HomeMy WebLinkAboutPACKET Town Board Study Session 2018-01-23
*Revised 01/19/2018
Tuesday, January 23, 2018
TOWN BOARD 4:00 p.m. – 6:40 p.m.
STUDY SESSION Rooms 202/203
4:00 p.m. Fire District’s Request to Collect Impact Fees.
(Fire Chief Wolf)
4:30 p.m. Future Use of the Senior Center Building.
Childcare - Task Force
Senior Center – Senior Center Inc.
Museum – Director Fortini
Children’s Museum – Doyle Baker
6:15 p.m. Break for Dinner
6:30 p.m. Trustee & Administrator Comments & Questions.
6:35 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:40 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 3:45 p.m.
AGENDA
*
*
1
2
Impact Fee Proposal
Estes Park Town Board – January 23, 2018
CHALLENGE
- Increased demand for services outpacing revenue growth
OBJECTIVE
- Goal to keep the Fire District property tax mil levy at 1.95 as long as possible.
- Have development offset increased costs due to construction and growth.
STATE STATUTE AUTHORIZING
- Colorado Revised Statue authorizing Fire Districts to collect Impact Fees: C.R.S. 29-20-104.5.
AUTHORIZED USE OF FEES
- Impact fees collected can only be used to defray costs of capital facilities needed to serve “new” development
impacting the Authority or Fire District.
- The statute does not limit where the district or authority may invest its impact fee revenue within its boundaries, so
long as the purchase or construction of capital facilities is directly related to “development”.
BASIS/JUSTIFICATION FOR FEES
- EVFPD contracted with Pinnacle Consulting Group to do an analysis on the proportional capital costs associated with
all forms of new development in the entire EVFPD service area.
TIMELINE
- EVFPD would like to have all IGAs in place by April 1, 2018
PROCESS
- EVFPD presenting to Town of Estes Park Board (1/23) and Larimer County Board of Commissioners (2/21) to outline
study results and process.
- Draft IGAs to both Boards by early February.
1/22/20181Proposal for Imposing Fire District Impact FeesDavid Wolf, Ph.D. Amanda CastleFire Chief Asst. Director of Finance & AccountingOutlineBackground on Impact FeesDistrict Need Results of Nexus StudyStudy Design CriteriaCommunity Growth ProjectionsDistrict Capital ExpansionImpact Fee CalculationsConclusionsProposed fee scheduleNext steps2
1/22/20182BackgroundNew legislation was enacted at the 2016 Legislative session that allows Special Districts and Authorities to implement and collect impact fees. Prior to this Legislation, it was not allowed, and only municipalities could collect impact fees or Capital Expansion fees (CEF’s). Jurisdictions (Fire Districts/Authorities) must get approval from the municipality/county involved to implement such fees.3BackgroundEstes Valley Fire Protection District (EVFPD) engaged Pinnacle Consulting Group to complete a Nexus Study regarding the justification of impact fees in our jurisdictionIGAs between EVFPD and jurisdictions: Town of Estes ParkLarimer County4
1/22/20183Funding Sources?5Sales Tax (7% from Town of Estes Park)Property Taxes (1.95 mils since 2010)For $350,000 home, Fire Protection is $49 per yearFor $500,000 home, Fire Protection is $70 per yearFigure from Winter 2016/2017 Estes Park Town Bugle6Call Total By YearCumulative Total By Year(call total at end of month)Calls for ServiceYear 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017Total 441 459 440 433 483 448 525 551 482 648 650 596 618 685 720
1/22/20184Increased demand outpacing revenue growth7Data from US Census (Estes) and National Park Service (ROMO)Rocky Mountain NP Visitors 1915-2016Estes Park Population 1930-2015ObjectiveKeep our mil levy at 1.95 rate as long as possibleHave development help offset increased costs due to constructionImpose impact fees in EVFPD’s jurisdiction to be used for capital infrastructure projects8
1/22/20185Nexus StudyAmanda CastleAssistant Director of Finance and Accounting550 W. Eisenhower BLVDLoveland, CO 80537Items For ReviewDesign ConsiderationGrowth Projections & ProportionalityImpact Fee Calculation10
1/22/20186Impact FeesIssued on new developmentRestricted for expansion attributable to growthExcludes:repair & replacementFacility improvementsMust demonstrate a nexus and rough proportionality11“A charge on new development to pay for the construction or expansion of off-site capital improvements that are necessitated by and benefit the new development.”-www.impactfees.comCalculation MethodologiesPlan Based ApproachNew infrastructure costs are allocated to new growth based on proportionalityMust analyze future growth and its impact on the District’s capital planFair calculation focused on the future12Cost Recovery ApproachNew growth “buying in” to current capitalAdvantageous when District has expanded facilities in anticipation of growthSimple calculation based on current assets and demand for servicesBased upon the current capital infrastructure of the District, and the necessity to obtain additional capital for future growth, it was determined that Pinnacle Consulting Group Inc. would use the plan based approach for the District’s impact fee calculation.
1/22/20187Growth ProjectionsResidential GrowthCommercial Growth13Demand for Service14
1/22/20188Anticipated Capital Expansion15Fee Calculation & Recommendations16Recommendations•Establish a Capital Fee Fund, whereby funds are withdrawn only to pay for the growth-related capital•Adhere to legal requirements associated with collecting and spending impact fees•Update nexus study every five years•Adjust amounts by an inflation indicator on an annual basis
1/22/20189Proposed Fee Schedule & SummaryProposed Fee Schedule* - Due to Gallagher, commercial property pays nearly 4x as much property tax as residential, so we propose a reduced rate. 18Land Use TypeNexus Study CalculationProposed FeeSingle Family (per unit)$784.10$784.10Multi Family (per unit)$419.10$419.10Commercial (per sq. ft.)$0.74$0.37*Anticipated Annual Revenue: $56,482
1/22/201810Proposed TimelineImpact fee imposed on new development for which a Development Permit application is submitted on or after April 1, 2018 Fees updated/Nexus Study completed at least every three-five yearsDeveloper and Fire Authority confer whether or not impact is owed and/or amount owed –Possibility of an in-kind contribution in lieu of feeImplemented as part of the normal Development Permit application process.19Next Steps EVFPD Board formally adopts resolution of intent to collect fees (January 24)Presentation to Larimer County BCC study session (February 21)IGA sent to both Boards for review and approval (February)20
1/22/201811
Estes Valley Fire Protection District
Impact Fee Study
January 2018
Table of Contents
I. History & Design Consideration
a. District Background 1
b. Impact Fee Definition and Legal Considerations 2
c. Calculation Methodologies 3
II. Growth Projections & Proportionality
a. Residential Growth Projections (2018-2032) 4
b. Commercial Growth Projections (2018-2032) 4
c. Demand for Service 5
III. Future Capital & Impact Fee Calculation
a. Capital Improvement Plan 6
b. Impact Fee Calculation 7
c. Recommendations 7
History & Design Consideration
District Background
The Estes Valley Fire Protection District (the District) provides fire protection services, fire suppression,
and rescue services in the Town of Estes Park (the Town) and surrounding areas of unincorporated
Larimer County. The District services a total area of 66 square miles within the Estes Valley, and
responded to 720 calls in 2017.
Figure I-1
Source: Estes Valley Fire Protection District
Estes Park continues to see growth in both residential and commercial properties. As the Town continues
to grow, the District continues to experience large increases in the number of calls for services. In the last
15 years, call volume within the Estes Valley has increased more than 63%, from 441 calls in 2003 to 720
calls in 2017. 1
In 2017 the District contracted with Pinnacle Consulting Group, Inc. (PCGI) to conduct an impact fee study.
The following report details the findings of the study, and calculates fees necessary to recover the costs
associated with new development in the District.
1 The District (2017). EVFPD Call Response Histortic.
Impact Fee Definition and Legal Considerations
In 2016 the General Assembly of the State of Colorado enacted House Bill 16-1088, authorizing fire
protection Districts to impose an impact fee on new development. Impact Fees are defined as,
“a charge on new development to pay for the construction or expansion of off-site capital improvements
that are necessitated by and benefit the new development.”2
C.R.S 29-20-104.5 states:
As a condition of issuance of a development permit, local government may impose an impact fee
to fund expenditures on capital facilities needed to serve new development.
o No impact fee shall be imposed on any development permit for which the applicant
submitted a complete application before the adoption of a schedule of impact fees.
o Capital facilities means any improvement that:
Is directly related to any service that the local government is authorized to
provide;
Has an estimated useful life of 5 years or longer; and
Is required by charter or general policy of a local government pursuant to a
resolution or ordinance.
o No impact fee shall be imposed to remedy any deficiency in capital facilities that exists
without regard to the proposed development.
A local government shall quantify the reasonable impacts of proposed development on capital
facilities and establish the impact fee at a level no greater than necessary to defray such impacts.
Revenues from any impact fee shall be collected and accounted for separate from general
revenues.
In two case decisions by the United States Supreme Court referred to as Nollan3 and Dolan4 the court
announced a two-part test for implementing impact fees, whereby the local government must show there
is a nexus and rough proportionality between the fee and the impact of the proposed use of land.
“A “nexus” exists where the permit conditions (in this case impact fees) are connected to
and further the regulatory interest. Even if there is a “nexus” between the conditions and
the regulatory interest, the Constitution also requires that the permit conditions (impact
fees) be “roughly proportional” to the projected impacts of the land use development.
“Proportionality” does not require a precise mathematical calculation, but jurisdictions
‘must make some sort of individualized determination that the required [condition] is
related both in nature and extent to the impact of the proposed development.’”5 (Nollan
V. City of Tigard, 1994)
2 www.impactfees.com
3 Nollan v. California Coastal Commission (1987), 483 U.S. 82
4 Dolan v. City of Tigard (1994) 1145 Ct. 2309
5 Conway, M. (2013, October 16). Takings: Supreme Court Expands Governmental Liability to Property Developers.
Martens Law Newsletter, p. 1-3.; www.martenlaw.com
Calculation Methodologies
When calculating impact fees, there are two methodologies local governments can use, the buy-in or
cost recovery approach (past) and the plan based approach (future).6
In the buy-in approach, new growth is “buying in” to current capital. This is advantageous when local
governments have expanded facilities in anticipation of growth. For example, a local Fire District may have
a station with a current value of $3,000,000. Based upon calls in the District it is noted that the residential
share of the facility is 55%, while the nonresidential share is 45%. Assuming there are 35,000 homes, and
10,000 nonresidential units, the cost per demand unit would be $47.14 per home and $135 per
nonresidential unit, as detailed in Figure II-1 below.
Figure II-1
Unit Type Current Asset
Value (A)
Proportionate
Share (B)
Estimated Demand
in Units (C)
Cost per Demand Unit
(A*B)/(C)
Residential $ 3,000,000 55% 30,000 $47.14
Nonresidential $ 3,000,000 45% 10,000 $135.00
In the plan based approach (future), the cost of new infrastructure is allocated to new growth based upon
rough proportionality and the assumed demand associated with the infrastructure. The approach requires
the local government to analyze future growth and the impacts of such growth on a capital improvement
plan. For future capital to be included in the impact fee calculation, it must meet the definition of “capital
facilities” per CRS 29-20-104.5 (see page 2).
Based upon the current capital infrastructure of the District, and the necessity to obtain additional capital
for future growth, it was determined that PCGI would use the plan based approach to calculate impact
fees for future development.
When calculating impact fees, local governments must consider whether assets will be purchased
outright, or through debt issuance. When reviewing assets of the District, it was noted that a new station,
anticipated to be built in 2019 would be funded through the issuance of debt, and thereby should be
excluded from the impact fee calculation. All other future capital purchases of the District are anticipated
to be funded with cash, and therefore were considered in the analysis of impact fees.
Additionally, when calculating impact fees, local governments must offset future capital costs with any
current impact fee fund balance. The District has never collected impact fees, nor have they created a
capital asset fund with a separate fund balance. Therefore, an additional adjustment to the calculation
was not considered necessary.
When calculating the fee, the District included the cost of this assessment, as allowed by law.
Finally, the District has determined that this report should be updated every 5 years. While inflationary
adjustments may occur, major changes will not occur without an update to this report.
6 L. Carson Bise II, A. P. (2013). Impact Fee Basics: Methodology and Fee Design. TischlerBise.
Growth Projections & Proportionality
When calculating impact fees using the plan based approach, local governments must consider future
growth and demand for service for each land use type, thereby allowing fees to be appropriately
proportioned and allocated. PCGI analyzed growth projections for the next fifteen years (through 2032)
and demand for service by land use type. This data was used to determine impact fees by type as discussed
later in this report.
Residential Growth Projections (2018-2032)
In 1996, the Town of Estes Park and Larimer County jointly adopted the Estes Valley Comprehensive
Plan, detailing the economic profile of the Town. Since it’s original adoption, the plan has been updated
two times; in 2007 and again in 2012. Additionally, in 2016 the Estes Park Housing Authority published a
Housing Needs Assessment, detailing the economic profile of the Town as of 2015. The information
obtained from these reports was utilized to project future residential growth within the District.
Figure II-3 details the information collected, and the growth projection calculations used to determine the
impact fees for residential properties. Based on the information obtained, the District anticipates buildout
of 755 homes and 348 multifamily units over the next 15 years.
Figure II-2
Property Type Units
2006
Units
2015
Additions
2016-2017
Total
2017
Compounded
Annual Growth
Rate
Future
Development
2032
Growth
(2018-2032)
Single Family 6,544 6,991 61 7,052 0.68% 7,807 755
Multifamily 2,057 2,269 13 2,282 0.95% 2,630 348
Source: Town of Estes Park Comprehensive Plan (2007,2012), Housing Needs Assessment (2016)
Commercial Growth Projections (2018-2032)
PCGI obtained the detailed building permit summaries from the Town of Estes Park, and used the reports
to calculate the average commercial square footage added over the past six years.
