HomeMy WebLinkAboutREPORT 2025 Strategic PlanR1 (2/11/2025)
KEY OUTCOME AREA
(Alphabetical order)
STRATEGIC POLICY STATEMENTS GOALS (MULTI‐YEAR) OBJECTIVES (ONE‐YEAR)
1. We support a wide range of housing opportunities with a
particular focus on workforce and attainable housing.
1.A. Plan for and utilize 6E funds to achieve Workforce and
Attainable Housing goals in partnership with the Estes Park
Housing Authority and other strategic partners.
2.A.1 ‐ Increase utilization of "Access Granted" program for senior community
that will allow participants to share home access codes and emergency contract
information so that first responders will not have to damage anything if they
need to do an emergency welfare check.
1.B. Incentivize private development of workforce and
attainable housing.
4.A.1 ‐ Track progress towards metrics of success established for childcare in
2024.
2. We support the needs of our senior community.
2.A. Develop a needs assessment and strategic plan to meet
the needs of the senior community in Estes Park.
5.1 ‐ Expand the greenhouse footprint and production capacity to service
expanding planting demands on public properties. (2023 CARRYOVER)
4.A. Plan for and utilize 6E funds to address childcare issues
consistent with the Childcare Needs Assessment and
Strategic Plan.
5.A.1 ‐ Develop a master plan for Town Parks and Open Space, in cooperation
with the Recreation District and Estes Valley Land Trust. Include chapters on
water‐conscious landscaping and pocket parks.
3. We support the needs of families in our community.
5.A. Implement the recommendations of the 2025 Parks &
Open Space Master Plan.
5.C.1 ‐ Continue to work with the Fine Arts Guild to evaluate the feasibility of a
performing arts center in Stanley Park. (2024 CARRYOVER)
5.B. Overhaul outdated and aging landscaping in Children's
Park, Riverwalk, and Wiest Park by 2026. 6.1 ‐ Formalize an annexation policy with Larimer County. (2024 CARRYOVER)
4. We support a wide range of childcare opportunities with a
particular focus on infants and toddlers.
5.C. Implement the 2019 Stanley Park Complex Master Plan
projects at the Events Complex.
6.A.1 ‐ Continue rewriting the Estes Park Development Code with participation
from elected/appointed officials, stakeholders, and residents. (Multi‐Year
Objective)
5.D. Maintain a high level of arena footing for horse shows
and rodeos at the Events Complex. 7.A.1 ‐ Replace ADA non‐compliant signs in Town Hall.
5. We expand and improve the durability, functionality, and
efficiency of open space and public park infrastructure.
6.A. Complete a full rewrite of the Estes Park Development
Code to align with the new Comprehensive Plan. 7.B.1 ‐ Develop a digital accessibility transition plan as required by state law.
Exceptional 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.
Town of Estes Park 2025 Strategic Plan
Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community.
Mission: The Mission of the Town of Estes Park is to provide high‐quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting.
THERE IS NO RANK‐ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY.
For the purposes of Strategic Policy Statements, "We" refers to the Town organization, led by the Town Board of Trustees.
6.B. Collaborate with community stakeholders to update
our adopted transportation, drainage, and parking design
standards and construction policies in the Development
Code by 2026.
7.B.2 ‐ Promote utilization of "Reachwell" app for non‐English speaking
community alerts (NoCo Alerts & EP Alerts).
6. We have an up‐to‐date Comprehensive Plan and Development
Code that reflect the will of the community. 7.A. Implement the 2023 ADA Transition Plan. 9.1 ‐ Complete Museum Annex addition.
7.B. Continuously implement organizational processes and
services to improve the accessibility of public information in
all formats, with a particular focus on the needs of
individuals with disabilities and those with limited English
proficiency.
7. We are committed to improving community accessibility for
residents and guests from diverse cultures, and residents and
guests with disabilities.
8. We enact policies that support all demographic segments of
the community.
9. We value the Estes Park Museum's work to preserve, share,
and respect the unique history of Estes Park, and incorporate that
history into our decision‐making processes.
