HomeMy WebLinkAboutPACKET Town Board Study Session 2025-02-25
Town of Estes Park
TOWN BOARD STUDY SESSION
February 25, 2025 from 4:45 p.m. – 6:45 p.m.
Town Hall Board Room
170 MacGregor Ave, Estes Park
Accessing Meeting Translations (Accediendo a las Traducciones de la Reunión) can be
found on the Town website at www.estes.org/boardsandmeetings
Public comment is not typically heard at Study Sessions, but may be allowed by the Mayor
with agreement of a majority of the Board. This study session will be streamed live and
available at www.estes.org/videos
AGENDA
4:45 p.m. 2025 Public Works 1A Sales Tax Update.
(Engineer Wittwer)
5:00 p.m. Senior Needs Assessment and Recommendations.
(Management Analyst Simpson)
5:25 p.m. Break for Dinner
5:40 p.m. Stanley Park Master Plan and Performing Arts Center.
(Director Hinkle)
6:25 p.m. Semi-Annual Compliance Review with Board
Governing Policies – Policy 1.10 Self-Monitoring of the
Board.
(Mayor Hall)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
\
Informal discussion among Trustees and staff concerning agenda items or other Town matters may occur before this
meeting at approximately 4:30 p.m.
2/19/2025
1
Town of Estes Park
2025 1A Update
Street Improvement Program
Trails Expansion
Stormwater
1A Streets Overview
LEGEND
Town Maintained Streets
Non Town Maintained Streets
Streams
Lakes
Parks
Town Boundary
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2
2/19/2025
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Town of Estes Park Street Improvement
Program Goal
Implement a street
improvement program to
maintain the average
Pavement Condition Index
(PCI) of the Town of Estes
Park at a value of 80
Pavement Condition Index (PCI)
2016 PCI rating = 65Program PCI goal = 80
Current PCI rating = 80.5
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4
2/19/2025
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PCI Examples
100 85 72
5363 35
Maintain System-Wide PCI of 80
64
66
68
70
72
74
76
78
80
82
84
2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029
PC
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We
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g
h
t
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Av
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Year
Annual Condition Plot (Area Weighted Average)
Projected PCI Actual PCI
*Large inventory inspection (69%)
in 2022 resulted in higher PCI
rating than previous years
5
6
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2024 Street Improvements
Overlaid 0.7 miles of roadway and performed
asphalt patching at 17 locations
2024 Overlay and Patching
Stonegate Dr
Valley View Rd
Pine Knoll Dr
Reclamation Neighborhood
3rd Street, North Ct, South Ct
finished in spring 2025
2025 Street Improvements
Overlay and Patching – 1.6 centerline miles
Overlay - W Elkhorn Ave, E Riverside Parking Lot, Matthew
Circle, Steamer Parkway, Grand Estates Drive, Big Boulder
Drive
Patching – 13* locations identified for asphalt patch repairs
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8
2/19/2025
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2025 Projects – 1A Streets & Parking Lots
Visitor Center Parking Lot – SB 267
Parking lot reconfiguration – awarded $1.03M grant with 20% local match of
$257k
Consultant will complete design by October 2025
Matthew Circle
Complete reconstruction with new concrete curb and gutter, 4” of new
asphalt pavement
Cleave Street Improvements
Construction to be complete in May 2025
2025 – 1A Streets Budget
2025 Projected Expenditures
$800,000 for Overlays and Patching
$330,000 for chip & crack seal program
$120,000 for personnel, spray patcher, equipment, etc.
$70,000 for Engineering Design Costs
Contingency funds are included
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10
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STIP Production Summary
CL Miles Locations CL Miles Locations
Overlay 0.7 3 1.6 6
Chip Seal 004.223
Crack Seal 007.214
Asphalt
Patching ‐17 ‐13
Spray
Patching ‐1,036 ‐TBD
Parking Lot
Street Miles
Surfaced 0.7 13
Trail Miles
Surfaced 0.2112
2025 Proposed
E Riverside
Treatment
2024
‐
Streets Improved – 1A Sales Tax
Approximately 90% of roadway segments have been
crack sealed, chip sealed, patched, or overlaid
through 1A program since 2015.
Pothole repair spray patcher performs hundreds of
additional minor patching repairs each year.
Achieved 2014 goal of a PCI of 70 in 2018. New goal
to maintain PCI of 80 through 2034.
Pavement degradation is perpetual. Revenue from 1A
tax is critical for maintaining PCI over the entire life
of the roadway.
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Maintain System-Wide PCI of 80
64
66
68
70
72
74
76
78
80
82
84
2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035
PC
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Av
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Year
Annual Condition Plot (Area Weighted Average)
Actual PCI
Unfunded
$300k Annually
Maintain PCI ‐ Approx $1.1M Annually
*Large inventory inspection (69%)
in 2022 resulted in higher PCI
rating than previous years
1A Trails Overview
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1A Trails Priorities
(Dry Gulch / Devils Gulch Connection)
Trail # Project Name
Estes Valley Master Trails Plan
Project Priority Table
Top priority Fall River Trail has been
focus of grant applications
Additional project priorities near
the School District that are eligible
for Safe Routes to School (SRTS)
grants
2025 Trail Expansion
Fall River Trail - Transportation Alternatives Program (TAP) & Multi-
Modal Options Fund (MMOF)
TAP: Awarded $2.3 million with required local match of $575k
MMOF: Awarded $1.4 million with required local match of $479k
Design will be complete in March 2025
Anticipated construction to start in Q4 of 2025
Design of trails along US34 and CO 7
Consultant will finalize design of both trail sections by end of 2025
Concrete trails, minimum of 8’ wide, updated street/driveway crossings, ADA
access
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2025 Trail Expansion
Community Drive & Manford Avenue Design (SRTS grant)
Community Drive & Brodie Avenue
Trails Maintenance Program
Annual inspections to determine a Trail
Condition Index rating
Plan repairs and maintenance activities
Identify capital projects
Implement a reporting tool for citizen input
Budget appropriately based on quantifiable
maintenance needs
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2024 Stormwater Projects
Streets & Stormwater crew installed
160’ of new storm sewer pipe across the
E Riverside parking lot to alleviate
backflow into the street from spring
runoff and high river levels.
2025 Stormwater Projects
New cross pan, inlet, and associated culvert crossing will be installed
at the intersection of Old Ranger Drive and Fall River Ln by Street &
Stormwater crew (as shown in EV Stormwater Management Plan)
Extension of 24” storm sewer along EPHA property at Graves Avenue
and Community Drive, completed by Street & Stormwater crew.
