HomeMy WebLinkAboutPACKET Town Board 2026-09-08Town Board of Trustees Regular Meeting
Tuesday, September 8, 2026, 7:00 p.m.
Town Hall Board Room, 170 MacGregor Ave, Estes Park
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Contact us if you need any assistance accessing material at 970-577-4777 or
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Meeting Participation
This meeting will be streamed live and available on the Town YouTube page at
www.estes.org/videos. Click on the following links for more information on Digital
Accessibility, and Public Comment.
Agenda
Pledge of Allegiance
Proclamation - Constitution Week
Proclamation - Hispanic Heritage Month
Agenda Approval
Public Comment
Town Board Comments/Liaison Reports
Town Administrator Report
Consent Agenda
1. Expenditure Approval Lists – Bills
2. Town Board Meeting and Study Session Minutes dated August 25, 2026
3. Resolution 94-26 Water Lease Agreement with Trout Haven
4. Resolution 96-26 Setting Water Rates Public Hearing Dates
Reports and Discussion Items
1. Proposed Amendments to Estes Park Development Code Section 3.3 -
Code Amendments
Presented by Director Careccia
Discuss draft rezoning criteria and other relevant changes to Estes Park
Development Code Section 3.3 (Code Amendments), and seek public
comment on the proposed changes.
2. 2027 Annual 6E Workforce Housing and Childcare Funding Plan Draft
Review
Presented by Manager Speedlin and Scott Moulton/Director, EPHA Director
Outlines the proposed use of 6E Lodging Tax revenue in 2027.
Adjourn
€s;teg ^arfe, Colorabo
rodamation
WHEREAS, the Constitution of the United States of
America, the guardian of our liberties, embodies the
principles of limited government in a Republic
dedicated to rule by law; and
WHEREAS, September 17, 2026, marks the two hundred
thirty-ninth anniversary of the framing of the Constitution
of the United States of America by the Constitutional
Convention; and
WHEREAS, it is fitting and proper to accord official
recognition to this magnificent document and its memorable
anniversary, and to the patriotic celebrations which will
commemorate it; and
WHEREAS, Public Law 915 guarantees the issuing of a
proclamation each year by the President of the United States of
America designating September 17th through the 23rd as
Constitution Week.
NOW, THEREFORE, BE IT RESOLVED that the Mayor and Board of Trustees
of the Town of Estes Park proclaim September 17, 2026 through September
23,2026,as
CONSTITUTION WEEK
in the Town of Estes Park, Colorado and all citizens are urged to study the
Constitution and reflect on the privilege of being an American with all the
rights and responsibilities that privilege involves.
In witness whereof I have hereunto set
my hand and caused this seal to be
affixed.
Gary Hall, Mayor
Attest:
September 8th, 2026
Csrteg ^arfe, Colorabo
roclamation
WHEREAS, Hispanic Heritage Week was first proclaimed
in 1968 by President Lyndon Johnson, and then was
expanded to National Hispanic Heritage Month and
enacted into law in 1988 by President Ronald Reagan;
and
WHEREAS, National Hispanic Heritage Month is a time to celebrate
the heritage, history, traditions, and cultural diversity of Hispanic
Americans whose heritage is rooted in Spain, Mexico, Guatemala,
Honduras, El Salvador, Nicaragua, Costa Rica, Panama,
Colombia, Venezuela, Ecuador, Peru, Bolivia, Chile, Paraguay,
Argentina, Uruguay, Cuba, Puerto Rico, and the Dominican
Republic; and
WHEREAS, this heritage month is celebrated from mid-September to mid-
October in order to highlight the independence of several countries:
September 15 is the day that Costa Rica, El Salvador, Nicaragua,
Guatemala, and Honduras celebrate their independence from Spain.
Mexico celebrates its independence on September 16, and Chile on
September 18; and
WHEREAS, the Hispanic community in Estes Park has a long and deep history
of serving the community as essential members of its workforce and
successful entrepreneurs, and of enriching the life of the community via its
cultures; and
WHEREAS, the Estes Chamber of Commerce Latino Alliance was formed to raise
awareness of the contributions and efforts of the Latino community, to foster
connections between the Latino community and town leaders and institutions, to
develop economic, educational and societal opportunities for Estes' Latino
community, and to develop leaders and pride from within the Estes' Latino
community; and
NOW, THEREFORE, BE IT RESOLVED, that the Mayor and Board of Trustees of
the Town of Estes Park, proclaim September 15 to October 15,2026, as
HISPANIC HERITAGE MONTH
and encourage Estes Park residents and visitors to participate in the various events that
are scheduled to commemorate Hispanic Heritage Month.
In witness whereof I have hereunto set
my hand and caused this seal to be
affixed.
Gary Hall, Mayor
Attest:
September 8th, 2026
Town of Estes Park, Larimer County, Colorado, August 25, 2026
Minutes of a Regular meeting of the Board of Trustees of the Town of Estes
Park, Larimer County, Colorado. Meeting held in the Town Hall in said Town
of Estes Park on the 25th day of August, 2026.
Present: Gary Hall, Mayor
Kirby Hazelton, Mayor Pro Tem
Trustees Bill Brown
Chris Eshelman
Mark Igel
Frank Lancaster
Jamie Mieras
Also Present: Travis Machalek, Town Administrator
Jason Damweber, Deputy Town Administrator
Dan Kramer, Town Attorney
Sarah Stoddard Cameron, Recording Secretary
Absent: None
Mayor Hall called the meeting to order at 7:04 p.m.
Agenda Approval.
It was moved and seconded (Eshelman/Brown) to approve the Agenda with the
addition of Report and Discussion Item #3 Downtown Plan and Funding Mechanisms,
and it passed with Trustee Igel voting “No.”
Public Comments.
Sara Barwinski/Town resident reported celebrating Habitat for Humanity International’s
70th anniversary and reported $1500 had been rasied for the organization through the
“Live Generously” action team. She reflected on what “live generously" meant to her,
noted the importance of civility, and recognized the necessity of home-ownership
opportunities for the community.
Tom Kaszynski/County resident questioned whether the Town’s population growth
corresponded with previous growth projections, reported he had spoken with several
members of the workforce who enjoyed commuting from the Front Range, and requested
a list be generated of people in immediate need of housing. He provided the Board a
Habitat for Humanity property listing and explained that the property had been on the
market for 115 days. Kaszynski proposed housing feedback forms be placed in Bond
Park to gain more insight into the issue.
Trustee Comments.
Board comments were heard and have been summarized: Encouraged the public to
attend Trustee Talks; noted Trustee Talks give constituents the opportunity to discuss
matters without the regular time constraints of public comment; reported the Estes Park
Housing Authority (EPHA) had been working on the Annual 6E Funding Plan draft and
would continue collecting data on seasonal housing; noted the EPHA housed 32 seasonal
workers this summer; noted Mayor Pro Tem Hazelton would attend a Colorado
Association of Ski Towns (CAST) meeting to discuss the use of AI in municipal operations
and the decarbonization and electrification of public facilities; reported applications were
being accepted for a Town appointed board member on the Visit Estes Park (VEP) Board
of Directors and encouraged the public to apply; noted VEP had been drafting the 2027
budget in preparation for a Joint Study Session with the Board of County Commissioners;
commended retiring VEP Finance Director Mike Zumbaugh for his service; welcomed and
expressed excitement for incoming VEP Finance Director Jorge Rodriguez; reported VEP
had started using software company Zartico to provide past and current geolocation,
spending, and lodging data, and noted this data would be available from VEP upon
request; acknowledged VEP approved renewal of a five (5) year partnership with Frozen
Dead Guy Days; noted Frozen Dead Guy Days are working with Colorado State
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Board of Trustees – August 25, 2026 – Page 2
University to develop a zero waste festival; reported the Estes Arts District identified
counterfeit checks which had been reported to law enforcement and was still under active
investigation; noted the Arts District would be modifying their budget to account for the
loss; attended the annual naturalization ceremony at Rocky Mountain National Park in
which 29 individuals took the Oath of Allegiance to become official U.S. Citizens; and
commended Parking and Transit Manager Klein for his tireless work to improve parking
and transit operations to bring Estes Park a step closer towards “mass transit”.
Town Administrator Report.
Town Administrator Machalek recognized the Water Division for successful completion of
the State Sanitary Survey, a comprehensive inpection of water treatment facilities, and
acknowledged passing the survey with zero violations was a reflection of the division’s
dedication and technical expertise. He then acknowledged the public might have
expected to see an action item on this meeting’s agenda regarding a Temporary Use
Permit for Lot 4, Stanley Historic District, and reported staff was working with the State to
define a restricted covenant area.
Consent Agenda:
1. Expenditure Approval List - Bills
2. Town Board Meeting and Study Session Minutes dated August 11, 2026
3. Estes Park Planning Commission Meeting Minutes dated July 21, 2026
(Acknowledgement Only)
4. Resolution 95-26 Intergovernmental Agreement with the Estes Park School District
for Emergency Fleet Shop Space Sharing
It was moved and seconded (Hazelton/Igel) to approve the Consent Agenda, and it
passed unanimously.
Report and Discussion Items (Outside Entities):
1. New Fire Chief Introduction and Thunder Mountain Project Update Fire Chief
Nunn introduced himself and expressed enthusiasm for his new position. It was then
reported that 200 acres of forest on Thunder Mountain would be cleared and thinned
to reduce wildfire risk. The board thanked him for his attendance and commended
former interim Fire Chief Jones for the work he accomplished during his interim
tenure.
Planning Commission Action Items:
1. Resolution 87-26 Fall River Village II Combined Preliminary/ Final Planned Unit
Development Plan, Owner/ Applicant, Estes Park Housing Authority Mayor Hall
reopened the public hearing. Senior Planner Hornbeck presented the application
submitted by the Estes Park Housing Authority (EPHA) for a combined
Preliminary/Final Planned Unit Development (PUD) continued from the July 28th and
August 11th Town Board meetings. Per the July 28th meeting discussion, the
resolution had been updated to add the following conditions: a condition requiring
parking be managed by the owner’s association, a condition to install landscaping
along Far View Dr, and a condition to bring outdoor lighting into compliance with the
Development Code. It was noted that a PUD allowed the Board to negotiate almost
every aspect of the development, PUD’s are designed encourage innovation and
promote workforce housing, the application met the definition of a PUD under the
Development Code, and the Planning Commission recommended approval.
Pete Levine/EPHA Director of Real Estate Development restated property goals,
existing PUD waivers on the property, the seven (7) PUD waiver requests and the
Development Code’s standards for review. Levine then explained how the amended
PUD would assist the Town and the EPHA’s workforce housing goals, how the
EPHA intended on bringing the property into compliance with the fire code, and why
waivers were necessary.
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Public comment ensued and has been summarized: Terry Rustin/Town resident
referenced the 2008 housing crisis and expressed concern that the EPHA was
asking the Board to bail them out of decisions and contracts they could not afford.
He then warned the Board that this behavior was cyclical.
Ryan Leahy/Town resident suggested the EPHA should sell the upper lot containing
the event center promptly, rather than trying to maintain and upkeep the asset. He
noted the property was purchased in part through constituent tax revenue, rather
than private funds, and questioned why the money wasn’t used to purchase
something more practical and within budget.
Kristine Poppitz/County resident expressed concern the application was too vague,
questioned whether sold units could be converted to vacation homes, noted that all
aspects should be understood by both parties, and stated beliefs that Ordinance 11-
25 applied to the application and that the preliminary and final plats should not be
heard at the same meeting.
Paul Pewterbaugh/Developer reported that he played a significant role in the
development of the property, submitted an offer to purchase the upper lot from the
EPHA, understood the project’s debt structure, knew the property could function as
an events facility without disturbing residents in the lower parcel, and he stated
concerns the property would not be used to its best and most prosperous use. He
stated he was prepared to improve his offer significantly, requested the EPHA
consider it prior to finalizing the PUD and Plats, and noted reassembly of the
property from individual lots might not be feasible.
Cary Messinger/Vacation home license holder reported contributing $14,000
towards the Workforce Housing Linkage Fee for vacation home licenses over the
past four (4) years and questioned whether the money was being spent wisely. He
questioned EPHA’s refusal to consider the most economically viable option for the
event space, whether the most logical outcome would be to sell the entire upper
parcel to be used as a high-end event space, and if the luxury townhomes were
appropriate for subsidized housing.
Laura Rustin/Town resident requested the Board listen to the public’s desire for
Ordinance 11-25 to be implemented and consider the questions the public had
raised.
Board discussion ensued and has been summarized: Questioned whether existing
PUD waivers would be mitigated, whether approval of the PUD would negate the
EPHA’s ability to sell the parcel as a whole, whether the economic losses from EPHA
retaining the upper parcel; acknowledged the EPHA had planned on selling the
upper parcel prior to purchasing the property and that use of event space (SkyView)
as an office space was temporary; expressed concern about the compatibility of
workforce housing and an events space in such close proximity, a homeowner’s
association (HOA) managing parking, potential issues that could be caused by
change in ownership, and that the property would not be used for its best use;
clarified that the application was filed prior to the passage of Ordinance 11-25, must
be judged by the rules existing at the time of submission, and that the PUD must be
acted on within 30 days; debated if the PUD created benefit for the community,
whether accommodations or workforce housing were better suited for the property,
and questioned if all conditions of approval had been satisfied; noted that the
EPHA’s financial concerns were not relevant to approval of the application; and
acknowledged the EPHA’s plan could be implemented without approval of the PUD.
Mayor Hall closed the public hearing, and it was moved and seconded
(Lancaster/Brown) to approve Resolution 87-26 with all recommended conditions,
and it passed with Trustees Eshelman and Igel voting “No.”
2. Resolution 88-26 Fall River Village II Preliminary Plat, Owner/ Applicant, Estes
Park Housing Authority Mayor Hall opened the public hearing. Senior Planner
Hornbeck reviewed the application submitted by the EPHA for a Preliminary Plat,
and noted the application complied with all relevant standards and criteria including
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meeting lot size, setback, and density standards. The property was located outside
of all geologic hazard areas but partially located within a mapped high-tree wildfire
hazard area. It was noted that the Water Division had expressed concerns regarding
shared water service lines due to complications with maintenance and billing. The
applicant agreed to install submeters on lots 13 and 14 to address the concern. No
other objections were expressed by utility and service providers. Different building
and occupancy standards would be created as a result of the subdivision,
necessitating installation of a fire sprinkler system on two lots and additional drywall
on several lots which lacked adequate fire separation in attics. The applicant agreed
to those conditions. It was determined that the application met all conditions of
approval and was compliant with all relevant standards.
Public comment ensued and has been summarized: Kristine Poppitz/County
resident provided three (3) printed comments to the Board, requested ADA
compliant pedestrian connectivity between the upper and lower parcels of Fall River
Village, and noted that while accessible trail connection wasn’t required under
private ownership it was extremely desirable.
Mayor Hall closed the public hearing, and it was moved and seconded
(Brown/Lancaster) to approve Resolution 88-26, and it passed with Trustees
Eshelman and Igel voting “No.”
3. Resolution 89-26 Fall River Village II Final Plat, Owner/ Applicant, Estes Park
Housing Authority Mayor Hall opened the public hearing. Senior Planner Hornbeck
explained the Development Code required preliminary and final subdivision plats to
be heard at separate hearings. As no development was to occur and it was unlikely
the plat be modified in-between hearings, staff deemed it unnecessary to schedule
these hearings at separate meetings. It was noted that the same review criteria
applied as to the preliminary plat, and all applicable criteria and standards had been
met. Public comment was heard and has been summarized: Judi Smith/Town
resident noted the importance of the Fall River Village proposal to the vitality of
working individuals in and economic stability of workforce housing in Estes Park.
Mayor Hall then closed the public hearing, and it was moved and seconded
(Hazelton/Lancaster) to approve Resolution 89-26, and it passed with Trustees
Eshelman and Igel voting “No.”
Action Items:
1. Habitat for Humanity Fee Waiver Request Senior Planer Hornbeck explained a
fee waiver request from Habitat for Humanity of the St. Vrain Valley had been
received for five (5) single-family lots being built in the Raven Subdivision. It was
noted that per Policy 402, the Community Development Director was authorized to
reduce development application fees by 25 percent for applications meeting
specified criteria. The requested fee waiver totaled approximately $19,000. Two (2)
permits had been issued prior to the request and totaled $7,000. It was explained
that 90% of building fees are paid to SAFEbuilt, while 10% are retained by the Town.
The Town would be obligated to reimburse SAFEbuilt for waivers that exceeded the
Town’s 10% allocation. Staff identified loss of Town revenue as the sole
disadvantage to the waiver, while advantages identified included decreased
purchase price for a low-income housing unit and support for Estes Forward
Comprehensive Plan Goal H1.
David Emerson/Executive Director, Habitat for Humanity of the St. Vrain Valley,
explained that development costs are higher in Estes Park than on the Front Range,
several municipalities provide fee waivers to the organization, and that Habitat for
Humanity homes are sold for significantly less than the cost of construction. He then
expressed gratitude for the Town’s support through 6E lodging tax funds.
Board discussion ensued and has been summarized: expressed enthusiasm for the
fee waiver; requested the waiver not exceed 10%; questioned the potential for
Habitat for Humanity to apply for a water tap fee waiver; and clarified that a water
tap fee waiver fund still existed.
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It was then moved and seconded (Igel/Mieras) to approve a 10% fee waiver for
building permit and plan review fees for construction of single-family homes
on the subject lots, and it passed unanimously.
It was moved and seconded (Eshelman/Brown) to continue the meeting past 10:00
p.m., and the motion passed with Trustees Igel and Mieras voting “No.”
Report and Discussion Items:
1. Estes Park Housing Authority (EPHA) Board of Commissioners Appointment
Process Staff reported that 14 applications had been received for the three (3)
EPHA Board of Commissioners openings. Direction was requested on how the
Board desired interviews be conducted and whether modifications to the board’s
composition and bylaws should be made. Staff clarified that it would be statutorily
impossible to change Board’s structure to include additional Town Board members
without replacing the EPHA Board of Commissioners with the Town Board in its
entirety, and that quorum could not be achieved if the Board lost one (1) additional
member. Board discussion ensued and has been summarized: Trustee Igel
advocated for a change in EPHA Board structure to include additional Town Board
members and requested a formal discussion on Policy 102 regarding procedural
consistency throughout the interview and appointment process; acknowledged
communication barriers and tensions at the Joint Study Session held June 9, 2026;
expressed desire to improve communications and teamwork between both boards;
expressed concern regarding the organization’s transparency; acknowledged the
EPHA provides regular updates to the Board and holds public meetings; questioned
whether governance training could resolve transparency concerns; Mayor Pro Tem
Hazelton stated desire to maintain current processes and Board composition;
expressed concern regarding conflicts of interest should Town Board members be
appointed to the EPHA Board; noted separation between the two (2) entities is
desirable; expressed gratitude and excitement regarding the number of applications
received; and expressed a preference for screening candidates and offering
selective interviews.
2. Expansion of the Police Department Take-Home Vehicle Benefit Program Chief
Stewart presented proposed changes to the Estes Park Police Department (EPPD)
Take-Home Vehicle Benefit Program. The EPPD currently permits eligible sworn
officers who reside within the Estes Park School District R-3 boundary to take home
assigned patrol vehicles. Chief Stewart noted that no new police officers had been
recruited since April 2025, and the EPPD sought to expand the Take-Home Vehicle
Benefit Program to include sworn officers who reside outside of the district in an
effort to compete with nearby law enforcement agencies and address recruiting and
retention challenges. Additional benefits of program implementation included
increased emergency readiness, faster response time for in-town emergencies and
mutual aid, and the benefit of increased visibility of police presence outside of Town
limits. It was reported that of 16 local and regional competing agencies, 15 were
reported to offer take-home vehicles. It was clarified that officers still on probation
would not be eligible for the program, and that participating officers would contribute
towards incremental commuting cost. Officers living within 10 miles of the Park R-3
School District boundary would contribute $15 bi-weekly, 11 to 20 miles would
contribute $25 and those commuting 21 to 30 miles would $35 bi-weekly. Estimated
officer contribution to the program totaled $8,600 annually. Mileage would be verified
annually, as well as officer address changes. Costs to the Town included an
estimated $13,967 in increased fuel costs, $7,200 for additional vehicle maintenance
and repair, and a $6,320 increase to the Vehicle Replacement Fund. Total program
costs were estimated at $27,000. It was reported that due to increased fiscal
efficiencies such as $13,234 in increased savings through the Town-Issued Cell
Phone Program as well as the addition of the availability of ten (10) parking spots in
the Town Hall parking lot as a result of the programs expansion, which would result
in increased parking fee revenues totaling approximately $11,685 annually, net
benefit to the Town would total approximately $6,000. The program was estimated
to breakeven when gas cost $5.08 per gallon. Board discussion ensued and has
been summarized: Expressed approval of the program; acknowledged that assigned
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vehicles are generally care for better by officers than communal vehicles; questioned
the average lifespan of vehicles for the department; and noted the likelihood of
accidents increasing while driving in the canyon.