10. We support public art and creative endeavors.
1. We maintain a well‐trained and educated Town Staff.
1.A. Update and actively work on Human Resources
Strategic Plan Action Items annually. 1.A.1 ‐ Implement 2024 Organizational Culture Action Plan.
2.A. Complete a review of the Town employee benefit
package to ensure the Town remains competitive and
aligned with other municipalities.
1.A.2 ‐ Revise Employee Success & Development Form and Process for 2025
based on feedback received in 2024.
2. We attract and retain high‐quality staff by being an employer
of choice, including offering highly competitive benefits and
wages, and encouraging work‐life balance.
3.A. Ensure adequate grant writing capacity as the current
grant resources shift in time allocation.
1.A.3 ‐ Refresh the Human Resources Strategic Plan and share next steps with the
Town Board. (2024 CARRYOVER)
3.B. Ensure adequate resourcing to meet the current and
future preventative facilities maintenance needs for Town
buildings and parcels.
2.A.1 ‐ Propose and implement approved recommendations from the Town
employee benefit package review conducted in 2024.
Governmental Services and Internal Support ‐ We provide high‐quality support for all municipal services.
3. We match service levels with the resources available to deliver
them.
4.A. Explore options to improve the Town's ability to ensure
diverse membership representation on Boards and
Commissions.
4.A.1 ‐ Investigate translation of the volunteer form into other languages to
solicit a diverse applicant pool.
5.A. Conduct a community survey biennially in odd years to
measure our performance and community preferences. 7.B.1 ‐ Implement new Human Resources Information System/Payroll.
4. We strive to ensure that the membership of our Boards and
Commissions reflects the diversity of the community.
5.B. Evaluate inclusivity of Town community engagement
processes.
7.B.2 ‐ Add process improvement goals to the Employee Success and
Development program to reinforce the value.
7.A. Implement a Town performance management system
including appropriate measures. 7.B.3 ‐ File all new employee records electronically starting in 2025.
5. We strive to gain meaningful input and participation from all
community members.
7.B. Develop an organizational culture that encourages
continuous process improvement.
7.B.4 ‐ Evaluate the development of a searchable public GIS portal to enhance
access to available property records.
7.C. Digitize Town records within Laserfiche. 7.C.1 ‐ Continue evaluation of permanent Financial records for digitization.
6. We prioritize and support a culture of customer service
throughout the organization.
9.A. Minimize risk of becoming a victim of cybersecurity
threats.
9.A.1 ‐ Replace Town firewalls and associated software for increased web
protection.
10.A. Continually evaluate the functionality of our website
to ensure it serves the needs of our customers.
9.A.2 ‐ Implement additional security measures to better protect the Town
against cyber threats.
7. We support a culture of continuous improvement in our
internal processes and service delivery.
11.A. Evaluate the service condition, safety, functionality,
accessibility, and land‐use restrictions of our 32 public
buildings using a data‐driven approach and document the
outcomes in our LUCITY asset management system.
11.1 ‐ Install Phase 1 & 2 Town Hall Variable Refrigerant Flow cooling units. (2022
CARRYOVER)
11.B. Upgrade the quality, function, and safety of the
Town's public restrooms. 11.A.1 ‐ Complete building life cycle audits for Town Hall and the Visitor Center.
8. We operate with transparency, maintaining open
communication with all community members and proactively
making Town information available to the public.
11.C. Pursue energy conservation projects that improve the
efficiency of our buildings. 11.B.1 ‐ Remodel the public restrooms in Town Hall.
11.D. Establish a timeline and funding strategy to
implement the Facilities Master Plan recommendations.
Start with the relocation of the Police Department out of
Town Hall. 11.C.1 ‐ Replace florescent lighting with LED lights in the Street Shop.
9. We monitor for, and protect against, cybersecurity threats.
11.E. Work with the Fire District to investigate and evaluate
strategies to use Town‐owned buildings and Town projects
to demonstrate wildfire mitigation techniques for facilities.
