.5 - 3 stories
Block Length: 250 ft.
Primary Road Setback: 0 ft.
Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit.
Previous (1997) Future Land Use Categories
Downtown Commercial
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MIXED-USE CENTERS & CORRIDORS
The Mixed-use Centers and Corridors category contains
Appropriate Land Uses and Development
medium to higher-density vertical mixed residential
Types
and commercial use developments located on or near
Mixed-Use developments with upper-story
major thoroughfares. This category is characterized by
an interconnected road network, available water and
entertainment
wastewater, and a walkable environment and a greater
emphasis on design of upper stories for compatibility.
Medium-high density accommodations such as
hotels, motels, short-term rental attached units
Built Form
New and redeveloped sites in Mixed-use Centers and
large lots. Development in this category should strive to
increase business density, adding residential units where
appropriate, and expanding multi-modal connectivity.
Parking lots should be divided into more than one
area including the side and rear of buildings where
feasible. All structures should feature pedestrian-scale
entrances. Development should positively contribute
to the character of the town through pedestrian-scaled
Building Height: 1 - 5 stories
Block Length: 250 – 650 ft.
Primary Road Setback: 10 - 150 ft.
Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit. The pedestrian system
should connect to other mixed-use and commercial
nodes and neighborhoods. Sidewalks and/or
shared-use paths and bicycle infrastructure should
connect the multi-modal network along primary
transportation corridors. Pedestrian connectivity
internal to the site must connect parking areas to
the building and adjacent sites.
Previous (1997) Future Land Use Categories
PUD Commercial
Commercial Recreation
Commercial
Accommodations
72 CHAPTER 3: FUTURE LAND USE
91
INDUSTRIAL MIX
The Industrial Mix category is supported by major
transportation corridors, public water, and wastewater
infrastructure. This category provides for a range of
industrial manufacturing, warehouse, commercial, and
heavy industry within the Estes Valley but supports a
shift toward light and clean industrial and small-scale
manufacturing uses with fewer environmental impacts.
Appropriate Land Uses and Development
Types
Small scale or boutique manufacturing
Warehouse uses, including those with direct-to-
consumer sales and retail hours
Limited commercial uses
Existing heavy industry
Built Form
building types, typically on very large lots. Buildings
should be appropriately screened or set back from lot
lines to minimize impacts to adjacent non-industrial
properties. Street setbacks and vegetative buffers
increase as the intensity of the use increases.
Building Height: 1-3 stories
Block Length: N/A
Primary Road Setback: Increases as intensity and
scale increase
Transportation System: This area accommodates
vehicles as the primary mode of transportation
but should strive for pedestrian and bicycle
connectivity to support alternatives to vehicle travel
and a healthy workplace.
Previous (1997) Future Land Use Categories
Light Industrial
Restricted Industrial
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92
FUTURE LAND USE MAP
Mblf!Ftuft
Nbszt!Mblf
Mjmz!Mblf
74CHAPTER 3: FUTURE LAND USE
93
FUTURE LAND USE MAP OVERVIEW
The Estes Forward Future Land Use Map applies the Future Land Use
Categories to the Estes Valley Planning Area and Town of Estes Park
jurisdictions to recommend appropriate locations for each category
of land use and development character.The composition of map is
informed by several factors:
The previous future land use maps (Town - 1997, County - 2018)
Current zoning map
Historic development patterns
Existing water service areas
Environmental features and constraints
Areas of anticipated development
Growth and conservation preferences articulated by the
community
The Future Land Use Map provides the overarching structure for
orchestrating appropriate patterns of development and conservation
informs zoning decisions to achieve desired future growth patterns.
Future Land Use Map to determine whether the request is consistent
with the community’s land use and development vision.
The Future Land Use Map is a guide to achieving the community’s
stated vision; however, it is not a mandate.To the extent possible,
it should be closely followed, but when circumstances dictate
otherwise, it is the intent of this plan to enable the Town and the
County to respond appropriately through their land development
decisions.
THE FUTURE LAND USE CATEGORIES AND MAP
ARE ASPIRATIONAL. THEY DO NOT ALTER,
CIRCUMVENT, OR SUPERSEDE ESTABLISHED
ZONING, RECORDED SUBDIVISIONS, OR
APPROVED DEVELOPMENT PLANS. THE ZONING
MAP AND DEVELOPMENT CODES ARE NOT
CHANGED AS A RESULT OF THE ADOPTION OF
THE COMPREHENSIVE PLAN OR FUTURE LAND
USE PLAN, CATEGORIES, OR MAP. FEDERAL
²
LANDS, INCLUDING NATIONAL PARKS, ARE NOT
SUBJECT TO THE FUTURE LAND USE MAP OR
TOWN AND COUNTY ZONING MAPS.
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94
OPPORTUNITY AREAS
76CHAPTER 3: FUTURE LAND USE
95
OPPORTUNITY AREAS
Future Study Areas
Certain areas of the Estes Valley are likely to experience more
change, investment, or growth over the next 20 years due to a variety
of factors including development pressure, market trends, and aging
infrastructure. The degree and type of change will differ in each
area based on the context of the built environment, environmental
constraints, market demands, local preferences, and needs such
as attainable housing.Because change happens differently in
different places, and what may be desired in one location may not be
special Future Study Areas for more detailed planning following
this plan.Additional, cooperative planning between the Town and
the County will further identify suitable locations for growth and
of development that is appropriate in a given location.
A proactive and strategic approach to the redevelopment or
conservation of Future Study Areas within the Estes Valley promotes
a higher rate of success in realizing opportunities that meet the
community’s preferences and needs rather than passively reacting
for these areas, the Estes Valley community and their elected
representatives can make intentional land use decisions that support
achievement of the Estes Forward Vision and Guiding Principles.
Gateway Corridors
In addition to Future Land Uses and Future Study Areas, the map
sense of arrival and community identity through special attention to
viewshed protection, enhanced landscaping, signage, land use, and
the aesthetics of the built environment.Like the Future Study Areas,
Gateway Corridors are deserving of additional consideration and
cooperative planning between the Town and the County.
²
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96
ANNEXATION AND FUTURE TOWN SERVICE AREAS
Comprehensive planning and growth management in The Future Town Service Area should be supported by
the Estes Valley imply coordination and cooperation
between the Town of Estes Park and Larimer County. A development, infrastructure, and public services,
key imperative of this plan is that the Town and County mutually agreed upon by the Town of Estes Park and
Larimer County. If the development criteria are met,
Service Area and corresponding Annexation Policy. The the Town would annex areas within the Future Service
Town and the County are encouraged to work together Area and provide the full range of public services.
to identify areas of shared development impact in Concentrating redevelopment within and adjacent to the
anticipation of where the Town will grow (and not grow).
services, infrastructure maintenance, and conservation
of natural areas.
beyond existing Town limits to indicate an area(s) where
higher intensity and density is acceptable over the next This approach is intended to strengthen the connection
20 years and to plan for municipal service provision. The between more urban land use and eventual annexation
area would not necessarily need to be served exclusively by the Town by prioritizing growth areas and limiting
by the municipality for all services, but the designated development in areas of critical natural habitat and
area should be serviceable by an existing urban service resources. It also continues an expectation that the Town,
provider. A Future Town Service Area would establish a not the County, will provide the full range of services
coordinated partnership for managing long-range growth necessary to support a quality urban environment.
to provide predictability and consistency.
78 CHAPTER 3: FUTURE LAND USE
97
PAGE IS INTENTIONALLY LEFT BLANK.
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98
4
CHAPTER FOUR
Applying the Plan
IMPLEMENTATION
Compliance with Comprehensive Plan
Plan Management
Implementation Plan
99
FOR LONG-RANGE PLANNING
TO REMAIN PROACTIVE, THE
IMPLEMENTATION PLAN
SHOULD BE CONSIDERED AS
IMPORTANT —OR POSSIBLY
MORE IMPORTANT— THAN THE
PLAN ITSELF.
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100
IMPLEMENTATION
APPLYING THE PLAN
This chapter provides an overview of plan compliance, priorities, developing partnerships, and ensuring
management, reporting mechanisms and update accountability of county department activities in
protocols. It connects the strategies and actions so that harmony with the Plan.
policy direction is usable and relevant for applicants, the
Planning Commissions are responsible to use
community, and neighbors in the development review
the guidance provided by the Plan in review of
and decision-making processes.
development proposals and to promote and oversee
relevant updates to the Development Code (Town)
IMPLEMENTATION RESPONSIBILITY AND
and Land Use Code (County).
PARTNERSHIPS
Department Directors integrate actions into their
Successful implementation of this Plan depends on the
annual work plans and budgets. Staff review
coordinated and collective action of decision-makers,
development proposals, providing decision-makers
staff members, community members, and other partners.
with information as to whether such proposals align
with the Plan.
The Town Board is responsible to guide
implementation by developing partnerships, issuing
Residents and Regional Partners are encouraged to
track the Plan’s implementation and participate in
providing funding through the budget process,
budgeting processes to promote adequate funding
and ensuring accountability of Town department
for implementation.
activities in harmony with the Plan.
The Board of County Commissioners is responsible
to guide implementation through Annual Work Plan
Photo Credit: Town of Estes Park
82 CHAPTER 4: IMPLEMENTATION
101
COMPLIANCE WITH PLAN MANAGEMENT
Estes Forward is not static, but rather is a dynamic and
COMPREHENSIVE PLAN
How development proposals align with this Plan’s guiding
changing needs of the Estes Valley. It cannot anticipate
principles, goals, and policies will be a key consideration
all future changes in economic conditions, market
during their review. Planning Commissions, the Town
demands, or lifestyle choices. In order to remain a
Board and Board of County Commissioners have broad
relevant and functional document, this Plan should be
discretion in interpreting the Plan and its purposes and
reviewed regularly and if needed, periodically updated,
can weigh and balance the various goals and policies
both by the Town of Estes Park and Larimer County.
when applying them.
AMENDING THE PLAN
TOWN DEVELOPMENT REGULATIONS AND
Recognizing the need for the Comprehensive Plan
REVIEW
Development of property within the Town of Estes
priorities, the Plan should be periodically amended to
Park will continue to be subject to all procedures and
ensure that it is consistent with the conditions, values,
regulations established for development pursuant to
expectations, and needs of its residents, businesses, and
the Estes Park Development Code (EPDC). This includes
other stakeholders. Major updates to the Plan should
such considerations as site planning, architecture,
occur every decade, or as deemed necessary by the
parking, landscaping, and other design criteria.
Town or County Planning Commissions. This updating
process should be grounded in a broad-based public
COUNTY LAND USE REGULATIONS AND
input process.
REVIEW
The Town’s Development Code outlines the policies and
process to adopt and amend the Comprehensive Plan.
Development of unincorporated property outside the
Town staff is responsible for reviewing and providing
town limits of Estes Park will continue to be subject to all
recommendations on plan amendments and the Estes
procedures and regulations established for development
Park Planning Commission is the decision-making body.
pursuant to the Larimer County Land Use Code.
The County’s Land Use Code outlines the policies and
process to adopt and amend the Comprehensive Plan
and any associated master plans and area plans. The
Larimer County Planning Commission is the decision-
making body that adopts the plan. The Board of County
adoption.
PERIODIC REVIEW AND REPORTING
Development of unincorporated property outside the
town limits of Estes Park will continue to be subject to all
procedures and regulations established for development
pursuant to the Larimer County Land Use Code.
83
ESTES FORWARD | COMPREHENSIVE PLAN
102
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IMPLEMENTATION PLAN
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Tables 1 and 2 identify the type of action, the lead
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department or partner for the action’s implementation,
Pohpjoh
and the general timing for implementation. The Town
of Estes Planning Department and Larimer County
Boovbm
Planning Department are responsible for coordinating
with other departments regarding implementation of
the individual measures. It is also important to note that
many of these actions will require staff, partners, and
MFBE0QBSUOFS;!
of the budgetary process and changing priorities and
DQX!)Dpmpsbep!Qbslt!boe!
resources over the years.
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The actions to implement the Comprehensive Plan are
organized into the following category types:
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1. Capital Projects & Investments: The projects
Dpsqpsbujpo*
and facilities and can include new construction,
FQIB!)Ftuft!Qbsl!Ipvtjoh!
as well as major renovations or replacements.
Bvuipsjuz*
are particularly related to implementation of the
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Comprehensive Plan but should be considered
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among all other capital requests.
2. Supporting Plans & Policies: This encompasses
the continued implementation of existing plans;
dpvme!jodmvef!pshboj{bujpot!
however, since the Comprehensive Plan sets broad
tvdi!bt!Ftuft!Wbmmfz!Mboe!
community vision and policies, some additional
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planning will be necessary to provide more detailed
Jowftunfou!jo!Dijmeippe!
of the community.
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Wbmmfz!Xbufstife!Dpbmjujpo/
3. Programs & Services: Many of the Comprehensive
Plan policies may be implemented through
of programs and services offered by the Town or
County.
4. Partnerships & Agreements: Many policies will be
implemented through collaborative partnerships
groups. Additionally, some will be most successful
through formal partnerships, or Intergovernmental
Agreements (IGAs) between the Town and other
governmental entities, such as Larimer County, RTD,
or other special districts or agencies.
5. Regulatory Reform: Since the Comprehensive Plan
establishes the direction and vision for the future,
it is important that Town and County’s regulations
support consistent guidance and decision-making.
84 CHAPTER 4: IMPLEMENTATION
103
Table 1. Town of Estes Park Actions
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
NATURAL ENVIRONMENT
NE 1.A: Maintain and strengthen current code Regulatory Reform; Community Development Short-term
requirements for dark skies, obtain grant Partnerships Department; Utilities
funding, and develop incentive program to & Agreements; Department; Platte River
Programs & ServicesPower Authority
NE 1.B: Work to minimize obstructed views Capital Projects & Utilities Department; Town Long-term
by overhead utilities by burying lines as InvestmentsAdministrator; Public
appropriate.Works Department
NE 1.C: Maintain Ridgeline Protection Zones.Regulatory ReformCommunity Development Ongoing
Department
NE 1 D: Reduce impacts on viewsheds by Regulatory ReformCommunity Development Short-term
strengthening grading standards to reduce the Department; Public Works
Department
NE 2.A: Increase river, stream, and wetlands Regulatory ReformCommunity Development Short-term
setbacks or buffers.Department
NE 2.B: Further identify appropriate locations Regulatory ReformCommunity Development Short-term
in Downtown and in Mixed Use Centers and Department
Corridors for increased height allowances within
context of existing development.
NE 2.C: Work with willing landowners and Capital Projects & Community Development Long-term
acquire lands through land swaps for properties InvestmentsDepartment; Public Works
that are underdeveloped in order to build local Department; Property
parks in Town.Owners
NE 2.D: Explore potential development code Regulatory ReformCommunity Development Short-term
updates, such as parks dedication and fee in lieu Department; Public Works
requirements.Department
NE 2.E: Work with conservation partners, such Partnerships & Mid-term
as the Estes Valley Land Trust, Estes Valley AgreementsLandowners
Watershed Coalition, and similar organizations,
to increase their ability to pursue land
preservation and open space acquisition.
NE 2.F: Explore the feasibility of a Transfer of Regulatory ReformCommunity Development Mid-term
Development Rights program.Department; County
Planning Department;
Town and County
Leadership
NE 3.A: Consider an Environmentally Sensitive Regulatory ReformCommunity Development Short-term
Lands Zoning Overlay that would be subject to Department
additional design review.
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104
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
NE 3.B: Improve wildlife movement by requiring Regulatory Community Development Mid-term
wildlife-friendly fencing on all new development, Reform; Programs Department; CPW; Non-
reviewing setback requirements from key & Services;
habitat areas/wildlife movement corridors, Capital Projects & Owners
encouraging removal of legacy barbed wire Investments
fencing, seeking grant funding, and developing
an incentive program.
NE 3.C: Update the 2008 Wildlife Habitat Supporting Plans & Community Development Short-term
Assessment and Development Code, including PoliciesDepartment; Town
map of wildlife corridors and sensitive habitat.Administrator; CPW; Non-
Supporting Plans & Mid-term
program in partnership with the Fire District Policies; Programs & Emergency Management;
to encourage individual property owners to Services
reduce fuels on their property and select
landscaping choices and building materials for
Supporting Plans & Fire DistrictShort-term
materials and update as needed, ensuring all Policies; Programs &
materials are available in Spanish and provide Services
community education on available resources
in Spanish and English. Consider a targeted
communications campaign for visitors.
NE 4.C: Expand the months that the Community Supporting Plans & Boulder CountyShort-term
Sort Yard is open.Policies; Programs &
Services
NE 4.D: Review potential mitigation Regulatory ReformCommunity Development; Short-term
requirements in the Development Code to align Fire District
with recommendations of Colorado Planning
NE 4.E: Evaluate site design standards and Supporting Plans & Community Development; Mid-term
landscape requirements to ensure appropriate PoliciesFire District
spacing of native trees and frequent thinning
and pruning of materials.
NE 4.F: Implement the Regulatory Reform; Short-term
Protection Plan.Supporting Plans & Partners
Policies; Programs
& Services;
Capital Projects &
Investments
NE 4.G: Explore supporting a Fire District led Supporting Plans & Short-term
Policies; Programs & Partners
coordination that includes public seminars.Services
86 CHAPTER 4: IMPLEMENTATION
105
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
Capital Projects & Floodplain Administrator; Long-term
InvestmentsCommunity Development;
in alignment with the County efforts for River
NE 5.B: Support and participate in Larimer Programs & ServicesMid-term
Connects.Management
Regulatory ReformFloodplain AdministratorShort-term
maps.
NE 5.D: Coordinate on the Larimer County Supporting Plans & Floodplain Administrator; Mid-term
Policies
drainage projects.
BUILT ENVIRONMENT
BE 1.A: Audit and amend the Development Code Regulatory ReformCommunity Development Mid-term
(DC) to reduce barriers to incremental and small-Department
scale commercial redevelopment in order to
Regulatory ReformCommunity Development Mid-term
and redevelopment of existing buildings.Department
BE 1.C: Explore potential impact fees for new Regulatory ReformCommunity Development Mid-term
development to offset the costs of increased Department
demand for public services such as water, sewer,
stormwater management, recreation, social
services, and public safety.
BE 1.D: Work with Larimer County to develop Supporting Plans & Community Development; Short-term
corridor or small area plans for strategic areas PoliciesLarimer County Planning
Department
BE 1.E: Work with Larimer County to identify Supporting Plans & Community Development Short-term
future planning areas that present an PoliciesDepartment; Larimer
County Planning
planning efforts for these areas will further Department
inform and update the Future Land Use Map.
Supporting Plans & Community Development Short-term
Area Boundary. PoliciesDepartment; Larimer
County Planning
Department
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106
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
BE 1.G: Develop an annexation policy and criteria Regulatory ReformCommunity Development Short-term
for new annexations such as: conformance Department
to the Future Land Use Map; ability to
accommodate 20-year growth projections;
urban-level densities and intensities; multi-
modal connectivity; water, sewer, and urban
performance standards for hazard resiliency,
conservation standards for wildlife habitat and
corridors.
BE 2.A: Audit the Preferred Planting List to Regulatory ReformCommunity Development Short-term
Department
and pollinator species.
BE 2.B: Limit areas of disturbance for new Regulatory ReformCommunity Development Ongoing
development in order to protect existing native Department
protection.
BE 2.C: Continue to enforce grading Regulatory ReformCommunity Development Ongoing
requirements and limitations on steep slope Department
and ridgeline development that maintain natural
slopes and viewsheds.
BE 2.D: Continue applying and enforcing Regulatory ReformCommunity Development Ongoing
Department
as stream and wetland corridor protection
requirements.
BE 2.E: Reference the wildlife habitat Supporting Plans & Community Development Ongoing
assessment map during development review to PoliciesDepartment
evaluate potential impacts to wildlife habitat.
BE 2.F: Work with the Ute, Arapaho, and other Partnerships & Community Development Ongoing
Sovereign Nations to protect, interpret, and AgreementsDepartment; Property
provide access to sacred lands and ceremonial Owners; Developers
sites.
BE 3.A: Amend its development code for Regulatory ReformCommunity Development Mid-term
consistency with the Estes Forward Future Land Department
Use Framework and Map, including zoning
regulations.
BE 3.B: Support the adaptive reuse, renovation, Regulatory ReformCommunity Development Ongoing
or redevelopment of aging centers or Department
commercial uses that are no longer viable due to
changing market conditions, demographics, or
retail trends into areas that support mixed use
and attainable housing opportunities.
88 CHAPTER 4: IMPLEMENTATION
107
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
BE 3.C: Encourage the provision of workforce-Regulatory ReformCommunity Development Ongoing
serving amenities in non-residential areas, such Department
as parks and plazas, outdoor seating areas,
storage.
BE 3.D: Continue implementation of the Supporting Plans & Community Development Ongoing
Estes Park Downtown Plan by integrating the PoliciesDepartment
recommendations for each Character Area into
land use policy and the Land Development Code.
BE 3.E: Promote clean, creative, and Regulatory ReformCommunity Development Ongoing
environmentally responsible industrial, Department
warehouse, or large-scale commercial uses
within the designated Industrial Mix areas on the
Future Land Use Map.
BE 3.F: Incentivize workforce housing Programs & ServicesCommunity Development Ongoing
development through strategies such as Department
streamlined permitting, reduced application and
tap fees, density bonuses, and building height
bonuses.
BE 3.G: As opportunity presents, collaborate Capital Projects & Community Development Ongoing
with property owners to upgrade, beautify, and InvestmentsDepartment and Property
revitalize existing strip commercial areas and Owners
aging shopping centers and focus on street
improvements and amenities during utility
and transportation improvement projects that
improve curb appeal and walkability.
BE 3.H: Consider design standards for Supporting Plans & Community Development Mid-term
commercial development in downtown, PoliciesDepartment
highway corridors, and gateways to Estes
Park. Consideration should be given to design
guidelines that achieve historic preservation
objectives and that do not preclude or restrict
projects.
BE 3.I: Encourage redeveloping commercial Regulatory ReformCommunity Development Ongoing
centers to create a vibrant public realm though Department
gathering spaces, placemaking features, and
focal elements such as outdoor dining and
public art.
BE 3.J: Conduct regular audits to ensure Regulatory ReformCommunity Development Annual
permitted uses are consistent with the desired Department
future land use mix and account for new uses
that result from changes in market forces and
technological advancements.
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108
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
BE 3.K: Minimize the visual impact of large Regulatory ReformCommunity Development Ongoing
parking lots by requiring new development and Department
redevelopment to locate parking at the rear or
side of buildings and converting unneeded and
underutilized paved areas into neighborhood-
enhancing features that improve walkability.
BE 3.L: Work with partners to increase the Partnerships & Community Development Ongoing
visibility and accessibility of arts and culture as AgreementsDepartment
a means of diversifying resident engagement
and participation.
BE 4.A: Implement the recommendations of the Regulatory ReformCommunity Development Short and
2022 Estes Park Environmental Sustainability DepartmentMid-term
Task Force Report for eliminating barriers and
incentivizing battery storage, photovoltaic (PV)
solar and or small-scale wind generators.
BE 4.B: Utilize the Development Code and Regulatory ReformCommunity Development Short and
Building Code to incentivize or require DepartmentMid-term
residential and non-residential construction
as recommended in the 2022 Estes Park
Environmental Sustainability Task Force Report.
BE 4.C: Amend land and building development Regulatory ReformCommunity Development Mid-term
codes to incentivize or require new residential Department
developments to construct homes and buildings
with electric vehicle-ready conduit and wiring
for at-home charging.
BE 5.A: Promote collaboration between the Partnerships & Community Development Annual
Planning and Public Works Departments AgreementsDepartment
during the Town’s Capital Improvement Plan
process to ensure coordination of infrastructure
improvements and alignment with the goals of
the Comprehensive Plan and forthcoming Bike
and Pedestrian Master Plan.
ECONOMY
E2A: Encourage and support the renovation and/Supporting Plans & Community Development Ongoing
or redevelopment of existing outdated facilities PoliciesDepartment; Property
that have strong linkages to transit and nearby Owners
retail and services.
E2B: Undertake strategic initiatives to attract Programs & ServicesCommunity Development Short-term
public and private investment in well-located Department; Property
properties that are currently vacant and/or Owners
underutilized.
90 CHAPTER 4: IMPLEMENTATION
109
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
Regulatory ReformCommunity Development Ongoing
to accommodate a wide range of commercial Department
space needs and facilitate the adaptive reuse of
older properties.
E2D: Strategize with Economic Development Partnerships & Community Development Ongoing
Corp. (EDC) and local stakeholders to develop AgreementsDepartment; EDC;
options for working with property owners Property Owners
to facilitate development of vacant and
underutilized properties to achieve the highest
and best use.
E2E: Encourage economic development that Supporting Plans & Community Development Ongoing
generates diverse tax base revenue that can PoliciesDepartment; EDC
resist downturns in any one economic sector
and is based on broader regional and national/
global trends.
E2F: Consider partnerships with community Partnerships & Community Development Mid-term
colleges or technical schools to support AgreementsDepartment; EDC
workforce development.
E3.A: Focus on new winter downtown events Programs & ServicesCommunity Development Mid-term
and partner with local organizations to increase Department; EDC; Visit
activities and events year-round.Estes Park
HOUSING
H1.A: In coordination with the Estes Park Supporting Plans & Community Development Annual
Housing Authority, monitor community housing PoliciesDepartment with EPHA
need and create a regular housing supply plan to
strategically address the areas of greatest need.
H1.B: Ensure affordability restrictions to support Supporting Plans & Community Development Ongoing
the workforce.PoliciesDepartment
H1.C: In coordination with the County and Estes Programs & ServicesTown Administrator with Mid-term
Park Housing Authority, explore a program to Legal, County, and EPHA
support tenants and landlords in understanding
their rights and responsibilities.
H1.D: Explore tenant protections.Regulatory ReformTown AdministratorLong-term
H1.E: In coordination with the Estes Park Supporting Plans & Town Administrator with Short-term
Housing Authority, create a program to fund Policies; Regulatory EPHA
livability upgrades in exchange for affordability Reform
guarantees.
H1.F Continue limit to short-term rental of Regulatory ReformTown Administrator; Mid-term
residential units, within the limits of the Town’s Town Clerk; Community
authority, and consider reducing the number of Development Department
short-term rentals to encourage more long-term
rental units for housing.
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110
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
H1.G: In coordination with the Estes Park Supporting Plans & Town Administrator with Mid-term
Housing Authority, review the application PoliciesEPHA
process for publicly-supported housing to
prioritize critical service providers.
H1.H: In coordination with the Estes Park Supporting Plans & Community Development Mid-term
Housing Authority, maintain a list of best PoliciesDepartment with EPHA
design practices that reduce life cycle costs and
impacts and model use of the practices in public
housing projects.
H1.I: Explore development code requirements Regulatory ReformCommunity Development Mid-term
that support multigenerational neighborhoods Department
and aging in place.
H1.J: Explore opportunities to allow for safe Supporting Plans & Community Development Short-term
seasonal housing.Policies; Regulatory Department
Reform
H1.K: Explore childcare, community gardens, Supporting Plans & Community Development Short-term
and other livability investments that support Policies; Regulatory Department
denser family living while also protecting people Reform
H2.A: Identify locations for housing Supporting Plans & Community Development Short-term
opportunities in the Town of Estes where Policies; Regulatory Department
children have safe routes to schools and workers Reform
can walk or ride transit to work.
H2.B: Explore removing density limits in Supporting Plans & Community Development Short-term
commercial zones.Policies; Regulatory Department
Reform
H2.C: Explore allowing large single-family Supporting Plans & Community Development Ongoing
homes to be converted into multiple units.Policies; Regulatory Department
Reform
H2.D: Allow duplex, triplex, cottage court, dorm Supporting Plans & Community Development Ongoing
and other “missing middle” housing types.Policies; Regulatory Department
Reform
H2.E: Explore density increases tied to the Supporting Plans & Community Development Short-term
creation of deed-restricted housing (e.g. small Policies; Regulatory Department
lot subdivision, reduced lot coverage, additional Reform
height)
H2.F Invest in infrastructure in areas where Capital Projects & Public Works Department Long-term
housing opportunities are desired in order to Investmentswith Community
catalyze development or redevelopment.Development Department
H2.G: Explore an inclusionary housing Regulatory ReformCommunity Development Mid-term
requirement for residential development.Department with Legal
92 CHAPTER 4: IMPLEMENTATION
111
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
H2.H: Explore a workforce housing linkage Regulatory ReformCommunity Development Mid-term
requirement/fee for residential and commercial Department with Legal
development.
H2.I: Explore maximum unit sizes to limit cost Regulatory ReformCommunity Development Long-term
Department
H2.J: Identify and remove regulations Regulatory ReformCommunity Development Short-term
that create unintended barriers to housing Department
development.
H3.A: Secure one or more dedicated funding Supporting Plans & Town AdministratorOngoing
Policies
exploring increasing the lodging tax, a sales tax,
or a property tax increase.
H3.B: In coordination with the Estes Park Capital Projects & Town Administrator with Ongoing
Housing Authority, identify appropriate land InvestmentsCommunity Development
for public housing development or partnership, Department and EPHA
make land interests known and stay up to date
or ahead of opportunities.
H3.C: In coordination with the Estes Park Programs & ServicesTown Administrator with Ongoing
Housing Authority, explore down payment EPHA
assistance, “cash buyer” assistance, reverse
mortgage, etc. programs to help the workforce
get into existing housing in exchange for a deed
restriction that preserves affordability.
H3.D In coordination with the Estes Park Programs & ServicesTown Administrator with Short-term
Housing Authority, explore a purchase-restrict-EPHA
resale program for preserving the affordability
of existing housing.
H3.E: Facilitate a workforce housing cooperative Programs & ServicesTown Administrator with Long-term
or community housing trust that would allow EPHA
smaller employers and the broader community
to provide housing.
H3.F: Explore tools to subsidize affordable rental Programs & ServicesTown Administrator with Long-term
of existing units and the creation of workforce EPHA
units by employers.
H3.G: Stay up to date on the tools that are Supporting Plans & Community Development Ongoing
successful in other communities.PoliciesDepartment
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ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
HEALTH & SOCIAL
HS 1.A: Use emerging and existing racial and Programs & ServicesCommunity Development Ongoing
health equity tools and resources, review all Department
relevant Town programs and policies to ensure
the promotion of equal access and opportunity
community before implementing new strategies.
Transparently engage the community in the
dialogue and analysis throughout the process.
HS 1.B: Utilize homeowner associations, Programs & ServicesCommunity Development Ongoing
community groups, and business groups as Department; HOAs,
sources of individual volunteers for important Community Groups
appointed positions on Town commissions,
boards, and task forces, and actively recruit
underrepresented people to positions of
leadership.
HS 1.C: Formally incorporate a Health in Programs & ServicesCommunity Development Mid-term
All Policies (HiAP) approach to decision-Department; Larimer
making, especially as it relates to housing, County Health Department
transportation, and development. Collaborate
with the County Health Department to establish
metrics and indicators that track legitimate
data and share the analysis with the community
regularly.
HS 1.D: Advocate for policies at the federal, Supporting Plans & Community Development Ongoing
state, and regional levels that are aimed at PoliciesDepartment; Town
improving community health, reducing health Administrator
disparities, examining environmental justice
practices and policies, and elevating social
equity.
HS 1.E: Implement a broad public outreach Programs & ServicesCommunity Development Mid-term
program, utilizing the Town and County Department; Public
websites, newsletters, multi-lingual outreach,
and additional technological methods to
engage with the community about available
programs and resources that promote healthy
communities. Prioritize expanded outreach
efforts to low income and minority communities,
and other segments of the community that have
been traditionally under-represented.
94 CHAPTER 4: IMPLEMENTATION
113
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
HS 1.F: Develop and utilize innovative methods Programs & ServicesCommunity Development Mid-term
and media, including social media posts, digital Department; Public
newsletters, information brochures, television
programming, tactical urbanism, public
and private art, pop-up activities and other
creative methods, to broaden the dialogue and
collaboration with residents and communicate
critical information regarding available
programs and resources that promote healthy
communities.
HS 2.A: Create a Parks Master Plan.Supporting Plans & Community Development Mid-term
PoliciesDepartment; Public Works
Department
HS 2.B: Increase park dedication in development Regulatory ReformCommunity Development Mid-term
standards and/or use of local sales tax to Department
acquire and build new parks.
