HomeMy WebLinkAboutPACKET Town Board Study Session 2025-10-28Informal discussion among Trustees and staff concerning agenda items or other Town
matters may occur before this meeting at approximately 3:45 p.m.
Town Board of Trustees Study Session
October 28, 2025 from 4:00 p.m. – 6:45 p.m.
Town Hall Board Room, 170 MacGregor Ave, Estes Park
Accessibility Statement
The Town of Estes Park is committed to providing equitable access to our services.
Contact us if you need any assistance accessing material at 970-577-4777 or
townclerk@estes.org.
Meeting Participation
This meeting will be streamed live and available on the Town YouTube page. Click on
the following links for more information on Digital Accessibility, Meeting Translations.
Public comment
Public comments are not typically heard at Study Sessions, but may be allowed by the
Mayor with agreement of a majority of the Board.
Agenda
4:00 p.m. Revised Policy 601 Spending Authority and Limits
Presented by Director Zimmerman
4:45 p.m. Overnight Parking
Presented by Manager Klein
5:15 p.m. Break for Dinner
5:30 p.m. Post Office Operational Perspective
Presented by Postal Contractors
6:00 p.m. Annexation Policy and Potential IGA with Larimer County
Presented by Senior Planner Hornbeck
6:30 p.m. Trustee and Administrator Comments and Questions
6:40 p.m. Future Study Session Agenda Items
6:45 p.m. Adjourn for Town Board Meeting
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Memo
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Tammy Zimmerman, Finance Director
Department: Finance
Date: October 28, 2025
Subject: Revised Finance Policy 601
Type: Study Session
Objective:
Finance staff is seeking Town Board approval to amend Finance Policy 601 to update
organization spending authority and defined limits for purchase order and contract
change orders.
Present Situation:
Currently, Policy 601 outlines spending authority by specific position titles within each
department. It does not address spending authority for purchase order or contract
change orders. Any position or title change that impacts purchasing authority requires
separate Board approval.
Proposal:
The proposed amendments to Policy 601 would delegate authority to the Town
Administrator to assign departmental spending limits, removing the need for Board
action when position titles change. The Town Administrator and Town Attorney would
retain their current $100,000 spending authority limits. In addition, the policy would
establish clear thresholds for change orders. Department Directors would be authorized
to approve change orders up to a limit set by the Town Administrator, not to exceed
50,000, or to the amount previously authorized by a Board resolution.
Advantages:
These revisions would streamline purchasing processes and avoid unnecessary delays
related to administrative changes. They would also provide clearer authority for
managing change orders, improving accountability and tracking for project spending.
For large construction projects, the ability to use Board-approved contingency amounts
more efficiently could prevent costly project delays. Existing exceptions would remain in
place for expenditures approved during the annual budget process, such as insurance
claims and premiums, debt obligations, utility payments, purchased power and water
rights, payroll taxes and withholdings, and other specifically authorized items.
Disadvantages:
If the policy is not amended, any future changes in position titles that involve purchasing
authority would require individual Board approval. Furthermore, change order authority
would remain undefined and more restrictive, particularly for staff managing large or
complex projects.
Action Recommended:
Finance staff recommend Town Board approve the proposed revisions to Policy 601.
Finance/Resource Impact:
There is no budgetary impact. The revisions are intended to enhance operational
efficiency and ensure that staff have clear and appropriate spending authority as
defined by policy.
Level of Public Interest:
Low interest
Sample Motion:
I move for the approval/denial of the revisions to Finance Policy 601.
Attachments:
1. Revised Policy 601
2. Revised Policy 601 redline
10/28/25
Page 1 of 2TownofEstesPark, Finance
Effective Period: Until
superseded
Review Schedule: Annually
Effective Date: 10/28/25
References: Financial Policies Manual 601
FINANCE 601
Purchasing Policy - Spending Authority & Limits
1.PURPOSE
a.To ensure that the best values for goods and services are obtained when
using Town Funds.
b.To efficiently delegate spending authority/responsibilities to Town Staff
so that Purpose "a" can be achieved.
2.POLICY
a.Purchasing Threshold Limits
The Town of Estes Park Board of Trustees authorizes the Town Administrator
and Town Attorney with a purchasing limit of $100,000 and authorizes the Town
Administrator to set and administer the purchasing limits for department job titles/
roles, provided that they are no greater than $50,000.
Exceptions to the Town Administrator spending limits include:
1.Expenditures approved by the Board through the annual budget
process for insurance claims and premiums
2.Debt obligations
3.Utility payments
4.Continuing purchased power and water right payments
5.Payroll tax and withholding payments
6.Other specific Board approved expenditures
b.Change Order Limits
1.Purchase Order change orders usually arise from added shipping and fee
costs, or when additional products or services are needed. These changes
must be approved and signed by an employee authorized at the revised
spending level.
2.Contract Change Orders usually result from changes in plans or
specifications after contract execution or when there is a need to increase or
decrease the scope of work or materials.
Attachment 1
10/28/25
Page 2 of 2TownofEstesPark, Finance
3. Contingency refers to an amount approved by the Town Board that exceeds
the awarded contract value to accommodate unforeseen costs.
4. Change Order Thresholds.
a. Department Directors may authorize change orders until the
amended contract or purchase order reaches the limit set forth
by the Town Administrator, except when an applicable Board-
approved resolution sets a different limit, in which case the
Board-specified limit will control.
b. The Town Administrator is authorized to sign and approve any
change orders up to $100,000, even if the resulting amended
contract exceeds the Town Administrator’s signature authority.
When a resolution approved by the Town Board sets a different
limit, that limit will control.
c. Change orders that result in the total exceeding contingency set by the
Town Board will require presentment and approval by the Town Board.
3. PROCEDURE
Administrative procedural guides have been developed to outline processes for
Town purchases. These are outlined under the Purchasing Policies, which are
approved under the authority of the Town Administrator.
The purchasing limits set forth in this policy and specific Town Board approved
Resolutions for on-call contracts apply only at the formal contract/ purchase order
level, not the individual partial payment level. If a formal contract or purchase order is
executed, the purchasing authority limit applies at that level. Subsequent partial
payment invoices on these properly approved contracts or purchase orders can be
approved for payment by the appropriate manager or department director level,
regardless of the amount of the partial payment invoice.
Approved:
Date:
Document Spending Authority & Limits
Revisions: 5
10/28/25
05/28/24TownofEstesPark, Finance
Effective Period: Until
superseded
Review Schedule: Annually
Effective Date: 05/28/2024
10/28/25
References: Financial Policies Manual 601
FINANCE 601
Purchasing Policy - Spending Authority & Limits
1.PURPOSE
a.To ensure that the best values for goods and services are obtained when
using Town Funds.
b.To efficiently delegate spending authority/responsibilities to Town Staff
so that Purpose "a" can be achieved.
2.POLICY
a.Purchasing Threshold Limits
The Town of Estes Park Board of Trustees authorizes the Town Administrator
and Town Attorney each to spend up to $100,000 and authorizes the Town
Administrator to set and administer the purchasing limits for department job titles/
roles, provided that they are no greater than $50,000.
Exceptions to the Town Administrator spending limits include:
1.Expenditures approved by the Board through the annual budget
process for insurance claims and premiums
2.Debt obligations
3.Utility payments
4.Continuing purchased power and water right payments
5.Payroll tax and withholding payments
6.Other specific Board approved expenditures
b.Change Order Limits
1.Purchase Order change orders usually arise from added shipping and fee
costs, or when additional products or services are needed. These changes
must be approved and signed by an employee authorized at the revised
spending level.
2.Contract Change Orders usually result from changes in plans or
specifications after contract execution or when there is a need to increase or
decrease the scope of work or materials.
Attachment 2
Document Spending Authority & Limits
Revisions: 5
10/28/25
05/28/24TownofEstesPark, Finance
3. Contingency refers to an amount approved by the Town Board that exceeds
the awarded contract value to accommodate unforeseen costs.
4. Change Order Thresholds.
a. Department Directors may authorize change orders until the
amended contract or purchase order reaches the limit set forth
by the Town Administrator, except when an applicable Board-
approved resolution sets a different limit, in which case the
Board-specified limit will control.
b. The Town Administrator is authorized to sign and approve any
change orders up to $100,000, even if the resulting amended
contract exceeds the Town Administrator’s signature authority.
When a resolution approved by the Town Board sets a different
limit, that limit will control
c. Change orders that result in the total exceeding contingency set by the
Town Board will require presentment and approval by the Town Board.
The Town of Estes Park Board of Trustees authorizes the Town Administrator,
Department Directors, Managers and Supervisors with purchasing limits as set
forth in this policy (Table 1). Exceptions to spending limits include expenditures
approved by the Board through the annual budget process for insurance claims
and premiums, debt obligations, utility payments, continuing purchased power
and water right payments, payroll tax and withholding payments, and other
specific Board approved expenditures.
3. PROCEDURE
Administrative procedural guides have been developed to outline processes for
Town purchases. These are outlined under the Purchasing Policies, which are
approved under the authority of the Town Administrator.
The following purchasing limits set forth in this policy and specific Town Board
approved Resolutions for on-call contracts apply only at the formal contract/
purchase order level, not the individual partial payment level. If a formal contract or
purchase order is executed, the purchasing authority limit applies at that level.
Subsequent partial payment invoices on these properly approved contracts or
purchase orders can be approved for payment by the appropriate manager or
department director level, regardless of the amount of the partial payment invoice.