Per review of the Housing Needs Assessment published by the Estes Park housing authority, it was noted
that jobs, within Estes Park grew at a faster rate than Larimer County between 2010-2015. Furthermore,
the report projects growth will continue at a rate between 1.9% and 3.2% annually. It can be assumed
that commercial growth should grow at a rate equal to jobs within the Town. To be conservative, PCGI
calculated commercial growth at the lesser amount of 1.9% annually.
Figure II-2 details the information collected, and the growth projection calculations used to determine the
impact fees for commercial properties. Based on the information obtained, the District anticipates
buildout of 295,656 square feet over the next 15 years.
Figure II-3
Average Commercial
Square Foot Additions
(2012-2017)
Growth Rate
Projection
Square Footage Growth
Projections (2018-2032)
17,220 1.9% 295,656
Source: Town of Estes Park Building Permit Summaries (2012-2017), Housing Needs Assessment (2016)
Demand for Service
Based on the Supreme Court’s decision in Dolan v. City of Tigard impact fees must be roughly
proportional to the projected land use. Within the District, proportionality can be assessed based on
historic demand for service/call volume.
To ensure an accurate population, free of any anomalies/abnormalities due to seasonality, PCGI
reviewed total calls within the Estes Valley from 2008-2017. Calls grouped as “vehicle,” “outdoor,” and
“other” were excluded from the calculation, as they could not be attributed to a specific land type.
Additionally, PCGI noted a large amount of calls (8%) occurred at hotels. If the District were to include
the calls in the split of land uses, it would greatly inflate the proportionality in the commercial type land
use. Additionally, it is difficult to estimate how many hotels/rooms may be added within the District
over the next 15 years. As such, it was determined that hotels would be excluded from the calculation.
Should a hotel be built under the current model, it would be assessed impact fees at the commercial
rate.
If the Town changes the height requirements for hotels, thereby making buildout more attractive, the
District will automatically recalculate impact fees, assessing a specific fee per room for hotels. This fee
would replace the commercial fee for hotels, and would create a more equitable distribution based on
demand for service.
Over the ten-year period, total call volume for the valley was 5,567. Excluding the groups noted above,
62% of calls were attributable to single family homes, 14% to multifamily homes, and 24% to
commercial properties.
Figure II-4 details the total calls for service, and the current proportionality calculated.
Figure II-4
Note: Vehicle, Outdoor, Other and Hotel are excluded from the proportionality assessment, as they cannot fairly be assigned to a specific land use.
Source: Estes Valley Fire Protection District Call Log History (2008-2017)
Future Capital & Impact Fee Calculation
Capital Improvement Plan
Estes Valley has experienced a significant amount of growth in the past 10 years. As growth continues,
the District is facing an increased need for facilities and capital assets. The District has analyzed future
capital needs, noting a need for additional capital assets over the next 15 years of $3,942,790, excluding
the addition of another fire station which is expected to be financed with debt. Of the $3,942,790 of
additional assets 24% or $955,314 is attributable to growth.
Figure III-1 details the capital asset plan of the District and the amounts attributable to future growth.
Figure III-1
Source: Estes Valley Fire Protection District
Impact Fee Calculation
Figure III-2 details the impact fee calculations by land use type. PCGI used future capital costs
attributable to growth and the future proportionality calculations to determine total costs by land use
type.
Based on the future capital needs, and proportionality rates used, PCGI has calculated a maximum
allowable fee of $784.10 for a single-family residence, $419.10 for a multi-family unit and $0.74 per
square foot of commercial property. The District can choose to pay less than the amounts noted, but the
discounts must be uniformly applied to the rates as calculated.
Figure III-2
By utilizing the model above, the District should be able to fully recover the costs of capital associated
with growth.
Recommendations
The District should establish a Capital Fee Fund separate of the General Fund, whereby funds
are withdrawn only to pay for the growth-related capital noted above.
The District should adhere to legal requirements associated with collecting and spending impact
fees.
The District should update this study every five years, or sooner if major changes are expected.
The District should adjust amounts by an inflation indicator on an annual basis.
Public Works
Memo
To: Honorable Mayor Jirsa
Board of Trustees
Thro ugh : Town Administrator Lancaster
Assistant Town Administrator Machalek
From: Jon Landkamer Facilities Manager
Date: January 23 , 2018
RE: 220 Fourth Street Remodel Cost Estimates
Objective:
Many potential options for the Town owned building , located at 220 Fourth Street, have
been proposed. To help with the decision making process, the estimated costs for each
remodel option should be considered. Three of the potential future uses are outlined in
the attached document.
Present Situation:
The Senior Citizen Center services are transitioning from a Town of Estes Park
program, to the new EVRPD Community Center in February 2018. The building located
at 220 Fourth Street will be vacant and available for new programming for the Town.
There are many needs in the community and several groups have come forward with
interest in utilizing this facility. The property is part of Stanley Park, which was given to
the To wn of Estes Park in 1936. The property has deed restrictions that limit the uses of
the property to park, recreational, or public entertainment activities.
Proposal:
The attached worksheet is intended to estimate the costs associated with the remodel
of 220 Fourth Street for a new programming use. These costs are rough-ma gnitude
estimates relying on the experience of the Facilities Manager. The potential scope of
each remodel can vary widely, as you can see from the attached worksheet. The
worksheet is designed as an “a la carte” menu with each line item separated for
discussion of the remodel scope for each proposed use.
Advantages:
• Utilization of an existing facility in a very convenient location.
• Informed discussion on the long term impact of a new program in this location.
Disadvantages:
• The building has significant maintenance needs and challenges.
3
• This project is currently unfunded in the 2018 budget.
Action Recommended:
Evaluate all of the options presented and give staff direction to begin the process of
developing the scope for remodeling.
Finance/Resource Impact:
The new use of this facility will impact future maintenance requirements and ongoing
operational costs.
Level of Public Interest
High: There has been a great deal of public comment about the future use of this
facility.
Sample Motion:
N/A
Attachments:
220 4th Street Reuse
4
Town of Estes Park
Public Works/Facilities
2018 Budget Worksheet
220 4th Street Conversion Cost Comparison
Option 1 Option 2 Option 3
Childcare 378,000$ 231,000$ 152,000$
Collections 253,000$ 198,000$ 73,000$
EPSCCI 280,000$ 70,000$ 58,000$
5
Town of Estes Park
Public Works/Facilities
2018 Budget Worksheet
220 4th Street Conversion to Child Care Facility
General Remodel Option 1 Option 2 Option 3 Comments
Paint interior 15,000$ 15,000$ 15,000$
Flooring 25,000$ 25,000$ 25,000$
Secure IT room 3,000$ 3,000$ 3,000$ New door/hardware
Life Safety Upgrades
Fire alarm system 20,000$ 20,000$ 20,000$
Fire sprinkler system 25,000$ 25,000$
Building egress/exit doors 25,000$ 25,000$ 25,000$ Replace doors/New panic hardware
Child Safety Upgrades
Adult/Staff bathroom addition 20,000$ 20,000$ Ideally not a shared restroom with children
Kid bathroom stalls 15,000$ 15,000$ 15,000$ Adjust height of stalls/toilets for toddler use
Childproof electrical 2,000$ 2,000$ 2,000$ Replace outlets/covers as needed
Windows to classrooms 10,000$ 10,000$ 10,000$ No private spaces
New window treatments 6,000$ 6,000$ 6,000$ No corded window treatments
Secure access to storage/closets 1,000$ 1,000$ 1,000$
Tempered glass 6,000$ 6,000$ Remove/replace stained glass side lights at entrance
Security camera system 20,000$ 20,000$ 20,000$
Kitchen Upgrades
Kitchen equipment upgrades 40,000$ 20,000$
Type 1 hood upgrade 30,000$
Walk-in fridge/freezer upgrade 15,000$ Compressor replacement
Exterior Needs
ADA accessibility upgrades 10,000$ 10,000$ 10,000$ Parking, railing, bathrooms
Fenced play area 8,000$ 8,000$
Play structure/outdoor elements 25,000$
Maintenance issues/sidewalks 12,000$ West side sidewalk sloping towards building
Replace decking/composite 25,000$ Existing deck is in very bad condition
Paint exterior 20,000$
Total 378,000$ 231,000$ 152,000$
6
Town of Estes Park
Public Works/Facilities
2018 Budget Worksheet
220 4th Street Conversion to Collections Facility
General Remodel All Options Option 2 Option 3 Comments
Paint interior 15,000$ 15,000$
Flooring 25,000$ 15,000$
HVAC Upgrades 50,000$ 50,000$ Climate control for collections area
Interior wall addition 25,000$ 25,000$ 25,000$ Segregate collections/frame in exterior doors
Secure IT room 3,000$ 3,000$ 3,000$ New door/hardware
Security camera system 20,000$ 20,000$
Oral History Recording Studio 8,000$ 8,000$
Life Safety Upgrades
Fire alarm system 20,000$ 20,000$ 20,000$
Fire sprinkler system 25,000$
Building egress/exit doors 5,000$ 5,000$ 5,000$
Kitchen Upgrades
Walk-in fridge/freezer upgrade 15,000$ Compressor replacement
Exterior Needs
ADA accessibility upgrades 10,000$ 5,000$ Parking, railing, bathrooms
Maintenance issues/sidewalks 12,000$ 12,000$ West side sidewalk sloping towards building
Paint exterior 20,000$ 20,000$ 20,000$
Total 253,000$ 198,000$ 73,000$
7
Town of Estes Park
Public Works/Facilities
2018 Budget Worksheet
220 4th Street Conversion to Senior Center Inc
General Remodel All Options Option 2 Option 3 Comments
Paint interior 15,000$
New window treatments 15,000$
Flooring 25,000$ Carpet
Secure IT room 3,000$ 3,000$ 3,000$ New door/hardware
Life Safety Upgrades
Fire alarm system 20,000$ 20,000$ 20,000$
Fire sprinkler system 25,000$
Building egress/exit doors 25,000$ 25,000$ 25,000$ Replace doors/New panic hardware
Kitchen Upgrades
Kitchen equipment upgrades 40,000$
Type 1 hood upgrade 30,000$
Walk-in fridge/freezer upgrade 15,000$ Compressor replacement
Exterior Needs
ADA accessibility upgrades 10,000$ 10,000$ 10,000$ Parking, railing, bathrooms
Maintenance issues/sidewalks 12,000$ 12,000$ West side sidewalk sloping towards building
Replace decking/composite 25,000$ Existing deck is in very bad condition
Paint exterior 20,000$
Total 280,000$ 70,000$ 58,000$
8
F. O. Stanley Family History Provided by John Meissner
From: "john meissner" <jdmeissner@usa.com>
Date: January 18, 2018 at 1:00:29 PM MST
To: "Cody Walker" <cwalker@estes.org>, "Daniel West" <dwest@eptrail.com>,
Tommy <tomhannah54@aol.com>
Subject: Sarah Stanley
As predicted, the Stanley Museum in Kingfield Maine is way ahead of us as far as
having living descendants on a contact list.
The name Sarah Stanley (descendant of F.O. Stanley's twin brother, F.E. Stanley, see
attached) came up repeatedly in our conversation - I was optimistically approaching this
endeavor as a "find all 100+ living heirs and get their permission for X proposal", without
considering the flip side, which is "suppose you find one living Stanley descendant who
doesn't think X proposal is a good idea, or contends X proposal violates the restriction in
the deed". That, of course, solves the puzzle a lot quicker, and maybe that is how it
should have been approached from the outset.
So now I'm waiting to hear back from various Stanley family members from the various
branches. Perhaps the town administrator or town attorney has already contacted
some/all of these individuals, hence the reason for the current position on what is
acceptable and what potentially isn't. Obviously I wouldn't be included in that loop.
9
Attached is the birth order of F.O. Stanley's siblings. The children of his brothers
and sister (his nieces and nephews, which add up to 10) are the 10 individuals who
make up the list of recipients of his property (that property that hadn't already been
dispensed with) in Estes Park at the time of his death in 1940.
I have already traced forward one of these branches to living relatives. It took less
than one hour. There are nine other branches, one of which ended quickly with no
offspring. So now we're down to eight branches. if eight people in town could be
found with similar interest and internet searching skills, this project could be
completed in one day. Rather than pay a lawyer or an "heir seeker" thousands of
dollars, it could be done by members of the local genealogy club at one genealogy
club meeting, which meets Thursdays in the Estes Valley Library. Or the community
could get behind it as a simple community history project, the Estes Park High
School, EVICS, Eagle Rock schools when they are in session, the Estes Park
Museum staff, the Estes Park Museum foundation board, etc., etc.
Point it, it wouldn't be hard, and would greatly benefit future Estes Park town boards
and future generations, to keep the F.O. Stanley tree current with current contact
information for the relevant "heads" of these branches. -john
Thus did Isaac Newton Stanley beget Carlton Fairfield Stanley, and Carlton Fairfield
Stanley beget Carlton Calvin Stanley, and Carlton Calvin Stanley beget Doris Mary
Stanley Wilde, whose 2010 obituary includes mention of one sister and three sons
surviving her (attached).
