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HomeMy WebLinkAboutREPORT 2024 Strategic Plan Progress1 2024 Town of Estes Park Strategic Plan Progress Report Final KEY OUTCOME AREAS Party Responsible On Track Behind Schedule Hold/ Tabled Done*% Complete Comments EXCEPTIONAL GUEST SERVICES - We are a preferred Colorado mountain destination providing an exceptional guest experience. Produce a new event in January of 2024 (First People's Festival).Rob Hinkle 100%First Peoples Festival was held January 12-14, 2024. Implement a new user-friendly and robust ticketing system for events.Rob Hinkle 100%FareHarbor Ticketing is being used presently for all of our events in 2024. Design a new user friendly Events Division website using a different website platform. Rob Hinkle 100%We will be going live with the new website January 6 with some ongoing pages and additions as we need them. Staff is consolidating pages and removing ones that are not needed in order to make the site easier to navigate. Develop and implement a more robust social media program.Rob Hinkle 100% We have successfully developed and implemented a social media program, expanding our presence to Instagram and TikTok. After thorough review and approval, the new pages were created and are now live. We have officially begun posting content, engaging with our audience, and building our brand's presence across these platforms. This marks a significant step in our digital marketing strategy. Visitor Services will implement a plan to cross promote Town signature events.Rob Hinkle 100%Visitor Services staff will work with the Events Division on promoting each signature event. These events will be promoted on the TV screen along with displays in the Visitor Center. Continue to work with the Fine Arts Guild to evaluate the feasibility of a performing arts center in Stanley Park.Rob Hinkle 95% Working with Design Concepts to review the Master Plan and the feasibility of a performing arts center. Initial costs for relocation were presented to the Town Board on April 9 and the Town Board directed staff to continue. Encore will be meeting with the Museum about the possibility of partnering with the Museum on their possible future expansion. A public survey was completed and staff will be asking the Board to schedule a Study Session to discuss next steps. This Study Session will take place on February 25. This Objective will need to be carried over to 2025. Enhance the visitor experience in the Visitor Center through Estes Park imagery and artifacts.Rob Hinkle 80% Met with Rebecca from Visit Estes Park and with Mikaela from EP Museum. Both are enthusiastic and supportive of the project. Discussed potential "Then and Now" style imagery & the process for obtaining permission to use images from Museum library. Discussions also held with the Rocky Mountain Conservancy about potential projects to enhance the visitor experience. There is funding in the VEP 2025 budget for this project, so this will be completed in 2025. Update the conceptual design and cost estimates for the Stall Barns and develop a plan to fund the improvement. (2022 CARRYOVER)Rob Hinkle 65% Public Work Project Team said It would be ideal to do the design and the construction at the same time. There are risks of doing the design and then waiting on construction (materials can change, code requirements could differ, novel designs could be developed/current design could be outdated, etc...). which could lead to design re-work. The Request for Proposal is written and can be sent out at any time with minimal edits/updates. GOVERNMENTAL SERVICES AND INTERNAL SUPPORT - We provide high quality support for all municipal services. Implement supervisor training for all Town employees with direct reports.Jackie Williamson 100%Training was completed in November. Complete 2024 Organizational Culture Survey and develop an action plan based on the findings.Jackie Williamson 100% The 2024 Organizational Culture Survey completed by staff and report completed by Graves Consulting has been shared with all employees. Action plan key elements identified by Employee Engagement team have been shared with the managers. The Executive Leadership Team met to discuss this plan in October and provided feedback to the Employee Engagement team. Action plan completed and presented to all employees for feedback. Staff will begin action plan implementation in 2025. Refresh the Human Resources Strategic Plan and share next steps with the Town Board. Jackie Williamson 75%Staff has begun to updated the plan with input from the organizational culture survey. A report on items addressed in 2024 will be produced and provided to the Board. This Objective will need to be carried over to 2025. Complete a benchmark study of employee benefit packages.Jackie Williamson 