Document Spending Authority & Limits
Revisions: 5
10/28/25
05/28/24TownofEstesPark, Finance
Town Admin Office Deputy Town Administrator $50,000
Town Admin Office Museum Director $10,000
Town Admin Office Public Information Officer $5,000
Town Admin Office Management Analyst $5,000
Town Attorney Executive Legal Assistant $5,000
Town Clerk Deputy Town Clerk $10,000
Town Clerk Human Resources Manager $10,000
Internal Services IT Manager $30,000
Internal Services IT System Administrator I $10,000
Internal Services Facilities Supervisor $5,000
Internal Services Fleet Asset Specialist $5,000
Internal Services Fleet Supervisor $5,000
Special Events Visitor Services Manager $5,000
Special Events Event Coordinator $5,000
Special Events Events Maintenance Supervisor $5,000
Special Events Sales & Marketing Manager $5,000
Finance Accounting Manager $5,000
Finance Utility Billing Supervisor $5,000
Police Deputy Chief of Police $30,000
Document Spending Authority & Limits
Revisions: 5
10/28/25 0
Page 3 of 3TownofEstesPark, Finance
Police Police Executive Assistant $10,000
Public Works Town Engineer $30,000
Public Works Parking & Transit Manager $30,000
Public Works Civil Engineer II (PE) $10,000
Public Works Stormwater Engineer $10,000
Public Works Streets & Stormwater Supervisor $10,000
Public Works Civil Engineer I (EIT) $5,000
Public Works Parks Supervisor $5,000
Utilities Business Manager $30,000
Utilities Project Manager $30,000
Utilities Line Superintendent $30,000
Utilities Water Superintendent $30,000
Utilities Laboratory & Water Quality Supervisor $10,000
Utilities Line Crew Supervisor $10,000
Utilities Water Distribution Supervisor $10,000
Utilities Water Plant Supervisor $10,000
Utilities Utilities Engineer $5,000
Approved: .
Date
de.
Finance Policy 601 Update:
Spending Authority & Limits
Attachment 3:
Received 2025-10-28
Background
Current Policy 601 defines spending
authority by specific position titles and
does not address change orders.
Seeking Town Board input on:
1.Updating organizational spending
authority
2.Defining limits for change orders
Proposed Policy Amendments
1.Updating organizational spending
authority
Delegate to Town Administrator to assign
departmental spending limits (up to $50K)
Retain $100K limit for Town Administrator
and Town Attorney
Remove Table 1 with position titles and
limits
Proposed Policy Amendments
2. Defining limits for change orders
Adds defined threshold for purchase order and
contract change orders
Department Directors may approve up to limit
set by Town Administrator (<$50K)
Or to the authorized Board resolution amount
Town Administrator authorized to approve
change orders up to $100K
Board approval required if total exceeds Board-
approved contingency
Advantages of Proposed Changes
Streamlines purchasing and contracting
processes
Reduces delays with title or role changes
needing Board approval
Clarifies authority for change orders
Improves accountability and project tracking
Enhances efficiency in using Board-approved
project contingencies
Maintains existing exceptions for budget-
approved expenditures (e.g., utilities, debt,
payroll, insurance)
Disadvantages of Proposed Changes
Board approval of spending limits would be
shifted to the Town Administrator, reducing
direct Board involvement in setting thresholds
Change orders would still require Board
approval when no contingency amount is
pre-approved with the contract
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Report
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Dana G. Klein, CPP, CCTM, Parking & Transit Manager
David Greear, PE, Public Works Director
Department: Public Works
Date: October 28, 2025
Subject: Overnight Parking Post-Season Assessment
Purpose of Study Session Item:
Board Feedback on Overnight Parking in 2025 Parking Season
Town Board Direction Requested:
No Direction Needed
Present Situation:
At the April 22, 2025 Town Board meeting, the Board approved Ordinance 06-25 to
revise the Estes Park Municipal Code (EPMC) Chapters 10.04.030 and 10.04.040 to
allow overnight parking along some public streets and in some public parking lots and
clarify additional parking restrictions.
At that time, the Board indicated a desire to revisit this ordinance after the paid parking
season and discuss any feedback received on the revisions.
Proposal:
No Proposal at this time.
Advantages:
None Identified
Disadvantages:
None Identified
Finance/Resource Impact:
No measurable financial impact to the Town budget.
Level of Public Interest:
While public interest in parking-related items tends to be high, a low number of citizen
comments have been received.
Attachments:
None
To Whom It May Concern,
Of business ,L»_ T~^-^oTTY~^~~^<^TMJL-e€$^ ^ ^gx\-v
That operates in Downtown Estes Park at address ^-^7 \ ^ \6?^P^k!^ ^
Do not have an issue or problem with Green Jeep T^hjrsLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature :c a^.^Sn7FU(7AJ -Hxick.
Date: \^- ^-2^
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
1, --'<--vJ_e_sM_uJ_· =-ar _____________
Of business--'-w_· _e_/_Tit=_y.._J._s_Q_,_· -------------
h J Tr v.., I(, Ct\ +ere r ;+ f -t }"'-e__ 8/l(W fc ./)
r-, M ,. Q ": ,J(-=--A.vCThatoperatesinDowntownEstesParkataddress _cf-__ __._!_' \_v _l'-r-1.:___,-__ -'------ -
Do not have an issue or problem with Green Jeep Tdurs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature: ____ ;(L,___-=--'h.::....' """"Atv---'--"'c...::...._ ______________ _
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Of business __ 0 r_v_£.r__,_/2-=-P:_ic.-_/_ __ /l_e._?,J'_/_J ___________ _
That operates in Downtown Estes Park at address /? 1/ W //t..j.# r/J a --e
Do not have an issue or problem with Green Jeep T urs·LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Date: _,,.-;_b/--'Z-3_,,/<---.e'?.£=----- I
PUBLIC COMMENT
RECEIVED 2025-10-28
Of bu siness ------'--7-----'·=----C------'-'r_v...._D._LS_r: _l_a_v=--------------
That operates in Downtown Estes Park at address / 3 Y lJ <E: ) f.-1-=6, '(>(J <_____
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Date: lo/ 23 ,_, 2o2.S--
PUBLIC COMMENT
RECEIVED 2025-10-28
Of business ___________________________ _
Th at operates in Downtown Estes Park at address
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Date: _____._fi---=--+- /4-=.._;_';?3-+-"/ Q S=-----
1 (
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
That operates in Downtown Estes Park at address } { 1' W [LH}y,,cn .
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature: /)V}g,,-
Date: lVl'43l
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Th at operates in Downtown Estes Park at address / lb Jtb · .D
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature:(1;.____
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
I, ___._,,_a--""""-------! fuatii.w-"----------". ..-"--""'------
Of business_J=--J--------""'e---L_O ___ _
That operates in Downtown Estes Park at address
Do not have an issue or problem with Green Jeep Tours lLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature:-· fl @-..__. --=-----Th--=-cuduu_ .... ·__ _
Date:_\\--=\J___,.__3 _.__/ J-{)·
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
h -'--r--'--l\.,.._,"-{__,,,_o --=c_h_u...;....,:__½___,.___ ________ _
Of business __ ._-_)_O_h_Y\-1-\---- __ G_o_t:i___,_____£->=--+.......::,__,_-Y\_,,_
1 _______ _
That operates in Downtown Estes Park at address--'l'Y\l'--=:...::O:..i{--=C\rvt2....,,-...Jl{Ay-f _____ _
Do not have an issue or problem with Green Jeep Tb'ursLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Toursoffice at 157 Moraine Ave Estes
Park, Colorado.
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
aa, ---'---'W_1-'----''---=-
F-
J;V\U.l_!=...,b-0--
Of business_ ........ ::110.....:...i., A_i..qp....,$;;,-\{),--------
That operates in Downtown Estes Park at address _ _,/).,__y...._· _..1,=-_f\Af-1'-=,e-ff=--.,__.__=\l\.,.,J::__:.._'-=----
Do not have an issue or problem with Green Jeep 'f rsLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
I, _____________________________ _
That operates in Downtown Estes Park at address \ 2 vJ L\"-. \-\0 -12- Nb
Do not have an issue or problem with Green Jeep Tburs LL.C parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at157 Moraine Ave Estes
Park, Colorado.
Date: \ 0 --2:, -,?\
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
l,6_v:_4N_M_o_llo_h----+--r----
Ofbusiness_J3 J---ot_+ke__J__s-____ _
That operates in Downtown Estes Park at address __ \ _t;l_t; ___ (v\_l>_(CI\_--- __ f_, __
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles over night
in the Wiest Parking Lot which is behind Green Jeep Tours of fice at 157 Moraine Ave Estes
Park, Colorado.
Signature:&-4 I
Date: __ I_O_·__:,_, _Z,§' ___ _
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Aw6,py/
Of business --b/b,,_6->:-'-e.'---;7,L-:...L_s _S_I-F-,t2-"'--t·__,I' }'---'s___,/3____::___w ________ _
Th at operates in Downtown Estes Park at address LS { \A.IfJJ,/); r.)u
Do not have an issue or problem with Green Jeep Tours lLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern, 1.--f-------J--&___:,c_y___cr _· !...___--__ _
Of business }(;T?t) ff'+f'/C f:: M )fe,, Ct)
That operates in Downtown Estes Park at address /Z5/J-f)//f'?h Ne_
Do not have an issue or problem with Green Jeep Tours LLC.parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Date:
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
1,_lt_r:7erfll----'-----'--------
Of business -----=---/J-----'1'-'-as""-.--/-...... e:"---L_·,__r6:fK-----'-----'-\ __ c::-,_·..:..._1_,,__J2"---------
That operates in Downtown Estes Park at address
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Of business __ fl__,,(),<__tfl __ c;._r;_---C.....-'----7_/1t_ __ 6_'_T_"/l-_l_·7,_t?>_A.,,,_· ____ _
That operates in Downtown Estes Park at address /)S
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Date: __,__/4__-_Z_/ ---_-2_S __ _
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
1,_vJ"'---e_s-u-----'-ija"---c ___________ _
Of business wt?JTer-JtQ -----------
h-J-T-rv-../(-,.-c-A-+e-r-er_?r-_f_-t he_DtlM f<..,
That operates in Downtown Estes Park at address _:)__(___.__/ft_Cl_flA-'--;_rJ_C_;A __ v_c ___ _
Do not have an issue or problem with Green Jeep Tours LlC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado,
Signature:_
d'
h· Aiu_______.___.'----------
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
That operates in Downtown Estes Park at address !L/-B LV. Eik.ho,,.J!A.) Ave:-
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Signature: r-r---1-----"--= ...... --=---·--------------
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
1, 3t\a1w1 Do ,J¼
Of business ,;A \b -()\{ inb {-l1,
That operates in Downtown Estes Park at address ) 2>0 Wl I l s-fctl--e_ .