And this took minutes at most, and we have our first potential live contacts, blood
relatives of F.O. Stanley. Not hard, certainly not a reason to say "it can't be done so
let's just brush aside people who say it can and should be done." IMHO -john
10
Attached is the family tree for F.O. Stanley's older brother (not his twin brother) Isaac
Newton Stanley. This was assembled from the internet without much effort in about
10 minutes, because the Stanleys were a prominent family once F.O. and F.E.
became "famous" frorm their inventions, and from the wealth their inventions brought
them.
11
Two of Isaac Newton Stanley's sons on this tree, Newton Fairbanks Stanley and
Carlton Fairfield Stanley, were among the ten names listed in F.O. Stanley's will, as
nieces and nephews of F.O. Stanley receiving Estes Park property, at the time of his
death in 1940.
Obviously, Newton Fairbanks Stanley and Carlton Fairfield Stanley are long
since dead, and don't figure in this discussion, but for this branch of the family as it
relates to stipulations in the Stanley Fairgrounds deed, it is a matter of finding these
two individuals' children and grandchildren, some of whom are almost certainly alive.
This is one brother. F.O. had three other brothers and one sister who lived into
adulthood. Reconstructing the complete F.O. Stanley family tree will not be
particularly difficult, just time consuming (it may already have been done, I'll find out
once the Kingfield Maine museum opens on Thursday), and tracking down surviving
family members will not be difficult, just somewhat time-consuming and expensive,
unless long-distance telephone calls can be made on a line with an unlimited calling
plan. It will be made much easier if the "Stanley family historian" can be quickly
located, some descendant who keeps all this information on file for planning family
reunions and such.
12
220 Fourth Street
Child Development & Recreation Center Proposal
A Collaborative Proposal to serve the Town of Estes Park
Presented by EVICS
13
Contents of Proposal
Introduction
Advancement of Strategic Plan
Key Outcome Area 1: Robust Economy
Key Outcome Area 2: Infrastructure
Key Outcome Area 3: Exceptional Customer Service
Key Outcome Area 4: Public Safety, Health, and Environment
Key Outcome Area 5: Outstanding Community Service
Community Need
Cost to Town
On-Going Operating Cost to Town
Going Forward
Appendix A: Provider Summary Sheet
Appendix B: Letter of Interests from Providers
Appendix C: Code Analysis of Facility
Appendix D: Community Support
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Introduction
This proposal puts forth a plan for utilizing the space at 220 4th Street, formerly the Senior
Center, as a Child Development & Recreation Center. This multi-use space will address a critical
community need for high quality, licensed and affordable, infant and toddler care, in the context
of a freely accessible community-based recreation, entertainment and family enrichment center
for all ages and abilities.
It’s no secret that our community has a great unmet need for quality child care, especially for
infants and toddlers, as confirmed by preliminary results of the recently conducted Childcare
Needs Assessment. Quality childcare is inherently “play based” and is commonly combined with
recreation centers and family enrichment centers in many communities. To include secured,
licensed childcare space in the context of parks and recreational space, open to other activities,
is a commonly utilized model and can be offered in way that is fully compliant with state
childcare licensing requirements.
We see our community increasingly responding to the childcare need. Thanks to the educational
outreach of the EDC Childcare Services Committee, there is better understanding that early
experiences literally shape the brain and establish either a sturdy or a fragile foundation for life.
Quality and enriching play-based care environments provide the stimulation and positive
experiences needed for growth and development, and set the trajectory for success in school
and life.
Strong foundations are also linked to community well-being. When families do not have access
to affordable childcare, it impacts their ability to work, maintain employment, and contribute to
the community. Inconsistent and unreliable childcare contributes to stress for families and
children. This stress can be toxic to the developing brain, have long-term effects on health and
wellness, and greatly impact the ability of a family to thrive in our community.
Supporting families in giving their children a strong start is one of the most powerful ways we
can insure a bright future for our community. When our children prosper, we all prosper.
Increasingly, our community understands the connection between access to quality childcare
and a successful and sustainable workforce. In a short period of time, key community
stakeholders and employers recently contributed $40,000 to fund a professionally conducted
Childcare Needs Assessment, demonstrating the critical and immediate nature of this issue.
The Town Board has recognized the needs of children and families by setting a goal in the 2018
Strategic Plan to: “serve as a catalyst to encourage infant and childcare solutions for our
community”. We are confident that our proposal provides a viable option for you in meeting
that goal, and we are eager to work together to create a solution that meets the terms of the
Stanley Park deed restrictions.
Our proposal utilizes a unique and timely opportunity to access a building affordable to both
provider and families. Access to an affordable facility is one of the biggest barriers to creating
childcare space in all communities, not just ours. The property is ideal in space and scope,
15
central in location, and needs minimal improvements to meet all licensing and code
requirements (see Appendix C). Our state licensing specialist, Thorpe Associates PC, and several
highly experienced early childhood professionals have examined the space, and all agree to its
applicable use for children’s play, care, and activities. Our proposal creates a functional space for
infant and toddler care, as well as community-wide access to multi-use recreational enrichment
space for all ages and abilities.
The EVICS Childcare Task Force received six letters of interest from qualified providers, as well as
expressed interest from six additional local professionals eager to play a role in operating,
planning, and staffing of the facility. We have selected two plans to share with you, which we
feel are most viable in providing the quality of programming and affordability needed in our
community. Both plans provide high quality, play-based childcare services by a qualified
operator, and include innovative recreational opportunities for all ages and abilities. Both plans
are non-profit based, emphasize community collaborations, and address strategies for funding
and sustainability. Please note that the plans are only preliminary, and if our proposal is selected
we will be requesting more detailed operating plans from both providers. We are happy to work
with you to ensure that any, and all, information you would want is provided.
Advancement of Strategic Plan
Within the Town’s 2018 Strategic Plan is the goal to: “serve as a catalyst to encourage infant and
childcare solutions for our community.” We believe our proposal offers a unique opportunity to
act on that goal, utilizing an existing and affordable facility, and capitalizing on community
collaborations that benefit all.
The Town Strategic Plan also states that you will “explore code changes that could encourage
childcare services.” Meeting code requirements has been a major barrier to other proposed
childcare options. From the research we have conducted, this facility is in minimal need of
improvements to meet code and licensing requirements. Where there are code concerns, you
may have the opportunity to exercise potential changes, as stated in your goal. We are not
aware of another opportunity for this type of affordable space in the near future, and as we saw
with the new Community Center, new construction costs are prohibitive. This is an opportunity
to meet an immediate need for childcare, while continuing to address the longer-term solutions.
In addition, the proposal aligns with five of the eight key outcomes that advance the Town of
Estes Park Strategic Plan.
Key Outcome Area 1: Robust Economy
Licensed childcare programs contribute to the economy in and of themselves, providing jobs for
teachers and care providers, and offering a service that supports the community. More
importantly, quality childcare services make it possible for parents to work, support their family,
and contribute to the economic viability and stability of our community. The unique community
space will meet the goals for the Town by providing accessible recreational space, entertainment
and events, and activities supporting the year-round economy.
16
Additionally, the proposed center will meet qualifications to accept EVICS Childcare Scholarships
and Larimer County Childcare Assistance. Childcare assistance is critical to ensuring affordability
to all families in our community.
Key Outcome Area 2: Infrastructure
The provision of childcare is an infrastructure necessity for an economically sustainable
community. Businesses depend on childcare services for their employees, and families cannot
live and work here without these important services.
Key Outcome Area 3: Exceptional Guest Services
Our tourism industry depends on employees, many of whom have young children. Today's
families are diverse and comprised of two-working parents, single parents, grandparents raising
grandchildren, and other configurations. Parents who have access to reliable, consistent
childcare have fewer absences and are more productive and focused at work. These consistent,
focused employees are the faces that represent our community to tourists and visitors.
The multi-use, recreation space proposed in our plan would be open to residents and visitors
alike, expanding opportunities for access to free indoor/outdoor play space currently limited in
our community.
Key Outcome Area 4: Public Safety, Health, and Environment
Young children need access to safe, reliable, healthy environments. While some licensed
childcare space is available, there is not enough to meet the community need, forcing parents to
leave children in unregulated and potentially unsafe environments. This is especially concerning
for our youngest and most vulnerable children.
Key Outcome Area 5: Outstanding Community Services
Childcare and support to families are basic community services and indicators of a healthy
community. In order to be an outstanding place to live, work and play, families must have
sufficient and quality childcare, as well as a variety of accessible spaces for people of all ages to
recreate.
Community Need
Our community has struggled with a shortage of quality childcare options for years. Currently:
• There are no licensed early childhood centers for children under the age of 2 ½ .
• Six licensed family childcare providers house only 12 slots for children under 2 ½.
• Only four of the family childcare providers will accept children younger than one year, for
a total of eight slots.
• All available licensed slots are full and have waiting lists.
These numbers represent our entire community. Only eight infants in Estes Park have the
chance for a slot in a licensed childcare environment. Our proposal offers a solution that does
not exists elsewhere in the community.
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EVICS provides on average $25,000.00 in childcare scholarships each year, and many families
qualify for Larimer County Childcare Assistance, demonstrating the high demand for affordable
care. Our proposed Child Development & Recreation Center will not only provide affordable,
high quality care for up to 40 infants and toddlers, but will offer play-based child development
programs and recreational activities to the community.
Many families seek out recreation and enrichment opportunities to supplement their child’s
learning. Currently our community has limited access to play spaces that are free, all-inclusive
and safe for all ages and abilities. The new Estes Valley C0mmunity Center will offer recreational
activities for a wide range of ages, but most youth programs are targeted to school age children
and will come with a cost. That may prohibit some families with financial limitations from
participating. We will work closely with the Community Center in order to ensure our services
are complimentary of one another and not duplicative. Our proposal will allow families and
caregivers to utilize an indoor/outdoor recreation space, free of charge, that offers both
structured and unstructured recreational opportunities.
We know many caregivers report feeling isolated and lack confidence in their ability to parent to
the best of their potential. A facility such as this will offer a new resource to strengthen our
community by bringing families together, providing the opportunity for parents to learn from
one another, allow in-home caregivers to enhance their recreational offerings, and link families
in need to critical resources.
Some of the unique partnerships and programming being established are:
• Caregiver and child enrichment (baby signs, dance, music, yoga, etc.)
• Weekly playgroups
• Postpartum support
• Grandparent support group
• Developmental screenings in partnership with the School District
• A partnership with the Arts District has been expressed to provide drop in and formal art
opportunities
• Potential partners interested in supporting recreational activities
- Families for Estes
- Little Explorers
- Rootlets
- Mom’s Connect
- Community Garden
- Estes Outreach
- Estes Park School District
- New Life Center and Estes Park Medical Center
- Estes Park Medical Group (Breastfeeding Support Group)
• Community meeting space-free of charge to groups and organizations
• Potential for the commercial kitchen to be used as a co-op space for rent to meet a
potential community need
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Cost to Town
The minimal renovations needed for the existing facility to be retrofitted to meet licensing and
code requirements for childcare have been estimated at $70,000 (per code analysis and estimate
provided by Thorpe Associates). Grants have already been identified that target capital
improvements and for which this project would qualify. EVICS will take the lead in applying for
said grants, and community partners will be given the opportunity to donate toward the costs
and/or participate in fundraising activities. Additional renovations to meet the specific space
needs for Provider plans will be exclusively the responsibility of the Provider and incur no cost to
the town.
EVICS requests that the terms of the long-term lease agreement held most recently at this site
with the Senior Center continue with the Children’s Center Provider, thereby offering the facility
at a rental fee of $1 each year, payable by the Provider. The Provider will be required to carry
appropriate liability insurance.
On-going Operating Cost to Town
When seeking letters of interest, the EVICS Childcare Task Force clearly outlined the requirement
that all on-going operational costs are to be the sole responsibility of the Provider. As the
process moves forward, Providers will submit detailed budgets that mirror this expectation and
confirm their ability to financially support Center costs and liabilities. EVICS recommends that
the Town consider assuming the responsibility for outdoor facility routine maintenance such as
snow removal, parking lot repair, and grounds upkeep.
Going Forward
Our proposal offers a creative and workable solution to a long-time barrier to success for Estes
Park families. We believe it is an opportunity not to be missed. With the investment and support
of the many community partners we have already engaged, we are confident that working
together, we can be successful in creating a center that complies with deed requirements , while
also meeting a critical community need.
We respectfully request that additional time be granted to research the clear intent of the
Stanley Park deed restrictions prior to making a final decision on the proposed use of this facility.
We are happy to work with you to adjust the proposal as you see fit. With your OK, the EVICS
Childcare Taskforce will request more detailed operating plans from the prospective providers
and EVICS staff will diligently pursue funding sources for building upgrades.
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20
Appendix A:
Provider Summary Sheet
21
Of the letters received, we have included two that best fit within the proposed vision for the space. The information
provided is from initial letters of interest. Complete RFP’s will be requested, and will include specifications such as square
footage and capacity. Other letters of interest were received and may be considered in the future, based on the needs
presented for the use of the facility. Below are key components to each Provider highlighted in this proposal:
Roots Community School Proposal
• Non-Profit 501(c)3 in good standing
• Mission: provide a diverse nature-based education
accessible to all children that enlivens learning and
inspires connection to place and community. Hands-
on learning experiences and immersion into nature
root our youngest citizens in balance with an ever-
changing world.
• Roots is intentionally inclusive and focused on
teaching critical and creative problem solving,
collaboration across difference, communication and
language proficiency, resiliency skills, world literacy,
environmental literacy, whole-person wellness, and
connection with and understanding ourselves, each
other, and our Earth.