100%Information/data gathering has been completed. Create a public-facing dashboard to share performance measurement data.Kate Miller 100%Dashboard is completed and posted at estes.org/performance INFRASTRUCTURE - We have reliable, efficient, and up-to-date infrastructure serving our community and customers. Complete a draft Big-Thompson raw water supply line route analysis.Reuben Bergsten 100% Three raw water routes were identified to bring raw water from the Big Thompson River to the Marys Lake Water Treatment Plant. The estimated costs range from $30M to $50M. This information will be incorporated into the new Master Plan. Establish a baseline water loss record using our new Water Audits and Loss Control Program.Reuben Bergsten 100%Baseline American Water Works Association M36 Audit is completed. 2 2024 Town of Estes Park Strategic Plan Progress Report Final KEY OUTCOME AREAS Party Responsible On Track Behind Schedule Hold/ Tabled Done*% Complete Comments Submit funding application(s) for the federal Infrastructure Investment and Jobs Act program and determine if in-house labor will be an eligible expense.Reuben Bergsten 100% The Colorado Department of Local Affairs (DOLA) asked us to combine Spruce Knob Water Company with Carriage Hills to increase our competitive $1M grant request. This approach was successful and will combine with a $1.5M principal forgiveness on a $5M State Revolving Fund Loan. Explore joint funding options for storage and intermittent renewables with PRPA.Reuben Bergsten 100% The GRIP grant application was submitted, but not awarded. A DOLA grant was awarded to Power and Communications with PRPA as the lead in the purchase and installation of a grid scale battery. Staff will continue to work with PRPA to explore funding opportunities for storage and intermittent renewables with PRPA (this work will be ongoing into the future). Complete a Zero-Emission Transit Fleet Transition Plan.Greg Muhonen (DK)10% The Grant Agreement has been executed and a third party consultant has been selected to conduct the study. The consultant contract is expected to be signed by the end of Q4 2024, with completion of the Plan anticipated by Q3 2025. This Plan will cover only the Town's Transit Fleet - not the entire Town fleet. This Objective will need to be carried over to 2025. Consultant contract anticipated to be signed the first weeks of Jan 2025 and the consultant team will immediately begin work to meet May 2025 deadline. Start design efforts and pursue land acquisition necessary to relocate the Police Department out of Town Hall.Paul Fetherston 15% The Town's discussions with the Bureau of Reclamation (BOR) regarding potential use of BOR land for a multi- jurisdictional emergency operations center recently resulted in a shift in the Town's focus to considering a number of site options including privately owned parcels. Town staff continues to look into location options - along with options related to financing, communications and timelines - with an update to and request for direction from Town Board tentatively scheduled for a January 2025 Study Session. Recently, staff identified funding for and secured professional design/ architectural services to conduct the following analysis: programmatic/ site needs, deficiencies, and site plan. This work will inform more accurate square footage, cost estimates and site needs. An application for Congressionally Directed Spending (CDS) grant funding for project design was submitted to Senators Bennet and Hickenlooper. Proposed grant funding in the amount of $1.3M is currently included in draft legislation. Staff is in the process of determining funding options for a project of this magnitude, from design through completion. This Objective will need to be carried over to 2025. Pursue grant funding for private and/or public flood mitigation and stormwater projects.Greg Muhonen (JB)100% PW continues to monitor grant announcements for potential stormwater project funding. Grant-funded stormwater work in 2024 focused on advancing the Project Scoping for Capacity Improvements on the Big Thompson River and Fall River. This effort will establish a solution concept for use in applying for future stormwater infrastructure design and construction grant funding. Completion is contemplated in Q1 2025, and is necessary before the Town can apply for future BRIC (Building Resilient Infrastructure & Communities) or FMA (Flood Mitigation Assistance) grant funding. This objective is restated as Utilities Infrastructure Goal 4D in the 2025 Strategic Plan. Complete at least one stormwater CIP project from the list included in the Stormwater Drainage System Maintenance Policy.Greg Muhonen (JB)100% The stormwater crew redirected effort from the stormwater project on Old Ranger Road due to buried utility