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Signature: \oo11 li\Paw
Date: ) D--l)8)-t-)5
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
1, Jii)-wvvv
Of business p/1/vk_
That operates in Downtown Estes Park at address IJ!fLV'(t,1k? ti4J<_ \..,-)
Do not have an issue or problem with Green Jeep T.(i'ursLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Signature: --,I·'-;;,·"-"<-----•--------------------
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
f·k"-='--h""""-4-d_,d,---U w,c__--, ____ _
Of business :;...:;...=-1'.-..:,· _ __!j_JLU:.LL.l__j4-::::.::c:,d__'.+---------
Do not have an issue or problem with Green Jeep T rs tLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tour office at 157 Moraine Ave Estes
Park, Colorado.
Date: ---'-) --=---D --'-48"---""'. @ b=----
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
1, =1!1i1 /{1,LLer
Ofbusiness::t:J\{7' \{;
That operates in Downtown Es;es Park at address :J4 q [J) [ k,kkitV) Av,;:,_
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
GSignature: ¼-+-+,·A J:'\;Q-1-----
Date: -'-) v--f-) _13=------)i--=--;) d 55....,____
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Of business _t_/_/-½_, Vt_JV'l__{ 7 ________________ _
That operates in Downtown Estes Park at address _i_tY_l{_w_, _&_,,..-_/i_ti._h_Cf/h_:_fftt,€,-"-e_. · ---
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Signature:?,,_....,,,&-,-----------------·--· ---f,.__-_-
Date: /
o/23/z_s
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
Of business ----------------------------
That operates in Downtown Estes Park at address
Do not have an issue or problem with Green Jeep T<11.1rsLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature: __ --------------------------
Date: 2 3 1 / 0 ( t)_ D S--
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Of business _...........____,v,_J -t-,:4=--t-'-, .... =r-._.-\--'rl/'---+-,-l _,_{_\ .......... a""'-j-=--l--'-g__---=-'----------
That operates in Downtown Estes Park at address 2-fi Wr
Do not have an issue or problem with Green Jeep ToursLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours.office at 157 Moraine Ave Estes
Park, Colorado.
Signature: ----Jft'---='l..''k'---=---4____::_l ----"'=:A=-="""""--=-------
Date: __ / __ o )2,1/·=· =---I I
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
I, f5e,o /4y.s
Ofbusiness Bccc/e/es efuk> !4&J/7, A/ofl
That operates in Downtown Estes Park at address
Do not have an issue or problem with Green Jeep Tours LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Signature: & 4-r
Date: to,/d3P:!S
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
I, kiedrtk\11\t]
Of business 10 \J Q{ tf? Ihi f\ qr
That operates in Downtown Es;es Park at address Ito W 61t'hI)( l\ -A )J-(!__, 7Un'rf ID _,,,
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours officeat 157 Moraine Ave Estes
Park, Colorado.
Date:_\0-i--=-fJ-_1 '---
PUBLIC COMMENT
RECEIVED 2025-10-28
To Whom It May Concern,
Of business _M_f_-0 __ [_, _(-'2,___r--_· __ c::-_'./_'l-'r'----1--___ H_· __<t_s_e--=---
c--That operates in Dow ntown Estes Park at address f?22-W. t: / I<.. l1_ §Th A-vil-......_.:,
CA)
Do not have an issue or problem with Green Jeep T rs LLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
Park, Colorado.
Signature: --,b-""'--"e.__--'-----<-------------- ---
PUBLIC COMMENT
RECEIVED 2025-10-28
ToWhom It May Concern,
That operates in Downtown Estes Park at address (06 u) :Er k-Ibo n A-we__
Do not have an issue or problem with Green Jeep T.?h.irsLLC parking their vehicles overnight
in the Wiest Parking Lot which is behind Green Jeep Tours office at 157 Moraine Ave Estes
PUBLIC COMMENT
RECEIVED 2025-10-28
Subject: Overnight Parking Post-Season Assessment
Herbert Sampson, 633 Park River Pl, Estes Park, CO 80517
To the Mayor and Trustees:
PROPOSAL
I propose that the terms of Section 10.04.040(c)(1) of the Estes Park Municipal Code be made
objective and explicit by the following amendments to ordinance and Revised Public Works Policy
842:
Ordinance Section 10.04.040(c)(1) now reads:
Exceptions. Notwithstanding the foregoing: (1) The Director of Public Works or
designee may authorize overnight parking by parking permit or revocable
encroachment permit. (emphasis added)
Amended Language:
c)Exceptions.
1)Notwithstanding the foregoing The Director of Public Works or designee
shall grant an annual general business overnight parking permit whenever
the following criteria are met:
a. The applicant is a licensed business in Town of Estes Park, or a
political subdivision, or a governmental agency including their
agents, contractors and employees.
b. The applicant has identified the lot and parking spaces adjacent
to the business to be occupied overnight.
c. The applicant has submitted the number of spaces for which
overnight parking is requested.
d. The applicant has submitted vehicle identificationand
registration information for each vehicle for which a spaceis
requested.
e. the applicant has summitted the annual fee of set by the Board.
I propose that Revised Public Works Policy 842 be amended to grant Overnight Business Permit
Parking by adding a specific subsection:
New Sec 3 (i) Business Permit: Overnight Permit
PUBLIC COMMENT
RECEIVED 2025-10-28
i. Eligibility:
1) Anyone who works or conducts business in the downtown core (as defined by the Town
of Estes Park's Commercial Downtown (CD) zoning district) is eligible to purchase this
permit, including
2) Applicant must provide proof of employment or that they conduct business in the
downtown core, including work as a political subdivision, governmental agency, and their
agents, contractors and employees.
3) Subject to proof of current business license.
ii. Rules & Regulations:
1) Only valid for marked commercial or business vehicles (not for use on unmarked
personal vehicles).
2 Permits are valid only in spaces in the lot adjacent to the business location identified
by the applicant on a first-come, first-served basis (designated lot/area/space).
3) Each permit must be registered to a specific license plate or plates, in the case of a
shared permit.
4) There is no limit to the number of vehicles that can share one permit; however, permit
holders who use a shared permit will be responsible for managing the shared use of their
permits and allotted spaces. The Town is not responsible for shared permit h olders who
receive a citation for attempting to use the same permit on more than one vehicle at one
time.
5) Permits are not valid in time-limited or reserved spaces.
6) There are no time restrictions for this permit; permit holders are allowed access to
their designated parking lot/area /space 24 hours per day, seven (7) days per week.
7) One space per permit; multiple vehicles sharing a single permit may not park overnight
at the same time.
8) Permits are valid for an entire calendar year.
9) Permit holders, and their employees and agents, may not sleep in a permitted vehicle
at any time.
HISTORY
The effect of amendments to the parking ordinance in April 2025 has been to functionally prohibit
overnight parking by businesses and government agencies and contractors. The problem is that
the ordinance granted carte blanch discretion to municipal employees as to whom and in what
circumstance businesses would be granted overnight parking.
The current ordinance Section 10.04.040(c)(1) is deficient. It now states:
c) Exceptions. Notwithstanding the foregoing:
1) The Director of Public Works or designee may authorize overnight
parking by parking permit or revocable encroachment permit.
The current ordinance is poor legislation because on its face it
a. devolves a decision on the use of a public asset to an individual employee,
b. it is discretionary, and the decision is per se subjective. Thus, it is the personal prerogative of
the Director of Public works, is not reviewable by the board,
c. does not embed objective standards to ensure that decisions are not arbitrary and capricious,
or influenced by personal feelings towards the applicant,
d. it allows the adoption of a town policy in fact by the individual director or designee, rather
than the board.
The proposal would solve the post office parking problem and that of other businesses. I
incorporated the best provisions for permit types. I advocate that business owners be treated
neither better nor worse than commercial lodging, vacation rentals, and downtown residents.
This matter should be scheduled for an additional study session during November to allow
additional public input.
Respectfully Submitted,
Herbert Sampson
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Report
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: David Greear, Public Works Director
Department: Public Works
Date: October 28, 2025
Subject: Post Office Operational Perspective
Purpose of Study Session Item:
The Town Board expressed interest in hearing the Post Office Operational challenges
with respect to overnight parking with a Commercial Loading Business Permit.
Currently, all vehicles with Commercial Loading Business Permits are required to park
in the Museum Annex Parking Lot (220 4th Street) between the hours of 5 p.m. and 10
a.m. per Policy 842 Parking Permits.
Town Board Direction Requested:
This item is an opportunity for the United States Postal Service – Contractors to voice
their concerns with regards to the requirements associated with a Commercial Loading
Business Permit.
Present Situation:
Existing Policy 842 Parking Permits requires vehicles with Commercial Loading
Business Permits to park overnight in the Museum Annex Parking Lot.
Proposal:
N/A
Advantages:
N/A
Disadvantages:
N/A
Finance/Resource Impact:
N/A
Level of Public Interest:
This item is anticipated to generate low public interest.
Attachments:
1. Post Office Material
Report
To:Honorable Mayor Hall
Board of Trustees
From:Mail Carriers in Estes Park
Date:October 28, 2025
RE:Post Office Operational Perspective:
Commercial-Loading Permits and the Parking Location of Delivery and Carriers’
Personal Vehicles
______________________________________________________________________________
Purpose of Study Session Item:
To provide information about post office usage of parking lots, impact of changes on that usage and to
propose solutions to the parking location of delivery and carriers’ personal vehicles.
Town Board Direction Requested:
Please support local businesses, residents of Estes Park, and visitors to the Estes Park area by reducing
the burdens placed on postal carriers in the performance of their duties.
Specifically,
1) Revoke the overnight parking restrictions1 (passed on April 22, 2025) in the downtown commercial
district parking lots so that postal delivery vehicles may be parked near the post office and not across
town. See the proposals on pages five thru seven for various ideas on revising the policy.
