HomeMy WebLinkAboutPACKET Town Board Stretegic Planning Session #2 2025-04-18
Town of Estes Park
TOWN BOARD
STRATEGIC PLANNING SESSION #2
April 18, 2025 from 1:00 p.m. – 5:00 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
1. Review of Objectives and Goals.
Staff Proposed Objectives and Goals & Consideration of Additions from the
Board for the following:
• Exceptional Community Services. (30 min)
• Governmental Services and Internal Support. (30 min)
• Outstanding Guest Services. (30 min)
• Public Safety, Health, and Environment. (30 min)
3:00 Break
• Robust Economy. (30 min)
• Town Financial Health. (30 min)
• Transportation. (30 min)
• Utility Infrastructure. (30 min)
Adjourn.
DRAFT (Session 2 ‐ 3/18/2025)
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 a broad spectrum of AFFORDABLE workforce
housing 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.
1.1 ‐ Consider an update to Section 11.4 of the Development Code, including
reconsideration of appropriate definitions and density bonus amounts.
1.A. Incentivize private development of workforce and
attainable housing.
1.2 ‐ Consider updating Town policies defining workforce or attainable housing
for the purposes of Town funding.
2. We support the needs of our senior community, INCLUDING
HOUSING.
2.A. Develop a needs assessment and strategic plan to meet
the needs of the senior community in Estes Park.
1.3 ‐ Discuss with EPHA how 6E funding expenditures should be targeted in the
near term, in light of the current Housing Needs Assessment.
4.A. Plan for and utilize 6E funds to address childcare issues
consistent with the Childcare Needs Assessment and
Strategic Plan.
5.A.1 ‐ Select at least one specific recommendation from the 2045 Parks & Open
Space Master Plan for budgeting and implementation in 2027.
3. We support the needs of families in our community.
5.A. Implement the recommendations of the 2025 Parks &
Open Space Master Plan.
6.A.1 ‐ Continue rewriting the Estes Park Development Code with participation
from elected/appointed officials, stakeholders, and residents. (Multi‐Year
Objective)
5.B. Overhaul outdated and aging landscaping in Children's
Park, Riverwalk, and Wiest Park by 2026.
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.
5.D. Maintain a high level of arena footing for horse shows
and rodeos at the Events Complex.
5. We expand our open space and public park infrastructure, and
improve and maintain the durability, functionality, and efficiency
thereof.
6.A. Complete a full rewrite of the Estes Park Development
Code to align with the new Comprehensive Plan.
Town of Estes Park 2026 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.
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.
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.
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.
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 prioritize 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 and 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.
1.1 ‐ Develop and Implement an emergency and safety training program for all
Event and Visitor Services team employees including a tracking system for valid
certifications.
2.A. Complete a review of the Town employee benefit
package to ensure the Town remains competitive and
aligned with other municipalities.
1.A.1 ‐ Complete organizational culture action plan to revise the organizational
culture survey and implement survey in the 4th quarter of 2026.
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.
7.B.1 ‐ Streamline and automate recruitment and onboarding process through
new HRIS system.
3.B. Ensure adequate resourcing to meet the current and
future preventative facilities maintenance needs for Town
buildings and parcels. 7.B.2 ‐ Evaluate the use of Laserfiche for policy management.
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. 7.C.1 ‐ Digitize Community Development Planning and Zoning records.
5.A. Conduct a community survey biennially in odd years to
measure our performance and community preferences. 7.C.2 ‐ Continue evaluation of permanent Financial records for digitization.
4. We strive to ensure that the membership of our appointed
Boards and Commissions reflects the diversity of the community.
5.B. Evaluate inclusivity of Town community engagement
processes.
11.D.1 ‐ Initiate construction of a new police facility, ensuring the completion of
pre‐design work, identification and securing of a suitable site, and obtaining
approval of a comprehensive funding plan by December 2026, with projected
completion and occupancy by 2029. (Multi‐year Objective)
7.A. Implement a Town performance management system
including appropriate measures.
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.C. Digitize Town records within Laserfiche.
6. We prioritize and support a culture of customer service
throughout the organization.