conflicts and instead installed new corrective piping in the E Riverside parking lot to relieve river flow backups into the stormwater system during periods of high river flows that would otherwise flood the Elkhorn/Riverside intersection. This Objective is listed as Utility Infrastructure Objective 4.B.2 in the 2025 Strategic Plan. Complete construction of Trailblazer Broadband system for customers in the electric service area.Reuben Bergsten 90% Completion of build out is currently fiscally constrained. Construction is complete to 90% of our electric customers. The remaining 10% is our highest-cost construction and lowest density of customers. Staff has submitted two BEAD grant applications for financing to complete the build out of the remaining service area. Conduct a feasibility study and take-rate report on a Trailblazer Broadband program to help provide access at a reduced or free rate to economically challenged families within the Trailblazer service area. Reuben Bergsten 100% Feasibility study and take-rate report completed. The program is sustainable with one-time financial support to pay for new installations. There is a need in the community. A pilot roll-out that limits participation over the first five years is recommended. Funding will need to be identified and secured. Develop, fund, and implement a stormwater drainage system maintenance program. (2023 CARRYOVER)Greg Muhonen (JB)65% PW staff met in April 2024 to review the draft Stormwater Maintenance policy and project list. A future Town Board study session is needed to discuss options for resolving drainage issues along roadways (ie retrofitting streets with concrete curb and gutter, eliminating or upsizing driveway culverts, etc). This has been postponed until the new Stormwater Engineer starts and begins to lead this planning effort, which will guide future stormwater infrastructure design and construction grant funding. This Objective will need to be carried over to 2025 Update the Water Master Plan. (2023 CARRYOVER)Reuben Bergsten 75% The scope of work to compile a final document is under development. An added exercise to determine the recommended number of future plants is still under development. Consultants completed six of eleven technical memos (TM) that feed into the master plan. This Objective will need to be carried over to 2025. Make funding and staffing plan for a capital construction projects crew. (2023 CARRYOVER)Reuben Bergsten 100% Completed. Staff recommends prioritizing large capital projects over adding staff to do small capital projects. Focusing on large projects allows us to maximize grant opportunities. Larger projects often come with higher costs, which means there will not be extra budget available to hire a crew for small capital projects. 3 2024 Town of Estes Park Strategic Plan Progress Report Final KEY OUTCOME AREAS Party Responsible On Track Behind Schedule Hold/ Tabled Done*% Complete Comments Assist the Town Board with determination of a guiding policy regarding the Town and private-sector roles in implementing the Electric Vehicle Infrastructure & Readiness Plan. (2023 CARRYOVER) Travis Machalek 100% A Study Session was held on June 11th to discuss the Board's guiding policy regarding the relative roles of the Town and the private sector in implementing the Electric Vehicle Infrastructure & Readiness Plan. The Town Board indicated a preference for the Town to provide the parking infrastructure and access to electric infrastructure necessary for a private provider to own and operate the charging stations. A private provider will be selected through a Request for Proposal (RFP) process when the Town's charging data indicates that more electric vehicle charging infrastructure is needed. Management Analyst Simpson has recorded this direction in an implementation document for future reference. Install Phase 1 & 2 Town Hall Variable Refrigerant Flow cooling units. (2022 CARRYOVER)Paul Fetherston 10% In an effort to maximize resources, the Town sought grant funding for this project through the Colorado Energy Office Public Building Electrification Grant (PBEG). Based on the November 22, 2024 notification that the Town's grant application was not awarded, the Town is moving forward with awarding the contract for the VRF replacement with budgeted funds. The project is slated for completion by Q2 2025. This Objective will need to be carried over to 2025. OUTSTANDING COMMUNITY SERVICES - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community. Review data on needs of senior community in Estes Park and evaluate actions that the Town could take to address these needs.Travis Machalek 100% Management Analyst Simpson has completed a review of data from the Larimer County Community Health Survey (2022), the Larimer County Office on Aging