2) Continue to permit those individuals performing postal work, to park personal vehicles in front of
the post office during the hours that they are working out of the post office. In this case, the employee-
convenience permits available to all workers and business owners in the downtown area would
continue to apply.
3) Re-write commercial-loading permits to recognize the logistical realities and requirements of the
movement of mail and packages thru the post office. As of right now the commercial-loading permits
make misdemeanants2 out of every postal carrier, because the permits cannot be complied with as they
1 Policy 842 Parking Permits. (3. Permit Types, f. Business Permit: Commercial Loading, ii. Rules and Regulations, (3).
2 Misdemeanant: someone committing a misdemeanor, like violating an ordinance.
Page 1 of 32
are currently written. The part of the Commercial Loading Permit, which cannot be complied with
states that “(3) Vehicles displaying this permit must be actively loading or unloading people and/or
goods.”3 Carriers cannot be actively loading or unloading the whole time they are using the lot.
4) To support the move of the post office out of the downtown commercial district even though this
may take years to accomplish and may ultimately be determined by the United States Postal Service
(USPS) Board of Governors.4
Moving the Post Office Location:
Let us discuss this first and get it out of the way.
Multiple post masters over the years have made multiple requests that the location of the post office be
moved. These requests have come to naught.
A new postal facility is desperately needed. No doubts. There is insufficient space inside the building
for the volume of packages. There is asbestos. There are inadequate bathroom facilities. There is no
secure location to load delivery vehicles. The sanctity of mail and packages is threatened. There are
numerous safety problems caused by using the public parking lot for loading. The box truck and
delivery vehicles are required to back through a heavily used pedestrian sidewalk to load and unload. It
is difficult for customers to find parking when they want to access postal services. People park,
blocking the loading dock, while they rush inside to wait in line, because they are unable to find a free
30-minute parking spot.
Perhaps removing carrier parking in front of the post office finally gets someone’s attention in the
federal government and finally spurs them to action. Perhaps the post office will be moved.
This is what we can say for sure:
Removing carrier parking overnight from the lot nearest the post office makes it harder
for carriers to get their jobs done.
Removing carrier parking overnight increases the safety risks that carriers face.
Removing carrier parking overnight increases the security risks faced by contractors.
Although moving the post office is a goal many desire, it is not something that will happen soon. Not
being able to park overnight in front of the post office is causing problems right now.
So, let us look at the situation . . . .
3 Town of Estes Park, Public Works. (April 22, 2025). Policy 842 Parking Permits. (3. Permit Types, f. Business Permit:
Commercial Loading, ii. Rules and Regulations, (3). Accessed online at
https://drive.google.com/file/d/1phtT23ZrmARWbDcEqR7PDv-8WGWMFd2H/view on 8 October 2025.
4 The Board of Governors of the United States Postal Service is the governing body of the United States Postal Service.
Page 2 of 32
Present Situation 5 :
On April 22, 2025, the Town Board voted to revise Policy 842 so that commercial vehicles could no
longer park overnight on town property in the downtown commercial district. In prior years, delivery
vehicles were parked in the town-owned lot in front of the post office6.
Since the implementation of paid parking in the Downtown Commercial District, the USPS paid for
overnight permits to park delivery vehicles in the parking lot overnight. The USPS also paid for
employee-convenience permits to park delivery vehicles and carriers’ personal vehicles in the lot
during the day. So the USPS was paying for one overnight permit per delivery vehicle. Plus, an
employee-convenience permit for each delivery vehicle. Plus, an employee-convenience permit for
each carriers’ personal vehicle while they were working.
After the passing of the overnight parking ordinance in April of 2025, postal carriers were told that they
could no longer park delivery vehicles overnight in the downtown commercial district. Instead of
overnight permits, postal carriers were required to purchase commercial loading permits. After some
misinformation and confusion about where carriers were to park, it was determined that they would
park in the Museum Annex parking lot at 220 Fourth Street. The Museum Annex lot is 1.3 miles from
the post office one way.
5 Please note that since only carrier vehicles are affected by this change, this document only refers to carrier usage of the
parking lot and does not discuss usage of the lot by USPS government employees (for whom employee-convenience
parking permits are paid for by the USPS).
6 The lot is currently named the Baldwin Park Lot. In this report, the lot will also be referred to as the Post Office Lot.
This is to reduce confusion for readers who are less familiar with the names and locations of parking lots in Estes Park.
Page 3 of 32
Walk – It takes 25 minutes to walk from the post office to the Museum Annex.
Shuttle – When all shuttles are working, it is a 40 minute shuttle ride, from the post office to the
Museum Annex. The shuttle ride involves a transfer between shuttles at the visitor center, and
about 7 minutes of walking. Note that the shuttle from the visitor center to the event center
shuttle stop does not run throughout the entire summer season. Also, the shuttles do not run
during the off-season.
Drive – It takes an average of 5 minutes7, to drive one-way from the post office to the Museum
Annex. During busy days or events downtown, like parades, it can take over 20 minutes to drive
between the two locations (and that is avoiding downtown and going over Moccasin Circle Dr).
The Real Reason for No Overnight Parking
The parking lot in front of the post office is virtually empty and unused overnight.8 So why prevent
delivery vehicles from parking overnight in this location?
After carriers spoke with the Mayor and some Town Trustees, it became clear that the purpose of not
allowing overnight parking of delivery vehicles in front of the post office is to remove carriers’
personal vehicles from the lot during the day. The town had been informed that carriers were using 20
parking spots during the day; one spot for a delivery vehicle and one spot for a personal vehicle. This
was believed, by at least one downtown business owner to be excessive and unfair usage of the parking
lot in front of the post office by postal carriers. This usage allegedly harms the town and local
businesses by reducing the number of parking spots available for tourists.
As readers will discover in the How Carriers Use the Parking Lot in Front of the Post Office section,
usage of the lot is more nuanced.
7 However, when calculating costs, carriers report more than a 5 minute one-way drive. This is because multiple trips
may be required between the post office and the Museum Annex.
8 The ban on overnight parking excludes downtown residents and downtown vacation rental units. During the March 25,
2025 Work Study Session, Dana Klein, Town Parking and Transit Manager, verbally stated that police were allowed
discretion in cases of drunk people wanting to leave their vehicles overnight.
Page 4 of 32
Proposals, Advantages, Disadvantages
Proposal I(a).Advantages Disadvantages
A)Simply remove the
ordinance that does not
allow the overnight parking
of commercially-marked
vehicles in the downtown
commercial district.
B)Delivery vehicles, back-up
Support the carriers
providing a vital service to
the community of Estes
Park.
The two tour companies,
Wildside and Green Jeep,
both support downtown
businesses by bringing
There is an impact on the
number of parking spaces
available to tourists.
Is this impact significant
enough to warrant the harm that
the ordinance causes?
Page 5 of 32
Proposal I(a).Advantages Disadvantages
vehicles and personal
vehicles are parked in the
lot by the post office.
C)This means tour businesses
would also be able to park
downtown overnight.
Approximately, four Green
Jeep Tours vehicles would
be parked overnight in the
Wiest Lot and one vehicle
from Wildside 4x4 Tours in
the East Riverside Lot.
Proposal I(b).
A)Exempt delivery vehicles
from the policy and issue
permits permitting delivery
vehicles to park in the
parking lot by the post
office.
customers who spend
money into the downtown
commercial district.
Proposal II.Advantages Disadvantages
A)Reserve the ten parking
spots on East Riverside Dr
for postal carriers to park
delivery vehicles overnight.
These are currently free
parking, three-hour time-
limited spots at the corner of
East Riverside and Ivy
Street.
B)Simultaneously, allow back-
up delivery vehicles to be
parked in the Davis Lot off
of Moraine Ave. This will
use approximately four
parking spots in that lot. The
The delivery and personal
vehicles of those driving the
delivery vehicles are further
from the town center. They
are not in the contested post
office lot.
Yet, they are within about 1
minute walking distance of
the post office.
Carriers have an improved
opportunity to pursue the
other income-producing
activities necessary to
sustain themselves.
Vehicle keys can be kept
securely at the post office.
When assistance is needed
with vehicle maintenance, it
Both the East Riverside Dr
and Davis Lot are within the
downtown commercial
district.
The number of free parking
spots is reduced by
approximately 14.
It is still extremely time
consuming for carriers to
access the vans in this area,
when the downtown streets
are closed for parades.
Tourists are likely to park in
the East Riverside Dr spots,
even if they are marked as
reserved. When this occurs,
allow delivery vehicles to be
parked in the Davis Lot
Page 6 of 32
Proposal II.Advantages Disadvantages
Davis Lot is currently a free
parking lot.
can quickly and easily be
requested from nearby
carriers.
The Davis Lot is a 5 minute
one-way walk from the post
office. This is quickly and
easily accomplished in the
event of a delivery vehicle
breakdown.
instead.
Proposal III.Advantages Disadvantages
A)Allow delivery and back-up
delivery vehicles to be
parked overnight in the
Davis Lot.
B)Green Jeep Tours could also
use this lot.
C)Wildside Tours has overnight
parking outside of the
downtown commercial
district for their vehicles.
They would be satisfied with
being able to park one
vehicle overnight in the East
Riverside Lot.
The delivery and personal
vehicles of those driving the
delivery vehicles are further
from the town center. They
are not in the contested post
office lot.
The Davis Lot is a five
minute one-way walk from
the post office. This is so
much better than a 25
minute one-way walk across
town.
Both the East Riverside Dr
and Davis Lot are within the
downtown commercial
district.
The number of free parking
spots is reduced by
approximately 14.
It is still extremely time
consuming for carriers to
access the vans in this area,
when the downtown streets
are closed for parades.
Carriers are competing on a
first-come, first-serve basis
to find parking in the Davis
Lot.
Finance/Resource Impact:
It is interesting to note that the report published in the March 25, 2025 work study session about
overnight parking states that there are no financial impacts. And yet, financial impacts are supposedly
the reason why carrier parking in front of the post office is being limited.