9.A. Minimize risk of becoming a victim of cybersecurity
threats.
10.A. Continually evaluate the functionality of our website
to ensure it serves the needs of our customers.
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.B. Upgrade the quality, function, and safety of the
Town's public restrooms.
8. We operate with transparency by 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.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.
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.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 with our partners 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.C.1 ‐ Complete infrastructure improvements to the O’Connor Pavilion including
better emergency communication capabilities.
2.B. Continue to develop and attract diverse events and
audiences.
2.C.2 ‐ Improve the horse stalls and the safety of the horses in barns A‐L and W
by installing stall matts.
2. We provide and support a diverse selection of high‐quality
events that attract guests to the Town and support our Mission.
2.C. Continue to support events through creativity,
innovation, and technology.
5.A.1 ‐ Improve the guest experience in the Visitor Center restrooms by wrapping
restroom stalls with local artwork.
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.
5.A.2 ‐ Improve the guest experience in the Visitor Center by replacing the 18‐
year‐old carpet.
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.A. Implement the Visitor Services Strategic Plan.
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.
Outstanding Guest Services ‐ We are a preferred Colorado mountain destination providing an exceptional guest experience.
5.C. Continue to implement a Guest Services (Service
Elevated) annual training for volunteers in the Visitor
Center.
5. We contribute to an exceptional guest experience through high‐
quality visitor services.
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.
2.F.1 ‐ Utilize available County resources to begin work on development of a
Climate Action Plan.
1.B. Integrate security camera systems in Town Hall, Visitor
Center, Events Complex, and Museum.
2. We support environmental stewardship and sustainability
through our policies and actions. 1.C. Evaluate pandemic response plan.
2.A. Continue to incorporate the Environmental
Sustainability Task Force recommendations into Town
operations.
3. We are committed to fairness and support for victims of crime
and disasters. 3. We recognize that substance abuse in our
community and schools is an ongoing issue and work with local
and regional partners to improve awareness, treatment, and
education.
2.A. Modify codes and regulations to support alternative
and distributed energy.
2.B. Encourage solar energy options for new and
established homes and businesses, including Town
Buildings.
4. We value the importance of maintaining a local emergency
communication center to serve the Estes Valley.
2.C. Support beneficial electrification of buildings by
encouraging the replacement of fossil‐fuel appliances with
cleaner electric alternatives.
5. We value the importance of maintaining a municipal law
enforcement department.
2.D. The Events and Visitor Services Department will reduce
the environmental impacts of Town events.
6. We value redundancy and collaboration in the provision of
dispatch and law enforcement services.
2.E. Support the County‐wide Wasteshed Plan and will
remain active partners with Larimer County in its
implementation.
7. We strive to enhance the safety of emergency responders.
2.F. Establish the Town's role in environmental stewardship
and sustainable practices.
Public Safety, Health, and Environment ‐ Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
2.F. Continue work with Larimer County on Climate Smart
Future Ready initiative.
8. 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.
9.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.
9. We train and prepare to fully and immediately respond to
community emergencies.
10. 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.
11. 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.
4.A. Implement the Downtown Plan.
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 value the importance of a vibrant, attractive, and
economically viable downtown.
5. We support investment and revitalization in all of the Town's
commercial areas.
Robust Economy ‐ We have a diverse, healthy, year‐round economy.
6. We support economic and workforce development efforts led
by other organizations.
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 ‐ Work with Town Departments to revise the Town's Purchasing Policies by
defining roles, evaluating threshold approvals, aligning with current regulatory
requirements, and incorporating procurement best practices.
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.A.2 ‐ Work with key staff members to establish a Grant Policy that creates a
framework fo grant applications, evaluation, approval, and reporting.
2. We make data‐adviseddriven financial decisions.1.A. Review and update key finance policies.
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 safe,
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 ‐ Construct the first phase of the US34 and SH7 trail reconstruction
projects. (Multi‐year Objective)
1.B. Evaluate the possibility of adopting impact fees and fee‐
in‐lieu mechanisms to assist in funding multimodal
transportation improvements. 2.A.1 ‐ Complete the reconstruction of Old Ranger Drive.
