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HomeMy WebLinkAboutPACKET Town Board Strategic Planning Session #2 2026-04-30 Informal discussion among Trustees and staff concerning agenda items or other Town matters may occur before this meeting at approximately 1:45 p.m. Town Board of Trustees Strategic Planning Session #2 April 30, 2026 from 2:00 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. Review of Objectives and Goals Staff Proposed Objectives and Goals & Consideration of Additions from the Board for the Following: • Exceptional Community Services • Governmental Services and Internal Support • Outstanding Guest Services • Public Safety, Health and Environment • Robust Economy • Town Financial Health • Transportation • Utility Infrastructure Adjourn Session #2 (04/30/2026) KEY OUTCOME AREA (Alphabetical order) STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR) 1. We support a wide range of housing opportunities with a particular focus on a broad spectrum of affordable workforce housing. 1.A. Incentivize private development of workforce and affordable housing. 6.A.1 - Continue rewriting the Estes Park Development Code with participation from elected/appointed officials, stakeholders, and residents. (Multi-Year Objective) 1.B. Continue efforts with the Housing Authority to develop additional housing at the Fish Hatchery property. 9.A.1 - Complete a historic structure assessment for purposes of developing a maintenance plan. 2. We support the needs of our senior community, including affordable housing. 2.A. Continue to meet the needs of the senior community in Estes Park by completing action items recommended in the 2025 Senior Needs Assessment. Continue engaging with senior community members and partner organizations that support seniors. Identify opportunities for the Town to help address new and existing matters of importance, including housing and transportation for seniors. 5.A.1 - Implement selected recommendation from the 2045 Parks and Open Space Master Plan. 4.A. Continuously evaluate options for addressing the community's childcare needs. 3. We support the needs of families in our community. 5.A. Continue to implement the recommendations of the 2045 Parks and Open Space Master Plan. 5.B. Overhaul outdated and aging landscaping in Children's Park, Riverwalk, and Wiest Park. 4. We support a wide range of childcare opportunities with a particular focus on infants and toddlers. 5.C. Continue to implement the 2019 Stanley Park Complex Master Plan projects at the Events Complex. Exceptional Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community. Town of Estes Park 2027 Strategic Plan Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community. Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting. THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY. For the purposes of Strategic Policy Statements, "We" refers to the Town organization, led by the Town Board of Trustees. 6.A. Complete a full rewrite of the Ensure the Estes Park Development Code continues to align with the new Comprehensive Plan and other Town policies and goals by processing new amendments as necessary. 5. We expand our open space and public park infrastructure, and improve and maintain the durability, functionality, and efficiency thereof. 6.B. Collaborate with community stakeholders to update our adopted transportation, drainage, parking design standards, and construction policies in the Development Code. 7.A. Continue to implement the 2023 ADA Transition Plan. 6. We have an up-to-date Comprehensive Plan and Development Code that reflect the will of the community. 7.B. Continuously implement organizational processes and services to improve the accessibility of public information in all formats, with a particular focus on the needs of individuals with disabilities and those with limited English proficiency. 7. C. Support the relocation of the Post Office away from its current location downtown. 7. We prioritize community accessibility for residents and guests from diverse cultures, and residents and guests with disabilities. 10.A. Monitor the fundraising progress of the Fine Arts Guild of the Rockies for the Encore Performing Ars Center, contingent on an executed agreement between the Town and the Fine Arts Guild. 10.A. Explore the potential to create a program to incentivize art on both public and private property, especially with new development in non-residential areas and/or the Estes Arts District. 8. We enact policies that support all demographic segments of the community. 9. We value and work to preserve, share, and respect the unique history of Estes Park, and incorporate that history into our decision-making processes. 10. We support public art and creative endeavors. 1. We maintain a well-trained and educated Town Staff. 1.A. Update and actively work on Human Resources Strategic Plan Action Items annually. 5.B.1 - Conduct a Communications and Engagement Assessment to evaluate the Town's public communications and engagement services and identify opportunities for improvement, including future investments that would support connecting with our community. 