This is not about the financial gains to the town in parking fees by having additional spots to rent. This
is, supposedly, about the financial costs to downtown businesses in the form of sales they lose if a
tourist can’t find a parking spot. Following that line of reason, this is then also about the loss of sales
tax revenue to the town, by the post office use of the parking lot.
Page 7 of 32
Yet when asked9, the town does not appear to have actually looked at an estimate of these costs in their
decision-making. As noted during the conversation, it would be difficult to find the data to calculate
these costs.10
So, is it simply being assumed that any tourist who can’t park in the post office parking lot, is an
unacceptable cost?
On the flip side, what are the costs to residents and businesses in Estes, of limiting carrier access to the
parking lot? What are the costs of their mail and packages being delayed? The costs of their carriers
working harder for the same compensation? This is even more difficult to calculate, since it is related to
quality of life and the ease of living and doing business in Estes. When making a decision, have these
costs been ignored? Or, in the pursuit of tourist dollars, are they simply deemed acceptable for residents
and businesses to pay?
--------
The Town of Estes publishes the average weekly occupancy percentage of the post office parking lot.11
The data is only gathered between 10 am and 5 pm. The occupancy percentage includes all users in the
parking lot during that time, including carriers, tourists, residents accessing the post office, guests of
downtown vacation rentals and vehicles with employee-convenience permits. The 2025 data shows
average percentage occupancy of the lot without carriers parking overnight in the parking lot. By
adding the averages reported by carriers of their use of the parking lot if they park overnight in front of
the post office to the 2025 data, we can see that there is clearly an impact on parking spots available.
The orange bars indicate parking spots not available if carriers were parking overnight in the lot. The
number is the parking spots needed over that week.
If 11 vehicles, were unable to park over one week, is that too high a cost?
If 20 vehicles were unable to park over one week, is that too high a cost in sales compared to the costs
of residents?
If 106 vehicles were unable to park over four months, is that cost too high?
9 Public discussion during Town Trustee Talk with Town Trustees Frank Lancaster and Bill Brown, and Deputy Town
Administrator, Jason Damweber on September 25, 2025, 10 am – 11 am, Town Hall
10 For example, a very basic analysis: how much money is spent per vehicle parking in the lot times the number of
vehicles who can’t park in the lot due to carriers parking in the lot = loss of sales to downtown businesses. Obviously,
this simple analysis would not take into consideration which businesses were impacted or how far away users of that lot
walk in the downtown area.
11 Data on tourist usage is downloaded from EstesPark.Colorado.gov/parking, 2025 Seasonal Paid Parking Reports. As of
the preparation of this report, only data thru September 28 had been uploaded for the 2025 season.
Page 8 of 32
After 5 pm
Note that these numbers do not reflect usage of the parking lot after 5 pm. In other words, the times
when people might be visiting a bar in the downtown area is not reported. The carriers have observed
that after 5 pm there are plenty of parking spots available for use by bar patrons. The exception to this
being when there are festivals in Bond Park downtown. On these weekends, the parking lot is full after
5 pm.
Level of Public Interest:
High.
In our experience, residents are initially disgusted and then confounded by the idea that carriers are
being required to park overnight across town.
Page 9 of 32
Attachments
About the Carriers..........................................................................................................................11
Carrier Income Composition................................................................................................11
How Carriers are Paid..........................................................................................................12
Turnover Among Carriers.....................................................................................................12
Financial and Resource Impacts for Carriers Parking Off-Site.....................................................13
Average Time, Distance and Expenses for Carriers..............................................................13
Will the Town Please Pay This Invoice?..............................................................................14
How Carriers Use the Parking Lot in Front of the Post Office.....................................................15
Changes to Parking Lot Usage Due to Unpredictable Events..............................................15
Changes to Parking Lot Usage Due to Town Ordinance......................................................17
When Carriers Arrive/Leave the Parking Lot......................................................................17
Basic Carrier Tasks Performed, Referenced to Use of Parking Lot.....................................18
Route Management Scenarios and Parking Lot Usage........................................................19
Scenario A: Delivery vehicle only.........................................................................20
Scenario B: One delivery vehicle and one personal vehicle.................................20
Scenario C: More than two vehicles......................................................................20
Mail and Package Volume Impact on Parking Lot Usage....................................................21
Average Volume by Day.........................................................................................21
Average Volume by Month.....................................................................................21
Average Usage of the Post Office (Baldwin) Lot by Hour and Day....................................22
Common Tragedies & Coping Strategies......................................................................................25
Tragedy 1: Insufficient Keys Resulting in Multiple Trips To and From the Post
Office.......................................................................................................................25
Coping Strategy 1: Buy Duplicate Keys and Give One to Each Carrier...............25
Tragedy 2: Unauthorized Use of Delivery Vehicles...............................................25
Coping Strategy 2: Reduce Access to Multiple Keys............................................26
Lock Boxes for Keys..........................................................................................26
Tragedy 3: Stranded Without a Vehicle..................................................................26
Coping Strategy 3: Leave Delivery Vehicle in Post Office Lot Until Someone is
Available to Drive it Across Town..........................................................................26
Tragedy 4: Vehicle Breakdown..............................................................................26
Impact of Each Proposal on Relevant Parking Lots.............................................................27
Current Situation – Carriers park overnight at the Museum Annex......................27
Proposal I – Carriers park overnight in the post office parking lot........................27
Proposal II – Carriers park overnight along E. Riverside Dr with back-up vehicles
in the Davis Lot.......................................................................................................27
Proposal III – Carriers park overnight in the Davis Lot.......................................29
Policy 842 Parking Permits – Commercial Loading Permits.........................................................30
Letters From Carriers......................................................................................................................31
Page 10 of 32
About the Carriers
There are currently ten routes delivering in Estes Park. Included in those ten is the route to Glen Haven
and Drake. In addition, there is a box truck route bringing mail and packages to/from Estes Park
multiple times a day. There is also a route running to Allenspark. Approximately 21 carriers work on
these twelve routes. Each of these routes is a Highway Contract Route. These types of contracts can be
bid on by any qualified bidder, when the contracts come available. Contracts are awarded and
administered by the Contract Delivery Service (CDS) office. Most, but not all contracts, are owned by
locals living in the Estes Park area.
This means that the carriers delivering mail and packages on the street are independent contractors.
They are not government employees. Contractors do not have benefits provided by an employer. Like
any other independent contractor, they only have benefits if they pay for them out of their own pockets.
Mail delivery does not automatically = health insurance, workers compensation for injury on the job,
life and disability insurance, unemployment insurance, paid-time off, overtime pay or retirement
benefits. Only those carriers fortunate enough to make sufficient income can afford to provide
themselves with these benefits.
When asked, the Contract Delivery Service (CDS) office said no additional compensation would be
provided for the additional distance and time carriers must drive between the Museum Annex and the
post office.
Carrier Income Composition
It is important to note that slightly over half of the carriers have multiple jobs or run multiple
businesses. Income from delivering the mail either supplements other income or other income
supplements delivery income.
Why is this important?
Page 11 of 32
Carriers are busy people. The additional time driving between lots is an opportunity cost to
over 50% of the carriers. They are losing the opportunity to earn enough to cover living
expenses via other income-producing activities.
How Carriers are Paid
Most carriers are paid a fixed-rate for the day. The exception are carriers who work two to four hours
on only some days. They are generally paid by the hour.
So carriers work as quickly as possible. They work until deliveries are finished, no matter how long it
takes. The faster they work, the more they make per hour, and the more time they have to go to other
jobs or other businesses.
Parking off-site means that carrier expenses increase and the time they spend working increases, and
the time they have at other jobs and businesses or even just living their lives decreases, but their
compensation does not change.
If the purpose of the commercial loading permit is to reduce the amount of time a delivery vehicle
spends parked in the post office lot, then the permit is completely pointless. Carriers already work as
quickly as possible.
Turnover Among Carriers
Please also note that turnover among carriers is quite high. In 2025, approximately 66% of the people
working as a carrier have left. They quit, or were let go, or the contract they were working on changed
management/ownership.
Why is this important?
It means every reduction of the burdens placed on carriers makes a difference.
Page 12 of 32
Financial and Resource Impacts for Carriers Parking Off-Site
Average Time, Distance and Expenses for Carriers
Average per Carrier Aggregate of Affected Carriers
Time 25 minutes per day
2.5 hours per week
10 hours per month
spent driving between the Museum Annex
and the post office
While some carriers have a very basic drive
time of 10 to 14 minutes a day, others have a
longer drive time. The longer drive time is
due to Multiple trips between the Museum
Annex and the post office in one day
(described further in the Common
Tragedies and Coping Strategies section).
3.75 hours per day
22.5 hours per week
90 hours per month
spent driving between the Museum Annex
and the post office
Aggregate of the 9 out of 12 routes
affected at the time of this report.
As discussed in the Route Management
Scenarios and Parking Lot Usage
section, not all carriers use the
Museum Annex parking lot.
Distance 2.33 one-way trips per day
@ 1.3 miles per trip
= 3.03 miles per day
18.2 miles per week
72.7 miles per month
driving between the Museum Annex and the
post office
The Contract Delivery Service Office (CDS),
which pays the delivery contractors, normally
reimburses carriers for extra trips. However, the
CDS does not consider traveling between the
Museum Annex and the post office a
reimbursable trip and will not compensate
carriers.
27.3 miles per day
163.8 miles per week
655.2 miles per month
driving between the Museum Annex and
the post office
Aggregate of the 9 out of 12 routes
affected at the time of this report.
Expenses $2.50 per day
$15 per week
$60 per month
Expenses, such as gas
Does not include loss in earnings per
hour.
$22.50 per day
$135 per week
$540 per month
Page 13 of 32
Will the Town Please Pay This Invoice?
Carriers have attempted a variety of strategies to cope with off-site parking. There have been extra
costs, like duplicate keys. There have been unexpected results, like the loss of a vehicle.
The damage to this delivery vehicle occurred around
2 am in the morning. It was being driven for
unauthorized purposes. It is an example of the
increased security risks to contractors, due to
vehicles being parked off-site.