Annual maintenance includes cleaning culverts, inlets, manholes, and
ditches.
Performance Park bridge replacement.
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2/19/2025
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Thank You!
21
TOWN ADMINISTRATOR’S OFFICE Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Suzanna Simpson, Management Analyst
Date: Feb. 25, 2025
RE: Senior Needs Assessment
Purpose of Study Session Item:
The 2024 Strategic Plan included an Objective to “[r]eview data on the needs of the
senior community in Estes Park and evaluate actions that the Town could take to
address these needs.” The purpose of this study session item is to review the
whitepaper created in response to this Strategic Plan objective. The whitepaper is
intended to provide a basis for future discussions by providing a broad overview of the
data on the needs of the senior community in Estes Park, as well as some
recommended actions that the Town could support to address these needs.
Town Board Direction Requested:
Staff requests direction from the Board regarding the contents of the whitepaper as
follows:
1. Are there any missing elements of the analysis?
2. Are the any parts of the analysis or recommendations that the Board has concerns
about?
3. How would the Board like to consider implementation of the recommendations? Options
include the Strategic Planning process or the creation of a Senior Needs Strategy
Document.
Present Situation:
The Town’s transfer of Senior Services in 2017 to the Estes Valley Recreation and Park
District (EVRPD), the dissolved partnership between Estes Park Senior Citizens Center,
Inc. (EPSCC) and the EVRPD, and the elimination of key medical services led to a
perception by some community members that local government in Estes Park was not
supportive of seniors. Several local and regional agencies and organizations are
providing services to the senior population, addressing needs around physical fitness,
socialization, meals, chore assistance, and cultural and educational programs. The
whitepaper provides an assessment of the senior demographic, gaps in services, and
an overview of the agencies and organizations serving them.
Proposal:
Staff has broken down recommendations into four categories as follows:
1. Town-Led Recommendations:
a. Add Estes Park Senior Citizens Center, Inc. to the approved Base Funding list
b. Provide a centralized resource for seniors online and in print
c. Hold Mayor/Trustee Chats at the Senior Center twice per year
d. Schedule regular updates from organizations serving seniors
2. Town-Supported Recommendations:
a. Promote the federal Chore Voucher program
b. Promote multi-generational opportunities
c. Promote volunteer opportunities
d. Provide space and resources for a Senior Roundtable
e. Support legislation impacting seniors
3. Not recommended for the Town:
a. Allocation of staff for a Senior Services division or similar
4. Future and Long-Term Discussion:
a. Housing
b. Transportation
Advantages:
• The Town can be a strong supporting partner to the agencies and organizations
serving seniors.
• The Town will be better informed on the issues impacting seniors.
• Advancing a key area of the strategic plan, specifically the “Exceptional
Community Services” key outcome area, Strategic Policy Statement 2: “We
support the needs of our senior community.”
Disadvantages:
• Expenditure of some Town resources including budget and staff time will be
required.
• Recommendations may not address all the needs of the senior community.
Finance/Resource Impact:
Finance/resource impact will vary depending on which recommendations the Board
wants to implement. The largest financial impact would likely come from adding EPSCC
as an eligible entity for Base Funding. Annual Base Funding contributions would be
subject to the annual budget process. The bulk of the resource impact from the other
recommendations comes from staff time.
Level of Public Interest
Medium
Attachments:
1. Senior Needs Assessment Whitepaper
2. Senior Needs Assessment Presentation
Executive Summary
In Estes Park, 40% of residents are aged 65 or older. Currently, several local and regional
agencies and organizations are providing services to the senior population, addressing needs
around physical fitness, socialization, meals, chore assistance, and cultural and educational
programs. Research indicates that awareness of resources and a centralized place for seniors
to access resources is a primary gap in services. This whitepaper contains a set of
recommendations for ways that the Town can support seniors, including those areas where the
Town can lead efforts, where the Town can support efforts, what the Town should not consider,
and complex items for future and long-term discussion. The needs of the senior population is a
complex and evolving issue, one which cannot be solved by a single entity. Instead, the Town
should focus efforts on supporting the organizations that are currently serving seniors and stay
engaged and informed on this issue to ensure action can be taken when and if the needs
change.
Overview of Recommendations
Recommendations are sorted into four categories: Town-led, Town-supported, not
recommended for the Town, and future discussion items.
Town-led recommendations are:
●Add Estes Park Senior Citizens Center, Inc. to the approved Base Funding list
●Provide a centralized resource for seniors online and in print.
●Hold Mayor/Trustee Chats at the Senior Center
●Schedule regular updates from organizations serving seniors
Town-supported recommendations are:
●Promote the federal Chore Voucher program
●Promote multi-generational opportunities
●Promote volunteer opportunities
●Provide space and resources for a Senior Roundtable
●Support legislation impacting seniors
Not recommended for the Town:
●Allocating staff
Future discussion items:
●Housing
●Transportation
ATTACHMENT 1 UPDATED 2025-02-21
Scope and Purpose
The 2024 Town Board Strategic Plan included an objective to “[r]eview data on needs of the
senior community in Estes Park and evaluate actions that the Town could take to address these
needs.” This document is intended to provide a basis for future discussions by providing a broad
overview of the data on the needs of the senior community in Estes Park, as well as some
recommended actions that the Town could support to address these needs. The purpose of this
report is not to reexamine conflicts of the past, or debate perceptions about the level of support
that some segments of the community receive over others. Rather, the purpose is to gain an
understanding of what the current needs are of seniors in Estes Park, to identify any gaps, and
determine areas where the Town can support this segment of the community.
Background
The Town’s transfer of Senior Services in 2017 to the Estes Valley Recreation & Park District
(EVRPD) as part of the construction of the multigenerational Community Center, the dissolved
partnership between Estes Park Senior Citizens Center, Inc. (EPSCC) and the EVRPD, and the
elimination of key medical services led to a perception by some community members that local
government in Estes Park was not supportive of seniors.
The Larimer County Office on Aging (LCOA) held a series of Community Conversations in late
2022. These sessions were facilitated by the CSU Center for Public Deliberation and were part
of the engagement strategy for the LCOA to develop their four-year plan. Meetings were held in
Estes Park, Berthoud, Fort Collins, Loveland, and Wellington. When participants were asked
“What is the most important thing you want us to understand about older adults living in Larimer
County?”, several participants talked about the perception that the broader community doesn’t
care about older residents. Specific words that were used included “disregarded, ignored,
overlooked, dismissed, invisible, and forgotten.” They went on to talk about the need to feel
seen, appreciated, valued, and deserving of dignity, and most importantly, respected. Many feel
that they still have a lot to contribute and offer to their communities and that they represent
valuable “untapped talent and wisdom.” In Estes Park specifically, it was noted that participants
expressed frustration with overall town leadership, and had the most focused conversation of all
communities 1.