• Three Learner-Centered programs:
o Estes Park Infant Center (EPIC)/ Child
Development Center
▪ Infant care facility for children 0-3
▪ 10-20 children
▪ Teacher/infant ratio no greater
than 1:3
▪ Monday-Friday; 9am-5pm and
extended day options 7am-6pm
▪ Full and half day options
▪ $50-55 for full day infant care; $30-
35 for half day
o Mountain Child Play Center/ The Village
▪ Indoor/outdoor recreation space
for children of all abilities and their
caregivers
▪ “The Village” could be among the
first all-inclusive playgrounds in the
whole of the nation
▪ Space would be of no cost to
families, community members,
visitors, and at-home providers
▪ A place for community to gather
and for families to meet one
another
▪ Prenatal and postpartum wellness
programs
▪ Child maker/art space
o Rootlet Adventures
▪ Extra-curricular bilingual
educational programs for children
age 3-6
▪ Programs to take place outdoors or
off campus
• Funding comes from grants and individual giving
Estes Valley Preschool
• Proposed non-profit by Angela Walker
• Our programs empower children physically,
emotionally, and mentally while encouraging children
to express themselves through creativity and social
interactions. Our main goal is to prepare our children
for school and adulthood and strengthen each child’s
physical, social, emotional and cognitive skills
through the Arts.
• Our school will provide social, motor, and creative
experiences that excite the love for learning.
o Music, drama, dancing, sculpture, painting,
drawing, and creative movement are
integral parts of this exciting preschool.
o Academic standards are set high and are
supported by the Fine Arts.
• Estes Valley Preschool, a part of the preschool
program, will offer educational programs during the
school day and afternoons for parents and children.
Learning arts activities will be offered for parent and
baby (child) during and after hours, such as Yoga for
mommy and baby, Music-making for parent and
baby, Sculpture time for parent and child, Painting for
child and parent, etc.
• The Creative Curriculum balances both teacher-
directed and child-initiated learning, with an
emphasis on responding to children’s learning styles
and building on their strengths and interests. This
curricula applies the latest theory and research on
best practices in teaching and learning and the
content standards developed by states and
professional organizations.
• Employees will be chosen based on the skill-set
requirements established by CDA and NAEYC.
Employees will be hired from within the community
and will be hired based on the below skills and
experience.
• Estes Valley Preschool will serve 30-50 children, 6
weeks through five years old within a full day, five
days-a-week program.
• Start up funding will come from grants
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Appendix B:
Letter of Interests from Providers
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ROOTS COMMUNITY SCHOOL
po box 646, Estes Park, CO 80517 • 636-388-6358
eproots.co@gmail.com • www.RootsCommunitySchool.org
Childcare Provider Proposal
1/9/2018
Overview of Roots Community School
Roots Community School, an Estes Park 501(c)3 in good standing, was founded three years ago
by local resident Maisie Greer in collaboration with several Estes families who saw the need to
provide our youth with the critical skills and knowledge to become innovative, informed, skilled,
and compassionate 21
st century citizens of the earth. Roots is intentionally inclusive of all
abilities, learning styles, cultures, ethnicities, incomes, and perspectives and provides
programming in both Spanish and English.
Roots is committed to nurturing a sustainable Estes Valley community by employing local
professionals, working with local organizations in the creation and implementation of
programming, and by hiring local agencies for contracted work. Our mission is to “provide a
diverse nature-based education accessible to all children that enlivens learning and inspires
connection to place and community. Hands-on learning experiences and immersion into nature
root our youngest citizens in balance with an ever-changing world.” Roots’ founding elements
include:
1. Community Vitality
2. Community Resiliency
3. Child and Family Wellness
4. Intentional Inclusivity
5. Connection to Place, Self, Earth, and One Another
Roots offered its first programs during the summer of 2017 which included a series of family
programs funded by Families for Estes and in collaboration with the Estes Valley Community
Garden and Estes Park Farmer’s Market and a summer camp program funded by Estes Park Youth
in Action and in collaboration with the Estes Valley Library and Eagle Rock School. We also offered
mini-programs at over 10 local fairs, festivals, and fundraisers. Through our successful summer
offerings, we directly reached over 60 local youth ages 6 months – 21 years, over 40 local adult
community members, an additional 30+ visitors to Estes Park, and collaborated with 18 local
businesses and organizations.
Though our original intention was to open a small one-room type community school with sliding-
scale tuition for a diversity of local youth, our board has re-evaluated how best to meet our
community needs and is excited to now focus our services on children ages 0-6. Though we feel
that educational options for our local elementary youth is still imperative, we see a greater need
in offering quality childcare for infants, without which Estes cannot keep its working young
families who contribute greatly to our community vitality. Roots is exploring partnerships with
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www.RootsCommunitySchool.org • PO box 646, Estes Park, CO 80517 • 636-388-6358 • eproots.co@gmail.com
local and regional professionals with specific experience in infant and early childhood care. We
have found that we have many local professionals that are excited to be a part of expanding
quality childcare for Estes Park.
Founder/Director, Maisie Greer earned her MS in Environmental Studies / Environmental
Education from Antioch University New England which has become the epi-center for Place-
Based learning. Greer has over 17 years of experience designing and implementing educational
programs for youth and has lived in Estes with her family since 2009. Greer has specific expertise
in outdoor teaching, experiential education, program coordination, grant writing, employee and
volunteer management, community networking and outreach, and teaching children with a
diversity of learning styles including autism, ADD, ADHD, and gifted and talented. Her educational
pedagogy stems from Reggio Emilia, Waldorf, Learner-Centered, Place-Based, Forest School, and
Complex Systems Science. Roots is her livelihood and her heart-work here in Estes. Without it,
she wouldn’t be here.
All programming offered by Roots is intentionally inclusive and focused on teaching critical and
creative problem solving, collaboration across difference, communication and language
proficiency, resiliency skills, world literacy, environmental literacy, whole-person wellness, and
connection with and understanding ourselves, each other, and our Earth. Roots pedagogy has
gained national and international attention and promises to serve as a National model for what
is possible in experiential place-based education for young learners.
Roots’ Proposed Early Childhood Care Model
Our goal is to create a high-quality community-centered childcare program in alignment with the
Roots’ philosophy. Our aim is to reach local families who are in dire need of care for their infants.
We know that the best care an infant can receive is one-on-one at home. We would like to assist
families to provide quality home care whenever possible and relieve stress from families when
at-home care is not an option. We are interested in offering Infant Care as a service to our
community. With the low rent proposed for this facility, Roots would be able to offer Infant Care
at affordable prices and pay our professionals living wages for Estes Park.
Examples of Town/Business collaborations for childcare exist in multiple Colorado mountain
towns and cities across the Nation. We are in contact with multiple centers to gain insight into
successful models. Roots is open to adjusting the model listed below as seen fit to be sustainable
and successful based on our feedback from our neighboring Town Child Development Centers.
Drawing from the proven methods of Reggio Emilia, Waldorf, Project-Based Learning, and Place-
Based Learning, Roots Community School proposed to oversee 3 Learner-Centered programs
within the available building:
1. Estes Park Infant Center (EPIC) / Child Development Center: an infant care facility for
children ages 0-2.5 yrs. Roots is currently exploring a partnership with Brittny Johnson to run
the Infant Care Center under the umbrella of Roots Community School (please view her
proposal). Brittny is Large-Center Certified and has experience, qualifications, and philosophy
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www.RootsCommunitySchool.org • PO box 646, Estes Park, CO 80517 • 636-388-6358 • eproots.co@gmail.com
in alignment with Roots’ objectives. In addition to a licensed Director/Teacher such as Brittny,
Roots would also hire 2-3 licensed infant-care professionals which would allow us to provide
quality care for 10-20 children ages 0-2.5 within 2-3 different “rooms” within the proposed
space. Several local professionals have already approached Roots with an interest to be
employed in one of these positions. Our teacher/infant ratios would always be no greater
than 1:3 (licensing requires 1:5) and with our organized community volunteer program, we
could keep ratios even lower. Our proposed hours for this program would be Monday-Friday
9am-5pm. We would offer full-day and half-day options and extended care options expanding
from 7am-6pm. We would accept CCAP and EVICS scholarships for those who qualify. Our
proposed program fees would be in the range of $50-$55 for a full day of infant care and $30-
$35 for a half day (front range prices average around $60/day for full day of infant care).
2. Mountain Child Play Center / The Village: an indoor/outdoor recreation space for use by
children of all abilities and their caregivers. “The Village” will be specifically designed for
children of all abilities with an emphasis on nature-based play. There is a growing trend of
ability-inclusive play spaces around the country and only a handful of all-inclusive
playgrounds in the whole of the nation. “The Village,” could be among the first of its kind in
Colorado. This space would be open at no cost to families, community members, visitors, and
at-home providers; it would be a place for community to gather and for families to meet-one
another. The space would include room for programs including pre-natal and post-partum
wellness programs and child maker/art space. “The Village” would help fulfill town wellness
goals and community vitality and sustainability goals. It will also host a space for child needs
assessments and child occupational therapy. This program will be overseen and managed
directly by Roots Community School staff. Funding for this program will come in the form of
grants and donations. Costs to run this program could be offset by renting out the commercial
kitchen space to individuals and small businesses needing use of it.
3. Rootlet Adventures: Extra-curricular bilingual educational programs for children ages 3-6.
Rootlet Adventure Programs will mostly take place outdoors and off-campus and will be
offered year-round to local and visiting youth of all abilities. One room within the facility will
also be dedicated (at least in part) for Rootlet Adventure Program use. Programs will start out
as day-long or week-long themed adventures; some during the day, and some offered after
school. These programs are meant to supplement at-home care and/or childcare offered at
other local facilities but could develop into longer-run programs depending on community
need. Fees will vary depending on program length and content but will always be available to
all children regardless of family income or child ability. Rootlet Adventures will be managed
directly by Roots’ Director and other qualified staff.
Funding and Support
Roots Community School is currently funded by grants and individual giving. All programs
previously offered by Roots have been offered free of charge. We maintain a good-sized list of
individual supporters (from around the world) who would love to hear of our expansion into early
childhood services. Ongoing revenue would be provided by program fees, CCAP, and EVICS
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www.RootsCommunitySchool.org • PO box 646, Estes Park, CO 80517 • 636-388-6358 • eproots.co@gmail.com
scholarship funds supported in part by individual donations. Grants will be sought for start-up
funds and support during the first 2 years.
In addition to financial supporters, Roots is exploring partnerships and collaborations with other
organizations including the University of Northern Colorado and the Natural Start Alliance.
Possible grants include:
- Community Foundation of Northern Colorado
- The Lawrence Foundation
- Clif Bar Family Foundation
- Frances R. Dewing Foundation
- Buell Foundation
- Gates Family Foundation
- John G. Duncan Charitable Trust
- GOCO
- Safeway Foundation
- The Edmond and Eleanor Quick Foundation
- Nordson Foundation
- American Furniture Warehouse
- Anshutz Foundation
- New Belgium Brewery
- Oskar Blues, Can’d Aid Foundation
- Otter Cares
- D.R. & Virginia D. Pulliam Charitable Trust
- Schramm Foundation
- J.K. Mullen Foundation
- The Kerr Foundation
- The North Face Explore Fund
Collaboration
We feel strongly that a sustainable organization is one that is well connected within its
community, supported by its community, and supportive of its community (among other things).
Roots is open to collaboration with local, regional, and national organizations and individuals.
Roots has begun collaborative conversations with Brittny Johnson and Kathleen Hursh and will
be actively exploring collaboration with Families for Estes, the Community Center (including
Senior Services), Estes Park Learning Place, Estes Valley Library, and Estes Home Childcare
Providers. We are also open to collaborating with the Estes Park Museum and the
Fairgrounds/Event Center and any other nearby organization wishing to collaborate.
Previous (and ongoing) collaborators and local supporters include the
- Estes Valley Land Trust
- Estes Valley Community Garden
- Eagle Rock School and Professional Development Center
- Estes Valley Farmer’s Market
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www.RootsCommunitySchool.org • PO box 646, Estes Park, CO 80517 • 636-388-6358 • eproots.co@gmail.com
- Ed’s Cantina
- Kind Coffee
- Families for Estes
- Estes Valley Youth in Action
- Aspen and Evergreen Gallery
- Hobart Office Services
- The Mountain Shop
- Kent Mountain Adventure Company
- Lumpy Ridge Brewery
- Snowy Peaks Winery
- Inkwell & Brew
- Elkins Distillery
- Rocky Mountain Conservancy
- Estes Park Yoga
- Chain Station
- The Rock Inn
- Sasquatch Fly Fishing
- Rocky Mountain Health Club
- Open Air Adventure Park
Roots Community School connects our youth to this place, Estes Park. Our children explore our
nature-spaces with their intrinsic curiosity, push their bodies and minds on mountain trails, work
with one-another across boundaries of difference, and contribute to their community. Roots
ignites a love of learning in all who explore with us, and we invite everyone to the table.
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Angela Walker
1650 Wewatta Street, #2002
Denver, CO 80202
Mobile (303) 957-8042
Email: coloradoangie@gmail.com
Non-profit Preschool Proposal for Estes Park and Estes Valley
My name is Angela Walker. I have been in the education field for 21 years. I have
taught 4 years old through adults. I have taught music, ESL (English as a Second Language),
band, orchestra, track and field, volleyball, and I have been an administrator in the public
school system. I have been working on my doctorate in Educational Leadership for the past 2
and half years. My focus for research is for second language learners. However, along this
journey I have met many parents, educators, and community members who have expressed a
need for childcare and preschools. I was asked a couple of years ago to open my own school,
thus, began the research for early childhood.