Report on Community Conversations (2022), and the Larimer County Office on Aging Community Assessment Survey for Older Adults (2023). She has also met with stakeholders in the Estes Valley. A white paper with the results of this analysis and summary of actions that the Town could take to address these needs will be presented to the Town Board at the February 25, 2025 Town Board Study Session. Establish a timeline and funding strategy for a Parks and Open Space Master Plan.Greg Muhonen (BB)100% The Board approved $150,000 in the 2025 adopted budget to fund this project. Public Works staff has developed an RFP to hire a consultant and start the Master Plan process in Q1 2025. This sets the stage for staff to move forward on Objective 5.A.1 under the Exceptional Community Services key outcome area. Continue rewriting the Estes Park Development Code. (Multi-Year Objective)Steve Careccia Ongoing (5%) A Professional Services Agreement with Design Workshop Inc was approved by the Town Board at the January 14, 2025 Town Board meeting. The project kickoff meeting will take place in early February. Establish a timeline and funding strategy to implement the recommendations identified in the ADA Transition Plan.Paul Fetherston 100% The updated ADA Transition plan, adopted by the Town Board on February 13, 2024, identifies high priority/ low cost facility items that were to be addressed in 2024 were unable to be completed. It is anticipated that ADA signage will be replaced in Town Hall in Q3 2025 in coordination with the remodel of the Finance Department office space. Impacted Town Divisions will annually review the deficiencies lists and submit proposed budget Decision Packages for corrective action funding. Expand the greenhouse footprint and production capacity to service expanding planting demands on public properties. (2023 CARRYOVER)Greg Muhonen (BB)30%Site work began on November 26 and building erection is underway. This Objective will need to be carried over to 2025. Explore an annexation policy with Larimer County after the adoption of the Comprehensive Plan. (2023 CARRYOVER)Steve Careccia 5% The Town Board had a high level discussion on annexation at its November 12 meeting. Staff will seek further direction at a future study session. This Objective carryover is already included in the 2025 Strategic Plan as Exceptional Community Services Objective 6.1. PUBLIC SAFETY, HEALTH, AND ENVIRONMENT - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. Continue to enact the Implementation Plan developed from the Environmental Sustainability Task Force recommendations. (Multi-Year Objective)Jason Damweber Ongoing See ESTF Implementation tracking sheet. Explore collaboration on sustainability management with partner entities and evaluate what sustainability actions the Town Board wants to accomplish.Jason Damweber 100% Town and VEP staff have met to discuss opportunities to collaborate, especially in light of their Sustainability position and approach to marketing sustainable tourism. Larimer County Climate Smart and Future Ready Plan implementation phase started, with an interactive dashboard available here. The Town Board adopted a multi-year goal to "Establish the Town's role in environmental stewardship and sustainable practices" in the 2025 Provisional Strategic Plan, with a specific 2025 objective to "Evaluate the creation of a Climate Action Plan specific to Estes Park." The County received a grant in August 2024 that will be used in part to assist the Town with its efforts in developing a Climate Action Plan. This work is expected to take 2-3 years to complete (beginning in late 2024). Complete updates to the Intergovernmental Agreement for Solid Waste Programming and Infrastructure Improvements.Travis Machalek 100% The IGA for Solid Waste Programming and Infrastructure Improvements has been placed into abeyance. Future agreements are expected to be handled on a community-by-community basis instead of a single IGA between the County and multiple communities. The Town and County will continue meeting to discuss Estes Park's specific solid waste needs, including any new agreements needed 4 2024 Town of Estes Park Strategic Plan Progress Report Final KEY OUTCOME AREAS Party Responsible On Track Behind Schedule Hold/ Tabled Done*% Complete Comments Review and update the Town's Emergency Management function.Travis Machalek 100% Chief Stewart and TA Machalek have finished reviewing the Town's Emergency Management function. Chief Stewart will serve as the Town's Emergency Manager for the time being. Staff will revisit the structure of the community's emergency management function, and the need for dedicated emergency management staffing, in two to three years. Implement Phase 3 of the Security Camera project to address the needs of the