Current Status
The Demographics
Demographic data shows that seniors make up a significant portion of Estes Park’s population,
and a significantly higher portion than neighboring communities, similar mountain communities
and the state overall. 40% of Estes Park’s population is 65 years or older, compared to 16% in
1 Martin Carcasson, PhD., “Larimer County Office on Aging Report on Community Conversations,” Center
for Public Deliberation, Colorado State University, December, 2022
the state of Colorado, 12% in Boulder, 12% in Fort Collins, 17% in Longmont, 21% in Loveland,
13% in Lyons, and similar mountain communities such as Breckenridge at 17%, Glenwood
Springs at 13%, 17% in Steamboat Springs and 18% in Vail. This is an increase from 34% for
the previous study period of 2013 - 2022. This number is expected to continue trending upward.
The median age in Estes Park is 61, compared to 38 in Colorado 2. The largest population block
in Estes Park is females aged 70 to 74 (555), the second largest population block is males aged
65 to 69 (482) 3. When evaluating how to serve the community, it is important to take this
demographic data into consideration. Additionally, with a demographic this large, the needs of
the population are as diverse as the population itself.
Stakeholders and Resources
Stakeholder interviews were conducted with local, regional, and state agencies and
organizations, including Adam Bickford, Data Analyst and Outreach Coordinator for the
Colorado State Demographer’s Office; Brian Schaffer, Executive Director, Aaron Bojan,
Associate Director, and Jess Borries, Client Advocate for Crossroads Ministry; Scott Mouton,
Executive Director of the Estes Park Housing Authority; Lori Bradford with the Estes Park Police
Auxiliary’s Blue Santa program; Vicki Papineau, Director for the Board of EPSCC; Peter Sinnott
with the Estes Valley Dementia Adult Day Planning Project, Claudine Perrault, Director and Eric
White, Adult Services Librarian of the Estes Valley Library; Tom Carosello, Director, Julie
Bunton, Fitness and 55Plus Manager, and Amy Alexander, EVCC Operations Manager for
EVRPD, Erin Alt, Office on Aging Program Manager for LCOA, and Carlie Bangs, Housing &
Childcare Manager for the Town of Estes Park. Additional sources of information included the
Colorado Commission on Aging, the National Council on Aging, and the National Institute of
Senior Centers. Additional detail is provided below on organizations doing the most day-to-day
work to support the senior population in Estes Park.
Crossroads Ministries
Crossroads Ministries serves the senior population in a few key ways. The first and most widely
known is Meals on Wheels, which was transitioned from the Town Senior Services in 2017. In
2024, they provided 6,883 meals. A paid staff member coordinates the program, which has four
routes with meals delivered by volunteer drivers. They partner with the Good Samaritan Society,
which prepares the meals. They serve roughly 35 people Monday through Friday, and
participants can get frozen meals for the weekend. Crossroads purchases the meals for $7, and
those who qualify can get meals for half price, $1, or free, depending on the need. While this
program targets seniors, others who have a need can start and stop the program based on their
circumstances.
2 Estes Park Age Tables, Colorado State Demography Office, December 2, 2024, Estes Park Age
Tables.xlsx
3 “Populations and People” United States Census Bureau, October, 2024
https://data.census.gov/profile/Estes_Park_town,_Colorado?g=160XX00US0825115#populations-and-
people
Crossroads also recently created the Helping Hub, a program matching volunteers with
individuals who have a need in the community, primarily seniors. The largest need for
participants is transportation to medical appointments, grocery shopping, or rides to the front
range. The program encourages participants to plan ahead, a week is recommended, but
emergency situations do arise and volunteers are on call for that. In addition to transportation,
the program matches volunteers with individuals who need assistance with light household
chores or maintenance items, organization, and other similar tasks. The program has around
100 volunteers, with 65 that are active every week. The service area for this program is the
Estes Park School District.
Additionally, Crossroads serves as the fiscal agent for the Bridge of Estes, a new nonprofit for
serving cancer patients and local providers, which could eventually become a program within
the Helping Hub. Crossroads also provides mental health services and counseling, including
grief counseling, currently serving individuals aged 5 to 86. Scholarships are provided through
grant funding and donation.
Estes Park Senior Center and Estes Park Senior Citizens Center, Inc.
The Estes Park Senior Center is now established at 1760 Olympian Lane. The building is
owned by EPSCC and they are managing all aspects of caring for the center, including
programming. In 2024, the center served 310 members, plus additional program attendees who
are not members. Current members include residents from Estes Park, Glen Haven, Allenspark,
Drake, Pinewood Springs, Lyons, Denver and Front Range communities and out-of-state
seasonal visitors. All presentations and workshops hosted by the center are open to the public.
Meals have been provided through a partnership with Big Horn Restaurant for the last eight
years. EPSSC gets a grant from the Village Thrift Shop to subsidize the meals. The cost for
EPSCC is $11 per person per meal and members pay $7 per meal or $20 for three meals.
Menus are published in the Estes Park News free of charge. In 2024, an average of 29 people
had lunch at the Senior Center every day Monday through Friday. An average of 29 people
came in for coffee, an average of 28 people attended presentations, an average of 17 people
were assisted on the phone every day, and an average of two to 16 people attended classes
and games every day. In 2024, 7,502 meals were served 4.
Since moving into its own facility, EPSSC has strengthened and renewed partnerships with
Good Samaritan Society, Crossroads Ministries, Aspen Club of UC Health, and more. It is also
working on a campaign for capital improvements, including expansion. In addition to
programming and meals, the senior center plays an important role in connecting members to
resources such as Medicare counseling, blood pressure checks, and financial and medical
counseling. The center is run by an all-volunteer board and two very part-time paid staff. With
more resources they could expand hours, programming, and social opportunities.
4 Daily Activities 2024, Estes Park Senior Citizens Center, Inc., January 6, 2025, DailyActivities2024.xlsx
Estes Valley Dementia Adult Day Planning Project
In an example of local residents working to fill a gap that exists for seniors, a group of local
volunteers created the Estes Valley Dementia Adult Day Planning Project. The group is
currently led by Peter Sinnott, with the Colorado Nonprofit Development Center serving as the
fiscal agent until they form their own 501c3. The goal is to open a facility in Estes Park which
can serve as a daytime center for individuals with dementia. The facility would be staffed by an
executive director and trained staff who would provide social connection, lead games, and serve
lunch to participants. This type of facility also serves to provide respite for caregivers in addition
to improving the quality of life for its participants.