I found there is a desperate need for child care in Colorado. There is a phenomenon in
which experts call the “child care desert”, a place lacking the necessary facilities or resources to
provide childcare. Colorado is a state that has approximately 215,000 children in this child care
desert. My expertise in the early childhood education will support this need through providing
affordable childcare to within these childcare deserts. I have extensive experience with grants
and grant allocation over time.
This proposal is to offer my services for a period of 14-16 months to start a non-profit preschool
for Estes Valley. I would use the same plan for the preschool that I would LOVE to start for you.
However, I think it is important for the city to recognize a couple of different options. I truly
believe this is the best option for the area in regards to affordability. The proposal below
shows what I will set-up for the city. It is the same as I would do for my own business. The only
difference is all profits will go towards the daily function of the preschool, therefore, allowing
for lower tuition.
Funding
A long-term plan will need to be in place to cover all costs needed to run the preschool
including curriculum, furniture, supplies, etc.
Grants will be sought to cover most of the start-up costs for the preschool.
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Description
Estes Valley Preschool will serve 30-50 children, 6 weeks through five years old within a full day,
five days-a-week program. Our school will provide social, motor, and creative experiences that
excite the love for learning. Music, drama, dancing, sculpture, painting, drawing, and creative
movement are integral parts of this exciting preschool. Academic standards are set high and
are supported by the Fine Arts. Within one year the preschool will become and accredited
school within the National guidelines. *Only 7% of preschools become accredited.
Purpose
The programs at Estes Valley Preschool will meet the need for child care ages 6 weeks to 5
year olds within Estes Park. The program will support the growing need over the past 4-5
years for early childhood development within the community. The program has been
developed to meet the individual developmental needs of children. Our programs
empower children physically, emotionally , and mentally while encouraging children to
express themselves through creativity and social interactions. Our main goal is to prepare
our children for school and adulthood and strengthen each child’s physical, social,
emotional and cognitive skills through the Arts.
Estes Valley Preschool , a part of the preschool program, will offer educational programs
during the school day and afternoons for parents and children. Learning arts activities will be
offered for parent and baby (child) during and after hours, such as Yoga for mommy and baby,
Music-making for parent and baby, Sculpture time for parent and child, Painting for child and
parent, etc.
Research
Colorado has been designated a “child care desert” that consists of approximately 215,000
children. Estes Park has been in this child care desert for at least 4-5 years. The need for child
care within Estes Park has not decreased since Nancy Almond spoke at a board meeting in
2014,
“Estes Park suffers from a severe shortage of child care options for children under two and a
half years of age said Nancy Almond, director of Estes Valley Investment in Childhood Success
(EVICS)”. Children need support from a very early age, "Recent scientific research has proven
that learning and mental development begin immediately after birth. During the first three
years of a child's life, essential brain and neural development occurs. Therefore, children
greatly benefit by receiving education before kindergarten." --Education Corner
“Running a daycare center, however, requires much more t han being good with children. You'll
have to follow laws specific to childcare centers in your state, as well as applicable state and
federal employment laws” (Thompson)
Much research has been completed to ensure the safest facility, the most well-trained
employees, and highest quality education for children.
30
Design
The design of the facility should be a partnership between the childcare provider and the city.
The design and upgrades should be made to ensure the best usable space for the child
development and to ensure the building meets the state department codes for early childhood
development. The location should be an open design that encourages exploration and play
between children. The learning environment is the structure of the classroom that sets the
context for teaching and learning. Room for “interest areas” will be a part of the classroom
environment.
Interest Areas
The physical space of The Creative Curriculum classroom is organized into 10 indoor
interest areas:
• Blocks
• Dramatic Play
• Toys and Games
• Art
• Library
• Discovery
• Sand and Water
• Music and Movement
• Cooking
• Computers
The 10 indoor interest areas plus the outdoor space will offer multiple opportunities for
children to explore, discover, and learn. Interest areas provide a setting for children to learn
academic content and apply skills.
Staffing
Employees will be chosen based on the skill-set requirements established by CDA and NAEYC.
Employees will be hired from within the community and will be hired based on the below skills
and experience. As the owner of the facility I will be “extra” support working every day
alongside the preschool staff. The owners position will be to maintain a positive relationship
with the community.
• When hiring, the accreditation guidelines the National Association for the Education of
Young children will be utilized
o Only 7% of preschool programs nationwide are accredited through this voluntary
strict process
• Members from the community are a first priority
• Employ certified preschool employees and director
31
Required Skills and Experience
• A love for children and a strong desire to make a difference every day.
• Ability to build relationships with families and coworkers and create a dynamic
environment where play and learning happens.
• Outstanding customer service skills, strong organizational skills, and the ability to
multi-task and manage multiple situations effectively
• Must possess active Child Development Associate (CDA) Credential or meet
NAEYC candidacy requirements
• Approved state trainer (preferred)
• Early Childhood Education Experience (preferred)
• Bachelor’s degree in Early Childhood Education (preferred)
• CPR and First Aid Certification or willingness to obtain
• Must meet state specific guidelines for the role
• Must be physically able to use a computer with basic proficiency, lift a minimum of
40 pounds, and work indoors or outdoors. Must be able to assume postures in
low levels to allow physical and visual contact with children, see and hear well
enough to keep children safe, and engage in physical activity with children.
Curriculum
CREATIVE CURRICULUM
The Creative Curriculum balances both teacher-directed and child-initiated learning, with an
emphasis on responding to children’s learning styles and building on their strengths and
interests. This curricula applies the latest theory and research on best practices in teaching and
learning and the content standards developed by states and professional organizations. While
keeping the original environmentally-based approach it clearly defines the teacher’s vital role in
connecting content, teaching, and learning for preschool children. It features goals and
objectives linked directly to our valid and reliable assessment instrument.
The Creative Curriculum® for Preschool translates new research and theory from the field of
early childhood education into a practical, easy-to-understand approach to working with
children and their families. It is a comprehensive curriculum with a clear organizational
structure and a particular focus on interest areas.
Theory and Research
Child development theory and scientific research are the foundation of The Creative Curriculum
for Preschool. They inform decision making, influence our view of children, and are the basis for
all the recommendations we’ve included.
-Abraham Maslow–Basic needs and learning Erik Erikson–The emotions and learning
-Jean Piaget–Logical thinking and reasoning Lev Vygotsky–Social interaction and learning
-Howard Gardner–Multiple intelligences Sara Smilansky–Play and learning
Research on learning and resiliency Research on learning and the brain
Not only is every aspect of The Creative Curriculum based on sound developmental theory and
evidence-based research, but numerous research studies have been conducted to validate its
effectiveness.
32
How Children Develop and Learn
Knowing how children develop and learn is the basis for planning your program, selecting
materials, and guiding children’s learning. By knowing, we mean appreciating general patterns
of growth in all children as well as the differences you will certainly encounter among individual
children.
The Creative Curriculum enhances social/emotional, physical, cognitive, and language
development. Goals and objectives for each of these developmental areas are organized into
The Creative Curriculum Developmental Continuum for Ages 1-5.
Because children do not master a skill all at once, each objective has three steps that illustrate
the typical sequence of development. A special category called forerunners helps you look at
emerging behaviors for each objective and enables you to assess all children’s learning and
development, including those with disabilities or developmental delays.
The Creative Curriculum Developmental Continuum for Ages 1-5 provides an effective way to
focus observations of children and document their progress in relation to the goals and
objectives. This tool has been proven valid and reliable in a wide range of research studies.
What Children Learn
On the basis of scientific research and state and professional standards, The Creative
Curriculum identifies the knowledge, skills, and concepts important for preschool
children to acquire in each content area: literacy, math, science, social studies, the arts,
and technology.
Content Areas
Literacy: vocabulary and language, phonological awareness, letters, words, print,
comprehension, books and other texts, and sources of enjoyment
Mathematics: numbers; patterns and relationships; geometry and spatial awareness;
measurement; and data collection, organization, and representation
Science: physical science, life science, and earth and the environment
Social Studies: spaces and geography, people and how they live, people and the
environment, and people and the past
The Arts: dance, music, drama, and the visual arts
Technology: awareness of technology, basic operations and concepts, technological
tools, and people and technology
33
Most importantly, we explain how to teach these subject areas in ways that respect how
preschool children develop and learn.
Marketing
Community members will be reached through all community events for children, local
restaurants, and schools. There are a few online community groups for children, yard sales,
and community events that will be used to reach as many parents as possible.
Fliers will be handed out with activities for children and information for parents throughout the
community.
Parents will be asked to be a part of a focus group to gain insight into what they as parents
want for their children’s futures. Parents will be surveyed to see what further supports they
need to help develop their child’s educational future.
Timeline
January- Angela Walker will form a preschool committee, apply for nonprofit status a nd grants
February- order furniture, curriculum
March- Once construction has been completed, the equipment will be moved in and set-up of
the space will begin. An opening date for the preschool and childcare will be set for August
2018. Summer events will be planned throughout community during summer months to
support and promote the opening of the preschool.
August 2018 would be the hopeful open date. When opening a nonprofit more time is needed
to allocate funds, collect funds, and distribute funds. The most probable open date would be
January 2019.
References:
Buck, B. B. Estes Park has a shortage of daycare options. November 28, 2014. Estes Park: Trail-
Gazette. Retrieved from: http://www.eptrail.com/estes-park-news/ci_27017267/estes-park-
has-shortage-daycare-options
Education Center. Retrieved from: https://www.educationcorner.com/value-of-early-
childhood-education.html
Thompson, V. Legal Issues for Day Care Centers. (2017). New York: Hearst. Retrieved from:
http://smallbusiness.chron.com/legal-issues-day-care-centers-70885.html
U.S. Small Business Administration (SBA). Website: https://www.sba.gov/
34
Appendix C:
Code Analysis of Facility
35
EVICS CHILD CARE REMODEL
PRELIMINARY CODE ANALYSIS
November 17, 2017
APPLICABLE CODES
2015 International Building Code 2015 International Mechanical Code
2015 International Fire Code 2015 International Plumbing Code
2015 International Existing Building Code 2017 National Electric Code
2000 & 2012 NFPA 101 Life Safety Code (NFPA)
2009 ICC/ANSI A117.1 Accessible and Useable Buildings and Facilities
A. OCCUPANCY CLASSIFICATION
1. Occupancy Groups and Separations
a. Previous Occupancies
i. Lower Level Group B - Business - low occupant load assembly
ii. Upper Level Group A-3 Community Hall - '94 UBC & '15 IBC same
b. Proposed Occupancies
i. Lower Level Group S-1 - Moderate Hazard Storage
ii. Upper Level
a) Day Care Group I-4 - Day Care - Child Day Care
→ Assuming < 100 children
→ Assuming < 24 hour operation
→ Assuming including ages > 2½ years
→ Could be classified as Group E if each care room has exit direct to
exterior and all children are < age 2½ years
Offices on the upper level are accessory
b) Kitchen Group B - Food Processing that is not associated with
another occupancy and < 2,500 sf
c. Separation Table 508.4 If Sprinklered If Not
i. Between S-1 and I-4 1-hour 2-hour
ii. Between B and I-4 1-hour 2-hour
→ iii. Non-separated used to eliminate rating
2. Building Areas and Occupant Load Occupant Occupant
a. Lower Level Use Area Load Factor Load
i. North Room Storage 564 sf 300 sf/person 2
ii. South Room Storage 432 sf 300 sf/person 2
iii. Entry/Mechanical 396 sf 300 sf/person 2
v. Lower Level Total 1392 sf 6
b. Upper Level
i. Care Rooms Daycare 3000 sf 35 sf/person 86
ii. Offices Offices 384 sf 100 sf/person 4
iii. Lobby & Vest Offices 400 sf 100 sf/person 4
iii. Kitchen Kitchen 960 sf 200 sf/person 5
iv. Storage Storage 350 sf 300 sf/person 2
v. Upper Level Total 6112 sf 101
c. Total Area and Occupant Load 7504 sf 107
d. Exterior Decks (not included in above) 1425 sf
3. Special Requirements based on Occupancy No applicable sections
a. Combustible Storage (Section 413) N/A - no attic, under-floor or
concealed spaces used for storage
b. Hazardous Materials (Section 414) N/A - assuming quantities are less
than those listed in table in 414
→ Museum to verify
→ c. Storm Shelters (Section 423) N/A - assuming lower level is not
used as a storm shelter
Thorp Associates, P.C.