3. Downtown Plan Approach and Funding Mechanisms (Continued from the
Study Session on August 25, 2026) Town Administrator Machalek requested
direction from the Board on which of three implementation options should be
advanced for engagement with Downtown businesses and whether further
exploration of funding mechanisms was desired. Feedback from the other Board
members at the study session was summarized. Preference for passive and
supportive implementation, engagement with the Downtown business community,
and de-prioritizing funding mechanisms was noted. Board discussion ensued and
has been summarized: Expressed approval of Town Administrator Machalek’s
summary of direction from the study session; questioned whether projects on the
current plan were outdated; and stated the necessity of adapting the plan to fit
current community needs prior to applying funding.
Whereupon Mayor Hall adjourned the meeting at 10:26 p.m.
Gary Hall, Mayor
______________________________________
Sarah Stoddard Cameron, Recording Secretary
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RECORD OF PROCEEDINGS
Town of Estes Park, Larimer County, Colorado August 25, 2026
Minutes of a Study Session meeting of the Town Board of the Town of Estes Park,
Larimer County, Colorado. Meeting held at Town Hall in the Board Room in said Town
of Estes Park on the 25th day of August, 2026.
Board: Mayor Hall, Mayor Pro Tem Hazelton, Trustees Brown,
Eshelman, Igel, Lancaster, and Mieras
Attending: Mayor Hall, Mayor Pro Tem Hazelton, Trustees Brown,
Eshelman, Igel, and Mieras
Also Attending: Town Administrator Machalek, Deputy Town Administrator
Damweber, Town Attorney Kramer, and Recording Secretary
Bramwell
Absent: None
Mayor Hall called the meeting to order at 5:00 p.m.
Parks and Open Space Master Plan.
Supervisor Berg introduced Senior Associate Ashley Hejtmanek from Design Workshop
to present the final draft of the Parks and Open Space Master Plan. The plan included
eleven (11) parks, two (2) natural areas, and two (2) town-owned parcels. Stanley Park
and the Estes Golf Course were not included in the plan. Findings included most parks
and civic spaces were concentrated downtown and along river corridors and 76% of
households were within a fifteen (15) minute walk of a park or open space.
Approximately 890 people provided feedback on the plan through surveys and
discussions. These included two (2) discussions with middle school students, two (2)
discussions with high school students, and a survey sent through the Estes Park School
District to parents after the Board requested more feedback from young people and
families at the February 10, 2026 study session. Community outreach findings included
desire to protect natural areas and wildlife habitat; improve trail connectivity, ADA
access, and safer walking and biking connections; add amenities such as shade,
benches, tables, and restrooms; increase gathering and flexible-use spaces for youth
and groups; and the need to strengthen staffing and investment to support these goals.
Youth specifically sought multi-use spaces to enjoy the outdoors and spend time with
friends. Hejtmanek reviewed the goals of the plan under the five (5) themes of The
Downtown Experience, Co-existence of Visitors and Wildlife, Parks Engaging Everyone,
Natural Areas and Open Spaces, and Maintenance and Operations. The plan identified
and prioritized strategies to achieve goals under the themes. Board comments and
questions have been summarized: expressed support for Goal A1: Re-envision the
downtown public realm as an interconnected and visually cohesive linear park
experience rather than a series of separate spaces; expressed support for utilizing
existing park spaces to their greatest extent and re-envisioning how they may best be
used; commented on the lack of dog parks; discussed impact of park expansions on
staffing levels; Supervisor Berg highlighted the importance of collaborating with
Colorado Parks and Wildlife to reduce conflicts between visitors and wildlife; requested
inclusion of an urban forestry plan or program in the Parks and Open Space Master
Plan; complimented the readability of the current draft; questioned the prioritization of
strategies and how staff plan to implement the strategies , Supervisor Berg stated
implementation would be based on available funding; requested ongoing
communication to the public as elements of the plan were implemented; expressed
support for collaborating with other agencies and surrounding governments to provide a
consistent parks experience for visitors and residents; discussed the importance
of eliminating gaps in trails and sidewalks to increase connectivity; and Hejtmanek
noted the draft plan was available on the website for public comment.
Micromobility Overview.
Director Greear presented a review of Chapter 9.18 – Micromobility Devices under Title
9 of the Estes Park Municipal Code. Police Micromobility devices (MDs) were defined
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Town Board Study Session Minutes dated August 25, 2026 – Page 2
as any small, human or electric-powered transportation such as a bicycle, electric
assisted bicycle, scooter, electric mobility scooter (EMS), segway (EPAMD),
rollerblades, or skateboard. In Colorado, vehicles that exceeded 750 watts of motor
power, travel faster than twenty-eight (28) miles per hour, or lacked functional pedals
are not considered MDs. Four (4) recommended changes to the Municipal Code were
presented: update the location restrictions for use of MDs, require all users age sixteen
(16) and younger to wear a helmet, restrict the use of Class 3 e-bikes on all trails and
sidewalks, and allow limited commercial service utility cart (SUC) use of trails and
sidewalks. Board comments and questions have been summarized: asked if MDs
require licenses to operate, Greear stated some MDs require a license to operate but
not all; discussed the need to clarify the existing regulations in the Municipal Code in
order for police officers to be able to issue citations for the use of specific MDs in certain
areas, Chief Stewart stated police officers are required to have reasonable suspicion or
probable cause a State statute or Town ordinance has been violated to make contact
with the user; Town Administrator Machalek stated the increase in privately owned MDs
had not been anticipated when the Town adopted the existing micromobility ordinance
in 2019 in response to concerns about private MD rental companies; Chief Stewart
stated the Police Department had 122 contacts with a bicyclist or operator of an MD
since May 28, 2026; expressed support to allow MD operators to walk their devices
along the trails and sidewalks downtown; expressed support to prohibit riding MDs on
trails and sidewalks downtown, especially along the riverwalk; expressed support to
permit operation of MDs on trails and sidewalks downtown only in the early morning or
evening hours; expressed concern about feasibility of enforcement; stated the
importance of educating youth and adults about bicycle safety; stated the importance of
clear signage to inform users of trail and sidewalk rules; suggested considering
regulations to require helmets for all ages; suggested considering regulations to require
lights or high-visibility gear to operate an MD in the dark; asked staff to identify the
primary safety issues concerning MDs prior to recommending changes to the Municipal
Code; expressed support to not categorize SUCs as MDs; and expressed support to
allow SUCs to apply for permits to operate along select trails for the purpose of allowing
resort staff to access adjacent resort properties.
Mayor Hall called for a break at 6:16 p.m. and reconvened the meeting at 6:19 p.m.
Downtown Plan Approach and Funding Mechanisms.
Town Administrator Machalek presented options for Town involvement in the continued
implementation of the 2018 Downtown Plan and an overview of available funding
mechanisms for downtown improvements. The 2018 Downtown Plan was envisioned as
a twenty (20) year community vision for Downtown Estes Park. A 2026 Town Board
Strategic Plan Objective was to, “work with the Estes Chamber of Commerce and
Downtown businesses to evaluate implementation options for the Downtown Plan”.
Town staff sought direction from the Board of the desired level of involvement in
continued implementation of the Downtown Plan on a scale from passive to supportive
to active. Funding mechanisms reviewed included Town funds, or establishing one of
the following: Downtown Development Authority (DDA), Urban Renewal Authority
(URA), Business Improvement District (BID), General Improvement District (GID), or a
Special Improvement District (SID). Board comments and questions have been
summarized: expressed support for the Town to pursue a supportive approach in the
implementation of the Downtown Plan; expressed support for the Town to pursue a
passive approach in the implementation of the Downtown Plan; expressed support of
the Downtown Plan; requested the plan be reviewed and the top priorities identified to
inform the level of Town involvement; expressed support for public-private partnerships
to implement elements of the Downtown Plan; recommended including Visit Estes Park
as a potential collaborator to implement the Downtown Plan; expressed support to form
a DDA; stated lack of support to pursue any funding mechanisms prior to identifying a
detailed plan for the funds, Town Administrator Machalek stated staff were not
recommending any of the discussed funding mechanisms at the time, only providing an
overview of options that could be considered if the Board pursued further investment in
downtown; and discussed continuing the discussion at the regular meeting following the
study session.
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Town Board Study Session Minutes dated August 25, 2026 – Page 3
Trustee and Administrator Comments and Questions.
None.
Future Study Session Agenda Items.
It was requested and determined to schedule a virtual, joint session with the Larimer
County Commissioners on the 2027 Visit Estes Park Operating Plan on October 27,
2026. It was requested and determined to schedule a discussion on the Organizational
Climate Action Plan on October 13, 2026. A discussion on Micromobility Devices Code
Updates was approved as an unscheduled future study session item.
There being no further business, Mayor Hall adjourned the meeting at 6:57 p.m.
___________________________________
Stephanie Bramwell, Recording Secretary
DRA
F
T
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: Utilities Director Reuben Bergsten
Department: Utilities Department, Water Division
Date:
Subject:
Type:
September 8, 2026
Resolution 94-26 Water Lease with Trout Haven
Resolution
Objective:
To bring benefit to our guests and local employees and indirectly to our residents by
supporting the local economy through a water lease agreement with Trout Haven for up
to 1.2 acre-feet of Reusable Windy Gap annually.
Present Situation:
The Trout Haven property includes a pond for fishing. It is a popular aquaculture
attraction that supports the local economy. The sale of the resort revealed that the pond
did not have sufficient water rights to cover evaporative losses, and the new owners are
securing an Augmentation Plan to replace evaporative depletions.
Trout Haven needs water for a Substitute Water Supply Plan (SWSP) while awaiting its
final Water Court decree and subsequently their augmentation plan. This lease would
serve as the source of replacement water, allowing the pond to remain operational while
meeting water-rights obligations.
The Town is uniquely situated to take first use of Windy Gap water deliveries and then
provide second-use Windy Gap water to replace depletions to native water sources.
Using raw water in this way is good stewardship because it is not necessary to use
potable water which would increase demand on our treatment plants and the energy
required to treat the water.
Staff determined this lease is not prohibited for the purpose of section 13.24.130 (b),
because raising fish is an agriculture (aquaculture) activity.
The Town has several existing replacement water agreements:
Augmentation Agreements Record ID
Cheley Camps 65158
Marys Lake Campground 375009
Glacier View Subdivision 375005
Black Canyon Catering (formerly Continental Water Bank) 345593
Idlewild Water users 202826
Saddle Notch Ranch-Preuss 136256
Carriage Hills Ponds #1 and #2 381336
Proposal:
The attached water lease includes a 20-year term with a 10-year renewal option. The
lease includes financial compensation for the use of these water rights and our
administrative costs. If the pond requires draining for maintenance, the lease includes
the ability to lease up to an additional 1.8 acre-feet, provided water is available.
Advantages:
• Provides additional water enterprise revenue.
• Benefits the local economy.
• Enables continued use of the pond for recreational opportunities.
• Uses available raw water to replace evaporative depletions which is good
stewardship as the alternative would be to use potable water.
Disadvantages:
• The agreement ties up the water rights, eliminating our ability to use these rights
to extinction; however, the Town's water rights portfolio can support this lease
and should the Town need them for an unforeseeable shortage or failure to meet
municipal needs, the agreement allows us to curtail the supply
• There will be associated expenses for carriage fees and administration of water
accounting to the District 4 Water Commissioner; however, the costs are covered
by the initial $2,000 administrative fee
• We may be asked to provide up to an additional 1.8 acre-feet of water if Trout
Haven needs to drain and refill its pond for maintenance; however, the Town is
only obligated to lease this extra water if the additional augmentation water is
available at the time of the request.
Action Recommended:
Staff recommends approving the lease.
Finance/Resource Impact:
Current Impact: 503-0-05-00-446400, Misc. Revenue, a one-time $2,000
administrative fee.
Future Ongoing Impacts: Annual revenue of $1,750 per acre-foot with a $50/year
escalation.
Level of Public Interest:
Low
Sample Motion:
I move for the approval/denial of the resolution
Attachments:
1. Resolution 94-26
2. Water Lease Agreement
RESOLUTION 94-26
APPROVING A WATER LEASE AGREEMENT WITH TROUT HAVEN
WHEREAS, the Town of Estes Park and Blue Sky III LLC, Blue Sky IV LLC, and
BAM FAM LLC (collectively, "Trout Haven") wish to enter into a Water Lease Agreement
for the purpose of providing up to 1.2 acre-feet of reusable Windy Gap annually to serve
as a replacement water supply for the Trout Haven pond.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the Water Lease
Agreement referenced in the title of this resolution in substantially the form now before
the Board.
DATED this 8th day of September, 2026.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
Attachment 1
1
WATER LEASE
THIS WATER LEASE, ("Lease") is made and entered into as of the ____ day of
________, 2026, by and between the TOWN OF ESTES PARK, a Colorado a municipal
corporation (the “Town" or the “Lessor”), and BLUE SKY III LLC, BLUE SKY IV LLC,
AND BAM FAM LLC, each a Colorado limited liability company (collectively, “Trout Haven”
or the “Lessee”). The Town and Town Haven are jointly referred to herein as the (“Parties”).
WITNESSETH:
WHEREAS, the Town is the owner of units of Windy Gap Project Water ("Windy Gap
Water”) as such units are defined in the Allotment Contract between the Municipal Subdistrict
of the Northern Colorado Water Conservancy District ("'Municipal Subdistrict") and the Town.
The Town utilizes its Windy Gap Water as part of an augmentation and exchange plan decreed
in Case No. 97CW126, District Court, Water Division 1.
WHEREAS, Trout Haven owns the Trout Haven Estes Park (“Resort”) as legally
described in the attached Exhibit A. On the Resort, there is an off-channel pond that is filled
with water diverted from the Big Thompson River, as depicted in the attached Exhibit B.
WHEREAS, Trout Haven is in need of supply water to augment out-of-priority
depletions to the Big Thompson River caused by the evaporation of water from the pond on the
Resort.
WHEREAS, pursuant to this Lease, Trout Haven seeks to secure from the Town a source
of water to use as a source of augmentation water in an augmentation plan (“Augmentation Plan”)
pursuant to an application for the same to be filed in the District Court for Water Division 1,
State of Colorado (“Water Court”).
WHEREAS, the Town is willing to provide up to 1.2 acre-feet annually of the Town's
reusable Windy Gap Water including transit losses to Trout Haven to be used as augmentation
water (“Augmentation Water”) in the Augmentation Plan, in accordance with the terms and
conditions of this Lease. Transit losses to the point of replacement on the Big Thompson River
adjacent to or just downstream of the Resort will be assessed by the District 4 Water
Commissioner but the Town shall not be responsible for more than one twentieth (0.05) of an
acre foot annually.
WHEREAS, to cure an existing water supply deficiency, Trout Haven intends to seek
temporary administrative approval of a Substitute Water Supply Plan (“SWSP”) during the
pendency of the application for the Augmentation Plan being approved by decree entered by the
Water Court. Accordingly, this Lease anticipates that the Town will release up to 1.2 acre-feet of
Augmentation Water annually for the SWSP until the Augmentation Decree is entered.
WHEREAS, the Resort was sold on July 1, 2026 to Lessee who acquired it with the
intent to continue the current operation of the Resort. The conveyance was conditioned upon
the Seller and Buyer collaboratively working to secure this Lease and obtain an approved
Augmentation Plan and, as needed, an approved SWSP.
Attachment 2
2
NOW, THEREFORE, in consideration of the mutual promises and covenants contained
herein, and for good and valuable consideration, the receipt and sufficiency of which is hereby
acknowledged, the Town and Trout Haven hereby agree as follows:
1.Term. The Term of this Lease shall be for twenty years, with an option to renew for
another ten-year term upon written notice from Trout Haven to the Town not less than one-
hundred eighty (180) days prior to the end of the Term of its desire and intent to continue the
Lease. If the Town reasonably believes that Trout Haven is not obligated to provide the
Augmentation Water to the Big Thompson River pursuant to the Augmentation Plan, the Town
may give notice and Trout Haven shall have thirty (30) days to provide the Town with a notice
that the obligation remains (“Notice of Contest”). If Trout Haven does not provide the Notice of
Contest, the Lease shall be terminated. If Trout Haven provides the Notice of Contest, the Lease
shall continue in full force until Trout Haven agrees to a termination or a final unappealable court
order is entered determining that the Augmentation Plan is not in effect and the obligation to
provide Augmentation Water to the Big Thompson River has ceased.
2.Amount and Release of Augmentation Water. The Town agrees to release the
Augmentation Water to the Big Thompson River. Trout Haven shall provide the Town an
estimate of anticipated monthly Augmentation Water requirements, and the Parties shall
coordinate with each other and the District 4 Water Commissioner as necessary concerning the
amount and timing of the release of the Augmentation Water. Trout Haven’s consulting engineer
has conservatively calculated that the amount of Augmentation Water should be less than 1.2
acre-feet per year, but until the SWSP is reviewed and approved by the State Engineers Office,
and/or the Court enters a final, unappealable decree confirming the the annual amount of
Augmentation Water, such calculated amount is not certain. Once the amount if certain, the
Parties acknowledge and agree that the annual amount should not vary during the Term of the
Lease and they further agree to negotiate in good faith to amend this Lease, if necessary, to reflect
an actual need for Augmentation Water in excess of 1.2 acre-feet per year for the remainder of
the Term of Lease.
3.Pond Refill. During the Term, Trout Haven may have the need to drain the Reservoir
for maintenance or repair. The Town agrees that, if Trout Haven needs to drain the Reservoir for
maintenance and repair during the Term, it will work with Trout Haven to identify a source of
its water, subject to physical and legal availability, to lease up to 1.8 acre-feet of water (the
amount of volume of water in the Reservoir as estimated by Trout Haven’s consulting engineer)
for Trout Haven to fill or re-fill the Reservoir after such it completes such maintenance or repair.
Any such lease of water for pond refill will be subject to terms and conditions to be agreed upon
by the Town and Trout Haven at the time of the lease.
4.Use of Augmentation Water. Except as contemplated by the Parties in paragraph 3, the
Augmentation Water shall only be used pursuant to the Augmentation Plan. The Augmentation
Water shall not be sold, transferred, exchanged, traded, or otherwise disposed of by Trout Haven.
5.Delivery of and Accounting for Augmentation Water. The Town shall be responsible
for delivery of the Augmentation Water to the Big Thompson River in accordance with the
District 4 Water Commissioner's requests. The Town, if requested, shall provide an accounting
of the releases. Trout Haven shall be responsible for any accounting that is required to be filed
pursuant to the SWSP and the Augmentation Plan.
3
6. Initial Fee. Upon execution of this Lease, Trout Haven agrees to pay a one-time fee of
two thousand ($2,000.00) to the Town for the Town’s administration costs, fees, and expenses
related to reviewing and drafting this Lease, setting up the appropriate accounting, and the
ongoing administrative fees associated with complying with this Lease.
7. Annual Base Fee (Base Fee). While the Lease contemplates that the annual amount of
Augmentation Water for the Augmentation Plan may be up to 1.2 acre-feet, Trout Haven shall
pay an annual Base Fee of $1,750.00 per year per acre-foot for the actual, required amount of
Augmentation Water that becomes certain pursuant to paragraph 2. The annual fee shall increase
in an amount of: $50.00 per acre-foot per each calendar year for the actual, required amount of
Augmentation Water. Trout Haven shall make this Base Fee payment by April 1 of each year
under this Lease. This payment shall be nonrefundable, except under the terms of paragraph 12
(“Curtailment”) herein and is not contingent upon Trout Haven’s actual usage of the
Augmentation Water during that year. If Trout Haven does not make a payment when due, the
Town has the option of terminating the Lease under the provisions of paragraph 11 (“Remedies
for Default”) herein.
8. Annual Charge. Trout Haven shall pay an Annual Charge to reimburse the Town for
the actual annual Municipal Subdistrict charge to the Town for carriage, pumping, and Bureau
of Reclamation charges allocated and accrued to the Windy Gap water per acre foot. The 2026
Annual Charge is set forth on Exhibit C attached hereto and incorporated herein by reference.
The Annual Charge for 2027 and each calendar year thereafter shall be based on the previous
year’s Annual Charge. The Annual Charge shall be for the actual amount of Windy Gap water
released by the Town pursuant to paragraph 5 of this Lease. The Town shall provide the amount
of the Annual Charge to Trout Haven by May 1 of each year along with documentation
supporting the Annual Charge. The Annual Charge shall be paid on or before June 1 of each
calendar year.
9. Costs and Charges. The Town shall be responsible for payment of all carriage, pumping,
and Bureau of Reclamation charges allocated and accrued to the Windy Gap Water. The Town shall
also be responsible for any firming or collateralizing expenses, which it incurs as a result of its firming
the yield of its Windy Gap Water due, without limitation, to storage of water or borrowing CBT
Water.
10. Trout Haven Obligations are Joint and Several. Each of Blue Sky III LLC, Blue Sky IV
LLC, and BAM FAM LLC are jointly and severally liable for the obligations of Trout Haven under
this Lease.
11. Remedies for Default. A default shall be deemed to have occurred if either party
breaches its obligations hereunder and fails to cure such breach within thirty (30) days of the
non-breaching party’s written notice, specifying the breach. Waiver or failure to give notice of a
particular default or defaults shall not be construed as condoning or acquiescing to any continuing
or subsequent default. In addition to other legal remedies available to it for a default, including
specific performance and damages.