Estes Valley Recreation and Park District
EVRPD serves a significant portion of the senior population in Estes Park, both through
healthcare and standard memberships at the Community Center and through their Elevated
Connections program. Based on feedback from members, they do not reference “seniors” in
their branding for Elevated Connections, which provides programs for active adults aged 55 and
older, including recreational, fitness, social, and learning activities. Membership in this program
is typically between 65 and 75 individuals at any given time. The healthcare memberships are
typically offered to individuals over the age of 55 through partnerships with qualifying insurance
coverages (such as Silver Sneakers and Silver and Fit). There are approximately 1,700 of those
memberships at the Community Center at any given time, accounting for around 50% of overall
memberships. By including individuals over 55 without a healthcare membership, total senior
memberships at the Community Center comprise around 60% of the overall membership. They
often refer individuals to EPSCC if they are looking for programming more in line with what
EPSCC provides. Due to Estes Park’s demographic, their leagues are primarily seniors,
especially Pickleball. Their Silver Sneakers classes are at capacity, their Senior Circuit classes
are also full and very successful, as well as their Friday Fitness classes. The majority of their
personal training clients are seniors. While the EVRPD no longer houses a senior center at the
Estes Valley Community Center, they are still serving a large number of seniors in the
community, whether through membership to the Community Center or through fitness
opportunities, classes, or their Elevated Connections program.
Larimer County Office on Aging
LCOA is the Area Agency on Aging for Larimer County, serving adults aged 60 and beyond,
adults living with a disability, and caregivers. Area Agencies on Aging are designated for every
part of the country, mandated under the Older Americans Act to support certain programs
through community partners and provide direct services to communities. Funds are distributed
through the Federal Older Americans Act and the Older Coloradans Fund.
Funds provided through LCOA programs are restricted due to federal guidelines, but they have
been able to purchase equipment and help with upgrades at the Senior Center, and they
purchased a van for Crossroads’ Meals on Wheels program. They also have a Chore Voucher
program, good for snow shoveling, mowing, cleaning gutters, etc. These vouchers are self-
directed with no income or citizenship requirements, individuals just have to be 60 years or older
to receive them. They also have a strong caregiver support program in Estes Park, with a focus
on Spanish language services. The LCOA is actively looking for ways to support more multi-
generational opportunities.
Themes
During stakeholder interviews and research, key themes emerged in conversation with each
stakeholder. These themes are what largely shaped the recommendations below, and they
demonstrate the complexity of senior needs as a social issue that does not have one single
solution, nor is one agency or entity going to serve as the primary owner of issues surrounding
the senior population.
Stakeholder conversations reflect the diversity of the population and their needs. When
discussing a topic as complex as “senior needs” it is important to note that there is not a one-
size fits all approach to solving any issues that exist for this population. The LCOA notes tension
between the preference to age in place, both in terms of home and community, and rural
communities that have fewer resources and growing needs. In Estes Park, this has resulted in
many different groups working to meet the needs of the diverse senior population, with some of
these organizations having large rosters of seniors who volunteer for them.
A key finding of the research is that the primary focus for the agencies and organizations
working on senior needs centers around how to help seniors age in place, or age at home and
live as independently as possible while remaining in their community. This focus is being
addressed by various groups in Estes Park - EPSCC, LCOA, Crossroads Ministries, and
EVRPD offer programs that focus on keeping seniors healthy, active, social, and comfortable in
their homes. The Blue Santa program supports these efforts once per year with their delivery of
non-perishable food and hygiene products to elderly and shut-in residents. At this time, there is
no discussion of expanding the program to more than once per year. There is a general sense
that recipients enjoy the connection to the holidays, and that the level of donations currently
received would not support expansion.
Awareness of Services/Communications
Every stakeholder interviewed mentioned that their largest challenge was awareness of the
services they have available for the senior population. Many programs, opportunities, and
resources exist, but there is no centralized resource for the wide variety of services available.
Reaching the targeted population can be challenging for a number of reasons, some included in
additional themes below.
Digital/Technology Barriers
Barriers to digital access or overall challenges with changing technology was identified by many
stakeholders as a top issue for reaching their target audience. Many agencies have moved to
digital platforms to announce their service offerings and this continues to be a challenge for
some seniors. Even seniors who are technologically savvy find it difficult to keep up with
changing technology.
Transportation
Transportation impacts all facets of quality of life for seniors - especially overall health and
socialization. There is an expectation of some limited services in our area, but there is a sense
that the opportunity for expansion is completely dismissed as a result. For some seniors in our
area, the limited schedule of Via presents a challenge for running a few simple errands in town.
This is a highly nuanced issue, but evidence supports the need for continued discussion around
consistent, year-round transportation opportunities in Estes Park.
Multi-generational Opportunities
There is a strong desire by many stakeholders to explore multi-generational opportunities. How
these can be executed is the challenge, as there seems to be more interest in organic or
passive opportunities rather than planned or scheduled time. The Senior Center’s programming,
game and creativity time, and music offerings are available to all, not just members. Both the
Community Center and the Estes Valley Library offer programs that provide multi-generational
opportunities. The Estes Valley Community Garden provides opportunities that could be
considered multi-generational by nature of its work and location. The Larimer County Office on
Aging has many tangible resources available, such as board games with a multi-generational
theme, etc.
Housing
While housing for seniors is not as pressing of an issue here as in some communities, it is a
more difficult problem to address in Estes Park. Fewer opportunities exist for dedicated housing
and revenue from the Lodging Tax Extension (Ballot Issue 6E funds) support only workforce
housing projects. Many seniors with limited means who are in need of housing in Estes Park
have extremely limited opportunities.
Socialization
Because isolation is such a detriment to the overall health and wellbeing of seniors, many
stakeholders focus on providing or supporting these opportunities. There is not a single agency
working on the health of seniors in Estes Park that does not promote socialization as a key
opportunity to improve the quality of life and health for the senior population.
Recommendations
Recommendations are broken down into four categories: those that the Town can take the lead
on, those that the Town can support, areas in which the Town should not be involved, and items
that will need to be a focus for long-term and ongoing discussion.