2. We will maintain a high‐quality network of streets for our
community.1.C. Implement the Wayfinding Signage Program. 2.A.2 ‐ Complete the reconstruction of Old Man Mountain Lane.
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.3 ‐ Complete the reconstruction of 2nd Street and provide ADA compliant
pedestrian facilities following the water main and service installation project.
(2024 CARRYOVER)
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. We will address traffic congestion and improve traffic,
pedestrian safety throughout the Town.
3.A. Collaborate with Federal and State partners to mitigate
traffic congestion with multimodal solutions throughout the
Town.
3.A.1 ‐ Construct the Visitor's Center parking & transit improvements if fully
funded by SB267 grant funds. (2024 CARRYOVER)
3.B. Develop funding strategies for the design,
environmental clearance, and construction of the Moraine
Avenue Multimodal Improvements.
3.B 1 ‐ Design the multiuse trail on the south side of Moraine Avenue from Davis
Street to Marys Lake Road and seek construction grant funding. (Multi‐year
Objective)
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. Implement the recommendations in the
2030 Transit Development Plan.
3.C.1 ‐ Implement CMAQ‐funded pilot programs for regional transit service,
expanded transit routes, and micro‐transit service.
3.D. Implement the recommendations in the 2045
Multimodal Transportation Plan.
5.A.1 ‐ Identify funding and construct a 3‐level parking structure at the Big Horn
parking lot. (Multi‐year Objective)
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.
8.B.1 ‐ Seek grant funding to construct the Community Drive Multi‐Use Trail (east
side of Community Drive between Manford Avenue and US36 and north side of
Manford Ave east of Community Dr).
5.A. Implement the Downtown Parking Management Plan
in a manner that delivers parking services as a self‐
sustaining program by 2030. 8.C.1 Construct the Fall River Trail final segment.
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.
8.A. Implement the priorities in the Estes Valley Master
Trails Plan.
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.
8.C. Complete the Fall River Trail using available trail
expansion funds, open space funds, and grant funding.
8. We will develop and maintain sidewalk and trail connectivity in
the Estes Valley in partnership with other entities.
1. We provide safe, high‐quality, reliable, and redundant water
service.
1.A. Ensure at least one water treatment plant can reliably
operate year‐round.
1.B.1 ‐ Implement the enforcement process for customers who do not comply
with water administrative regulations.
Utility Infrastructure ‐ We have reliable, efficient, and up‐to‐date utility infrastructure serving our community and customers.
1.B. Improve water accountability by decreasing Decrease
per‐capita treated water demand through loss reduction. 3.A.1 ‐ Replace the structurally deficient Performance Park bridge.
2. We provide safe, high‐quality, reliable, and sustainable electric
distribution service.1.C. Increase the resiliency of the water distribution system.
3.B.1 ‐ Complete at least one stormwater CIP project from the list included in the
Stormwater Drainage System Maintenance Policy.
3. We effectively and efficiently manage stormwater.
2.C. Use funding from the 1% Sales Tax to help reduce the
risk of high‐voltage power lines igniting a wildfire.6.1 ‐ Identify funding for a low‐cost Trasilblazer program.
3.A. Continue implementing the Stormwater Master Plan.
6.A.1 ‐ Complete construction of Trailblazer Broadband system for customers in
the electric service area. (Multi‐year Objective)
4. We encourage and support renewable energy sources and
storage.
3.B. 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.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.
5. We are proactive in our approach to mitigating flood risks.
4.B. Establish planning and policy guidance to direct Town
investment in zero emission fleet vehicles, equipment, and
infrastructure.
5.A. Upgrade and maintain our stormwater collection
system to reduce the risk of flooding and damage to public
and private property.
6. We provide access to high‐speed, high‐quality, reliable
Trailblazer Broadband service.
5.B. Pursue flood mitigation initiatives to reduce flood risk
and increase public safety.
5.C. Pursue grant funding for private and/ or public flood
mitigation and stormwater projects.
7. We partner with the three other owner communities to
advance Platte River Power Authority towards our goal of a 100%
noncarbon energy mix.
5.D. Explore the Community Rating System (CRS) program
as a way to minimize flood insurance costs to the
community.