HS 2.C: Improve neighborhood connectivity to Capital Projects & Community Development Mid-term
existing parks.InvestmentsDepartment; Public Works
Department
HS 2.D: Explore budget opportunities to Programs & ServicesCommunity Development Long-term
Department
resources that support behavioral health and
well-being.
Programs & ServicesCommunity Development Short-term
Committee that will help to achieve the vision Department; Town
of a community that recognizes diversity and Administrator
composition of the community by age, gender,
sexual orientation, ethnicity, and ability.
HS 3.B: Send bilingual text message alerts, Programs & ServicesLETA; Public Information Short-term
especially during emergencies and hazard
events. Work with Larimer County and Larimer
Emergency Telephone Authority (LETA) as
needed.
HS 4.A: Evaluate and implement selected Supporting Plans & Community Development Mid-term
recommendations from the Workforce Housing PoliciesDepartment; EPHA
and Childcare Task Force Report and Housing
Needs Assessment and Strategic Plan.
HS 4.B: Work with Estes Valley Investment in Partnerships & Mid-term
Childhood Success (EVICS) and Larimer County AgreementsLarimer County; Childcare
providers; School District
private childcare providers, and/or the school
district to support the expansion of existing
childcare programs.
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ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
HS 4.C: Continue participation in Larimer Programs & ServicesLarimer County’s Ongoing
County’s Childcare Capacity Team.Childcare Capacity Team
HS 4.D: Formalize and fund Safe Routes to Programs & Community Development Mid-term
School initiatives.Services; Capital Department; Public Works
Projects & Department
Investments
HS 4.E: Work with local businesses to expand Programs & ServicesLocal Businesses; High Mid-term
the use of internships and apprenticeships for School
high school students.
TRANSPORTATION & INFRASTRUCTURE
T 1.A: Develop a Multimodal Transportation Supporting Plans & Public Works DepartmentShort-term
Plan to assess and plan for multimodal Policies
improvements.
T 1.B: Develop a Streets Master Plan to prioritize Supporting Plans & Public Works DepartmentShort-term
key streets and connections by mode (e.g., Policies
vehicle, bicycle, or pedestrian priority street) and
to identify and prioritize studies of subareas and
key transportation corridors with specialized
needs (e.g., Downtown, Hwy 7, Agriculture Areas,
North End, Tahosa Valley, Fall River, Carriage
Hills, and Stanley Park were suggested). Expand
beyond Downtown area (Downtown Plan).
T 1.C: Design and construct transportation Supporting Plans & Public Works DepartmentOngoing
facilities that serve people without Policies
discrimination and consider those
disproportionately affected by access to a
personal vehicle or systemic transportation
inequities.
T 1.D: Require multimodal transportation Regulatory Reform Community Development Ongoing
connections for new developments.Department
T 1.F: Establish a consistent and thorough Program and Public Works DepartmentOngoing
Services
printed and downloadable materials, and digital
applications (apps) for electronic devices.
(Downtown Plan, Master Trails Plan, Downtown
Parking Plan).
Capital Projects & UtilitiesOngoing
broadband infrastructure to facilitate Intelligent Investments
Transportation System (ITS) technologies and
traveler information systems.
T 1.H: Use quantitative technology platforms Program and Public Works DepartmentOngoing
for technical analysis, to always be paired with Services
qualitative input from community members.
96 CHAPTER 4: IMPLEMENTATION
115
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
T 1.I: Monitor the development of new and Program and Public Works DepartmentOngoing
emerging transportation technologies – such Services
as autonomous vehicles – to enable the Town
to prepare for their incorporation into the
transportation system if safe, appropriate,
and desired.
T 2.A: Explore bike share program feasibility, to Supporting Plans & Public Works Department; Mid-term
include electric-assist bikes.Policies
T 2.B: Require bicycle and pedestrian facilities Supporting Plans & Community Development Ongoing
and amenities in new developments.Policies; Regulatory Department
Reform
T 2.C: Seek opportunities to eliminate walking Supporting Plans & Public Works DepartmentShort-term
and bicycling network gaps across barriers to Policies
mobility, including Big Thompson Avenue, North
and South St. Vrain Avenue, Elkhorn Avenue,
and Highway 36.
T 2.D: Seek opportunities to implement Program and Public Works Department; Ongoing
public projects and work with employers and ServicesCommunity Development
stakeholders to provide secure bicycle parking Department
and end-of-trip support facilities (e.g., publicly
accessible lockers and changing rooms) at
centers of civic, retail, recreation, education,
and work activity.
T 2.E: Review municipal street improvement Program and Public Works DepartmentMid-term
standards to see if there are ways to decrease Services
high stress walking and bicycling environments
and increase walking enjoyment and safety,
particularly with regard to increased sidewalk
width, landscape buffers between sidewalks,
streets and pedestrian lighting, and other
amenities.
T 2.F: Evaluate planned street improvement Supporting Plans & Public Works DepartmentOngoing
projects for feasibility of including the addition Policies
or upgrade of sidewalks.
T 3.A: Identify and implement workforce transit Program and Public Works Department; Ongoing
opportunities and partners to service Estes ServicesParking & Transit
Valley, Front Range communities, and Denver
International Airport.
T 3.B: Identify and study corridors, routes, and Supporting Plans & Public Works Department; Mid-term
PoliciesParking & Transit
Transit.
T 3.C: Invest in bicycle-carry infrastructure on Capital Projects & Public Works Department; Ongoing
transit vehicles.InvestmentsParking & Transit
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ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
T 4.A: Investigate and implement improvement Capital Projects & Public Works DepartmentOngoing
Investments
not compromise pedestrian, bicyclist, or transit
rider safety and accessibility, on streets where
substandard service levels are anticipated.
T 4.B: Provide training in complete streets Program and Public Works DepartmentAnnual
principles, planning, and design to Town staff Services
in Public Works, Planning, Police, the Fire
District and other departments or agencies (as
appropriate) to help ensure consistency in the
interpretation of Town policies and the routine
incorporation of appropriate infrastructure
designs to achieve multimodal access, safety
for all users, and other Estes Park goals.
T 5.A: Develop guidelines for the inclusion Supporting Plans & Public Works DepartmentMid-term
of green infrastructure in the design of Policies
transportation improvements.
T 5.B: Prioritize electric-powered vehicles in Supporting Town Board; Public Works Ongoing
Plans & Policies; Department
Capital Projects &
Investments
T 5.C: Establish an electric vehicle (EV) Supporting Plans & Town Board; Public Works Short-term
infrastructure policy to establish charging PoliciesDepartment
station requirements and identify providers
(government, private enterprise, or
combination).
T 5.D: Design sidewalks and pedestrian Capital Projects & Public Works DepartmentOngoing
pathways using environmental design best Investments
practices principles or other techniques to
provide safe and comfortable facilities for
pedestrians at all times of day and night.
T 5.E: Develop requirements for new commercial Regulatory ReformCommunity Development Short-term
and multifamily residential development to Department
provide electric vehicle charging infrastructure
to align with new legislation requiring updated
energy guidelines.
T 6.A: Adopt a “dig once” policy to require Supporting Plans & Public Works Department; Short-term
public and private entities to coordinate with Policies Utilities
local government on the installation of extra
in the public right-of-way and establish if
other improvements can be coordinated with
construction activities.
98 CHAPTER 4: IMPLEMENTATION
117
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
Regulatory Reform; Town Board; Public Works Ongoing
to require new development to pay its share of Supporting Plans & Department
street and other transportation improvements Policies
based on its impacts.
T 6.C: Annually update the Capital Improvement Capital Projects & Town Board; Public Works Annual
Program (CIP) to construct and/or update InvestmentsDepartment
circulation facilities and assess viability of older
projects in context with new considerations and
policies.
T 6.D: Measure and track progress and evaluate Programs & ServicesPublic Works DepartmentAnnual
success of implementation of Transportation
and Infrastructure Chapter actions using a set of
performance measures.
T 6.E: Use funds from the Public Works’ Streets Capital Projects & Public Works DepartmentAnnual
budget for bicycle and pedestrian projects as Investments
appropriate.
T 6.F: Actively pursue grant funds for planning, Programs & ServicesPublic Works DepartmentOngoing
design, and construction of transportation-
related capital improvement projects.
T 6.G: Evaluate the development of impact fees Program and Public Works DepartmentShort-term
to provide revenues to be used to construct Services
pedestrian and bicycle infrastructure that will
support new development.
I 1.A: Utilize the Sustainable Energy Supporting Plans & Community Development Short-term
recommendations from the 2022 Environmental Policies; Programs & Department; Estes Park
Sustainability Task Force Report.ServicesSustainability Task Force;
Larimer County Climate
I 1.B: Continue to update and revise public safety Supporting Plans & Utilities; Platte River Short-term
power shutoff criteria and decision-making for Policies; Programs & Power Authority
Services
I 1.C: Continue maintenance, reconstruction, and Capital Projects & Utilities; Platte River Mid-term
InvestmentsPower Authority
risk.
I 2.A: Explore conservation measures, such as Supporting Plans & Utilities; Estes Park Mid-term
PoliciesCommunity Development
upgrade programs and updating landscaping Department
standards to reduce demand.
I 2.B: Consider customer billing that encourages Supporting Plans & UtilitiesMid-term
less use of water (rather than a set charge for up Policies; Programs &
to a certain amount of water consumption per Services
month).
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Table 2. Larimer County Actions
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
NATURAL ENVIRONMENT
NE 1.C: Maintain Ridgeline Protection Zones.Regulatory ReformPlanning DepartmentOngoing
NE 1.D: Reduce impacts on viewsheds by Regulatory ReformPlanning DepartmentShort-term
strengthening grading standards to reduce the
NE 1.E: Maintain current code lighting Regulatory ReformPlanning DepartmentOngoing
requirements for dark skies.
NE 1.F: Encourage continued ranching and Regulatory Reform; Planning Department; Ongoing
agriculture along with open space conservation Partnerships & Property Owners; Non-
in this area and retain rural residential zoning. Agreements
NE 2.E: Work with conservation partners, such Partnerships & Mid-term
as the Estes Valley Land Trust, Estes Valley AgreementsProperty Owners
Watershed Coalition, and similar organizations
to increase their ability to pursue land
preservation and open space acquisition.
NE 2.F: Explore the feasibility of a Transfer of Regulatory ReformCommunity Development Mid-term
Development Rights program.Department; County
Planning Department
NE 3.B: Improve wildlife movement by requiring Regulatory Planning Department; Mid-term
wildlife-friendly fencing on all new development, Reform; Programs
reviewing setback requirements from key & Services; Property Owners
habitat areas/wildlife movement corridors, Capital Projects &
encouraging removal of legacy barbed wire Investments
fencing, seeking grant funding, and developing
an incentive program.
NE 3.C: Update the 2008 Wildlife Habitat Supporting Plans & Planning Department; Short-term
Assessment including map of wildlife corridors PoliciesCounty Administrator;
and sensitive habitat.
NE 4 E: Evaluate site design standards and Supporting Plans & Planning Department; Fire Mid-term
landscape requirements to ensure appropriate PoliciesDistrict
spacing of native trees and frequent thinning
and pruning of materials.
NE 4.F: Implement the Regulatory Reform; Short-term
Protection Plan.Supporting Plans & Partners
Policies; Programs
& Services; Capital
Projects
100 CHAPTER 4: IMPLEMENTATION
119
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
NE 4.G: Explore supporting a Fire District led Supporting Plans & Short-term
Policies; Programs & Partners
coordination that includes public seminars.Services
NE 4.H: Continue to evaluate and make changes Regulatory ReformPlanning Department; Fire Mid-term
to Land Use and Building Code standards to District
align with CPAW recommendations and other
best practices.
NE 5.B: Support and participate in Larimer Programs & ServicesMid-term
Connects.Management
Regulatory ReformFloodplain AdministratorShort-term
maps.
NE 5. D: Coordinate on the Larimer County Supporting Plans & Floodplain Administrator; Mid-term
Policies
drainage projects.
Regulatory ReformFloodplain AdministratorMid-term
for the Estes Valley unincorporated area.
BUILT ENVIRONMENT
BE 1.D: Work with Estes Park to develop corridor Supporting Plans & Larimer County Planning Mid-term
or small area plans for strategic areas as PoliciesDepartment; Estes Park
Community Development
Department
BE 1.E: Work with Estes Park to identify future Supporting Plans & Larimer County Planning Short-term
planning areas that present an opportunity for PoliciesDepartment; Estes Park
Community Development
for these areas will further inform and update Department
the Future Land Use Map.
Supporting Plans & Larimer County Planning Short-term
Area Boundary. PoliciesDepartment; Estes Park
Community Development
Department
BE 1.G: Develop an annexation policy and criteria Regulatory ReformLarimer County Planning Short-term
for new annexations such as: conformance Department; Estes Park
to the Future Land Use Map; ability to Community Development
accommodate 20-year growth projections; Department
urban-level densities and intensities; multi-
modal connectivity; water, sewer, and urban
performance standards for hazard resiliency,
conservation standards for wildlife habitat and
corridors.
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ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
BE 1.H: Allow conservation developments, where Regulatory ReformPlanning DepartmentOngoing
appropriate, that preserve open space over
traditional large-lot subdivisions.
BE 2.B: Limit areas of disturbance for new Regulatory ReformPlanning DepartmentOngoing
development in order to protect existing native
protection.
BE 2.C: Continue to enforce grading Regulatory ReformPlanning DepartmentOngoing
requirements and limitations on steep slope
and ridgeline development that maintain natural
slopes and viewsheds.
BE 2.D: Continue applying and enforcing Regulatory ReformPlanning DepartmentOngoing
as stream and wetland corridor protection
requirements.
BE 2.E: Reference the wildlife habitat Supporting Plans & Planning DepartmentOngoing
assessment map during development review to Policies
evaluate potential impacts to wildlife habitat.
BE 2.F: Work with the Ute, Arapaho, and other Partnerships & Planning Department; Ongoing
Sovereign Nations to protect, interpret, and AgreementsPrivate Property Owners
provide access to sacred lands and ceremonial
sites.
BE 3.J: Conduct regular audits to ensure Regulatory ReformPlanning DepartmentAnnual
permitted uses are consistent with the desired
future land use mix and account for new uses
that result from changes in market forces and
technological advancements.
BE 3.K: Minimize the visual impact of large Regulatory ReformPlanning DepartmentOngoing
parking lots by requiring new development and
redevelopment to locate parking at the rear or
side of buildings and converting unneeded and
underutilized paved areas into neighborhood-
enhancing features that improve walkability.
BE 3.L: Retain the existing County zoning and Regulatory ReformPlanning DepartmentOngoing
Land Use code for the unincorporated area
coordination with the Town.
BE 4.A: Implement the recommendations of the Regulatory ReformPlanning DepartmentMid-term
2022 Estes Park Environmental Sustainability
Task Force Report for eliminating barriers and
incentivizing battery storage, photovoltaic (PV)
solar and or small-scale wind generators.
102 CHAPTER 4: IMPLEMENTATION
121
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
HOUSING
H 1.F: Continue limit to short-term rental Supporting Plans & Planning Department; Short-term
of residential units, within the limits of the Policies; Regulatory EPHA
County’s Authority, and consider reducing the Reform
number of short-term rentals to encourage more
long-term rental units for housing.
H 2.B: Explore removing density limits in Supporting Plans & Larimer County Planning Short-term
commercial zones.Policies; Regulatory Department; Estes Park
ReformCommunity Development
H 2.C: Explore allowing large single-family Supporting Plans & Larimer County Planning Mid-term
homes to be converted into multiple units.Policies; Regulatory Department; Estes Park
ReformCommunity Development
H 2.D: Allow duplex, triplex, cottage court, dorm Supporting Plans & Larimer County Planning Mid-term
and other “missing middle” housing types.Policies; Regulatory Department; Estes Park
ReformCommunity Development
H 2.E: Explore density increases tied to the Supporting Plans & Larimer County Planning Short-term
creation of deed-restricted housing (e.g. small Policies; Regulatory Department; Estes Park
lot subdivision, reduced lot coverage, additional ReformCommunity Development
height)
H 2.G: Explore an inclusionary housing Regulatory ReformLarimer County Planning Mid-term
requirement for residential development.Department; Estes Park
Community Development;
County Attorney; Town
Attorney
H 2.H: Explore a workforce housing linkage Regulatory ReformLarimer County Planning Mid-term
requirement/fee for residential and commercial Department; Estes Park
development.Community Development;
County Attorney; Town
Attorney
H 2.I: Explore maximum unit sizes to limit cost Regulatory ReformLarimer County Planning Long-term
Department; Estes Park
Community Development
H 2.J: Identify and remove regulations Regulatory ReformLarimer County Planning Short-term
that create unintended barriers to housing Department; Estes Park
development.Community Development
H 2.K: Consider property tax relief in exchange Supporting Plans & County ManagerMid-term
for workforce housing provision (e.g. Loveland Policies
Fire approach).
H 3.A: Secure one or more dedicated funding Supporting Plans & County ManagerLong-term
Policies
exploring increasing the lodging tax, a sales tax,
or a property tax increase.
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122
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
HEALTH & SOCIAL
HS 1.D: Advocate for policies at the federal, Supporting Plans & County Manager; Larimer Ongoing
state, and regional levels that are aimed at PoliciesCounty Department of
improving community health, reducing health Health and Environment
disparities, examining environmental justice
practices and policies, and elevating social
equity.
HS 1.E: Implement a broad public outreach Programs & ServicesMid-term
program, utilizing the Town and County
websites, newsletters, multi-lingual outreach,
and additional technological methods to
engage with the community about available
programs and resources that promote healthy
communities. Prioritize expanded outreach
efforts to low income and minority communities,
and other segments of the community that have
been traditionally under-represented.
HS 1.F: Develop and utilize innovative methods Programs & ServicesMid-term
and media, including social media posts, digital
newsletters, information brochures, television
programming, tactical urbanism, public
and private art, pop-up activities and other
creative methods, to broaden the dialogue and
collaboration with residents and communicate
critical information regarding available
programs and resources that promote healthy
communities.
HS 2.C: Improve neighborhood connectivity to Capital Projects & Road and Bridge Mid-term
existing parks.InvestmentsDepartment
HS 3.B: Send bilingual text message alerts, Programs & ServicesLETAShort-term
especially during emergencies and hazard
events. Work with Estes Park and Larimer
Emergency Telephone Authority (LETA) as
needed.
HS 4.A: Evaluate and implement selected Supporting Plans & County Department of Mid-term
recommendations from the Workforce Housing PoliciesHuman Services
and Childcare Task Force Report and Housing
Needs Assessment and Strategic Plan.
HS 4.B: Work with Estes Valley Investment in Partnerships & Mid-term
Childhood Success (EVICS) and Estes Park to Agreementsof Estes Park; Childcare
providers; School District
private childcare providers, and/or the school
district to support the expansion of existing
childcare programs.
104 CHAPTER 4: IMPLEMENTATION
123
ACTION DESCRIPTIONTYPELEAD/PARTNERTIMING
TRANSPORTATION & INFRASTRUCTURE
T 1.E: Require multimodal transportation Supporting Plans & Development Review; Ongoing
connections for new developments in PoliciesTransportation Planning
appropriate dedicated service areas.
T 1.F: Establish a consistent and thorough Programs & ServicesLarimer County Road Short-term
& Bridge Department;
printed and downloadable materials, and digital Town of Estes Park Public
applications (apps) for electronic devices. Works
(Downtown Plan, Master Trails Plan, Downtown
Parking Plan).
Capital ProjectLarimer County Ongoing
broadband infrastructure to facilitate Intelligent Engineering; Larimer
Transportation System (ITS) technologies and Broadband
traveler information systems.
T 3.A: Identify and implement workforce transit Programs & ServicesLarimer County Ongoing
opportunities and partners to service Estes Engineering; Human
Valley, Front Range communities, and Denver Services
International Airport.
T 5.C: Establish an electric vehicle (EV) Supporting Plans & Board of County Short-term
infrastructure policy to establish charging PoliciesCommissioners
station requirements and identify providers
(government, private enterprise, or
combination).
T 6.A: Adopt a “dig once” policy to require Supporting Plans & Larimer County Short-term
public and private entities to coordinate with PoliciesEngineering; Larimer
local government on the installation of extra Broadband
in the public right-of-way and establish if
other improvements can be coordinated with
construction activities.
Regulatory Reform; Board of County Annual
to require new development to pay its share of Supporting Plans & Commissioners;
street and other transportation improvements Policies; Programs & Engineering
based on its impacts.Services
T 6.F: Actively pursue grant funds for planning, Programs & ServicesLarimer County Ongoing
design, and construction of transportation-Engineering; Road
related capital improvement projects.& Bridge; Planning
Department
I 2.C: Prepare a Water Master Plan and Supporting Plans & Estes Park Utilities; Mid-term
evaluate its Land Use Code to advance water PoliciesCommunity Development
conservation.
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124
COMPREHENSIVE PLAN | NOVEMBER 2022
125
126
127
APPENDICES
A. GLOSSARY OF TERMS
B. EXISTING CONDITIONS SNAPSHOTS
C. PUBLIC ENGAGEMENT SUMMARIES
128
129
APPENDIX A
GLOSSARY OF TERMS
130
GLOSSARY OF TERMS
BUILDING CODE: A set of rules that specify standards for
A
construction of buildings and are in effect for all permits.
ACCESS/EGRESS: Points of entrance and exit from
BUILDING ENVELOPE: Areas within the boundaries of a
subdivisions and communities. These access and
lot within which all buildings on the lot must be placed.
egress points prevent a population from being isolated
BUILT ENVIRONMENT: The elements of the environment
from outside support in the event of a natural disaster.
that are generally built or made by people rather than
ACCESSORY DWELLING UNIT: Finished habitable space
natural processes.
in a single-family dwelling or in a detached building that
BUILT FORM: This term is used to describe the size,
is clearly accessory to the single-family dwelling on
scale, and siting location of a building or development.
the lot. Accessory living area may contain a complete
It helps describe the character of the Future Land Use
dwelling unit.
Categories.
AFFORDABLE HOUSING: Housing is affordable if it costs
no more than 30% of the household’s gross income.
Housing cost includes mortgage or rent payment,
C
homeowners association dues, and utilities. For
CAPITAL EXPANSION FEES (CEFS): Fees paid by new
reference, the median household income in the Town of
development for the impact of that development on
Estes Park in 2020 was $55,000. A home affordable to
public facilities; also known as impact fees or exactions.
household with median income would rent for $1,375 per
month including utilities or cost about $220,000 with a
CAPITAL IMPROVEMENT PROGRAM/PLAN: A schedule
10% down payment, interest rate of 4.65%, and 25% of
and budget for future capital improvements (building or
monthly housing costs going to insurance, taxes, and
acquisition projects) for roads, utilities, and other capital
dues.
ALTERNATIVE TRANSPORTATION: Any and all
CLUSTER DEVELOPMENT: A development design
transportation types other than the automobile.
which concentrates buildings on portion or portions of
Alternative modes of transportation include bicycles,
the site to leave the remainder undeveloped and used
buses, carpools, van pools, pedestrians, and passenger
for agriculture, open space and/or natural resource
railroads.
protection.
ATTAINABLE HOUSING: Decent and safe housing that
COMMUNITY SEWER SYSTEM: A sewage system that
is within the means of the local workforce in terms of
collects sewage from more than one parcel or lot and
condition, size, and price, regardless of whether or not
provides treatment at a centralized location and is not
the property is restricted by income level. Housing is
owned by a sanitation district or municipality.
generally considered attainable when its cost does not
COMMUNITY WILDFIRE PROTECTION PLANS: A
exceed 30% of the household’s gross income.
resource and tool that allows local communities to
fuel reduction projects on federal and non-federal lands
B
in the Wildland-Urban Interface.
BROADBAND: The Federal Communications Commission
COMPREHENSIVE PLAN: A document adopted by the
Planning Commission to provide policy direction on the
least 25 Mbps downstream and 3 Mbps upstream.
physical development of the land (also referred to as
Master Plan).
BROADBAND SERVICE: The provision, on either
a commercial or non-commercial basis, of data
CONSERVATION DEVELOPMENT: An approach to
transmission technology that provides two-way data
development that prioritizes the protection of natural
transmission to and from the Internet with advertised
resources, open space, and agricultural lands.
speeds of at least 768 kilobits per second (kbps)
Conservation developments cluster housing into a
downstream and greater than 200 kbps upstream to end
consolidated area and preserve the remaining land
available for open space, agricultural land, or natural
project to support the provision of broadband service to
areas. Also see Rural Conservation Development.
end-users within the project area.
4
131
CONSERVATION EASEMENT: A legal agreement between DISASTER: Any natural catastrophe (including, but not
a landowner and a land trust or government agency limited to, any tornado, storm, high water, wind-driven
that permanently limits uses of the land to protect its water, earthquake, volcanic eruption, landslide, mudslide,
conservation values. The conditions of the land are
monitored to ensure adherence to the terms of the
conservation easement and to conserve the land in severity and magnitude to warrant assistance through a
perpetuity.re-build program to alleviate the damage, loss, hardship,
or suffering caused thereby.
CULTURAL RESOURCE: A site or structure which is part
particular stage of human activity in the area. Cultural
resources include archaeological sites, historic buildings E
and sites, and undisturbed natural sites that have
ENTITLEMENTS: Legal rights conveyed by approvals from
historic or prehistoric associations including those with
governmental entities to develop a property for a certain
paleontological (fossil) specimens.
use, intensity, building type, or building placement.
EQUITY: Just and fair inclusion into a society in which
all can participate, prosper, and reach their full potential.
D
DEFENSIBLE SPACE: An area where material capable of
F
FEE-IN-LIEU: A fee paid instead of making a land
dedication, capital improvement or other requirement,
operations.
and equivalent to that requirement. An example is a fee-
DENSITY BONUS: An increase in allowable density used
in-lieu of a school site dedication as part of a subdivision
approval.
and/or maximize the protection of open space, water
FEMA COMMUNITY RATING SYSTEM PROGRAM
quality, or air quality.
(CRS): A program that provides a variety of resources to
DENSITY: The number of housing units per unit of land,
i.e. per acre.
and residents. It scores communities on a scale from
DESIGN STANDARDS/CRITERIA: A standard contained one to ten for their level of preparedness and mitigation
in a land use regulation which relates to design of a measures implemented and recognizes community
subdivision, site plan or structure.efforts that go beyond the minimum standards of the
National Flood Insurance Program (NFIP) through
DESIGN WITH NATURE: Development that incorporates
natural factors and processes into its design to create
FIRE/WILDLAND-URBAN INTERFACE (WUI) CODE: Land
DEVELOPMENT POTENTIAL: A determination of how an
for the public, as well as property protection through
area of land can be developed through analyzing physical
hazard management.
potential market demand.
FLOODPLAIN:
DEVELOPMENT STANDARDS: Standards or criteria that
adjoining the channel of a natural stream or river that has
are applied to development based on its use, location, or
other considerations.
FLOODWAY: The channel of a river or other water course
DEVELOPMENT TYPES: This term is used to describe
and the adjacent land areas that must be reserved in
what uses are appropriate for each Future Land Use
Category. This includes the use of land for recreation or
increasing the water surface elevation by more than 0.5
conservation, as well as more intense use and building
foot.
buildings.
5
ESTES FORWARD | A: GLOSSARY OF TERMS
132
FUTURE LAND USE PLAN: Guides the location, intensity, IMPACT FEES: (See capital expansion fees)
and design of development by identifying future growth
IMPLEMENTATION STRATEGIES: A plan of action
opportunities and constraints, and providing future land
use categories that include information such as density/
INTENSITY: The level of concentration of non-residential
size, primary and secondary uses, and design principles.
land uses or activities occurring within an area.
FUTURE STUDY AREA:
INFILL:
the Future Land Use Map for additional cooperative
existing area of development, as opposed to development
planning.
on the outskirts of existing development.
INTERGOVERNMENTAL AGREEMENT (IGA): A
contractual agreement between the Town, County, or
G
another governmental entity.
GATEWAY CORRIDOR: Transportation corridors into
Use Map for additional cooperative planning and
L
enhancement.
LAND USE: A description of how land is used or occupied.
GROWTH MANAGEMENT: A system of land use
LAND USE CODE: A regulatory document containing all of
and character of development, instead of controlling the
Larimer County’s land use regulations, including zoning
amount or rate of growth.
district provisions and subdivision requirements. It brings
together all regulations under a single administrative
elements to achieve a more understandable, user-
H
friendly regulation.
HAZARD AREA: All areas that are or may become
LEVEL OF SERVICE: An established minimum capacity
hazardous due to environmental conditions, including
of public facilities or services that must be provided per
unit of demand, i.e. per new housing unit.
unstable slopes; seismic effects; radioactivity; ground
LIFELINE SERVICES: Services to communities that
subsidence; and expansive soil and rock.
are necessary for their daily needs, to maintain a high
quality of life, and to support community and individual
HEALTH SERVICES: Include any number of health-related
preparedness i.e. basic utilities, communication systems,
facilities, services, and organizations providing support
transportation systems, etc.
to the medical profession and patients.
LOW-IMPACT DEVELOPMENT: Systems and practices
HOUSING COST BURDEN: Monthly housing costs as a
that use or mimic natural processes that result in the
percentage of household income over the past 12 months
either as rent or mortgage payments. Housing costs
order to protect water quality and aquatic habitat.
equal to or greater than 30% of a household’s income is
considered to be a cost burden.
M
I
MOBILITY CORRIDOR: A corridor designated for future
multi-modal transportation facilities.
INCLUSIONARY HOUSING: Requiring that a certain
percentage of a residential project is deed restricted
MULTI-MODAL TRANSPORTATION: A transportation
for affordability, ensuring a variety of price points in a
system that includes multiple types (modes) of
residential project.
conveyances such as an automobile, rail, bus, pedestrian,
and bicycle.
IMPACT: The potential direct or indirect effects of a
surrounding land uses, the environment, and other
factors.
6
133
MUTUAL AID AGREEMENTS: Agreements between
S
agencies, organizations, and jurisdictions that provide a
mechanism to quickly obtain emergency assistance in
SERVICE DISTRICTS:
the form of personnel, equipment, materials, and other
road, and water districts.
associated services.
SUBAREA PLAN: Detailed plan prepared for interested,
unincorporated mountain communities that show
cohesive characteristics, unique land use issues, and
P
needs, recommend changes or improvements on a scale
PERFORMANCE STANDARDS: Criteria that must be met
that is not possible for the majority of the Valley, and
serve as an extension of the Comprehensive Plan.
PLACEMAKING: A multi-faceted approach to the
SUSTAINABLE ECONOMY: A system which maintains
planning, design, and management of shared spaces.
or enhances current economic opportunities and
Placemaking capitalizes on the assets of a particular
community well-being without compromising the ability
location and its potential, with the intention of creating
of future generations to meet their own needs.
shared spaces that promote health, happiness, and well-
being.
PLANNING ADVISORY COMMITTEE: A form of governance
T
structure in unincorporated communities that provides
an organized forum to facilitate communication within
TRANSIT: A public transportation system (i.e. a public
communities and with the County on issues that impact
bus or light rail system).
unincorporated residents.
TRAVEL DEMAND MANAGEMENT PROGRAM (TDM):
POLICY: A statement of standard or a course of action
that guides governmental action and decision making.
management of vehicle trip demand, often including
strategies to reduce single-occupancy vehicles and
PUBLIC FACILITIES: Land and structures used by the
encouraging travel at times of lower congestion.
W
Q
WATERSHED: An area of land that drains rainwater or
QUALITY OF LIFE: The personal perception of the
snow into one location such as a stream, lake, or wetland
physical, economic and emotional well-being that exists
and that supplies drinking water, water for agriculture
in the community.
and manufacturing, opportunities for recreation, and
provides habitat.
WILDLAND-URBAN INTERFACE (WUI): A zone of
R
transition between undeveloped wildland and human
RESILIENCE: The capacity to prepare for disruptions,
development.
to recover from shocks and stresses, and to adapt and
grow from a disruptive experience.
RIPARIAN AREAS: Areas of land and water forming a
Z
transition from aquatic to terrestrial ecosystems along
ZONING: An element of the Land Use Code that refers
streams, lakes, and wetlands.
to land use entitlements and requirements that regulate
RURAL CONSERVATION DEVELOPMENT: The name for
appropriate use, bulk, height, density, and other
the County’s required rural cluster subdivision.
RURAL LAND USE PROCESS: Larimer County’s voluntary
procedure for development of properties that are 70 acres
or larger; designed to provide an attractive alternative to
division into 35-acre tracts.