Page 14 of 32
How Carriers Use the Parking Lot in Front of the Post Office
It is important to emphasize the unpredictability of postal carrier usage of the parking lot. The work is
the same every day – and on any given day, any given thing might happen.
Changes to Parking Lot Usage Due to Unpredictable Events
Over the past year, usage of the parking lot has changed when the following has happened:
Event Impact on Post Office Parking Lot Usage12
1. Mail and/or packages are delayed. Accidents
closing roads, large numbers of tourists downtown,
weather delaying traffic in Estes or on the way to
Estes.
Carriers are delayed in arriving at the post office.
Carriers are delayed leaving the lot for street
delivery.
Delivery vehicle not being actively
loaded/unloaded while waiting.
2. Amazon delivery trucks are late. Carriers are delayed leaving the lot for street
delivery.
Delivery vehicle not being actively
loaded/unloaded while waiting.
3. Delays at postal warehouses. Breakdown of box
truck bringing mail from warehouses to Estes
Park.
Carriers are delayed leaving the lot for street
delivery.
Delivery vehicle not being actively
loaded/unloaded while waiting.
4. Delivery vehicles breaking down. Carriers are delayed leaving the lot for street
delivery.
Routes may have multiple delivery vehicles
parked in the lot at one time.
Broken down vehicle is in lot pending removal
to servicing location.
Back-up vehicles are generally parked in lots,
but not used daily.
5. Changes in how mail and packages are
processed resulting in changes of which days have
the heaviest loads.
Usually Monday is the heaviest day of the
week. During the early part of the year, postal
service management changed the processing
so Saturdays were the heaviest day. This
lasted about a month before reverting to
Mondays.
See #10 below for impacts.
6. Changes in management of routes, changes in
contract owners, training of new carriers, training
of new postal clerks, changes in management of
postal operations, changes in contract
requirements.
Longer or shorter time in parking lot due to a
change in how the route is managed.
Routes may have more or fewer delivery
vehicles parked in the lot.
When there are new clerks or new carriers,
12 For this chart, assume delivery vehicles parked overnight in front of post office and personal vehicles are parked in
front of post office during the day.
Page 15 of 32
Event Impact on Post Office Parking Lot Usage
vehicles will be in the lot for longer while
tasks are learned.
Post office management may require additional
tasks of carriers, resulting in more work and
vehicles being in the lot longer.
Contract start times, leave for street times, back
from street times and end times may be
changed, resulting in additional or less time
spent in parking lot.
Any of these changes may result in vehicles not
being actively loaded/unloaded for a longer or
shorter period while in the parking lot.
7. Non-USPS delivery services changing their
agreements with Amazon.
See #10 below.
8. Carriers being ill. USPS clerks being ill.
Carriers or clerks quitting in the middle of the day.
The learning curve holds sway. Parking lot will
be used longer because carriers and clerks are
completing unfamiliar routes or tasks.
When clerks work slower, carriers are delayed
in leaving the parking lot.
Delivery vehicle not being actively
loaded/unloaded for longer periods.
9. Changes on routes, like adding apartment
buildings or installing cluster boxes.
Adding addresses (like apartment buildings)
incrementally increases the amount of time in
parking lot due to more mail and packages
being processed.
◦Delivery vehicle not being actively
loaded/unloaded for longer periods.
Installing cluster boxes generally decreases
personal vehicle usage lot because the route
takes less time to complete.
◦On the flip-side, the delivery vehicle
may be back in the lot earlier, possibly
during peak tourist-usage.
◦Also on the flip, the time that vehicles
are not being actively loaded/unloaded
may decrease.
◦Delivery vehicle may leave the lot for
the street earlier.
10. Mondays, Days after Holidays & After
Amazon Prime Days
These high volume days result in additional
usage of the lot. Deliveries may take place on
Sundays or on Holidays. Usually the extra
usage takes place in the mornings.
Processing more items means carriers are
Page 16 of 32
Event Impact on Post Office Parking Lot Usage
delayed in leaving the lot for street delivery.
Personal vehicles are in the lot for longer.
More personal vehicles are in the lot because
more carriers are working.
More time spent inside processing mail.
Takes more time to load the vehicle.
Multiple loads needed so delivery vehicles are
in and out of the lot multiple times.
Delivery vehicles normally gone from the lot
during peak tourist-usage may be
intermittently parked in the lot during peak
tourist-usage.
Routes may have multiple delivery vehicles
parked in the lot.
Delivery vehicle not being actively
loaded/unloaded for longer periods.
Changes to Parking Lot Usage Due to Town Ordinance
In 2025, the below also happened:
Event Impact on Post Office Parking Lot Usage
11. Town of Estes Requires Delivery Vehicles to
be parked across town overnight.
Delivery vehicles are generally in the lot the
same during the day. They are generally not in
the lot from 5 pm to 7 am.
Approximately five to seven personal vehicles
are not parked in the lot during the day. They
are parked at the Museum Annex instead.
In some cases, personal vehicles are in the lot
longer.
Delivery vehicles not being actively
loaded/unloaded for about the same amount of
time. In some cases, longer.
When Carriers Arrive/Leave the Parking Lot
This will vary from route to route and from day to day. Each route contract delineates the following
times: a) when to start work, b) when to leave the post office for on-street delivery, c) when to return to
the post office after delivery, d) when to complete tasks at the post office and leave for the day.
However, these times are not useful for making parking decisions.
Ultimately, what determines the start, leave for street, return from street and end times is the volume of
mail/packages, plus whatever unexpected events occur during the day.
Page 17 of 32
Think of it this way:
If handling every piece, every day means a carrier arrives in the parking lot at 6:30 am to start, visits
the parking lot multiple times during the day to load additional items, and finally finishes and leaves
the parking lot at 12:30 am the next morning – then that is what happens – regardless of the times in the
contract. 13
Basic Carrier Tasks Performed, Referenced to Use of Parking Lot 14
On each route the following tasks will be performed daily, but not necessarily in this linear order:
Tasks Delivery Vehicle
Being Actively
Loaded/Unloaded
Delivery
Vehicle in
Lot
Personal
Vehicle in
Lot
Sorting and organizing mail into order for
delivery on the street. This includes forwarding
mail, returning mail and holding mail.
No Yes Yes
Pulling down mail in the correct order for
delivery on the street. Organizing smaller
packages for on-street delivery may also occur.
No Yes Yes
Loading the delivery vehicle with mail and
packages. Loading is often the first time carriers
see addresses on packages. Packages that are
forwarded, returned or held are then taken back
into the post office for additional processing.
Note: there is not enough space in the post office
to store a sufficient number of package cages for
the volume of packages. This means that carriers
will need to empty package cages by loading the
delivery vehicles, even when they are not ready
Part of the time Yes Yes
13 By the way, these start times and end times are not made-up. There have been occasions when carriers have worked
these hours.
14 For this section, assume delivery vehicles parked overnight in front of post office and personal vehicles are parked in
front of post office during the day.
Page 18 of 32
Tasks Delivery Vehicle
Being Actively
Loaded/Unloaded
Delivery
Vehicle in
Lot
Personal
Vehicle in
Lot
to leave for the street. Delivery vehicles are
loaded in stages, so that sorting clerks have
equipment in which to place additional sorted
items. In other words, loading is not necessarily
done all at once or once a day.
On-street delivery of mail and packages.No No Yes
End-of-the-day unloading and processing, after
returning from street-delivery.
Part of the time Yes Yes
Tasks performed on a non-daily basis include updating line – of – travel books, updating labels on
sorting cases, cleaning and organizing work space, trainings and meetings. (Vehicles not being actively
loaded/unloaded. Personal vehicle in lot).
Route Management Scenarios and Parking Lot Usage15
A variety of strategies are used by carriers to get the job done. This year, strategies have fallen into four
basic categories. Of course, depending on what unexpected events occur (particularly event 6 above),
future strategies are unknown.
15 For this section, assume delivery vehicles park overnight in front of post office and personal vehicles are parked in front
of post office during the day.
Page 19 of 32
Scenario A: Delivery vehicle only
One carrier works on a route with no assistance from another carrier. That one carrier also drives their
delivery vehicle to and from their residence. The only vehicle that uses the parking lot is the delivery
vehicle and no personal vehicle is parked in the lot. (How does a commercial loading permit that
requires active loading/unloading, work for this carrier? This is the carrier who uses the parking lot
least and is also least able to comply with the loading permit requirements).
Scenario B: One delivery vehicle and one personal vehicle
One carrier works on one route with no assistance from another carrier. That carrier drives a personal
vehicle to the post office lot and then uses the delivery vehicle which has been left parked at the post
office.
Scenario C: More than two vehicles
Two or more carriers work on one route at the same time. Usually this occurs on the busiest day of the
week (Monday), after holidays and after Amazon Prime Days. Route tasks are split between carriers.
Some carriers are out delivering packages while other carriers are inside sorting mail and packages. Not
all carriers will drive a delivery vehicle. Some will just drive to the post office and park their personal
vehicle in the lot while they work inside for two to four hours. Carriers with handicap tags on their
personal vehicles are likely part of this scenario. Of course, not all carriers who work part-days are
handicapped. In this scenario, usage of the parking lot is heaviest in the mornings. The delivery vehicle
makes multiple visits to the parking lot during the day to load/unload.
On average, over the week:
25% of the routes use only Scenario A – one delivery vehicle, no personal vehicle.
16.67% of the routes use only Scenario B – one delivery vehicle, one personal vehicle.
25% of the routes use only Scenario C – one to two delivery vehicles, two to three personal
vehicles in the morning. Generally down to one delivery vehicle, one personal vehicle in the
afternoon.
8.33% of the routes use Scenario A, B and C.
25% of the routes use Scenario B and C.
What determines which scenario is used on a route?
A local contract owner/manager who also delivers on a route the full day = likely to drive
delivery vehicle to/from residence. More likely Scenario A.
More mail and package volume on a route usually = more carriers. More likely Scenario C.