2.A. Complete a review of the Town employee benefit package to ensure the Town remains competitive and aligned with other municipalities. 10.A.1 - Assess the effectiveness and sustainability of the Town's current website by evaluating user experience, staff management impacts, and platform performance against alternative solutions. If findings warrant, submit a 2028 budget request for a new website. 2. We attract and retain high-quality staff by being an employer of choice, including offering highly competitive benefits and wages, and encouraging work-life balance. 3.A. Ensure adequate grant writing capacity as the current grant resources shift in time allocation. 11.A.1 - Complete Street Shop Building Extension. 3.B. Ensure adequate resourcing to meet the current and future preventative facilities maintenance needs for Town buildings and parcels. 11.A.2 - Construct an extension of the Fleet Division facility to support services. 3. We match service levels with the resources available to deliver them. 4.A. Explore options to improve the Town's ability to ensure diverse membership representation on Boards and Commissions. 11.B.1 - Plan for demolition and relocation of existing Riverside Restrooms. 5.A. Conduct a community survey biennially in odd years to measure our performance and community preferences. 11.B.2 - Remodel Visitor Center public restrooms. 4. We strive to ensure that the membership of our appointed Boards and Commissions reflects the diversity of the community. 5.B. Evaluate the inclusivity and effectiveness of Town community engagement processes. 5. We seek, value, respect, and meaningfully consider input and participation from all community members. 7.A. Implement a Town performance management system. 7.A. Develop an organizational culture that encourages continuous process improvement. 6. We prioritize and support a culture of customer service throughout the organization.7.B. Digitize Town records within Laserfiche. 10.A. Continually evaluate the functionality of our website to ensure it serves the needs of our customers. Governmental Services and Internal Support - We provide high-quality support for all municipal services. 7. We support a culture of continuous improvement in our internal processes and service delivery. 11.A. Evaluate the service condition, safety, functionality, accessibility, and land-use restrictions of our 32 public buildings using a data-driven approach and document the outcomes in our LUCITY asset management system. 11.B. Upgrade and maintain the quality, function, and safety of the Town's public restrooms. 8. We operate with transparency by maintaining open communication with all community members and proactively making Town information available to the public. 11.C. Pursue energy conservation projects that improve the efficiency of our buildings. 11.D. Work with the Fire District to investigate and evaluate strategies to use Town-owned buildings and Town projects to demonstrate wildfire mitigation techniques for facilities. 9. We monitor for, and protect against, cybersecurity threats. 11.E. Plan to meet the space needs of the Facilities Division. Develop a long-term Master Plan for Town Hall that includes a space utilization study, life cycle replacement needs (roofs, windows, siding, HVAC, etc.), and considers the possibility of reconstruction to allow for mixed use and/or relocation of Town offices. 10. We maintain a robust, transparent, accessible, and user- friendly public-facing website. 11. We ensure that our facilities are well-maintained and meet the needs of Town Departments and the community. 1. We value broad collaboration with our partners in providing outstanding guest services. 2.A. Continue to develop and attract diverse events and audiences. 2.B.1 - Update and develop emergency action plans for each event venue. 2.B. Continue to support events through creativity, innovation, and technology. 2.B.2 - Research project management systems for event planning. 2. We provide and support a diverse selection of high-quality events that attract guests to the Town and support our Mission. 2.C. Upgrade and maintain the quality, function, and safety of the Town's visitor and event facilities. 2.B.3 - Improve the existing Event Orders that detail all the logistics for an event, making them easier to populate and comprehend, internally and externally. Outstanding Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience. 3.A. Work with public- and private-sector entities to encourage additional town destination opportunities for guests, including the Museum, particularly in case visitation limits in the National Park or elsewhere remain a factor. 2.C.1 - Asphalt the barn aisles in barns T, U, and V to improve the drainage and footing, and allow for more efficient cleanup of stalls. 3. We strive to balance the impacts of visitation with the needs and quality of life of our residents. 5.A. Continue to implement the Visitor Services Strategic Plan. 2.C.2 - Improve the Events Complex outdoor lighting throughout the property. 