11.D.1 ‐ Start design efforts and pursue land acquisition necessary to relocate the
Police Department out of Town Hall. (2024 CARRYOVER)
11.F. Plan to meet the space needs of the Facilities Division.
10. We maintain a robust, transparent, accessible, and user‐
friendly public‐facing website.
11. We ensure that our facilities are well‐maintained and meet
the needs of Town Departments and the community.
1. We value broad collaboration in providing outstanding guest
services.
2.A. Develop events that attract guests to Town in the
winter and shoulder seasons as well as mid‐week events.
2.A.1 ‐ Develop a guiding philosophy for events that includes consideration of
impact on businesses and the community.
2.B. Continue to develop and attract diverse events and
audiences.
2.B.1 ‐ Add Breakaway Roping as a women's competitive event at the Rooftop
Rodeo.
2. We provide and support high‐quality events that attract guests
to the Town.
2.C. Continue to support events through creativity,
innovation, and technology.
2.C.1 ‐ Utilize Laserfiche to automate event processes such as event orders,
vendor inquiries and forms, and check request forms.
3.A. Work with public‐ and private‐sector entities to
encourage additional town destination opportunities for
guests, including the Museum, particularly in case visitation
limits in the National Park or elsewhere remain a factor.
4.1 ‐ Evaluate and implement better tracking metrics for the Town's outdoor
festivals.
3. We strive to balance the impacts of visitation with the needs
and quality of life of our residents and our key outcome areas.
4.A. Continue to monitor and adjust marketing focus to
events that are branded to and successful in Estes Park. 5.1 ‐ Ensure the availability of an Official Visitor Guide mailing program.
5.A. Implement the Visitor Services Strategic Plan.
5.B.1 ‐ Collaborate with the Rocky Mountain Conservancy to provide on‐site
education opportunities at the Estes Park Visitor Center.
4. We balance data‐driven decisions with community values when
serving our guests and residents using up‐to‐date and relevant
data.
5.B. Visitor Services will work with Visit Estes Park and the
Rocky Mountain Conservancy on developing and
implementing ways to help educate and entertain guests at
the Visitor Center. 5.B.2 ‐ Explore interactive exhibit for the Estes Park Visitor Center.
5.C. Continue to implement a Guest Services (Service
Elevated) annual training for volunteers in the Visitor
Center.
6.B.1 ‐ Enhance the visitor experience in the Visitor Center through Estes Park
imagery and artifacts. (2024 CARRYOVER)
5. We contribute to an exceptional guest experience through a
high‐quality Visitor Services Division.
Outstanding Guest Services ‐ We are a preferred Colorado mountain destination providing an exceptional guest experience.
6. We work to ensure that Estes Park is a sustainable tourism
destination.
1. We are committed to safeguarding the lives and property of
the people we serve.
1.A. Evaluate and meet the sworn officer, dispatch, and
support services staffing needs of the Police Department.
1.B.1 ‐ Implement Phase 3 of the Security Camera project to address the needs of
the Event Center and the associated parking area. (2022 CARRYOVER)
1.B. Integrate security camera systems in Town Hall, Visitor
Center, Events Complex, and Museum.
2.C.1 ‐ Explore the feasibility of solar panels and battery storage on the proposed
new Police Department building.
2. We support environmental stewardship and sustainability
through our policies and actions. 1.C. Evaluate pandemic response plan.
2.G.1 ‐ Evaluate the feasibility of plug‐in hybrid vehicles for use in the Police
Department.
2.A. Continue to incorporate the Environmental
Sustainability Task Force recommendations into Town
operations.
2.G.2 ‐ Replace hedge trimmers, leaf blowers, and line trimmers powered with
internal combustion engines with battery operated tools to comply with state
standards for municipal governments.
3. We are committed to fairness and support for victims of crime
and disasters.
2.B. Modify codes and regulations to support alternative
and distributed energy.
2.G.3 ‐ Partner with Larimer County to utilize grant funds to develop a Climate
Action Plan specific to Estes Park.