6.A. Accumulate net positive revenues and apply for grants
to fund capital expansion of the fiber‐optic infrastructure.
6.B. Build an affordable internet connection program.
7.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.
1
2026 Strategic Plan
Town Board Suggestions
Goals and Objectives
Exceptional Community Services
• Goals
o I would like to suggest the board consider adding moving the post office to the
strategic plan. (Lancaster)
o Goal 1.A. and 1.B. change attainable to affordable in both 1A and 1B.
(Younglund)
o 2.A. I'm very supportive of the progress on senior engagement and activities.
(Hall)
o Goal 5.B. If this is going to be done by 2026, it should be completed and not
needed in the 2026 strategic plan. Should this be “in 2026”? (Lancaster)
o Goal 5.C.1 and 10.1 add to the updated SPCMP a “one off” Center of Performing
Arts (Younglund)
o Goal 5.D. Is this a goal? Seems more like just a maintenance task. (Lancaster)
o Goal 6.B, I believe will need to be 2027 now based on the timeframe for the Dev
Code rewrite. (Hazelton)
o Goal 6.B. If this is going to be done by 2026, it should be completed and not
needed in the 2026 strategic plan. Should this be “in 2026”? (Lancaster)
• Objectives
o Under Goal 1.A, as an Objective, "Evaluate potential for interest rate buy-down
programs." The board may decide this is best left to EPHA to consider but I'd like
to discuss if it makes sense to keep under the Housing & Childcare Manager (in
partnership with EPHA, of course). (Hazelton)
o Objective 1.A.1 Clearly define Workforce and the different scales of Affordable
(Younglund)
o Under Goal 2.A, as an Objective, "Implement recommendations from Senior
Needs Assessment" and if we want to be specific, we could name MA Simpson's
recs of adding EP Senior Citizens Center to approved Base Funding List, creating
a centralized resources database, and requesting regular reports from local senior
organizations to be consolidated and presented annually to the Board. (Hazelton)
o Goal 5.A, I believe will need to be carried over, and Objective 5.A.1 should be
updated to read, "Complete Parks and Open Space Master Plan..." since we just
approved the contract for a 52-week process. (Hazelton)
o Objective 10.1 “Explore wrapping the utility boxes with vintage pictures of EP in
the downtown corridor and Cleave Street.” (Younglund)
Governmental Services and Internal Support
• Goals
o Goal 11.B. add “maintain” to upgrade and maintain the quality…(Younglund)
o 8. Open communication with community members: We might consider an action
to gather input on where community members feel that open comm doesn't occur,
and use that to determine if steps need to be taken to improve the sense of
openness. (Hall)
2
• Objectives
o 4.A.1 Require term limits on all town represented boards. (Younglund)
Outstanding Guest Services
• Goals
o SPS #6 (We work to ensure that Estes Park is a sustainable tourism destination)
needs more discussion on the goals and objectives. VEP speaks much of this and I
think has some concrete actions, so as much as they represent the Town in
marketing, I think there's action there. But it's quite light underneath that.
(Lancaster)
o I’m not sure what this would say, but do we need something about addressing the
governance and our fiduciary responsibility over the Board appointed DMO?
(Lancaster)
o 3.: Balance visitation impact with quality of life of residents: There isn't a 3.B.
under this strategy that indicates how this is done. Perhaps it's not necessary to
define as long as this consideration comes into play when looking at visitation
impact. What is the mechanism for maintaining that balance, who watches over
that? (Hall)
o Goal 3.B Partner with Center of performing arts to provide a limited time period
to raise money for the Performing Arts Center on town owned property.