7
ESTES FORWARD | A: GLOSSARY OF TERMS
134
8
135
APPENDIX B
Introduction
EXISTING
Community
CONDITIONS
Economy
Health & Social
SNAPSHOTS
Housing
Infrastructure & Transportation
Natural Resources & Hazards
References
9
ESTES FORWARD | A: GLOSSARY OF TERMS
136
PREPARED FOR: PREPARED BY:
Estes Forward
´
Planning Area
Local Roads
Major Roads
Buildings
Town of Estes Park
Estes Valley Planning
Estes Valley Planning Area
3-Mile Study
3-Mile Study Area
34
£
Stream
Lakes
34
£
Rocky Mountain National Park
Arapahoe and Roosevelt
36
£
National Forests
Other Conserved Lands
36
£
66
UV
7
UV
012
Miles
137
INTRODUCTION
ESTES FORWARDQUALITATIVE AND QUANTITATIVE
The Town of Estes Park and Larimer County are
ANALYSIS
rewriting the 1996 Estes Valley Comprehensive Plan to
The Estes Forward process is based on extensive
more accurately and holistically guide the day-to-day
public engagement which will help to produce and
decisions that affect the Estes Valley into the future.
This coordinated effort with Larimer County is called
implementation strategies at subsequent phases. The
Estes Forward and will address topics pertinent to the
intent of this Snapshot document is to showcase issues
rural unincorporated areas as well as areas of mutual
and trends based on the best available data. The topics
interest and engage both County and Town residents
are tempered with qualitative data collected during six
and stakeholders.
Listening Sessions and 33 one-on-one interviews in the
The purpose of Estes Forward is to produce a practical
and long-term guide for the Town of Estes Park and
in this document will continue to be investigated and
Larimer County. It will articulate a common vision for the
brought back to the public for review throughout the
process.
use character with the Town and the surrounding Valley.
Data was provided by the Town of Estes Park and Larimer
County, supplemented by data from the US Census and
PLANNING AREA
Please see a more complete Reference list on last page.
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. RELATIONSHIP WITH RESILIENCY
The State of Colorado mandates an additional three-
While the Estes Valley is rich in natural, cultural, and
mile study area beyond current boundaries for all
economic resources, it is also susceptible to numerous
Colorado municipalities to establish an understanding
hazards that can threaten those resources. Some, like
of regional land development patterns and service
and infrastructure capacity in the event that future
direct damage, injuries, and death. Others, like an aging
annexation opportunities arise.
population or climate variability, are underlying long-
outcomes before, during, and after a hazard event (shock)
occurs. Knowledge and awareness of these risks and
Npefmfe!bgufs!uif!Dpmpsbep!Sftjmjfodz!
vulnerabilities not only help us to respond and recover
Gsbnfxpsl-!uijt!Tobqtipu—boe!uif!Ftuft!
following disaster, but perhaps more importantly, help us
Gpsxbse!qmboojoh!qspdftt—fybnjoft!fyjtujoh!
proactively plan for and build local resilience to future
dpoejujpot!bdsptt!tjy!sftjmjfodz!tfdupst;!
shocks and stresses.
2/!Dpnnvojuz!(governance and land use)
Over the last decade, the Estes community experienced
3/!Fdpopnz!(workforce and adaptive economy)
devastating environmental, economic, and structural
4/!Ifbmui!'!Tpdjbm!(services, amenities, and
community well-being)
5/!Ipvtjoh!(supply, affordability, and vulnerability)
2020. These events damaged thousands of residences
6/!Jogsbtusvduvsf!'!Usbotqpsubujpo!(critical
and businesses, devastated hundreds of thousands of
infrastructure, utilities, and transportation)
acres of land, obstructed roads, isolated neighborhoods,
caused utility outages, closed local economies, and
7/!Obuvsbm!Sftpvsdft!'!Ib{bset!(watersheds,
resulted in billions of dollars of damages.
forests, agriculture, and recreation areas)
Disasters like these will continue to occur and may
increase in intensity, duration, and frequency because
Sftjmjfodf!
and adaptable to known and unknown changes, we
opvo!
can protect lives, property, and livelihoods amidst ever
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changing conditions.
sfdpwfs!gspn!tipdlt!boe!tusfttft-!boe!up!
bebqu!boe!hspx!gspn!b!ejtsvqujwf!fyqfsjfodf/!
11
ESTES FORWARD | B: SNAPSHOTS
138
COMMUNITY
DEMOGRAPHICS AND
42&!pg!sftjefout!bsf!pmefs!uibo!76!xjuijo!
uif!4.Njmf!Tuvez!Bsfb-!dpnqbsfe!up!bcpvu!
POPULATION
According to the 2020 Census, there are a total of 9,830
48&!pg!sftjefout!xjuijo!uif!Upxo!pg!Ftuft/
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. 26&!pg!Upxo!sftjefout!jefoujgz!bt!Ijtqbojd!
ps!Mbujop/
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
1
the state. Areas just outside of Town have more children
in the Town (15%) that have Hispanic and Latino Origins.
and working-age residents.
Residents across the Estes Valley are generally well
The Estes Park School District, an area that expands
educated, with similar ratios to Larimer County. Residents
past the 3-Mile Study Area and into neighboring areas
living outside of town have slightly higher levels of
of Drake, Pinewood Springs, Glen Haven, and Allenspark,
education (Associate, Bachelor, Master, Professional, or
serves a more diverse population. A third of the students
Doctorate degrees) as well as a higher household income
that attend the elementary, middle, and high schools in
than Town residents.
Estes Park identify as Hispanic.
CURRENT AND FUTURE LAND USE MIX
Almost two thirds of the entire 3-Mile Study Area more single-family residential categories with densities
encompasses public and private open space, parks, ranging from 1/4 acre to 10 acre minimums. Several
and forest. This includes a portion of Rocky Mountain future land uses are only anticipated in the Town,
National Park (RMNP), Larimer County Open Space,
Arapahoe and Roosevelt National Forests, and other PUD Commercial. About 90% of the future multifamily
public and private conserved lands. The second most areas were anticipated within the Town as well. The
predominant land use is currently residential, covering majority of Rural Estate, Accommodations, and the Parks,
19% of the 3-Mile Study Area. Close to 9% is currently Recreation and Open Space land uses were envisioned
used for ranching and agriculture. within the unincorporated areas of the Estes Valley.
Within the Estes Valley Planning Area established in the The 5.6 sq. miles of privately-owned land in the
1996 Estes Valley Comprehensive Plan, the dominant unincorporated areas outside of the Estes Valley Planning
existing land use is Single Family Residential at 30% of Area are designated as Mountains & Foothills in the
the land area, followed by Agriculture and Institutional, Larimer County Comprehensive Plan, with the preferred
both at 10% each. There are currently about 5 sq. miles of uses of agriculture, forestry, and outdoor recreation. The
vacant residential land in the Estes Valley Planning Area. remaining area includes RMNP, National Forests, and
other conserved public open space, which is designated
The 1996 Comprehensive Plan’s Future Land Use Map
as Natural Resource.
shows a slightly different development pattern, with
Key StrengthsKey Challenges
• Existing local and regional planning mechanisms in •
place to support resiliency.
• Ongoing unmet community needs from previous
• Increasing political and local advocacy for resiliency disasters.
action.
• Limited regulatory oversight.
• Lessons learned from previous disasters.
• Limited funding and administrative capacity to
• Strong cross-sector and volunteer collaboration.support resilience activities.
12
139
Existing Land Uses in the Estes Valley
Parks, Recreation
Single-Family ResidentialVacant
Agriculture
& Open Space
Public/Semi
1
Commercial
Public
2
Accommodations
Estes Valley Future Land Uses (based on the 1996 Plan)
Rural Estate Parks, Recreation Rural Estate Single-Family
3
2.5 acre min.& Open Space10 acre min.Residential
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
Future Land Uses
´
Town of Estes Park
Estes Valley Planning Area
3-Mile Study Area
Lakes
Larimer County Framework Categories
Mountains & Foothills
Natural Resource
Estes Valley Future Land Use (1996)
34
£
Accommodations
Accommodations Low Density
34
£
Commercial
Downtown Commercial
36
£
Commercial Recreation
PUD Commercial
PUD Residential
36
£
Restricted Industrial
66
UV
Office
Public/Semi Public
Parks, Recreation & Open Space
Multifamily 3-8 du/ac
Duplex
Residential 1/4 acre min.
7
UV
Estate 1/2 acre min.
Estate 1 acre min.
Rural Estate 2.5 acre min.
Rural Estate 10 acre min.
13
ESTES FORWARD | B: SNAPSHOTS
140
COMMUNITY
CURRENT CAPACITY AND GROWTH PROJECTIONS
Vacant private land in the 3-Mile Study Area that is for the ability to provide water and sewer services for
new residential development and do not differentiate
add approximately 642 new dwelling units in the future, 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
protection areas, and other lands unlikely to develop can expect to accommodate considering the current
or subdivide in the foreseeable future, and calculated density expectations and current zoning entitlements.
development entitlements for the remaining unbuilt and
It is also important to note that this estimate does
vacant lands based on current Town and County zoning.
not include already built/developed lands that could
Through this analysis, 44.5% of the projected new potentially accommodate higher densities and additional
housing units fall within the current Estes Park Town new dwelling units by further subdividing or redeveloping
limits, while the remaining projected new housing existing properties. This means that the future baseline
units are located within the unincorporated County build-out could likely be greater than 642 new dwelling
surrounding the Town. Within the unbuilt areas of the units depending on the number of future subdivision and
Town that might be suitable for new development, most redevelopment proposals that are approved within the
new development could occur in the E-1 Estate and the 3-Mile Study Area.
RE Rural Estate zoning districts.
Within the unbuilt areas outside of Town that might
753!ofx!exfmmjoh!vojut!dpvme!qpufoujbmmz!cf!
be suitable for new residential development, most
cvjmu!po!wbdbou!mboe!bt!dvssfoumz!{pofe/
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.
2-596!bdsft!pg!wbdbou!qsjwbuf!mboe!bsf!
This analysis assumes zoning densities in unbuilt lots
qpufoujbmmz!tvjubcmf!gps!gvuvsf!efwfmpqnfou/
and relies on parcel data received from Larimer County
in 2020. While the new housing estimates do not account
These are the environmental constraints that went into the analysis for potential new
residential development within the 3-Mile Study Area.
Slopes over 15%Ridgline Protection
Development on slopes can require These ridgelines are protected through
more cost and engineering, and cause the Town’s Development Code and Hazard areas are based on hazard
environmental disturbance.the County’s Land Use Code to allow modeling using vegetation data.
continuation of sight lines.
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34
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363636
363636
666666
77
7
14
141
INTERGOVERNMENTAL COORDINATION
The Intergovernmental Agreement (IGA) for a joint The Town established a new Estes Park Planning
Estes Valley planning area and boundary expired in Commission and Board of Adjustment in order to prepare
February 2020. As part of this IGA, the Estes Valley for the expiration of the Estes Valley Planning Area IGA
Planning Commission and Board of Adjustment had in 2020. At the County level, the Larimer County Board
shared duties for both the Town and County in making of County Commissioners appointed seven members to
recommendations to the Town Board for developments the Estes Valley Planning Advisory Committee to advise
within Town limits and to the County Commissioners for on matters of community planning interest and on the
developments outside of Town limits (but still located comprehensive plan.
within the Estes Valley Planning Area).
Regardless of whether the Town and County put a new
Larimer County now administers land use planning IGA in place after this comprehensive plan, the two
applications that are located outside of Town limits. In entities will coordinate closely on matters of annexation
2020, Larimer County adopted the current zoning and and land use in the Estes Valley.
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.
RELATIONSHIP WITH RESILIENCY
With projected population growth, areas with high more certain and sustained funding source would better
hazard susceptibility and natural constraints mean that address the reality of ever-present, long-term risks.
locations to safely develop within the region are limited.
The community is successfully incorporating lessons
Staff and leadership in the Estes Valley see the imperative learned from prior experience. For example, in response
to plan for climate change action. However, with limited to the COVID-19 pandemic, the Estes Valley Resiliency
administrative capacity, the Town and County rely heavily Collaborative was established working closely with the
on partnerships, including cross-sector collaboration and Larimer Recovery Collaborative. Its current focus is
economic recovery, yet is expected to expand to more
work is funded through unreliable, competitive grants. A community-wide resiliency efforts.
FloodplainsConserved Lands
Larimer County Geologic Hazard These areas are federally or locally
areas are vulnerable to erosion and areas that have experienced or are conserved through government
deposition.designation or conservation
major storm event.easements.
343434
343434
363636
363636
666666
777
15
ESTES FORWARD | B: SNAPSHOTS
142
ECONOMY
ECONOMIC DRIVERS
Mountain tourism and outdoor recreation are the primary The 2015 Comprehensive Economic Development
economic drivers for the Estes Valley. Estes Park is the Strategy (CEDS) for the Estes Valley articulated a vision to
basecamp for adventures in RMNP, where world-class support year-round economic, cultural, and recreational
hiking, rock climbing, backcountry skiing, and scenic opportunities, build a reputation for mountain
drives abound. Many of the businesses in Estes are entrepreneurship, and diversify the local industries. That
geared towards tourists; shops, galleries, and boutiques plan clearly links the Valley’s economic success with
line the main street, and some businesses are still only the improvements and availability of workforce housing,
broadband infrastructure, and childcare.
& Food Service industry dominating the share of jobs in
the Town.
Uif!foujsf!Ftuft!Qbsl!Wbmmfz!boe!nvdi!pg!uif!4.njmf!Qspkfdu!Cpvoebsz!jt!xjuijo!uif!Ftuft!Qbsl!
Bsfb!Foufsqsjtf!\[pof/!Beejujpobmmz-!uif!tpvuifso!qpsujpo!pg!uif!Ftuft!Wbmmfz!)gspn!Ixz!47!
tpvui!up!uif!Dpvouz!mjof*!jt!b!eftjhobufe!Pqqpsuvojuz!\[pof/!Uiftf!bsf!uxp!tubuf!uby!jodfoujwf!
qsphsbnt!eftjhofe!up!qspnpuf!cvtjoftt!efwfmpqnfou/
Employment Density
Xijmf!uifsf!bsf!cvtjofttft!
uispvhipvu!uif!Wbmmfz-!Epxoupxo!
´
Local Roads
Ftuft!Qbslt!dpsf!ibt!uif!nptu!kpct!
Major Roads
qfs!trvbsf!njmf/!
Buildings
Town of Estes Park
Estes Valley Planning Area
3-Mile Study Area
Stream
34
£
Lakes
Rocky Mountain National Park
34
£
Arapahoe and Roosevelt
National Forests
36
£
Other Conserved Lands
5–927 Jobs per Sq. Mile
36
££££££
928–3,693 Jobs per Sq. Mile
66
UUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUUVVVVVVVVVVV
1–50 Jobs
51-200 Jobs
201-420 Jobs
7
UV
123
Njmft
16
143
FISCAL HEALTHWORKFORCE
The impacts of COVID-19 on the economy were Just over half of the population in the Estes Valley is
staggering. Similar to most Colorado communities, in the workforce. The other half include retirees and
Estes Park relies heavily on sales tax revenue to children. About two thirds of employed Town residents
provide and manage municipal services, facilities, and work in Estes, and a third commute outside of Town. One
infrastructure. The Town reported a decline in sales tax in ten Town residents work from home—slightly higher
collections as low as -34% in May 2020 from May 2019 than both the County and State averages.
numbers. However, by March 2021, sales tax revenues
were back up and exceeding pre-pandemic numbers.
61&!pg!Upxo!sftjefout!bsf!jo!uif!xpslgpsdf/
According to an Estes Park EDC study, reporting
businesses indicated that 75% of workforce positions
Both year-round workers and seasonal workers contribute
were suspended early in the COVID pandemic (March
to the local economy. About 3,000 jobs must be newly
16–April 30, 2020). Additionally, closure of RMNP further
exacerbated the economic situation.
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
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
Cz!Nbsdi!3132-!tbmft!uby!sfwfovft!xfsf!cbdl!
of attracting workers, however the continued workforce
vq!boe!fydffejoh!qsf.qboefnjd!ovncfst/
shortages indicate this has had little immediate success.
%95-511!jt!uif!3132!nfejbo!gbnjmz!
RELATIONSHIP WITH RESILIENCY
jodpnf/!Gbnjmz!ipvtfipmet!ufoe!up!nblf!
The seasonal and visitor-based economy can be
npsf!uibo!opo.gbnjmz!ipvtfipmet/
vulnerable to hazard events, major shocks; and the
ongoing stresses could be devastating and put the Town
diverse economic base will be more likely to withstand
Key Strengths
shocks and stresses to the local economy.
• Robust tourism industry.
Ecotourism, or tourism centered on the natural
• Premiere location near RMNP.
environments in Estes, is also extremely vulnerable
to climate change impacts. Natural areas and nature-
Key Challenges
based recreation areas play an important role in
attracting visitors to the Estes Valley, who spend money
• Dependence on a limited number of industries and
at local businesses.
employment types.
• Seasonal tourism industry (predominantly spring,
summer, fall).
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• Increasing real estate pricing and business rents
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are pushing out small, local businesses.
• Negative impacts from peak tourist season on
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HEALTH&SOCIAL
PARKS, OPEN SPACE, RECREATION AND TRAILS
An active and healthy lifestyle is important to many additional connectivity for bikes. The Estes Valley Master
residents and visitors of the Estes Valley. The Estes Trails Plan (2016) provides a comprehensive overview of
Valley Recreation & Park District manages the local existing and future trail priorities.
parks, recreation, and trail facilities—including the
Recreation areas close to home, such as paved and
Lake Estes Marina and the Mary’s Lake and East Portal
accessible trails, neighborhood parks, picnicking
areas, community gardens, and natural-surface trails
park, and community garden are located next to the
with access from neighborhoods within the Town,
Estes Park Fairgrounds, south of Lake Estes. Small open
are important to the community. The importance
spaces adjacent to the Downtown provide trails and
of recreation and access to open spaces has only
river views. Many of the vast public lands surrounding
continued to increase since the COVID-19 pandemic
the Estes Valley, including federal lands (Arapaho and
which showcased a greater need for physical, mental,
Roosevelt National Forests and RMNP) as well as county
and emotional health. The National Park and other
parks (Hermit Park Open Space) and private conserved
public lands, while abundant, are not always accessible
lands, provide outdoor recreation activities.
to local families, either due to visitor crowding, distance,
The Town manages some multi-use paths, the Riverwalk, time constraints, and/or cost. Furthermore, most
and many of the sidewalks, which can provide some public lands do not provide the amenities found at a
typical neighborhood park, such as restrooms, shelters,
accessible paths, or playgrounds.
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Health & Social Amenities
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Local Roads
Major Roads
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Buildings
Town of Estes Park
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Estes Valley Planning Area
3-Mile Study Area
Stream
Lakes
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Local Parks
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HEALTH&SOCIAL
COMMUNITY SERVICES AND AMENITIES
For a town with a small population, Estes Park has a elementary, middle, and high school that serves over
complex and broad social fabric as the service provider 1,100 students across the greater Estes Valley.
for many smaller unincorporated communities and
• Senior Center moved to a new location and provides
annual visitors to the area, as well as the employees
activities and social events for active adults.
that serve them. The Valley hosts an array of agencies
See more resources in the Estes Park Community
to provide residents and partners with community
Resources Guide.
serving a variety of cultural, recreational, educational,
and community needs.
:1,
• The Larimer County Human Services Department
and the Larimer County Department of Health
Emergency services are provided by the Estes Valley
provide health and human services throughout the
Fire Protection District, the Estes Park Emergency
County.
Communications Center, the Estes Park Police
• One of the six hospitals in Larimer County is located
Management. These organizations can continue to best
in Estes Park.
support this community through education, outreach,
•
and awareness prior to emergency or disaster response.
Resource Services Center provide resources and
services to older and disabled adults.
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
Valley Investment in Childhood Success provide
childcare providers in the Estes Valley. The need for high-
resources for young families.
quality early childhood education at affordable rates is
•
clear. The report recommends coordinated community
and recreation activities.
• The Estes Park School District R-3 operates an
town site), and ensuring accountability.
RELATIONSHIP WITH RESILIENCY
A more cohesive and service-oriented community, made Of individuals 65yrs old and younger, 19% are without
of more resilient individuals, can better adapt to ongoing health insurance and 12% are disabled. The safety nets
change. Community needs range from the universal, for these vulnerable populations in Estes Park are few.
Further, during past disaster events, it was found that
such as safety and education, t
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
Prioritizing adaptation actions for the most vulnerable
or their immigration status would be questioned.
populations would contribute to a more equitable
future within and across communities. Older adults are
particularly vulnerable during and after disasters. Public
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health programs and policies should actively promote
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the resilience of older adults and aging in place methods
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should be central to all planning conversations.
Key StrengthsKey Challenges
• The 2021 Larimer County Hazard Mitigation Plan • Vulnerable populations.
maps locations of vulnerable populations in relation to
• Increased public health hazards.
• Communication barriers.
• Strong culture of volunteerism.
• Low health insurance rates.
•
• Limited access to services in remote areas.
agencies.
• Access to medical care and health care professionals.19
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HOUSING
HOUSING STOCK
The Town of Estes Park has 4,382 housing units, which Of the owner-occupied units, 52 have restrictions to
account for 79% of the housing stock within the Estes guarantee their affordability and/or occupancy by
Valley Planning Area.the workforce. Of the renter-occupied units, 297 have
restrictions. The 349 restricted units represent about 8%
The 2020 Census found that 64% of the units in the
of the housing stock in the Town of Estes Park.
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
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Estes Park is slightly below the occupancy rate of 67%
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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
Affordable Units by Average Median Income
in Estes Park
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.
HOUSING NEED
A Housing Needs Assessment was completed in 2016 The 2016 Housing Needs Assessment attributes the lack
and analyzed the area within the Estes Park School of supply to a combination of the Great Recession and
District. That assessment estimated that 300-340 units natural disasters at the beginning of the decade along
of workforce housing would need to be built per year in with a lack of zoning allowances and community support
the School District to address existing overcrowding, for housing projects. However, current projects such as
2
and retirement.
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pg!Ftuft!Qbsl-!opu!bmm!pg!xijdi!bsf!xpslgpsdf!
ipvtjoh/
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
the need for housing.
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.
20
147
and code updates to address the 2016 assessment
are starting to create more supply. Those two projects task, especially in smaller, resort communities. The
represent about 115 units that are in the works, and feeling that quality of life is diminishing as workers can
there are about another 95 units in the pipeline. This
many Estes residents. For example, employers spend
from the past decade. In addition, the Town has entered more time and money training employees they cannot
into negotiations with America West Housing Solutions retain, and community members see unique, high-quality
services disappear because when the provider leaves or
preliminarily conceptualized. retires a replacement cannot afford to step in.
AFFORDABILITY
The 2016 Housing Needs Assessment found that the Compounding the issue in recent years in many
median single-family home listed in November 2015 cost mountain resort towns has been increased external
2.6 times what was affordable to a household employed demand from a combination of low-interest rates, short-
in Estes Park. The median condo listing at the same time term rentals,popularity of real estate investment, and
cost 1.2 times what was affordable. Available affordable COVID-19.
supply was limited to condos, which are not as well
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suited to families and larger households.
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The 2016 Housing Needs Assessment also indicated
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growth rates likely to exacerbate the lack of affordability.
With housing stock only growing at about 0.3% annually
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and jobs projected to grow at 1.9%–3.2%, prices were
bmnptu!41&!boovbmmz!tjodf!3127/
likely to rise faster than wages.
Key StrengthsKey Challenges
• Active efforts to plan for and construct workforce • Limited housing availability, particularly workforce.
housing.
• Housing stock is vulnerable to hazards.
• Second homes and short-term rentals impact the
availability for affordable housing.
RELATIONSHIP WITH RESILIENCY
The resiliency of housing can be characterized as a Developing workforce housing within Estes Park is
function of its availability, affordability, quality, and essential, but must be balanced with building safely and
vulnerability. To meet seasonal employment needs, the avoiding the wildland urban interface or other hazard
prone areas. Much of the existing building stock is
and homes for tourism and service jobs are in short located in high hazard vulnerability areas.
supply. The Town’s housing stock also struggles to meet
The compounding impacts are numerous. A disaster
can diminish already scarce building stock, residents
can be displaced, and cost to repair damages may be
natural disaster.
insurmountable. Additionally, the inventory is relatively
old, creating challenges for local workers to both afford
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to buy homes and make needed repairs.
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For younger residents to be able to live in the Estes Park
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and strategies are needed.
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INFRASTRUCTURE &
UTILITIES IN ESTES PARKDRAINAGE AND HYDROLOGY
Town utilities will see pressure from a rapidly growing
population and the current capacity to meet the new to date and learned a great deal about their vulnerabilities
pressures depends on the condition, age, and capacity
of the system. Impacts from hazards and climate change were adjusted. Hydraulic performance of the drainage
and evolving demands of the community are also key system may need to be reevaluated for existing capacity
considerations for the future of utilities in the Valley.and future projects.
All utilities are susceptible to natural disasters, such
maps are currently being updated. These show a large
the Town’s facilities and homeowners—during the 2013 portion of the downtown core and additional homes and
Park Downtown Plan offers a wealth of information on
as well as local utilities. strategies that work with nature to reduce impacts, such
as creating more space for the river in the downtown
The Town’s utilities demand and use varies greatly by
area that doubles as a community asset. The Town has
few hydrologic measuring tools, such as stream gauges,
the draw to RMNP. The visitors accessing RMNP pose an
additional stress to the infrastructure which proposed
community to make adequate decisions such as larger
projects must account for. For example, the Town needs
bridge openings.
to account for additional water usage for the high peak
season or widen roadways to avoid congestion caused The downtown area along the Upper Big Thompson
by the visitors. River from US 36/Moraine Avenue to Crags Drive
requires major channel and crossing improvements
The growth of the Front Range has also impacted the
including stream restoration, bridge enlargement, and
Town’s infrastructure as more second home and regional
embankment stabilization.
vacationers from the Metro Area drive to RMNP and
nearby recreational areas.
WATER RESOURCES
Water is supplied to the Estes Valley largely through In May of 2021, Estes Park approved a new pretreatment
snowmelt and water capture through reservoirs. Climate
sedimentation with plate settlers, and supporting
main factors contributing to scarcer or at-risk resources. ancillary systems for the Glacier Creek WTP after it fell
Water providers, such as Northern Water, provide raw out of safe drinking water status. The improvements
water to the community. Recently, Estes Park purchased are made possible through a federal loan and grant.
additional water rights, providing another source to meet This will also allow the Town to run the plant year-round,
future demands. increasing their capacity to provide clean drinking water
to meet increasing demands.
The Town owns two water treatment plants (WTP) that
provide water to the Estes Valley and currently operate The Town has nine potable water storage tanks
during different seasons. dispersed geographically providing 3.7 MGD of storage
capacity. The tanks range in age from 10–74 years, and
1. Mary’s Lake WTP is rated at 4.0 millions of gallons
the condition of the tanks varies by age. Per the 2015
of water per day (MGD). It operates April–October.
2. Glacier Creek WTP is rated at 3.0 MGD for a
to meet the criteria throughout the planning period and
combined rated capacity of 7.0 MGD. It operates
the goal is to store at least 25% of the maximum daily
January–April and July–December.
consumption. However, with increasing population and
additional storage tanks.
5/8!NHE!jt!uif!qspkfdufe!qpubcmf!
The four existing pump stations in the Town’s distribution
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system also likely to need to be reevaluated to determine
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the improvements needed to match growth within the
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community.
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& TRANSPORTATION
Key StrengthsKey Challenges
• • Aging facilities and equipment.
• Community broadband service.• Population growth, workforce commuting, and
tourism increase demand on already fragile
• Lessening reliance on fossil fuels.
infrastructure.
• Critical infrastructure and facilities in high-risk
locations.
POWER AND COMMUNICATION SEWER
The community-owned and operated electrical and The Estes Park Sanitation District is a division of the
broadband utility, Power and Communication, provides local government and in charge of wastewater collection
both electricity and access to broadband internet service
for Estes Valley residents. for improvements that mean its current capacity and
Estes Park is a member of the Platte River Power
community.
generates all of the energy in Estes Park. PRPA recently The treatment facility was built in 1964, with many
updated the Integrated Resource Plan, which lays out improvements since then. The current permitted
the near and long-term strategy for ensuring the power capacity is 1.5 (MGD). The plant operates at 50–55%
needs are met.capacity during the peak tourism season. Approximately
one third of the system is still clay pipes.
Increasing population, heating and cooling demands,
and opportunities to diversity their portfolio of power
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sources are all detailed in the 2020 Integrated Resource
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Plan.
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The Upper Thompson Sanitation District provides
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wastewater treatment for the community surrounding
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Estes Park. The facility has a capacity of 2.0 MGD. The
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plant can treat up to 3.75 MGD, which is almost twice in
Ensuring access to high-speed internet is essential to
building an equitable and resilient community. To address
what the plant presently can treat at maximum capacity.
this need, Estes Park Power & Communications has
The plant will need to be rehabilitated or improved to
established Trailblazer Broadband in 2019, a community-
meet future demand.
owned and operated high-speed internet service that
extend service to the ten percent of households without
access to broadband internet.
RELATIONSHIP WITH RESILIENCY
In the 2021 Hazard Mitigation Plan update, the Town The region’s critical infrastructure is aging and must
support evolving demands of a growing population,
assets as important to protect or that provide critical
change. For example, water supply systems that receive
are categorized as communication, health and medical, less snowmelt may struggle to provide adequate water
energy, food, water, and shelter, safety and security, and supply to the community without additional water
miscellaneous. hardening or conservation measures.
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INFRASTRUCTURE &
COMMUTER PATTERNS
The travel patterns for the Town of Estes Park show
an almost even split of residents commuting in and
Live and Work
out of town. However, nearly twice as many employees
in Estes Park:
commute to Estes Park from elsewhere on a daily basis.
Commuting patterns both in and out of Estes Park are 2,3551,383
1,378
dispersed among several Front Range communities.
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!!!Estes Park 50% !!!Estes Park 37%
Denver 5% Loveland 5%
Fort Collins 4% Fort Collins 3%
Boulder 3% Denver 2%
Loveland 3% Longmont 2%
HOUSING & TRANSPORTATION AFFORDABILITY INDEX
The Housing and Transportation Affordability Index From 2012 to 2019, RMNP had a 44% increase in the
compares geographical regions with typical regional number of visitors. Projections regarding vehicle miles
or national costs. This index offers insights to help traveled on Larimer County roadways is expected to
understand how transportation impacts Estes Park
residents and how Estes Park could plan for more more frequent congestion in the future, particularly for
equitable and affordable transportation options. Of their roadways already experiencing seasonal congestion
annual income, an Estes Park resident will spend an from tourism including the main arterials leading into the
average of 25% on housing and 23% on transportation Town: US 34, US 36, and SH 7.
for a total expenditure of 48%.
The high demand of housing and transportation costs
Housing and Transportation Affordability
opportunities. In dispersed areas, people are more
Index Comparisons
likely to need privately-owned vehicle(s) and drive
farther distances, which increases the household’s
48%
transportation-related expenses.
%24-657!boovbm!usbotqpsubujpo!dptut
48%
50%
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45%
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& TRANSPORTATION
Key StrengthsKey Challenges
• An adopted Complete Streets policy reinforces the • Public transportation is not available year round.
desire to improve multimodal options.
•
• The RMNP and Estes Park shuttle services offer transportation network and user experience.
options during seasonal high visitation periods.
• Vehicular congestion is perceived as getting worse
• The Town’s electric trolley supports environmental and not sustainable.
sustainability goals.
• Bicyclist and pedestrian comfort levels vary greatly.
The network favors experienced cyclists.
MODE SPLIT
On a typical workday, Estes Park residents commute
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, access to public transportation
and other modal options, such as walking or biking,
will help meet mobility needs for underserved
populations such as older adults, people with
mobility challenges, and low-income households.
WALKABILITY
While the majority of Estes Park residents own vehicles, a bike score of 36. This score is within the lowest range
A network that facilitates active means of transportation,
such as walking or bicycling, provides environmental and Breckenridge, with a score of 34, but worse than Kalispell
with a score of 48.