2.C. Encourage solar energy options for new and
established homes and businesses, including Town
Buildings.
2.H.1 ‐ Collaborate with Drive Clean Colorado to accelerate equitable adoption of
clean transportation options.
4. We value the importance of maintaining a local emergency
communication center to serve the Estes Valley.
2.D. Support beneficial electrification of buildings by
encouraging the replacement of fossil‐fuel appliances with
cleaner electric alternatives.
5.1 ‐ Increase interagency operability by collaborating with public safety partners
on radio channel sharing authorizations.
2.E. The Events and Visitor Services Department will reduce
the environmental impacts of Town events.
7.A.1 ‐ Acquire dual‐band radios for Police Department supervisors to assure
emergency communications during critical incidents and disasters.
5. We strive to enhance the safety of emergency responders.
2.F. Support the County‐wide Wasteshed Plan and will
remain active partners with Larimer County in its
implementation.
2.G. Establish the Town's role in environmental stewardship
and sustainable practices.
6. We believe in and support restorative practices as a way to
build and repair relationships, as well as increase understanding
about the impact of crime in the Estes Park Community.
2.H. Continue work with Larimer County on Climate Smart
Future Ready initiative.
7.A. Work collaboratively with the Estes Valley Fire
Protection District to build an Emergency Management
function that is focused on resilience, planning for
emergencies, responding to emergencies, and recovering
from emergencies.
Public Safety, Health, and Environment ‐ Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
7. We train and prepare to fully and immediately respond to
community emergencies.
8. We are proactive in our approach to wildfire planning and
mitigation in response to elevated fire risks in the Estes Valley
and the surrounding area.
9. We recognize the importance of behavioral health in our
community and work with local and regional partners to improve
mental health safety, treatment, and awareness.
1. We foster an inclusive, robust, and sustainable economy based
on a triple‐bottom‐line model, considering economic, social, and
environmental impacts and benefits.
2.A. Improve and streamline the Development Review
process.
2.A.1 ‐ Implement a new software module from SAFEbuilt to allow electronic
submittal of development applications and automated workflow processing.
4.A. Implement the Downtown Plan.
4.A.1 ‐ Work with the Estes Chamber of Commerce and Downtown businesses to
evaluate implementation options for the Downtown Plan. (2024 CARRYOVER)
2. We create and sustain a favorable business climate.
5.A. Conduct corridor studies for the corridors called out in
the Comprehensive Plan.
6.A. Work with the Economic Development and Workforce
Council to build capacity for small business owners to
address employee housing needs.
3. We support a diverse economy, attracting and serving a broad
range of current and potential stakeholders.
4. We recognize the importance of a vibrant, attractive, and
economically viable downtown.
5. We support investment and revitalization in all of the Town's
commercial areas.
6. We support economic and workforce development efforts led
by other organizations.
Robust Economy ‐ We have a diverse, healthy, year‐round economy.
7. We recognize the benefits of shopping locally and will actively
support our local businesses and the local economy.
1. We maintain up‐to‐date financial policies, tools, and controls
that reflect the financial philosophy of the Board.
1.A. Replace the current accounting system with a modern
Enterprise Resource Planning (ERP) system by 2025.
1.A.1 ‐ Complete the implementation of the Enterprise Resource Planning (ERP)
system by the end of 2025.
1.B. Develop a set of general budget policies to help guide
budget development in the future. This should include
consideration of reserve policies, use of one time funding,
budgeting approach to vacancies, etc.
1.B.1 ‐ Finalize a set of general budget policies to help guide budget development
in the future.
2. We make data‐driven financial decisions.
3. We will consider the most effective financing strategy for large
capital projects on a case‐by‐case basis, ensuring that each
financing package is appropriately tailored to the project under
consideration.
1. We value the development and maintenance of a sustainable,
accessible, and efficient multimodal transportation network.
1.A. Upgrade and maintain our public trail network to
comply with adopted safety and disability standards
utilizing directed sales tax funding approved through 2034.