Architects and Planners
131 Stanley Ave. Suite 100 • PO Box 129 • Estes Park, CO 80517 • 970.586.9528 • Fax:970.586.4145 • www.thorpassoc.com
36
B. CONSTRUCTION TYPE
1. Construction Type Type V-B
2. Assembly Requirements (IBC Tables 601 & 602)
a. Primary Structural Frame Non-rated
b. Exterior Bearing Walls Non-rated
c. Interior Bearing Walls Non-rated
d. Exterior Nonbearing Walls Non-rated
e. Interior Partitions Non-rated
f. Floor Construction Non-rated
g. Roof Construction Non-rated
3. Interior Finishes (Chapter 8) Max Flame Max Smoke
Class Spread Development
a. Stairways B 75 450
b. Corridors B 75 450
c. Care Rooms B 75 450
d. All other spaces C 200 450
C. ALLOWABLE HEIGHT AND FLOOR AREA
1. Allowable Height (Table 504.3) 60'-0" allowed > actual 30'-0"±
2. Allowable Number of Stories (Table 504.4)
a. Group S-1 2 if sprinklered, 1 if not Storage is limited to lower level
b. Group B 3 > actual 2
c. Group I-4 2 if sprinklered, 1 if not*
* 2-stories may be allowed per table footnote g and Section 903.2.6 Exception 2
3. Allowable Floor Area (Table 506.2) If sprinklered If Not
a. Group S-1 27000 sf 9000 sf
b. Group B 27000 sf 9000 sf
c. Group I-4 27000 sf 9000 sf
d. Tabular Allowable Area 9000 sf (least of the above)
> actual 7504 sf
e. Frontage Increase Not taken
D. FIRE PROTECTION SYSTEMS
1. Automatic Fire Sprinkler System (903)
a Group S-1 Not Required
→ Assuming no upholstered furniture
→ Museum to confirm
b. Group B Not Required
→ c. Group I-4 NFPA 13 System Required
unless every care room has an
exterior exit door
2. Standpipe System (905) Not Required
3. Portable Fire Extinguishers (906)
a. Throughout max 75' travel Required
b. Within 30' of cooking appliances Required
4. Fire Alarm, Detection and Monitoring (907)
a. Group S-1 Not Required
b. Group B Not Required
→ c. Group I-4 Manual & Automatic System Required
e. Conclusion / throughout Manual & Automatic System Required
E. EGRESS
1. If building isn't sprinklered, than each care room needs an exit door direct to exterior
2. Kitchen - door 119.2 to be used as an exit; door 115.2 & serving window to be closed
3. Exit signs (1013) Required in rooms where more than
one exit is required - daycare rooms
4. Emergency Lighting (1008) Required
5. Stairway Enclosure not required to be fire-rated
both levels egress direct to exterior
→ Examine existing railings
37
F. EXISTING BUILDING CODE
1. Classification “Alternation Level 3” and “Change of Occupancy”
2. Work Area Entire Building
3. Alteration Level 1 Requirements (IEBC Chapter 7) also apply to Level 2
a. No significant requirements or exceptions
4. Alteration Level 2 Requirements (IEBC Chapter 8)
a. No significant requirements or exceptions
5. Alteration Level 3 Requirements (IEBC Chapter 9)
a. See Plumbing and Energy Conservation below
6. Change of Occupancy Requirements (IEBC Chapter 10)
a. Means of Egress Increased Hazard Category
b. Height and Area Increased Hazard Category
c. Exposure of Exterior Walls Equal Hazard Category
d. Accessibility
1) (1) Accessible Building Entrance required
2) (1) Accessible Rout to each Primary Function Area
→ a) Route shouldn't be required to lower level storage
→ b) Verify restroom compliance
i) Lavatories Knee Clearances
ii) Mirror Height
iii) Third Grab Bars
iv) Fixture Height
→ c) Doors that appear not to comply
→ i) Women's Restroom 103.1 5'-0" required on push side or
12" past strike
→ ii) North Room 109.1 Push side clearances?
→ iii) Kitchen 119.2 Exterior landing too small
3) Signage complying with IBC required
→ a) Verify restroom signs
4) Accessible Parking required
→ a) Verify van accessible - existing plan does not appear to comply
with 11' space or 8' aisle
G. PLUMBING FIXTURE REQUIREMENTS (Chapter 29)
1. Occupant Load 101 occupants = 51 each gender
The existing occupant load, roughly calculated per the 1997 UBC based
on 15 sf/person of assembly areas = 3000÷15=200 > new occupant load.
The occupant load has not increased by more than 20%, so plumbing fixture
count is not evaluated (IEBC 810.1)
→ 2. Child-friendly fixtures, if added, are not a Building Code requirement
→ 3. Grease Intercepter Required for Change of Occupancy (IEBC 1010.3)
H. ENERGY CONSERVATION
1. Only new construction elements and equipment are to comply with IECC
(IEBC 908)
38
J. NFPA 101 LIFE SAFETY CODE
1. NFPA 101 Life Safety Code (LSC) Chapter 17 - Existing Day-Care
Occupancies - Applicable Sections 17.1-.5 and 17.7 on the basis of...
more than 12 clients and less than 24 hour care
2. Classification of Occupancy: Child Day-Care
3. Construction Type
a. Allowable Construction Types:
(Both stories LED, Not Sprinklered) Any Type
b. Actual Construction Type: V(000)
4. Occupant Load (Table 7.3.1.2)
Upper Level
Daycare Uses 3000 sf ÷ 35 sf/person = 86
Offices 384 sf ÷ 100 sf/person = 4
Other Spaces 1710 sf ÷ 300 sf/person = 6
Total Upper Level Occupant Load 96
5. Means of Egress No requirements over IBC
6. Protection
→ a. 1-hour separation of lower level storage
7. Operating Features (to be documented by Tenant)
→ a. Fire Emergency Response Plan - written
→ b. Emergency Egress and Relocation Drills - monthly
→ c. Inspections
i. by senior staff
ii. visual inspection daily
iii. written inspection to be posted monthly
→ d. Adequate Staffing
39
Thorp Associates, PC
Architects and Planners
DESCRIPTION OF WORK UNIT COST
Times
1.1
ESTIMATED
COST TOTAL
Exterior Doors:
Rehang 4 Exterior Doors & Refinish Plus
Hardware 4 at $550 = $2200 2,200$ 1.1 2,420$
ESTIMATE OF EXTERIOR CLOSURE:2,420$
Partitions:
New Interior Partitions (304 s.f.) Gypsum Board
on Wood Studs: 305x9.25/s.f.2,820$ 1.1 3,102$
Interior Doors, 4 Single leaf Installed
4 @ $900.00/ea 3,600$ 1.1 3,960$
Repainting Interior Walls @ $2.60/s.f.
6880 s.f. x 2.6 17,888$ 1.1 19,677$
Floor Refinishing @ 3.12/s.f. (Vinyl Composite)
3096 s.f. x $.12/s.f.9,660$ 1.1 10,626$
ESTIMATE OF INTERIOR CONSTRUCTION:37,365$
New size Appropriate Plumbing Fixtures:
2 Toilets/2 Sinks = 2400
2 Sinks = 600
Total: $3000 3,000$ 1.1 3,300$
Water/Sewer Redistribution Lump Sum 3,200$ 1.1 3,520$
ESTIMATE OF PLUMBING:6,820$
Reconfiguration of Ductwork Lump Sum 4,000$ 1.1 4,400$
ESTIMATE OF HVAC: 4,400$
Lighting & Power Adjustments Lump Sum 7,500$ 1.1 8,250$
Fire Alarm System Lump Sum 8,000$ 1.1 8,800$
ESTIMATE OF ELECTRICAL:17,050$
TOTAL ESTIMATED REMODEL COST 68,055$
Say, $70,000 ESTIMATED BUDGET
EXTERIOR CLOSURE
PLUMBING
HVAC
ELECTRICAL
INTERIOR CONSTRUCTION
EVICS CHILDCARE REMODEL
ESTES PARK, COLORADO
November 17, 2017
131 Stanley Ave. #100 •PO Box 129•Estes Park, CO 80517•970.586.9528 • Fax:970.586.4145 •www.thorpassoc.com
40
Appendix D: Community Support
Gathering places for young mothers and their babies, and young children, are valuable yet extremely limited. This
space would be an ideal safe place for parenting classes, networking and support groups, and playtime. The library
has always welcomed young families, however space there is limited and not conducive to privacy that is important
to new mothers. - Lesta Johnson, RN, MSN EPMG Nursing Director & Wellness Transformation Coach
The teachers and staff of Estes Park School District R-3 have had an increasing difficulty finding infant child care and
have expressed because of the lack of infant care they were unable to return to work at the school district in the
2017-18 school year. Infant care is an increasing concern and has had a direct effect on retaining of our staff after
having a child. -Sheldon Rosenkrance, Estes Park School District Superintendent
Since 2007, the Town of Breckenridge has provided almost $5 million to the Tuition Assistance Program to support
local families and workforce. Breckenridge recognized that without access to affordable, quality early childhood care
and education, parents could not be part of the vital workforce and contribute to the community character the Town
desired.— 2016 Breckenridge Child Care Needs Assessment by BBC Research
“By evolving our view of Child Care to be an integral part of vital community infrastructure Breckenridge built a new
center on Town land with Town funds increasing capacity and alleviating waitlists and loss of vital and key
employees. Annual surveys of local working families indicate that over 50% of them would have to leave the
community if they could not access to high quality affordable care for their children.” Jennifer McAtamney (former
Breckenridge Town Council Member and current Child Care Program Administrator for Town of Breckenridge)
[…] Many people have to work to be able to live up here...there is no other option. Finding someone trustworthy to
watch their child is a necessity. For those with children under two, there are essentially no options up here...what few
there are have long waiting lists. We even looked in Lyons during our search. My husband and I both have good jobs,
but had to both work full time to afford to simply pay the bills. It took us many, many months to find daycare for our
baby and I started looking 3 months before she was even born. Luckily, I was in education and had the summer to
stay with her. […] I almost had to quit my job because we couldn't find childcare. […] Estes Park is losing a lot of
young families and this is one of the reasons why […].. It is something that needs to be addressed and solutions
developed for the future of the town and keeping families who want to be here, here. -Allison Skapin Horton, Estes
Park Community Member and Mother
[…] Stay at home mom life can be isolating and lonely. I worried that Adalynn wasn't going to get the socialization
she needed. I heard about a weekly playgroup put on through EVICS, and although I felt exhausted, I got us out of the
house and down to the playgroup that first week. […] We began going to playgroups just about every week. It was
valuable social time for both of us. Adalynn began to play with other babies her age, and I had a chance to talk to
other moms. We offered each other support with sleep struggles, breastfeeding, and loneliness and isolation.
- Joanna Riffelmacher, Parent
I will be moving to Estes later this spring or early summer. I've been a long-time member of the greater ECE
community in Kansas, Wisconsin, Pennsylvania, and New York state. I was in Estes on January 4th and was able to
tour the Senior Center. I can certainly see a children's center in that space, and am interested in lending my support.
-Kathleen Hirsch, new community member and professional leader in early childhood systems
41
References
Information presented within this proposal was gathered from the following sources.
Brain Development
“Zero to Three”, https://www.zerotothree.org/early-development/brain-development
“Harvard Center for the Developing Child”
https://developingchild.harvard.edu/science/key-concepts/brain-architecture/
Toxic Stress in Young Children
“Early Childhood Colorado Partnership”
http://eccp.civiccanopy.org/resources/toolkits/toxic-stress-toolkit/
Benefits of Family Involvement in Early Education
“Learning Policy Institute”
https://learningpolicyinstitute.org/product/building-blocks-high-quality-early-
childhood-education-programs
Community Well-Being & Healthy Child Development
“Harvard Center for the Developing Child”
https://developingchild.harvard.edu/resources/inbrief-the-foundations-of-lifelong-
health/
Benefits of Enriching Environments in Early Learning
“Harvard Center for the Developing Child”
https://developingchild.harvard.edu/resources/three-early-childhood-development-
principles-improve-child-family-outcomes/
Public Broadcasting Station, “Raising of America”-
Was Perry Preschool Worth It?
http://raisingofamerica.org/was-perry-preschool-worth-it
Parental Stress on Child Brain Development
Public Broadcasting Station, “Raising of America”
http://raisingofamerica.org/drip-drip-drip-stress-gets-under-their-skin
Family Stress & Childcare Issues
Public Broadcasting Station, “ Raising of America”
High Quality Childcare is Top Military Priority
http://raisingofamerica.org/high-quality-childcare-top-military-priority
42
Public Comments Regarding Deed Restriction of Current Senior
Center use for Childcare
Town Clerk <townclerk@estes.org>
Fwd: Correction 2: Deed restriction may prohibit child care as potential
use for soon-to-be vacated Senior Center
1 message
Kate Rusch <krusch@estes.org> Mon, Jan 15, 2018 at 9:13 AM
To: Town Clerk <TownClerk@estes.org>
Public comment...
---------- Forwarded message ----------
From: Esther Cenac <esther.cenac@gmail.com>
Date: Thu, Jan 11, 2018 at 10:18 AM
Subject: Re: Correction 2: Deed restriction may prohibit child care as potential use for soon-to-be
vacated Senior Center
To: krusch@estes.org
You paid a lawyer to tell you this? Many of us advised you on this esp. when requesting that it remain
a senior center.
Esther Cenac
Fwd: Deed restriction prohibits child care as potential use for soon-to-be
vacated Senior Center
1 message
Kate Rusch <krusch@estes.org> Mon, Jan 15, 2018 at 9:12 AM
To: Town Clerk <TownClerk@estes.org>
Public comment...
---------- Forwarded message ----------
From: MONTE RAVIT MICHENER <mrmichener@msn.com>
Date: Wed, Jan 10, 2018 at 3:52 PM
Subject: Re: Deed restriction prohibits child care as potential use for soon-to-be vacated Senior
Center
To: "krusch@estes.org" <krusch@estes.org>
It’s a damn shame and it would be so perfect there , make it happen
FO Stanley would have wanted it that way
Sent from my iPhone
43
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Estes Park Museum Proposal for Use of 220 4th Street
Objective:
As a collections-based museum and the sole repository for local artifacts within the Town of
Estes Park, the Estes Park Museum must have a professional facility that offers an appropriate
environment (light, temperature, and humidity control), security, and protection (fire and flood
safety features) in order to ensure the proper preservation of artifacts for posterity. Any facility
that falls short of professional standards puts the objects held in the public trust at risk, deters
future donations, and creates a situation where the Museum, as a department of the Town of
Estes Park, fails to meet its mission on a daily basis.