12. Curtailment. The Town represents that, under reasonable and foreseeable
circumstances, it should have adequate water to deliver the Augmentation Water under this
4
Lease. Trout Haven recognizes that the Augmentation Water provided hereunder is presently
surplus to the Town’s needs, but that the Town’s water supply is dependent upon natural
resources that are variable in quantity of supply from year to year and which can be affected
by causes beyond the Town’s control. The Town shall not be liable for failure to adequately
anticipate availability of the Town’s water supply or for actual failure of the Town’s water
supply, except to reimburse any fees paid in advance by Trout Haven for acre feet of
Augmentation Water that were not delivered. In times of shortage or failure, the Town may
refuse to supply Augmentation Water or curtail the amount of Augmentation Water provided
pursuant to this Lease in order to meet the Town’s reasonable municipal needs for water.
13. Recordation; Lease to Run with the Property; and Binding Upon Successors and
Assigns. This Lease shall be a covenant running with the Property and shall be recorded in
the real estate records of Larimer County, Colorado. This Lease shall bind and benefit all
future owners, successors, assigns, lenders taking title through foreclosure, and any related
Trout Haven ownership entities acquiring title to the Resort on the Property through transfer,
refinancing, estate planning or reorganization (collectively, “Future Transfer Event”),
without requirement of new approval from the Town for each such Future Transfer Event,
subject only to written notice to the Town at each Future Transfer Event to ensure accurate
and updated billing information and notice information as required in paragraph 21.
14. Entire Agreement. This Lease constitutes the entire agreement between the Parties and
supersedes all other prior and contemporaneous agreements, representations, and understandings
of the Parties regarding the subject matter of this Lease. No supplement, modification, or
amendment of this Lease shall be binding unless executed in writing by the Parties. No
representations or warranties whatever are made by any party to this Lease except as specifically
set forth in this Lease or in an instrument delivered pursuant to this Lease.
15. Full Authority. The undersigned represent that they have full authority to enter into this
Lease on behalf of the respective Parties.
16. Enforcement. This Lease shall be construed and governed in accordance with the laws
of the State of Colorado, and it shall be deemed performable in Larimer County, Colorado. This
Lease may be enforced in an action for specific performance, injunctive relief, or damages in the
District Court, Larimer County, Colorado.
17. Paragraph Headings. The headings of the paragraphs of this Lease are inserted solely
for the convenience of reference and are not a part of and are not intended to govern, limit, or aid
in the construction of any term or provision herein.
18. No Third-Party Beneficiaries. Except as permissibly assigned hereunder, this Lease is
solely for the benefit of Trout Haven and the Town and no third party shall be entitled to the
benefit or any of the provisions of this Lease.
19. Governmental Immunity Act. No term or condition of this Lease shall be construed or
interpreted as a waiver, express or implied, by the Town of any of the notices, requirements,
immunities, rights, benefits, protections, limitations of liability, and other provisions of the
Colorado Governmental Immunity Act, C.R.S. § 24-10-101 et seq. and under any other
5
applicable law.
20. Appropriation. To the extent this Lease constitutes a multiple fiscal year debt or
financial obligation of the Town, it shall be subject to annual appropriation pursuant to the
Town’s annual budgeting process and Article X, Section 20 of the Colorado Constitution. The
Town shall have no obligation to continue this Lease in any fiscal year in which no such
appropriation is made.
21. Payments and Notices. All payments and notices required or permitted under this Lease
must be in writing and may be delivered by personal service, by a reputable overnight courier,
by certified mail (return receipt requested), or by electronic mail (email) to the email addresses
designated below:
LESSEE: LESSOR:
Blue Sky III LLC and Blue Sky IV LLC The Town of Estes Park
6655 W. Prentiss Avenue
Littleton, CO 80123
Email: patmurphyrealtor@aol.com
BAM FAM LLC
c/o Brett Murphy, Manager
2179 Green Oaks Drive
Greenwood Village, CO 80121
Email: brett@themurphyteamco.com
With a copy to:
Scott Holwick, Esq.
Lyons Gaddis, P.C.
P.O. Box 978
Longmont, Colorado 80502-0978
P.O. Box 1200
Estes Park, Colorado 80517-1200
Email: _townadmin@estes.org_
With a copy to:
Estes Park Water Division
Attn: Water Superintendent
P.O. Box 1200
Estes Park, Colorado 80517-1200
Email: water-department@estes.org
Notice given by email is effective upon transmission, provided that the sender receives an
automated delivery receipt, a reply confirmation from the-recipient, or promptly sends a
secondary confirmation copy via certified mail or overnight delivery if no receipt is triggered.
Notice by means other than by email shall be deemed to be effective on the earlier date of its
actual receipt or the third day after the same is deposited with the United States Postal Service.
Either party, by notice given as provided above, may change the person and/or the address(es) to
which future notices are to be sent.
(Balance of page intentionally left blank)
6
Blue Sky III LLC
By: _________________________
Patrick L. Murphy, Manager
STATE OF COLORADO )
) ss.
COUNTY OF ARAPAHOE )
The foregoing instrument was acknowledged before me this _____ day of ____________,
2026, by Patrick L. Murphy, as Manager of Blue Sky III LLC.
My commission expires .
Witness my hand and official seal.
7
Blue Sky IV LLC
By: _________________________
Patrick L. Murphy, Manager
STATE OF COLORADO )
) ss.
COUNTY OF ARAPAHOE )
The foregoing instrument was acknowledged before me this _____ day of ____________,
2026, by Patrick L. Murphy, as Manager of Blue Sky IV LLC.
My commission expires .
Witness my hand and official seal.
8
BAM FAM LLC
By: _________________________
Brett Murphy, Manager
STATE OF COLORADO )
) ss.
COUNTY OF ARAPAHOE )
The foregoing instrument was acknowledged before me this _____ day of ____________, 2026, by
Brett Murphy, as Manager of BAM FAM LLC.
My commission expires .
Witness my hand and official seal.
9
The Town of Estes Park
By: Gary Hall
Title: Mayor
ATTEST:
________________________________
Jackie Williamson, Town Clerk
STATE OF COLORADO )
) ss.
COUNTY OF LARIMER )
The foregoing instrument was acknowledged before me this _____ day of ____________, 2026, by
Gary Hall, as Mayor of the Town of Estes Park, Colorado.
My commission expires .
Witness my hand and official seal.
10
EXHIBIT A
(Legal Description)
11
EXHIBIT B
(Property Figure)
12
EXHIBIT C
(Annual Charge)
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Legend
Trout Haven Pond
O Inlet Headgate
Outlet Headgate
Inlet Channel
Outlet Pipeline
Big Thompson River
Site Overview Map
EXHIBIT
B
7/24/2026 DRAWN BY: WAT
EXHIBIT C
BILL
TO
Blue Sky III LLC and Blue Sky IV LLC
c/o Patrick L. Murphy, Manager of each entity
6655 W. Prentiss Avenue
Littleton, CO 80123
Email: patmurphyrealtor@aol.com
BAM FAM LLC
c/o Brett Murphy, Manager
2179 Green Oaks Drive
Greenwood Village, CO 80121
Email: brett@themurphyteamco.com
Invoice # 20260814_TroutHaven
Invoice Date 8/14/2026
Customer ID TBD
DATE AGREEMENT DATE DUE ON OR BEFORE SALES REP. F.O.B. SHIP VIA TERMS TAX ID
30 days upon receipt
QTY ITEM UNITS DESCRIPTION DISCOUNT % TAXABLE UNIT PRICE TOTAL
1 EA
Initial Fee
one-time setup fee – NOT
reoccurring
2,000 $ 2000.00
1 EA
Annual Base Fee (Base Fee)
First year then increases $50
each year
1,750 $ 2100.00
1.2 Ac/ft annual Municipal Subdistrict
charge per acre foot $238.97 $ 293.93
Please return the portion below with your payment.
Ref: WATER DIVISION
Subtotal $ 4393.93
Tax -
Shipping -
Miscellaneous -
BALANCE DUE $4386.76
REMITTANCE
TOWN OF ESTES PARK
INVOICE
Town of Estes Park
Account Receivable
PO Box 1200
Estes Park, CO 80517
PHONE (970) 577-3630
FAX (970) 577-9354
E-MAIL JFredricks@estes.org
WEBSITE www.estes.org
EXHIBIT C
BILL
TO c/o Patrick L. Murphy, Manager of each entity
6655 W. Prentiss Avenue
Littleton, CO 80123
Email: patmurphyrealtor@aol.com
BAM FAM LLC
c/o Brett Murphy, Manager
2179 Green Oaks Drive
Greenwood Village, CO 80121
Email: brett@themurphyteamco.com
Invoice Date 8/14/2026
Customer ID TBD
1 EA one-time setup fee – NOT $2,000 $ 2000.00
1 EA First year then increases $50 $1,750 $ 2100.00
1.2 Ac/ft $238.97 $ 293.93
Please return the portion below with your payment.
Subtotal $ 4393.93
Tax -
Shipping -
Miscellaneous -
BALANCE DUE $4386.76
TOWN OF ESTES PARK
INVOICE
Account Receivable
PO Box 1200
PHONE
FAX (970) 577-9354
E-MAIL JFredricks@estes.org
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: Jaqueline Wesley, P.E., Project Manager and Reuben Bergsten, Utilities
Director
Department: Utilities
Date: September 8, 2026
Subject: Resolution 96-26 Setting Water Rates Public Hearing Dates
Type: Resolution
Objective:
To set dates for public hearings (October 27, 2026, and November 10, 2026) to present
the proposed water rate increases.
Present Situation:
The Water Division is a cost-based Enterprise funded solely through water rates and tap
fees. Costs and revenues must be balanced in order to meet the Town’s strategic plan
and implement the latest Water master Plan which includes a new water treatment
plant, distribution system improvements, water storage tank improvements, and
enhancement at the existing two water treatment plants (primarily at Marys Lake Water
Treatment Plant).
The preliminary rate study results were presented at the July 14 Town Boad study
session. The initial phase of the rate study is complete and contains two alternatives
that both recommend three years of 15 percent annual rate increases. The increases
are required to build adequate revenues to support annual bond payments estimated
between $7M and $8M annually.
During 2027, AE2S/Nexus will complete their analysis to establish equity between rate
classes, review alternative rate structures/classes and rate design, analyze tap fees, and
evaluate alternative revenue sources. Following the completion of this work, staff will
bring forward recommendations for the Board's consideration.
Proposal:
Staff request two public hearing dates be set by the Town Board to allow the rate study
information to be presented to the Board and the public. Prior to the public hearings,
staff will conduct public education outreach. Public outreach will include bill messages,
website updates, news releases, and public hearing notices before the October 27,
2026 and November 10, 2026 public hearings. The requested public hearing dates are
October 27, 2026 and November 10, 2026, to be conducted as part of the regularly
scheduled Town Board meetings.
Advantages:
• Allow adequate time for staff to advertise and inform the public of the rate study
recommendations and scheduled public hearing
• Provide opportunity for public education and comment regarding the rate study
recommendations
• Finalize the implementation schedule to allow the rate increase to occur in early
2027
Disadvantages:
• Dates for the public hearings are toward the end of the year so the public may
feel economic pressure from the holiday season and the overall economy;
however, the total rate increase is spread over time to mitigate any sudden
impacts and allow for economic planning
Action Recommended:
Staff recommend approving the public hearing dates that will allow for the public
hearings to occur in 2026.
Finance/Resource Impact:
There is no budget impact from setting the public hearing dates (this action); however,
budget impact will occur with the rate increase, if approved after the public hearings.
Level of Public Interest:
High, utility rates reach all of our 5,740 customer accounts plus bulk water dispenser
customers in and outside the Estes Valley.
Sample Motion:
I move for the approval/denial of Resolution 96-26 setting public hearings for the water
rate study on October 27, 2026, and November 10, 2026.
Attachments:
1. Resolution 96-26 Setting the Public Hearing Dates for the Water Rate Study
2. Water Rate Study - Phase 1: Multi-Year Revenue Adequacy Evaluation, August
20, 2026, AE2S/Nexus
3. Existing Water Rates, 2018 - 2022
4. Resolution 88-25 Approving a Professional Services Contract with AE2S to
support Completion of the Water Master Plan and Conduct a Rate Study
RESOLUTION 96-26
SETTING PUBLIC HEARINGS FOR PROPOSED CHANGES TO WATER RATES
WHEREAS, the Water Enterprise is funded from water rates and tap fees; and
WHEREAS, the last approved rate increase was for 2022, which does not provide
adequate funding to meet current operational costs and for future capital improvement;
and
WHEREAS, a formal rate study has been completed recommending a water rate
increase.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
It is hereby ordered that two public hearings on a proposed water rate increase
shall be held in the Board Room of the Municipal Building, 170 MacGregor Avenue, on
Tuesday, October 27, 2026, and on Tuesday, November 10, 2026, during the regularly
scheduled Town Board Meeting starting at 7:00 p.m. The public hearings allow the
proposed water rate increase to be reviewed by the Town Board. Customers are
encouraged to provide feedback in person at the hearings, through counsel, or provided
in writing to the Town Clerk before noon, October 26, 2026.
DATED this 8th day of September, 2026.
TOWN OF ESTES PARK
Mayor
ATTEST:
Town Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 1
P14482-2023-003 Page 1 of 12
Think Big. Go Beyond . www.ae2s.com
SUMMARY MEMORANDUM
To: Town of Estes Park, Colorado
From: AE2S Nexus
Shawn Gaddie, PE
Re: Water Rate Study - Phase 1: Multi-Year Revenue Adequacy Evaluation
Date: August 20, 2026
INTRODUCTION
The Town of Estes Park (Town) retained AE2S Nexus to complete a Water Utility Rate Study in
coordination with the Town’s ongoing Water Master Plan update. The study is structured in three
phases. This Phase 1 effort is a multi-year Revenue Requirements and Revenue Adequacy
evaluation, focused on the overall level of rate revenue the Water Utility must generate to remain
financially sustainable as the Town advances a significant capital program. The phases of Town’s
overall utility financial plan are outlined as follows:
•Phase 1 encompasses review and analysis of Town data, completion of the revenue
adequacy evaluation, development of rate revenue adjustment recommendations, and
Town Board coordination and input.
•Phase 2 will optimize internal revenue sources, addressing tap fees, rate structure, cost of
service, and alternative revenue sources.
•Phase 3 will pursue external funding, including a detailed assessment of a co-funding
strategy for the Water Treatment Plant project.
It is anticipated that Phase 2 and Phase 3 will commence soon after the adoption of the Phase 1
recommendations outlined herein by the Town Board of Trustees.
This evaluation builds on foundational work already completed for the Water Utility, including the
2019 Rate Study, the 2020 through 2022 rate schedule, the 2016 tap fee schedule, the YMCA
contract service agreement, and the January 2026 Water Master Plan. Together these establish
the Utility’s current rate structure, customer commitments, and capital investment direction.
Looking forward, the Utility faces inflation and cost escalation, deferred maintenance, major
Attachment 2
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 2 of 12
Think Big. Go Beyond . www.ae2s.com
system improvements identified in the Master Plan, limited growth projections, and the rollback
of state and federal funding programs.
The goals of the Phase 1 study include:
• Ensuring reliable, sustainable operation of the Water Utility over a multi-year planning
horizon.
• Establishing the overall rate revenue increases needed to fund operations, capital, and debt
service.
• Supporting implementation of the Water Master Plan while maintaining adequate cash
reserves and debt service coverage.
• Providing Town Board members with a clear picture of the revenue impacts associated with
different capital outcomes.
Several conditions frame the Water Utility’s current financial position and shape the
recommendations that follow:
• No rate increases have been implemented since 2022. Costs have continued to escalate
under very high inflationary pressure while rate revenue has remained flat, eroding the
Utility’s ability to fund operations and reinvestment.
• Capital needs are projected to be significant and largely debt funded. The Master Plan
identifies a range of major improvements over the next ten years, including a new Water
Treatment Plant (WTP), treatment improvements, storage, and distribution projects.
• Growth is limited. Consistent with recent historical Town growth, little customer or
consumption growth is projected, so additional revenue must come primarily from rate
adjustments rather than from new users.
• Future Capital Project Cost outcomes remain uncertain. Final facility sizing, timing, and
costs for the WTP are still being refined, so the model was built to evaluate a range of
capital outcomes rather than a single fixed cost.
REVENUE REQUIREMENTS FORECASTING
A ten-year financial model was developed for the Water Utility using the Town’s adopted budget,
historical actuals, and Master Plan capital implementation information. Projected revenue
requirements include operation and maintenance (O&M) expense, the programmed Capital
Improvement Plan (CIP), existing and proposed debt service, transfers, and contributions to
reserves. The model was calibrated against 2024 actual water consumption and reflects staffing
additions programmed to begin in 2027, split between water distribution and purification per
Town direction. Table 1 summarizes the projected O&M expense by functional category over the
ten-year planning period.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 3 of 12
Think Big. Go Beyond . www.ae2s.com
Table 1: O&M Expense by Category
Category 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
Water Purification $1.7M $1.8M $1.9M $2.0M $2.0M $2.1M $2.2M $2.2M $2.8M $2.9M
Water Distribution $3.1M $3.3M $3.4M $3.5M $3.6M $3.7M $3.8M $3.9M $4.0M $4.2M
Customer Accounts $0.4M $0.4M $0.4M $0.5M $0.5M $0.5M $0.5M $0.5M $0.5M $0.5M
Administration and
General
$1.6M $1.6M $1.7M $1.7M $1.8M $1.8M $1.9M $1.9M $2.0M $2.1M
Source of Supply $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M $0.2M
Total $7.0M $7.3M $7.5M $7.8M $8.0M $8.3M $8.5M $8.8M $9.6M $9.9M
Prior Year % Change – 3% 3% 3% 3% 3% 3% 3% 9% 3%
Key O&M assumptions include general inflation with labor, materials, and purchased water
escalating at approximately 3% annually, utilities at 6% annually, and miscellaneous items at 1%
annually. A 25% step increase in purification costs is included beginning in 2034 to reflect
operation of the new Water Treatment Plant. No significant additional fleet needs are
programmed over the planning period. On this basis, annual O&M expense is projected to grow
from roughly $7.0M in 2026 to approximately $10.0M by 2035, with water distribution and water
purification accounting for the largest shares.
Table 2: Higher Scenario Capital Plan by Project
Category 2027 2028 2029 2030 2031 2032 2033 2034 2035
Marys Lake WTP
Improvements – $11M – – – – – – –
Thunder Mountain
Tank Project $3.2M – – – – – – – –
Fall River Estates Pump
Station – – $5.5M – – – – – –
New Water Treatment
Plant $0.5M $0.5M $21.0M $20.0M $20.0M $20.0M $20.0M – –
Big Thompson Tank
Project – – $5.6M – – – – – –
Glacier Creek
Improvements – $1.6M – – – – – – –
Miscellaneous / Pipe
Improvement Projects $0.1M $0.1M $0.1M $1.6M $2.1M $2.1M $2.1M $2.1M $2.5M
Total $3.8M $13.2M $32.2M $21.6M $22.1M $22.1M $22.1M $2.1M $2.5M
Table 2 presents the Higher Scenario capital plan by project for the ten-year rate study planning
period. The CIP reflects the Master Plan’s near-term priorities and is primarily debt funded.
Consistent with the High/Low approach used throughout this study, ten-year capital needs are
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 4 of 12
Think Big. Go Beyond . www.ae2s.com
framed as a range of approximately $110M under the Lower Scenario to approximately $150M
under the Higher Scenario, with the new Water Treatment Plant accounting for nearly all of the
difference. Table 2 presents the Higher Scenario capital plan by project. Larger programmed
projects include the Thunder Mountain Tank Project ($3.2M, 2027), Marys Lake WTP
Improvements ($11M, 2028), Glacier Creek Improvements ($1.6M, 2028), the Fall River Estates
Pump Station ($5.5M, 2029), the Big Thompson Tank Project ($5.6M, 2029), and the new Water
Treatment Plant. Smaller recurring capital, such as meters and distribution improvements, is
funded annually from rate revenue and grows to roughly $2.1M to $2.5M per year beginning in
2030 as pipe replacement work is added. The construction of the two scenarios and their effect
on required rate revenue are described in the Capital Financing Scenarios section.
Proposed debt is assumed to carry a 30-year term at 3.5% interest for the Water Treatment Plant,
with shorter 20-year terms for storage and distribution projects. Water Treatment Plant financing
is structured as five sequential issuances across the construction period, with the first principal
payment beginning in 2030. The model maintains debt service coverage consistent with
anticipated bond covenants, evaluated against a 120% debt service coverage ratio. The debt
pricing details utilized in this study are common terms utilized by subsidized State and Federal
sources such as the Environmental Protection Agency (EPA) Drinking Water State Revolving Loan
Fund (DWSRF) or the United States Department of Agriculture Rural Development (USDA RD)
financing programs. The actual source, timing, issuance and structure of debt were not evaluated
in detail with this Study. Because debt service coverage requirement assumptions cause the Utility
to generate free cashflow beyond what is needed for debt service P&I alone, the model directs a
portion of that cash to a rate-funded capital line for already-identified pipe replacement and CIP
work rather than allowing it to accumulate to unutilized reserves. As actual debt service issuances
are evaluated in the future, the model can be updated to reflect timing, pricing, and structure
requirements that are anticipated to be provided by the funding program utilized or the Town’s
Municipal Advisor at that time.