Town-Led
1. Base Funding: As EPSCC is a nonprofit that exists solely to serve the senior population
in Estes Park, staff recommends adding the organization to the approved Base Funding
entity list in Policy 671. Base Funding will make a greater impact to their ongoing needs
than a portion of Community Initiative Funding. Given that EPSCC serves the largest
demographic in town, they are advancing a key area of the strategic plan, specifically the
“Exceptional Community Services” key outcome area, Strategic Policy Statement 2: “We
support the needs of our senior community.” The National Council on Aging states that
senior centers are recognized by the Older Americans Act (OAA) as a community focal
point and are one of the most widely used services among seniors nationwide. More
than 11,000 senior centers serve more than 1 million older adults every day in their
communities and neighborhoods, with 75% of participants visiting their local center one
to three times per week and spending an average of three hours per visit. Additionally,
research shows that older adults who participate in senior center programs can learn to
manage and delay the onset of chronic disease and experience measurable
improvements in their physical, social, mental, and economic wellbeing 5.
2. Centralized Resources: Staff recommends that the Town create and maintain a web
page and a printed document with resources for seniors. This includes links to all of the
agencies referenced in this report, as well as other items that relate to the themes that
emerged in the research for this report, including housing information, Town items such
as awareness of ADUs for the use of extended family, multi-generational activity
opportunities, signing up for relevant alerts or notifications, transportation updates, and
more.
3. Mayor/Trustee Chats at the Senior Center: Prior to 2016, a monthly Mayor’s Chat was
held at the Town’s Senior Center and open to the public. As a result, a large part of the
senior community was engaged with Town government and Town government was more
accessible to them. Staff recommends scheduling Mayor/Trustee chats at the Senior
Center twice per year to help bridge the current gap and allow easier access to this
population, as well as provide an opportunity for senior residents to discuss their needs
and concerns with Town government.
4. Updates from Organizations Serving Seniors: Another way to strengthen
communication and understand the needs of seniors and how they are being addressed
is to hear directly from the organizations that serve them. Staff recommends inviting
representatives from these organizations to provide updates to the Town Board at least
once per year. For those organizations that receive Base Funding, this can be achieved
through their funding updates to the Town Board. For other organizations, Town staff
can create a schedule for an update to the Town Board.
Town-Supported
1. Promote the Federal Chore Voucher Program: The LCOA is the local agency
responsible for administering self-directed chore vouchers. Awareness of this program
has been a barrier to participation and the Town should support promoting the program.
Chore vouchers are available for anyone aged 60 and older and cover seasonal
household chores that might be difficult for seniors, such as snow removal, lawn care,
cleaning gutters, painting, etc. There are two voucher periods in a funding year, July 1
5 “Get the Facts on Senior Centers,” National Council on Aging, December 2, 2024,
https://www.ncoa.org/article/get-the-facts-on-senior-centers/
through December 31 and January 1 through June 30. Funding cannot exceed $250 per
voucher period and only one voucher per household can be provided 6.
2. Promote Multi-generational Opportunities: When possible, the Town should promote
multi-generational opportunities through sharing information provided by stakeholders
and partners on email and social media.
3. Promote Volunteer Opportunities: The Town should promote volunteer opportunities
for the organizations serving the senior population, both internally and externally.
Internally, this can be through promoting opportunities for Town staff to use their paid
Volunteer Leave, whether individually or as a coordinated group project.
4. Provide Space and Resources for a Senior Roundtable: To help eliminate gaps or
overlaps in service to the senior population, staff recommends that the Town provide
space for and promote an annual or biennial roundtable style discussion for the agencies
and organizations serving seniors to discuss current needs and challenges. The Town
does not need to be the leader of efforts around senior needs but should be a key
stakeholder bringing all of those who are leading efforts together and staying up to date
on what is happening.
5. Support Legislation Impacting Seniors: The Town Board occasionally supports state
or federal legislation for matters impacting the community, and legislation impacting the
senior population should be added to the topics brought forward for consideration.
Do Not Recommend
1. Allocating Staff: Many needs are being met in the community by various agencies and
organizations. Through the research that developed this report, staff has determined that
there is no benefit to the Town taking on something similar to a Senior Services Division
as once existed. This is a situation where the Town should allow these agencies to lead
their efforts and provide support when needed.
Ongoing/Future/Long-Term Discussion Items
1. Housing: A complex issue in Estes Park for every segment of the population. Housing
for seniors is especially complex as there are fewer opportunities in our area to build
adequate, multi-family housing. The Town should keep this topic as a discussion item
with the Estes Park Housing Authority and find ways to support any efforts that come
forward to provide housing for seniors. A significant number of people on the Estes Park
Housing Authority’s waitlist are seniors with limited means for rent. Many of these are
people who have lived here for decades with very limited income, sometimes just a
Social Security check.
2. Transportation: Year round transportation options are a constant discussion and have
been piloted in the past. Many stakeholders spoke of significant concerns about public
transportation options available for the senior population which helps improve their ability
to be independent. Some organizations are attempting to fill the gap, such as Via and
Crossroads, but having regular transportation that does not need to be scheduled is the
6 “ADRC Individual Voucher Programs,” Larimer County, January 17, 2025,
https://www.larimer.gov/humanservices/aging/ooa/adrc/vouchers
desire. Representatives from Crossroads pointed out that many participants in their
programs used the Town’s shuttles during the summer season, as there is a stop right
near their facility. The Town’s Parking and Transit Division should engage the senior
population in discussion to better understand their specific needs and how to
accommodate them through viable transportation options (times of day and days of the
week). LCOA funds transportation services for medical appointments and other rides to
promote self-sufficiency in Berthoud, Fort Collins, Loveland, and Wellington.
Limitations and Exclusions
The needs of the senior population in any community is a highly complex and nuanced issue.
This report cannot be inclusive of all of the needs of such a large demographic, nor can any one
agency or organization purport to have all of the answers to solve the complex issues around an
aging population. Although a diverse group of stakeholders contributed information to this
report, and an extensive amount of research was conducted, this report does not include every
topic of interest to seniors. Regional and local private businesses that serve seniors, including
those who provide in-home care services, were not included in this report. Most prominently, it
does not cover the topic of healthcare, as other stakeholders are engaged in discussions
around that topic for seniors in Estes Park, and matters concerning healthcare are beyond the
Town’s current scope.
