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Home My WebLink AboutPACKET Town Board Strategic Planning Session #1 2026-03-09Informal discussion among Trustees and staff concerning agenda items or other Town matters may occur before this meeting at approximately 12:45 p.m. Town Board of Trustees Strategic Planning Session #1 March 9, 2026 from 1:00 p.m. – 4:00 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 link for more information on Digital Accessibility. 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 1. Introduction to Strategic Planning for 2027 (20 min) 2. Review Mission, Vision, and Outcome Areas (10 min) 3. Review Strategic Policy Statements •Exceptional Community Services (20 min) •Governmental Services and Internal Support (20 min) •Outstanding Guest Services (20 min) •Public Safety, Health and Environment (20 min) •Robust Economy (20 min) •Town Financial Health (20 min) •Transportation (20 min) •Utility Infrastructure (20 min) Adjourn Strategic Planning Session #2 is scheduled for April 30, 2026 from 1:00 to 4:00 p.m. 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 From: Town Administrator Machalek Department: Town Administrator’s Office Date: March 9, 2026 Subject: 2027 Strategic Planning Process Objective: Describe the 2027 strategic planning process. Present Situation: The proposed strategic planning process continues to focus the Town Board’s time on policy-level discussions. Ensuring that the Mission, Vision, Outcome Areas, and Strategic Policy Statements accurately reflect the Town Board’s priorities will allow staff to focus on bringing forward actionable recommendations to achieve those ends. The strategic planning sessions will continue to be open to the public as they have been in the past. The public will have the opportunity to comment on the Strategic Plan during the Town Board’s regular meetings, as well as when the Board considers adoption of the Provisional and Final Strategic Plan. Staff will continue to be intentional when developing and prioritizing objectives for 2027 to ensure adequate staff capacity and to reduce potential engagement overload for our residents. New this year, Public Information Officer Miller has developed a report (National Community Survey Key Findings for Strategic Planning) intended to connect the strategic planning process more closely to the results from the National Community Survey (NCS). The NCS is one of the highest-quality data sources that the Town possesses regarding the needs and desires of our residents. These results provide excellent context for the overall strategic planning process. Process: • Session One – Special Session (March 9, 1:00 – 4:00 pm, Town Board Room) o Introduction to Strategic Planning for 2027/Strategic Planning Context o Review Mission, Vision, Outcome Areas o Review Strategic Policy Statements (Add, Edit, Remove) • Intermediate work (between Session One and Session Two) o Staff will develop a list of objectives (one-year) and goals (5-year) that are aligned with existing capacity and implement the Town Board’s Mission, Vision, Outcome Areas, and Strategic Policy Statements. o Trustees may also suggest objectives and goals during this period (deadline for submitting goals/objectives to Town Administrator is April 13 at 5:00 pm). • Session Two – Special Session (April 30, 1:00 – 4:00 pm, Town Board Room) o Review proposed objectives and goals o Consider additions of objectives and goals from Town Board o Agree on objectives and goals • Final ELT review for resourcing (May 13) • Town Board consider adoption of Provisional 2027 Strategic Plan (May 26) • Departments use Provisional 2027 Strategic Plan to draft proposed budget for 2027 • Staff presents Draft 2027 Budget to Town Board (October 16/October 23) o Highlight any changes necessary to the adopted Provisional 2027 Strategic Plan based on resources available • Adopt Final 2027 Budget and Final 2027 Strategic Plan (November 24) Attachments: 1. Multi-Year Objectives Continuing into 2027 2. 2025 National Community Survey Key Findings for Strategic Planning Multi-Year Objectives Continuing into 2027 •Public Safety, Health, and Environment o Ensure the completion of pre-design work, identification and securing of a suitable site, and obtaining approval of a comprehensive funding plan by December 2026, with projected completion of construction and occupancy of a new police facility by 2029. •Transportation o Construct the Visitor's Center parking & transit improvements if fully funded by SB267 grant funds. o Design the multi use trail on the southside of Moraine Avenue from Davis Street to Mary's Lake Road and seek construction grant funding. (Multi-year Objective) o Implement CMAQ-funded pilot programs for regional transit service, expanded transit routes, and micro-transit service. o Identify funding and construct a 3-level parking structure at the Big Horn parking lot. o Construct the final segment of the Fall River Trail. •Utility Infrastructure o Complete construction of Trailblazer Broadband system for customers in the electric service area. Attachment 1 Report 2025 National Community Survey Key Findings for Strategic Planning Overview The 2025 National Community Survey results provide a resident-informed snapshot of how the community perceives Estes Park’s overall livability, service quality, and priority needs. This summary highlights the strongest performance areas, the largest gaps between quality and importance, and the services residents most want to expand. Top Community Strengths Residents rated the following facets of community livability highest in overall quality: ●Natural Environment at 96% ●Safety at 92% ●Parks and Recreation at 91% ●Utilities at 80% ●Health and Wellness at 71% These areas reflect core strengths where the community, overall, meets or exceeds national benchmarks. Largest Quality-Importance Gaps Several facets show lower perceived quality relative to the high importance residents place on them. These represent priority opportunities for improvement by community leaders, including the Town: ●Economy at 65% quality versus 87% importance ●Mobility at 52% versus 75% ●Community Design at 56% versus 74% ●Inclusivity and Engagement at 58% versus 72% ●Education, Arts, and Culture at 60% versus 66% Services Residents Want Increased The service-level results show the following Town municipal services received more Increase Service Level responses than either Remain the Same or Decrease, indicating clear resident support for expanding investment: Attachment 2 ●Public engagement related to future Town project planning ●Workforce, affordable, and attainable housing initiatives ●Trail expansion funded by the 1A Sales Tax ●Acquisition and management of open space and natural areas ●Free year-round shuttle service as a potential future amenity ●Bicycle and pedestrian infrastructure improvements ●Childcare initiatives (Increase and Remain the Same were equal) Strategic Implications When the Quality and Importance findings are viewed alongside the service-level priorities, several themes emerge. Residents want expanded participation in Town project planning processes. Housing affordability and workforce stability remain high priorities. Mobility, including trails, transit options, and pedestrian improvements, is an area of clear interest. Natural resource protection and open space continue to be strongly valued. These findings can help guide resource allocation, timing, and outcome measures in the Strategic Planning development process. Key Questions for the Board and Staff ●How do we preserve and invest in our strongest-performing service areas? ●Which high-importance gaps should be elevated as strategic priorities? ●Where can investment of resources yield the greatest improvement in resident satisfaction? Attachments 1.2025 National Community Survey Custom Question Results (rank order by % increase) 2. 2025 National Community Survey Quality and Importance Charts For each of the following Town services, please indicate whether you think the level of service should be increased, remain the same, or be decreased.Increase Same Decrease Public engagement for future Town project planning 61%39%0% land use)55%24%21% Trail expansion (currently funded by 1A Sales Tax until 2034)53%35%11% Acquisition and management of open space and new parks 50%39%11% Free year-round shuttle service (potential future service)49%36%16% Bicycle and pedestrian infrastructure improvements 48%37%15% Adding curb, gutter, and sidewalks when streets are reconstructed 45%47%8% Downtown parking availability 40%57%3% Financial support for childcare initiatives 39%39%21% Relocation of Police Department to improve access and public safety operations 37%44%19% Trail repair and maintenance 35%62%3% Emergency operations and disaster management 35%65%0% Communication with residents about Town programs, services, and activities 35%63%2% Replacement of older barns at the Fairgrounds (Estes Park Events Complex)35%55%10% 1A Sales Tax until 2034)34%64%1% Storm drainage system expansion, repair, and maintenance 33%62%5% Police patrol and investigative services 32%63%6% Special events at the Estes Park Events Complex 32%62%7% Traffic system improvements (e.g., intersections, signs, lanes)31%60%9% Code enforcement services 29%55%16% Construction of new public restrooms downtown 28%56%16% Flood mitigation 27%67%6% Park maintenance 27%71%2% Grant funding for local nonprofit organizations 27%55%18% permits, etc.)26%48%26% Repair, maintenance, or replacement of public restrooms 26%72%2% Repair and maintenance of Fairgrounds (Estes Park Events Complex) facilities 24%74%2% Free seasonal shuttle service 23%72%5% Downtown parking management and enforcement 22%58%20% Repair, maintenance, or replacement of Town buildings 22%68%10% Community Service Officers (seasonal officers for downtown area)21%73%6% Police dispatch and emergency 9-1-1 communications 20%79%0% Special events in the downtown area 17%60%22% Restorative Justice and conflict mediation services 15%65%20% Estes Park Museum programs (e.g., lectures, workshops, tours)13%68%20% Building permit and inspection services 13%73%14% Repair, maintenance, or replacement of Estes Park Museum facilities 8%70%22% Visitor Center operations and services 8%82%10% 2025 National Community Survey Custom Question Results Quality and Importance by the Numbers Mobility Community Design Inclusivity and Engagement Education, Arts, and Culture Economy Health and Wellness Utilities Parks and Recreation Safety Natural Environment 52% 56% 58% 60% 65% 71% 80% 91% 92% 96% 75% 74% 72% 66% 87% 80% 85% 81% 84% 90% Every jurisdiction must balance limited resources while meeting resident needs and striving to optimize community livability. To this end, it is helpful to know what aspects of the community are most important to residents and which they perceive as being of higher or lower quality. It is especially helpful to know when a facet of livability is considered of high importance but rated as lower quality, as this should be a top priority to address. The table below shows the proportion of residents who rated the community facets positively for quality and the priority (importance) placed on each. Also displayed is whether local quality ratings were lower, similar, or higher than communities across the country (the national benchmark). Quality % excellent or good Importance % essential or very important Facet of Livability Natural Environment Quality Importance Economy Quality Importance Utilities Quality Importance Safety Quality Importance Parks and Recreation Quality Importance Health and Wellness Quality Importance Mobility Quality Importance Community Design Quality Importance Inclusivity and Engagement Quality Importance Education, Arts, and Culture Quality Importance 96% 90% 65% 87% 80% 85% 92% 84% 91% 81% 71% 80% 52% 75% 56% 74% 58% 72% 60% 66% Quality/Importance Gap Analysis The gap analysis chart below shows the same data as above; however, this chart more clearly illustrates the comparative differences in quality and importance ratings for each facet, as well as the absolute ratings for each. Quality Importance vs. national benchmark Similar vs. national benchmark Higher Similar