Figure 1 presents the projected revenue requirements under both the higher and lower capital
outcome. Total rate revenue must grow substantially over the planning period, driven primarily
by rising debt service as the Water Treatment Plant financing comes online. Table 3 provides the
detailed annual revenue requirement components underlying each scenario.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 5 of 12
Think Big. Go Beyond . www.ae2s.com
Figure 1: Projected Water Revenue Requirements - Higher vs. Lower Capital Scenario
Table 3: Projected Annual Revenue Requirement Detail
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
Operation &
Maintenance $7.0M $7.3M $7.5M $7.8M $8.0M $8.3M $8.5M $8.8M $9.6M $9.9M
Transfers $0.1M $0.1M $0.1M $0.1M $0.1M $0.1M $0.1M $0.1M $0.1M $0.1M
Rate-Funded
Capital $4.2M $0.6M $2.2M $1.1M $1.6M $2.1M $2.1M $2.1M $2.1M $2.5M
Debt Service (P&I)
- Higher Scenario $0.9M $0.9M $0.7M $1.4M $4.7M $5.8M $6.9M $8.0M $9.1M $9.1M
Debt Service (P&I)
- Lower Scenario $0.9M $0.9M $0.7M $1.4M $3.5M $4.0M $4.6M $5.1M $5.7M $5.7M
Total Revenue
Requirement -
Higher Scenario
$12.2M $8.9M $10.6M $10.4M $14.5M $16.3M $17.7M $19.0M $20.9M $21.6M
Total Revenue
Requirement -
Lower Scenario
$12.2M $8.9M $10.6M $10.4M $13.2M $14.5M $15.3M $16.1M $17.5M $18.1M
REVENUE SOURCES AND GROWTH
The Water Utility’s 2026 budget includes approximately $8.2M in total revenue, of which roughly
85% is rate revenue collected through fixed and volumetric charges. The balance consists of
miscellaneous revenue and interest income, projected to grow at approximately 1% annually.
Because the non-rate sources are small and largely fixed, essentially all of the additional revenue
required to fund the Master Plan must be generated through rate revenue. The composition of
the Water Utility's 2026 revenue sources is illustrated in Figure 2.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 6 of 12
Think Big. Go Beyond . www.ae2s.com
Figure 2: 2026 Water Revenue Sources
Customer and consumption growth is projected at 0.5% annually for residential classes and 1.5%
annually for non-residential classes, with no growth assumed for bulk water sales or the YMCA. At
these rates, growth contributes approximately one percentage point of rate revenue each year. A
15% across-the-board rate increase would therefore produce roughly a 16% increase in total rate
revenue.
CAPITAL FINANCING SCENARIOS
A central question of this Phase 1 Study is how the required rate revenue increases change
depending on the scale and cost of the capital program, with the Water Treatment Plant as the
primary variable. Because final Master Plan implementation costs are not yet known, the analysis
frames a range using two planning scenarios that bracket the likely outcomes:
• Higher Scenario – approximately $150M Master Plan implementation. Reflects the full
greenfield Water Treatment Plant proceeding at an estimated cost of roughly $100M in
debt-funded capital, plus the balance of programmed Master Plan projects.
• Lower Scenario – approximately $110M Master Plan implementation. Reflects a
reduced-cost or reduced-scope treatment outcome, with roughly $50M in WTP debt, plus
the balance of programmed projects.
Scenario construction reflects approximately $40M to $50M of capital cost variability estimated
to date for Master Plan implementation, producing a range of $110M to $150M in capital needs
over the next ten years. The intent is to build a revenue increase strategy sized for the higher
outcome that can be “backed off” if the more favorable outcome is realized.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 7 of 12
Think Big. Go Beyond . www.ae2s.com
Rate revenue increases are needed under either scenario. Both paths begin with the same front-
loaded increase strategy and diverge only once the treatment plant financing takes effect. In both
scenarios, rates increase 15% per year for the first three years (2027 through 2029). This front -
loaded approach reflects Town direction to begin building revenue early, addresses emergent
capital needs, and signals urgency to the community ahead of the larger financing decisions.
After 2029 the two paths separate. Under the Lower Scenario, increases step down to 10% and
then to 5% before leveling off near 1% as the utility reaches a sustainable footing. Under the
Higher Scenario, 15% increases continue through 2031 before tapering more gradually, reflecting
the additional debt service that the larger plant carries for the full 30-year term. Table 4 and Figure
3 summarize the annual increases under each scenario and Table 5 represents the projected total
annual rate revenue generated. The values shown are across-the-board rate increases, including
projected growth. Total rate revenue increases are approximately one percentage point higher
than the rate increase for each year.
Table 4: Projected Annual Across-the-Board Rate Increases by Scenario
Year High Scenario (~$150M MP / ~$100M WTP) Low Scenario (~$110M MP / ~$50M WTP)
2027 15% 15%
2028 15% 15%
2029 15% 15%
2030 15% 10%
2031 15% 10%
2032 12% 10%
2033 12% 5%
2034 10% 5%
2035 5% 5%
2036 1% 1%
2037 1% 1%
Table 5: Projected Annual Rate Revenue by Scenario
2026 2027 2028 2029 2030 2031 2032 2033 2034 2035
Projected Rate
Revenue - Higher
Scenario
$6.7M $7.7M $9.0M $10.4M $12.1M $14.0M $15.8M $17.9M $19.8M $21.0M
Projected Rate
Revenue - Lower
Scenario
$6.7M $7.7M $9.0M $10.4M $11.5M $12.8M $14.2M $15.0M $15.9M $16.9M
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 8 of 12
Think Big. Go Beyond . www.ae2s.com
Figure 3: Annual Rate Revenue Increases – Higher vs. Lower Capital Scenarios
REVENUE ADEQUACY RESULTS
Revenue adequacy is the forward-looking comparison of the revenue required to operate,
maintain, reinvest in, and expand the system against the revenue the Utility is projected to
generate. The model projects net revenue requirements, revenue generated by the proposed
increases and the resulting annual surplus or deficiency, and tracks the Utility’s cash position
against its reserve levels.
Financial Model and Assumptions
• Starting Cash. The model begins from the budgeted 2026 year-end Water Utility fund
balance of approximately $4.6M, which serves as the starting point for the revenue
adequacy projection from 2027 forward.
• Reserve Obligation vs. Reserve Target. The model distinguishes between a reserve
obligation, meaning an externally enforceable requirement such as a bond covenant
reserve, and an internal reserve target set by Town policy. The bond covenant reserve under
a treatment plant issuance is assumed to be funded from bond proceeds at issuance rather
than from rate revenue, and may be satisfied through surety or insurance as the Town does
with its power utility enterprise.
• Operating Reserve Obligation. An operating reserve requirement target equal to 25% of
the operating budget, roughly 90 days of O&M, is used as the working reserve floor for the
revenue adequacy analysis.
• Cash Balances Stabilization. A key modeling criterion is that projected year-over-year use
of cash and cash balances stabilize and begin to recover within roughly ten years rather
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 9 of 12
Think Big. Go Beyond . www.ae2s.com
than declining continuously. The recommended increases were shaped to meet this
criterion under both scenarios.
• Debt Service Coverage. The model evaluates projected coverage against a 120% debt
service coverage ratio. Under the Higher Scenario, coverage reaches a projected low of
approximately 112% in 2030 as treatment plant debt comes online, and strengthens
thereafter. The Lower Scenario remains above 135% in every year of the planning period.
Results
Under both scenarios the recommended increases are projected to maintain debt service
coverage at or near the required level throughout the planning period, strengthening once
treatment plant debt is fully issued. The Lower Scenario holds coverage above 135% in every year.
The Higher Scenario reaches a low of approximately 112% in 2030 and 120% in 2031 before
recovering to roughly 137% by 2035. Figure 4 presents projected total cash balances under both
scenarios against the 90-day operating reserve obligation.
The Lower Scenario holds cash comfortably above the operating reserve obligation throughout,
stabilizing in the $4.3M to $5.0M range. The Higher Scenario draws cash down further, reaching
a low near $2.6M around 2032 as the treatment plant debt peaks, but the front-loaded increases
allow balances to recover and grow back toward $5.0M by 2037. In both cases the model achieves
the intended “soft landing” and achieves appropriate cash balance stabilization. Table 6
summarizes the key projected financial results under the Higher Scenario, with year-end cash
shown for both scenarios.
Table 6: Projected Financial Summary (selected years)
2026 2028 2030 2032 2034 2036
Operation & Maintenance $7.0M $7.5M $8.0M $8.5M $9.6M $10.3M
Debt Service (P&I) $0.9M $0.7M $4.7M $6.9M $9.1M $9.1M
Total Rate Revenue $6.7M $9.0M $12.1M $15.8M $19.8M $21.4M
Year-End Cash (High) $4.6M $4.3M $4.3M $2.6M $2.9M $4.3M
Year-End Cash (Low) $4.6M $4.3M $5.0M $4.6M $4.6M $4.5M
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 10 of 12
Think Big. Go Beyond . www.ae2s.com
Figure 4: Total Cash Balance vs. 90-Day Operating Reserve Obligation
Affordability and Regional Context
Affordability was evaluated by comparing the typical single-family residential monthly bill against
median household income (MHI) for the Estes Park service area, assuming 4,500 gallons of
monthly usage and MHI escalating at 3% annually. Under the Higher Scenario the typical bill
increases from $80 per month in 2026 to $92 in 2027 and $232 by 2035. Measured against MHI,
this moves the typical bill from approximately 1.3% of MHI in 2026 to a projected 2.8% by 2034.
The EPA affordability benchmark range is 1.5% to 2.5% of MHI, so the Higher Scenario would
place Estes Park above the upper end of that range in the later years of the planning period.
For regional context, the proposed 2027 typical residential bill of $92 per month compares to $65
per month in Telluride (2026), $82 per month in Steamboat Springs (proposed 2027, with 5%
increases continuing through 2028), and $249 per month in Pinewood Springs (2026). All figures
assume 4,500 gallons of monthly usage.
Estes Park is not alone in facing reinvestment of this magnitude. The Upper Thompson Sanitation
District recently adopted 10.5% rate increases for 2025 and 2026 after its water reclamation facility
exceeded its guaranteed maximum price, which ultimately led to a facility redesign. The Snake
River Water District identified similar issues through its master plan, leading to the issuance of
$30M in bonds and adopted 12% annual increases over the coming decade. The Town of Windsor
reduced the scope of its water reclamation facility from 6.3 to 4.2 MGD as costs escalated from
$50M to $150M, and adopted a 26% stepped rate increase. This benchmarking is illustrative only
and meant to represent the current pressures on utilities making large capital investments;
detailed bill impacts by customer class will be developed in Phase 2 of this rate study.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 11 of 12
Think Big. Go Beyond . www.ae2s.com
NEXT STEPS
This Phase 1 evaluation establishes the overall rate revenue increases the Water Utility needs
under a range of capital outcomes. Implementation is framed in two stages, illustrated in Figure
5.
Figure 5: Rate Revenue Increase Implementation Stages
The primary stage is to begin increasing revenue across all rate classes while evaluation of Master
Plan implementation continues, representing a cumulative increase of approximately 186% over
the planning period. The secondary stage finalizes Master Plan costs and implements revenue
increases by source and customer class once Phase 2 is complete. Moving forward with the
completion of this Phase 1 study, the following steps are recommended:
• Incorporate Town Board feedback and finalize the primary rate revenue increase
recommendations from the range presented, recognizing that both scenarios begin with
the same near-term increases regardless of the final plant decision.
• Review revenue adequacy annually. Actual revenues, expenses, capital costs, and
financing terms will vary over ten years. The Town should monitor performance against the
model and adjust the rate plan as the Master Plan and treatment plant costs are refined
and implemented.
Summary Memorandum Water Rate Study – Phase 1
P14482-2023-003 Page 12 of 12
Think Big. Go Beyond . www.ae2s.com
• Update starting balances. Incorporate 2025 actuals and year-end restricted and
unrestricted reserve balances once finalized by the Finance Director.
• Adopt the Phase 1 Rate Study report documenting the revenue adequacy evaluation and
adopted increases presented herein.
• Begin the Phase 2 Rate Study. Phase 2 will optimize internal revenue sources, addressing
rate structure and rate design, cost-of-service analysis by customer class, tap fee review,
and evaluation of alternative revenue sources.
• Scope Phase 3 Study for external funding development. Phase 3 will provide a detailed
assessment of a co-funding strategy for the Water Treatment Plant project, including
potential outside grant and principal forgiveness opportunities, which directly affect the
level of debt the Utility must carry.
Attachment 3
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RESOLUTION 88-25
APPROVING A PROFESSIONAL SERVICES CONTRACT WITH AE2S TO SUPPORT
COMPLETION OF THE WATER MASTER PLAN AND CONDUCT A RATE STUDY
WHEREAS, the Town desires a professional services contract with Advanced
Engineering and Environmental Services, LLC ("Contract") to support completion of the
water master plan and a multi-phase water rate study.
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF TRUSTEES OF
THE TOWN OF ESTES PARK, COLORADO:
The Board approves, and authorizes the Mayor to sign, the professional services
contract referenced in the title of this resolution in substantially the form now before the
Board. The Town Administrator or designee is authorized to spend up to $165,000 under
this contract.
DATED this 23rd day of September, 2025.
TOWN OF ESTES PARK
Mayor-..
ATTEST:
jt^f \^L ^""^ • 00 ^t_A!
T^rito Clerk
APPROVED AS TO FORM:
Town Attorney
Attachment 4
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: Steve Careccia, Community Development Director
Department: Community Development
Date: September 8, 2026
Subject: Proposed Amendments to Estes Park Development Code Section 3.3
(Code Amendments)
Objective:
Town Board will further discuss draft rezoning criteria and other relevant changes to
Estes Park Development Code Section 3.3 (Code Amendments), and seek public
comment on the proposed changes.
Present Situation:
The Town Board and Planning Commission conducted a joint study session on August
7, 2025, to discuss the review criteria for rezonings (please see the packet and minutes
for additional information.) At the study session, there was agreement from the Board
and Commission to clarify the review criteria, especially regarding the meaning and
applicability of a “change in conditions”. Subsequently, staff was directed to draft an
amendment for future consideration. The Town Board considered draft amendment
language at study sessions held on May 26, 2026 and June 23, 2026 (please see links
for respective packets). The Board directed staff to bring the item back to a regular
Town Board meeting for further consideration and public discussion.
For additional context, the Planning Commission memo from their January 21, 2025,
meeting to review rezoning criteria is also linked to this report.
Proposal:
As requested, staff has drafted revised rezoning criteria, along with other relevant
changes to Section 3.3 (Code Amendments) as presented below and in the
attachments, for further Town Board discussion and public comment.
The draft proposes two new review criteria along with the carryover of one existing
criterion, slightly modified, as described below:
Current Review Criteria 1
The amendment is necessary to address changes in conditions in the areas affected;
Proposed Review Criteria 1
The amendment is consistent with the Future Land Use Plan of the Estes Forward
Comprehensive Plan (December 2022). If the amendment is not consistent with the
Future Land Use Plan, then either:
a. The amendment is necessary to address a change in conditions or
circumstances since the establishment of this Code in the close vicinity of the
amendment area, which area’s extent is subject to the interpretation of the Board
of Trustees in its reasonable discretion; or
b. The amendment will correct a technical error in the text or Official Zoning Map of
this Code.
Staff Commentary: The intent of the change is to place more importance on a proposed
rezonings consistency with the Future Land Use (FLU) Plan (attached) rather than a
change in conditions. It also furthers and clarifies the Comprehensive Plan compatibility
and consistency provisions established in Current Review Criteria 2 (below). A change
in conditions is still relevant as a review criterion, but only if the proposed rezoning is
found to be inconsistent with the FLU Plan. Similarly with a correction of a technical
error, these criteria should only be considered when the rezoning is found to be
inconsistent with the FLU Plan. As such, a rezoning could be found to be inconsistent
with the FLU Plan, but could still warrant approval if the rezoning responded to a
change in conditions or if it corrected a previous error in the Official Zoning Map.
Current Review Criteria 2
The development plan, which the proposed amendment to this Code would allow, is
compatible and consistent with the policies and intent of the Comprehensive Plan and
with existing growth and development patterns in the Estes Valley; and
Proposed Review Criteria 2
The amendment will not adversely impact surrounding properties and the community, or
such potential adverse impacts, including but not limited to impacts related to
environmental conditions, building design and placement, wildlife, access, traffic,
emergency services, utilities, parking, noise, glare, odor, or other similar factors, have
been or shall be adequately addressed and mitigated, to the maximum extent feasible,
through compliance with this Code, enforceable agreements, and/or conditions of
approval. As necessary, conditions of approval may include, but are not limited to, the
following:
a. Reduction in the number and type of permitted uses;
b. Reduction or other regulations on permitted density or intensity of
development;
c. Reduction or other regulations on building or structure massing, height,
and/or design;
d. Provision of additional open space;
e. Increased buffers and/or building setbacks; and
f. Consistency with concept plans, architectural plans, landscape plans, and
other site plans submitted as part of the amendment application.
Staff Commentary: The current review criteria establishes that new development
associated with a rezoning should be consistent with the Comprehensive Plan and
compatible with the surrounding area and community. As noted above, the portion
regarding consistency with the Comprehensive Plan was relocated to Proposed Review
Criteria 1. This allows Proposed Review Criteria 2 to expand upon and specifically focus
on the issues of compatibility and mitigation of adverse impacts.
Current Review Criteria 3
The Town, County or other relevant service providers shall have the ability to provide
adequate services and facilities that might be required if the application were approved.
Proposed Review Criteria 3
The Town and other relevant service providers shall have the ability to provide
adequate services and facilities that would be required if the amendment were
approved.
Staff Commentary: Only minor modifications are proposed. Overall intent remains.
Townwide and Large-Scale Updates
This revision establishes procedures for townwide and large-scale changes to the text
of the Development Code or the Official Zoning Map. As noted in the attachments, such
changes will be made under the Board’s legislative versus quasi-judicial powers. While
this revision was not a directive from either the Board or Commission, it adds procedural
clarity to this section, and so is offered for Board consideration.
Advantages:
• Clarity for staff, stakeholders, and decision makers
• Staff and Design Workshop have anticipated and planned for potential changes
to Development Code Section 3.3 (Code Amendments), so such changes will not
adversely affect the update process or schedule
Disadvantages:
• No disadvantages identified
Action Recommended:
If directed to proceed with the above-mentioned changes, and any other changes
directed by the Board, staff will proceed with the formal text amendment process. This
will include public hearings before the Planning Commission on September 15, 2026,
and Town Board on October 27, 2026.
Finance/Resource Impact:
None at this time
Level of Public Interest:
Public interest is anticipated to be moderate to high.
Attachments:
1. Draft Development Code Section 3.3 (Code Amendments) – Clean Version
2. Draft Development Code Section 3.3 (Code Amendments) – Markup Version
3. Estes Forward Comprehensive Plan (December 2022) – Future Land Use Plan
Created: 2025-07-08 15:01:51 [EST]
(Supp. No. 23, Update 3)
Page 1 of 2
§ 3.3 Code Amendments
A.Initiation. Applications to amend the text of this Code or to amend the Official Zoning Map (rezoning) may
be initiated by the following:
1.By the Community Development Director;
2.By motion of the Estes Park Planning Commission;
3.By request of the Board of Trustees; or
4.By application for a rezoning by the owner(s) of the property for which the rezoning is requested.
B.Private-Party-Initiated Applications for Rezonings. All applications for rezoning initiated pursuant to
§3.3.A.4 above shall comply with the following requirements:
1.Development Plan Required. All applications seeking to amend this Code to allow a change from one
zoning district to a different zoning district shall be accompanied by a development plan. This
requirement may be waived by the Community Development Director, or designee, upon finding the
projected size, complexity, anticipated impacts or other factors associated with the proposed
development or subdivision clearly justify such waiver.
2.Contents of Development Plan. See Chapter 2 of this Code for submittal requirements.
C.Procedures for Approval. All applications for text amendment or rezoning shall follow the standard
development approval process set forth in Chapter 2 of this Code.
D.Standards for Review. All applications for text amendment or rezoning, or alteration of conditions of
approval of zoning, shall be reviewed by the Planning Commission and Board of Trustees for compliance with
the relevant standards and criteria set forth below and with other applicable provisions of this Code.
1.The amendment is consistent with the Future Land Use Plan of the Estes Forward Comprehensive Plan
(December 2022). Alternatively, if the amendment is not consistent with the Future Land Use Plan,
then either:
a.The amendment is necessary to address a change in conditions since the establishment of this Code,
in the vicinity of the amendment area, which area’s extent is subject to the interpretation of the
Board of Trustees in its reasonable discretion; or
b.The amendment will correct a technical error in the text or Official Zoning Map of this Code.
2.The amendment will not adversely impact surrounding properties and the community, or such
potential adverse impacts, including but not limited to impacts related to environmental conditions,
building design and placement, wildlife, access, traffic, emergency services, utilities, parking, noise,
glare, odor, or other similar factors, have been or shall be adequately addressed and mitigated, to the
maximum extent practicable, through compliance with this Code, enforceable agreements, and/or
conditions of approval. As necessary, conditions of approval may include, but are not limited to, the
following:
a.Modification in the number and type of permitted uses;
b.Modification or other regulations on permitted density or intensity of development;
c.Modification or other regulations on building or structure massing, height, and/or design;
d.Provision of additional open space;
e.Increased buffers and/or building setbacks; and
Attachment 1
Created: 2025-07-08 15:01:51 [EST]
(Supp. No. 23, Update 3)
Page 2 of 2
f. Consistency with concept plans, architectural plans, landscape plans, and other site plans submitted
as part of the amendment application.