One metric to assess a community’s walkability is In Estes Park, two main trails provide a scenic ride along
the Walk Score®, a measurement that is based on the Lake Estes. A third trail connects and provides access
walking distance to amenities such as grocery stores, to assets along Elkhorn Avenue, the Town’s main street.
parks, and health services. The Town of Estes Park has
By examining its future growth expectations, population
demographics, and available land for growth, along with
has a score comparable to Breckenridge, with a score
key gaps regarding connectivity, crossings, lighting,
Montana, with a score of 41.
Town can determine the best way to improve the active
Walk Score® is just one tool to assess walkability. Criteria transportation network and increase options for local
such as connectivity, accessibility, level of comfort, and walkability and bikeability. Expanding the coverage and
safety contribute to a user choosing to travel via foot
rather than other means. The purpose of the trip must residents and tourists alike and decrease vehicles on the
also be considered. Improving the Town’s walkability is roadway network.
possible through the addition of pedestrian facilities that
improve the user experience.
The current level of bike infrastructure earns the Town
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INFRASTRUCTURE&
TRANSPORTATION
MULTIMODAL CHARACTERISTICS
Access to multimodal options such as walking, biking, and transit
TECHNOLOGIES
offer low-cost and sustainable solutions to mobility. A successful
Transportation technologies, services
and well used multimodal network includes connected and
and strategies that enhance safety and
safe pedestrian and bicycle facilities that provide access to key
mobility on transportation networks
destinations, including transit stops. The high mobility zone shown
are rapidly emerging. The past few
on the map on the following page represents the area with ample
years have seen the rise of on-demand
access to biking and pedestrian facilities including sidewalks and
mobility services such as Uber and
multi-use paths as well as twenty transit stops (out of the dozens
Lyft. Currently an on-demand service
provided by the free shuttle service). This zone offers a high level of
in Estes Park provides rides for older
multimodal connectivity within the Town of Estes Park.
adults and people with disabilities.
To combat the demand on the roadways, the Town of Estes Park
There have also been strides in ride-
funds free shuttles to key locations around town with one shuttle
share services like scooters and bikes
that connects the Estes Park Visitor center to the RMNP Shuttles.
that provide transportation options in
the densest parts of cities. The Town of
Bustang, a regional bus service operated by the Colorado
Estes Park should leverage recent and
Department of Transportation provides weekend service from
future technologies that would provide
options.
Upxo!boe!dpoofdujoh!up!SNOQ/!
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153
& TRANSPORTATION
Qbsljoh!sbohft!gspn!op!dptu!up!%21!gps!pwfsojhiu!
RELATIONSHIP WITH
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RESILIENCE
Denver, Westminster, Boulder, and Lyons to Estes Park during the
Transportation, proper evacuation
busy summer tourist season. These efforts reduce the number of
routes, and safe ingress and egress
vehicles on seasonally congested roadways and contribute to a
for communities are a key component
more reliable transportation system. Bustang starts at Denver Union
Station and ends at the Estes Park Visitor Center, the largest multi-
the Town roads and evacuation plans
modal hub in town; providing access to the Estes Shuttle service,
were tested. Although the Town was
pedestrian and bicycle facilities.
single injury, some residents reported
The Town of Estes Park also provides many parking spaces within
Town. There are options for on-street parking and public surface
information.
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,
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
Parking
Street Parking
High Mobility Zone
Mobility Hub/Visitor Center
11/361/6
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11/361/6
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NATURAL RESOURCES
NATURAL & SCENIC RESOURCESHAZARDS
The natural beauty and wildlife resources of the Valley The 2021 Larimer County Hazard Mitigation Plan
have long drawn residents and visitors to the area.
Watersheds and the natural resources within them storms as the highest risk hazards for the Town of Estes
provide the foundation and sustenance for the Estes
Valley and the region. From views of alpine mountains
outbreak, and utility disruption. Existing Town stresses
natural values. The Wildlife and Hazards map shows the such as an aging population, climate uncertainty,
ecologically important Big Thompson River, Fish Creek
and Fall River corridors.are factors that can amplify vulnerability.
The area showcases populations of megafauna as
well as unique and sensitive resources. The Valley is homes, aggravating an already limited housing stock.
important habitat area and movement corridors for
herds of elk, Rocky Mountain bighorn sheep, and mule hazards to an already vulnerable senior population. They
deer; predators such as black bears, coyotes, and obstructed evacuation routes and forced closure of many
mountain lions; and eagles, hawks, and numerous other area businesses as well as the nearby National Park. The
bird species. Elk and mule deer inhabit the majority of
the Valley, moving to higher elevations during warmer down all major roads into Estes Park, isolating residents
months. Fifteen threatened or endangered species, such during prime tourist season. Floodplain, steep slope, and
as the greenback cutthroat trout and the boreal toad,
also inhabit the Valley.
mitigation projects all intended to lessen vulnerability
The Estes community values the ability to view wildlife
and increase resilience to hazards.
out their backdoor; however, negative interactions do
occur if not planned and managed correctly. Living The Estes Park Downtown Plan proactively takes into
with wildlife takes care and precautions to maintain a account the impacts and threats from prior and recent
sustainable and healthy ecosystem.
Scenic views of multiple peaks over 13,000 feet, including
this risk and will put many of the downtown structures in
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.
mitigation opportunities to improve resiliency in the
Steep slopes, rocky outcrops, and river corridors have
downtown core, many of which also offer recreational
shaped how the Valley has grown.
recommendations could assist in removing properties
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Key StrengthsKey Challenges
• Access to public lands and recreation and • Recurring seasonal severe weather and extreme
outstanding natural scenery.hazard events.
• • Access to local community resources.
land trust organizations
• Natural resources and recreation areas drive peak
• Abundant charismatic wildlife supports community tourism.
awareness.
•
wildland-urban interface.
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155
RESOURCES& HAZARDS
RELATIONSHIP TO RESILIENCY
CLIMATE
As our climate changes, temperatures rise and
The Estes Valley is a high mountain valley with a climate
weather patterns change causing a cascade of
that differs from the rest of the Larimer County towns; it
impacts and implications, threatening both natural and
has cooler summers and warmer winter temperatures.
human systems. Even small changes in climate may
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
should be sensitive to avoid and/or work in harmony with
natural environment, such as reducing snow cover and
all-natural ecosystems.
the availability of water, prolonging drier conditions
Land use and land cover patterns should develop
more conducive to invasive weeds, pests, catastrophic
with natural systems in mind. This includes adequate
stream setbacks, native vegetation in the landscaping
animals. Climate change, extreme weather, invasive
surfaces.
season with potentially more frequent and catastrophic
Wildlife & Hazards
´
Local Roads
Major Roads
Town of Estes Park
Estes Valley Planning Area
3-Mile Study Area
Stream
Big Game Migration Corridors
34
£
Important Raptor Habitat
Wetland and Riparian Habitat
34
£
100 Year Floodplain
Ridgeline Protection Areas
36
£
Severe Geologic Hazard
Very High Wildfire Hazard
Slopes>30%
36
£
66
UV
Rocky Mountain National Park
Arapaho and Roosevelt
National Forests
Other Conserved Lands
7
UV
123
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¤
¤
²
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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).
4. Estes Park Community Resources Guide.
YodKbj8ESNrY_0CN/view
5. Estes Park Comprehensive Water Master Plan 2015.
6. Estes Park Downtown Plan
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.
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/
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.
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).
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159
APPENDIX C
Detailed Issues Summary
PUBLIC
Vision Engagement Summary
ENGAGEMENT
Choices Engagement Summary
Draft Plan Public Review and
SUMMARIES
Engagement Summary
160
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DETAILED ISSUES SUMMARY
September 30, 2021
PARTICIPATION
INTRODUCTION
Representatives from the
The planning team conducted one-on-one interviews
following groups, agencies
and a series of listening sessions to gather valuable
and industries participated in
feedback from community stakeholders regarding goals,
the listening sessions:
challenges, opportunities, and values present in the
Colorado Departmentof
Estes Valley today. The purpose of these conversations
Transportation
was to start a dialoguewith local and regional partners,
Comprehensive Plan
and to also:
Planning Advisory Committee
Stimulate community-wide interest in Estes
(CompPAC)
Estes Chamber of Commerce
Forward;
Estes Dept of Public Works
Solicit candid feedback from those who know the
Estes Housing Authority
community best;and
Estes Park Dept of Events
Identify initial themes, opportunities, local values,
and Visitor Services
and futurevisions andgoals for the Town and
Estes Park Economic
surrounding Valley.
Development Corporation
Estes Park Museum
This report outlines the questions asked and
Estes Park Senior Citizens
summarizes the feedback gathered.It does not
Center Board
represent a consensus and includes some opposing
Estes Valley Investment in
views and ideas. While the summary reflects a wide
Childhood Success (EVICS)
spectrum of ideas, agencies, and input, itmay not
Estes Valley Land Trust
reflect every idea in the Valley; there will be room for
Estes Valley Nonprofit
additional participation and ideas as the project moves Resource Center
Estes Valley Planning
forward.
Advisory Committee (EVPAC)
Estes Valley Recreation and
METHODOLOGY
Park District
A total of 33 individuals were interviewed by
Estes Valley Watershed
phone/video conference in Julyand August2021. These
Coalition
one-on-one discussions were held with members of the
Homeowners Associations
CompPAC, EVPAC, Town Planning Commission, Town
and Property Owners
Board of Trustees, County Planning Commission, and
Associations
Larimer County Dept of
Board of County Commissioners.
Natural Resources
A list of local and regional partners and interest groups
Lions Club
was compiled by Town and County staff, the CompPAC
Loveland Housing Authority
and EVPAC. The Town invited close to 80 contacts to
National Park Service
Northern Water
participate in themed listening sessions to discuss
Rocky Mountain Conservancy
Estes ForwardInterviews and Listening Sessions SummaryPage 1
161
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
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
Estes Forward Interviews and Listening Sessions Summary Page 2
162
1. COMMUNITY
Discussion Takeaway
An important topic of discussion was whether and
hownew growth should take place outside of
Stakeholders discussed issues
Town limits and/or within the existing community.
that impact the Town and Valley,
Thisissue focuseslargely on the future growth of
such as the current and future
the Town of Estes Park but isapplicable tothe
governance of the region and
entireValley.
urban sprawl. One theme was
Stakeholders emphasized that vacant land and
that business and tourism
redevelopment opportunities inside of Town
interests should not be
offer substantial growth tothe tax base and
prioritized at the expense of the
would benefit from existing infrastructure. Infill
needs of community residents.
would reduce demands forannexing new land
They also shared issues that
into the Town boundaries for greenfield
specifically impact the Town,
development.
such as the demographic
Stakeholders also described many
complexity of the Estes Park
opportunities for growth that would depend
community and the need to
uponannexingland and growing around the
update the Town’s Land
edges of Town.
Development Code.
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.
Growthoutside 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 isimportant toengage the whole community throughout the planningprocessand
not let one voice speak louder than the rest.
Tourism andbusiness leaders have influenced development decisions for the
community in the past. Stakeholders believeit is important to incorporate broad
viewpoints into the decision-making process toreceive 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.
Estes ForwardInterviews and Listening Sessions SummaryPage 3
163
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 localand commutingworkforce, permanent and seasonal residents,
tourists and visitors, businesses, and nonprofits all with their own unique priorities and
needs. These demographics significantlyimpact 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.
Estes Forward Interviews and Listening Sessions Summary Page 4
164
Updating the Town’s DevelopmentCode 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
1
conditions of the Town.
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
partnershipsthroughout 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.
Estes Forward Interviews and Listening Sessions Summary Page 5
165
The question was discussion of whether there should bea unified form of governance
for the entire Estes Valley Planning Area or whether thejurisdiction and authority of
both levels ofgovernmentshould 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 stakeholdersdo not share the above perspective andbelieve that Town
government shouldbe the leader for the entire Valley, withthe 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
strengthenedas part of the Comprehensive Planning process. This requires
cooperation fromall levels of government as well as interagency coordination
throughout the region, including the TownandCounty, outlying communities
throughout the Valley, as well as shared special districts such as fire, sanitation, and
parkdistricts.
2. ECONOMY
DiscussionTakeaway
The tourism industry plays an important role for
the entire Estes Park community; however, a
Stakeholders discussed
common theme of discussion wasto not let it
economic issues that impact the
dominate every aspect of the Estes Valley.
Town and Valley, such as
Stakeholders recognized that although any
balancing the regional tourism
required services and retail options can be
industry with the needs of
obtained by traveling to the Front Range, more
residents. They also discussed
local businesses are neededfor the Valley’s
economic development and
communities to improve the qualityof life for
marketing strategies that largely
residents. These stakeholders desire more
focus on the Town’s economy
small businesses and nearby services that
but also have implications for the
directly benefit residentsrather than focusing
entire region, such as strategies
exclusively ontourists and visitors.
to attract a young workforce and
Tourism should not be the end all be all when a
young families, as well as
community is surrounded by and relies on the
considerations for diversifying
natural environment, as many residents have
the local economy.
relocatedto 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 amorelivable community.
Estes ForwardInterviews and Listening Sessions SummaryPage 6
166
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 opportunitiesin 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.
Estes Forward Interviews and Listening Sessions Summary Page 7
167
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 afocus forthe 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.
Estes Forward Interviews and Listening Sessions Summary Page 8
168
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.
Estes Forward Interviews and Listening Sessions Summary Page 9
169
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 apparelcould be
considered.
3. HEALTH AND SOCIAL
Discussion Takeaway
The regionis diverse, but it often seems like that
diversity is hidden, as the wealthier and older
Stakeholders discussed issues
populations are typically the mostengaged and
that impact the Town and Valley,
vocal groups.
such as improving access to
It is important to promote values ofopenness
health, educational, and
and inclusion, as well as social justice issues
childcare services. They also
andacknowledge local diversity.
discussedneeds specific to
Continued health services throughout the region
Town residents, such as an
are essential. increase in neighborhood parks
Estes Park Health Living Center—the Valley’s
throughout their communities.
onlylong-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 seniorpopulation 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 tocreating 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 unnecessaryif adults drop off and pick up their children; and
the lack of existing facilities around the Town’s commercial core whereparents are
often required to travel or commute for work.
These types of services canimprove social capital, build connections, and bring
together the Estes Valleycommunity 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
Estes ForwardInterviews and Listening Sessions SummaryPage 10
170
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.
Estes Forward Interviews and Listening Sessions Summary Page 11
171
4. HOUSING
Discussion Takeaway
A desire for new affordable housing programs and
a holistic housing strategy was a common theme
Stakeholders discussed issues
throughout interviews and listening sessions. This
that impact the Town and Valley,
theme impacts both the Town and County, as
such as affordable housing
Town employees often live outside of its
programs, holistic housing
boundaries and commute due to the high costs of
strategies, and vacation rentals.
livingwithin Estes Park.
They also discussed solutions
Housing prices during the summer tourist
that would primarily impact the
season are currently unmanageable for many
Town’s housing priorities, such
groups, causing them to live further away and
as temporary housing for
commute longer distances to access
seasonal employees and
opportunities within the tourism economy.
updating the Town’s Land
Stakeholders described a needfor a permanent
Development Code topromote
workforce that can live within the community.
new housing developments for
Currently, there is a housing shortage for
itsresidents.
seasonal workersand 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 schoolsandnear Downtown or along transit routesare 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 workforceoften 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 whetherworkforce families canlive 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 wherewildfire 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 revenuefor residents.
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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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There is aneed 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 aneed 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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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 toaddress 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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Increased transit service canalso reduce the
Discussion Takeaway
number of drivers and traffic that pass through
Estes Park if it is designed to serve residents as
Transit services, water
well as tourists and visitors.
infrastructure, and water
By reducing impacts caused by automobiles on
availabilityimpact the Town and
ecotourism and outdoor recreation,
Valley. Stakeholders also
stakeholders believe that transit can contribute
discussed solutions that would
towards better promoting sustainable tourism
primarily impact the Town’s
throughout the Valley.
infrastructure and transportation
Stakeholders suggested opportunities for
priorities, such as the flow of
enhancing transit options and circulation,
traffic and parking throughout
including improved bike and pedestrian
Downtown, new multi-modal
infrastructure, carpool lots, and special transit
infrastructure for pedestrians
from Front Range communities.
and cyclists, as well as high-
Identify additional benefits of increasing transit
speed internet and improved
services for tourists, commuters, and residents
broadband service for
as parallel strategies for better controlling the
encouraging the current “Zoom
traffic flow throughout Downtown Estes Park
Town” trend.
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 tovisit the
region.
Promote electric vehicles and multi-modal transportation options as opportunities for
improving air qualityand 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-wideimpacts.
There are flexiblecosts for new multi-unit residential water taps, whichfacilitate 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.
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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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disciplines throughout the decision-makingprocess that are involved with
infrastructure, transportation, and drainage.
Improved services were also discussed for areas where theworkforce and working
families live, as well as where Hispanic communities are located.
6. HAZARDSAND NATURAL RESOURCES
Discussion Takeaway
Reducing wildfire risk throughout the region was a
prominentdiscussion themethat impacts both the
Stakeholders discussed issues
Town and County.
that impact the Town and Valley,
The 2020wildfires throughout the Valley
such as reducing wildfire risk,
created a new emphasis for residents to
local fire districts, and natural
prepare their communities for wildfire risk. After
hazard notification systems.
experiencing those natural hazards,
They also discussed topics that
stakeholders emphasized incorporating fire
would primarily impact the
mitigation strategies into every aspect of the
Town’s resiliency and natural
Valley’s communities toprepare for inevitable
resource priorities, such as
future hazards.
reducing flood risk and updating
Stakeholders discussed the wildland urban
the Town’s Development Code
interface and its crucial role for managing
and County’s Land Use Code to
wildfires, as proposed new development must
promote environmental
considerwildfire risk.
stewardship and manage the
o Encouraging open space and land
legacy of the surrounding
conservation at theTown’s periphery
landscape.
would discouragenew development and
bring added benefits of maintaining fast
response times, as well as marketing and tourism priorities.
o Areas of the unincorporated Estes Valleycanshore up lands that are already
being conserved and provide additional buffers for those existing natural areas.
Stakeholders explained that moststructure 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 asparticularly 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.
Discouragingparticularly flammable landscaping for new developmentwas also a
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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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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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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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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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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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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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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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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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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 publicpolicies. 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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March 11, 2022
INTRODUCTION
Purposeful and sincere outreach is critical to cultivating
public trust, expanding support for the plan, addressing
concerns early in the process, and building a sense of
ownership for plan implementation.
Community visioning took place from July 2021 through
January 2022 and included of a robust series of events that
engaged a total of 577 Estes Valley stakeholders at the time
of this publication.
Stakeholder engagement for the Visioning phase of Estes
Forward was mutually guided by the thirteen-member Estes
Park Comprehensive Planning Advisory Committee
(CompPAC) and the seven-member Estes Valley Planning
Advisory Committee (EVPAC), an existing Larimer County
advisory board. Both appointed committees include members
that represent various areas of expertise and perspectives.
The CompPAC and EVPAC informed the engagement strategy
by applying their local knowledge and insight while also
generating public engagement through their professional and
social networks.
The joint Town and County planning team utilized a variety of
engagement tools 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:
Stimulate community-wide interest in Estes Forward;
Solicit candid feedback from those who know the
community best; and
Identify themes, opportunities, local values, and future visions and goals for the Town and
surrounding Valley.
This report documents the key themes, ideas, and public perspectives presented through the visioning phase.
It does not represent a consensus and includes some opposing views and ideas. While the summary reflects
a wide spectrum of feedback, agencies, and input, it may not reflect every idea in the Valley. Additional
opportunities for participation and ideas will be made available as the project advances.
Estes Forward Community Visioning Engagement Summary Page 1
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METHODOLOGY
Over the course of the seven (7) month visioning phase, the planning team engaged Estes Valley
stakeholder through a variety of methods:
One-on-OneInterviews
Fifty-two(52)individual stakeholder interviews were conducted between July 2021 and January 2022.
Interviews were conducted via telephone andvideo conference and engaged stakeholders to identify
key themes, opportunities, local values, and future goals for the Estes Valley. Interviewees included
members of the CompPAC, EVPAC, Estes Park Planning Commission, Town Board of Trustees, Larimer
County Planning Commission, Board of County Commissioners, and individual community members
interested in sharing their unique perspective on life in Estes.
Listening Sessions
Close to (eighty) 80 local and regional partners and interest groups were invited to participate in seven
(7) listening sessions held in July and August 2021. Each listening session focused on a pertinent topic:
Housing
Transportation and connectivity
Utilities and infrastructure
Community services and facilities
Business and tourism
Land management and conservation
Resiliency and hazard mitigation
Earlierlistening Sessions and the first set of stakeholder interviews weresummarized in a separate
Issue Summary.
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Virtual VisioningWorkshops
rdth
Two virtual public visioning workshops were held on November 3 and 17, 2021 with a total of 30
engaged participants. The workshops were conducted in virtual breakout groups and provided
attendees with an opportunity to voice their ideas, preferences, and priorities for the future of the Estes
Valley.
Meeting in a Box / Small Group Meetings
A Visioning Meeting in a Box Kit was provided to the public, through the project website, to facilitate
community-led engagement among colleagues, neighbors, and friends. The downloadable kit included
project background information, facilitation directions, discussion questions, and answers to frequently
asked questions. Discussion questions were designed to stimulate productive conversations around the
challenges and opportunities facing the Estes Valley while encouraging participants to find common
ground. Over the course of the Visioning phase, the results of seven (7) meetings in a box and small
group meetings occurred.
Two special meetings, conducted in February 2022, were held with the Spanish-speaking community (90
attendees) and the Genizaro Affiliated Nations Tribal Council (6 attendees) to understand these
communitiunique challenges, preferences, and priorities for the future of the Estes Valley. Comments
from both of these listening sessions are captured in this document.
Online Surveys
Two (2) online questionnaires were deployed in July and December 2021 to collect stakeholder
feedback on key issues, priorities, and vision for the future of Estes. A total of 191 responses were
collected through the online questionnaires.
CompPAC & EVPAC Meetings
The Estes Park CompPAC and Larimer County EVPAC each met twice during the Visioning phase, and
th
hosted a joint workshop on December 16, 2021 to brainstorm visioning ideas and review the draft
Vision and Guiding Principles. Recordings of these meetings and discussions can be viewed online.
Board of Commissioners, Planning Commissions, & Board of Trustees Vision Presentations
Over a series of meetings in February 2022, the draft Vision and Guiding Principles were presented to
the Larimer County Planning Commission, County Board of County Commissioners, Estes Park Planning
Commission and Estes Park Board of Trustees. Each board provided verbal feedback on the draft
statement and principles.
HOW WAS THIS INFORMATION USED?
Valuable insights generated by the community visioning events directly informed the development of
the Estes Forward Vision Statement and Guiding Principles. The Vision Statement articulates a
collective aspirational vision for the Estes Valley in a single, concise declaration. Guiding Principles
provide further detail on what it means to achieve the Estes Forward Vision through a shared set of
community values.
Additionally, the results of community engagement through the visioning stage, provide a foundation for
ongoing research and values analysis by revealing the most pressing issues to be addressed in the
Estes Forward Plan. The candid conversations with community members also provide context and
insights to issues otherwise not formally documented.
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Key Takeaway
SUMMARY OF KEY THEMES
ACTIVE STEWARDSHIP.
Modeled after the Colorado Resiliency Framework, this
Access to scenic vistas and
document
stunning mountain landscapes was
summarizes the feedback to-date across six
cited my most stakeholders as the
resiliency sectors. This is a high-level executive summary of
number one reason they choose to
key themes. For more detail, see the in-depth summary of
live in or visit the Estes Valley. As
the listening sessions, stakeholder interviews, and complete
such, stakeholders recognize the
survey results at the end of this document.
importance of continued
1. NATURAL ENVIRONMENT
stewardship of these natural assets
Valley-wide strategy for reducing wildfire and flood
through localized strategies to
mitigate and adapt to the impacts of
risks and impacts.
climate change.
Unified, community response to climate change.
Opportunities to improve the culture of
environmentalism through individual behaviors,
business practices, and public policy. Shared sentiment that Estes Park should lead by example
as the premier gateway community to Rocky
Mountain National Park.
Key Takeaway
Emphasis on protecting and conserving natural
surroundings for inherent environmental value and
BALANCE. Stakeholders
viewshed protection.
consistently expressed the need for
Maintain and manage responsible access to the
a balanced approach to land use
that acknowledges development
public lands.
pressures and increase in visitation
while intentionally protecting the
2. BUILT ENVIRONMENT
local character, natural resources,
Prioritize solutions and services for residents and
and iconic landscapes that define
long-term community over tourism industry.
the Estes Valley.
Balance growth to protect rural character and
viewsheds of the valley through open space preservation.
Establish a vision for the built character of the Town that preserves historic structures and
Improve efficiency of land use within the Town. Identify opportunities for adaptive reuse of
underutilized buildings, appropriately scaled infill, and suitable sites for new development.
Unified approach to governance is relevant to more than just land use and includes agencies
beyond the Town and County local governments. Achieving the vision will require alignment and
activation of the resources of a variety of different community organizations, sectors, and
partnerships.
Address land management issues related to tourism.
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3. ECONOMY
Acknowledge significance of tourism industry and
Key Takeaway
importance of complementary business enterprises,
while identifying opportunities for diversification of
DIVERSIFICATION. Economic
the local economy.
diversity was a common theme
Attract year-round businesses that provide essential
throughout the surveys, stakeholder
services and standard household goods for both
interviews, and CompPAC/EVPAC
residents and visitors.
meetings. Key elements of a
Need for stable, living-wage jobs and new career
diversified economy for the Estes
opportunities for young professionals to sustain a
Valley, as identified by stakeholders,
year-round local community.
includes the tourism industry while
Desire to maintain distinct business character of
providing a wider variety of jobs and
local businesses that support
Estes Park with locally owned businesses rather
residents and visitors of all ages,
than retail chains.
income levels, and life stages.
Leverage tourism revenue for infrastructure and
placemaking investments.
4. HEALTH AND SOCIAL
Increased engagement of younger professionals,
Key Takeaway
families, Hispanic community, and tribal nations in
community decision-making and local government.
CONTINUUM OF CARE.
Continued, modern health services throughout the
Stakeholders discussed the
region are essential.
simultaneous need for increased
Increased educational and childcare opportunities to
services that support children, the
support working families as well as the local
aging population, and their
workforce.
caretakers. This includes access to
Desire for more local parks, gathering places at
health, educational, and social
existing parks, and trails that connect destinations
services for all life stages.
throughout the Valley; tribal access to ceremonial
lands.
Increased support services and facilities for seniors.
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5. HOUSING
Desire for a holistic and creative housing strategy to
Key Takeaway
address the need for multigenerational workforce
housing.
AFFORDABLE & AVAILABLE.
Allow workforce to live, engage, and contribute to
Housing needs impact both the
the sense of community in the Estes Valley where
Town and County, with stakeholders
they work rather than commuting long distances.
consistently identifying two primary
Balance economic benefit of short-term rental
challenges: lack of housing units,
market with negative impacts, such as reduction in
and unaffordability of units that are
available housing stock.
available to the general workforce.
Recognize that housing needs of seasonal
employees are different than permanent housing
needs of year-round residents.
6. INFRASTRUCTURE AND TRANSPORTATION
Consensus that improved mobility and
transportation options are critical as a hazard
Key Takeaway
mitigation tool in the event of an evacuation.
Desire to increase transit service throughout the
RESPONSIBLE & RESILIENT.
Valley to serve both residents and visitors from the
Stakeholder input emphasized the
Front Range.
need for infrastructure and
Demand for bicycle infrastructure and multi-modal
transportation investments that
connectivity between neighborhoods, Downtown,
support responsible growth,
enhanced mobility, and increased
and lodging destinations.
resilience in the face of
Increased alternatives to driving and more park-once
environmental hazards.
opportunities to alleviate vehicle traffic through
Downtown.
Ensure security and long-term viability of infrastructure including water, sewer, and electrical
service.
Demand for high-speed internet and improved broadband services throughout the Valley to
support emergency communications and growing remote workforce.
Intentional effort to transition to renewable energy sources for residential, commercial, and
public structures.
Recognize difference in infrastructure demands and solutions between the Town and County.
Infrastructure expansion decisions directly impact locations of growth and conservation.
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VISIONING ENGAGEMENT NOTES AND RESULTS
STAKEHOLDER INTERVIEW RESPONSES
Note that the notes below are not inclusive of the one-on-one interviews held in June/July 2021. Those
comments are summarized in a separate Issues Summary. The comments below represent new comments
from stakeholder interviews with community members held in January 2022.
VISION
1.What are the things (characteristics, places, etc.) about the Estes Valley that always need
to be retained?
Gateway to RMNP; not ski town or winter resort town. RMNP is the most important feature.
enormously in the past 50 years, and it will likely continue that way.
Small town feel. Versus Breckinridge/Aspen (avoid pretentious lifestyle). Estes is a small town
with family-feel to it.
Enjoy mom and pop restaurants and locally owned restaurants. But also have upscale options.
Still accessible small-town community.
Accepts that change happens. Maintain access to the National Park.
Natural environment. Certain distinctive character. 70s-80s added a lot of tourist attractions,
gimmicky, but they died out and the town gravitated back to core values. Diverse architecture
and unique blend of character that is funky. Variety
-
character, modern-classic architecture. Does not want to see this happen. Redevelopment has
historically been driven by natural disasters rather than market forces or economic disasters.
Would hate for EP to become a playground for all terrain, motorized vehicles and OHVs.
The rural character
The land need to preserve natural spaces and trails and access. Not allowing much more
commercial development.
Access to RMNP and the national forest.
2.What are the biggest issues facing the Estes community? What are issues that might arise
in the future if not addressed now?
High property costs and no workforce housing. Exacerbated by the loss of homes from fire.
$600/sq foot to build in Estes? Need to be forward thinking about this issue. Work with
community developers and builders to provide the housing we need.
Lots of challenges: #1 is affordable housing for young families and workforce. Need to address
this forcefully to get the affordable rates.
Environment and sustainability; individual cars from tourism and commuters coming in. Need
mass transit coming from Lyons and Loveland.
Expansion of transportation and transit in the winter, too. Including biking and walking.
Separate facilities.
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Long-term sustainability social, economic, and environmental. Avoid significant degradation
of our resources and community.
people moving here. Reluctantly supports increased density and building heights.
and available to everyone.
Climate change issues. Mitigate vs. adapt. Stormwater mitigation system (very expensive).
Better planning coordination with RMNP (what does that look like?). Town needs to coordinate
with it better and stop trying to be an alternative attraction to the national park. RMNP should
drive visitation, rather than the town trying so hard to attract visitors. Complement the park
rather than compete with it. Four season economy notion is misguided because it will
Visit Estes Park presents the town as in competition with other Mtn. Towns. This is the wrong
view. Each town has its own attractions and amenities unique and distinct from each other.
Stop trying to be a ski town. Focus on your own assets and strengths, rather than besting other
towns.
o Examples of competitive enterprises (compete with RMNP): the mountain coaster;
Town keeps trying to get a performing arts venue established but has failed. The
existing event center has not been a financial success on its own merits. Not getting the
caliber of events and performances required to attract people from the front range.
o Examples of complementary business to RMNP (hospitality businesses such as
lodging). Gemstone stores (great fun), ice cream shops, taffy stores (market limits the
number of these in town). Via ferrata (new and respectful).
Volume of traffic during tourist season. major lack of alternative transportation aside from
vehicles. Not bike friendly. This could be a major way to reduce congestion and pollution.
Recognize it is not a ski resort destination with slopes for skiing or MTB. But there are mountain
bike trail opportunities. This would be a great complementary activity to the national park.
Riverwalk on (Big Thompson) needs repair/update but was a fantastic amenity when it was
added years ago. Continue the sense of place investments like seat-walls, sidewalk dining.
Trophy houses all along the scenic highway and now the growth is destroying the environment
and rural character and the viewshed of the peak-to-peak byway.
The town trying to be a year-round town has caused problems with needing housing and
employment that pays a living wage.
Less development, more conservation.
Visit Estes Park needs to stop funding so much marketing and promoting the area. The valley
r budget to improve the community
and invest in physical infrastructure or tangible improvements.
Parking, lack of housing, lack of childcare, lack of workers to fill jobs.
Same as destination towns everywhere: housing availability and cost. Foster resilient, more
well-rounded economy, not solely based on tourism.
Money to maintain and update infrastructure is a huge challenge for EP. Tax revenues used to
promote more visitation thru Visit Estes Park needs to be used for infrastructure. Evaluating
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basic needs and adjusting spending is lacking.
3.What big opportunities and ideas should the new plan consider?