1.A.1 ‐ Complete Phase 1 (design) of the US34 and SH7 trail reconstruction
projects.
1.B. Evaluate the possibility of adopting impact fees and fee‐
in‐lieu mechanisms to assist in funding multimodal
transportation improvements.
1.A.2 ‐ Develop, fund, and implement a public trail maintenance program. (2022
CARRYOVER)
2. We will maintain a high‐quality network of streets for our
community.1.C. Implement the Wayfinding Signage Program.
2.A.1 ‐ Complete the rehabilitation of West Elkhorn Avenue from Moraine
Avenue to Far View Drive. (2024 CARRYOVER)
2.A. Street rehabilitation efforts will result in an average
Pavement Condition Index of 80 or greater for the Town
street network by 2034. 2.A.2 ‐ Complete the reconstruction of Matthew Circle.
3. We will address traffic congestion and improve traffic and
pedestrian safety throughout the Town.
3.A. Collaborate with Federal and State partners to mitigate
traffic congestion with multimodal solutions throughout the
Town. 2.A.3 ‐ Complete the reconstruction of Steamer Parkway
Town Financial Health ‐ We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies.
Transportation ‐ We have safe, efficient, and well‐maintained multimodal transportation systems for pedestrians, cyclists, motorists, and transit riders.
3.B. Develop funding strategies for the design,
environmental clearance, and construction of the Moraine
Avenue Multimodal Improvements. 2.A.4 ‐ Complete the Cleave Street Improvements Project. (2024 CARRYOVER)
4. We effectively communicate with residents and guests about
the Town's parking and transportation options.
3.C. Explore the potential for year‐round local and regional
transit service.
2.A.5 ‐ 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. (2024 CARRYOVER)
3.D. Implement the Multimodal Transportation Plan.
3.A.1 ‐ Begin evaluating traffic flow and business impacts upon completion of the
Downtown Estes Loop.
5. We consider strategic, data‐driven investments in technology
that promote the financial and environmental sustainability of
the Town's parking and transportation assets.
3.E. Fund, commission, and implement a corridor study to
deliver multimodal transportation improvements on US 34
between Wonderview Avenue and Steamer Drive.3.A.2 ‐ Utilize SB267 grant funds to design transit & parking improvements in the
Visitor Center Parking Lot. (2023 CARRYOVER)
5.A. Implement the Downtown Parking Management Plan
in a manner that delivers parking services as a self‐
sustaining program by 2030.
3.C.1 ‐ Seek funding and create an implementation timeline for the year‐one
recommendations from the Transit Development Plan. (2024 CARRYOVER)
6. We identify and leverage local, regional, and national
partnerships that strengthen and extend the Town's parking and
transportation system.
6.A. Work with CDOT and other partners to evaluate
additional regional transit options along US34 and US36.
3.C.2 ‐ Collaborate with RTD and the newly created GoNoCo34 Transportation
Management Organization to enhance regional transit connectivity options.
8.A. Implement the priorities in the Estes Valley Master
Trails Plan.
3.D.1 ‐ Select specific recommendations from the 2045 Multimodal
Transportation Plan for budgeting and implementation in 2026. (2024
CARRYOVER)
7. We consider the potential impacts of technology changes,
including electric and autonomous vehicles and repurposing of
parking structures, in all transportation planning.
8.B. Obtain funding to design and build a functionally
connected bike and pedestrian facility network within one
mile of Estes Park public schools.
3.E.1 ‐ Seek grant funding for a corridor study that identifies needed multimodal
transportation improvements on US34 (Big Thompson Avenue) between
Wonderview Avenue and Steamer Drive.
8.C. Complete the Fall River Trail using available trail
expansion funds, open space funds, and grant funding.
5.1 ‐ Seek funding to construct the Visitor Center Parking Lot Improvements and
the first phase of the US 34 Corridor Improvements. (2024 CARRYOVER)
8. We will develop and maintain sidewalk and trail connectivity in
the Estes Valley in partnership with other entities.