The following proposal is intended to vastly improve the Museum’s current storage by creating a
proper collections facility to house roughly 30,000 locally significant artifacts. Obtaining the 220
4th Street building as a temporary collections facility would greatly enhance the environment,
security, and protection of artifacts as opposed to the “old” Light and Power warehouse currently
in use on Elm Road. Moving the Museum Collections to the 220 4th Street facility will not only
benefit the Museum, but also allows the Light and Power Division to regain full use of its 2,250-
sq. ft. warehouse after 25 years. Light and Power has kindly requested the Museum vacate the
warehouse for a number of years so that Light and Power can increase its efficiency of in-house
construction and reduce its annual expenses, a benefit to its customers and the Town.
History
• 1938: Master Plan for land (Now Stanley Park, Stanley Fairgrounds, and the Museum)
donated by F.O. Stanley includes his wishes for a museum to tell the story of
Estes Park and Rocky Mountain National Park
• 1962: Estes Park Museum begins as private nonprofit
• 1964: Town allows museum building to be constructed on the corner of 4th Street and
State Highway 36 (artifacts stored on-site)
• 1992: Museum becomes a Town department and begins utilizing the Light and Power
warehouse for collections storage (in addition to the 680 square feet of on-site
storage)
• 1992: Collections analysis completed by Long Hoeft Architects advises that the
warehouse is “inadequate and insufficient” for artifact storage
• 1995: Museum Advisory Board, Friends Board, Town Administrator and staff agree on
a strategic plan which includes an objective to develop a facility plan within two
years to address site deficiencies and possible site expansion
• 1996: Museum’s long-range conservation plan includes a 1998 action item, “based on
55
feasibility demonstrated in… facility study, explore beginning a capital campaign
to expand space, including expanding storage.” Museum Friends Commit to
having the funding in budget by 2000.
• 2004: Museum is funded by Friends, Town, and Grants to expand building. Funding is
not large enough to include expansion of Collections Room (to house objects
from Light and Power), but does include a new foyer (including public restrooms),
expansion of Museum Shop, and addition of programming space/meeting room.
Collections expansion is considered “the next phase”
• 2009: Grant-funded feasibility study specific to a new collections facility recommends
an appropriately designed facility for the current and future collection of the Estes
Park Museum
• 2011: A private donor offers $250,000 to the Museum for a new collections facility
• 2011: The private donation attracts the interest of the Town Board, who pledge to
allocate $250,000 per year to fund the facility, with hopes to break ground in
2017/18
• 2011: $50,000 of the initial Town Board pledge is redirected to other needs by the
Town (due to competing budgetary priorities, no subsequent funds have been set
Aside, but this was unknown to staff)
• 2013: Master Plan for Museum and Senior Center is completed and recommends that
Senior Center Services be incorporated into future Community Center and that
Museum utilize the corner of Highway 36 and 4th Street
• 2014: 1A Sales Tax approved, providing funding for the Senior Center to be included in
the Community Center (per the ballot language, the Museum receives no funding
unless the Community Center fails to come to fruition)
• 2014: Estes Park Museum Friends and Foundation forms a fundraising committee and
begin planning to raise $1 million towards a new collections and research facility
under the auspice the Town will provide at least $1 million (if not more) towards
the building as well
• 2015: Town determines that future funding pledges for the collections facility are not
currently feasible due to declining General Fund balance, need to cut expenses,
and 2013 flood recovery costs
• 2015: Initial $200,000 pledge reallocated to remodel Museum’s main building with
the goal of extending the building’s useful life by 15-20 years
• 2015: Estes Park Museum Friends and Foundation re-commit to raising $1 million
56
towards the Collections and Research Facility despite the Town making
contributions; building is scaled back to fit $1.7 million budget ($700,000 to be
raised through grant funding)
• 2016: Public kick-off for fundraising hosted by Friends in September
Present Situation:
It has long been recognized that the Light and Power warehouse is insufficient and inadequate
for use as a collections facility. When researching the original request for the use of the space
in 1992, the Museum stated that it would be in the space no longer than two years. While this
proposal may not have been realistic at the time (there was no mention of what would take
place during the two-year period or plans beyond), the space has always been referred to as a
temporary solution. The current warehouse does not meet museum professional standards.
There is no light control in the area, whereas light is the number one cause of irreparable
damage to artifacts. There is no temperature or humidity control, two primary elements that
prolong the deterioration of an artifact when controlled properly. There is currently minimal
security to the property/building. There are very limited fire prevention/awareness features.
Having a facility as far away as it is from staff also raises a large concern for flood or fire
response and accessibility by staff putting the artifacts in high risk. Irreplaceable artifacts are
further put at risk when handled and transported back to the main Museum to be assessed
(since there is not a proper work area/environment at the current facility), put on display for an
exhibit, or requested to be used by a researcher. The Light and Power warehouse, which falls
short of professional museum standards in a number of areas, is not conducive to proper
preservation. It could be considered a disservice by some and has deterred donations by
individuals who have since sought other institutions they were confident would better preserve
and care for their materials.
Not only does the current storage put artifacts held in public trust by the Town at risk, but it also
causes significant problems for the Light and Power Division. In the past three years, Light and
Power has completed 100% of project construction in-house, creating a need for space for
material inventory. By doing in-house construction as opposed to contracting, the division
saves an average of $500,000 per year (compared to previous years). Because of the savings
and the desire to continue to operate in this fashion, Light and Power requested the Streets
Division vacate the space in 2017 (which paid an annual rent for the space ), and requested the
same of the Estes Valley Library. The Museum is the only other entity occupying the space.
Light and Power has considered alternatives if the Museum is unable to vacate the warehouse.
Short-term solutions include the rental of storage units or mobile storage units. These not only
have an upfront cost, but will reduce staff’s daily efficiency. Long-term solutions include seeking
a commercial property or possibly constructing a new facility on existing Town of Estes Park
property on Elm Road. These options are estimated to exceed $1 million in cost. Because of
the need for space now, Light and Power has conducted a space assessment in order to
explore these options realistically.
Museum staff has determined it would be a relatively seamless move to use the 220 4th Street
building as a temporary Collections Facility and that it would be a dramatic improvement for the
4,500 Museum artifacts currently stored on Elm Road as well as for Light and Power. Use of the
57
4th street facility would secure the parcel for Museum operations now, which would assist in
making the long-term vision established in the Museum Master Plan a reality in the future.
Fundraising for the new Collections and Research Facility is progressing, but will likely not be
completed in the next few years. The Estes Park Museum Friends & Foundation, Inc. are still
committed to raising $1 million for the new Collections and Research Facility. The group began
the public fundraising efforts in September of 2016, and are currently just shy of $500,000.
Current plans project that the $700,000 in grants needed to complete the funding for the new
building will be secured in the next few years. The initial hopes for ground-breaking in 2018 are
not currently feasible.
Solution:
A responsible use of the 220 4th Street facility is to take the opportunity to enhance the
temporary storage of the Museum’s historic artifacts. Moving artifacts into the facility would
improve their environment, security, and protection, as well as additional space allowing staff to
be able to offer higher quality services for the public and basic resources to care for artifacts;
something staff has learned to work without in the past. This would also allow adequate time for
Estes Park Museum Friends & Foundation, Inc. to continue on its path of fundraising and staff to
pursue grant funding as well as prompting the main Museum remodel which has been
scheduled for two years. Along with helping secure the property for the future Museum Master
Plan, the move would allow Light and Power to utilize its original warehouse, continuing to cut
its annual costs benefiting the Town and its customers. Moving the collection into the 220 4th
Street building would serve the Museum’s mission of preserving the unique history of Estes
Park, and contribute to the Town’s overall mission of being good stewards of public resources.
It is the Museum’s and Town’s obligation to care for and protect cultural heritage artifacts
professionally and to the best of our abilities as resources allow.
Advancement of Town/Museum’s Strategic Plan
• Collections will be temporarily housed in a facility that meets Museum Professional
Standards (Meets Museum’s Strategic Goal and Town Goals of (2) Infrastructure, (4)
Public Safety, Health, and Environment, and (6) Governmental Services and Internal
Support)
o The 220 4th Street building offers a facility with environmental controls (basic
HVAC), which the current Light and Power facility does not have
▪ Volunteers would be more likely to work on projects because of increased
comfort level, ample space, and available facilities
o The 220 4th Street facility can be better monitored for pest management because
it is physically closer to the Museum for staff to inspect. Also, it is likely to be
occupied more often by a staff member since there would be an office for the
Curator of Collections. Currently, the Light and Power warehouse is monitored
on a minimum of once a month by staff.
o The 220 4th Street facility can be outfitted with a humidifier (common museum
practice which does not exist at the Light and Power warehouse)
o Lighting can be controlled and outfitted to best suit artifact preservation
58
o An alarm suited specifically to the security of the artifacts could be added, of
which does not exist at the Light and Power warehouse
o Protection from flood and fire would be improved
▪ Because of the proximity to the Museum main building, there would be a
better response time to emergencies. The proximity would also enhance
staff’s ability to move artifacts in the event of an emergency (the Museum
Meeting Room, Museum White Building, and the Fairgrounds have
always been identified as alternate spaces for artifact housing in case of
an emergency). Also, the setup of the 220 4th Street facility has better
accessibility to withdraw artifacts if needed.
o Having all artifacts housed under one roof, as opposed to two buildings, would
offer advantages:
▪ Easier to pair similar artifacts for storage, increasing preservation
▪ Ease of one building access for public research requests or temporary
exhibit preparation
▪ The Collections space could be static (a professional preference)
because the space would be just for storage, whereas now, both
collection sites also include an office or work space
o Proximity of collections storage to Museum main building
▪ Better for artifact transportation for temporary exhibits, as opposed to
transporting with a vehicle across town
• Artifacts are at risk when handled, even more so when in a vehicle
(boxed appropriately, dealing with grade change, other variables
such as other drivers)
• Space advantage to allow the Museum to provide services it has never been able to, but
are expected within the museum profession (see proposed layout below) (Meets
Museum’s Strategic Goal and Town Goals of (6) Governmental Services and Internal
Support)
o Walk-In Freezer (currently do not have)
▪ Extremely desirable for pest mitigation, one of the most desired assets to
a collections facility
▪ Have lost items and declined donations in the past because of insects
o Quarantine Room (currently do not have)
▪ Essential when taking donations. Sometimes it takes weeks to process a
donation. If the donation is infested, but stored with regular collection, it
puts the entire collection at risk. Unfortunately, this is the Museum’s
current practice because there is no other option.
o Washer/dryer (currently do not have)
▪ Cotton gloves and rags are used on a daily basis in collections. It is
common practice for staff to have to take hundreds of gloves home to
wash when needed.
▪ Sheets are used to cover many large artifacts to combat dust. It is good
practice to regularly clean these and having a washer/dryer on site would
make it much more convenient to make sure it happens.
o Processing Area (currently do not have)
▪ Sinks in processing
59
• Whether washing hands or washing donations that can handle
water, it is fairly common to have sinks and water available within
a collections facility
▪ Counter Space
• Basic counter space to lay out donations/artifacts for inspection,
measuring, and photographing
▪ Work Area
• Although a complete inventory of artifacts had been performed,
the act of deaccessioning (permanently and ethically removing
artifacts that no longer fit our mission from the collection) has
been slowed down significantly because there is not currently
ample room to prep for this step and is also inefficient with
collections being housed in two locations. This process began in
2014 and needs to be completed in order to refine the collection to
only contain mission appropriate items so that the appropriate
amount of resources are used to care for them.
o Closets for storage
▪ The Museum strives every year to build its supplies of archival materials
(folders, boxes, tissue, etc.), but all of this is currently stored in the open
and subject to the collections environment or stored in sporadic areas
(behind cabinets/shelves) which can lead to damage when constantly
moved
o Museum Friends would have a larger, designated space for inventory storage
▪ The Museum Friends currently operate the Museum Shop. Operating the
shop requires the need for appropriate storage for inventory. Currently,
inventory is scattered in various places, including the private homes of
Board members. While space may or may not be used for Friends
storage within the 220 4th street facility (security precautions and access
to the building need to be considered), items stored in current areas (such
as the shed located behind the Museum which houses many education
items) could be moved into the facility freeing up space for the Friends to
utilize.
• Inventory Example: The new edition of Estes Park and Rocky
Mountain National Park: Then and Now is planned to be printed in
2018. The hopes are to order up to 7,000 copies for the first run.
The book is over 400 pages and will need room to be stored, as
well as re-packaged for distribution.
• Light and Power will resume use of its warehouse, negating the financial need to seek
alternative spaces (Meets Town Goal (8) Town Financial Health)
o With Light and Power resuming full use of the warehouse, it would allow the
division to achieve high-quality reliable light and power services through in-house
construction of projects and would no longer need to pursue costly alternatives to
its current lack of space
• Enables more time to fundraise for Collections and Research Facility (Meets Museum’s
Strategic Goal and contributes towards offsetting Town Goal of (8) Town Financial
Health by contributing $1 million towards a Town owned Capital Improvement Project)
60
o When the Estes Park Museum Friends & Foundation, Inc. committed to raising
$1 million to contribute to a new facility during 2016, the goal was to break
ground in 2018. Even though public fundraising has begun and in just over a
year the money garnered is an impressive $500,000, there is still much
fundraising to be done. Not only will the improvement of a temporary collections
facility allow more time for the fundraising to continue, it will also assure that the
collection is responsibly housed while grant monies are pursued once the
fundraising has hit a higher milestone.
• Potential remodel work to outfit the 220 4th Street building to a collections facility would
help complete the main museum remodel (Meets Museum’s Strategic Goal and Town
Goals of (2) Infrastructure and (6) Governmental Services and Internal Support)
o While the Museum has had the funding in place to complete this project for a
couple of years, the timing and construction interest has not been adequate. The
job has constantly been referred to as, “too small for the big companies and too
big for the small companies.” If the main Museum remodel and the 220 4th Street
remodel were aligned and paired as a single project, the potential to acquire an
interested party with a competitive bid increases.