Conference & event destination: outdoor conferences, athletic events. More year-
round/shoulder-season events. Lower cost than ski resort towns. Closer to Denver/airport. At
existing event space and other hotels and the Stanley.
RMNP is greatest asset and visitation buffers the town from domestic economic recessions;
protect, steward it well. No need to expand the town.
Like the roundabout near the Stanley and thinks it helps with traffic.
Form-based code or code to protect the distinct architectural character of the downtown.
Pocket parks, walkability. More park-like spaces.
Big developments should have to provide employee housing on site.
Huge potential as RMNP gateway community to educate people on environmentalism and lead
the way in sustainable practices from business (stop using plastic bags, Styrofoam, etc).
viors that continue
to degrade it.
Need more representation from younger professionals and Latino/Hispanic community on town
boards and committees. Have to be able to afford to be on the town board by having time to
commit to it (i.e., not having to work all the time). What about a stipend to support this
participation from working-age people?
4.If you left Estes for 20 years and came back, what would you hope to see?
Infrastructure and roads improved.
Above-ground powerlines underground.
Modernizing utilities.
Bond Park centered as a gathering place. Centered around downtown. Services downtown.
Not room for growth, but modernization.
No tall buildings. Keep height limitations.
No chain stores or hotels.
It may have changed, but still fundamentally the E
character/mentality.
ECONOMY
Opportunity for smaller grocery/pharmacy. Smaller grocery store alternative to Safeway.
Neighborhood grocery.
Family-friendly, cheaper food alternatives like Chick-fil-A. Many restaurants closed 1-2 days per
week in winter.
Nice to have a few retail stores that are more standard household goods
Too many t-shirts shops and junky tourist shops. Streetside cafes and more outside dining
where possible. Sidewalk dining widen sidewalks. More bistros, upper scale dining
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HEALTH & SOCIAL
High quality childcare for all ages, especially for youngest children.
Public-private partnership, incentives for new private companies, or new spec buildings. Need
actionable plans. Must be affordable for working families.
There is only one daycare. Not sure what the solution could be. YMCA does provide childcare
If providing childcare, provide senior services as well. To not do so is ageist.
Very few choices for renting out a pavilion or gazebo for a gathering. Perhaps at existing parks,
rather than new parks. Upgrading and adding amenities to existing parks. Town does a great job
with parks. Better promotions for the park and the rules and regulations/availability. Improve
what you have.
Smaller neighborhood parks and green space
Appreciate the permits and limited access to the trailheads and RMNP that has reduced
onslaught of tourists all at one time.
Library and Rec Center as great community fixtures that really support the local community
through their programs enhance quality of life. Brings people together. Same with the
Seni
senior center building. Seniors depended on the meals and seeing and engaging with other
people. Meals no longer provided.
NATURAL RESOURCES AND HAZARD MITIGATION
Need solar incentives and more emphasis on enviro friendly policies like making recycling
easier and educate people about it and all environmental impacts. Invest in better equipment,
such as better cardboard compactors, to make it easier to recycle.
The
or weed ordinance. Very much support stronger regulations AND enforcement. Larimer county
is good at enforcing and the town is not. Inconsistency with the Town.
Weeds are a huge issue. Need weed management to be part of the building/soil disturbance
process, need enforcement of the weed ordinance to address Cheat Grass that grows in
disturbed soil. Cheat grass is a highly invasive grass that kills all the native vegetation, and this
This is the grass that turns brown and fuels megafires.
YES - Tension between economics and conservation. Lack of affordable housing causing people
to commute in to work. Sale of single use plastics in the town for convenience for visitors, but
the town should be stewarding preservation of RMNP and the area.
Invasive plants and weeds need requirements for property owners to limit the spread of
staff to enforce the regulations the way it needs to. Need an educational component for
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the town has regulations on the books requiring night-friendly
outdoor lighting for new development and remodels. Noise pollution coming from wedding
Need wi
habitat or migration corridors. This could use a plan to identify the corridors and incorporate
into the development review process.
Need to reduce or ban single-use plastics: bottles and plastic bags.
In alignment with supporting making a difference with climate change Estes Park should ban all
plastic bags- that will also help with plastic trash. When I was in India a couple years ago at one
of their national parks- a lion preserve -all plastic was banned including plastic water bottles.
Need to have a permanent sustainability committee and embed institutional changes to the
plan. Seek grants more aggressively (staff position). Funding a permanent sustainability
coordinator for the town.
Concern in the taskforce that the plan will not truly incorporate a sustainability model.
Sustainability and resilience are not the same exact thing.
EV watershed coalition, Wandering Wildlife Society group focuses on keeping wildlife and
people safe and prevent dangerous interactions. Elk and Bear outreach/education. Need the
comp plan to include wildlife corridors carved out to maintain connected alongside the plans to
develop land.
Need a program that encourages renewable energy.
recycling. NEED CURBSIDE RECYCLING.
Need a community wide compost facility for yard debris and green-waste.
Concerned about fires and climate change. Have opportunity to educate people/visitors on
climate change and environmentalism murals and artwork. Cigarette butt education (fire
prevention) -educational interpretive signs on the
riverwalk.
Litter and fire education for visitors.
TRANSPORTATION
Great, walkable town. But there are a few areas that need crosswalks & lights, beacons for
crossing:
o Hwy 7 & Carriage Drive, Improved Crossings to provide safe access to Scotts Pond
playground for the neighborhoods on the opposite side of the streets. Small crosswalks
are not lit and there is not signage; 45mph speed limit requires higher visibility for
pedestrians
o Areas on Hwy 34 near Lake Estes Resort and the Lake Estes Park areas -connect the
park to the distillery & other attractions with safe crossings. Especially where speeds
increase to 40 mph.
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Downtown is well planned for, but complete streets needed and extended to town limits as
much as possible. Most full-time residents live just outside the town and we need sidewalks,
bike facilities that connect to the town system. Especially with the advent of e-bikes.
Along Moraine Avenue up toward
Fun City to the town limits. Connect YMCA to downtown via sidewalk. More sidewalks on
Westside of town. 66 & 34.
Concept of the loop (conversation for 8 years). Should add center turn lane to Moraine instead.
The loop is a FLAP grant (funded) through CDOT to make main roads through EP one-way to get
visitors to RMNP faster. 80% of community is against this, but Town trustees went ahead with it
anyway. The loop is the biggest thing that could change the character of the town. The town
Do have a lot of opportunities for walking and pedestrians but need space for bike facilities. E-
bikes could be very popular. Parking garage on town hall lot for tourists. Hundreds of J1 workers
in summer always ride bikes and need facilities.
Need enhanced access and experience with the physical environment via bikes and
walking/hiking access to RMNP. Ability to get into national park more easily without a vehicle.
Town needs bike infrastructure bad. Need to go from east of town to the park. Both 34 & 36
corridors. Multiuse trail around the devils gulch and dry gulch (form a loop).
The trolley for tourists does not serve locals.
Need senior/disabled transportation service.
More walking trails like around the lake---very popular and well used. Need more multi-use paths
that connect to destinations.
HOUSING
Does the current housing in Estes Valley meet your needs? If not, why?
vacation homes) removes from the available housing stock. What was once available for
residents or workers is now short-term vacations homes. Town population has doubled, but no
Commuting not ideal.
No, housing is unaffordable and the families she works with struggle to find housing even with
dual income homes. Disconnect between the decision makers and the people who make the
town work and the lack of places for them to live.
Works for the EP Housing Authority. Have to be open and willing to approach solutions by
o All for regulations that have been proposed recently: Adding ADUs as a permitted use in
one of the specific residential zoning districts.
Fix zoning: E1 requires that lots are 1 acre and in actuality, the lots are a quarter of an
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it did, it would result in
a lot less available housing on that land.
No, need housing that meets the needs of the citizens (not out of town investors and tourists).
Need a valley-wide strategy for this.
Need housing for working people here that is TRULY affordable.
Market-driven affordable housing is the solution. Govt. is a lousy developer. Incentivize this type
of housing development through reduced tap fees, pay for infrastructure to an extent, reduced
permit fees, density bonuses.
EV allows density bonus for designated workforce housing in RM/multifamily zoning. To be
designated, one of the people living there has to be full-time employed in the Estes Valley. BUT,
o enforce
this.
Need housing for working people, professionals.
Town is about to pass ordinance that will allow up to 800sf detached unit, although will be
difficult to do because of setbacks on lots, etc.
Yes -
they work. Physical limitations to growth. Does not want to see EP become a Denver suburb.
Need to be realistic. The town is unrealistic in thinking that growth is a desirable outcome. Think
environment how people get to EP. The Town is not obligated to provide housing for ALL
workers. But a better, reliable public transit system would help workers get here.
o
does. Their planning documents are the same. EDC has convinced the town that they
responsible growth.
o ED such as bringing in low-impact industry like outdoor gear manufacturing and more
remote workers (year round) is a ba
adding tons more residents. No space for big box stores or new schools that would be
necessary for adding ten thousand more residents
I don't think there's any objective proof that "sustaining the quality of life we currently enjoy
depends" on arranging, somehow, for "those who work in our community to be able to live here
as well." \[quotes from the Trail Gazette, Jan. 04, 2022 article\] In fact, I think it could reasonably
argued that the quality of life we currently enjoy requires nothing more than maintaining the
status quo. This is not to suggest that we should discourage workers from living in EP, just that
it's Faulty logic to claim that it's essential.
o In fact, I'd argue that the primary beneficiaries of a local workforce are the businesses,
who can expect to be able to pay less for folks who don't have to pay to commute or pay
market rates for housing. Again, this isn't to suggest that there's not a benefit to the
workers themselves, just that the reasoning doesn't hold up.
o Second, the articles state time and again that the affordable housing problem in EP
goes back decades "at least 75 years in these \[EP Trail Gazette\] pages", longer by far
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than an affordable housing problem has been recognized nationwide. Yet "it seems to
have come to a head recently with new and unprecedented urgency." It seems
reasonable to conclude that the origin of the problem is not so much that there is a
crisis in EP as that there is now a crisis everywhere, with the result that people who
used to be able to afford to live elsewhere and commute to EP now cannot afford to live
anywhere.
o Third, the whole series of articles treats workforce housing as a problem independent of
other considerations, giving only lip service to other implications that you and I
discussed adequacy of roads, water (a big deal), electricity, schools, local shopping,
etc., etc., etc. There's no real acknowledgement that some basic limits may apply and
that the build-out they call for is unrealistic.
o As I said on the phone, the affordable housing problem nationwide is frequently, and
compellingly, attributed to the growing "wealth gap" in America. I tend to buy into these
analyses. I'm one of the lucky ones, who can afford not just one house but two, one in a
decent suburb of Boston and the other in EP. If I was starting my career today rather
than almost 50 years ago, I'm not sure I could look forward to as bright a future. My
own advantages were mostly gained in the 70's, 80's and 90's, and we live in a different
world, economically, today.
o The authors of these articles propose a solution based on a new accommodations tax
and construction of new affordable housing units. Save for all the collateral damage,
this might be a plan, but the prospect of collateral damage (and the loss of the Town as
we know it) is very real.
o So, I have a different idea. How about if we take the new tax money and use it to buy up
and rehab (not expand) existing properties? These might be single family homes. They
might be existing apartment blocks. They might be existing motels. All of these would
be used for workforce housing without expanding the residential footprint at all. There
might be minor infrastructure impacts (residents have different needs than visitors, so
motels converted to workforce housing would impose different loads on the
infrastructure). The plan would rely entirely on open-market transactions, with no
discounts, incentives, or whatever, to muddy things up.
o As another thought, the Town could use some of the tax money to directly subsidize
housing costs for its workforce. This might come in the form of subsidized rent or
mortgages, or it might come in the form of property tax relief offset by the new taxes.
o I suspect there are a million reasons that the Town would oppose either of these plans.
Not the least of these reasons is that these plans don't involve much in the way of
development economic activity that the Town and its opinion leaders favor. And it
doesn't include the prospect of increased property tax revenue in the future, as does
new development.
o There is one major reason that such a plan is desirable, though: it is the least disruptive
way to attack the affordable housing problem.
o There is another approach, too, which would meet with howls if suggested: EP business
owners could pay their employees more. (It stands to reason that employers in a
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community where it's expensive to live should have to pay their employees more,
doesn't it?) This, of course, is easy for me to say as a non-business owner, but I think it
reflects reality. (BTW, business owners elsewhere should pay more, too. The fact that
businesses might be less profitable. They might have to increase their prices and lose
some business. They might have to eat the cost increases and just take home less.
Some of them would probably just give up. Life is tough, I guess. (For my part, I think
increasing pay is actually more powerful, in that it benefits both those employees who
choose to live in EP and those who choose to commute. I suspect that better pay would
actually attract more commuters.)
o One last thought: I mentioned that I think the EDC is a bad influence on the Town
government (at all levels; perhaps worst of all on the Staff). The EDC and the Town
government seem to think of economic development as a goal. It should not be. The
point of economic development is to foster quality of life, which is the true goal.
Economic development provides opportunity and money, both of which can promote
quality of life, but it comes at a cost. The tricky bit is to figure out when economic
development, both in general and in the specific developments, is really a net benefit or
a detriment.
How should the Town focus on adding new residential units infill in existing neighborhoods
(where possible) or entirely new residential developments?
There are areas where land is used inefficiently. Ex: amusement park occupies prime real estate
for new housing. Dilapidated strip malls are inefficient use of space being only 2 story. Perfect
opportunity for mixed use. How can we cast the vision for this? Need to be bold and aggressive
and assertive. Control our future rather than letting it happen to us. Need vision for what the
town will look like architectural aesthetic, rebrand? Fears that town will be too complacent.
Corner of Elkhorn and Moraine building Indian Village now closed. The building was sold to
a pub-owner and was going to raise the rent on the souvenir store and people were upset, but he
was only raising rent to current market value and to be able to improve the building.
The increase in building heights for greater density.
New multi-family housing near the intersection at the light on 34. Not in older, established
neighborhoods, but all for it.
Need to be creative. Tiny-house, bungalow courts. Quiet the Nimbys. Need greater density. Fish
Hatchery housing project, and housing authority. Need more support from County to build
outside of town limits.
Need housing for year-round AND more seasonal. A mix of both. Need the town to reduce
restrictions on setbacks to make it easier to add ADUs, especially in downtown neighborhoods;
or waive the permit fees to ADUs. Have now increased height restrictions to allow for more
residential units in upper stories. Need to be more creative and think outside the box. Develop
incentives for failing hotels to convert to long-term housing.
Fish hatchery project will provide housing. ADUs could definitely help.
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No. need large lots everyone needs space. Density does not provide a high quality of life for
workers to EP from outside town.
Big advocate for infill. Need to stop allowing development on the fringes.
Would you support new residential units in your neighborhood to provide housing for workers
and year-round residents? If so, what form should infill housing units take? (granny-
flats/mother-in-law suites; detached garden cottages; conversion of large single family homes
into 2-3 apartment units?
YES need all (including new greenfield development) and need to be done well. Needs to be
regulated.
YES need small infill apartments (rather than greenfield). To protect the natural environment
from more outward development sprawl.
Would support this, but reluctantly. Need a grants coordinator/administrator as a permanent
town position these could fund affordable housing initiatives.
Yes, this works. Density works. Strong sense of community is a secondary benefit of denser
neighborhoods.
Reduce restrictions on ADUs and make it easier (allow them on smaller lots, etc.)
Need a mix of housing choices whether attached or detached multifamily, condos, apartments
Definitely not.
Should there be any regulation on new dwelling units to limit or prohibit short-term rentals?
y cabin properties should be converted to more efficient use of space.
Collect occupancy tax on vacation rental homes. This is a source of the affordable housing
crisis. Too many short-term rentals owned by out-of-town residents, prices out year-round
workers. Out of town absentee owners operating short-term rentals should be severely limited.
a max number in residential zoned areas including multi-family. No longer issuing permits for
short-term rentals and are no longer allowing a waitlist for STRs and now those homes are
exponentially more valuable. Suggestion: add an additional fee to STR renewals and use it to
pay for a part time code enforcement to focus on STRs. *STRs that require permits on the ones
that do not have a permanent resident living on-site. ADUs that are STRs are not treated the
same as STRs that stand alone as 100% vacation rentals.
s
currently and need more enforcement against disrespectful STRenters.
Doing away with the waiting list and transferability of the STR permit compounded the problem
by making permitted properties all the more valuable.
Recognize that STRs are part of the economy and allow employment of workers at $22-
$25/hour.
YES -time family living in the home next door, but they have
to rent by the room to pay their mortgage.
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Every new vacation rental takes housing from workforce.
FINAL COMMENTS
Our town council needs to be wise, but bold. Treat people equitably.
need to make more money to live. Ex; Former UPS store employee left to go work at a restaurant
at the Stanley for $30/ hour.
Estes does a lot right and they do a great job of communication especially for a small town.
Love it here.
Sustainability: we need to do better with waste management and disposal. It is more expensive
to recycle than throw-away. Need composting locally without hauling far away. Incentivize
recycling with lower rates and higher rates for landfill trash
the community.
We need year-round residents who invest in and engage in the community.
Remote workers exacerbate housing crisis, by taking available housing for other workers with
lower-paying jobs who then have to commute to the valley.
Everything seems to be a controversy these days.
Rustic, but the town is maturing. Council needs to pay attention to ordinances that protect the
harmony and safety of the community. Such as clean-burning stove requirements (need one in
Estes Park). The recently adopted noise is helpful in protecting the neighborhoods from
vacation-rental disturbances. Sustainable and neighborly behaviors as cultural norms.
Open space/green space is good to maintain. Intersection of 66/34, logging operation. Wide
range of quality of establishments some in major disrepair or poorly constructed or gimmicky
architecture to very high-end. Address through zoning regulations and form-based code.
Waste transfer station/public works yard is highly visible. At least they could screen it with
landscape buffer.
Beautification is lacking and need attention to the gateways into town. Love the stonework for
signage.
developed as it can be.
All decision making by Estes Park elected officials has been guided by business and economic
decisions. Concerned about visual impacts to the Peak-to-peak hwy. 7 corridor with
development in addition to the impacts of natural disasters. No viewshed consideration for
siting of mega-homes.
The last 25 years of Estes Park have been a disaster. Hopeful for the future described in this
plan.
Need to reconcile the preferences between the retirees and the younger professionals and
families.
Need to focus more on the needs of younger fam
future for the town with no one in it and only tourists.
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Evaluate how to more efficiently use empty buildings (public and private) rather than
constructing new.
Honor the past and agreements with landowners and ordinances. Take care of citizens and
taxpayers, first and foremost.
About 50 homes in the neighborhood have very shallow water lines.
Boulder has a greenbelt around it that is appreciated, but also creates limits on housing.
EP could have higher density, taller buildings in appropriate places to keep development
compact. Conservation cluster approach to development. Infrastructure to support the growth.
GENIZARO AFFILIATED NATIONS TRIBAL COUNCIL LISTENING SESSION
Historic displacement from their former summer residency and sacred fasting place
accountability
Trying to exist despite centuries of violence and genocide
Hope to see a return to balance
Want unfettered access to EP during the summer for ceremonial spaces, rituals
Ceremonies connect us, despite separation, to the land and each other
o Old Man Mountain used to be a site for vision quests
Reconnect in a meaningful way again here- not implying the need to own land, but would like
access to it for ceremonial purposes
Want to be able to manage ceremonial fires without heavy-handed regulations
Want to be able to use drums as part of our ceremonies
Co-sponsor events with us, and cultivate a new relationship with the tribes (pow-wows, etc.)
Planting and use of some plants is sacred- want to work more closely with park rangers to
educate
A respectful relationship with the forests and better overall management of the resources it
protects (water, air, wildlife, etc.)
A better understanding and respect for the land, water, and air
Want to plant and pick our own medicine
Want true action to be taken, not just platitudes, to rebuild trust and accountability
Deeply consider what legacy we want to leave in Estes Park, a sense of self, connection to the
homeland and our ancestors
EVENTO EN ESPAÑOL COMMENTS
Valued characteristics of Estes Park
Peaceful
Tranquil
Lack of violence
The kids are safe here
Great place to raise a family
People are nice
Lots of opportunities to volunteer, if we had time
The schools
Good recreation and outdoor opportunities
People have the opportunity to share their point of view
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After school activities for kids
Help with education opportunities and scholarships, community college
The size of this town is perfect
Scale of building density
People are free to value their culture as much as they value being in America
Lots of talent and passion in our community
Pride in our culture
20-Year Vision
Continue how we are
EP needs to protect the workforce here, and we need quality housing
Value for the labor force
A natural place
Necessary commodities are more affordable- i.e. food
Greater equality
Better housing options
Quality jobs for our kids
A better future for the children- education and jobs
Need more security and safety for everyone
Better insurance options to be able to afford rent, etc.
jobs to pay rent
Investments made for locals, not just tourists
More diversity of culture here
More participation in meetings and events
More diversified cultural events for the public, especially in the summer
Keep the focus on working people
Allow everyone here to live the American Dream
Treat all people equally and with respect
Quality of life and access to opportunity increases
Bilingual communication
Dignity for all people in EP
Respect for Latinx residents who need more of a voice here
Better options for childcare, more affordable
More opportunities to be involved and have meetings like this on a regular basis
More voices are heard and more information is shared with us
Current Challenges
Understanding the rules and documents with housing is challenging- landlords benefit from this
Poor conditions within housing available, but very high rents
Information is only available in English
Lack of diversity in leadership
Event
Working multiple jobs, no time to relax or get involved
Documentation and language barriers (drivers license, passport, bank accounts)
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Health issues are ignored due to high cost of treatment
Basic provisions are so expensive
Over-crowded housing
Needs
Childcare
Housing
More Latin-x participation and leadership
More year-round jobs with better wages
Improve the safety net for vulnerable people
Stable housing for longer than a year
Want a mortgage, not a lease
Support for youth
VISIONING MEETING-IN-A-BOX / SMALL GROUP MEETINGS RESPONSES
20-Year Vision
Without a clear and concise vision statement (to ease memorizing), people resort to their
personal default vision.
As the gateway community for RMNP, Estes Valley is a model for living in harmony with the
natural environment that people come to experience by employing environmentally sustainable
practices that provide for the residents and the ecosystems to thrive, while educating and
serving visitors.
Proximity to public land
Protect views of protected open space, especially the hillsides
Use alternative transportation to get around all year
Envision not needing to drive or being able to use one mode of transportation (not a car) from
one end of town to the other safely
Access to walk and bike to stores and parks for all ages
Less pollution (including light and emissions)
Dark skies
Preserve wild spaces
Good stewardship of the land to create the environment we want to live in
Balance tourism demands
Preserve the sounds of nature
Grow our own food
Strong sense of community and getting to know people
Green energy and solar
Walkable areas and expanded bike trails
Water conservation and fire mitigation strategies
Housing affordability and accessibility for low income and families to utilize
Accessibility to nature
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A quaint tourist town and a gateway to the park, with little corporate stores and year-round
small businesses
People come to Estes Valley to experience the natural environment as well as to learn about and
experience environmental stewardship and sustainability in action.
demonstrate this are dismissed.
The town, businesses, organizations, school district, and health services are exemplary as they
work together to educate people and provide them with that direct experience.
A focus on sustaining the natural environment provides the area with additional resiliency to
Infrastructure and structures are constructed to be environmentally focused - reducing energy
The carbon footprint of Estes Valley is zero. The valley has been weaned of fossil fuels, relying
on green energy. Reduction, reuse, and recycling are the lifestyle.
Many new businesses have arisen to support the environmental and sustainability model.
There is an abund
and excessive waste to be healthy.
The population of Colorado continues to grow, but, by imposing limitations, in Estes Valley the
natural environment has been preserved and people have opportunities to experience the
er without the ubiquitous inuence of people.
Land with existing structures has been redone for environmentally sustainable human use (or
returned to its natural state), but additional land remains undeveloped - preserved and
protected.
Residential housing is for the people who work here and/or are full-time residents. Short-term
rentals have been phased out and are restricted to resorts.
Lodging, restaurants, commercial businesses and services are along the highways 34, 36, and 7,
with residential areas going from more dense to less dense as one moves away from the main
highways.
Except for a few historical buildings downtown, buildings are limited to 2 stories and being
unobtrusive to preserve views and the natural environment experience.
Natural habitat and open space are liberally interspersed with human spaces to provide for the
needs of other natural organisms as well as people.
The downtown area as the retail focus retains its quaint, historical charm while aligning with the
vision.
Bike/pedestrian paths connect parts of the valley to each other, the schools, and RMNP.
Crowds of visitors are well managed to provide their experience with the natural environment
without negatively impacting that environment.
Estes Valley is a safe place - with people living in harmony with the environment and with each
other.
Bring demographics together and avoid isolating different cultures
Like the low-r-story buildings
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Want better transportation between Town and RMNP
Integrate and interface with RMNP on traffic issues and create a hub at the park with regulated
transportation
Reduce congestion in town with more shuttles, especially during peak season
Renew the Intergovernmental Agreement (IGA) between Estes Park and Larimer County.
Land-banking for affordable housing
When you look back on this process in the future, what would you regret not doing?
The climate is changing - as much as we may want to resort to past practices or maintain the
status quo, we must change how we do things to mitigate the damage we are doing to our
planet.
What we do in Estes Valley aects those communities downstream from us. The more that we
can work with nature, the better it will be for everyone.
Assumptions that need to be questioned:
o Estes Valley needs to grow in population to accommodate the increase in the number of
people who want to live here. (We need to preserve and protect our natural environment
- for the wildlife and for people to be able to experience for the aesthetics and for
therapeutic value. Otherwise Estes Valley will lose its natural environment and look like
a mass of high rises and houses.)
o Those who want second homes here have a right to purchase one. (People who work
and are full-time residents should have priority access to available housing.)
o Home sales are governed by the marketplace, going to the highest oer. (This only
exacerbates the high cost of homes, making them only available to the wealthy. What if
certain neighborhoods \[e.g. Carriage Hills, Lone Pine, The Neighborhood\] were only
available to local workers of a certain range of the AMI? Consider the mode for
workforce housing that America West has.)
o People can do whatever they want with their property if they have the money to do so.
(Only if they can prove it aligns with and advances the vision.)
o Despite rising temperatures and recurring droughts, there will be enough water supply
(surface and well) for an increase in population and visitors. (We need to prevent
overbuilding for sustainable services - think Colorado River water allotments made
when there was more water available.)
VIRTUAL VISIONING WORKSHOP RESULTS
What is one thing you value about Estes that you do not want to lose?
Peopleeverybody is happy to be here, helpful, kind with a generous spirit, people help each
other out
Natural beauty
Estes is a unique community
Character
Lifestyle
Historic heritage
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Estes is a unique place to be
Wildlife
Community spirit
History
Sense of community
People working together to create the place we live
E
Would not want to lose closeness to nature down the highway 7 corridor
Home amongst nature environment and wildlife is preserved and nurtured and recovered, and
What do you want Estes to be in 20 years?
The beauty of the place and the people
Environmental, social and economic sustainability
Feel a sense of energy
A model town, where people work together to sustain the environment
Art, music, locally-owned business
A vibrant, creative, energetic community with community spirit
Energy, enthusiasm, flexibility
Estes Park residents take care of ourselves
No chains (restaurant, retail, etc.)
That educational system is a priority, along with housing, sustainability
Old foundations/facades remain, use existing foundations but build/move forward as well
Home among nature
Preserve wildlife
Flood mitigation downtown
Improve aesthetics along Highway 7- URA?
Housing for the working class
Community with homes, schools and families- a full spectrum of incomes and sustainability
considerations
An economy that supports generational diversity
Attract jobs typically in the metro area (call center, remote service industries)-need broadband,
energy and housing to support it
Stable property values and dynamic options for property ownership
Make community safe as possible with fire and flood mitigation and preserve wildlife
Land stewardship
Provide housing to accommodate a diverse, multi-generational, multi-economical, multi-ethnic,
sustainable town.
Nature and the easy connection to our glorious outdoors
Easy access to nature
Lots of friendly people
On a sustainable path for economic equity. Environmental stability.
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Friendly and easy access
Community events and traditions
Friendly- everything within 5 miles
Nature, mountains, beauty, green, easy for climate change
More affordable housing
Servants of our environment not just a place to collect revenue.
Estes Park will be a premiere destination community, welcoming everyone. Infrastructure that
supports residents and visitors - lots of them.
On a sustainable path for economic equity. Environmental stability.
EP will be a town with business all year round- a balance of tourist and residents.
Maintain and enhance our sense of place given the challenges of climate, price of property and
types of commerce.
Be a leader representing nature as our core
"Stewards of natural environment
Winter businesses
Universities with some branch centers here- education
More educational signs to protect nature
More bike friendly
Diversity of people, want to retain sense of community and enrichment, permanent sense of
community.
A tight knit vibrant community and government that welcomes diversity, embraces and protects
the natural environment and provides key services and opportunities that allow the entire
community to thrive. Not afraid to change thoughtfully.
An economically and culturally diverse community that protects the natural beauty while
supporting middle wage families and workforce.
Preserving the character of our town and the beautiful environment in the Estes Valley is
als.
natural beauty is a given- what kind of community do we want to be- a tourist community or one
that welcomes tourists? Come together in times of need, welcome visitors
preserve the Town's character- beauty, sense of community, environment
Preserving the character of our town and the beautiful environment in the Estes Valley is
People come to EP with a purpose. Want an honest, caring, collaborative community that does
things together in good and bad times
Outgrown the old EP, don't miss the Elkhorn/Moraine Christmas tree!
Sense of community. Many people here care about our community and want to contribute to it's
welfare and success. Volunteerism.
Mountains, forest, wildlife brought and keep me here.
Keep what we love and make it even better!
In 20 years: mountains, snowpack, water, live trees and animals. As beautiful then as it is now.
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A tight knit vibrant community and government that welcomes diversity, embraces and protects
the natural environment and provides key services and opportunities that allow the entire
community to thrive. Not afraid to change thoughtfully.
Tourist economy, what do we need to diversify the economy, including different kinds of
businesses. (Craft beverages, outdoor industry, remote workers with $)
A community that is thoughtful but not afraid to change and knows how to change without
damaging the elements that make this town attractive to the entire community.
Sense of community in 20 years is what I appreciate.
Ways to mitigate effects of climate change and maintain the quality of life.
Year round residential units to support a sense of community. Visitors are beneficial, and we
have more amenities than a typical small town (hospital, schools). Diversity is key
Retain the sense of community.
Take steps to mitigate the effects of climate change such that our beautiful environment is
maintained.
Move closer to a year-round economy not based solely on tourism.
EP as a leader in sustainability, in all aspects of the term- social, environmental, economic
Diversifying businesses, how to do it better and year-round.
Young families are critical.
A more diverse population with younger and working-age families. More people of color as well.
While still providing for the needs of our seniors.
How to bring kids back to town when they leave for school, jobs, etc? Be opportunistic
Tight knit government that represents the entire valley- achieve common goals
Young workforce has left in the last 10-15 years. Need to find ways to bring them back and
house them without losing the charm of EP.
Full playgrounds and kids!
Diversity of people- culturally, racially, ethnically, etc. for a richer context here.
sms
provided by residents and visitors.
Housing should fit into an overall plan for zoning such that new housing is placed in appropriate
areas.
Solar panels on workforce housing
Renewable energy powering town buildings
Downtown master planning improvements
Better recycling & composting
Diversity
A community that welcomes ALL
Stop destroying lands. Sustainable way of life.
Pedestrian & Bicycle friendly community
Mixed use
Air and water quality
Vibrant, robust downtown that serves residents and visitors
Workforce housing
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Fflood migitation in downtown corridor improved blighted area on Hwy corridor additional
housing for working class that is close to town and local amenities
Community with schools - regular town more than a destination community with full
spectrum of incomes and backgrounds balanced and sustainable
This is a real place, does not want to see is skewed towards a high-end resort community
enough mini golf and slides - a second grocery store would be good.
Generational diversity with an economy that can support younger workers. Businesses that
attract workers based out of Denver, Boulder, etc. with Zoom economy. Make it an attractive
place so we can support those types of industries. Perfect place for call center. Broadband
would need to be in place.
High-speed broadband is important to allow people to work from home
Property values are a fundamental issue housing needs to be for families factors that figure
into our attitudes should be made known
Missing middle housing demographic has changed so housing needs have changed. Not just
income based, but also housing styles. Need to be more creative with how people want to live.