5.B. Visitor Services will wWork with Visit Estes Park and the Rocky Mountain Conservancy on developing and implementing ways to help educate and entertain guests at the Visitor Center. 2.C.3 - Replace the sound system at Performance Park. 4. We balance data-driven decisions with community values when serving our guests and residents using up-to-date and relevant data. 5.C. Continue providing the Guest Services (Service Elevated) annual training for volunteers in the Visitor Center. 2.C.4 - Implement cyclical maintenance plan for Visitor Center Parking Garage. 2.C.5 - Repair Visitor Center structural logs (interior and exterior). 5. We contribute to an exceptional guest experience through high- quality visitor services. 5.A.1 - Evaluate where printed documents at the Visitor Center can be replaced with digital-first resources (QR maps, itineraries, guidance) 5.A.2 - Promote car-free itineraries utilizing footpaths and shuttles to attractions, businesses, and scenic locations around Estes Park 6. We work to ensure that Estes Park is a sustainable tourism destination. 5.B.1 - Develop messaging to ensure guests receive clear, proactive guidance to protect wildlife and improve community-guest harmony. 1. We are committed to safeguarding the lives and property of the people we serve. 1.A. Evaluate and meet the sworn officer, dispatch, and support services staffing needs of the Police Department. 1.B.1 - Ensure the completion of pre-design work for a new Public Safety Facility, 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. (Multi-year Objective) 1.B. Establish a timeline and funding strategy to implement the Facilities Master Plan recommendations. Start with the relocation of the Police Department out of Town Hall. 1.B.2 - Develop a funding plan for relocating Event Stall Barns in association with the construction of the new Public Safety Facility. 2. We support environmental stewardship and sustainability through our policies and actions. 1.C. Evaluate the Town's approach to all-hazard emergency management in collaboration with our local and regional partners. 2.H.1 - Evaluate the need for a dedicated environmental planning function within the Community Development Department that would be responsible for ensuring new and existing development complies with sustainability and environmental regulations and policies, especially regarding wildlife, wildfire, and flood, and community objectives. 2.A. Modify codes and regulations to support alternative and distributed energy. 7.1 - Establish an operational data-sharing protocol with LETA911 to provide real- time utility status to emergency managers and responders. 3. We recognize that substance abuse in our community and schools is an ongoing issue and work with local and regional partners to improve awareness, treatment, education, and harm reduction. 2.A. Encourage alternative renewable energy options for new and established homes and businesses, including Town Buildings. 2.B. Support beneficial electrification of buildings by encouraging the replacement of fossil-fuel appliances with cleaner electric alternatives. 4. We value the importance of maintaining a local emergency communication center to serve the Estes Valley. 2.C. The Events and Visitor Services Department will minimize the environmental impacts of Town events. 2.D. Support the County-wide Remain an active partner with Larimer County in managing the Estes Valley's solid waste. Wasteshed Plan and will remain active partners with Larimer County in its implementation. 5. We value the importance of maintaining the Estes Park Police Department as the law enforcement agency for the town. 2.E. Continue work with Larimer County on Climate Smart Future Ready initiative. Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. 2.F. Support Visit Estes Park's efforts to communicate sustainable messages to visitors. 6. We value redundancy and collaboration in the provision of dispatch and law enforcement services. 2.G. Encourage and support a reduction in solid waste and an increase in reuse and recycling. 2.H. Enhance the quality of environmental planning within the Town's development processes. 7. We strive to enhance the safety of emergency responders. 2.I. Consider implementation of Climate Action Plan recommendations as appropriate. 3.A. Continue to support the Regional Opioid Abatement Council and the importance of Town representation on the board. 8. We believe in and support restorative practices as a way to build and repair relationships, as well as increase understanding about the impact of crime in the Estes Park Community. We believe restorative practices are essential to a healthy and resilient Estes Park community by repairing harm, strengthening relationships, facilitating engagement, and deepening understanding. 10.A. Continue to re-evaluate current evacuation polygons based on the best-available data and information about our community. 9. We train and prepare to fully and immediately respond to community emergencies. 