Conclusion
Adults aged 65 and older comprise a significant portion of the population of Estes Park. Several
agencies and organizations, both locally and regionally, offer services and programs to meet the
needs of seniors in Estes Park. The Colorado Commission on Aging provides eight domains for
an age-friendly community: housing, transportation, social participation, outdoor spaces and
buildings, respect and social inclusion, communication and information, civic participation,
employment opportunities, community support and health services. 7 Where possible, the Town
can lead the initiatives that address these domains within its scope, support the varied initiatives
being carried out by other agencies and organizations, facilitate discussion when needed, stay
engaged with the senior population, and improve access to resources for seniors. The Town’s
involvement as a supporting partner will be more impactful to the wellbeing and quality of life for
seniors, allowing the varied organizations to continue doing their important work, ensuring that
Estes Park can remain a vibrant and welcoming community for all of its residents.
7 “Colorado Commission on Aging Annual Report,” Colorado Commission on Aging, September 1, 2024
References
Carcasson, Martin, (2022) Larimer County Office on Aging Report on Community Conversations. Center
for Public Deliberation, Colorado State University,
Colorado Commission on Aging. Colorado Commission on Aging Annual Report (2024)
Colorado State Demography Office. Estes Park Age Tables. (2024). Estes Park Age Tables.xlsx
Estes Park Senior Citizens Center, Inc. Daily Activities. (2025) DailyActivities2024.xlsx
Larimer County. (n.d.) ADRC Individual Voucher Programs.
https://www.larimer.gov/humanservices/aging/ooa/adrc/vouchers
National Council on Aging (n.d.) Get the Facts on Senior Centers. https://www.ncoa.org/article/get-the-
facts-on-senior-centers/
Senior Needs Assessment
Town Board Study Session
February 25, 2025
Suzanna Simpson,
Management Analyst
Town Administrator’s Office
Purpose
The Town’s 2024 Strategic Plan included an Objective
to “[r]eview data on the needs of the senior
community in Estes Park and evaluate actions that the
Town could take to address these needs.”
ATTACHMENT 2 UPDATED 2025-02-21
Background
The Town’s transfer of Senior Services in 2017 to
the Estes Valley Recreation & Park District, the
dissolved partnership between Estes Park Senior
Citizens Center, Inc. and the Estes Valley
Recreation & Park District, and the elimination of
key medical services led to a perception that local
government in Estes Park was not supportive of
seniors.
Background
LCOA Community Conversations 2022:
• Perception that the broader community doesn’t care
about seniors.
• Specific words used: Disregarded, ignored, overlooked,
dismissed, invisible, forgotten.
• Want to feel seen, appreciated, valued, and deserving
of dignity, and most importantly, respected.
• In Estes Park, specifically, participants expressed
frustration with overall town leadership and had the
most focused conversation of all communities.
Currentt Statuss -- Demographics
40% of Estes Park’s population is 65+
Compared to:
•16% in the state of Colorado
•12% in Boulder
•12% in Fort Collins
•13% in Lyons
•17% in Longmont
•21% in Loveland
•17% in Breckenridge
•13% in Glenwood Springs
•17% in Steamboat Springs
•18% in Vail
Currentt Statuss -- Demographics
Estes Park’s median age is 61, compared to 38 in the
state of Colorado
The largest population block in Estes Park is females
aged 70 to 74 (555)
The next largest population block in Estes Park is males
aged 65 to 69 (482)
Stakeholderss andd Resources
Stakeholder interviews conducted with local, regional,
and state agencies and organizations:
•Colorado State Demographer’s Office
•Crossroads Ministries
•Estes Park Housing Authority
•Estes Park Police Auxiliary’s Blue Santa Program
•Estes Park Senior Citizens Center, Inc.
•Estes Valley Dementia Adult Day Planning Project
•Estes Valley Library
•Estes Valley Recreation & Park District
•Larimer County Office on Aging
•Town of Estes Park Housing & Childcare Division
Stakeholderss andd Resources
Additional sources of information:
•Colorado Commission on Aging
•National Council on Aging
•National Institute of Senior Centers
Stakeholderss andd Resources
Crossroads Ministries
•Meals on Wheels (transitioned from Town Senior
Services in 2017).
•In 2024, Meals on Wheels provided 6,883 meals.
•Serving roughly 35 people M-F, option to purchase
frozen meals for the weekend.
•Seniors are the target demographic, but others who
have a need can start and stop the program.
Stakeholderss andd Resources
Crossroads Ministries
•Fiscal agent for Bridge of Estes, a nonprofit serving
cancer patients and local providers.
•Created the Helping Hub, matching volunteers with
those in need, primarily seniors.
•Volunteers assist with basic household chores &
maintenance. Largest need is transportation to medical
appointments, grocery shopping, or rides to the front
range.
•Helping Hub has around 100 volunteers, 65 that are
active every week.
Stakeholderss andd Resources
Estes Park Senior Center and Estes Park Senior Citizens
Center, Inc.
•Estes Park Senior Center now established at 1760
Olympian Lane.
•In 2024, served 310 members, plus program attendees.
•Current members from Estes Park, Glen Haven,
Allenspark, Drake, Pinewood Springs, Lyons, Denver and
Front Range, as well as seasonal residents.
•Meals provided through partnership with Big Horn for 8
years and running.
•In 2024, 7,502 meals were served, with an average of 29
people having lunch every day M-F.
Stakeholderss andd Resources
Estes Park Senior Center and Estes Park Senior Citizens Center,
Inc.
•Additional touchpoints include coffee, presentations,
telephone assistance, classes, and games.
•Connects members to resources such as Medicare counseling,
blood pressure checks, and financial and medical counseling.
•The center is run by an all-volunteer board and 2 part-time
paid staff.
•Currently working on a campaign for capital improvements.
Stakeholderss andd Resources
Estes Valley Dementia Adult Day Planning Project
•Created by a group of local volunteers to address existing
service gap.
•Goal to open a facility in Estes Park to serve as a daytime
center for individuals with dementia.
•Also meant to also provide respite for caregivers in addition
to improving the quality of life for its participants.
Stakeholderss andd Resources
Estes Valley Recreation & Park District
•Serves a significant portion of the senior population through
healthcare and standard memberships at the Community
Center and through Elevated Connections program.
•Elevated Connections has around 65-75 members and
provides activities and programs for active adults aged 55+.
•Healthcare memberships offered to individuals 55+ through
partnerships with qualifying insurance coverages (i.e. Silver
Sneakers, Silver & Fit, etc.). Around 1,700 members.
Stakeholderss andd Resources
Estes Valley Recreation & Park District
•Senior memberships comprise around 60% of total.
•Often refer individuals to EPSCC if they are seeking
programming more in line with their offerings.