Resiliency Themes (Housing, Infrastructure, Natural Resources, Environment)
Need to maintain the workforce in the Valley
Funding mechanisms that can be implemented are important to build additional housing
Creative housing strategies are necessary, WFH downtown and near downtown, ADUs, seasonal
housing
Build up and around Estes Park (Glen Haven, etc)
Utilities and infrastructure are needed in areas identified for housing-any federal funds?
Land swaps?
Promote good redevelopment in commercial areas
Green building strategies to also attract new families if affordable
Transportation solutions also needed- rideshare, Bustang expansion?
Broadband needs to expand
Solar energy is essential
Housing. Opportunities for vibrant, quality, mixed-income, higher density
Economic and social sustainability, otherwise, avoid becoming retiree-only community
Growth, sustainability
Need affordable housing for hospital, schools, police, teachers
Housing is issue #1
Extreme price increase in housing recently
Increase density to preserve open space
Quality education is key to attract families, so we have a multi-generational community
Mobility, walkable downtown
Natural beauty, recreation
Lack of acknowledgement of Native American heritage. No mention of NA heritage. Not feeling
welcome because indigenous holidays are not celebrated, only Christian traditions. Welcome
everyone, including indigenous
lose views through high density.
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Apply change in a way that is compatible with natural surroundings, sustainable. Plan through
lens of sustainability: triple bottom line Profit, planet, people
Economy and natural resources drive others on list
Education will drive our purpose and help our changes be relevant to what is going on now and
how to enhance them later. Would bring in younger families.
Bicycle and pedestrian friendly
EVs
Preserve our downtown area
Floodplain will make us more efficient
Annexation?
Indigenous connections need reconnection.
Historical, cultural, their ways with the land
Remember our roots
Diversity
Infrastructure- manage residents- tourists- part timers
Transit system needs enhancement
theme needs to focus our
attention on Nature, as the foundational part of the overall reality in our
consider our
something simply given to humans for our uses and applications.
Significant and foundational role that we need to give to the natural world (Nature) in the
context of creating and developing community.
Maintain the small town feeling of Estes Park.
Values the trees and animals. We need to address, with focus and clarity, on the fundamental
problem and clear solutions of and in relation to climate change.
Recycling needs advancement.
Practical approach to include: Improve our ties to nature, green up our infrastructure
(buildings, bike paths/trails, biking and walking accessibility, our impact on climate change,
presence of fires as part of the ecological footprint, community development.
Environment as a clear focus of interest and attention. Emphasis on sustainable living.
Emphasis on keeping and enhancing the community GREENNESS! The community needs a food
co-op and a strong recycling program.
Native Americans need/must be included in the comprehensive planning process as
stakeholders. Estes Park residents are global citizens and need to understand their role as such.
Reduce, reuse, recycle!
Air quality of Estes Park and the National Park must be cared for as primary elements of this
environment.
Keep and care for the clean air and healthy living of this region.
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access to nature, scenic views, support of nature. Also need
social orientation: affordable housing, sense of family, economic sustainability year-round
economy, everything tied to sustainability.
There is a recycling program; it needs improving, but is a good start.
Native people add value, but there is no reservation here in Estes Park. Not sure how they will
enter into the conversation.
Diversity & Inclusiveness
Representation from Indigenous People
Sustainability in environment, people, profit, planet
Renewable energy
Affordability
Accessibility
Embrace positive change
Building outside of Estes proper will make those people susceptible to fires. Get a better plan
together to make areas a safe as possible for fire breaks, mitigation, etc. To make Estes as safe
as possible additional education.
Downtown plan, transportation advisory board, are all doing good things. Estes needs to be a
full-circle economy. There is a lack of stewardship of the land especially invasive species
lots of great work going on that needs to translate from a vision to a development code.
Participation in NFIP plan to increase flood awareness and decrease insurance premiums.
Invasive species weeds are a huge problem all over the Estes Valley.
What are the ingredients of a community vision?
Vision should broad enough to take us into the future. A good vision will help us make
decisions. Not detailed, restrictive.
Managing expectations for growth & development, esp. Considering viewsheds, height,
Vision is overall encompassing idea about a place, community, group of people. The real power
of the comp plan is the physical aspect -- in addition to jobs, services, etc. It can shape the
overall vision of physical aspects of the community.
Sustainability!
Balance. There needs to be a balance to what the residents want and what the businesses need.
What does ep want to be when it grows up? Tourist town or retirement community? If retirement
comm., what sustains public services? Where do workers live?
Anticipation of what may come - not just what's happening now.
We need a long-term vision for Estes Park and the Estes valley and surrounding areas. The
areas just outside the three-mile line are impacted by traffic & tourism. This area is a very
special, unique areas that need to be protected & have a plan
Equitable community input
Long-term outlook; optimism; pragmatism; focus on big picture
One that will be relevant in 20 years from now. One that considers our relationships with rmnp
and the national forest service. One that accepts all forms of accommodations for our guests -
campers, hotel guests, short-term rentals, etc. Smart growth
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Taking advantage of our geographic setting, seeing opportunity in our visitation, serving our
local needs (housing, schools, recreation, services, etc).
Equitable housing opportunities, access to public parks and natural spaces, sustainable
economic growth, public transportation and infrastructure
Generational diversity
Housing is the soul of the community. Without adequate housing for the workforce, balance
cannot be achieved. Businesses need workers that are invested in the community.
Needs assessment for growth for next 20 years
Quality of life for residents, including healthcare, recreation
Acknowledge the increasing impact of climate change on all of us.
Adaptability
Diverse opinions are welcomed.
The vision statement should not be restrictive, rather positive, inclusive, broad, and about the
possibilities.
The only constant is change!
Maintaining sense of place and physical character important. Details of the character - scenery,
ecology, environment, and access to nature.
A unified community
How will we facilitate & encourage smart growth?
Widespread feedback and participation. Diversity.
Long term vision of balance, all voices heard, not just business minded but a quality of life for
all. Please listen to all voices not just the loudest who are focused on money but on the quality
of life
Considering human and environmental dimensions
Services for all ages from childcare to nursing homes.
Favorite line from the 1996 Comp Plan: There is growing evidence that age segregated
retirement development may carry the seeds of their own destruction . . . communities that
maintain a balance of young and old . . . are communities of the future.
Maintain the integrity of neighborhoods in the county.
Conservation of the environment and mitigation of climate change challenges.
A plan that can be implemented and is implemented rather than sits on the shelf.
Economic factors important - need a year-round business to be sustainable. We need to identify
items beyond the visitor economy.
Vibrancy! You can have a sustainable short-term rental community, but it would not be vibrant.
We need greater inclusivity, more young people and children - they bring energy
Please revisit whether or not the Loop is the most beneficial for the entire community. I've
heard from many businesses that the Loop would hurt their business.
climate change, protection of wildlife corridors, living in harmony with the environment and
wildlife, keep attainable housing and resist the lure of profit from the short-term rental craze
I agree that 25 years of progress was lost when the EV Planning Area dissolved. If the Comp
Plan process could foster revisiting the wisdom (or lack of it) of that decision.
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Address the hazards associated with climate change such as increased wildfire activity and
more severe weather.
Health and social - if we don't take care of that, we won't be able address other items. Childcare,
filling jobs will be important for the town -- to enable some of the other functions of the
community. Flourish in those roles.
When the Estes Valley Joint Planning Area was dissolved, we lost 25 years of collective vision.
Unity, collaboration, alignment between political bodies must be part of a collective vision.
Innovative, out the box thinking for downtown Estes, specific to this unique special area -
maintain, preserve, conversation with unique housing/childcare
Unique focus on stewardship to build a proud legacy"
Estes Park must overcome pressure from the real estate complex that keeps vacation/short-
term rentals as the tail that wags the dog. Transfers of vacation home licenses with sales
should end.
Targeted geographic areas for housing and commercial development. Similar to "Smart
Growth"
Comment/Issue: Childcare is the issue - two parents may be able to find a job but can't fulfill
that childcare need. The support system is lacking.
Growth isn't the key issue. The issue is vibrancy. We may not all agree we want growth, but we
can agree we want a vibrant community.
We need a Tiny House community where workers can park a home for the summer season!
Visitor/LC planning commisison perspective as a tourist - interested to know what diverse local
residents want for the vision. E.g., DT Fort Collins affordable housing project for workers
downtown - could that be an example?
Feasible. The vision must be deliverable.
Potential for creative and innovative ways to approach things - such as downtown affordable
housing - in balance with maintaining physical character and gateway to NP important role.
E.g., Asheville NC might be similar peer community.
The Vision should include partners - for example the Fire District is a different gov't entity but is
a key partner.
Estes Park is unique - e.g., can't envision mixed use developments in the single-family
neighborhoods. Need to think outside the box.
Vision should be measurable instead of subjective. The subjectivity leads to diverse
interpretation by administrators.
Seasonal job flux - how do we create a seasonal living situation for that number of people. e.g.,
Branch of university with student housing?
An idea for creative seasonal housing - accessory dwelling units is an idea but it's been debated.
The real issue is growth vs. balance vs. maintaining quality of life.
BALANCE might need to appear at the top of the vision.
Annexation also very important to the vision
Growth will arrive whether desired or not. If nothing else, visitors will come through. Think
about it in terms of -- if growth happens, how and where do we want it. NPS might stifle growth.
Question: Should growth be in the town or up and down the corridors?
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Current discussion in the town for downtown heights, etc., might help a little but there's more
demand. Plus, DT is in the floodplain. Fire protection expensive. Flood mitigation creates
limits.
What about conservation easements on ranch lands? How are those decisions getting made?
They are outside town limits.
Considering human and environmental dimensions
Maintaining sense of place and physical character important. Details of the character - scenery,
ecology, environment and access to nature.
What should the format be for the vision?
Bulleted List = 11 Votes
Short/Slogan = 9 Votes
Which community events would be most conducive for thoughtful public engagement
Which community events would be most conducive for thoughtful public engagement from a broad
group of people?
Fine Arts and Crafts Festival, Sept 18
Virtual Public Meeting
Día de los Muertos, TBD
Pumpkin and Pilsners, Oct 9
Virtual Public Meeting
Saturday at the Estes Valley Community Center
In-Person Town Hall Event
In-Person Town Hall Event
Pumpkin and Pilsners, Oct 9
Scottish-Irish Highland Festival, Sept 10
Día de los Muertos, TBD
Farmers Markets Thursday Mornings
In-Person Town Hall Event
In-Person Town Hall Event
Virtual Public Meeting
Saturday at the Estes Valley Community Center
Scottish-Irish Highland Festival, Sept 10
Labor Day Arts & Crafts Show, Sept 4-6
Autumn Gold Festival, Sept 25-26
How do you learn about Town and County initiatives?
Town or County Website
Newspapers
Town or County Direct Emails
Neighbors and Friends
Posted Flyers
Social Media (Facebook, Instagram, Twitter)
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What are three ways that you will help get the word out about upcoming events for this plan?
Have a schedule that outlines opportunities for engagement
Guest columns in both newspapers
share the engageestes.org website and encourage participation through that
Continue to write local newspaper articles about the Plan process and topics.
Inform my HOA members.
I engage the local community through my business. Open discussions with customers about
their goals and interests and our process will always be my primary engagement role.
Share with close circle of friends, post/share on my social media, ensure coworkers (aka young
workforce!) are looped in and paying attention/participating.
I will share in my social media, my outreach groups, my commissioner community conversation
monthly meeting, I also have conversations on hiking trails and trailheads in the area
If materials are provided, I am willing to speak to Rotary Clubs, PEOs, etc. I need talking points.
Sharing with colleagues, talking with friends/neighbors in different parts of the valley
"Posting on social media.
Incentivize employees to attend.
Communicate with stakeholders in key community groups.
Nextdoor
Conversations with neighbors
Limited email
I can deliver a talk to organizations: Newcomers, HOA, PEO. Also, a dedicated website is needed.
Engage with other groups and committees to share information
Encourage neighborhood residents to attend in person meetings and Zoom meetings to share
what they hope for in the Comp Plan for the town and valley.
Announcements at Town Board meetings (as a trustee).
Writing letters to the editor of the local newspapers.
Emails to my HOA members.
Neighborhood meetings and group email for organizations in which I am a member.
HOA meetings, conversations with citizens, newspapers
"Communication to people based on board memberships and other organizations
Elevator Speeches that can be used in social and business
environments
Inviting people to in person events
Forward emails that are informative
Presentations to various community groups; in person community meetings; continual articles
online and for local print media.
Letters to HOAs to share with their members. This may cover some of the 2nd homeowners.
They are going to be difficult to engage unless they are already engaged.
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BOARD OF COMMISSIONERS/BOARD OF TRUSTEES/PLANNING
COMMISSION COMMENTS
Outreach
Key stakeholders to continue to include: Economic Development Corporation, Northern
Colorado Fire, and the Watershed Coalition
Thoughtful consideration for how Guiding Principles were crafted, but consider how to
reconcile the potential conflicts between them.
Important that the community influences the preferred choices.
In general, BOCC and PC deferred to Town and those with local experience/interest in
Estes.
Choices
Recreation is not listed as a Choices topic and should be.
Built Environment
Supportive of establishing a GMA.
Statutory 3-mile study area is confusing. Requires explanation for why it is on a map in
the plan and outreach materials.
Natural Environment
Climate Change Adaptation should be addressed in addition to mitigation.
Housing
Consider how environmental regulations will affect housing costs.
Natural growth constraints combined with additional regulatory limits could
unintentionally drive up housing costs further. Avoid slanting the plan towards
additional regulations.
five focus areas that are very relevant to the older population in Estes.
Estes has a large workforce population with very different housing needs.
How to address unmet housing needs given the growth constraints? Is this a problem
we can build our way out of?
Include an action to develop a Comprehensive Housing Strategy. The Town will be
initiating a new Housing Needs Assessment and Housing Plan shortly.
Appreciate seeing equity. Evaluate choices through an equity lens.
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COMMUNITY CHOICES
ENGAGEMENT SUMMARY
Table of Contents
Introduction .................................................................................................................................... 3
Methodlogy ..................................................................................................................................... 4
How Was This Information Used?.................................................................................................. 6
Summary of Discussion and Questionnaire Results ..................................................................... 7
1.Natural Environment............................................................................................................ 7
2.Built Environment ................................................................................................................ 8
3.Economy .............................................................................................................................. 9
4.Health and SociaL ............................................................................................................. 10
5.Housing .............................................................................................................................. 11
6.Infrastructure and Transportation .................................................................................... 12
7.Vision ................................................................................................................................. 13
8.Guiding Principles .............................................................................................................. 13
Public workshop - ENGLISH ......................................................................................................... 15
Natural Environment ................................................................................................................. 15
Built Environment ..................................................................................................................... 18
Economy ................................................................................................................................... 20
Health and Social ...................................................................................................................... 21
Housing ..................................................................................................................................... 23
Infrastructure and Transportation ............................................................................................ 24
Public Workshop– SPANISH ........................................................................................................ 31
Overarching Comments ............................................................................................................ 31
Affordable Housing/Housing.................................................................................................... 31
Wildfire Concerns ...................................................................................................................... 32
Information Sharing/Spanish Translation ............................................................................... 32
Sustainability Efforts/Conservation ......................................................................................... 32
Cost of Living in Estes Park ...................................................................................................... 32
Transportation .......................................................................................................................... 33
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Built Environment Considerations ............................................................................................ 33
Equity ........................................................................................................................................ 33
Childcare ................................................................................................................................... 33
Citizenship................................................................................................................................. 33
Health/Healthcare & Education ................................................................................................ 33
EVICS and Mujeres en Conexión Meeting.................................................................................... 34
Environment .............................................................................................................................. 34
Fire Mitigation ........................................................................................................................... 34
Housing ..................................................................................................................................... 34
Healthcare ................................................................................................................................. 34
Public Transportation ............................................................................................................... 34
Childcare ................................................................................................................................... 34
Interactive Online Map Activity .................................................................................................... 35
Other submitted Comments ......................................................................................................... 37
E-mail received May 11, 2022 ................................................................................................... 37
E-mail received May 27, 2022 ................................................................................................... 37
Letter from stakeholder, May 2022 .......................................................................................... 38
Letter from Sierra Club Poudre Canyon Group, May 2022 ....................................................... 39
Full Questionnaire Response report – ENGLISH ......................................................................... 40
Full Questionnaire Response report - SPANISH ..........................................................................
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June 3, 2022
INTRODUCTION
The Community Choices engagement
Participation Overview
campaign took place in May 2022 and
included in-person and online participation
Public Workshop
opportunities that engaged approximately 190
May 12 @ Estes Park Elementary School
Estes Valley stakeholders. This outreach
90 attendees
effort wasthe second set of events and
Discussions in English and Spanish
activities to broadly engage the publicin the
Estes Forward planning process.
Questionnaire
69 responses for English Questionnaire
Stakeholder engagementfor the Community
13responses for Spanish Questionnaire
Choicesphase of Estes Forward wasmutually
guided bythe thirteen-member Estes Park
Interactive Online Map Activity
Comprehensive Planning Advisory Committee
94 pins(comments) were submitted
(CompPAC)and the seven-member Estes
Small-group Discussion with EVICS Mujeres en
Valley Planning Advisory Committee (EVPAC),
Conexión
an existing Larimer County advisory board.
May 19
Both appointed committees includemembers
10 attendees
that represent variousareas of expertise and
Discussion in Spanish
perspectives. The CompPAC and EVPAC
informed the engagement strategyby
applying theirlocal knowledge and insightto
aid in shapingthe questions, choices, and
context for the issues at stake.
The joint Town and County planning team utilized a variety of engagement tools to gather
valuable feedback from community stakeholders to identify and prioritize policy and
implementation opportunities that support and work toward the Estes Forward Vision and
Guiding Principles.
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Note: This report documents the key themes, ideas, and public perspectives presented through the Community
Choices phase to understand which choices are most supported by the community at large. While the summary
reflects a wide spectrum of feedback, agencies, and input, it may not reflect every idea in the Valley.
METHODLOGY
Over the course of the five (5) month Community Choices phase, the planning team engaged
Estes Valley stakeholders through a variety of methods:
Public Workshop (held in English and Spanish)
Online Questionnaire
Interactive Online Map Activity
Small-group Discussion with EVICS Mujeres en Conexión
Public Workshop (English and Spanish)
Approximately 90 Estes Valley community members attended the Community Choices
th
at Estes Park Elementary School. The workshop included two
Workshop held on May 25
simultaneous events conducted in English and Spanish. Approximately 60% of attendees
participated in the Spanish-language event.
The Spanish-language event was conducted as a facilitated full-group discussion with many
attendees completing the questionnaire as the conversation took place in real time.
The English-language event was organized with six discussion stations that corresponded with
each the plan’s six resiliency themes. Each station allowed participants to engage in a small
group discussion facilitated by a member of the consultant team for approximately 15 to 20
minutes before the facilitators rotated to lead a discussion with the next group, allowing all
attendees to discuss choices associated with each topic. Additionally, a map activity station
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250
provided participants with the opportunity to evaluate and comment on a draft Future Town
Service Area Boundary and suggest future land uses for key opportunity areas within the Estes
Valley.
Both Spanish and English-speaking groups were presented with educational information about
each choice allowing participants to learn about the tradeoffs and potential benefits that could
result from each choice.
Online Questionnaire
In conjunction with the in-person Choices Workshop, an online questionnaire in both English and
thnd
Spanish was available from May 7
to the 22providing a digital option for stakeholder who
prefer online engagement or could not attend the workshop. The questionnaire presented
identical questions as those discussed at the in-person workshop including public opinion on
the draft Vision and Guiding Principles. Each question contained linksto additional contextand
information. A total of 69 respondents completed the questionnaire online.
Interactive Online Map Activity
This online tool was intended to gather feedback on Future Land Uses within identified
Opportunity Areas and other locations throughout the Estes Forward Study Area. Participants
could zoom to any location on the map and drag the marker of their choice, representing a land
use category, to place it on the map. Participants were then prompted to provide additional
comments explaining their choice. The placed pins remained available throughout the duration
of the Choice phase for anyone to view. A paper version of this activity was replicated at the in-
person Choices Workshop. In total, 94 pins were placed through the online and workshop
versions of the mapping activity.
Small-group Discussion with EVICS Mujeres en Conexión
th
On May 19, Town of Estes Park Staff attended a meeting with Estes Valley Investment in
Childhood Success (EVICS) and Mujeres en Conexión group. Approximately 10 community
members attended the meeting. The discussion was conducted in Spanish and covered a variety
of topics covering the same themes as the public workshop.
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HOW WAS THIS INFORMATION USED?
The purpose of these conversations was to confirm the Vision and Guiding Principles and
identify community-supported strategies and direction. Feedback will be translated into goals,
policies, and implementation actions for the draft Comprehensive Plan. The candid
conversations with community members also provide context and insights surrounding the
Choices that otherwise might not be formally documented.
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SUMMARY OF DISCUSSION AND QUESTIONNAIRERESULTS
This is a high-level executive summary of key themesthat emerged from the engagement
process. For more detail, see thefull set of comments, and online questionnaireresultsat the
end of this document.
1.NATURAL ENVIRONMENT
Publicquestionnairesand comments were
Key Takeaways
heavily themed aroundliving in balance with
the naturalenvironment and the risks
ADAPTABILITY
associatedin ordertocreatearesilientand
proactivecommunity.TheseincludedSupport for financial incentives to
changes to existing code to mitigatethe
retrofit existing structures to improve
impactsof extremeeventsand improve
fire resistance.
structuralresiliencyand addressing future
Prioritize energy and climate hazard
development through updated design
solutions such as energy efficient
standards and/or reviewsand controlling
buildings, wildfire and flood mitigation.
growth. Thegreatestsupport was for design
Be a forward-thinking community that
solutionsthatintegratednativeplants,
can support a larger population and
flooding buffer zones, and protection against
maintain its current quality of life and
future wildfires.Open-ended comments also
access to services.
include support for preserving more open
Support for regulations that protect
space with therecognition that doing so
wildlife in and around Estes Park.
requires increasing development densityin
other.
Questionnairerespondents supported the solutions above, as well as the following top choices:
63%support increasingopen space/park dedication requirements in the development
design standards.
74%support increasing river, stream, and wetland setbacks or buffers.
80%support further increasinginvestments to proactivelymitigate fire near the wildland-
urban interface through forest management, fire breaks, and property mitigation
programs.
67%support increasingdevelopment regulations to keep property and people out of the
floodplain and ensure space for natural flooding to occur.
70%support developingeducation resources and programs to support community
decision making that reduces resource consumption and carbon emissions; and
planningcommunity transportation, water, and electric systems to reduce environmental
impacts.
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2.BUILT ENVIRONMENT
The discussion at the Choices Workshop
Key Takeaways
revealed wide support for evaluating
opportunities to reuse, repurpose, and
CONSCIOUS DEVELOPMENT
revitalize land within Town limits. Support for
Support for nature-based development
prioritizing redevelopment was echoed in
solutions to improve the wellbeing of
several open-ended questionnairecomments.
both humans and wildlife.
For future land development, the publicis
Desire for change to be ledby town
aware of, and even encourages, growth that
givesnew residents equal access to public
leadership along with interdisciplinary
services and quality infrastructure.
collaboration from multiple sectors.
Questionnairerespondents emphasize
Incentivize homeowners and future
maintaining the harmony of the built
community members to mitigate their
environment with natural beauty by ensuring
own risk in an informed and effective
thatnew growth respects Dark-Sky
way.
regulations, wildlife corridors, and preserves
open space.Respondents also indicated
overarching support for the consolidated draft Future Land Use Categories. A few participants
included suggestions for minor modifications to thecategories such as: higher density for the
Mixed Residential categoryandadding wildlife corridors to Natural Resource Conservation and
Parks category.
Questionnairerespondents ranked the following options as their top solutions when envisioning
the futuredevelopment needs of the Estes Valley:
65%Support mappinga service area to identify where the Town can feasibly extend
fiscally and environmentally responsible infrastructure and utilities. This service area is
where long-term annexation and Town development could be considered in the future.
64%think that anynew development area should be connected to the Town via a multi-
use transportation network.
69%support developingdesign and building code standards related to building
performance. i.e., hazard resilience, energy efficiency.
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3.ECONOMY
Most of the economy small group discussion
Key Takeaways
at the Choices workshop questioned the
premise of wanting to support a year-round
HOLISTIC ECONOMIC DEVELOPMENT
economy, which is embedded in the draft
Hesitant support for year-round
Guiding Principles. Many participants
economy—ifthat means more growth
challenged that Estes Park already has a year-
and more tourists in winter months.
round economy, and others worried that a
Role of Town should be as economic
year-round economy would mean undesired
levels of growthand no respite from the
development partner but not leader.
tourists. With that in mind, many participants
Importance of building and
mentioned that even the current economy
maintaining necessary infrastructure,
could be supported with more affordable
balancing land uses and housing
housing, childcare options, and attracting
options, and providing quality of life
more non-tourism-based industries.
amenities and services – all to attract
and retain local businesses.
Most discussion participants emphasized the
Town’s role in economic development to be a
holistic approach—to build and maintain the necessary infrastructure (transportation, utilities,
broadband), provide balanced land uses and housing options, and quality of life amenities and
services (including childcare). Several participants also suggested strengthening the
partnership with the EDC, Visit Estes Park, and other local organizations that are involved in local
economic development.
Open-ended questionnairecomments indicated support for stimulating the winter tourism
economy, investing in workforce development through a community-college or university
partnership, and attracting new business that aligns with community values.
Questionnairerespondents identifiedthe following options as their top strategies for addressing
the economic challenges of the Estes Valley:
71%support affordable housing initiatives as a key component of a healthy economy.
81%believe that Estes Parks should pursue a holistic approach to economic
development, including community development and quality of life investments.
64%support investing in workforce housing as the most important form of holistic
economic development that the Town can engage in.
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4.HEALTH AND SOCIAL
There was broad support from the workshop
Key Takeaways
participants for the Town program, recreation,
and amenity options presented. Participants
INTEGRATED HEALTHAND PARTNERSHIPS
especially wanted to see additional trail
New parks should be built in
connections and local parks. Most
underserved and denser
approaches to providing childcare were also
supported, with general consensus that it’s
neighborhoods.
not Town zoning that presents regulatory
Trails need to be connected
barriers butis instead the state and federal
throughout the Valley.
standards for childcare facilities that are
Event programs should focus on
sometimes cost prohibitive.
attracting local attendance instead of
regional.
Discussion on how to create a more inclusive
Childcare is essential and should be
environment in Town focused on working with
local partners and non-profits, empowering a
supported by all means necessary.
voice for underrepresented groups, and
To be an inclusive community, Estes
language translation services.
should focus on partnerships with
local non-profits and improving
Open-ended questionnaireresponses included
communication in other languages.
suggestions for signage or art installations
that state the Town’s vision and guiding
principlesand better connectivity for bike
infrastructure.
Questionnairerespondents identifiedthe following choicesfor health and social issues:
65%support prioritizing the construction of multi-use corridors throughout the valley.
64%support leveraging partnerships with local non-profits to create a more inclusive
community.
57%support pursuing grants or other creative partnerships to support early-childhood
and youth non-profits and schools in expanding childcare programs.
77%support continued funding for the Estes Valley Investment in Childhood Success
(EVICS) program.
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5.HOUSING
Participant discussions on housing identified
Key Takeaways
several strategies with community support.
Housing the year-round workforce and critical
MULTIPLE AND VARIED SOLUTIONS
service providers were the most commonly
Prioritize housing for the workforce
supported goals. The most commonly
and critical service providers.
identified criteria for locating new housing
Provide opportunities for housing
opportunities were proximity to downtown and
within town limits rather than growing
within the Town boundary. These locations
were commonly cited as being compatible
outside.
with community values. Affordable ownership
Funding through taxes should target
opportunities were identified as the most
visitors and second homeowners
important design consideration.There was
before creating additional burden for
alsosupport for an additional lodging tax and
long-time residents.
an increased property tax, with an
accommodationfor long-time owners unable
to pay.Programs to purchase deed restrictions on existing and new units received the most
support. Specific ideas included down-payment or “cash buyer” assistance for purchasers and
stimulus for private developers. Allowances for bigger buildings, allowances for infill, incentives
for attainable housing, and requirements on developers to provide housing all received support.
The general sentiment isthat a variety of approaches are neededto address the housing
challenge from every angle.
Open-ended questionnairecomments included suggestions for dormitory-style housing for
seasonal workers, a local minimum wage,and a reduction in vacation rentals and second
homes.
Questionnairerespondents supported the strategies listed above. Top choices include:
78%support ensuring that a certain percentage of affordable housing is available for
critical service providers.
79%support additional lodging tax to support funding for workforce housing.
65%support government investments in infrastructure to enable new housing in desired
locations.
The highest ranked criteriato beconsidered when evaluatingnew housing opportunities
was avoiding crucial wildlife habitat.
The highest ranked design criteria for new housing was affordability.
The highest ranked option when considering how new housing opportunities should be
added wasto incentivize housing by allowing for bigger buildings and more units for
attainable housingONLY.
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6.INFRASTRUCTURE AND TRANSPORTATION
Participant discussions on transportation and
infrastructure revealed several strategies that
Key Takeaways
are supported by the community. Participants
indicated broad support for improving and
EMPOWER THE PEOPLE
expanding the sidewalk network and filling
By expanding facilities and programs
gaps in the system. The discussion on bicycle
for active-transportation throughout
infrastructure revealed general consensus
the Valley.
that facilities are much needed, but the group
By expanding transit routes and
exhibited varying levels of comfort with using
increasing bus or shuttle services.
on-street bike lands with many demanding off-
By incentivizingwater conservation
street facilities that are safe for children as
and demand reduction efforts before
well as less-experienced riders.
investing in big infrastructure projects.
The discussion on water supply generated
Through education on water and
multiple ideas ranging from regulatory action
energy conservation,andwaste
to educational campaigns, but consensus
reduction through lifestyle choices.
indicated that a systems-wide approach is
needed. In addition to water infrastructure,
workshop participants discussed methods for improving the resiliency of energy delivery
systems. The community indicated broad support for workingmore closelywith the Platte River
Power Authority (PRPA)on multiple solutions including: incentivizing energy efficient uses,
retrofits, and
Open-ended questionnaireresponses suggested planning for e-bikes, bus-only express lanes,
and increased investment in wind and solar energy.
Questionnairerespondents supported the following choices:
53%support the Town and County in pursuit of proven technologies for transportation.
77%support focusing on promoting existing programs in collaboration with PRPA to
improve resiliency of energy delivery.
76%support working with PRPA to update powerlines and vulnerable infrastructure.
Respondents highly prioritize improved and expanded sidewalks and trails.
When asked about public transit, questionnairerespondents ranked transitioning to
alternative, zero-emission fuel sources for transit vehiclesthe highest.
The highest ranked optionfor private vehicle mobilitywas technology that improves
traffic flow.
To protect water supply, the highest level of support was for reducingdemand by
updating landscaping and design standards and irrigatingparks and golf courses with
grey water.
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7.VISION
Workshop participants indicated general support for the Vision, stressing that achievement of
the Vision should be considered when making the community choices. Most questionnaire
respondents also supported the Vision statement with 66%agreeing with the statement as
written. About 22%of participantsindicated support with a smallrevisionand 10%did not
support the Vision statementoverall. Suggestions for revising the Vision statement included:
Prioritizingenvironmental stewardship
Inclusive language to encompass other community stakeholders in addition to residents
and acknowledge diversity in lifestyle choice
Acknowledging the threat of natural hazards
Do you support the Draft Vision?
0%10%20%30%40%50%60%70%
Yes!
Yes, with a small revision
No (please indicate your reasons below)
8.GUIDING PRINCIPLES
Just over half of all questionnairerespondents supported the Guiding Principles at 54%.About
31%of respondents indicated support with small revisions and 13%did not support the Guiding
Principlesoverall. Suggestions for revising the Guiding Principles included:
Prioritizing residents over visitors
Greater emphasis on environmental stewardship
Clarify location of responsible access
Do you support the DraftGuiding Principles?
0%10%20%30%40%50%60%
Yes!
Yes, with a small revision (please specify in
question below)
No (please specify)
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COMMUNITY CHOICES
ENGAGEMENT RESULTS
This appendix includes the raw results and comments collected from the following engagement
activities:
1.Choices Public Workshop (English)
2.Choices Public Workshop (Spanish)
3.EVICS and Mujeres en Conexion Meeting
4.Other Submitted Comments
5.Interactive Online Map Activity
6.Choices Questionnaire Results (English)
7.Choices Questionnaire Results (Spanish)
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PUBLIC WORKSHOP - ENGLISH
NATURAL ENVIRONMENT
Question #1: Taken together, steep slopes, floodplains, wildfire risks, wildlife habitats, and
scenery all make it tricky to develop land in and around Estes. What additional strategies would
you support to protect the natural environment and scenery and allow for contextual
development in the right locations?