10. We are proactive in our approach to wildfire planning and mitigation in response to elevated fire risks in the Estes Valley and the surrounding area. 11. We recognize the importance of behavioral health in our community and work with local and regional partners to improve mental health safety, treatment, and awareness. 1. We foster an inclusive, robust, and sustainable economy based on a triple-bottom-line model, considering economic, social, and environmental impacts and benefits. 2.A. Improve and streamline the Development Review process. 2.B. Enhance engagement with business community through thoughtful scheduling and timing. 2. We create and sustain a favorable business climate.4.A. Continue implementation of the Downtown Plan. Robust Economy - We have a diverse, healthy, year-round economy. 5.A. Conduct corridor studies for the corridors called out in the Comprehensive Plan. 3. We support a diverse economy, attracting and serving a broad range of current and potential stakeholders. 5.B. Continue collaborative planning efforts with Whimsadoodle, Inc. and the Estes Park Housing Authority regarding a shared facility concept on Cleave Street that includes a new parking structure, retail space, and housing units. 6.A. Work with the Economic Development and Workforce Council to build capacity for small business owners to address employee housing needs. 4. We value the importance of a vibrant, attractive, and economically viable downtown. 5. We support investment and revitalization in all of the Town's commercial areas. 6. We support economic and workforce development efforts led by other organizations. 7. We recognize the benefits of shopping locally and will actively support our local businesses and the local economy. 1. We maintain up-to-date financial policies, tools, and controls that reflect the financial philosophy of the Board.1.A. Review and update key finance policies. 2.1 - Develop and share quarterly financial reports with the Town Board that clearly compare revenues and expenditures against the adopted 2027 annual operating budget, supporting informed and effective financial oversight. 2. We make data-advised financial decisions. 3. We will consider the most effective financing strategy for large capital projects on a case-by-case basis, ensuring that each financing package is appropriately tailored to the project under consideration. Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies. 4. We responsibly steward public funds and carefully manage Town expenditures to support cost-effective services for our residents, customers, and visitors. 1. We value the development and maintenance of a safe, sustainable, accessible, and efficient multimodal transportation network. 1.A. Upgrade and maintain our public trail network to comply with adopted safety and disability standards utilizing directed sales tax funding approved through 2034. 2.A.1 - Complete the reconstruction of 1st Street with added curb and gutter and ADA compliant pedestrian facilities 1.B. Evaluate the possibility of adoptin impact fees and fee in-lieu mechanisms to assist in funding multimodal transportation improvements. 3.A.2 - Construct the Visitor's Center parking & transit improvements if fully funded by SB267 grant funds. (2026/2027 Objective) 2. We will maintain a high-quality network of streets and trails for our community. 1.C. Evaluate the next phases of the Wayfinding Signage program prior to further implementation. 3.B 1 - Design the multiuse trail on the south side of Moraine Avenue from Davis Street to Marys Lake Road and seek construction grant funding. (Multi-year Objective) 1.D. Monitor and address the impacts to the Town sidewalk and trail system from electrified micromobility devices. 3.C.1 - Implement CMAQ-funded pilot programs for regional transit service, expanded transit routes, and micro-transit service. (2026/2027 Objective) 3. We will evaluate and address multimodal traffic efficiency throughout the Town on an ongoing basis. 2.A. Street rehabilitation efforts will result in an average Pavement Condition Index of 80 or greater for the Town street network by 2034. 5.A.1 - Consider options, Iidentify funding, and construct a 3-level parking structure at the Big Horn parking lot. (Multi-year Objective) 3.A. Collaborate with Federal and State partners to mitigate traffic congestion with multimodal solutions throughout the Town. 5.A.2 - Evaluate the pros and cons of dynamic pricing for paid parking, expansion of paid parking downtown, and the extension of the paid parking season. 4. We effectively communicate with residents and guests about parking and transportation options. 3.B. Develop funding strategies for the design, environmental clearance, and construction of the Moraine Avenue Multimodal Improvements. 5.A.3 - Evaluate the effectivness of the current transit service routes, times, and season, and consider expansion if warranted. 3.C. Consider implementing the recommendations in the 2030 Transit Development Plan. 8.A.1 - Construct a concrete trail along the north side of Wonderview Avenue from the Safeway driveway to the roundabout at MacGregor Avenue. 