Event Center and the associated parking area. (2022 CARRYOVER)Paul Fetherston 15% IT, in cooperation with Facilities and the Police Department, is leading this effort to expand the security of high traffic Town facilities and areas. IT has secured a unified physical security platform that will support a network of physical security resources including cameras, door access, and other physical security options. The installation of the unified physical security platform is underway and will be completed by end of Q1 2025, to be followed with the installation of Phase III measures in the Events Center, Fairgrounds and Museum expected in Q2 2025. This Objective will need to be carried over to 2025. ROBUST ECONOMY - We have a diverse, healthy, year-round economy. Work with the Estes Chamber of Commerce and Downtown businesses to evaluate implementation options for the Downtown Plan. Travis Machalek 5% Town Administrator Machalek had an initial meeting with Chamber Executive Director DePasquale to begin these conversations. The first step in this process will be working through how to best engage all of the downtown businesses in the discussion. Director DePasquale and TA Machalek are reviewing the state's Main Street program as a potential starting point. This Objective will need to be carried over to 2025. TOWN FINANCIAL HEALTH - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies. Implement a new Enterprise Resource Planning system. (Multi-Year Objective)Duane Hudson Ongoing (40%) Implementation has begun on the core financials with Tyler. Chart of accounts, forms (Check, AR Invoice, AR Statement, POs, Requisition, Contract, & Receipt forms), as-is and to-be state analysis, and other tasks have been completed. We are working on user access settings and roles. Business process changes have been discussed and will be finalized and refined as we get to testing the initial configuration settings next year. We will schedule asset management (Fleet Maint module) implementation to begin early 2025. The initial kickoff meeting for the utility billing system is scheduled for Nov 25th. TRANSPORTATION - We have safe, efficient, and well-maintained multi-modal transportation systems for pedestrians, cyclists, motorists, and transit riders. Complete the construction of the Cleave Street Improvements.Greg Muhonen (JB)35% The construction contract with ABC Asphalt, Inc, was approved by the Town Board at the June 11, 2024 meeting. All work in the corridor was halted for the summer on June 28th based on feedback from adjoining businesses. Work on the utility undergrounding resumed on October 21st, 2024. ABC began construction at the east end of the project on October 28th. Relocation of the overhead electric wires is scheduled to be completed still in 2024. This Objective is carried over to 2025 as Transportation Objective 2.A.4. Complete the street rehabilitation of 1st Street, 2nd Street, 3rd Street, North Court, and South Court and provide ADA compliant pedestrian facilities following the water main and service installation project. Greg Muhonen (JB)50% Phase 1 construction (3rd Street, North & South Courts) has been awarded to Wagner Construction and construction has begun. Due to numerous construction issues, the latest being 22 shallow Xcel gas services, curb, gutter, and sidewalk installation has been delayed, which also delays the paving operation. Xcel will have 2 crews working to lower the services so that curbing can be installed by November 1. Paving is likely delayed until the spring of 2025. Due to funding constraints, roadway and sidewalk work on 1st and 2nd Streets will be delayed until 2025. This Objective will need to be carried over to 2025. Complete rehabilitation of West Elkhorn Avenue from Moraine Avenue to Far View Drive. Greg Muhonen (JB)25% This project is included in the 2024 STIP. The Town Administrator's Office directed Public works to postpone this project due to construction impacts from the Downtown Estes Loop. This project is now scheduled for completion in Spring of 2025. This Objective is carried over to 2025 as Transportation Objective 2.A.1. Deliver technical support and public communication assistance for construction of the Downtown Estes Loop by FHWA. (Multi-Year Objective)Greg Muhonen 100%This project is substantially complete with minor punch list work underway by Flatiron Constructors under the oversight of the Federal Highway Administration. 