Multiple route contracts are owned/managed by one person, or a non-local owner = more
carriers. More likely Scenario B and/or C.
Page 20 of 32
Employment market and cost of living means difficulty finding carriers who want/can work a
full-day and/or six days a week = more carriers. More likely Scenario B and C.
Mail and Package Volume Impact on Parking Lot Usage
Volume is a key factor influencing parking lot usage on a day-to-day basis.
Average Volume by Day
In this report, volume at the post office is averaged as follows:
Sundays/Holidays Mondays/Days After Holidays/
After Amazon Prime Days
Tuesdays – Saturdays
Usually no work, or only half-
days of work. Least usage of
parking lot.
Lots of volume, heaviest usage of
parking lot.
Generally, volume is the same
across these days and parking lot
usage is about the same.
Average Volume by Month
Probably everyone knows that December is a busy month due to Christmas volume. In Estes Park,
summertime is even busier than the Christmas season. When seasonal residents arrive back in Estes
after sojourning elsewhere for the winter, package and mail volume increases significantly and for a
longer period of time. In addition to seasonal residents, there are seasonal employees, summer camps,
and visitors. All of whom, increase the volume and complexity of handling mail and packages.
Why is this important?
The carriers’ busiest times are the Town’s busiest tourism times. Except for the month of December
when there are not as many tourists in town.
Page 21 of 32
Average Usage of the Post Office (Baldwin) Lot by Hour and Day16
The post office parking lot has 88 parking spots. This section compares average usage of the lot when carriers park overnight in front of the
post office to average usage of the lot when carriers do not park overnight in front of the post office.
About eight delivery vehicles,
Four back-up vehicles,
Zero personal vehicles
Zero vehicles
16 Data gathered by polling carriers.
Page 22 of 32
Peak of 10 delivery vehicles
around 8 am.
Peak of 14 personal vehicles
around 10 am.
On average, two back-up
vehicles are used for deliveries
on these days.
Peak of eight delivery vehicles
around 8 am
Peak of five personal vehicles
around 10 am.
On average, two back-up vehicles
are used for deliveries on these
days and will be in the lot.
Page 23 of 32
Peak of nine delivery vehicles
around 8 am.
Peak of 10 personal vehicles
between 10am to 11 am.
On average, four back-up
vehicles in the lot throughout the
day
Peak of seven delivery vehicles
around 8 am.
Peak of three personal vehicles
around 8 am to 11 am.
On average, zero back-up vehicles in
the lot throughout the day
Page 24 of 32
Common Tragedies & Coping Strategies
Tragedy 1: Insufficient Keys Resulting in Multiple Trips To and From the Post Office
This tragedy occurred mostly during the beginning of the season, but persists in some cases to the
present day. About 35% of the routes have multiple carriers working on the route. For example, three
carriers may use one vehicle over six work days. At the beginning of the season, keys for each delivery
vehicle were at the post office overnight.
Scenario: Carrier A arrived at the post office in her personal vehicle and picked up the delivery vehicle
key. She drove across town and left her personal vehicle at the Museum Annex. She drove the delivery
vehicle back to the post office and completed the work day. She drove the delivery vehicle to the
Museum Annex lot and left it there. She got into her personal vehicle, drove back to the post office
with the key to the delivery van and left the key at the post office. This is four trips across town in one
day. Post office staff stayed late at the post office to allow access to the building during this process.
This led to coping strategy 1.
Coping Strategy 1: Buy Duplicate Keys and Give One to Each Carrier
Some of the contractors attempted to solve this problem by buying duplicate keys at significant cost to
themselves. Many of the keys were chip keys and had to be programmed to each vehicle. The
contractors gave these extra keys to each carrier using a vehicle so that the carrier would not need to
make extra trips to and from the post office couriering keys. This reduced the trips across town to two
trips, in most cases.
Carriers who worked on multiple routes across the week ended up with multiple delivery van keys.
Scenario: However, the carriers working only four hours a week on one day were not given extra keys
(the cost of keys being so high). Those carriers continued to make four trips on the days they worked.
Scenario: Carrier A works together with Carrier B to deliver one route. Carrier A drives directly to the
post office in his personal vehicle and gets to work. Carrier B drives directly to the Museum Annex in
his personal vehicle, starting later in the day than Carrier A. Carrier B leaves his personal vehicle at the
Museum Annex. He uses the extra key he has been given and drives the delivery vehicle to the post
office. When the work is done Carrier A leaves the post office in his personal vehicle while Carrier B
drives the delivery vehicle back to the Museum Annex. This works alright until one morning Carrier B
sprains his ankle before arriving at work and Carrier A does not have a key to the delivery vehicle.
Coping Strategy 1 led to Tragedy 2.
Tragedy 2: Unauthorized Use of Delivery Vehicles
And so it happened that one night a carrier with access to multiple keys drove multiple delivery
vehicles without the knowledge of the contractors and one of the vehicles was totaled in a crash.
Leading to Coping Strategy 2.
Page 25 of 32
Coping Strategy 2: Reduce Access to Multiple Keys
Lock Boxes for Keys
Lock boxes receive a unanimous “NO” from every contractor in the office. The security risks of having
keys to multiple vehicles available to anyone with access to the lock box(es) are too high. Add in the high
turnover of carriers and it becomes even more difficult to manage security.
Tragedy 3: Stranded Without a Vehicle
How do carriers know it takes 25 minutes to walk from the post office to the Museum Annex? They know
because they have walked the distance multiple times.
Scenario: Carrier A works alone on a route. He arrives at the Museum Annex, leaves his personal vehicle
there and drives the delivery van to the post office. Part-way through the day, he becomes ill with heat
exhaustion. He drives back to the post office and leaves the delivery vehicle there. Carrier C leaves her
route to drive him home. His personal vehicle is left at the Museum Annex until he recovers sufficiently to
get a ride and drive it home. In the meantime, Carrier B arrives to complete the route. He parks his personal
vehicle in front of the post office because that is where the delivery vehicle is parked. He finishes the route.
He drives the delivery van to the Museum Annex lot and is now stranded since his personal vehicle is at the
post office. In this case, he is unwilling to walk, so Carrier C leaves her route again, drives to the Museum
Annex, picks up Carrier B and drives him across town to the post office to get his personal vehicle. Carrier
C returns to finish delivery on her route.
Scenario: Carrier A works with Carrier B to deliver a route. Carrier B works only in the morning delivering
packages so that Carrier A’s workload is lighter. Carrier A and B arrive at the Museum Annex in their
personal vehicles and drive together in the delivery vehicle to the post office. Carrier B uses the delivery
vehicle to deliver packages, finishes his work and is then stranded at the post office with no vehicle to drive
to the Museum Annex. Shall Carrier A, who expects to work 12 hours that day (for the same fixed rate as
any other day) and finish around 8 pm that night, stop his work to drive Carrier B back across town?
Coping Strategy 3: Leave Delivery Vehicle in Post Office Lot Until Someone is Available to
Drive it Across Town
On occasion, when both the personal vehicle and delivery vehicle end up in the post office lot the carrier
will leave the delivery vehicle in the lot and drive their personal vehicle home. The contract owner will then
return to the lot with another person later in the day to drive the delivery vehicle across town to the Museum
Annex. This is one way in which a delivery vehicle ends up in the post office lot, not being actively
loaded/unloaded for a longer period of time.
Tragedy 4: Vehicle Breakdown
On some days, a vehicle breaks down. A flat tire, a dead battery, or a more serious problem would result in
six trips across town in one day. Back-up vehicle keys are not duplicated and handed out to all possible
drivers. Driving a delivery vehicle to a shop for maintenance? More than two trips a day.
Scenario: Carrier A works alone on a route. She arrives at the Museum Annex, leaves her personal vehicle
there and drives the delivery van to the post office. The delivery van will not start again after being parked
at the post office. Carrier A is now stranded. Her personal vehicle and her back-up vehicle are both across
town at the Museum Annex.
Page 26 of 32
Impact of Each Proposal on Relevant Parking Lots
Current Situation – Carriers park overnight at the Museum Annex
See pages 22 -24.
Proposal I – Carriers park overnight in the post office parking lot
See pages 8, 22-24
Proposal II – Carriers park overnight along E. Riverside Dr with back-up vehicles in the Davis Lot
Basically, impact on the post office parking lot is the same as vehicles parking overnight at the Museum Annex. See pages 22 – 24. The
Davis Lot has 43 parking spots and is free parking. Approximately four back-up delivery vehicles that would be in the lot. This chart does
not include the four spots that Green Jeep Tours would use if they parked in the lot overnight.
Page 27 of 32
This chart shows the Davis Lot with four back-up delivery vehicles and four Green Jeep vehicles parked overnight in the Davis. Wildside
would use one spot in the East Riverside Lot overnight.
Page 28 of 32
Proposal III – Carriers park overnight in the Davis Lot
The impact on the post office parking lot is the same as if carriers are parking overnight at the Museum Annex. See pages 22 – 24. If Green
Jeep Tours also parked overnight in this lot, they would use approximately four parking spots. As mentioned before, Wildside 4 x 4 Tours has
a warehouse where they park overnight, so they would not be using the Davis Lot. They would only use one parking spot overnight in the
East Riverside lot.
Page 29 of 32
Policy 842 Parking Permits – Commercial Loading Permits
A copy of the policy is included below for the convenience of those reading this report.
Page 30 of 32
Letters From Carriers
Page 31 of 32
Page 32 of 32
Operational Perspective
Delivering Mail & Packages
out of the
Estes Park Post Office
PUBLIC COMMENT
RECEIVED 2025-10-24
Town Clerk <townclerk@estes.org>
POST OFFICE
1 message
Elizabeth Gearhart <ladyoftheforest241@gmail.com>Tue, Oct 28, 2025 at 2:07 PM
To: townclerk@estes.org
DONT B LIKE THIS,the Post office is ALREADY ,taxed& there’s inner personnel issues I’m sure,but the Carriers vans,Please don’t touch!!