Focus of in-town acquisitions should be on pocket parks. Within county the Land Trust
should lead conservation with existing sources.
Need for acquiring pocket parks: use of local sales tax.
p For multi-family, need to examine park requirements to ensure developers are
building and HOAs are maintaining appropriate facilities.
p 20ish properties owned by Town that are not developed, however, many in
nonresidential areas. Need to be accessible by bike and ped.
p Need a Parks Master Plan.
Ridgelines and Steep Cuts: concerns that the current regulation is too restrictive, and
increases would remove the value of property from existing owners. People have to be
more aware and understand the process when they buy. Difficult with competing
interests of parking and circulation requirements, especially on commercial properties.
p Peak to peak – Boulder County blue line
Acquire lands through land swaps for properties that are underdeveloped and build local
parks in Town.
Question #2: What approaches would you support to better protect wildlife and enhance
biodiversity and ecosystems?
Keep, salvage, and/or relocate rare/native plants.
Add new option for fencing: While fencing is currently in the Development Code,
additional action is needed. Options include: prohibit all 6 ft fences, require wildlife
passage friendly fencing, allow 6ft fences only within the property setbacks, require
removal of all barbed wire fencing and research incentive programs.
Add considerations and possible incentives for solar on homes and businesses
p Increasing price of propane and decreasing cost of solar will likely drive the
market that way. Need payback incentives.
p Need to consider viewsheds and context.
Add dark skies: while currently in the Development Code, additional action is needed.
Options include: continue to enforce, require retrofit and look for incentive programs to
replace fixtures.
Setbacks: Town should match County wetland/riparian setbacks.
Further define habitat
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Mixed reactions on maximum house size: Boulder County restricts within the historic
context. Others say it’s not needed.
Choice A – Do not support. Counter to encouraging higher density.
Choice B – Regulations could be a nice in-between between A&B.
Plan for and/or design flood control where water wants to flow. Rain garden, wetland,
etc.
Ensure that mitigation projects don’t negatively impact neighbors.
Choice A – Prioritize acquisition.
Reduce development in high hazard areas.
Need to be proactive.
Encourage public flood mitigation projects downtown that reduce risk (alternative to
private)
p Fort Collins case study – Poudre River
New bridges downtown needed.
Be smart about redevelopment. Choose flood mitigation projects/areas that will have
many benefits. I.e. reduces flood risk, creates a public activity space, animal habitat,
wetland, etc.
Question #3: How should the Town of Estes Park and Larimer County decrease the risk of
wildfire to residents, visitors, and the area’s natural resources?
Choice D – Support. Easy to get folks onboard.
Incentivize transit alternatives.
Ensure services are available in town to reduce commuting. I.e., affordable housing and
childcare.
Collaborate with Larimer County on Climate Plan. Become an equal partner. (x2 support)
Climate Change Symposium, May 21, 2022, Estes Valley Watershed Coalition (EVWC) is
hosting a climate change symposium. Larimer County and Estes Park are co-sponsors.
Choices A & B are more likely to be effective and change the course of the community.
Need to address resiliency.
Do all options. All are important.
Who are the partners? Who can we collaborate or team with to support mitigation?
Insurance considerations – wildfire mitigation may be required for insurance.
Consider community character when it comes to imposing regulation. What character
are we trying to achieve? Are regulations elevating or detracting from character?
Community education is an effective tool.
Choice A - Support.
Choice B – Against restricting; however, important to look at codes that require more
resilient buildings and environment.
In process of adopting a WUI code. Support.
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In process of adopting 2021 building code.
Subsidize sprinkler retrofits – see City of Loveland case study.
Economic incentivizes are a powerful tool to community risk reduction.
Incentives over regulation for folks that aren’t planning construction (will encourage
retrofit in cases where it’s not required by code).
Focus on private mitigation. Federal partners are very proactive.
Building codes for construction materials.
The county should extend the Forestry sort yard hours and months of operation.
And/or Estes needs something similar.
Sort yards incentivize good stewardship.
Residents use the sort yard run by Boulder.
Recommend collaboration/cooperation with CSU Forest Management Program.
Choice B – Estes already has limited development area, restricting would further limit.
Instead, fire breaks and thinning.
Mill levies increase to enable the fire district to create a dedicated wildfire mitigation
division.
Choice C – Already a good warning system in place.
CWPP is currently in update – includes warning system improvements, fire
ingress/egress recommendations, etc.
Need to inform visitors. Visitor awareness.
Increase fines.
Enforcement.
Need to look to the future. Need to be prepared.
Neighborhood pods responsible for mitigation. Educate residents so they can be
proactive with mitigation.
Education + incentives are important (for all hazards).
Underutilize power of insurance companies
They have pressure to apply regulations
Individual owners will not act alone without regulations.
Question #4: How should Estes Park improve flood resiliency to protect lives, property and
preserve the historic character and economic vitality of this area?
Choice A – Do not support. Counter to encouraging higher density.
Choice B – Regulations could be a nice in-between between A&B.
Plan for and/or design flood control where water wants to flow. Rain garden, wetland,
etc.
Ensure that mitigation projects don’t negatively impact neighbors.
Choice A – Prioritize acquisition.
Reduce development in high hazard areas.
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Need to be proactive.
Encourage public flood mitigation projects downtown that reduce risk (alternative to
private)
p Fort Collins case study – Poudre River
New bridges downtown needed.
Be smart about redevelopment. Choose flood mitigation projects/areas that will have
many benefits. I.e., reduces flood risk, creates a public activity space, animal habitat,
wetland, etc.
Question #5: How should Estes Park and Larimer County collaborate to adapt to the impacts of
climate change? These choices are not mutually exclusive, they could support each other or act
independently of the other. Of these, where should Estes Park and Larimer partner to prioritize
their efforts?
Choice D – Support. Easy to get folks onboard.
Choice C – Incentivize transit alternatives.
Ensure services are available in town to reduce commuting. Ie affordable housing and
childcare.
Collaborate with Larimer County on Climate Plan. Become an equal partner. (x2 support)
Climate Change Symposium, May 21, 2022, Estes Valley Watershed Coalition (EVWC) is
hosting a climate change symposium. Larimer County and Estes Park are co-sponsors.
Choices A & B are more likely to be effective and change the course of the community.
Need to address resiliency.
Do all options. All are important.
Other Comments:
Remove discussion of Town vs County. Natural resources are important across the
board.
In general, no new build restrictions. So few new development occurring that spending
time on new regulations will have limited benefit.
Include references to the Estes Valley Open Space Plan
BUILT ENVIRONMENT
Draft Growth Management Area Boundary Map
Looks good to me
Extend boundary west of Mary’s Lake Road but still conserve/protect Prospect Mountain
Include Carriage Hills
Re-establish EV Planning Area
Stop the insanity: no growth!
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Question #1: Change is likely and it’s important to plan for where and how growth should and
shouldn't occur in the valley. How should Estes Park and Larimer County plan for future Town
growth and services outside of the current Estes Park limits?
Focus on infill and redevelopment
Multi-story vs. outdated growth
Evaluate under-utilized land
Highest and best use?
Carriage Hills didn’t annex b/c horse restrictions
Underground Utilities
Consider school districts (implications on case by case?)
Broad Area
Fire districts
Utilities
Broadband
Developers who want services
SF Individual owners don’t want to annex
Annexation is topic and decision for govt, not individuals (some debate on this)
County Zoning to consider commercial
Must consider expanding for new housing
Why is growth an assumption?
Some land uses need to change
Current housing is not adequate. Need to provide areas for this
DT should diversify
County developments want to annex but don’t want to upgrade roads, etc. to town
standards
Support for Choice B (Map a service area to identify where the Town can feasibly extend
fiscally and environmentally responsible infrastructure and utilities. This service area is
where long-term annexation and Town development could be considered in the future.)
Support for Choice C (Discourage new annexations; focus redevelopment within Town
boundaries rather than outward (see Mapping Activity for redevelopment locations))
Question #2: Through this process the Town and County will update their development policies.
What criteria should the Town use to evaluate future requests for infrastructure extensions or
development permits?
Support for requiring that the proposed development conform to the prescribed uses and
character of the Future Land Use Framework and Map (Choice D)
Support for requiring that new development meets high standards for building energy
and water efficiency and hazard resilience (Choice G)
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Support for requiring that the proposed development area is connected to the Town via
a multi-use transportation network. (Choice H)
Support for requiring that new development conserves parkland, open space, critical
wildlife habitat, and viewsheds AND respects wildlife corridors (Choice I)
Other criteria: is dark sky compliant
Question #3: This plan proposes a range of future land uses in the Valley’s planning area that
consolidates 18 previously adopted future land use categories into 8 categories. Review the
proposed categories. Do you agree with this organization of future land use in the Estes Valley?
Are there any characteristics you would change?
Need to increase land for industrial
p Convert some land to industrial and commercial enterprise
Category 1: there should be a category without buildings or construction of any kind
Question #4: The previous Comprehensive Plan defines specific architectural guidelines. How
should the Estes Forward Comprehensive Plan direct decision-makers regarding decisions
about the style, form, and functionof buildings in Estes Park and surrounding county?
Support for developing objective design standards based on location. i.e., downtown,
highway corridors, gateway areas (Choice A)
Support for developing design standards based on development type, i.e., commercial,
multi-family (Choice B)
Support for developing design and building code standards related to building
performance. i.e., hazard resilience, energy efficiency (Choice C)
Support for updating the sign code (Choice E)
p “No neon”
Choice F - Strengthen site design and performance standards in the County - just needs
enforcing
Strongly oppose Choice G – “no guidance”
ECONOMY
Question #1: What would allow the Estes Valley to support a year-round economy?
Do we really want a year-round economy? Do we already have one?
How do second homeowners contribute?
E. Need programs and attractions in the winter, not necessarily recreation related
E. Redirect summer tourism revenue/marketing budgets to attract tourism in the winter
D. Focus on a non-tourism based industry / More non-tourism businesses
E. Winter day-trip tourism is a good niche
If we do want a year-round economy, need more businesses and residents; more
affordable childcare, and a “thinking” economy (ie. Think tanks/high tech)
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Don’t have jobs for both parents or each person in the household
F. We already have a year-round economy, don’t need to expand
Create community that is fundamentally connected on ecology
Build/grow based on ecology foundation, not for growth’s sake
Don’t want traditional business development
F. We do have a year-round economy (government, hospital and services)
C. Affordable housing is key
Balance willingness/desire for growth and ability to serve and build the infrastructure
p Look at the whole built environment (the old plan restricted this)
“Tourism leads to an easy buck, not a better buck.”
Question #2: What role should the Town of Estes Park local government play in economic
development?
A. Attract or have a proactive approach to economic development
B. Holistic approach
Both options were supported, but there’s a preference for the holistic approach
Question #3: What type of traditional business development should the Town engage in?
Town could partner or pursue ED opportunities.
Town can be good partner with EDC and others
Question #4: What type of holistic economic development should the Town engage in?
A. Public arts/culture – already happening not essential to prioritize
B. Trails and transportation is just as important as other utilities and infrastructure
B. Need infrastructure (broadband) - came up more than once
Other Comments:
Need younger workforce at the table
Short-Term Rentals should be treated as a business and left in an Accommodation zone
Don’t want to boom into a Front Range community
p Don’t want to grow in height, density. Control growth
Let the free market do its thing (2a)
Create exist signage (not just gateway signage) to reflect on what this experience was
HEALTH AND SOCIAL
Question #1: What kinds of local programs, recreation, or park amenities would you like the
Town to prioritize in the future, either through direct management, sponsorship, or partnerships?
Already have a lot to support seniors (c)
Hard to coordinate ESL/Spanish programs and staffing/volunteers (e)
Robust/welcoming greenspace/gathering space (a)
p Parks for residents, not just visitors (ABCD neighborhood/Hospital area)
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p 10 min. walk distance for everyone
Integrate health
All options were supported.
Wanted focus on local events, not events that bring in tourist or people from outside of
Estes.
County has strong mental health programs
Want access to parks/trails
p Trail connectivity
p Connect trails and fill in trail gaps
p Use volunteer labor to help make trails
Safe alternative transportation options
Bus should be free year-round
Put new parks in denser and lower socio-economic areas (places that need access to
greenspace)
Question #2: How could the Town create a more inclusive environment in the community?
Library should help
Provide interpretation services
2a – maybe but need to get diverse group. Incentivize and then ensure flexibility
(childcare)
Give them authority to make decisions
Celebration for different cultures
All were supported, but most support was for c and d (partnerships with local non-profits,
and improve town communication and engagement opportunities in other languages)
Already have staff committee for EDI
Non-profit coalition group?
To be a welcoming community, need to be affordable
Question #3: What should be the Town and County's role in providing childcare?
Need more childcare, need workforce to provide childcare
Participants liked A, B, C, and E.
Didn’t think that there are zoning or regulatory barriers (D), and not participating in
providing childcare didn’t seem like a viable option.
Offering financial subsidies for childcare was most supported.
Use Childcare Task Force Report
Housing/childcare joint development (i.e. provide childcare at the site of new housing)
Regulatory barriers aren’t local (childcare standards at fed/certification level)
Public/private partnerships for childcare
p Need different variety of childcare times and on weekends
p Incentives, funding
p Boys & Girls Club, Girls Inc. and YMCA programs are all good partners
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Question #4: What should be the Town and County's role in supporting programs for school
aged children and with the school district?
All were supported options.
Coordinate with ALL service districts with growth projections (not just the school
district)
Schools – establish internship opportunities
HOUSING
Question #1:What housing goals should be set for the Estes Valley?
Housing the year-round workforce and critical service providers were the most
commonly supported goals, with the definition of critical service provider being broader
than just the teachers, firefighters, and EMS listed as examples.
Ensuring affordability of housing at a full range of incomes was valued as one, of many,
tools for housing the year-round workforce, rather than a goal on its own.
Support for multigenerational living focused on ensuring young families have housing
and bringing the young and aging together as a single community.
There was concern that a housing goal perpetuates a growth mindset and a response
that the lack of a housing goal under-provides housing without changing that mindset.
Question #2: What are the most important criteria to consider in locating new housing
opportunities?
The most commonly identified criteria for locating new housing opportunities were
proximity to downtown and within the Town boundary. These locations were commonly
cited as addressing multiple community principles.
Redevelopment and infill of existing commercial sites to include more housing was a
commonly identified opportunity. Industrial and accommodations zones were
specifically identified.
There was also support for looking outside of the Town boundary with suggestions
ranging from expanding the Town boundary specifically for housing opportunities to
locating housing anywhere it is proposed because locations are so hard to find.
Consideration of wildlife habitat, proximity to transit, and safe routes to schools were
also identified criteria.
Question #3: What are the most important design considerations for adding housing
opportunities?
Affordable ownership opportunities were identified as the most important design
consideration.
A continuum of stable rental opportunities and the possibility of ownership for those
committed to the community was more important to participants than affordable
housing for anyone looking to relocate to Estes.
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Valuing long-term rental over short-term rental was important to participants.
Designing sustainably for long-term affordability was also important to participants.
Question #4: Ensuring housing affordability and opportunity requires funding. What funding
options should be pursued in support of Attainable Housing? (Attainable Housing is housing
that is affordable to households earning less than 150% of Larimer County Median Income)
There was support for an additional lodging tax and an increased property tax, with
accommodation for long-time owners unable to pay.
Exploration of a vacancy tax on second homeowners, like Crested Butte’s, was also
suggested.
Question #5: If a dedicated funding source were to be developed, how should housing funds be
utilized?
Programs to purchase deed restrictions on existing and new units received the most
support. Specific ideas included down-payment or “cash buyer” assistance for
purchasers and stimulus for private developers.
There was also support for partnering with affordable housing developers and
collaborative efforts to combine the limited resources of small businesses.
Question #6: How should housing opportunities be added to the appropriate areas of Estes
Valley?
Allowances for bigger buildings, allowances for infill, incentives for attainable housing,
and requirements on developers to provide housing all received support. The general
sentiment was that all approaches are needed.
Downtown was identified as a location for taller buildings, with design considerations.
Redevelopment was identified as a major opportunity, but displacement of existing
residents was identified as an important consideration of redevelopment.
INFRASTRUCTURE AND TRANSPORTATION
Question #1: “Active transportation” is any human-powered mode of transportation, such as
walking or bicycling. Which types of “active transportation” improvements should Estes Park
prioritize?
Choice A. Improved and expanded sidewalks and trails
p Trail/sidewalk vs. on road with cars (Devil’s Gulch Rd, Graves Ave)
p Like detached trails
p Like a combination of on-street and detached PLUS connections between them
p Consider mindset of would parents let kids on street? Likely not, prefer separated
p No bikes currently allowed on Riverwalk – lots of pedestrians
p More trails are always good
p Bike lanes are not great and too narrow
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p Build up the bike path network
p Yes to wide shared paths
p Building out the trail network is key
p Very little flat land; uphill on narrow roads is difficult
p Trail connectivity is key. Dry Gulch, Devils Gulch would be a good extension
p Scott Ave connects Fish Creek to 7
p Near Scott Ave is a nice trail for bike/ped
p In some areas, residents don’t want sidewalks
p 2014 sales tax revenue portion goes to trail expansion (180)
p Master Trail Plan has vision for building out the network
Choice B. Bikes lanes on streets
p Vision is to be a leader in advancing benefits and offering a real shared-roadway
experience (rather than a follower)
p People are afraid to cycle downtown
p Like clearly delineated bike lanes
p Must also consider emergency vehicles and plows, get up to ~38 ft. A ladder truck
is ~ 12 ft wide
p People need to feel safe - even paint or collapsible stakes might help
p No to bike lanes (deaths)
p Safety is key
p ROW generally 40 ft, roads 20 ft. Often, there is space. How should we use?
p Complete Streets doesn’t apply to developer streets
p When streets are redesigned, reconfigure! e.g., 3rd St and 4th St, about 2-3 blocks
long
p With redevelopment of downtown, is the plan to make more bike friendly?
Downtown Plan acknowledges this
p If riding bike out of town, you’re taking your life into your own hands
p Some put bike(s) on car to get to a trailhead (instead of riding to it)
p Too scared to ride bike currently
p The loop will have bike lanes
p A painted stripe does not feel safe
p Markings and bike lanes add visual cues; is inclusive and reminds drivers it’s a
shared road
p Maintenance is a consideration
p Consider a philosophical approach to give priority to bikes/ped.
p Consider one car lane (low volume, low speed, both directions and oncoming
vehicles would yield to each other) to give ROW to a bike lane in each direction.
May have topography limitations for applicability of this idea
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p 34 going west will connect to RMNP
p Considerations for a bike lane on 34: CDOT consent (hopefully pay); topography
(down to river); bedrock; ROW width; private property owner easements; lots of
prep work; no curb/gutter
Choice C. Bike amenities at destinations (bike racks, repair stations, lockers)
p Favorable comments re: bike maintenance stations around lake, downtown
p Often employers offer bike racks
p Maybe eventually in parking structure
p Hiker shuttle, maybe bike lockers
Choice D. Bike sharing or rentals
p Concern re: placement of bikeshare
p Electric (e-) bikes: how to incorporate, how much space, which areas? Streets, not
off-street sidewalks; issues with speed
p Love the idea of bike share; events center to downtown if have bike facility;
around lake
p Electric assist would be good, though tourists will likely be in flat areas
p No commuters likely if too expensive
p Hotels may add as amenity and then town wouldn’t have to fund
p Focus on infrastructure and let private industry increase supply of bikes
p Bikeshare memberships – would be good to have memberships with income
adjustments
p In the past, a non-profit’s experience: bikes gifted to kids were sold for cash
p Leave bike sharing and rentals to the bike shops/private commercial/free
enterprise. Leave the government out of it
Question #2: Public Transit: What should Estes Park and Larimer County prioritize?
General comments:
p Estes Park is car-centric
p We need public transportation.
p Projections are B.S.
p There is a lack of advertising regarding transit
p With strong tourist economy, wouldn’t more transit and less cars be worth looking
at?
p Be in close partnership with RMNP
p Want more inclusive shuttle systems
p Develop vision to be less car-centric
p Set objective to reduce the number of cars
p Winter vs. developing year-round economy
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p Additional transit service within Estes Park town limits
Choose A, high priority. Current transit prioritizes visitors, not residents.
p Would like to see expansion serve residents.
p Fish Hatchery project to serve bus routes
p Thinking of Winter Park and Steamboat. If robust, people will use it
p Don’t have too many thoroughfares
Choice B. Additional service within the Estes Valley (includes unincorporated parts of
Larimer County and nearby communities like Glen Haven, Drake, Allenspark and
Pinewood Springs)
p YMCA route is coming back – high priority
p YMCA route lessens traffic congestion and parking congestion
p No exterior park-n-ride in valley, e.g., 7 & Fish Creek, south end. Similar to Fall
River
p Transit access to trails – park entrance, Tunnel Road, YMCA, Lumpy Ride, more
p Lily Lake
p Long-range: RMNP cleared concept for multi-use path between two entries. Trail
loop, parking structure between two entries, loop and back to parking structure
p Fish Hatchery housing development on 34 – must have a car. Access and
Connection. Fall River Trail will connect (and Aspen Glen Campground)
p Advertise – free shuttle! Hwy 7 and Fall River
Choice C. Additional transit between Estes Park and the Front Range
p Seasonal workers, central to town
p Reliable and affordable connection to Denver airport
p Would think some commuters would use additional transit options
p Transit on 34 and 36 is for workforce
p Bustang (Union Station, Boulder, Lyons) on weekends to parking structure and
RMNP is heavily subsidized at $10 fare. Previously, ridership was poor.
p Transit network in 20 years… long-term should we go to Lyons, DIA, etc.? More
services in summer?
p How do we reach the folks who commute?
p Light rail would be cool
p Bustang seems good. What if more frequent?
p Introduce Visit Estes Park at a distance so they can get here via public
transportation
p 34 and 36 corridors – open the pathway
p It’s a regional cooperative effort
p Right now, to degree of large visitor numbers in summer, short-term employees,
the need for transportation is about five months. But for them, it’s a big deal!
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p Shuttle services and buses could be a real need
p Hard part that 3-month (summer) period is not about six months (though there is
a noticeable peak in the summer)
p Vans good, go to airport
Choice D. Improved transit infrastructure (bus stop amenities like benches and shelters,
signage)
p Only two real bus pullouts: Elkhorn and Prospector
Choice E. Transitioning to alternative, zero-emission fuel sources for transit vehicles
p Want zero emissions, large and small size, major arteries. In summer – use all
vehicles in fleet. In winter – use the smaller vehicles
Question #3: Access for private vehicles: What should Estes Park and Larimer County prioritize?
Choice A. Additional electric vehicle charging stations
p Wireless deficit prohibits (reduces ability to) vehicle charging
p Free parking for electric cars to encourage use
p FedEx, similar carriers, etc. – incentivize for electric
p Electric – further incentives
p Think there are enough charging stations in Town (Rivian, private, Basilica, and
Stanley?).
p Electric cars are a fad.
p Let private industry provide charging stations; Town doesn’t need to
p Should local government be involved in e-charging stations OR should it be
private sector?
p Four fast-charges at Visitor Center via Charge Point (driven by state)(paid for one
at the visitor center) and on the route Denver to Craig
p At Town Hall lot, owned by Town
p How much charged? What’s the rate? How often are they used?
p Are there energy efficiency benefits? Serious tradeoffs to consider
Choice B. Additional parking supply
p Get rid of paid parking – return to free because Estes Park makes enough with
tax revenue
p Commenter has only gone downtown once after Estes Park started to charge for
parking
p Look at Breckenridge with a 50-acre parking lot, $5 fee
p Shoppers are spending money here and having to watch the clock for their 2-hour
parking to expire (counterpoint made that the person could increase time via
app). If I’m a shop owner, I don’t want my customer worrying about parking time
expiration.
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p In favor of paid parking.
p People parking at Safeway because it’s free
p Use the Variable Message Signs (VMS) more to direct people to parking structure
p Need better info regarding parking
p Reference made to Los Angeles: many people are fine with paid parking
p On a nice Colorado day, a lot of Front Rangers coming to town and fine with paid
parking
p Support for a parking structure on west side geared to RMNP
p RE: adding more parking downtown:
There are additional options
Commenter rode trolley for first time this spring
Do we have data correlating to businesses?
p Anecdotal: Tax dollars paid to state, then comes back and get it by category
p Near Performance Park, to get people coming out of park. Might help if keeps
them out of downtown. The route really needs to get them there
p People who use the parking structure must add time to walk to their destination
from the structure
p Who’s impacted the most? Who receives the burden?
p Regarding the parking garage:
the convenience of parking adjacent to your destination/activity if better
than parking at the garage and having to walk; adjacent parking takes less
time
If get off shift at night, don’t want to walk to parking garage in the dark.
Suppose could park in garage initially, then step out of work to move car
closer to workplace when the paid period ends
Connect with transit; want people to not drive
Choice C. Technology that improves traffic flow
p Don’t want autonomous vehicles
p Light on 7 that activates when approach
Choice D. Ride share options (Uber, Lyft, taxi)
p Would support ride share. Problems in past were tied to poor cellular coverage:
the drivers weren’t getting paid because poor cellular coverage didn’t
accommodate the phone app showing the trip as completed, so they didn’t get
paid and no longer wanted to serve the area
p Like ride share
p Ride share would be good
p Ride share – yes
p RideShare – there are no prohibitions; driven by private sector economics
Estes Forward Community Choices Engagement Summary Page 29
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Question #4: Where on the spectrum of transportation innovation should Estes Park and Larimer
County be?
No discussion on this question; see questionnaire results
Question #5: How should Estes Park protect adequate water supply for residents, visitors, and
provide water for fire response into the future?
Choice A – Need to better understand water use of parks/golf course to decide if grey
water is worth it.
Water conservation is priority – add native and drought resistant landscape
requirements to the code.
Infrastructure is a waste – try to get people to recycle more. More action to limit waste.
Education is needed – more awareness of personal choices and what is leading to
decreased water supply.
Prioritize water conservation prior to infrastructure.
Water cost relative to water usage. AKA higher use, higher cost.
Regulate through building code, such as low flow toilets.
Whole system approach to water planning.
Eagle Rock School case study (not sure what context this case study was given in)
Water transmission infrastructure is undersized – upgrades are piecemeal as new
development goes is.
Estes Park is a gateway community, people need to be aware of community values –
nature, indigenous perspectives. (Education)
Questions #6: How should Estes Park and Larimer County work with partners to support
improvements to the resiliency and sustainability of energy delivery systems?
The Town and energy provider are not doing a good job incentivizing efficiency retrofit.
p Efficiency Works https://efficiencyworks.org/
How do we increase support for a government solar garden?
Need to employ tactics to reduce energy use
p Consider conservation opportunities around heating and transportation.
Improve multi-modal options
Incentivize solar
Choice C – yes, underground power lines.
Incentivize or require heat pump HVAC systems.
Choice B – Yes, if it can prevent fire.
p However, consider other impacts of power outages such as ventilator dependent
residents.
Estes Forward Community Choices Engagement Summary Page 30
276
Continue pursuing renewables
Support all choices given. However, undergrounding is cost prohibitive.
Energy efficiency rebates needed.
PRPA is too fossil fuel heavy.
Advertise and incentivize energy retrofits.
Invest in grid improvements and renewables.
Incentivize & regulate efficiency in remodels and new builds.
Instead of undergrounding, be diligent about trimming trees around power lines.
PUBLIC WORKSHOP– SPANISH
OVERARCHING COMMENTS
We’re all in this together
We want to be more involved and work collectively to see results for the future
People are very busy working and it’s hard to get involved in these efforts, especially as
a working parent
There’s no time to take vacations or be engaged in these efforts, there is no balance
between work and life, and it isn’t sustainable
Seattle has a living wage they pay people; can we have that?
The Town won’t acknowledge that the Latinx population is a major component of the
workforce here
We need representation, leadership and advocacy at Town Hall to help with sharing
information and conflict resolution, as well as encouraging participation in events
We need someone who can be the voice of our population, work to represent the Hispanic
community
We want more events that are geared towards the Latinx population- music and
international events, food and fun contests
Would like more Latinx artists and more culturally-sensitive events that are inclusive
AFFORDABLE HOUSING/HOUSING
Cost of housing is beyond the means of most of the community, can Estes help secure
AH?
Can the Town buy properties for people, or build housing?
Much of the housing needed isn’t available in the summer, only the winter, and people
are being displaced
People are leaving permanently, there is nowhere to live here
I want a home with a garden, and I also think multi-family and higher density housing
would be convenient, especially for those in need
The living conditions of many places in town are bad, buildings are in disrepair, and it’s
not safe
We want decent places to live
Estes Forward Community Choices Engagement Summary Page 31
277
How do we present a united front and how do we bring these needs to the attention of
landlords in a way that they’ll do something?
Heating costs are very high, as is electricity
Overcrowded conditions, we want dignity for housing
Many seasonal employers are paying people under the table, they’re taking money from
the Town
Jobs should go to people who live here first
Want help with renter’s rights and advocacy
People don’t want to rent to Latinos
WILDFIRE CONCERNS
For many, a significant concern is receiving notification or warnings when fire is
approaching- in 2020 all of the messaging was in English
What do people do with their animals if displaced, where can they go to find safety and
shelter?
People want the same amount of information and notice when threats are nearby
INFORMATION SHARING/SPANISH TRANSLATION
Provide information (including wildfire danger/threat) in Spanish so people can find
resources for housing and food
Text messages are very effective for those who registered, but alerts were in English only
There should be Spanish translation at every public meeting so everyone can participate
and voice their opinions
There are so many important topics, and we are being left out of the dialogue
Communication should be equal and fair
We want more Spanish language education for families, it helps to keep families intact
when youth speak Spanish and the older adults learn English
Language can divide families
SUSTAINABILITY EFFORTS/CONSERVATION
Everything is changing- global warming, water resources
The Town should get EVs
Interest in solar panels for housing
Most apartments and many businesses don’t offer recycling, can this be mandatory?
Want more recycling facilities and easier access to what we have currently
Education on sustainability is important, children will benefit from understanding the
bigger vision of conservation and sustainability, and more will know what they can do to
contribute to these efforts
COST OF LIVING IN ESTES PARK
Many drive to the Valley to buy groceries, food is too expensive here
The Community Center is too expensive, and they don’t offer summer programs for kids
Estes Forward Community Choices Engagement Summary Page 32
278
TRANSPORTATION
Need reliable public transportation/carpooling strategies for travel outside Estes Park
Please ensure shuttle routes and timing are responsive to the needs we have, and where
we live, and can it be year-round?
BUILT ENVIRONMENT CONSIDERATIONS
Want Estes to grow, we want more parks and homes, but there are concerns about the
effects on wildlife and that affects tourism
Some don’t want to see growth in Estes, it’s too big
Desire for more homes, but not businesses
Desire for more multi-family housing, and less short-term rentals
EQUITY
No balance between workforce and income
Wages need to be more balanced here for social equity
People should be able to live on one salary in the household
Despite working in town for over 20 years, when I raise my prices, people won’t pay,
despite how expensive it is to live and do business here
CHILDCARE
The cost is high, either raise incomes or reduce the prices somehow, this should be a
human right to provide affordable, decent childcare
EVICS lacks the resources to help everyone, the Town should help out
I can’t work without childcare, and I have to choose between it or working
This is an investment in the future, regardless of what language we speak
CITIZENSHIP
How do we solve this issue here?
A myriad of issues regarding documentation status here
Could employers offer support with legal issues? Can the Town?
We want a pathway to citizenship
Lending practices aren’t helping us
Where do older people go for help, especially if they don’t have the retirement resources
many have?
HEALTH/HEALTHCARE & EDUCATION
We need affordable healthcare
The school system needs to do a better job helping Latinx students to succeed and excel
More bi-lingual teachers needed, and more homework is needed
Sports should be year-round
Be more attentive to Latinx students
Summer school for students
Tutors
Estes Forward Community Choices Engagement Summary Page 33
279
We need to see more parents coming to School district meetings to voice their opinions-
we need advocacy
EVICS AND MUJERES EN CONEXIÓN MEETING
ENVIRONMENT
Visitors need to be educated more about sustainability and the natural environment in
Estes Park, especially in vacation homes. There is trash everywhere and they don’t
recycle
Often, there are no recycling bins at vacation homes or hotels, owners think it doesn’t
look good in the rooms. People aren’t making an effort to be responsible at all- can the
owners/staff be required to follow some rules and have bins?