3. The Town and other relevant service providers shall have the ability to provide adequate services and
facilities that would be required if the amendment were approved.
E. Townwide and Large-Scale Updates. Changes to the text of this code or the Official Zoning Map updating the
regulations or zoning designations for an area of the Town encompassing more than 640 acres of land, or
involving more than 100 properties owned by unique owners, establish Town-wide policy regarding future
urban growth. Generally applicable textual changes, or changes applicable to one or more zoning districts,
fall within this category. Because of the large number of properties involved in such updates, and because of
the generally applicable nature of these amendments, it is necessary to act under the Board of Trustees’
legislative powers and procedures and it would be impossible, in light of the Town’s other duties, to alter the
development code's maps and text through a series of individualized quasi -judicial proceedings. These
amendments may include changes to text and maps to classify and allocate land uses and distribution based
on need and actual utilization, to protect the tax base and foster economic opportunities, to improve
transportation and lessen congestion, to secure safety, and to protect the environment. The Board of
Trustees acts in a legislative capacity when it considers ordinances for such updates. The Board of Trustees
will consider the substance of subsection D, above, when considering such updates. However, legislative
actions are discretionary, and bound only by applicable statutes. The Town shall never be compelled to
undertake a legislative action, unless otherwise required by state or federal law, even if all review criteria
have been satisfied. The requirements of section 31-23-304, C.R.S., shall apply, but the procedural
requirements of this code, including chapter 3, shall not. Instead, Staff may conduct outreach to the
community as directed by the Board of Trustees in its discretion.
F. Applications for Building Permits During Consideration of Application for Amendment to this Code.
1. Whenever an ordinance or resolution has been introduced before the Board that involves a change in
zoning from a less restricted district to a more restricted district, or to set forth prohibited uses in any
existing zone district, no building permit shall be issued for a period not to exceed 120 days from the
date of the introduction of such zoning amendment when such building permit would authorize the
construction of a building or the establishment of a use that would become nonconforming under the
contemplated zoning amendment.
2. If such ordinance is not adopted within 120 days, the Town is authorized to accept applications and
issue building permits regardless of the pendency of such amendment.
Created: 2025-07-08 15:01:51 [EST]
(Supp. No. 23, Update 3)
Page 1 of 3
§ 3.3 Code Amendments
A.Initiation. Applications for to amend the text of this Code or to amend the Official Zoning Map (rezoning)
amendments may be initiated by the following:
1.By the Community Development Director;
2.By motion of the Estes Valley Park Planning Commission;
23.By request of either the Board of Trustees; or
34.By application for a rezoning by the owner(s) of the property for which the rezoningamendment is
requested.
B.Private-Party-Initiated Applications for Code Amendments (Rezonings). All applications for text or Official
Zoning Map amendmentsrezoning initiated pursuant to §3.3.A.3 4 above shall comply with the following
requirements:
1.Development Plan Required. All applications seeking to amend this Code to allow a change from one
(1)zone zoning district to a different zone zoning district or seeking to amend this Code by changing
the permitted uses in any zone district shall be accompanied by a development plan. This requirement
may be waived by Staff the Community Development Director, or designee, if it findsupon finding that
the projected size, complexity, anticipated impacts or other factors associated with the proposed
development or subdivision clearly justify such waiver.
2.Contents of Development Plan. See Appendix BChapter 2 of to this Code for submittal requirements.
3.Within one (1) year from the effective date of this Code, any property owner may apply for rezoning on
the basis that an error in the original zoning was made. Staff may waive the development plan
requirements based upon the nature of the proposed request. Applicant must submit a statement of
request setting forth information, data and reasons why the error exists.
C.Procedures for Approval. All applications for text amendment or Official Zoning Map amendmentsrezoning
shall follow the standard development approval process set forth in §3.2 of this Chapter 2 of this Code.
D.Standards for Review. All applications for text amendment or Official Zoning Map amendmentsrezoning, or
alteration of conditions of approval of zoning, shall be reviewed by the EVPC and Board(s)Planning
Commission and Board of Trustees for compliance with the relevant standards and criteria set forth below
and with other applicable provisions of this Code.
1.The amendment is necessary to address changes in conditions in the areas affectedconsistent with the
Future Land Use Plan of the Estes Forward Comprehensive Plan (December 2022) and other policies
and plans adopted by the Town. Alternatively, Iif the amendment is not consistent with the Future
Land Use Plan, then the amendment must show either;:
a.ItThe amendment is necessary to address a change in conditions since the establishment of this
Code, in the immediate close vicinity of the amendment area, which area’s extent is subject to the
interpretation of the Board of Trustees in its reasonable discretion; or
b.ItThe amendment will correct a technical error in the text or Official Zoning Map of this Code.
2.The amendment will not significantly adversely impact surrounding properties and the community, or
such The development plan, which the proposed amendment to this Code would allow, is compatible
and consistent with the policies and intent of the Comprehensive Plan and with existing growth and
development patterns in the Estes Ppotential adverse impacts to surrounding properties and the
community, including but not limited to impacts related to environmental conditions, building design
Attachment 2
Created: 2025-07-08 15:01:51 [EST]
(Supp. No. 23, Update 3)
Page 2 of 3
and placement, wildlife, access, traffic, emergency services, utilities, parking, noise, glare, odor, or
other similar factors, have been or shall be adequately addressed and mitigated, to the maximum
extent practicable, through compliance with this Code, enforceable agreements, and/or conditions of
approval. As necessary, Sconditions of approvaluch mitigation measures may include, but are not
limited to, the following:Valley
a. Modification in the number and type of permitted uses;
b. Modification or other regulations on permitted density or intensity of development;
c. Modification or other regulations on building or structure massing, height, and/or design;
d. Provision of additional open space;
e. Increased buffers and/or building setbacks; and
a.f. Consistency with concept plans, architectural plans, landscape plans, and other site plans submitted
as part of the amendment application.; and
3. The Town , County, and/or other relevant service providers shall have the ability to provide adequate
services and facilities that might would be required if the application amendment were approved.
E. Townwide and Large-Scale Effect of Approvals and Lapse. When a development plan is required by this
Section, if an Applicant fails to either apply for a building permit or commence operation with regard to the
rezoning approval consistent with such development plan within three (3) years from the effective date of
the amendment, such development plan shall automatically lapse and become null and void. In the event a
development plan has lapsed, the Board, at its discretion, may institute rezoning proceedings pursuant to
the procedures and standards set forth in this Section to rezone the affected land areas. Updates. Changes
to the text of this code or the Official Zoning Map updating the regulations or zoning designations for an area
of the Town encompassing more than 640 acres of land, or involving more than 100 properties owned by
unique owners, establish Town-wide policy regarding future urban growth. Generally applicable textual
changes, or changes applicable to one or more zoning districts, fall within this category. Because of the large
number of properties involved in such updates, and because of the generally applicable nature of these
amendments, it is necessary to act under the Board of Trustees’ legislative powers and procedures and it
would be impossible, in light of the Town’s other duties, to alter the development code's maps and text
through a series of individualized quasi-judicial proceedings. These amendments may include changes to text
and maps to classify and allocate land uses and distribution based on need and actual u tilization, to protect
the tax base and foster economic opportunities, to improve transportation and lessen congestion, to secure
safety, and to protect the environment. The Board of Trustees acts in a legislative capacity when it considers
ordinances for such updates. The Board of Trustees will consider the substance of subsection D, above, when
considering such updates. However, legislative actions are discretionary, and bound only by applicable
statutes. The Town shall never be compelled to undertake a legislative action, unless otherwise required by
state or federal law, even if all review criteria have been satisfied. The requirements of section 31-23-304,
C.R.S., shall apply, but the procedural requirements of this code, including chapter 3, shall not. Instead, Staff
may conduct outreach to the community as directed by the Board of Trustees in its discretion.
(Ord. 07-14 §1)
F. Applications for Building Permits During Consideration of Application for Amendment to this Code.
1. Whenever an ordinance or resolution has been introduced before the Board s that involves a change in
zoning from a less restricted district to a more restricted district, or to set forth prohibited uses in any
existing zone district, no building permit shall be issued for a period not to exceed one hundred twenty
(120) days from the date of the introduction of such zoning amendment when such building permit
would authorize the construction of a building or the establishment of a use that would become
nonconforming under the contemplated zoning amendment.
Created: 2025-07-08 15:01:51 [EST]
(Supp. No. 23, Update 3)
Page 3 of 3
2. If such ordinance or resolution is not adopted within one hundred twenty (120) days, the appropriate
public entityTown is authorized to accept applications and issue building permits regardless of the
pendency of such amendment.
(Ord. 07-14 §1, 2/25/14)
3
CHAPTER THREE
FUTURE
LAND USE
»Introduction
»Future Land Use Categories
»Future Land Use Map
»Opportunity Areas
»Annexation and Future Town
Service Areas
Attachment 3
THIS FUTURE LAND USE PLAN IS A
CORNERSTONE OF ESTES FORWARD,
PROVIDING GUIDANCE TO THE
TOWN AND COUNTY’S ELECTED
AND APPOINTED LEADERS AS
THEY MAKE LAND USE AND
DEVELOPMENT DECISIONS.
61ESTES FORWARD | COMPREHENSIVE PLAN
FUTURE LAND USE
INTRODUCTION
The Future Land Use Plan conveys the patterns and
priorities of conservation, development, economic
vitality, neighborhood character, and the preservation
of natural, agricultural, and rural landscapes. It serves
as a starting point for conversations about regional
initiatives and development proposals by illustrating
the interrelationship between seemingly separate and
uncoordinated land use activities. The framework also
enhances predictability for residents and developers
about the desired character of each area. It is a guide
for decision-makers as they consider how proposed
development can help or harm our desired future, and
where and how the community will grow or not grow.
Most of the forecasted growth in the next two decades is
expected to be accommodated within the Estes Park town
limits. Accordingly, the Future Land Use Plan prioritizes
LQͤOO GHYHORSPHQW DQG UHGHYHORSPHQW SULPDULO\ ZLWKLQ
Estes Park town limits while simultaneously positioning
the unincorporated Valley to support new attainable
housing and mixed-use near existing commercial
centers and key transportation corridors.
The Future Land Use categories, map, and related
land use policies are intended to protect the Valley’s
distinctive character and prevent development sprawl
that requires extensive infrastructure investments,
long-term maintenance, and impacts the area’s natural
character. The map categorizes areas outside of Estes
Park town limits to guide appropriate development
patterns, respect private property rights, and preserve
the open and rural character that County residents value.
RELATIONSHIP BETWEEN FUTURE LAND
USE AND ZONING
The Future Land Use Categories are not zoning districts.
They convey aspirational land use policy, in contrast
with zoning which is legally enforceable. Zoning refers
to land use entitlements and requirements that regulate
appropriate use, form, density, and other characteristics
DSSURSULDWHIRUDVSHFLͤFVLWHAdoption of this Plan and
the Future Land Use Plan does not alter, circumvent,
or supersede established zoning or overlay districts
without following the legislative process for amending
the zoning map or Town and County development codes.
FUTURE LAND USE CATEGORIES
The proposed Future Land Use Categories unify the
Town and County’s framework for the built and natural
character, and work to prevent development sprawl that
requires extensive infrastructure investments and long-
term maintenance.
The proposed Future Land Uses reorganize and
consolidate the Town’s previous range of land
FODVVLͤFDWLRQ WKDW UHODWHV GHQVLW\ DQG LQWHQVLW\ RI
development potential to ecological conditions
and market demand. This approach coordinates
GHYHORSPHQWDQGFRQVHUYDWLRQWRSURYLGHIRUͤVFDOO\DQG
environmentally responsible growth.
The ten (10) Future Land Use Categories represent
development patterns that share similar attributes of
environmental and built character within the Town of
Estes Park and Larimer County’s Estes Valley Planning
Area. Shared attributes within each area include the
size and type of buildings and their relationship to the
street, the street type and block pattern, supported
transportation modes, the intensity of land use, and
density of development. The Future Land Uses provide
a guide for land use policies and decisions that direct
growth according to character and intensity of use.
62 CHAPTER 3: FUTURE LAND USE
DENSITY vs. INTENSITY:
Understanding the Difference
Land use refers to the set of
activities that occur on any given
property. Land use intensity
refers to the degree to which
those activities occur or the
extent to which a property is
used for activities. For example,
a commercial use is more intense
than a residential use. Density
further describes the intensity of
residential uses and is typically
expressed as the number of
dwelling units located on a single
acre of land.
63ESTES FORWARD | COMPREHENSIVE PLAN
1. Natural Resource
Conservation & Parks
2. Mountains & Foothills
3. Low-density
Accommodations
4. Suburban Estate
5. Neighborhood Village
6. Mixed Residential
Neighborhood
7. Public/Semi-Public
8. Downtown
9. Mixed-Use Centers &
Corridors
10.Industrial Mix
NATURAL RESOURCE CONSERVATION & PARKS
The Natural Resource Conservation and Parks category
is composed of Rocky Mountain National Park, Arapahoe
and Roosevelt National Forest, Bureau of Reclamation,
and wildlife habitat, open space, parks and trail corridors
managed by Larimer County and the Town of Estes Park.
The lands within this category provide a mix of recreation
opportunities including self-directed outdoor recreation,
developed parks, playgrounds, and environmental
educational opportunities while protecting natural
heritage and open space. Nearly 10,000 acres have
been voluntarily conserved by private land owners via
conservation easements and the Estes Valley Land Trust
with no public access.
Appropriate Land Uses and Development
Types
»Federal natural resource lands
»Public water-access facilities
»Primitive campsites and rustic campgrounds
»Natural resource based self-directed recreation
»Forestry, grazing, agriculture
»Wildlife corridors
»Private lands under conservation easements (no
public access)
»Public recreation centers
»3DUNVDQGUHFUHDWLRQVSRUWVͤHOGV
»Multi-use paths & trails
Built Form
New buildings and structures, if any, should support public
utilities, research operations, public land maintenance,
park use, recreation, and low-impact agriculture. These
may include structures such as restrooms, trailhead
facilities, picnic shelters, seating areas, play equipment,
concessions, or equipment storage. All structures should
be designed for compatibility with the surrounding
aesthetic and for preservation of surrounding open
space and viewsheds.
»Building Height: 1 - 2 stories
»Block Length: N/A
»Primary Road Setback: N/A
»Transportation System: Streets and parking lots
provide vehicle access to trailheads and parks;
off-street trail network for pedestrian, bicycle, and
equestrian use; sidewalks, and on-street bicycle
facilities for Town parks.
Previous (1996) Future Land Use Categories
»Natural Resource (Larimer County)
»Parks, Recreation, & Open Space
FUTURE LAND USE CATEGORIES
64 CHAPTER 3: FUTURE LAND USE
MOUNTAINS & FOOTHILLS
The Mountains & Foothills category is composed
of private forestry, agricultural, and ranching lands,
ecotourism, undeveloped natural landscapes including
steep slopes and watershed protection. This category
allows for limited development of very low-density single
family or residential conservation developments. Lands
in this category should not be targeted for expansion of
public or private water and sewer infrastructure. Some
areas located within this category could ultimately
transition to Natural Resource Conservation & Parks
through conservation easements or expansion of public
lands to further preservation of natural resources and
wildlife habitat.
Appropriate Land Uses and Development
Types
»Forestry, ranching, agricultural uses
»Eco and Agritourism
»Single-family conservation developments
»Hazard mitigation
»Watershed protection
Built Form
This category supports low-density development of
buildings and structures designed for preservation of
surrounding open space and viewsheds.
»Building Height: 1 - 2.5 stories
»Block Length: N/A
»Primary Road Setback: 100+ ft.
»Transportation System: Automobiles are primary
transportation mode to provide access to homes
and destinations on rural, low-volume roads;
backcountry trail network for pedestrian, off-
road bicycle, and equestrian use; road shoulders
accommodate bicycles.
Previous (1996) Future Land Use Categories
»Mountains & Foothills (Larimer County)
»Rural Estate 10 Acre Min.
»Rural Estate 2.5 Acre Min.
65ESTES FORWARD | COMPREHENSIVE PLAN
LOW-DENSITY ACCOMMODATIONS
The Low-Density Accommodations category is intended
for uses such as rustic lodges, resorts, and cabins that
are developed in rural areas at a lower density and
intensity than urban hotel or motel-style lodging.
Appropriate Land Uses and Development
Types
»Rural lodges and resorts
Built Form
This category supports low-density or clustered
development on large lots that prioritizes preservation
of surrounding natural landscapes and viewsheds. Low-
density accommodations may be served by public water
and wastewater dependent upon location.
»Building Height: 1 - 2 stories
»Block Length: N/A
»Primary Road Setback: 30+ ft.
»Transportation System: Automobiles are primary
transportation mode on rural, low-volume streets;
wide shoulders accommodate bicycles and
pedestrians
Previous (1996) Future Land Use Categories
»Accommodations
66 CHAPTER 3: FUTURE LAND USE
SUBURBAN ESTATE
The Suburban Estate category is intended for low to
medium density single family residential development,
including conservation development that may be
supported by limited small-scale neighborhood
commercial located at crossroads or along arterial roads
within the Town. Any non-residential uses are appropriate
when they demonstrate the following:
»Supports a local, neighborhood need
»Is appropriately located for the access and
transportation requirements of the activity (e.g.,
a rustic camp may be acceptable on gravel road,
whereas a retail use should be located on a paved
road)
»Availability of adequate utilities and infrastructure
HJZDWHUVHZHUͤUHSURWHFWLRQ
»Scale and intensity of the use is in harmony with the
surrounding neighborhood based on factors such
as:
• Built character
• Proximity to residential areas
• Proximity to sensitive environmental features
or wildlife areas
• Proximity to unique or highly visible
viewsheds, landforms, or places of interest
Appropriate Land Uses and Development
Types
»Single family residential subdivisions with low to
medium density
»Single family homes with accessory dwelling units
»Single family clustered or conservation
developments (in the County)
»Limited neighborhood-serving commercial located
at primary intersections (in the Town or key
locations)
Built Form
The Suburban Estate Category typically consists of
medium-sized single-family homes on lots that are at
least a quarter-acre in size. Medium-density conservation
development with smaller lots requires public water and
wastewater. However much of the development in this
category is served by septic where public wastewater is
unavailable and larger lots can accommodate individual
systems. New homes should be appropriately scaled
for compatibility with existing neighborhood character.
Existing suburban neighborhoods served by public
utilities can accommodate moderate increases in density
through the addition of Accessory Dwelling Units.
»Building Height: 1 - 2.5 stories
»Block Length: N/A
»Primary Road Setback: 30+ ft.
»Transportation System: Automobiles are the
primary mode of transportation on low-volume
streets that are wide enough for pedestrians to
safely walk the shoulder. As much as possible,
dead-end streets and cul-de-sacs are discouraged
LQIDYRURIHͦFLHQWLQWHUFRQQHFWHGVWUHHWQHWZRUNV
Previous (1996) Future Land Use Categories
»Estate 1 Acre Min.
»Estate 0.5 Acre Min.
67ESTES FORWARD | COMPREHENSIVE PLAN
NEIGHBORHOOD VILLAGE
The Neighborhood Village category contains medium
to higher density single family residential organized in a
more compact development pattern that is characterized
by an interconnected street network, available water and
wastewater, increased walkability and connectivity to
other neighborhoods and commercial nodes. Limited
neighborhood-serving civic, cultural, and commercial
uses may be located near neighborhood entrances and
crossroads.
Appropriate Land Uses and Development
Types
»Medium to higher density single family
»Accessory dwelling units
»Duplexes and triplexes
»Limited neighborhood-serving civic, cultural, and
commercial uses
Built Form
%XLOGLQJV LQ WKLV FODVVLͤFDWLRQ DUH PRGHVWO\ VL]HG DQG
residential in nature located on small to medium-sized
lots under half an acre that are served by public water and
ZDVWHZDWHU1HZLQͤOOVKRXOGEHDSSURSULDWHO\VFDOHGIRU
compatibility with the existing neighborhood character
with medium to shallow front setbacks and garages
located at the side or rear of the home. Established
neighborhoods can accommodate moderate increases
in density through the addition of Accessory Dwelling
Units.
»Building Height: 1 - 2.5 stories
»Block Length: 250 – 650 ft.
»Primary Road Setback: 10 – 30 ft.
»Transportation System: Low-speed residential
streets are interconnected and shared by
automobiles and bicycles; double-loaded sidewalks
facilitate safe pedestrian travel.
Previous (1996) Future Land Use Categories
»Residential 0.25 Acre Min.
»Two-family
»PUD Residential
»Accommodations Low-density
68 CHAPTER 3: FUTURE LAND USE
MIXED RESIDENTIAL NEIGHBORHOOD
The Mixed Residential Neighborhood category
accommodates high density mixed residential
development that facilitates the coexistence of
townhomes, condos, and multi-family complexes. It
is characterized by an interconnected street network,
available water and wastewater, and walkable
neighborhoods that connect to commercial nodes and
other neighborhoods. Mixed residential neighborhoods
may include limited neighborhood-serving civic, cultural,
and commercial uses.