PUBLIC COMMENT
RECEIVED 2025-10-28
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Report
To: Honorable Mayor Hall & Board of Trustees
Through: Town Administrator Machalek
From: Paul Hornbeck, Senior Planner
Department: Community Development
Date: October 28, 2025
Subject: Annexation Policy
Purpose of Study Session Item:
The purpose of this study session is for Town Board input regarding:
A potential annexation policy for the Town;
A potential code amendment regarding extraterritorial water service as it relates
to annexation; and
A potential intergovernmental agreement (IGA) between the Town and Larimer
County regarding annexation and development in the Estes Valley.
Town Board Direction Requested:
Provide staff with direction on the following:
Are you supportive of the annexation policy and code amendment as written or
do you want to see changes?
Should staff continue to work with Larimer County on a possible IGA?
Present Situation:
Annexation Policy
As discussed at the September 30, 2025 Study Session, the intent of the annexation
policy is to provide high level guidance to Town Board, staff, property owners, and the
community at-large regarding factors to consider with prospective annexations. Updates
to the policy based on Town Board input include:
Built Environment – Clarified annexation proposals should not place
undue burden on existing public services or utilities (previously this
referred to Town services/utilities). Updated “must” to “should.”
Economy – Removed housing related policy (to be addressed in Housing
Section).
Housing – Updated policy statements to add “when feasible” and “when
appropriate” and revised for clarity. Policy statements now read as:
o Where feasible, annexation should accommodate a variety of
housing sizes, types, densities, and prices.
o Where appropriate, the Town should consider using annexation
agreements as a tool to require a certain percentage of new
housing be deed restricted as workforce or attainable housing.
o Where appropriate, annexations generating new jobs should
contribute to housing solutions for employees, such as employee
housing.
Health & Social Wellbeing – Section removed from policy.
Transportation & Infrastructure – changed “will” to “should.”
Code Amendment
Staff has prepared a draft code amendment based on Town Board direction regarding
annexation requirements with extraterritorial water service. Modifications include:
State annexation “is required” for extraterritorial water service, rather than “if
required”
Assigns Town Board as the decision maker to waive the annexation
requirement. If the Town Administrator finds annexation is not in the best
interest of the Town, they may present that finding to the Board, who may
waive annexation.
The code currently requires properties ineligible for annexation that are seeking water
service execute an agreement to annex when eligible. This section remains unchanged,
but is separated into a different subsection (c). A draft of the proposed amendment is
provided below:
Intergovernmental Agreement
As outlined at a previous study session, Larimer County has intergovernmental
agreements (IGAs) with most jurisdictions in the county regarding cooperation on
managing development, which includes processes for dealing with annexation. Staff has
identified two primary benefits an IGA based on this model might provide to the Town.
The IGAs give municipalities the right of first refusal to require annexation with certain
land use applications as the County agrees not to accept certain land use applications
unless the municipality first denies annexation. The Town currently has this authority by
default when Town water is needed, which likely covers many proposed developments.
Another potential benefit is the County agrees to apply a municipality’s comprehensive
plans. The Town and County have already both adopted the Estes Forward
Comprehensive Plan. However, an IGA could allow the County to apply other Town
plans, such as transportation plans that might envision a road through an
unincorporated county property.
An IGA would likely need to establish a growth management area or similar tool to
define geographically where urban (town) level development, and therefore annexation,
is envisioned. Growth management areas are tools mostly used in communities with
both strong development pressure and large areas of land available for outward growth,
which are not characteristics of the Estes Valley. Finding consensus amongst the
community where the boundary should be established would likely require robust public
engagement and a series of conversations between Town Board and the Board of
County Commissioners. Such an effort might be more appropriate as part of future
updates to the Comprehensive Plan.
County and Town staff find that an IGA likely provides marginal benefits and is not a
high priority to pursue at this time. Should Town Board and the Board of County
Commissioners wish to pursue an IGA, it could be added to future work plans of both
staffs. County staff indicated limited availability in the near term due to other
commitments. Those commitments include hazard planning and a transfer of
development rights program, both efforts that might help inform future discussions on a
growth management area.
Proposal:
If Town Board is supportive of the annexation policy and code amendment as written, or
with minor modifications, staff proposes bringing these items forward for adoption prior
to the end of the year. If larger changes are sought, an additional study session is likely
warranted.
If directed by Town Board, Town staff will continue discussions with County staff on
developing an IGA in 2026 or beyond.
Advantages:
The creation of an annexation policy is a component the 2025 Strategic Plan. Such a
policy would help provide consistency and clarity for those involved in the annexation
process. The code amendment is an extension of that effort.
Disadvantages:
Staff has not identified any disadvantages to these items other than continued staff time
from both Town and County personnel, particularly with an IGA and associated growth
management area.
Finance/Resource Impact:
The annexation policy is established within the Strategic Plan, with staff time resourced
from the base budget. For future annexation requests, an evaluation of potential
budgetary impacts will need to occur with each request.
Level of Public Interest:
There has been little public interest thus far. Creation of an IGA and growth
management area would likely generate a moderate to high level of public interest.
Attachments:
1. Draft Annexation Policy
Town of Estes Park – Annexa on Policy
Purpose
This Annexa on Policy establishes priori es for considering annexa ons to the Town of Estes Park. It is
designed to ensure that annexa on decisions align with the Town’s Comprehensive Plan vision and
themes for resiliency. This Policy provides high level guidance to Town Board, sta, property owners, and
community members regarding factors to consider with prospec ve annexa ons. It shall serve as a
guiding document and not a regulatory framework. Individual annexa ons should be considered for
consistency with this Policy; however, annexa on is at the discre on of Town Board and is not governed
by this policy.
Guiding Principles:
1. Natural Environment
Goal: Use annexa on as a tool to protect and enhance the Town’s natural resources and sensi ve
environmental areas.
Policy Statements:
Annexa on should priori ze the protec on of environmentally sensi ve lands, including
watersheds, forests, wildlife habitats, and recrea on areas.
Where appropriate, annexed lands should include dedica on of parkland, open space, or
conserva on easements to preserve natural features.
Annexa on should consider and mi gate risks from natural hazards such as ooding and
wildre.
2. Built Environment
Goal: Promote a built environment that enhances the Town’s character, livability, and long-term
infrastructure sustainability.
Policy Statements:
Annexa on should align with the Town’s Future Land Use Map and other adopted planning
documents.
Land uses proposed within annexed areas should contribute to a balanced, diverse, and
compa ble mix of development in Town.
Annexa on proposals should not place an undue burden on exis ng public services or u li es.
All necessary infrastructure upgrades or extensions should be funded by the annexing property.
The Town may require infrastructure studies to evaluate service impacts before approving an
annexa on.
Attachment 1
3. Economy
Goal: Strengthen the Town’s scal health and economic diversity through strategic annexa ons.
Policy Statements:
Annexa on should contribute to economic development by introducing or suppor ng uses that
diversify the local economy or ll unmet commercial or service needs.
Proposals should demonstrate a clear benet to Town nances, including how an cipated tax
revenues will cover the cost of providing services and maintaining infrastructure.
Annexa on should support job crea on, tourism, or commercial development consistent with
the vision of balancing the needs of local residents, visitors, and protec ng the natural
environment.
4. Housing
Goal: Expand the supply of workforce and atainable housing through annexa on.
Policy Statements:
Where feasible, annexa on should accommodate a variety of housing sizes, types, densi es, and
prices.
Where appropriate, the Town should consider using annexa on agreements as a tool to require
a certain percentage of new housing be deed restricted as workforce or atainable housing.
Where appropriate, annexa ons genera ng new jobs should contribute to housing solu ons for
employees, such as employee housing.
6. Transporta on & Infrastructure
Goal: Ensure annexa ons support resilient infrastructure and ecient service delivery. Policy
Statements: Annexed
areas should facilitate improvements iden ed in the Transporta on Master Plan or required
by the Development Code. The
Town should avoid annexing streets or infrastructure that are not up to Town standards unless
an improvement plan is provided and funded by the annexing party.
Annexa ons that reduce enclaves or eliminate patchwork boundaries between the Town and the
County are preferred to improve service eciency (e.g., police and street maintenance). When
annexing land, adjacent right-of-way should generally be included with the annexa on so the
Town can provide maintenance, law enforcement, and services to serve adjacent residents, rather
relying on County services. Other
Considera ons Enclave
Annexa ons When
an unincorporated area has been completely surrounded by a municipality for a minimum of three
years, the municipality may annex the area by ordinance, with or without the consent of the aected
property owners. Annexa on of enclaves promotes the ecient delivery of government services and coordinated land
use planning. It also helps avoid a fragmented approach that can occur when mul ple jurisdic
ons govern a small area. A single governing authority is typically more eec ve and responsive than a patchwork
of agencies. The Town will evaluate involuntary enclave annexa ons on a case-by-case basis.
Annexa on of Proper
es Subject to Pre-Annexa on Agreements Property owners may enter
into pre-annexa on agreements commi ng to annexa on once their property becomes eligible. These
agreements may be a condi on for receiving Town water service outside the municipal boundaries
or for approval of development within the County. Although these agreements are intended to
run with the land, they may expire over me or go unno ced by Town sta or new property owners.
To avoid such issues and ensure clarity, the Town should pursue annexa on promptly upon eligibility unless
determined by Town Board or Town Administrator to not be in the Town’s best interest.
The Town of Estes Park is committed to providing equitable access to our services. Contact us
if you need any assistance accessing material at 970-577-4777 or townclerk@estes.org.
Future Study Session Items
November 12, 2025
Development Code Update: Commercial Design Guidelines
Downtown Estes Loop Traffic Study Results
November 25, 2025
Commercial Loading Permit Post-Season Assessment
Guiding Philosophy for Events
Town Focus Groups
December 9, 2025
Parking and Transit Year-End Review
Development Code Update: Residential Housing Typologies
Items Approved - Unscheduled
Police Department Facility Financing
Liquor License Process
Addressing Housing Needs for Town Employees
Vendor Fee Rate for Sales Tax Collection
Items for Town Board Consideration
Nothing