Kids need to learn to recycle and reduce waste
Invest in more water-refill stations around town
How can we trust that the water is safe here?
Composting is important too, but it’s not an option for the most part
FIRE MITIGATION
Is anything being done here to communicate about fire danger?
Signage, educational opportunities are needed
What about the powerlines and cables in the trees, are they safe?
HOUSING
Largely unstable, especially when it makes more money to rent as vacation homes
Is there any protection for renters, or any information to help renters to address issues
with landlords (ventilation, broken items, heat, overall conditions of the house)
HEALTHCARE
Since COVID, Salud isn’t accepting new patients
Staff there isn’t being paid well
There should be affordable healthcare services for the uninsured- sliding scale?
We need volunteers to speak to the community about nutrition, exercise, food choices,
and general health advice and resources for people
PUBLIC TRANSPORTATION
Many people don’t own cars here, and they need reliable public transportation, and we
need more information on existing services in Spanish, and we need it near our
neighborhoods, the hospital, and the grocery store
CHILDCARE
Need more affordable childcare, and more flexibility if we want to add more children
There’s a pervasive attitude that women should stay home to take care of the kids, and
we want to work and be a part of the community too, but we need affordable choices
Estes Forward Community Choices Engagement Summary Page 34
280
INTERACTIVE ONLINE MAP ACTIVITY
Participant Suggestions for Opportunity AreaFuture Land Uses
1.Mixed Residential and Mixed Use
2.Mixed Residential and Mixed Use
3.Mixed Residential and Mixed Use
4.Mixed Residential and Downtown Mix
5.Mixed Residential, Downtown Mix, and Village Neighborhood
Estes Forward Community ChoicesEngagement SummaryPage 35
281
6.Mixed Residential and Downtown Mix
7.Mixed Residential, Downtown Mix, Mixed Use Center
8.Mixed Residential and Village Neighborhood
9.Mixed Residential
10.Mixed Residential and Mixed Use
11.Natural Resource Conservation and Parks
12.Natural Resource Conservation and Parks or Keep it As It Is
13.Mixed Residential and Village Neighborhood
14.No Comments
15.Natural Resource Conservation & Parks, Keep it As It Is, Mixed Residential, and Village
16.Village Neighborhood
17.Mixed Use Center
18.Mixed Residential
19.Village Neighborhood
20.Natural Resource Conservation and Parks
Comments in other Locations
Intersection of Fall River Road and James McIntyre Road identified as location for
Natural Resource Conservation and Parks
p“The Fall River Road rec/bike trail needs to get extended to Fish Hatchery Road
and connect to the RMNP.: The Fall River Road rec/bike trail needs to get
extended to Fish Hatchery Road and connect to the RMNP.”
The Dry Gulch Road Corridor was identified as a location for Natural Resource
Conservation and Parks.
Estes Forward Community Choices Engagement Summary Page 36
282
OTHER SUBMITTED COMMENTS
E-MAIL RECEIVED MAY 11, 2022
Dear Mayor and Trustees,
I understand that public input is being sought relative to the Estes Park Comprehensive Plan. In
that spirit, I respectfully request your consideration of the following recommendation pertaining
to future development in Estes Park and within Estes Valley. Larimer County Commissioners
are copied on this communication since some buildings in our community are approved through
the Larimer County planning and development process.
I recommend the Comprehensive Plan state explicitly that all future new development should be
designed in a manner that respects the traditional mountain ambience of Estes
Park. Specifically, design solutions should result in architecture that preserves and enhances
the historic character and natural beauty of this mountain community. Importantly, buildings
with a distinctive industrial look and feel should be discouraged (pre-engineered metal buildings,
monolithic tilt-up concrete slab facades, etc.). Similarly, architecture that is ultra-contemporary,
making a “one-of-a-kind" design statement, should be avoided in most cases. Such buildings
are more appropriate within a metropolitan urban setting, not so much in Estes Park.
While the Town of Estes Park does not currently have architectural design standards to which
developers must adhere, it is important that our guiding documents, such as the Comprehensive
Plan, speak to the desire to promote architectural solutions that are informed by the natural
open spaces and abundant wildlife. Such solutions will result in more cohesive overall future
development that is complementary to Estes Park’s position as the gateway to Rocky Mountain
National Park.
As a full-time resident of Estes Park, I make the above recommendation from the perspective of
one who spent a career in the architecture and engineering design profession. I strongly believe
that Estes Park’s best days are ahead and hope that our community will promote future
development solutions that are additive to, and not deductive from, the unique character of our
community.
E-MAIL RECEIVED MAY 27, 2022
Re: Estes Forward Comprehensive Planning Document (May 24th)
I find it strange that Estes should include a Progressive approach to planning our future, in light
of the disastrous outcomes of our current Progressive administration in Washington. Indeed,
many woke Progressive ideologies are included in this document: proactive response to climate
change, reduced carbon emissions, equity, and affordable housing for all. I don’t agree with any
of these statements and, without further explanation and defining limits, I cannot support it. I
think that many in the retired community of Estes are rightfully concerned with where this town
is heading.
Estes Forward Community Choices Engagement Summary Page 37
283
LETTER FROM STAKEHOLDER, MAY 2022
Estes Forward Community ChoicesEngagement SummaryPage 38
284
LETTER FROM SIERRA CLUB POUDRE CANYON GROUP,MAY 2022
Estes Forward Community ChoicesEngagement SummaryPage 39
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DRAFT PLAN REVIEW
ENGAGEMENT SUMMARY
October 28, 2022
INTRODUCTION
Participation Overview
The final series of events provided an opportunity
for participants to review and provide feedback on
Elected and Appointed Boards
the draft plan and included open house events and
July 2022
online activities.
230+ comments and edits collected,
including public comments
ELECTED AND APPOINTED
Community Conversations
BOARDS
August 3rd, 2022
The draft future land use plan and goals and
Public Workshop on draft policies and
policies were workshopped with Town and County
actions
leadership in mid-July, 2022. Joint meetings of the
Online Review
Estes Park Board of Trustees and Planning
October 2022
Commission as well as the Larimer County Board
200+ comments on draft plan
of Commissioners and Planning Commission
10 comments posted to Future Land Use
resulted in productive feedback for refining the
Map
plan. Trustees and Planning Commission
members reviewed and submitted detailed
Public Event
comments on the draft goals, policies, and actions
October 6th, 2022
during this time. Leadership within Town staff
35 attendees
reviewed and commented on the draft plan
Plan overview + small group discussions
simultaneously resulting in a total of 230+
Planning Commission Workshops & Adoption
comments and suggested edits collected in July,
Hearings
including those submitted by the public.
October 18, 2022 CompPAC + Estes Park
Planning Commission
COMMUNITY CONVERSATIONS
November 9, 2022 EVPAC + Larimer
On August 3rd, 2022, the Town partnered with the
County Planning Commission
local Community Conversations team to host a
November 15, 2022 Estes Park Planning
public event at the High School to facilitate
Commission Adoption Hearing
thoughtful and productive dialogue on the draft
November 16, 2022 Larimer County
goals, policies, and actions for high-profile
Planning Commission Adoption Hearing
community issues such as attainable housing,
December 6, 2022 Estes Park Board of
economic development, inclusivity, climate
Trustees Public Hearing
resiliency, and the built environment. The event
December 19, 2022 Larimer Board of
collected feedback on draft policies and actions
County Commissioners Ratification
Estes Forward Draft Plan Engagement Summary Page 1
373
and provided a venue for the community to respectfully exchange diverse perspectives within
small groups.
ONLINE REVIEW
On October 1, 2022, the draft plan was published for public review through the Engage Estes
project website. Community members commented directly on the plan using an online tool. In
addition to adding their own comments, residents could also review other comments and
indicate their agreement or disagreement to create an interactive digital community dialogue.
Over 200 comments were submitted through the
commenting tool and by email.
In addition to online plan review, an interactive
version of the Draft Future Land Use Map allowed
the public to review the map digitally by zooming
to any location on the map and reviewing the
proposed future land use. The community was
invited to post geo-located comments on the map
by dragging and dropping a marker in the location
related to their comment.10 comments were
made through this tool.
DRAFT PLAN PUBLIC EVENT
The launch of the online review period coincided
with a community-wide event held on October 6th,
2022 at the Estes Park Community Center. It was
hosted in partnership with the Estes Valley Land
Trust, the Estes Valley Watershed Coalition, and
other community partners. As the final public
engagement event, this meeting celebrated the
result of the planning process: a unified
Comprehensive Plan that sets the direction for the
next 20 years.
The event opened with a presentation that summarized the
planning process, outcomes, and contents of the plan.
Following the presentation, attendees participated in the small-
group discussion of their choosing: Future Land Use, Housing,
or Wildlife and Natural Resources. Each small group allowed
community members to engage in meaningful discussions with
the planning team on the topics most important to them.
Approximately 35 people attended the in-person event.
Estes Forward Draft PlanEngagement SummaryPage 2
374
SUMMARY OF NATURAL ENVIRONMENT SMALL GROUP DISCUSSION
The Town’s natural resource mapping is sorely outdated and needed to better evaluate
development proposals.
o Interactive maps by multiple sources (CPW, USFWS, TNC, etc.) are better than
the static maps.
o CODEX represents some of the best available science.
Strong agreement with Actions NE 2.D, 3.A and 3.C re: Code updates
SUMMARY OF BUILT ENVIRONMENT & FUTURE LAND USE MAP SMALL
GROUP DISCUSSION
Land use policies support stated community values through prioritizing infill,
redevelopment, and density within existing residential neighborhoods:
o Attainable workforce housing
o Conservation
Cartographic revisions and consideration of future land use outside of Planning Area
suggested by RMNP staff
Overall acceptance of Future Land Use Categories and Map and what they seek to
achieve
Estes Valley Land Trust staff participated in discussion in support of the plan
SUMMARY OF HOUSING SMALL GROUP DISCUSSION
Workforce and families prioritized over all community members and the aging
population
Pursue removing structural/policy barriers from undocumented participation in
programs
Housing unit need and comparison to 2016 Housing Needs Assessment
Importance of viewing the housing goals/actions within the context of the future land
use plan
SUMMARY OF HEALTH AND SOCIAL SMALL GROUP DISCUSSION
While these are not explicitly ordered from most to least important, move Health &
Social to be the first element. Our future's hopes and strength relies on the health and
welfare of the people. If our people are not resilient, healthy, and stable, or when our
systems are unjust and inequitable, none of the other elements matter.
The majority of service workers and 1/3 of school children are Hispanic. What is in the
plan for them? Hispanic, BIPOC, etc. never appears in the plan, except the word
“minorities” appears in a single action.
Estes Forward Draft Plan Engagement Summary Page 3
375
PLANNING COMMISSION WORKSHOPS AND PUBLIC
ADOPTION HEARINGS
Following the Draft Plan Public Event, the CompPAC and EVPAC committees met separately to
review the draft plan and consider comments received. The CompPAC joined the Estes Park
Planning Commission on October 18th for a study session, and the EVPAC joined a joint
Larimer County Planning Commission and Board of County Commissioners work session on
November 9 to discuss further.
The Estes Park Planning Commission will hold a public hearing to consider the adoption of the
Town’s portion of the Comprehensive Plan on November 15, tentatively followed with a Board
of Trustee public hearing on December 6.
The Larimer County Planning Commission will hold a public hearing to consider the adoption
of the County’s portion of the Comprehensive Plan on November 16, tentatively followed with a
Board of County Commissioner ratification on December 19.
HOW WAS THIS INFORMATION USED?
The purpose of these conversations and online tools was to broadly engage the public on the
draft plan in its final form. Public feedback during this stage of community engagement was
encouraged to target specific changes to the content of the plan with particular attention to
the goals, policies, actions, and Future Land Use Plan. Comments resulted in a series of final
edits including technical revisions, clarification of key terms, cartographic refinements to the
Future Land Use Map, and the addition of a small number of policies and actions.
Estes Forward Draft Plan Engagement Summary Page 4
376
DRAFT PLAN REVIEW
ENGAGEMENT RESULTS
This appendix includes the raw results and comments collected from the following
engagement activities:
1.Joint Estes Park Planning Commission & Board of Trustees July Work Session
2.Joint Larimer County Planning Commission & Board of County Commissioners July
Work Session
3.July Review of Goals, Policies, Actions by Estes Park and Larimer County Leadership
and Staff
4.Online Public Review of Draft Plan
5.Interactive Online Future Land Use Map
Estes Forward Draft Plan Engagement Summary Page 5
Add Goal I3: Establish an innovative and comprehensive solid waste, recycling, and composting management system.1. The Town and County support solid waste diversion, reduction, and reuse
programs and policies.2. The Town and County inform and educate the public and visitors about waste management programs and practices throughout the Estes Valley.Added Estes Valley
Watershed Coalition to NE 2.E, NE 3.B, NE 3.C, NE 4.A, NE 4. F, NE 4.G, NE 5.A, and NE 5.DFish Creek, Fall River and Upper Big Thompson Plans were added and linked on page 2. Added
(Former Commissioner) after Janene Centurione's nameAdded (Former Member) after Olivia Harper's name and added Scott Stewart (new member according to EVPAC website)Changed to Rosemary
(not Rose)
Address and How
We just finished re-reading the comp plan draft and noticed that one thing that is not mentioned in any sector is solid waste.We think it is critical to include: innovative and comprehensive
regimen for solid wasted diversion.There are a number of places where this issue could be inserted and is most critical for the preservation of our ecology and our economic sustainability.
We mentioned this in the meeting but are not seeing it in the draft. Without a plan we are at the mercy of our visitors.We have discussed this with Travis as well as it being the frequent
subject of Judi's columns.On pages 19-22, under recommended actions by both the Town & County, I think continuing to work with the Estes Valley Watershed Coalition should be included
for the Wildlife Plan Update, Wildfire Mitigation on private lands, and Flood Mitigation & resiliency. On a related note, I think the Watershed Master Plans, which were developed immediately
after the 2013 flood by the Town & EVWC for Fish Creek and Fall River, and a couple of years later for the Big Thompson by EVWC, should be mentioned as guiding documents which have
been adopted by the Town & County (and the Colorado Water Conservation Board which paid for most of the work).While reviewing the Comp Plan draft for the nth time, I had a few questions
that you might address. They are more about form than substance. I wanted to get your opinion before making a suggested change on the online version.At the beginning of the document,
members of various boards, commissions, and committees are listed, including those who are former members. Shouldn't Janene be designated as a former member of the EP Planning Commission?
Same question about the EVPAC: Olivia Harper is no longer listed as a board member on its website; I believe her term was slightly extended through the summer but has now ended.
It would seem consistent to add "former member" after her name. Here's another name question: Rosemary Truman is a member of CompPAC. She is listed as Rose Truman. Is that her preferred
name? I've only spoken with her a few times (unfortunately) and don't really know what she likes to be called, but it would be a shame to get it wrong. Finally, there is an occasional
reference to the Town of Estes Planning Department, which I always find confusing. Isn't Planning considered a division within your department? Am I being picky? I'm wondering if
there might be a better way to reference that unit.
Comment
Name Kent SmithFrank TheisBarbara MacAlpine
10/21/202210/22/202210/19/2022
Date
NotedAdded "Placemaking" to Glossary of TermsNotedNotedNotedNotedNotedNotedNotedNotedNot sure where Mike got those numbers. We didn't ask for overall support of the plan. We didn't have
a survey or specific questions that we asked during this phase
hose
Not
ifying T
hose
T
ot
N
Ident
hat is going to
hould there be
S W
ost organizations
ould be good to
M
W
ot necessarily unhappy
ome ways the plan has
N
In s
ecommend a prioritization
e would be in a position to
R
H
f asking staff which ones.
ery little that the county is expecting
I
V
That’s coming.
Likes the idea that Hwy 7 shows up as a
ap regarding future study areas.
There’s still a lot of jargon – words not in
an’t solve it.
A and what it did and didn’t do – unified
leased with diversity and breadth of
M
nything that’s going to address the future –
C
P
IG
A
ould that help the workforce?
orrisome that the engine is on the town side.
alk about the annexation policy that wasn’t very
C
status quo unrealistic?
Recommend to county planning commission push
T
it isn’t in the dictionary, it shows up in word
W
.
Is
If
rd
Not a lot more that’s going to happen.
tatements about encouraging reducing short-term
S
hat are the priorities.
therwise, the plan is right on.
W
O
ish for a timetable.
.g., “Placemaking” is not in the dictionary.
s that realistic?
E
W
own is responsible for most.
I
lso, Plan only as good as actions, and priorities.
T
A
oncern that Action Items aren’t associated.
C
ot sure if that’s part of this plan.
ot very well covered.
N
N
DC – This is a tremendous improvement.MK – Hasn’t had a chance to review so wouldn’t be ready to recommend and will LM – Annexation – hope for involvement of HOAs, etc. before trying
to annex.FT – County is not as likely to have changes.A lot of priorities, but by the 23FT - Ought to have a formal voice and recommend the plan.DW – Agree with the concept.MK – Should
and can make a recommendation.Get Rex’s input.
all health care in general – hospital has not really been addressed.
rioritize the plan.
tionary or defined.
hy not allowing ADUs in the county?
clean it out – wouldn’t be that hard.processing check.can’t handle 3-4 at a time.reasonable that all those things get done.will be in the town.to change over time.Whappen next 10-20
years for county.with it but thinks It punted on some things.discussions.-send comments separately.-ready to discuss new IGA prior to this comp plan.-study area.-list and responsibilities.----I
was surprised by the tabulation that 67% of the respondents did not support the draft plan, with only 22% fully in favor without qualification. This may not portend positively for a
new IGA, which I believe is necessary. Is there any way to know what percent of those taking the survey participated in this question?
Overmore expectations about the hospital and how health care fits in long term?available land – should it be redevelopment?areas go out of the town limits and go into the county – down
34 and other areas.would be zoning issues going forward.clear.rentals.goals and standards for the county. Agrees that’s important.addressed the situation.make a recommendation to accept
it.-dicto p
EVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingMike Kennedy
10/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/24/2022
NotedNotedNoted. The IGA for annexation will be an agreement between the Town and County.NotedNotedNotedNotedNoted but out of the scope of the Comprehensive Plan
Noted
Housing was by far the most commented on area. Limitation or reduction of STRs, affordable housing (including year around workforce housing and suggestions that the seasonal workforce
be housed in dormitories), ecologically and environmentally sound building principals seem to be the most popular subjects. I was also surprised at the number of negative comments regarding
additional growth (seems we have (not surprisingly) a major disagreement between commercial and residential interests). I tend to fall into the limited growth camp. I was, as you would
guess, encouraged about comments regarding preservation in the North End. I was also surprised to learn during Thursday’s EVPAC meeting that the concept of historic venues had been
turned down about 10years ago. I think and would have thought this issue would have strong support. I’m going to try to get more information to see what was involved.Natural environment:Devils
Gulch Road is a Gateway with a large number of people coming up from Loveland and then detouring up CR 42 at the Forks. Commercial development along Devils Gulch Road has, to date,
been confined to the Town and has been tastefully done. Let’s keep it that way.I like most of the provisions of this section but think many of the Goals envision the Town expanding
further into the County. I don’t object to this as long as the annexed areas really fit the Town’s loftier goals and the expansion and development is in harmony with the overall tenor
of the general plan and compatible with the character of the area surrounding the annexed portion.Housing: I’m most interested in what we come up with regarding STRs. Residents are
generally opposed to STRs in Residentially zoned areas and would like to see them reduced or eliminated. I agree with the concept of encouraging lower cost residential housing and workforce
housing and believe we should distinguish between year around and seasonal workforces.Transportation and Infrastructure: I would support some sort of Valley wide public transportation
that reduces County residents’ reliance on individual cars. It doesn’t have to be more than a couple of connections each in the morning, afternoon, and evening, but it has to be reliable
and could utilize small park and ride lots. I especially like the section on water. An effort to move all utility lines underground would not only enhance the viewsheds but has the
important benefit of removing what could be a cause of wildfires.Future Land Use: I think the categories are generally ok, but as with most high-level plans, the devil is in the details,
which I suspect EVPAC will spend much of the next few years ironing out. We will need to establish our priorities, responsibilities and timetables as discussed in Thursday’s meeting,
although the Plan provides some amendable guidance.Other Notes: I was sorry the screen names in the public comments were omitted. I would have enjoyed knowing who thought what.While
it isn’t our purview, I would like to see the Building Department encourage new developments to use gravel or other low reflectivity surfaces in new parking lots rather than asphalt
or concrete.
Health and Social: I don’t see anything to object to or modify
Mike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike Kennedy
10/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/2022
Noted
I think this is a good plan in that it replaces the outdated plan with more specific goals and recommendations. I still see the “them” and “us” approach and feel that a new IGA is going
to be difficult, but desirable. None the less, you, Jody and all the others who have spent an inordinate amount of time to get us this far are to be commended for a job well done.
Mike Kennedy
10/24/2022
Add Goal I3: Establish an innovative and comprehensive solid waste, recycling, and composting management system.1. The Town and County support solid waste diversion, reduction, and reuse
programs and policies.2. The Town and County inform and educate the public and visitors about waste management programs and practices throughout the Added Estes Valley Watershed Coalition
to NE 2.E, NE 3.B, NE 3.C, NE 4.A, NE 4. F, NE 4.G, NE 5.A, and NE 5.DFish Creek, Fall River and Upper Big Thompson Plans were added and linked on page 2. Added (Former Commissioner)
after Janene Centurione's nameAdded (Former Member) after Olivia Harper's name and added Scott Stewart (new member according to EVPAC website)Changed to Rosemary (not Rose)
Address and How Estes Valley.
We just finished re-reading the comp plan draft and noticed that one thing that is not mentioned in any sector is solid waste.We think it is critical to include: innovative and comprehensive
regimen for solid wasted diversion.There are a number of places where this issue could be inserted and is most critical for the preservation of our ecology and our economic sustainability.
We mentioned this in the meeting but are not seeing it in the draft. Without a plan we are at the mercy of our visitors.We have discussed this with Travis as well as it being the frequent
subject of Judi's columns.On pages 19-22, under recommended actions by both the Town & County, I think continuing to work with the Estes Valley Watershed Coalition should be included
for the Wildlife Plan Update, Wildfire Mitigation on private lands, and Flood Mitigation & resiliency. On a related note, I think the Watershed Master Plans, which were developed immediately
after the 2013 flood by the Town & EVWC for Fish Creek and Fall River, and a couple of years later for the Big Thompson by EVWC, should be mentioned as guiding documents which have
been adopted by the Town & County (and the Colorado Water Conservation Board which paid for most of the work).While reviewing the Comp Plan draft for the nth time, I had a few questions
that you might address. They are more about form than substance. I wanted to get your opinion before making a suggested change on the online version.At the beginning of the document,
members of various boards, commissions, and committees are listed, including those who are former members. Shouldn't Janene be designated as a former member of the EP Planning Commission?
Same question about the EVPAC: Olivia Harper is no longer listed as a board member on its website; I believe her term was slightly extended through the summer but has now ended.
It would seem consistent to add "former member" after her name. Here's another name question: Rosemary Truman is a member of CompPAC. She is listed as Rose Truman. Is that her preferred
name? I've only spoken with her a few times (unfortunately) and don't really know what she likes to be called, but it would be a shame to get it wrong. Finally, there is an occasional
reference to the Town of Estes Planning Department, which I always find confusing. Isn't Planning considered a division within your department? Am I being picky? I'm wondering if
there might be a better way to reference that unit.
Comment
Name Kent SmithFrank TheisBarbara MacAlpine
10/21/202210/22/202210/19/2022
Date
NotedAdded "Placemaking" to Glossary of TermsNotedNotedNotedNotedNotedNotedNotedNotedNot sure where Mike got those numbers. We didn't ask for overall support of the plan. We didn't have
a survey or specific questions that we asked during this phase
Not
Those
Those
Not
Identifying
Should there be What is going to
Most organizations
Would be good to
Not necessarily unhappy
In some ways the plan has
Recommend a prioritization
He would be in a position to
If asking staff which ones.
Very little that the county is expecting
That’s coming.
Likes the idea that Hwy 7 shows up as a
There’s still a lot of jargon – words not in
Map regarding future study areas.
Can’t solve it.
Pleased with diversity and breadth of
IGA and what it did and didn’t do – unified
Anything that’s going to address the future –
Could that help the workforce?
Recommend to county planning commission push
Talk about the annexation policy that wasn’t very
Worrisome that the engine is on the town side.
.
Is status quo unrealistic?
If it isn’t in the dictionary, it shows up in word
rd
Not a lot more that’s going to happen.
Statements about encouraging reducing short-term
What are the priorities.
Otherwise, the plan is right on.
E.g., “Placemaking” is not in the dictionary.
Wish for a timetable.
Is that realistic?
Town is responsible for most.
Also, Plan only as good as actions, and priorities.
Concern that Action Items aren’t associated.
Not sure if that’s part of this plan.
Not very well covered.
DC – This is a tremendous improvement.MK – Hasn’t had a chance to review so wouldn’t be ready to recommend and will LM – Annexation – hope for involvement of HOAs, etc. before trying
to annex.FT – County is not as likely to have changes.A lot of priorities, but by the 23FT - Ought to have a formal voice and recommend the plan.DW – Agree with the concept.MK – Should
and can make a recommendation.Get Rex’s input.
erall health care in general – hospital has not really been addressed.
prioritize the plan.
ctionary or defined.
clean it out – wouldn’t be that hard.processing check.can’t handle 3-4 at a time.reasonable that all those things get done.will be in the town.to change over time.Why not allowing ADUs
in the county?happen next 10-20 years for county.with it but thinks It punted on some things.discussions.-send comments separately.-ready to discuss new IGA prior to this comp plan.-study
area.-list and responsibilities.----I was surprised by the tabulation that 67% of the respondents did not support the draft plan, with only 22% fully in favor without qualification.
This may not portend positively for a new IGA, which I believe is necessary. Is there any way to know what percent of those taking the survey participated in this question?
Ovmore expectations about the hospital and how health care fits in long term?available land – should it be redevelopment?areas go out of the town limits and go into the county – down
34 and other areas.would be zoning issues going forward.clear.rentals.goals and standards for the county. Agrees that’s important.addressed the situation.make a recommendation to accept
it.-dito
EVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingEVPAC MeetingMike Kennedy
10/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/20/202210/24/2022
NotedNotedNoted. The IGA for annexation will be an agreement between the Town and County.NotedNotedNotedNotedNoted but out of the scope of the Comprehensive Plan
Noted
Housing was by far the most commented on area. Limitation or reduction of STRs, affordable housing (including year around workforce housing and suggestions that the seasonal workforce
be housed in dormitories), ecologically and environmentally sound building principals seem to be the most popular subjects. I was also surprised at the number of negative comments regarding
additional growth (seems we have (not surprisingly) a major disagreement between commercial and residential interests). I tend to fall into the limited growth camp. I was, as you would
guess, encouraged about comments regarding preservation in the North End. I was also surprised to learn during Thursday’s EVPAC meeting that the concept of historic venues had been
turned down about 10years ago. I think and would have thought this issue would have strong support. I’m going to try to get more information to see what was involved.Natural environment:Devils
Gulch Road is a Gateway with a large number of people coming up from Loveland and then detouring up CR 42 at the Forks. Commercial development along Devils Gulch Road has, to date,
been confined to the Town and has been tastefully done. Let’s keep it that way.I like most of the provisions of this section but think many of the Goals envision the Town expanding
further into the County. I don’t object to this as long as the annexed areas really fit the Town’s loftier goals and the expansion and development is in harmony with the overall tenor
of the general plan and compatible with the character of the area surrounding the annexed portion.Housing: I’m most interested in what we come up with regarding STRs. Residents are
generally opposed to STRs in Residentially zoned areas and would like to see them reduced or eliminated. I agree with the concept of encouraging lower cost residential housing and workforce
housing and believe we should distinguish between year around and seasonal workforces.Transportation and Infrastructure: I would support some sort of Valley wide public transportation
that reduces County residents’ reliance on individual cars. It doesn’t have to be more than a couple of connections each in the morning, afternoon, and evening, but it has to be reliable
and could utilize small park and ride lots. I especially like the section on water. An effort to move all utility lines underground would not only enhance the viewsheds but has the
important benefit of removing what could be a cause of wildfires.Future Land Use: I think the categories are generally ok, but as with most high-level plans, the devil is in the details,
which I suspect EVPAC will spend much of the next few years ironing out. We will need to establish our priorities, responsibilities and timetables as discussed in Thursday’s meeting,
although the Plan provides some amendable guidance.Other Notes: I was sorry the screen names in the public comments were omitted. I would have enjoyed knowing who thought what.While
it isn’t our purview, I would like to see the Building Department encourage new developments to use gravel or other low reflectivity surfaces in new parking lots rather than asphalt
or concrete.
Health and Social: I don’t see anything to object to or modify
Mike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike KennedyMike Kennedy
10/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/202210/24/2022
Noted
I think this is a good plan in that it replaces the outdated plan with more specific goals and recommendations. I still see the “them” and “us” approach and feel that a new IGA is going
to be difficult, but desirable. None the less, you, Jody and all the others who have spent an inordinate amount of time to get us this far are to be commended for a job well done.
Mike Kennedy
10/24/2022
410
ESTES FORWARD ONLINE INTERACTIVE FUTURE LAND USE MAP COMMENTS
18-Jun-202123-Oct-2022
to
Marker Details
Comment
LatitudeLongitudeAddressCategory
1021 Marys Lake Road, Estes Park,
Colorado 80517, United States
-
40.364261143Future Land Use
105.54419517 Marys Lake Road should be shown here
83149 http://engageestes.org/get-Comment
51709
involved/maps/draft-future-land-use-
map?reporting=true#marker-74433
820 Moraine Avenue, Estes Park,
Colorado 80517, United States
-
40.365855202Future Land Use
105.53923308stop light desperately needed here
291606Comment
http://engageestes.org/get-
849336
involved/maps/draft-future-land-use-
map?reporting=true#marker-74434
Moraine Avenue, Estes Park, Colorado
80517, United States
-
40.369153557Future Land Use
105.53187847all of Moraine Ave needs a center turn lane and sidewalk!
39683 http://engageestes.org/get-Comment
137453
involved/maps/draft-future-land-use-
map?reporting=true#marker-74435
381 South Saint Vrain Avenue, Estes
Park, Colorado 80517, United States
-
40.371838716Future Land Use
105.50771713good spot for new town hall, and land is for sale now
14677Comment
http://engageestes.org/get-
256837
involved/maps/draft-future-land-use-
map?reporting=true#marker-74436
1010 Acacia Drive, Estes Park, Colorado
80517, United States
-
40.351360145Future Land Use
105.50707340good spot for workforce housing
479326 http://engageestes.org/get-Comment
24048
involved/maps/draft-future-land-use-
map?reporting=true#marker-74437
179 Stanley Circle Drive, Estes Park,
Colorado 80517, United States
-
40.374249954Future Land Use
105.51154732town owned property...make use of it
74452Comment
http://engageestes.org/get-
704164
involved/maps/draft-future-land-use-
map?reporting=true#marker-74438
116 East Elkhorn Avenue, Estes Park,
Colorado 80517, United States
-
40.375999070Future Land Use
105.52304327empty lot for 13 years...town should purchase and make a picnic area/restroom/food truck location
44243 http://engageestes.org/get-Comment
487947
involved/maps/draft-future-land-use-
map?reporting=true#marker-74439
Ivy Street, Estes Park, Colorado 80517,
United States
-transportation hub?
40.374527854Future Land Use
105.52275359relocate post office
66491Comment
http://engageestes.org/get-
630585repurpose current po building
involved/maps/draft-future-land-use-
map?reporting=true#marker-74440
432 West Elkhorn Avenue, Estes Park,
Colorado 80517, United States
-
40.376877697Future Land Use
105.52932500redevelop West Park Center and make better use of river front
87748 http://engageestes.org/get-Comment
839235
involved/maps/draft-future-land-use-
map?reporting=true#marker-74441
820 Moraine Avenue, Estes Park,
Colorado 80517, United States
-
40.365683536Future Land Use
105.53975343town owned property. make use of it
268705Comment
http://engageestes.org/get-
704225
involved/maps/draft-future-land-use-
map?reporting=true#marker-74442