5. We consider strategic, data-driven investments in technology that promote the financial and environmental sustainability of the Town's parking and transportation assets. 3.D. Consider implementing the recommendations in the 2045 Multimodal Transportation Plan. 8.C.1 - Construct the final segment of the Fall River Trail. (2026/2027 Objective) 5.A. Continually evaluate implementation of the Downtown Parking Management Plan in a manner that delivers parking services as a self-sustaining program by 2030. Transportation - We have safe, efficient, and well-maintained multimodal transportation systems. 6. We identify and leverage local, regional, and national partnerships that strengthen and extend the Town's parking and transportation system. 6.A. Work with CDOT and other partners to evaluate additional regional transit options along US34 and US36. 8.A. Continue to implement the priorities in the Estes Valley Master Trails Plan. 7. We consider the potential impacts of technology changes, including electric and autonomous vehicles and repurposing of parking structures, in all transportation planning. 8.B. Obtain funding to design and build a functionally connected bike and pedestrian facility network within one mile of Estes Park public schools. 8.C. Complete the Fall River Trail using available trail expansion funds, open space funds, and grant funding. 8. We will develop and maintain sidewalk and trail connectivity in the Estes Valley in partnership with other entities. 1. We provide safe, high-quality, and reliable water service. 1.A. Ensure at least one water treatment plant can reliably operate year-round by designing water treatment operations that increase reliability and lower operations and maintanence costs by leveraging modern technologies, improving chemical handling and staff safety, and mitigating natural disaster single-point-of-failure vulnerabilities. 3.A.1 - Complete the Woodstock Drive neighborhood stormwater CIP project from the list included in the Stormwater Master Plan 1.B. Decrease per-capita treated water demand through loss reduction. 5.A.1 - Complete construction of Trailblazer Broadband system for customers in the electric service area. (Multi-year Objective) 2. We provide safe, high-quality, reliable, and sustainable electric distribution service.1.C. Increase the resiliency of the water distribution system. 5.B.1 - Complete the Carriage Hills/Spruce Knob water main replacements to reduce high-frequency leaks and stabilize distribution pressure on the town's south side. 2.A. Identify and remove high-hisk/high-frequency outage areas through the targeted replacement of bare overhead conductors and the deployment of intelligent fault-isolation technology. 6.A.1 - Complete the ESRI Utility Network (UN) migration for Fiber GIS that improves network visibility with our owners of PRPA and PRPA. 3. We support an appropriate level of redundancy in all Town utility services. We use a risk-based approach for achieving an appropriate level of resiliency in the provision of all Town utility services. 3.A. Evaluate the reliability risks faced by each of the Town's three utilities. Utility Infrastructure - We have reliable, efficient, and up-to-date utility infrastructure serving our community and customers. 4.A. Continue implementing the Stormwater Master Plan. 4. We effectively and efficiently manage stormwater and are proactive in mitigating flood risks. 4.B. Implement a stormwater program for Estes Park that funds the administration, operation, maintenance, and capital expansion of stormwater infrastructure over a 30 year or greater time period. 4.C. Upgrade and maintain our stormwater collection system to reduce the risk of flooding and damage to public and private property. 5. We encourage and support responsible stewardship of our utilities' natural resources, including the use of renewable energy sources and storage. 4.D. Pursue flood mitigation initiatives to reduce flood risk and increase public safety. 4.E. Pursue grant funding for private and/ or public flood mitigation and stormwater projects. 6. We provide access to high-speed, high-quality, reliable Trailblazer Broadband service. 4.F. Explore the Community Rating System (CRS) program as a way to minimize flood insurance costs to the community. 5.A. Increase/enhance renewable energy sources and storage by collaborating with PRPA and the other Owner Communities to support PRPA's transition plan to minimize carbon-producing energy. 7. We partner with the three other owner communities to advance Platte River Power Authority towards our goal of a 100% noncarbon energy mix.5.B. Reduce water waste. 5.C. Establish planning and policy guidance to direct Town investment in zero emission fleet vehicles, equipment, and infrastructure. 6.A. Accumulate net positive revenues and apply for grants to fund capital expansion of Trailblazer Broadband. 6.B. Build an affordable internet connection program. 7.A. Advocate for collaboration and consolidation of common modernization platforms between the three owner communities and PRPA to support financial sustainability of PRPA's carbon-to-renewable transition plan.