•Due to demographic, many of EVRPD’s leagues are
primarily seniors.
Stakeholderss andd Resources
Larimer County Office on Aging
•Area Agency on Aging for Larimer County, serving adults 60+,
adults living with a disability, and caregivers.
•Funds distributed through the Federal Older Americans Act
and the Older Coloradans Fund.
•Funds restricted due to federal guidelines, but they were able
to purchase equipment and upgrades, such as carpeting, for
the Senior Center and purchased a van for Crossroads’ Meals
on Wheels program.
•Distribute self-directed Chore Vouchers, provide resources for
multi-generational activities, and caregiver support programs.
Themes
A key finding of the research is that the primary focus
for those working on senior needs is to help seniors
age in place and live as independently as possible,
while remaining in their community.
Themes
Key themes that emerged in conversation with each
stakeholder:
1. Awareness of Services/Communications
2. Digital/Technology Barriers
3. Transportation
4. Multi-generational opportunities
5. Housing
6. Socialization
Recommendations:: Town-Led
1. Add Estes Park Senior Citizens Center to Base Funding
2. Centralized Resources
3. Mayor/Trustee Chats at the Senior Center twice per
year
4. Updates from Organizations Serving Seniors
Recommendations:: Town-Supported
1. Promote the Federal Chore Voucher Program
2. Promote Multi-generational Opportunities
3. Promote Volunteer Opportunities
4. Provide Space and Resources for a Senior
Roundtable
5. Support Legislation Impacting Seniors
Doo Nott Recommend
1. Allocating Staff for a Senior Services division
Recommendations:: Futuree Discussion
1. Housing
2. Transportation
Limitationss andd Exclusions
This report is not inclusive of all the needs of such a large
demographic, nor can any one agency or organization
purport to have all the answers to solve these complex
issues.
Though a diverse group of stakeholders contributed
information, and extensive research was conducted, this
report does not include every topic of interest to seniors.
Notably, regional and local private businesses that serve
seniors, and the topic of healthcare are excluded, as these
matters are beyond the Town’s current scope.
Conclusion
The Colorado Commission on Aging provides 8 domains for an
age-friendly community: housing, transportation, social
participation, outdoor spaces and buildings, respect and social
inclusion, communication and information, civic participation,
employment opportunities, and community support and health
services.
Where possible, the Town can lead the initiatives that address
these domains within its scope, support the varied initiatives
being carried out by others, facilitate discussion when needed,
stay engaged with the senior population, and improve access to
resources for seniors.
Boardd Direction
Requesting direction from the Board as follows:
•Are there any missing elements of the analysis?
•Are there any parts of the analysis or
recommendations that the Board has concerns about?
•How would the Board like to consider implementation
of the recommendations? Options include the Strategic
Planning process or the creation of a Senior Needs
Strategy Document.
EVENTS & VISITOR
SERVICES DEPARTMENT
Report
To: Honorable Mayor Hall
Board of Trustees
Through: Town Administrator Machalek
From: Robert Hinkle, Events & Visitor Services Director
Date: February 25, 2025
RE: Stanley Park Master Plan and Performing Arts Center
Purpose of Study Session Item:
The Performing Arts Guild is asking to build a Performing Arts Center “Encore” on the
Stanley Park property.
Town Board Direction Requested:
Staff needs direction on how to proceed with the proposed Performing Arts Center plan
“Encore”. Questions that need to be answered:
●Is the Town Board comfortable with the financial assumptions and income
projections for Encore?
●Is the Town Board comfortable with the amount of land being utilized and the
projected relocation expenses for Encore to be built on Stanley Park?
●Is the Town Board comfortable with the overall concept and does it make sense
for Stanley Park?
●Does the Town Board agree with the proposal for use of land on Stanley Park for
the Performing Arts Center project “Encore?”
○If so, should the Master Plan be revised to include a Performing Arts
Center on the property? Or should the concept be treated as an add
alternate if fundraising targets are met within a certain timeline?
Present Situation:
The current Stanley Park Master Plan does not include a Performing Arts Center. The
proposed plan for “Encore” would utilize 4-5 acres, which is approximately 10-12% of
the property available on the Events Complex.
After the roundabout was installed at Community Drive, about ¾ of an acre was carved
off of the Events Complex. Just that small piece was very noticeable in the production
of the Hunter/Jumper Show, Rodeo and Scottish Festival.
Since the 2019 Master Plan, the business has evolved in different directions than
experienced before 2019. Larger events such as Frozen Dead Guy Days, Skijoring and
National Specialty Dog Shows utilize more of our property than ever before. Also the
growing number of contestants with Western Equine Sporting Events such as Team
Penning and Rodeo brings additional parking problems, especially with their larger
trailers.
Proposal:
Background:
The Town Board was approached by the Fine Arts Guild about using the Elm
Road/Moraine Avenue parcel for a performing arts center. The Town Board did not
support that parcel for this use and suggested exploring Stanley Park.
December 12, 2023 Study Session - The Fine Arts Guild requested Board support
through the donation of land on Stanley Park. Summarized comments and questions by
the Board: What the exit strategy would be if the project does not meet projections: the
Board encouraged a review of patronage and projections to develop a realistic
approach of the first year's operation; more details were requested on the cost
estimates for the “Inner Sanctum” and whether design would be outsourced, and the
difference between this application and previous unsuccessful applications. Board
consensus was to review relocation of existing facilities and financial impacts and risks
prior to public outreach for the Stanley Park Master Plan update in early 2024.
April 9, 2024 Study Session - Staff reviewed the relocation of existing facilities and
financial impacts and risks for the proposed project. The main risk for the proposed
project revolves around operational sustainability of the center to meet assumptions and
projects outlined in the plan. Additionally, staff highlighted the opportunity cost of the
land currently used for larger horse and dog shows, festivals, rodeos and other events.
Relocation costs were estimated at $7.1 million. The Town Board directed staff to solicit
feedback from the public. Board consensus was to continue forward with the update to
the Stanley Park Master Plan to consider a performing arts center on the property. Tim
Phillips, Fine Arts Guild representative stated the Guild would be available to discuss
expenses, answer questions, and he proposed the Elm Road Town owned property as
another option for a performing arts center.
A community survey was conducted by Design Concepts September 17-October 4,
2024 and had 376 respondents. Results were made available in November, 2024.
“Encore” is asking for +/- 4 acres of land on Stanley Park with a 100-year lease.
Advantages:
A new Performing Arts Center “Encore” in Estes Park would be a new attraction and
serve the arts community and general public.