(Younglund)
• Objectives
o None
Public Safety, Health, and Environment
• Goals
o 1.C. do we still need this one? (Lancaster)
o Goal 3.A and 11.A Continue to support ROAC and the importance of town
representation on the board. (Younglund)
o I've been trying to envision what the Town could do to increase environmental
awareness of tourists on the way in and out. Well, it goes for residents, too, but I
haven't figured out what specific actions or goals could be written to help that. I
recognize that VEP speaks of sustainable eco-tourism. It may be as broad as
something like: Consider actions & tools to raise environmental awareness for
guests and residents on the way through Estes. I would see it coupling with an
outreach, some type of "Estes Cares" campaign to the Front Range, Colorado,
nationally, beyond, perhaps VEP-directed, but somehow getting a reputation out
there as leading the way. (Hall)
o 2:A. - 2.H.: There's a LOT here. All good. I'm very supportive and will continue
to nudge and encourage action on many of those fronts, whether EVs or solar,
Climate Smart/Future Ready, and all. (Hall)
• Objectives
o Objective 3.A.1 Encourage the schools continued participation with opportunities
funded by ROAC. (Younglund)
Robust Economy
3
• Goals
o 6.A. Maybe move this one up with the other housing related goals under
exceptional community services. (Lancaster)
o 4.A: Implement the Downtown Plan. That's a broad subject also that apparently is
just a standing goal and objective. It might be good to say for 2026 what specific
actions or projects will feed that implementation. Obviously, Cleave Street is part
of it, but there might be other actions we'd look at for 2026. (Hall)
• Objectives
o None
Town Financial Health
• Goals
o None
• Objectives
o 1.A.1 Complete training of staff in the new ERP system. (Younglund)
Transportation
• Goals
o None
• Objectives
o Objective 3.A.1, "Continue evaluating traffic flow and business impacts..." While
we'll get a full year of data in 2025, I don't believe it will be sufficient to
comprehensively assess improvements, opportunities, etc. We need to continue to
watch how behaviors and patterns change. I'd also like to include some sort of
consideration about how this data is shared -- can we specify that the Board
receives a report in early 2026 detailing the first year's "performance" and past
traffic pattern comparisons? That would give us a baseline of 2025's performance,
with data continuing to be collected in 2026. (Hazelton)
o 3.C. is a big part of our future. I would love to see concrete progress on this one in
2026. (Hall)
o Objective 3.D.1, I'd like to see this remain and if necessary, change to "Implement
initial recommendations from 2045 Multimodal Transportation Plan," assuming
that we are able to prioritize/select specifics this year. (Hazelton)
o Objective 3.E.1 Complete the study by 2026 ? “I am not sure where we are with
this but I would like to make sure it is not pushed down the line”. (Younglund)
o 3.E. Sounds doable in 2026 to get the study. I'm interested in what shape that
would take. (Hall)
o 5.A.: Self-sustaining parking services, I need more explanation of what that
means. (Hall)
o 6.A.: Regional transit options along 34 and 36 -- what region? Is that still
referring to bringing people from/to the Front Range? Or just local? (Hall)
o 8.B. One mile of Estes schools: Every step is good toward our long term network
of connected ped/bike/other paths. (Hall)
o 8.C.: VERY excited to see this complete, hopefully even in 2025? So this might
fall off for 2026? (Hall)
4
Utility Infrastructure
• Goals
o 1.C.: What steps will happen in 2025/2026 to increase resiliency of water dist
system? (Hall)
o 3.A.: Collaborating with PRPA: As their Virtual Power Plant is designed and
built, I'm sure we'll have many opportunities to connect & participate. (Hall)
o Objective 4.C, consider a Goal (that may need to be wordsmithed) about the river
confluence project. Something to the effect of, "Evaluate preliminary design
components of river capacity improvements and determine path forward for
related flood mitigation efforts." That might be too loosey goosey but with the
work Engineer Waters has been conducting, I'd like for there to be a specific
callout for the Board to consider what happens beyond the 30% commitment
(especially understanding that traffic, construction, and economic impact
projections would all be part of the 60% design). (Hazelton)
o 4.E.: 30-year stormwater mitigation (or longer): Good to have that vision. I'm
guessing that there may not be any actual work in 2026, we may still be breathing
for a couple of years. (Hall)
o 5.A.: Do we expect to fully finish the last pieces of Trailblazer connection within
2026? The last 5% or whatever is always the hardest. (Hall)
o 6.A. Noble approach to collaborating/consolidation with other PRPA owners. The
current mayors make this easy to collaborate. I'm not sure that all four
municipalities will always have that shared sense of what's best for all, but right
now it is there. (Hall)
• Objectives
o None