Appropriate Land Uses and Development
Types
»Condominium developments
»Townhomes
»Multi-family complexes
»Limited neighborhood-serving civic, cultural,
commercial uses
Built Form
New structures and redevelopment in this category
consist of larger-scale residential buildings on a variety
of lot sizes served by public water and wastewater.
Density bonuses incentivize attainable workforce
housing. Shallow setbacks allow for maximized use of
the lot. Parking and garages should be located at the
side, rear, or below structures.
»Building Height: 3 - 4 stories
»Block Length: 250 ft.
»Primary Road Setback: 10 - 20ft.
»Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit. Residential streets
in Mixed Residential Neighborhoods are
interconnected with double-loaded sidewalks and/
or shared-use paths for safe bicycling and walking.
Previous (1996) Future Land Use Categories
»Multi-family
69ESTES FORWARD | COMPREHENSIVE PLAN
PUBLIC/SEMI-PUBLIC
The Public/Semi-public category consists of institutional
and civic uses such as recreation centers, schools,
research facilities, utility, and public services operations.
Appropriate Land Uses and Development
Types
»Research facilities
»Civic uses
»Community/recreation centers
»Schools
»Public services operation
Built Form
Structures and buildings in this category consist of
1-3 story buildings on a variety of lot sizes. Public/
Semi-public uses are often located on or near major
transportation corridors and served by public water and
wastewater, depending on location. Street setbacks and
vegetative buffers increase as the intensity of the use
increases.
»Building Height: 1 - 3 stories
»Block Length: N/A
»Primary Road Setback: increase as intensity and
scale increase
»Transportation System: Automobiles are the
primary transportation mode; development should
strive for pedestrian and bicycle connectivity to
uses that are frequented by the public.
Previous (1996) Future Land Use Categories
»Public/Semi-public
70 CHAPTER 3: FUTURE LAND USE
DOWNTOWN
The Downtown category is characterized by a dense,
compact street grid, well-developed pedestrian network,
and readily available water or wastewater infrastructure.
This area is predominantly composed of traditional,
and often historic, vertical mixed-use buildings.
The Downtown is well provided for in terms of
XUEDQ VHUYLFHV PDNLQJ LW WKH PRVW HͦFLHQW DUHD IRU
redevelopment or development of underutilized land.
See the Estes Park Downtown for Details.
Appropriate Land Uses and Development
Types
»Traditional, dense vertical mixed-use with
UHVLGHQWLDORͦFHLQVWLWXWLRQDOFRPPHUFLDO
entertainment, and upper-story residential
»Civic uses such as community centers, libraries,
government administration facilities
»Cultural uses such as museums and performing
arts venues
Built Form
The Town Center is a complete community with
highly walkable, pedestrian-oriented streetscapes.
Development should prioritize the preservation and
rehabilitation of historic buildings and encourage
FRPSDWLEOH LQͤOO GHYHORSPHQW 1HZ DQG UHPRGHOHG
EXLOGLQJV VKRXOG UHͥHFW D FRPSDWLEOH VFDOH DQG
vernacular of existing buildings on small to medium-
sized lots. Building heights should be 1.5-3 stories and
should form a continuous street-wall along primary
streets. Parking is located on the street, at the rear of
buildings, and in off-site public lots or decks.
»Building Height: 1.5 - 3 stories
»Block Length: 250 ft.
»Primary Road Setback: 0 ft.
»Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit.
Previous (1996) Future Land Use Categories
»Downtown Commercial
71ESTES FORWARD | COMPREHENSIVE PLAN
MIXED-USE CENTERS & CORRIDORS
The Mixed-use Centers and Corridors category contains
medium to higher-density vertical mixed residential
and commercial use developments located on or near
major thoroughfares. This category is characterized by
an interconnected road network, available water and
wastewater, and a walkable environment and a greater
emphasis on design of upper stories for compatibility.
Appropriate Land Uses and Development
Types
»Mixed-Use developments with upper-story
UHVLGHQWLDORͦFHLQVWLWXWLRQDOFRPPHUFLDO
entertainment
»Medium-high density accommodations such as
hotels, motels, short-term rental attached units
Built Form
New and redeveloped sites in Mixed-use Centers and
&RUULGRUV VKRXOG UHͥHFW D YDULHW\ RI EXLOGLQJ W\SHV RQ
large lots. Development in this category should strive to
increase business density, adding residential units where
appropriate, and expanding multi-modal connectivity.
Parking lots should be divided into more than one
area including the side and rear of buildings where
feasible. All structures should feature pedestrian-scale
entrances. Development should positively contribute
to the character of the town through pedestrian-scaled
DUFKLWHFWXUDOIHDWXUHVRQJURXQGͥRRUVDQGODQGVFDSLQJ
»Building Height: 1 - 5 stories
»Block Length: 250 – 650 ft.
»Primary Road Setback: 10 - 150 ft.
»Transportation System: This category
accommodates all modes: automobile, bicycle,
pedestrians, and transit. The pedestrian system
should connect to other mixed-use and commercial
nodes and neighborhoods. Sidewalks and/or
shared-use paths and bicycle infrastructure should
connect the multi-modal network along primary
transportation corridors. Pedestrian connectivity
internal to the site must connect parking areas to
the building and adjacent sites.
Previous (1996) Future Land Use Categories
»2ͦFH
»PUD Commercial
»Commercial Recreation
»Commercial
»Accommodations
72 CHAPTER 3: FUTURE LAND USE
INDUSTRIAL MIX
The Industrial Mix category is supported by major
transportation corridors, public water, and wastewater
infrastructure. This category provides for a range of
industrial manufacturing, warehouse, commercial, and
ODUJHVFDOHLQVWLWXWLRQDORURͦFHXVHV,WLQFOXGHVH[LVWLQJ
heavy industry within the Estes Valley but supports a
shift toward light and clean industrial and small-scale
manufacturing uses with fewer environmental impacts.
Appropriate Land Uses and Development
Types
»,QGXVWULDODQGͥH[RͦFHVSDFH
»Small scale or boutique manufacturing
»Warehouse uses, including those with direct-to-
consumer sales and retail hours
»/DUJHVFDOHLQVWLWXWLRQDODQGRͦFHIDFLOLWLHV
»Limited commercial uses
»Existing heavy industry
Built Form
1HZ DQG UHGHYHORSHG VLWHV VKRXOG UHͥHFW D YDULHW\ RI
building types, typically on very large lots. Buildings
should be appropriately screened or set back from lot
lines to minimize impacts to adjacent non-industrial
properties. Street setbacks and vegetative buffers
increase as the intensity of the use increases.
»Building Height: 1-3 stories
»Block Length: N/A
»Primary Road Setback: Increases as intensity and
scale increase
»Transportation System: This area accommodates
vehicles as the primary mode of transportation
but should strive for pedestrian and bicycle
connectivity to support alternatives to vehicle travel
and a healthy workplace.
Previous (1996) Future Land Use Categories
»Light Industrial
»Restricted Industrial
73ESTES FORWARD | COMPREHENSIVE PLAN
Lake Estes
Lily Lake
Marys Lake
FALL RIVER
FISH CREEK
BLACK CANYO
N
C
R
EEK
BIG THOMPSON RIVER
66
36
36
34
34
7
R oooo ccccc kkkkk yyyy MMMMM oooooo uuuuu nnnnnnn ttttttttt aaaaaaa iiii nnnnnnn
NNNNNNNN aaaa tttt iiiiiii oooooooooo nnnn aaaaaaa lllll PPPPPPP aaaaa rrrrr kkkkkkkk
FUTURE LAND USE MAP
74 CHAPTER 3: FUTURE LAND USE
FUTURE LAND USE MAP OVERVIEW
The Estes Forward Future Land Use Map applies the Future Land Use
Categories to the Estes Valley Planning Area and Town of Estes Park
jurisdictions to recommend appropriate locations for each category
of land use and development character. The composition of map is
informed by several factors:
»The previous future land use maps (Town - 1996, County - 2019)
»Current zoning map
»Historic development patterns
»Existing water service areas
»Environmental features and constraints
»Areas of anticipated development
»Growth and conservation preferences articulated by the
community
The Future Land Use Map provides the overarching structure for
orchestrating appropriate patterns of development and conservation
WKURXJKRXW WKH (VWHV 9DOOH\ ,Q GRLQJ VR WKH PDS LQͥXHQFHV DQG
informs zoning decisions to achieve desired future growth patterns.
:KLOH HYDOXDWLQJ VLWHVSHFLͤF GHYHORSPHQW UHTXHVWV VWXG\ WKH
Future Land Use Map to determine whether the request is consistent
with the community’s land use and development vision.
The Future Land Use Map is a guide to achieving the community’s
stated vision; however, it is not a mandate. To the extent possible,
it should be closely followed, but when circumstances dictate
otherwise, it is the intent of this plan to enable the Town and the
County to respond appropriately through their land development
decisions.
THE FUTURE LAND USE CATEGORIES AND MAP
ARE ASPIRATIONAL. THEY DO NOT ALTER,
CIRCUMVENT, OR SUPERSEDE ESTABLISHED
ZONING, RECORDED SUBDIVISIONS, OR
APPROVED DEVELOPMENT PLANS. THE ZONING
MAP AND DEVELOPMENT CODES ARE NOT
CHANGED AS A RESULT OF THE ADOPTION OF
THE COMPREHENSIVE PLAN OR FUTURE LAND
USE PLAN, CATEGORIES, OR MAP. FEDERAL
LANDS, INCLUDING NATIONAL PARKS, ARE NOT
SUBJECT TO THE FUTURE LAND USE MAP OR
TOWN AND COUNTY ZONING MAPS.
210
Miles
±
Future Land Use
Future Land Use categories do not alter, circumvent,
or supersede established zoning, recorded
subdivisions, or approved development plans. The
zoning map and development codes are not changed
as a result of the adoption of the Comprehensive Plan
or Future Land Use Map.
Date: 11/28/2022
Rivers and Creeks
Lakes
Local Roads
Major Roads
Estes Valley Planning Area
Town of Estes Park
Natural Resource
Conservation & Parks
Mountains & Foothills
Accommodations
Suburban Estate
Neighborhood Village
Mixed Residential Neighborhood
Public/Semi Public
Downtown
Mixed-Use Centers & Corridors
Industrial Mix
Future Land Use
RMNP Boundary
75ESTES FORWARD | COMPREHENSIVE PLAN
Lake Estes
Lily Lake
Marys Lake
FISH CREEK
FALL RIVER
BLACK CANY
O
N
C
R
EEK
BIG THOMPSON RIVER
66
36
36
34
34
7
Z:\
OPPORTUNITY AREAS
76 CHAPTER 3: FUTURE LAND USE
OPPORTUNITY AREAS
Future Study Areas
Certain areas of the Estes Valley are likely to experience more
change, investment, or growth over the next 20 years due to a variety
of factors including development pressure, market trends, and aging
infrastructure. The degree and type of change will differ in each
area based on the context of the built environment, environmental
constraints, market demands, local preferences, and needs such
as attainable housing. Because change happens differently in
different places, and what may be desired in one location may not be
DSSURSULDWHLQDQRWKHUORFDWLRQWKH)XWXUH/DQG8VH0DSLGHQWLͤHV
special Future Study Areas for more detailed planning following
this plan. Additional, cooperative planning between the Town and
the County will further identify suitable locations for growth and
FRQVHUYDWLRQWKDWLVFRQWH[WVSHFLͤFDQGSURSRUWLRQDWHWRWKHVFDOH
of development that is appropriate in a given location.
A proactive and strategic approach to the redevelopment or
conservation of Future Study Areas within the Estes Valley promotes
a higher rate of success in realizing opportunities that meet the
community’s preferences and needs rather than passively reacting
WR PDUNHWGULYHQ GHYHORSPHQW SUHVVXUH DQG ͥXFWXDWLQJ UHDO HVWDWH
WUHQGV%\GHͤQLQJWKHLGHDOFRQVHUYDWLRQRUGHYHORSPHQWVFHQDULR
for these areas, the Estes Valley community and their elected
representatives can make intentional land use decisions that support
achievement of the Estes Forward Vision and Guiding Principles.
Gateway Corridors
In addition to Future Land Uses and Future Study Areas, the map
DOVR LGHQWLͤHV *DWHZD\ &RUULGRUV LQWR WKH (VWHV 9DOOH\ 7KHVH
LPSRUWDQW FRUULGRUV GHOLYHU WKH ͤUVW LPSUHVVLRQ XSRQ HQWHULQJ WKH
9DOOH\DQGWKHUHIRUHSURYLGHDVLJQLͤFDQWRSSRUWXQLW\WRFRQYH\D
sense of arrival and community identity through special attention to
viewshed protection, enhanced landscaping, signage, land use, and
the aesthetics of the built environment. Like the Future Study Areas,
Gateway Corridors are deserving of additional consideration and
cooperative planning between the Town and the County.
Other Conserved Lands
Arapaho and Roosevelt
National Forests
Rocky Mountain National
Park
Future Study Areas
O A
Lakes
Local Roads
Major Roads
Estes Valley Planning Area
Town of Estes Park
210
Miles
±
11/28/22
77ESTES FORWARD | COMPREHENSIVE PLAN
ANNEXATION AND FUTURE TOWN SERVICE AREAS
Comprehensive planning and growth management in
the Estes Valley imply coordination and cooperation
between the Town of Estes Park and Larimer County. A
key imperative of this plan is that the Town and County
FRQWLQXH WR FROODERUDWH RQ GHͤQLQJ D )XWXUH 7RZQ
Service Area and corresponding Annexation Policy. The
Town and the County are encouraged to work together
to identify areas of shared development impact in
anticipation of where the Town will grow (and not grow).
$ )XWXUH 7RZQ 6HUYLFH $UHD ZRXOG GHͤQH D ERXQGDU\
beyond existing Town limits to indicate an area(s) where
higher intensity and density is acceptable over the next
20 years and to plan for municipal service provision. The
area would not necessarily need to be served exclusively
by the municipality for all services, but the designated
area should be serviceable by an existing urban service
provider. A Future Town Service Area would establish a
coordinated partnership for managing long-range growth
WKDWUHͥHFWVWKHFRPPXQLW\̵VYDOXHVDQGPDUNHWUHDOLWLHV
to provide predictability and consistency.
The Future Town Service Area should be supported by
DQ $QQH[DWLRQ 3ROLF\ WKDW VSHFLͤHV FULWHULD IRU IXWXUH
development, infrastructure, and public services,
mutually agreed upon by the Town of Estes Park and
Larimer County. If the development criteria are met,
the Town would annex areas within the Future Service
Area and provide the full range of public services.
Concentrating redevelopment within and adjacent to the
H[LVWLQJ WRZQ ERXQGDULHV VXSSRUWV HͦFLHQW PXQLFLSDO
services, infrastructure maintenance, and conservation
of natural areas.
This approach is intended to strengthen the connection
between more urban land use and eventual annexation
by the Town by prioritizing growth areas and limiting
development in areas of critical natural habitat and
resources. It also continues an expectation that the Town,
not the County, will provide the full range of services
necessary to support a quality urban environment.
78 CHAPTER 3: FUTURE LAND USE
PAGE IS INTENTIONALLY LEFT BLANK.
79ESTES FORWARD | COMPREHENSIVE PLAN
Rezoning Criteria
Town Board
September 8, 2026
Presentation Provided at Meeting 2026-09-08
Purpose & Direction Requested
•Continue discussion on draft rezoning criteria
•Provide direction on proposed changes
2
Present Situation
•Rezoning criteria established in Development Code (Section 3.3 Code Amendments)
•Rezoning must show compliance with criteria
•Joint study sessions: March 18 & August 7, 2025
•Reviewed rezoning criteria – Estes Park & 10 other municipalities
•Change in conditions – meaning & application?
•Bring back draft criteria for further consideration: May 26 & June 23, 2026
3
Proposal
•Consider draft criteria as presented:
o Future Land Use Plan consistency
o Compatibility with surrounding area & mitigation of adverse impacts
o Adequate public services
4
Current Review Criteria 1
The amendment is necessary to address changes in conditions in the areas
affected;
Proposed Review Criteria 1
The amendment is consistent with the Future Land Use Plan of the Estes
Forward Comprehensive Plan (December 2022). If the amendment is not
consistent with the Future Land Use Plan, then either:
a.The amendment is necessary to address a change in conditions or
circumstances since the establishment of this Code, in the close vicinity of
the amendment area, which area’s extent is subject to the interpretation of
the Board of Trustees in its reasonable discretion; or
a.The amendment will correct a technical error in the text or Official Zoning
Map of this Code.
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Current Review Criteria 2
The development plan, which the proposed amendment to this Code would allow, is compatible
and consistent with the policies and intent of the Comprehensive Plan and with existing growth
and development patterns in the Estes Valley; and
Proposed Review Criteria 2
The amendment will not adversely impact surrounding properties and the community, or such
potential adverse impacts, including but not limited to impacts related to environmental
conditions, building design and placement, wildlife, access, traffic, emergency services, utilities,
parking, noise, glare, odor, or other similar factors, have been or shall be adequately addressed
and mitigated, to the maximum extent feasible, through compliance with this Code, enforceable
agreements, and/or conditions of approval. As necessary, conditions of approval may include,
but are not limited to, the following:
a. Modification in the number and type of permitted uses;
b. Modification or other regulations on permitted density or intensity of development;
c. Modification or other regulations on building or structure massing, height, and/or design;
d. Provision of additional open space;
e. Increased buffers and/or building setbacks; and
f. Consistency with concept plans, architectural plans, landscape plans, and other site
plans submitted as part of the amendment application.
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Current Review Criteria 3
The Town, County or other relevant service providers shall have the ability to
provide adequate services and facilities that might be required if the application
were approved.
Proposed Review Criteria 3
The Town and other relevant service providers shall have the ability to provide
adequate services and facilities that would be required if the amendment were
approved.
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Advantages & Disadvantages
Advantages:
•Clarity for staff, stakeholders, and decision makers
•Staff and Design Workshop have anticipated and planned for potential
changes to Development Code Section 3.3 (Code Amendments), so
such changes will not adversely affect the update process or schedule
Disadvantages:
•None
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Direction Requested
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•Proceed with stand alone amendment
•Public hearings:
➢September 15 Planning Commission
➢October 27 Town Board
•Incorporate into overall Development Code update
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: Carlie Speedlin, Housing and Childcare Manager
Scott Moulton, Estes Park Housing Authority Executive Director
Department: Town Administration
Date: September 8, 2026
Subject: 2027 Annual 6E Workforce Housing and Childcare Funding Plan Draft
Review
Objective:
Consider the proposed use of 6E Lodging Tax revenue in 2027, as outlined in the
attached draft annual Workforce Housing and Childcare Funding Plan.
Present Situation:
The Workforce Housing and Childcare Funding Plan (“Annual 6E Funding Plan”) must
be considered and approved annually by the Town Board and County Commissioners,
as described in the amended IGA between the Town and Larimer County regarding
Ballot Initiative 6E (Attachment 3). The plan must reference the estimated lodging tax
revenues expected for the following year, and how the Town plans to use the funds to
address workforce housing and childcare. It is a “brief and broad overview of funding
allocations and priorities”.
For the 2027 Annual 6E Funding Plan, staff is proposing to keep the allocation between
workforce housing and childcare initiatives the same as 2025 and 2026. 80% of the
annual revenue will be dedicated to workforce housing initiatives, transferring funds to
the Estes Park Housing Authority per the 2023 memorandum of understanding with the
organization for the administration of that revenue (Attachment 4), and 20% will be
retained by the Town to address local childcare needs.
Proposal:
Pending any requested edits to the proposed draft, the final draft of the 2027 Annual 6E
Funding Plan will be considered for approval by the Town Board at an upcoming
meeting and subsequently must be filed with Larimer County by November 1. The
Board of County Commissioners has until December 1 to review the Plan and either
approve or request changes.
Advantages:
The Annual 6E Funding Plan outlines the strategic use of 6E Lodging Tax revenue to
address workforce housing and childcare issues in the Estes Valley, as directed by
constituents of the Local Marketing District through Ballot Initiative 6E.
Disadvantages:
None.
Action Recommended:
Provide feedback for the strategic objectives and use of 6E Lodging Tax revenue in
2027 to be incorporated into the draft Plan before approval later in the year.
Finance/Resource Impact:
2027 Projected Revenue for Workforce Housing and Childcare Lodging Tax Account
27001682-401600 is $6,300,000
Level of Public Interest:
Moderate
Attachments:
1. Draft 2027 Annual 6E Funding Plan
2. Slide Presentation of 2027 Objectives
1
2027 Annual Funding Plan
6E Workforce Housing and Childcare Lodging Tax
Executive Summary
The 2027 Annual 6E Funding Plan outlines the Town of Estes Park's strategy for investing 6E
Lodging Tax revenue to strengthen workforce housing and childcare throughout the Estes
Valley. Per the Intergovernmental Agreement between the Town, Larimer County, and Visit
Estes Park, the Town is required to provide this plan to the County each year by November 1.