5.A.1 ‐ Identify funding and construct a 3‐level parking structure at the Big Horn
parking lot. (Multi‐year Objective)
5.A.2 ‐ Evaluate the pros and cons of beginning to plan for implementation of
Phase 4 of the Downtown Parking Management Plan prior to implementing
Phase 3.
8.B.1 ‐ Design the Community Drive Multi‐Use Trail (east side of Community Drive
between Manford Avenue and US36). If funded through a Safe Routes to School
(SRTS) or other grant funding source, advertise for construction in Q4 2025.
8.C.1 Complete design of the Fall River Trail Final Segment (2024 CARRYOVER)
and advertise for construction to commence in Q4 2025.
1. We ensure high‐quality, reliable, and redundant water service.
1.A. Ensure at least one water treatment plant can reliably
operate year‐round.
1.A.1 ‐ Use the Water Master Plan results to generate options for achieving
reliable year‐round operation of at least one water treatment plant.
1.B. Improve water accountability by decreasing per capita
treated water demand through loss reduction. 1.A.2 ‐ Update the Water Master Plan. (2023 CARRYOVER)
2. We ensure high‐quality, reliable, and sustainable electric
distribution service.1.C. Increase the resiliency of the water distribution system.
1.B.1 ‐ Develop an enforcement process for customers who do not comply with
water administrative regulations.
2.C. Use funding from the 1% Sales Tax to help reduce the
risk of high‐voltage power lines igniting a wildfire. 1.C.1 ‐ Initiate construction of the Mall Road Looping project.
3. We encourage and support renewable energy sources and
storage.
3.A. Increase/enhance renewable energy sources and
storage by collaborating with PRPA and the other Owner
Communities to support PRPA's transition plan to minimize
carbon‐producing energy.
2.C.1 ‐ Develop a schedule and prioritization of projects to maximize the use of
1A funds in the areas west of town with the highest wildfire risk.
3.B. Establish planning and policy guidance to direct Town
investment in zero emission fleet vehicles, equipment, and
infrastructure.
3.B.1 ‐ Complete a Zero‐Emission Transit Fleet Transition Plan. (2024
CARRYOVER)
4. We are proactive in our approach to mitigating flood risks. 4.A. Continue implementing the Stormwater Master Plan.
4.A.1 ‐ Develop, fund, and implement a stormwater drainage system
maintenance program. (2023 CARRYOVER)
4.B. Upgrade and maintain our stormwater collection
system to reduce the risk of flooding and damage to public
and private property.
4.B.2 ‐ Complete at least one stormwater CIP project from the list included in the
Stormwater Drainage System Maintenance Policy.
5. We ensure access to high‐speed, high‐quality, reliable
Trailblazer Broadband service.
4.C. Pursue flood mitigation initiatives to reduce flood risk
and increase public safety.
5.A.1 ‐ Complete construction of Trailblazer Broadband system for customers in
the electric service area. (Multi‐year Objective)
4.D. Pursue grant funding for private and/ or public flood
mitigation and stormwater projects.
5.B.1 ‐ Establish a process to verify applicant‐provided information that would
determine these applicants as eligible for participation in a low‐cost Trailblazer
program
Utility Infrastructure ‐ We have reliable, efficient, and up‐to‐date utility infrastructure serving our community and customers.
6. We partner with the three other owner communities to
advance Platte River Power Authority towards our goal of a 100%
noncarbon energy mix.
4.E. Implement a Stormwater Program for Estes Park that
funds the administration, operation, maintenance, and
capital expansion of stormwater infrastructure over a 30
year or greater time period.
4.F. Explore the Community Rating System (CRS) program
as a way to minimize flood insurance costs to the
community.
5.A. Accumulate net positive revenues and apply for grants
to fund capital expansion of the fiber‐optic infrastructure.
5.B. Build an affordable internet connection program.
6.A. Advocate for collaboration and consolidation of
common modernization platforms between the three
owner communities and PRPA to support financial
sustainability of PRPA's carbon‐to‐renewable transition
plan.