5 2024 Town of Estes Park Strategic Plan Progress Report Final KEY OUTCOME AREAS Party Responsible On Track Behind Schedule Hold/ Tabled Done*% Complete Comments Seek funding and create an implementation timeline for the year-one recommendations from the Transit Development Plan.Greg Muhonen (DK)0% The consultant team presented results of community engagement efforts, existing conditions assessment and preliminary recommendations to the public at an open house on May 21, 2024 in coordination with the 2045 Transportation Plan. The Transit Development Plan is expected to be presented to the Town Board for consideration in January 2025. This is too late to seek grant funding and establish an implementation timeline to inform the 2025 budget. This Objective is also listed as Transportation Objective 3.C.1 in the 2025 Strategic Plan. Select specific recommendations from the Multimodal Transportation Plan for budgeting and implementation in 2025.Greg Muhonen (JB)0% Kimley-Horn is currently working through the staff and TAB comments on the draft document. The revised draft was released for public comment on November 4th, was discussed at the November 20th TAB meeting, and will be presented at the December 10 TBSS. The Multimodal Transportation Plan is expected to be presented to the TB for approval in January 2025. This is too late to inform the 2025 budget. Implementation of recommendations will need to be delayed to the 2026 budget. This ongoing Objective is also listed as Transportation Objective 3.D.1 in the 2025 Strategic Plan. Construct a single-deck parking structure above the Big Horn parking lot.Greg Muhonen (DP)6% The design was delayed by staff changes and the need to discuss expanded scope with the Town Board. Three level parking structure is estimated to cost $5M. Funding is not budgeted. Construction will not be completed in 2024. The RFP for design services was advertised June 14, 2024. Fee proposals from 5 firms were received July 10 and two firms have been interviewed. Award of the design contract is on hold pending further discussion with the Town Board regarding a funding strategy and timeline for both design and construction. This Objective is also listed as Transportation Objective 5.A.1 in the 2025 Strategic Plan. Seek funding to construct the Visitor Center Parking Lot Improvements and the first phase of the US 34 Corridor Improvements.Greg Muhonen (JB)90% Due to funding shortfalls, it was necessary to eliminate the US34 Corridor study from the project. Approximately $1.1 million has been appropriated for the parking lot construction through CDOT grants and Town matching funds. Currently awaiting the Intergovernmental Agreement (IGA) from CDOT for this construction work. This Objective will need to be carried over to 2025. Actively participate in the US34 Coalition and Transportation Management Organization planning and project implementation.Greg Muhonen (DK)100%P&T Manager Klein has continued attending the monthly US34 Coalition meetings and GoNoCo Board meetings each month since June. This work will continue into the future under Transportation goal 6.A. Pursue CDOT Safe Routes to School grant funding for the design of the segment of the Community Drive Multi-Use Trail between Brodie Ave and Graves Ave.Greg Muhonen (JB)100% With current staff capabilities, we believe that this relatively short segment of trail can be designed in-house and built using 1% sales tax funds. Staff believes that the segment from Manford to US 36 along Community Drive will be a better, more attractive project for SRTS funding. A grant application for this segment was submitted in November 2024. Complete the design of the Fall River Trail.Greg Muhonen (JB)95% Staff was successful in acquiring a $45K design grant from CPW for this project. The $203,539 design contract with Otak, Inc. was approved by the Town Board on March 26th. Notice to Proceed was issued on March 28th and design is expected to be complete in Q1 2025. This Objective will need to be carried over to 2025. Develop, fund, and implement a public trail maintenance program. (2022 CARRYOVER) Greg Muhonen (JB)25% Staff is evaluating whether to develop this plan in-house or make it a part of the overall design of the US34 and Hwy 7 trails redesign. Further discussions are forthcoming.1A sales tax funds are expected to be the revenue source for this effort. This Objective will need to be carried over to 2025 Complete the construction of the roundabout improvements on US 36 at Community Drive. (2022 CARRYOVER)Greg Muhonen 100%The new intersection opened to unrestricted traffic flow on October 5, 2023. The new street light poles are installed and guard rail corrections completed. Landscaping is complete. Utilize SB267 grant funds to design transit & parking improvements in the Visitor Center Parking Lot. (2023 CARRYOVER)Greg Muhonen (JB)30%PW Staff, based on input from TAB has selected a preferred alternative and Kimley-Horn has moved into the design phase. 30% plans will be presented to TAB in 2025. This Objective will need to be carried over to 2025. * for multi-year projects, DONE refers to the portion of the project planned for the current year.