Building on four years of implementation, the 2027 plan reflects a transition from establishing
funding programs to strategically coordinating investments, leveraging new regional resources,
and implementing long-term planning initiatives.
Revenue generated through the 6E Lodging Tax has continued to exceed initial projections,
allowing the Town to expand investments while remaining responsive to changing community
needs. Based on continued growth in lodging tax collections, we expect that approximately $6.3
million will be available in 2027, with 80 percent allocated to workforce housing initiatives and 20
percent dedicated to childcare.
The most significant change in 2027 is the coordination of childcare investments with Larimer
County's 1B Early Childhood Sales Tax. Through partnerships with Larimer County and NOCO
Kids Thrive, United Way of Larimer County, the Colorado Child Care Assistance Program, and
other funding partners, the Town plans to leverage 6E Lodging Tax revenue to create a more
responsive and efficient childcare system. This coordinated approach will ensure eligible Estes
Valley families have access to tuition assistance while allowing additional investments to
address unmet community needs, including infant and toddler care, school-age programming,
provider sustainability, and workforce development.
The completion of the Childcare Facility Master Plan also marks an important milestone. In
2027, the Town will begin implementing the Plan's recommendations by supporting provider
expansion, reducing facility and land use barriers, investing in technical assistance, and
prioritizing projects that increase licensed childcare capacity, particularly for infants and
toddlers.
Workforce housing investments will continue supporting housing production, preservation,
affordability, and strategic policy initiatives while strengthening partnerships with the Estes Park
Housing Authority. Together, these investments help ensure that people who work in the Estes
Valley have greater opportunities to live in the community they serve.
Attachment 1
2
The 2027 Annual 6E Funding Plan reflects a collaborative, data-driven approach to public
investment. By aligning local resources with regional funding, responding to measurable
community needs, and implementing long-term strategies, the Town continues to maximize the
impact of 6E Lodging Tax revenue while building a more resilient Estes Valley for residents,
employers, and working families.
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Purpose
The 2027 Annual Workforce Housing and Childcare Plan (Annual 6E Funding Plan) outlines the
Town of Estes Park’s strategy for investing revenues generated through the Lodging Tax
Extension (Ballot Initiative 6E) to strengthen workforce housing and childcare throughout the
Estes Valley.
The Annual Funding Plan describes how revenues received by the Town from the Local
Marketing District are allocated between workforce housing and childcare initiatives, establishes
funding priorities for the coming year, and provides a transparent framework for evaluating
investments that address the community’s most pressing workforce needs. The plan is intended
to guide strategic investments in 2027 while supporting the Town’s housing and childcare
objectives.
Consistent with the Intergovernmental Agreement governing Ballot Initiative 6E, the Annual
Funding Plan is reviewed and approved by the Town of Estes Park Board of Trustees and the
Larimer County Board of County Commissioners.
About Ballot Initiative 6E
In November 2022, voters within the Visit Estes Park Local Marketing District approved Ballot
Initiative 6E, increasing the lodging tax rate from 2% to 5.5%. The additional 3.5% lodging tax
was expected to generate $5 million annually to support strategic investments in workforce
housing and childcare throughout the Estes Valley.
Following voter approval, the Visit Estes Park Board elected to serve as the fiscal pass-through
entity for Ballot Initiative 6E revenues. In accordance with the Intergovernmental Agreement
(IGA) between the Town of Estes Park and Larimer County, these funds are distributed to the
Town for administration, with oversight and approval by the Town of Estes Park and Larimer
County Board of County Commissioners.
The Town’s Housing and Childcare Manager is responsible for administering Ballot Initiative 6E
funding in accordance with the IGA and coordinating the development of the Annual 6E Funding
Plan. This work is carried out in partnership with the Estes Park Housing Authority, community
partners, service providers, and local agencies to identify emerging needs, evaluate community
priorities, and recommend strategic investments.
In July 2023, the Town and Estes Park Housing Authority (EPHA) entered into a Memorandum
of Understanding (MOU) designating EPHA as the administrator of 6E Lodging Tax revenue
allocated to workforce housing initiatives. The Town retains responsibility for oversight of 6E
investments into workforce housing, while also administering the childcare allocation and
overseeing investments that expand access to affordable, quality childcare for the local
workforce.
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The Annual 6E Funding Plan builds upon the investment framework presented to voters in the
2022 ballot language while remaining responsive to changing community needs, market
conditions, and strategic priorities. Through annual evaluation and collaboration among funding
partners, the plan provides a flexible framework for directing resources where they will have the
greatest community impact.
Ballot Initiative 6E Investment Priorities
Consistent with the ballot language approved by voters in 2022, 6E Lodging Tax revenue may
be used to support:
1. Construction or purchase of workforce housing or the purchase of land to provide sites
for workforce housing;
2. Development and operation of programs to support workforce access to affordable
housing; and
3. Develop and operate programs to support affordable workforce childcare services.
The Annual 6E Funding Plan is reviewed each year to ensure investments continue to align with
these voter approved priorities. Future modifications to funding priorities or administrative
processes may be made through mutual agreement between the Town of Estes Park and
Larimer County, consistent with the governing Intergovernmental Agreement.
2027 Overview
Each January, the Town retains a portion of 6E Lodging Tax revenue to support personnel and
operating expenses associated with administering the workforce housing and childcare
initiatives. The remaining revenues are distributed throughout the year in accordance with the
Annual 6E Funding Plan. Consistent with the MOU between the Town of Estes Park and Estes
Park Housing Authority (EPHA), the workforce housing allocation is transferred to EPHA on a
monthly basis, while the Town administers the childcare allocation.
In 2027, we anticipate the Town will retain additional 6E Lodging Tax revenue to help fund a
portion of the Town’s existing Grant Specialist position. This position provides grant
administration, grant writing, and funding coordination services that directly support workforce
housing and childcare initiatives. This investment strengthens the Town’s capacity to pursue
and manage external funding opportunities, leverage local 6E revenue with state, federal,
County, and philanthropic resources, ensures compliance with grant requirements, and
maximizes the impact of community investments.
Funding recommendations are guided by current community needs, measurable outcomes,
program performance, and opportunities to maximize the impact of 6E Lodging Tax
investments. The priority areas remain consistent with the initial Ballot Initiative 6E framework
proposed in 2022 and builds off that foundation with annual objectives that are drafted and
proposed to the community for consideration and feedback. These priority areas and objectives
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are established by referencing foundational documents such as the 2023 Housing Needs
Assessment and the 2024 Childcare Needs Assessment and Strategic Plan.
Each spring, the Town publishes an Annual 6E Impact Report documenting program outcomes,
financial investments, and community impacts achieved during the previous calendar year. The
Town measures the success of these objectives by referring to the Town’s biennial Community
Survey, childcare provider surveys, program evaluation and grant reports, and EPHA tenant
survey responses. Community input continues to inform annual funding priorities through public
meetings, direct engagement with community partners and service providers, surveys, and
other outreach efforts (See Exhibit A).
An important consideration in the development of the 2027 Annual 6E Funding Plan is the
implementation of Larimer County’s 0.1% sales tax for early childhood, approved by voters in
November 2025. Throughout 2026, the Town coordinated closely with NOCO Kids Thrive, the
organization responsible for administering these countywide funds, to understand emerging
funding opportunities, avoid duplication of services, and identify areas where 6E Lodging Tax
investments can provide the greatest local impact. As county-wide funding is established, the
availability of this new revenue is expected to influence the Town’s childcare investment
strategy in 2027 by allowing 6E Lodging Tax revenue to more intentionally target local unmet
needs, capital investments, and funding gaps not addressed through county resources.
The Ballot Initiative 6E framework was intentionally designed to allow funding allocations to
adapt as community needs evolve. During the program's early years, a larger share of funding
supported workforce housing to address critical housing shortages and significant capital needs.
As childcare initiatives expanded, the allocation was adjusted in 2025 from 88% workforce
housing and 12% childcare to 80% workforce housing and 20% childcare, creating a more
balanced investment strategy while continuing to address both community priorities.
Following annual evaluation of community needs, program performance, and funding demand,
the Town will continue the 80% workforce housing and 20% childcare allocation for 2027. This
allocation reflects the continued need for significant housing investment while sustaining and
expanding strategic investments in childcare that support working families, employers, and the
resilience of the Estes Valley.
2027 Projected Revenue and Distribution
Since Ballot Initiative 6E was implemented, lodging tax revenues have demonstrated consistent
year-over-year growth Based on historical trends and current forecasting, the Town anticipates
receiving approximately $6.3 million in 6E revenue in 2027.
6
Based on this projection and continued 80% to housing and 20% for childcare, the anticipated
allocation is:
Projected Revenue: $6,300,000
80% Workforce Housing: $4,965,980
20% Childcare: $1,241,495
All dollar figures are approximations contingent upon several factors, including actual collections
each year.
Approval by the Town Board is required for the creation of funding programs for workforce
housing, as outlined in the MOU with EPHA, as well for childcare. Reporting on the use of funds
is conducted at least annually and upon request by either the Town Board, County
Commissioners, or Visit Estes Park
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Housing Initiatives
The Estes Park Housing Authority (EPHA) exists to create and facilitate housing opportunities
that strengthen the local workforce and support the economic vitality of the Estes Valley. In July
2023, the Town entered into a Memorandum of Understanding (MOU) to transfer 6E Lodging
Tax revenue dedicated to workforce housing to EPHA. In accordance with the MOU, EPHA
administers workforce housing programs and investments identified in the Annual 6E Funding
Plan, with all expenditures subject to regular financial audits.
The Estes Park Housing Authority is a quasi-governmental entity created by the Town of Estes
Park, and its Board of Commissioners is appointed by the Town Board. It is subject to
transparency, auditing, and financial oversight requirements similar to other public entities in
Colorado. Because the Town passes through 6E funds to the Housing Authority, EPHA’s
financials are a part of the Town’s annual audit.
The 2027 Annual Funding Plan is built upon the 2023 Housing Needs Assessment and
Strategic Plan and EPHA's Annual Housing Supply Plan, and reflects the continued evolution of
the Town's workforce housing strategy as community needs, market conditions, and local policy
priorities evolve. While the Priority Areas remain consistent, annual funding decisions provide
the flexibility to respond to emerging opportunities, refine implementation strategies, and align
investments with the Town Board's vision for expanding workforce housing opportunities. All
investments funded through the 6E Lodging Tax will remain consistent with the purposes
approved by voters through Ballot Initiative 6E.
The Town Board continues to evaluate local housing policies to ensure they align with the
evolving needs of the Estes Valley workforce. Throughout 2026, the Board will consider updates
to workforce housing definitions and related provisions of the Development Code as part of the
community's comprehensive code update. These discussions are intended to improve the
effectiveness of housing policies, provide greater clarity for future development, and ensure that
6E Lodging Tax investments remain aligned with community priorities. In addition, the Town
Board has expressed a strong desire to identify solutions that address the unique housing
challenges faced by seasonal employees. As these policy discussions continue, future funding
opportunities and program development may be refined to better support both the year-round
and seasonal workforce while remaining consistent with the voter-approved purposes of Ballot
Initiative 6E.
The estimated revenue, expenditures, and projected budget for workforce housing are
approximations and may change based on annual lodging tax collections, project readiness,
partnership opportunities, and emerging community needs. Unexpended funds may be carried
forward to support future workforce housing initiatives.
Priority Areas:
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1. Property Acquisition: Strategic acquisition and preservation of land for the future development
of workforce housing, ensuring long-term site availability within the Estes Valley. Also referred to
as “land banking.”
2. Development: Expansion of workforce housing supply through new construction, increasing
the availability of housing for workers who live and work in the Estes Valley.
3. Downpayment Assistance Programs: Programs that help bridge the gap between housing
costs and household income, improving affordability for members of the local workforce.
4. Staff and Operations: Costs associated with essential staffing, administration, and operational
support required to implement and sustain housing programs at the Estes Park Housing
Authority.
To provide some context, the following has been accomplished to date using 6E Loding Tax
funds:
• Property Acquisition: 125 units preserved or enhanced
• Development: no new development has occurred to date, though design and planning is
in process.
• Downpayment Assistance Programs: new shared-equity down payment assistance
program created and anticipated launch in 2026.
• Rental Assistance: 102 unique households have received assistance since the pilot
program launch in 2024
The following annual objectives inform the use of 6E Lodging Tax funds in 2027 to meet the
targets and priority areas outlined above:
Property Acquisition & Stewardship
2027 Objective: Maintain and steward previously acquired workforce housing properties to
ensure long-term affordability and operational stability. While important acquisitions have
occurred to date, the program remains positioned to respond to strategic opportunities to
acquire and preserve additional homes, properties, or land that support workforce housing
goals.
The acquisition and preservation of existing housing have been a cornerstone strategy for
addressing workforce housing needs since the passage of Ballot Initiative 6E in 2023. The
acquisition of Fall River Village and Beaver Brook, as well as preservation of Grand Estates,
substantially expanded the inventory of workforce-restricted housing in the Estes Valley under
the management of the Estes Park Housing Authority (EPHA). 6E Lodging Tax revenue has
supported debt service associated with these acquisitions, strengthening the financial
sustainability of these properties and preserving affordability for the local workforce.
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As these acquisitions have been completed and additional workforce housing has been
developed throughout the Estes Valley, this objective is entering a new phase. EPHA will
continue to focus on responsible stewardship of existing workforce housing assets to protect the
public investment and preserve affordability. In 2027, 6E Lodging Tax revenue will continue to
support asset management, capital planning, debt obligations, property preservation, and the
financial sustainability of the workforce housing portfolio.
Land banking remains an important component of the community's housing strategy. Previously
acquired land provides the foundation for future workforce housing development and
establishes a pipeline of opportunities for both rental and homeownership projects. 6E Lodging
Tax investments will support the financial obligations and strategy associated with these assets
as development planning advances.
Development
2027 Objective: Advance predevelopment and planning for new workforce housing units for
both rental and ownership. Efforts will align with the Estes Valley Needs Assessment and the
Town’s Comprehensive Plan, while responding to rising construction costs and preparing
projects for future ground-up development.
As strategies to address workforce housing needs evolve, 6E Lodging Tax revenue will support
the advancement of workforce housing developments through predevelopment activities
including planning, engineering, site preparation, entitlement, infrastructure improvements,
environmental review, financing, and partnership development. Investing in these activities
reduces project risk, strengthens applications for state and federal funding, and positions
development projects to move efficiently into construction as funding becomes available.
Development efforts are focused on properties owned by EPHA and the Town of Estes Park
that have been identified for future workforce housing, including strategic redevelopment sites
and properties acquired through previous 6E investments. These investments establish a
pipeline of future housing opportunities that respond to demonstrate community need while
supporting a balanced mix of rental and homeownership opportunities. By advancing multiple
projects simultaneously, EPHA can respond to changing market conditions, construction costs,
and funding availability while progressing toward the housing production goals identified in the
Estes Valley Housing Needs Assessment.
Recognizing that workforce housing development requires multiple funding sources, 6E Lodging
Tax revenue will continue to serve as a local investment and gap financing tool that leverages
state, federal, and private resources to maximize community impact.
Assistance Programs
2027 Objective: Implement, evaluate, and refine programs that improve housing affordability for
both renters and homebuyers while exploring new incentives that encourage privately
developed workforce housing, accessory dwelling units (ADUs), and innovative housing
solutions that expand the local workforce housing supply.
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Housing affordability continues to be one of the greatest challenges facing the local workforce.
As new housing developments advance through planning and construction, assistance
programs remain an essential strategy for bridging the gap between housing costs and local
wages. In 2027, 6E Lodging Tax revenue will continue to support rental assistance, affordable
homeownership initiatives, and other programs that improve access to safe, stable, and
affordable workforce housing for income-qualified households.
Building upon the successful implementation of the Workforce Rental Assistance Program in
coordination with Crossroads Ministry as the administrator of assistance, 6E Lodging Tax
revenue will refer to that framework to support established assistance programs that provide
stable and predictable resources for workforce households while maintaining the flexibility to
respond to evolving community needs. Funding may be distributed through qualified nonprofit
and community partners to administer housing assistance programs, improve program
accessibility, and maximize the impact of public investment. Partnerships with organizations
such as Habitat for Humanity will continue to expand opportunities for permanently affordable
homeownership.
Recognizing that public investment alone cannot meet the community's housing needs, 6E
Lodging Tax funds may also support innovative housing solutions that increase the availability
and affordability of workforce housing while leveraging additional investment from the private
sector. Eligible initiatives may include incentives for accessory dwelling units (ADUs), employer-
assisted housing, public-private partnerships, and other locally driven strategies that
complement housing development and create additional pathways to housing stability and
homeownership.
EPHA anticipates exploring programmatic opportunities to strengthen seasonal workforce
housing as part of its broader workforce housing strategy. Building on the findings of the 2023
Housing Needs Assessment, these efforts will evaluate practical approaches to increasing the
availability, quality, and accessibility of seasonal housing while complementing existing
workforce housing initiatives. As community needs and housing priorities continue to evolve,
any future programs will be considered within the context of the full housing continuum and
EPHA’s ongoing commitment to serving the diverse housing needs of the Estes Valley
workforce.
Staff and Operations
2027 Objective: Support staffing and operational capacity at the Estes Park Housing Authority
necessary to administer workforce housing programs funded through 6E Lodging Tax revenue.
This includes staffing, compliance, financial management, asset management, and
administrative functions required to effectively implement housing initiatives and ensure long-
term program success.
6E Lodging Tax revenue provides initial support for the administration, coordination, and
implementation of workforce housing initiatives, new housing programs, and new development
operations. As local housing solutions mature and become more self-sustaining, the need for
administrative support from 6E Lodging Tax revenue is expected to decrease over time,
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reflecting the goal of creating durable housing systems and funding models that can operate
with reduced reliance on these resources.
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Childcare Initiatives
6E Lodging Tax revenue dedicated to childcare will continue to support strategic investments
that strengthen the availability, affordability, and quality of childcare in the Estes Valley. Funding
is intended to address the needs of working families while supporting the sustainability of
childcare providers, early childhood educators, and the local childcare system.
In 2027, the Town will retain 20% of projected 6E Lodging Tax revenues, estimated at
approximately $1.3 million, to administer childcare initiatives and funding programs.
The 2027 funding strategy builds upon the programs established through Town Policy 225:
Childcare Funding Guidelines, including the Priority Grant framework, Childcare Stability
Initiative, and childcare assistance programs. As additional early childhood funding becomes
available through Larimer County’s 1B sales tax, the Town will continue coordinating with
NOCO Kids Thrive to align strategic investments, maximize available resources, and target 6E
Lodging Tax revenue toward local priorities and unmet community needs. This coordination is,
and will continue to be, a work in progress.
The proposed 2027 childcare funding priorities, program allocations, and budget are presented
at the end of this section.
The estimated revenue, expenditures, and projected budget for workforce housing are
approximations and may change based on annual lodging tax collections, project readiness,
partnership opportunities, and emerging community needs. Unexpended funds may be carried
forward to support future workforce housing initiatives.
Priority Areas:
1. Tuition Assistance: Increase access to affordable childcare and early childhood
education by reducing financial barriers for families.
2. Out-of-School Programming: Expand access to safe, enriching, and developmentally
appropriate programming out-of-school hours.
3. Childcare Workforce Support: Strengthen the childcare workforce through recruitment,
retention, professional development, and workforce support.
4. Capital and Facility Investments: Increase childcare capacity through facility
development, expansion, improvement, and infrastructure investments.
Tuition Assistance
2027 Objective: Improve access to affordable childcare by coordinating childcare tuition
assistance with existing and new support programs, streamlining services for families, and
ensuring assistance reaches working households across income levels while reinforcing
resources for low-income families.
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In 2027, the Town will coordinate with Larimer County and NOCO Kids Thrive to determine how
the passage of Larimer County’s 1B Early Childhood Sales Tax can most effectively and
efficiently support the delivery of tuition assistance in the Estes Valley. As NOCO Kids Thrives
establishes a county-wide assistance program to launch in January 2027, the Town will
evaluate opportunities to align local 6E Lodging Tax investments and strategies with regional
funding sources to improve access for families while reducing duplication of services.
While the Colorado Child Care Assistance Program (CCCAP) enrollment freeze limited access
to childcare assistance for eligible families, the Town was able to respond quickly because of
the flexibility provided by 6E Lodging Tax revenue. Additional funding was awarded to EVICS
Family Resource Center to administer local tuition assistance, ensuring eligible Estes Valley
families continued to receive support despite the statewide freeze. As Larimer County’s 1B
Early Childhood Sales Tax programs are implemented, CCCAP enrollment resumes, and
families begin moving off the waitlist, the need for the current level of locally funded assistance
is expected to decline. The Town will be working with NOCO Kids Thrive and EVICS to
determine the appropriate/needed level of local assistance.
As regional tuition assistance programs are implemented as anticipated, 6E Lodging Tax
revenue may be prioritized to support supplemental assistance for families whose needs are not
fully addressed through countywide programs, expand assistance for summer and school age
care, and increase access for families utilizing Family, Friend, and Neighbor (FFN) care.
Maintaining a level of local administration of tuition assistance through EVICS allows for
responsive support and flexibility for our community while leveraging county, state, and
philanthropic resources wherever possible.