Disadvantages:
● There is a risk for the Town if the project is built and cannot sustain itself
operationally by meeting the assumptions and projections.
●Either the Town or project would need to incur the additional expense of
relocating our current facilities.
●The opportunity cost of the land that can currently be utilized for our larger horse
shows, dog shows, festivals and rodeos.
Finance/Resource Impact:
The additional expense of relocating our current facilities would be greater than
$7,000,000.
Level of Public Interest
The item is initiated by the Fine Arts Guild and has medium public interest.
Attachments:
1.Stanley Park Performing Arts Center
2.Performing Arts Center “Encore” - The Ask.
Stanley Park Performing
Arts Center
Events Department
February 25, 2025
ATTACHMENT 1
Present
Situation
•The current Stanley Park Master Plan does
not have a Performing Arts Center. The
current plan for Encore would utilize 4-5
acres which is 10-12% of the property
available at the Events Complex.
•Since the 2019 Stanley Park Master Plan,
the business has evolved in different
directions than experienced before 2019.
•Larger events such as Frozen Dead Guy Days,
Skijoring and National/Regional Specialty Dog
Shows use more of the property.
•Parking has become a problem because of the
growing horse shows and larger trailers.
Community Survey Results
Survey was
open
September 17-
October 4, 2024
376
Respondents
Review
Encore Financial Assumptions
Design and Construction $18-$20 million
Attendance 200,00-400,000
Annual Payroll/Operating Expense $5.5
million
Events Complex
Would occupy 10-12% of the remaining
property at the Events Complex
$7 million plus of relocation/infrastructure
expenses
Requested
Direction
Does the Town Board agree with the
proposal for use of land on Stanley
Park for the Performing Arts Center
project “Encore”? If so, should the
Master Plan be revised to include
the Performing Arts Center on the
property? Or should the concept be
treated as an add alternate if
fundraising targets are met within a
certain timeline?
The Ask
•Stanley Park
•+/- four acres
•100 year lease (50 year + 25 +25)
•Construct and manage Encore! Center for the creative arts
•Inner Sanctum
•Main Theater
•Cabaret Theater
•Rotating exhibits art gallery
•Meeting rooms, rehearsal rooms, creative rooms
•HOME to the Arts Community
Site Plan
ATTACHMENT 2
Survey Says:
•What do you feel is missing form the Stanley Park complex?
•1. Performing arts
•Strong support for the performing arts
•2. Walking Paths
•Could include botanical gardens and sculpture gardens
•Logical inclusions
•3. Amphitheater
Although there was support for an amphitheater probably shouldn’t
ENCORE!
Center for the creative arts and Inner Sanctum
Survey Says:
•Detractors
•Impact to Current fairgrounds activities
•Been there done that-previous attempts have failed
•“Cowboys and Fine Art don’t mix”
•$7 million dollars
Okay, but what about?
•The impact to the Fairgrounds parking, paddock, and other
activities.
•RV and horse-trailer parking
•Mid June –Mid August (10-12 weeks)
•EPSD parking lots Rec Center lot
•Paddock vs Amphitheater
•Noise concerns/ duplication
•Other Activities
•Shared use
•Support for other events
Economic Impact
•Over 5 million people live within 3 hours of Estes Park
•We see visitors both local (Colorado) and globally each year
•Fastest growing segment of Colorado
•I-25 corridor
•According to The Denver Post: “Greeley and Fort Collins will more than double
by 2050.
Economic Impact
•Rocky Mountain National Park
•Town’s offerings of shops, entertainments, lodging, and food and
beverage
•Stanley Hotel (and Film Institute)
•YMCA of the Rockies
•Encore! Center for the Creative Arts/ Inner Sanctum
Experiential Art (Inner Sanctum)
•“. . . How we’re consuming art is changing. It’s becoming more immersive. And with the rise of cultural travel, people want to build these shared larger-than-life experiences directly into their travel plans.”
“Experiential art encourages the visitor to take selfies/to interject themselves into the art they are viewing. They are able to not only be a part of their own experience but are able to simultaneously share their experiences with friends, family, and for what it’s worth the rest of the world in real time!”
Inner Sanctum
•Growing market
•The global market for immersive experiences is growing rapidly, reaching an estimated value of $180 billion by 2026.
•Audience Engagement
•Immersive art exhibitions can create heightened emotions in viewers, such as happiness, awe, and relaxation. Playful, fun, and thought provoking.
•24% of American travelers are planning an immersive art experience on vacation in 2025, with the number rising to 52% of 18-24 year olds.
•Investor interest
•Investors are pouring hundreds of millions of dollars into immersive art experiences.
TOWN ADMINISTRATOR’S
OFFICE
Report
To: Honorable Mayor Hall
Board of Trustees
From: Town Administrator Machalek
Date: February 25, 2025
RE: Semi-Annual Compliance Review with Board Governing Policies – Policy
1.9 Self-Monitoring of the Board
Purpose of Study Session Item:
Conduct semi-annual self-monitoring of compliance with Town Board Governing
Policies per Governing Policy 1.9.
Present Situation:
Policy 1.9 (Self-Monitoring of the Board) establishes a semi-annual review process to
ensure that the Town Board is systematically and rigorously monitoring its compliance,
both individually and collectively, with the Board’s adopted Governing Policies.
Monitoring is on an exception basis, which means that discussion at the Study Session
will be limited to Town Board member concerns about compliance with the policies
listed in section 1.9.6.
Finance/Resource Impact:
N/A
Level of Public Interest
Low
Attachments
1.LINK - Town Board Governing Policies
March 11, 2025
•6E Childcare Grant Funding Framework
and Updates to Policy 225
March 25, 2025
•Estes Park Health Update
•Estes Park Municipal Code Title 10
Parking Prohibition Revisions
•Policy 842 Parking Permits Revisions
April 8, 2025
•Vacation Home Waitlist
•Hosted Short-Term Rentals
April 22, 2025
•Annexation Policy
•OHV/Golf Carts on Roads
Items Approved – Unscheduled:
•Cleave Street Redevelopment Update
•Town Board Email Listing on Website
•Police Department Facility Financing
•Curb and Gutter Philosophy
•Liquor License Process
•Stanley Park Master Plan Implementation
•Noise Ordinance Enforcement
•State Wildfire Code
Items for Town Board Consideration:
•EPHA Board Appointment Interview
Process
•Annual Review of Vacation Home Cap
•Bed & Breakfast/Vacation Home License
Transition
•Flock Safety Cameras
Future Town Board Study Session Agenda Items
February 25, 2025