The Town will continue to monitor and evaluate tuition assistance utilization and funding gaps in
collaboration with community partners to evaluate the effectiveness of regional coordination and
inform future funding recommendations. Performance measures will continue to be reported
annually through the Annual Impact Report to ensure 6E Lodging Tax investments remain
responsive to the needs of the Estes Valley.
Out-of-School Programming
2027 Objective: Support school-age programming during out-of-school periods by strengthening
staff stability and retention, and ensuring reliable care during school-year breaks and holidays.
Funding should prioritize workforce support, including professional development days and
training opportunities, to maintain high-quality programming where adequate capacity already
exists.
In 2027, the Town will continue to dedicate funding to the Out-of-School Priority Grant program
to focus on smaller, targeted grants rather than large operational subsidies to organizations that
now qualify for the Childcare Stability Initiative. The Out of School Priority Grant program will
prioritize grants that support recurring programs serving school-age children outside of the
traditional school day to include after-school clubs, recreation and enrichment activities, outdoor
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education, arts programming, and other community-based initiatives that provide consistent
care and supervision.
Priority funding will be directed toward programs that:
● Provide care on Mondays, when local childcare options are limited.
● Expand programming during school breaks, teacher workdays, holidays, and other non-
student contact days.
● Offer free or low-cost afterschool programming that improves access for underserved
children and working families.
● Address demonstrated gaps in care while complementing existing childcare providers
and school age programs.
Out-of-school providers remain eligible for the Childcare Stability Initiative to support ongoing
operational needs. Organizations may also apply for Out-of-School Priority Grants to pilot new
programming, expand existing services, or respond to emerging community needs.
By supporting a diverse network of community organizations through smaller grants, the Town
aims to increase the availability of flexible, affordable school age programming while
strengthening the overall childcare system for Estes Valley families.
Childcare Workforce Support
2027 Objective: Address childcare workforce challenges by coordinating with community
partners to strengthen the workforce pipeline, improve retention of seasonal and part-time staff,
expand access to benefits and professional development, and increase wages toward a
$25/hour target. This includes leveraging county-wide workforce support and stipend programs
and providing direct assistance to family home providers and newly licensed programs.
6E Lodging Tax revenue will continue to support the recruitment, retention, and long-term
sustainability of the Estes Valley early childhood workforce. In 2027, the Town will coordinate
closely with NOCO Kids Thrive as it launches a countywide direct stipend program for licensed
childcare providers and early childhood professionals using revenues from Larimer County's 1B
Sales Tax. The proposed stipends are expected to increase compensation for local educators
and strengthen workforce retention throughout the Estes Valley.
While regional workforce investments expand, the Town will continue administering the
Childcare Stability Initiative for the 2027 funding year, and evaluate the program for 2028 and
beyond. The initiative provides predictable annual funding to licensed childcare providers to
support operational sustainability, employee retention, and competitive wages. This reliable
funding helps providers maintain staffing levels, improve compensation, and expand access to
care for local families.
The Town will also continue investing 6E Lodging Tax revenue in strategies that reduce barriers
to employment and strengthen the local workforce pipeline. Beginning in 2027, 6E Lodging Tax
revenue will support a dedicated Early Childhood Educator Workforce Rental Assistance
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Program in partnership with the Estes Park Housing Authority and Crossroads Ministry. The
program will provide housing assistance to eligible early childhood professionals employed by
licensed Estes Valley childcare providers, regardless of household income, recognizing the
essential role these educators play in the local economy.
Funding will be available to support the creation of local workforce pathways into the profession
through scholarships, paid work-based learning, mentorship, and credential attainment.
Support for Family Childcare Home (FCCH) providers and Family, Friend, and Neighbor (FFN)
caregivers will continue through the Childcare Assistance Program. Funding may be used for
health and safety improvements, licensing expenses, startup costs, equipment, professional
development, and other investments that expand local childcare capacity. FFN caregivers will
also remain eligible for training, health and safety certifications, quality improvement
opportunities, and connections to state and regional resources, recognizing the critical role they
play in caring for infants, toddlers, and families with nontraditional work schedules.
Throughout 2027, the Town will evaluate the combined impact of countywide workforce stipends
and the Childcare Stability Initiative to determine the most effective long-term funding strategy.
As regional programs mature, the structure and incentive framework of the Childcare Stability
Initiative may be refined to ensure 6E Lodging Tax investments complement, rather than
duplicate, programs funded through the 1B Early Childhood Sales Tax.
Capital and Facility Investments
2027 Objective: Advance capital and facility investments in alignment with the completed Estes
Valley Childcare Facility Master Plan by supporting provider grants and reducing land-use
barriers to childcare development. Priority should be given to increasing infant and toddler
capacity, where the greatest need exists in the Estes Valley.
The 2026 Estes Valley Childcare Facility Master Plan establishes the Town’s strategy for
expanding and sustaining childcare facilities throughout the Estes Valley. The Master Plan
recognizes that increasing childcare capacity requires more than capital funding alone.
Addressing land use regulations, technical assistance, facility development, and provider
recruitment are all essential components of a sustainable childcare system.
As expected, findings from the Master Plan identify infant and toddler care as the community’s
greatest unmet need while recognizing that demographic changes throughout the Estes Valley
continue to influence demand across all age groups. Accordingly, investments will prioritize
projects that create additional infant and toddler capacity while maintaining flexibility to respond
to changing community needs.
6E Lodging Tax revenue will be available to support:
● Technical assistance for existing and prospective childcare providers seeking to expand,
relocate, or establish licensed childcare facilities.
16
● Capital improvements, renovations, equipment purchases, and facility expansion
projects that increase licensed childcare capacity.
● Strategic reserve funding to respond to emerging facility acquisition, construction, or
partnership opportunities.
A primary capital priority for 2027 is the expansion of Mountaintop Childcare to create additional
infant and toddler classrooms. This project represents the first major implementation initiative
identified in the Childcare Facility Master Plan and will significantly expand care for the age
group experiencing the greatest shortage in the Estes Valley.
The Town will continue building a pipeline of future childcare providers by identifying and
supporting opportunities to expand licensed childcare capacity throughout the Estes Valley. The
Housing and Childcare Manager will provide technical assistance to prospective and existing
providers seeking to establish or expand childcare programs, including assistance with facility
planning, licensing, funding opportunities, and coordination with community partners.
Consistent with the Childcare Facility Master Plan, the Town will support efforts to increase
infant and toddler capacity through the adaptive reuse of existing spaces, assist qualified home-
based providers interested in expanding into center-based programs, and work with
experienced early childhood leaders seeking facilities for new licensed childcare programs.
These efforts are intended to diversify the local childcare system, reduce barriers to expansion,
and strengthen the long-term sustainability of childcare in the Estes Valley while remaining
responsive to changing community needs.
2027 Childcare Funding Allocations
17
2027 Strategic Summary
The 2027 Annual 6E Funding Plan represents the next phase in the implementation of 6E
Lodging Tax investments. Since the inception of 6E, the Town of Estes Park and the Estes Park
Housing Authority have established a strong foundation of childcare and workforce housing
programs, respectively, that have delivered measurable results for the Estes Valley. In 2027, the
focus shifts toward refining those investments through stronger partnerships, coordinated
funding strategies, and implementation of community plans.
For workforce housing, the Town will continue balancing immediate community needs with
lasting housing solutions by supporting housing preservation, new development, affordability
programs, and policy initiatives that expand housing opportunities for the local workforce.
Collaboration between the Town, EPHA, and other community partners will ensure investments
remain responsive to changing housing conditions while maximizing the impact of 6E Lodging
Tax revenue.
For childcare, 2027 represents a transformative year. By coordinating local investments with
Larimer County's 1B Early Childhood Sales Tax, the Town will leverage regional resources to
strengthen tuition assistance, workforce support, and provider sustainability while directing local
funding toward the unique needs of the Estes Valley. The implementation of the Childcare
Facility Master Plan further positions the community to expand infant and toddler care, reduce
barriers to facility development, support provider expansion, and build long-term childcare
capacity.
The Town will also continue strengthening the early childhood workforce by supporting
competitive wages, workforce housing, professional development, and new career pathways
that attract and retain qualified educators. These investments, combined with strategic facility
planning and coordinated tuition assistance, create a comprehensive approach to strengthening
the local childcare system and supporting working families.
The 2027 Annual 6E Funding Plan reflects the Town's continued commitment to responsible
stewardship of 6E Lodging Tax revenue. By combining thoughtful planning with measurable
outcomes and collaborative partnerships, the Town is creating a more resilient workforce
housing and childcare system that supports economic vitality, strengthens local employers, and
improves quality of life throughout the Estes Valley. As community needs continue to evolve, the
Town will remain committed to adapting its investments, leveraging new opportunities, and
ensuring that 6E Lodging Tax revenue continues to deliver meaningful, lasting benefits for
current and future generations.
18
Exhibit A: Community Input
The Annual 6E Funding Plan is prepared in accordance with the Intergovernmental Agreement
(IGA) between Larimer County and the Town of Estes Park. The plan provides an estimate of
expected 6E Lodging Tax revenue and a broad overview of the Town’s proposed funding
priorities for workforce housing and childcare in the Estes Valley.
The annual funding process also provides an opportunity for the Town to engage residents and
voters regarding the proposed objectives and priority areas for the upcoming year. Community
input, together with needs assessments, impact reports, and other relevant community data,
helps inform the development of the Annual 6E Funding Plan and proposed funding priorities.
Community outreach conducted in 2026 included individual meetings, public outreach forums,
and an online survey. The feedback received reflected a range of perspectives on workforce
housing, childcare, development, affordability, infrastructure, and the use of 6E Lodging Tax
revenue.
Key themes raised through the survey and public forums included:
● Childcare affordability: High childcare costs and limited availability, particularly for infants
and children under age three, remain significant concerns.
● Childcare capacity: Residents identified continued demand for after-school care and
additional childcare capacity.
● Housing affordability: Residents emphasized rental assistance and other tools that help
bridge the gap between local wages and housing costs.
● Housing strategy: Feedback varied regarding the appropriate balance between property
acquisition, new construction, preservation, and direct affordability assistance.
● Development and infrastructure: Some respondents expressed a preference for
redevelopment of existing properties and raised concerns regarding the location,
feasibility, and affordability of new development.
● Employer role: Some residents encouraged greater employer participation in supporting
employee housing, childcare, and wages.
● Changing demographics: Declining birth rates and school enrollment were identified as
factors that should inform future housing, childcare, and infrastructure investments.
● Childcare facilities: Respondents supported investment in facilities and existing
properties to increase childcare capacity, particularly for younger children.
● Governance and accountability: Some comments called for greater transparency,
oversight, and accountability regarding 6E funding and Housing Authority investments.
● Transportation: Residents identified transportation, bicycle infrastructure, and seasonal
transit as related workforce needs.
● Community coordination: Participants emphasized coordination among the Town,
Housing Authority, school district, childcare providers, employers, and other community
organizations.
● 6E and tourism: Some respondents raised questions about the impact of the lodging tax
on tourism and suggested broader consideration of tourism and tax policies.
19
Online Survey
The online survey received 17 responses. Respondents reported an average household size of
two people and generally reported living and working within the Estes Valley. Forty-seven
percent either preferred not to respond or reported that they did not have children living in their
household, and 82% reported owning their home. A majority of respondents indicated that
housing and childcare costs had not affected their ability to work or remain in the workforce.
Respondents generally supported a balanced approach to workforce housing and childcare
investments. They indicated that the proposed 2027 objectives for both areas reflected needs
and challenges they had experienced or observed in the Estes Valley. Within that balanced
approach, respondents generally favored maintaining or increasing investment in childcare
while maintaining or decreasing the share allocated to housing. At the same time, housing
affordability and availability were identified as significant challenges facing the Estes Valley
workforce, with respondents expressing a preference for prioritizing direct housing assistance
programs in the 2027 funding plan.
20
For childcare, respondents identified out-of-school programming as a key priority and indicated
that it should receive the greatest investment of 6E Lodging Tax revenue in 2027. Facility
expansion and capital investment ranked lower as a stated community priority. Respondents
identified this area as the second-highest area for investment, tied with efforts to address
childcare workforce challenges.
The feedback summarized in this exhibit represents the range of input received through the
2026 community engagement process and is one of several sources used to inform the 2027
Annual 6E Funding Plan. Community input is considered alongside program outcomes,
identified needs, available funding, adopted Town policies, and other relevant data when
developing annual funding recommendations.
21
22
Exhibit B: Childcare Budget and Priority Grant Allocations
Per Policy 225: Childcare Funding Guidelines, Priority Grants are established to allocate funding
to specific childcare challenges in the Estes Valley by targeting objectives and outcomes
presented in this Annual Funding Plan, including but not limited to tuition assistance programs,
out-of-school programming, capital projects and facilities, and addressing challenges in the
early childhood workforce. A full description of the priority grant eligibility requirements and
qualifications can be found on the Town website at
www.estes.org/workforcehousingandchildcare.
Childcare Facility and Capital Funding Grant
Childcare Facility and Capital Funding Grants are dedicated to supporting the expansion of
facilities, facility improvements, and supporting new facilities. These grants are available for
licensed childcare providers or those who can demonstrate that they are in process of becoming
licensed.
● Funding Allocation: $50,000
● Applications Due: June 14- August 2, 2027
Out-of-School Funding Grant
Out-of-School Funding Grants support programming serving children 0-13 years old when
school is out of session. The program will prioritize recurring programs serving school-age
children outside the traditional school day, including after-school clubs, recreation and
enrichment activities, outdoor education, arts programming, and other community-based
initiatives that provide consistent care and supervision.
● Funding Allocation: $20,000
● Applications Due: April 12- June 7, 2027
2027 Childcare Funding Allocations
Additional funding opportunities are available on an as-needed basis through the Childcare
Assistance Fund. These additional funding opportunities are available throughout the year, up to
the allocated funding amount, until the allocated $40,000 runs out. The following assistance
programs are available through the Childcare Assistance Fund:
● New License Incentive
23
● FFN Support Grants
● Professional Development and Training Grants
● Workforce Rental Assistance for ECE Employees
● Technical Assistance Grants
Tuition Assistance
6E Lodging Tax funds are dedicated to tuition assistance programs to be administered by a third
party. Through annual service agreements, the allocated funds to support households needing
emergency assistance or qualified households based on income for childcare tuition are based
on recommendations from Town staff and projected budgets. All requests for funding over
$50,000 and the approval of service agreements must be approved by the Town Board.
Childcare Stability Initiative
The Childcare Stability Initiative provides eligible applicants with an annual direct subsidy to
support the workforce and the general operations and overhead of entities that play a critical
role in providing childcare capacity within the Estes Valley.
● 2027 Proposed Budget Allocation: $350,000
● Applications Due: July 1
Childcare Stability Initiative Funding
Program Name Request Staff Recommendation
6E Workforce Housing and Childcare
Lodging Tax
2027
DRAFT ANNUAL
FUNDING
PLAN
Attachment 2
6E LODGING TAX
ANNUAL TIMELINE
Q1 Q2 Q3 Q4
Annual Impact Report
summarizes the previous
yearʼs distribution of funds
Town of Estes Park Strategic
Planning Process directs next
yearʼs budget, including 6E
Funds
Stakeholder Outreach for the
Annual Funding Plan
Local Marketing District,
County, and Town consider
the approval of the Annual
Funding Plan
Final Approval of the Annual
Funding Plan
2025 OUTCOMES
Strategic investments are now
translating into measurable
outcomes, strengthened systems,
and long-term community benefit.
2025 OUTCOMES
$1 million
IN REVENUE DEDICATED
TO CHILDCARE
INITIATIVES
2+
LICENSED FAMILY
CHILDCARE HOME
PROVIDERS
32
HOUSEHOLDS
RECEIVING
WORKFORCE RENTAL
ASSISTANCE
OVER
OF OUR WAY TO MEET
OUR 2030 TARGET FOR
NUMBER OF UNITS UNDER
80% AMI
1/3
$6,300,000
This projection provided by VEP, based on revenue
through July 2026 and is subject to change.
HOUSING
80%
CHILDCARE
20%
CHILDCARE PRIORITY
OBJECTIVES
TUITION ASSISTANCE
OUT-OF-SCHOOL PROGRAMS
FACILITY EXPANSION
CHILDCARE WORKFORCE
TUITION ASSISTANCE
Improve access to affordable childcare by coordinating
childcare tuition assistance with existing and new support
programs, streamlining services for families, and ensuring
assistance reaches working households across income levels
while reinforcing resources for low-income families.
2027 OBJECTIVE
CHILDCARE WORKFORCEAddress childcare workforce challenges by coordinating with
community partners to strengthen the workforce pipeline,
improve retention of seasonal and part time staff, expand
access to benefits and professional development, and increase
wages toward a $25/hour target. This includes leveraging
county-wide workforce support and stipend programs and
providing direct assistance to family home providers and newly
licensed programs.
2027 OBJECTIVE
Applicant Request Staff Recommendation
Park Place Preschool- EPES $30,000 $30,000
Mountaintop Childcare $45,000 $45,000
BKB Preschool- YMCA $43,000 $43,000
Inclusion Program- YMCA $110,000 $50,000
Boys and Girls Club $80,000 $80,000
Project Launch/Learning Labs- EPES $50,000 $50,000
Cubs Den- EVRPD $15,000 $15,000
Muddy Boots $5,000 $5,000
Little Kids Montessori $12,500 $7,500
TOTAL REQUEST:
$390,500
CHILDCARE STABILITY INITIAITVE
TOTAL RECOMMENDED
AWARD:
$325, 500
CHILDCARE WORKFORCE
OUT-OF-SCHOOL PROGRAMSSupport school-age programming during out-of-school periods
by strengthening staff stability and retention, and ensuring
reliable care during school-year breaks and holidays. Funding
should prioritize workforce support, including professional
development days and training opportunities, to maintain high-
quality programming where adequate capacity already exists.
2027 OBJECTIVE
FACILITY EXPANSION
Advance capital and facility investments in alignment with the
completed Estes Valley Childcare Facility Master Plan by
supporting provider grants and reducing land-use barriers to
childcare development. Priority should be given to increasing
infant and toddler capacity, where the greatest need exists in
the Estes Valley.
2027 OBJECTIVE
2027 Proposed 2026 Approved
Childcare Stability Initiative $350,000 $290,000
Tuition Assistance $450,000 $500,000
Out-of-School Funding $20,000 $50,000
Childcare Facility and Capital Funding Grant $50,000 $100,000
Childcare Assistance Fund $40,000 $5,000
2027 CHILDCARE PROGRAM
FUNDING FRAMEWORK
Program Funding Framework provides an estimate of available funds for program distribution.
Unspent funds will roll forward into a fund balance rather than lapse.
The fund balance serves as a reserve to offset future revenue fluctuations and supports future
capital investments and facilit y improvements.
New License Incentive
FFN Support
Professional Development and Training
Grants
Workforce Rental Assistance for ECE
Employees
ADDITIONAL 6E FUNDED
PROGRAMS AND GRANTS
ASSISTANCE PROGRAMS
ADMINISTRATIONLAND BANKING DEVELOPMENT
HOUSING PRIORITY
OBJECTIVES
LAND BANKING
Maintain and steward previously acquired workforce housing
properties to ensure long-term affordability and operational
stability. While acquisition efforts have largely been completed,
the program remains positioned to respond to strategic
opportunities to acquire and preserve additional homes,
properties, or land that support workforce housing goals.
2027 OBJECTIVE
DEVELOPMENT
Advance predevelopment and planning for new workforce
housing units for both rental and ownership. Efforts will align
with the Estes Valley Needs Assessment and the Townʼs
Comprehensive Plan, while responding to rising construction
costs and preparing projects for future ground-up
development.
2027 OBJECTIVE
ASSISTANCE PROGRAMSImplement and evaluate programs that support the affordability
of workforce housing for both renters and homeowners, while
exploring incentives for accessory dwelling units (ADUs) and
privately developed workforce housing.
2027 OBJECTIVE
ADMINISTRATION
2027 OBJECTIVE
Support staffing and operational capacity at the Estes Park
Housing Authority necessary to administer workforce housing
programs funded through 6E Lodging Tax revenue. This
includes staffing, compliance, financial management, asset
management, and administrative functions required to
effectively implement housing initiatives and ensure long-term
program success.
2027 STRATEGIC
DIRECTION
LEVERAGE NEW
RESOURCES
TARGETED
INVESTMENTS
FROM PLANNING TO
IMPLEMENTATION
BUILD ON
PROGRESS
Continue investments
that have expanded
capacit y, improved
affordabilit y, and
strengthened the Estes
Valley workforce.
Coordinate 6E Lodging
Tax investments with
Larimer Count y 1B Sales
Tax, philanthropic funding,
grants, and other available
resources to maximize
local resources.
Focus 6E funds to address
gaps that are not fully met
by other funding sources,
including local childcare
needs, seasonal workforce
housing, and emerging
communit y priorities.
Advance housing
development and policy
initiatives alongside
childcare facilit y
expansion and workforce
strategies.
...AND REMAIN ADAPATABLE!
THANK
YOU
MONTHLY 6E LODGING REVENUE COMPARISON
2023 2024 2025 2026
January
February
March April May
June July
August
September
October
November
December
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2026
2027
ALLOCATION TO HOUSING AND CHILDCARE
Wor kforce Housing Childcare
2023
2024
2025
*Moved to 80%/20% Split