• Control of the facility at 220 4th Street would contribute to the Museum Master Plan
(Meets Museum’s Strategic Goal and could potentially contribute to Town Goals of (1)
Robust Economy, (2) Infrastructure, (3) Exceptional Guest Services, (4) Public Safety,
Health, and Environment, (5) Outstanding Community Services, (6) Governmental
Services and Internal Support, and (8) Town Financial Health)
o The Museum’s Master Plan entails the use of the entire lot on the corner of 4th
Street and Highway 36. If the Museum has the control of the facility of 220 4th
street, when the timing comes to remove the structure to accommodate future
expansion identified within the Master Plan, it will not raise any issue with any
other entity than the Museum. The ultimate Master Plan calls for a Museum that
will be able to adequately serve as the sole repository for local history (serving
local organizations and individuals), provides ample room for engaging
temporary and permanent exhibits (offered year round), creates an area for
various types of public programming, as well as space for a large enough staff to
operate the division.
Community Need (All of the following meet the Town’s Strategic Plan Goal to (3) Exceptional
Guest Services)
• Space Advantage to better serve the community– the 220 4th Street facility allows for the
following spaces to be utilized by the Museum (see proposed layout below)
o Oral History Recording Sound Studio (currently do not have)
▪ Many local non-profits and individuals have responded positively to the
idea of offering an Oral History Sound Recording Studio. The Estes
Valley Library District researched this possibility to be able to offer to the
community but subsided when it turned its entire archival collection over
to the Museum. To have a dedicated space for this service would elevate
the stature of the Museum in the community.
61
▪ After working with a consultant and researching various rooms/spaces at
the current Museum, the recommendation for the most ideal space would
be in the 220 4th Street facility because of the size of the room needed,
the existing proper wall insulation (for quality sound recording),
accessibility for potential interviewees, and access to parking.
o Research/Library Area:
▪ The Museum serves, on average, 25 individual researchers a year who
request use of items from the collection. In addition, staff responds and
researches between 75 – 100 research questions a year. As the
Museum expands its collection to involve more items from community
service/local non-profits, research, even more research by large groups is
being conducted. This research requires ample space to spread out
artifacts (for example, numerous photos for comparison, large maps,
multiple books/manuscripts, etc.). The more room that can be allotted,
the better an artifact can be inspected and used, while being kept safe.
Currently, researchers conduct their work within the confines of shared
office space with staff, which staff uses for a variety of projects since
there is no longer room available in the onsite collections room. Those
projects now need to be relocated when a researcher comes in. The
work space is relatively small and difficult to work in. Having ample room
for researchers to spread out would be a supreme service to provide.
Providing a dedicated space when they can spend ample time without the
interruption of staff and volunteers during their daily routine would be
ideal.
o Parking lot for researchers, staff, Friends Board
▪ Even though the current 220 4th Street lot is designated as the overflow
parking for the Museum, having researchers park at the 220 4th Street
would allow more parking at the Museum for gallery visitors. Because
there are only 20 spots available at the Museum, staff and the Friends
Board (which have 16 members that meet once a month) could utilize the
220 4th Street parking lot so that the Museum main building lot is always
accessible for gallery visitors.
• The Museum would become a beneficiary of the 1A sales tax (This funding was
identified in 2014 and approved through a public vote)
o The use of the 220 4th Street facility by the Museum would satisfy some
constituents who are concerned that the 1A sales tax ultimately may not
financially benefit the Museum. With the 1A sales tax monies being transferred
to the Estes Valley Recreation and Park District for Senior Services, allowing the
Museum to use the 220 4th Street building to enhance its position to collect and
share its artifacts with researchers would make the Museum a beneficiary from
the 1A sales tax.
62
Cost to Town to Retrofit:
All Options Option 2 Option 3 Comments
General Remodel
Paint Interior $15,000 $15,000
Flooring $25,000 $15,000
HVAC Upgrades $50,000 $50,000 Climate control for collections area
Interior wall Addition $25,000 $25,000 $25,000 Segregate collections/frame in
exterior doors
Secure IT Room $3,000 $3,000 $3,000 New door/hardware
Security camera
system
$20,000 $20,000
Life Safety
Upgrades
Fire Alarm System $20,000 $20,000 $20,000
Fire Sprinkler
system
$25,000
Building egress/exit
doors
$5,000 $5,000 $5,000
Oral History
Recording Studio
$8,000 $8,000
Kitchen Upgrades
Walk-in
Fridge/freezer
upgrades
$15,000 Compressor replacement
Exterior Needs
ADA accessibility
upgrades
$10,000 $5,000 Parking, railing, bathrooms
Maintenance
issues/sidewalks
$12,000 $12,000 West side sidewalk sloping
towards building
Paint Exterior $20,000 $20,000 $20,000
Total $253,000 $198,000 $73,000
Ongoing O&M to Town:
Item Estimated Cost Notes
Insurance Premiums $1,055
Maintenance
Contracts
$4,100 Wireless internet, fire extinguisher, pest control,
HVAC Maintenance, and other miscellaneous items
Misc. Small Building
Repair
$2,000
Telephone $175 For one staff office (Curator of Collections)
Utilities $6,900 Natural Gas, Electricity, Water, Sewer
Trash/Recycle $1,300 The Museum has budgeted to take over this cost in
2018 since it was previously shared with the Senior
Center and will still need the service
Total $15,530 Estimates based off of previous costs of Senior
Center and Current Costs to operate the Museum
Facility
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Proposal of Space Use Chart
Current Senior
Center Room
Size
(sq.
ft.) Museum Proposed Use
Does Museum Collections
Currently Have this proposed
use?
Foyer 126 Foyer No
Lobby 350 Lobby No
Small
Classroom 400 Research/Library
Offsite - no. Main Museum,
limited in staff area,
sometimes utilize meeting
room
Offices 388 Friends Office or storage
Offsite - no. Main museum -
yes, storage extremely
limited
Catering
Office 108 Curator Office
Offsite - limited work space.
Main Museum - yes.
Janitor Closet 28 Janitor Closet
Offsite - no. Main Museum -
yes
public
Restrooms 400 Public Restrooms
Offsite - no. Main museum -
yes
Dining Room 1,200 Storage 1
Yes. See "Current Museum
Storage" below
Kitchen 1,120 Processing/quarantine
Offsite - no. Main Museum -
no
Fitness/Classr
oom 840 Storage 2
Yes. See "Current Museum
Storage" below
Game Room 660 Storage 3
Yes. See "Current Museum
Storage" below
Art Room 400 Oral History Studio No
Mechanical/
Fire Riser 400 Mechanical/Fire Riser
Offsite - no. Main Museum -
yes
Basement 1,244
Museum currently uses about half for exhibit
workshop and storage, but with all exhibits
constructed in-house, the entire space could be
utilized, especially because there are many
pedestals and platforms stored in the Historic
Boyd Building limiting exhibit space
Total (square
feet) 7,664
Current
Museum
Storage
Onsite 680
Offsite (L&P) 2,250
Total 2,930
64
Proposed Building Layout
65
66
Children’s Museum1
Overview
This concept note puts forward a proposal to establish a Children’s Museum at the site of the existing
Senior Center. A Children’s Museum would address a major gap in Estes Valley. Parents, grandparents
and other care givers have few, if any, options for providing young children with entertaining, learning
experiences – particularly during winter. Establishing a children’s museum next to the Estes Park
Museum would be a logical and invaluable complement to the existing museum.
Many cities and communities have established children’s museums, so there are ample prior
experiences upon which to build for planning, developing, organizing and mobilizing resources for a
children’s museum. Nevertheless, it will be important to undertake a systematic consultation and
planning process to ensure that the Children’s Museum has the full support of the town and community.
Rather than pre‐empt the needed community, local organization and town inputs into proposal
development, this concept note presents illustrative goals and features that would be used to launch
the planning, development and resources mobilization processes.
Mission
The mission of the Children’s Museum would be to inspire learning and growth, strengthen social and
cognitive skills, and connect young people and community through hands‐on exhibits and other
interactive activities.
Target
The Children’s Museum, as initially conceived, would primarily target young children up to the age of
seven or eight. One of the limitations of most children’s museums is that many, if not most, of their
exhibits and activities are sufficiently complex and challenging to be more appropriate for 5‐6 year olds
up to 10‐12 year olds. Existing playgrounds and commercial activities in the valley provide learning and
entertainment opportunities for these “older” young children. Even if more opportunities for these
children would also be desirable, the most pressing need is for pre‐school and young elementary school
children.
Outcomes
As indicated in the preliminary mission statement, the Children’s Museum would be developed to
achieve several important outcomes for young children in Estes Valley, including:
a) Strengthened social and cognitive skills
b) Improved learning and developmental growth
c) Reinforced interactions with other children
d) Enhanced age‐appropriate play and entertainment
The Children’s Museum would also contribute to community outcomes, including:
a) Expanded learning and entertainment opportunities
b) Strengthened complementarity and collaboration in provision of community services
c) Increased awareness of the heritage and unique nature of the Estes Valley
1 Prepared for the January 23, 2018, study session of the Town Board, Town of Estes Park by Doyle Baker
(doyle.c.baker@gmail.com). Comments and suggestions for further development of the proposal are more than
welcome.
67
Examples of Other Children’s Museums
Many towns and cities have established children’s museums, in Colorado and elsewhere. These recent,
previous experiences give a strong foundation for planning and developing a children’s museum in Estes
Park. Some examples of other children’s museums include:
a) Wow Children’s Museum, Lafayette ‐ wowchildrensmuseum.org
b) Children’s Museum of Denver ‐ mychildsmuseum.org
c) Fort Collins Museum of Discovery – fcmod.org
d) Children’s Museum of Sonoma County – cmosc.org
e) Flint Children’s Museum – flintchildrensmuseum.org
Example Activities/Exhibits
The specific activities and exhibits are yet to be determined. Some examples of activities and exhibits
based on other museums and discovery centers include:
a) Art room ‐ arts and crafts activities
b) Toddler play room – toddler friendly train tables, crawl through areas, water zones, etc. (see Fort
Collins Museum of Discovery)
c) Historical store, kitchen, steam car, etc. for play and learning
d) Storybook cottage
e) Air blower/maize ‐ wind to blow up balls, etc.
f) Magnet wall for creative expression
The above examples illustrate possible indoor activities and exhibits. Depending on space requirements
and availability, additional outside activities could be developed for the warmer months. Many
children’s museums have such outdoor exhibits and activities.
Start‐up priorities and additional options would be identified through review of other children’s
museums, public consultation, and meetings with key stakeholders and stakeholder groups. The list of
priorities developed would and should evolve over time taking into account sponsorship, grant sources
and other resource practicalities.
Management and Oversight
There are multiple options for management and oversight of the Children’s Museum. Ideally, the
Children’s Museum would be affiliated with the existing Estes Park Museum – greatly reducing any need
to establish separate management and oversight structures. Alternatively, if this would create too much
burden on the museum, a separate management board could be established, with valley residents
appointed by town. Yet a third option would be to develop and operate the Children’s Museum through
an existing or new non‐profit organization or under the auspices of a coalition of non‐profit
organizations.
Regardless of the management and oversight modalities, there would be a need for at least one fulltime
manager. As soon as is feasible, this should be established as a paid position so a properly qualified
person could be recruited. Nearly all other children’s museums have multiple fulltime employees,
complemented by volunteers. In Estes Park, it is likely that developing and launching the Children’s
Museum will initially depend mostly, if not entirely, on volunteers. The extent to which the balance
could be expected to change overtime would depend on resources mobilization, town affiliation,
engagement of existing community organizations, and sponsorship.
68
Start‐up Steps
This proposal remains at the level of a concept note. It should not be difficult or particularly time
consuming to move forward in a timely manner by building on prior experiences and working closely
with town officials and existing community organizations. Some of the early, critical start up steps for
moving this proposal forward could be expected to include:
a) Establishment of a small multi‐stakeholder planning and development group, most likely involving a
combination of volunteers, along with town and organization representatives
b) Consultations with the town and local organizations on management and oversight options
c) Site visits to other museums to better build on their experiences
d) Public engagement and dialogue to support decision making and build awareness and enthusiasm
e) Identification, engineering appraisal, design and budget development for modifying the site, setting
up exhibits and launching day‐to‐day operations
f) Preparation of necessary legal documents and contracts
g) Development of resource mobilization and publicity/branding strategies
h) Preparation of grant and sponsorship proposals
Sustainability
To ensure sustainability, the Children’s Museum should be completely or mostly self‐financing. This will
require resources mobilization through a combination of crowd sourcing, grants and sponsorship. It will
also require a prudent approach, starting small and building out as staffing (paid and volunteer) and
resources allow. To further enhance sustainability, the museum would be operated on a fee basis, as is
the case for other museums. Specific fee options are an issue for later discussion. However, it is
expected that the museum would establish fee options favorable to valley residents such as annual
memberships, punch passes and daily fees that are lower for residents than non‐residents. This having
been said, the Children’s Museum will be an important entertainment and learning opportunity for
visitors as well, and so keeping fees at an affordable level for visitors and residents alike will be
important for ensuring the success and sustainability of the museum.
Timeframe
The Children’s Museum is not ready to launch, and will not be for months or perhaps even all of 2018.
The actual timeline will depend a lot on the management option selected and on success in mobilizing
resources. The timeline could, rather easily, be accelerated or relaxed depending on alternative uses of
the site. One or even two of the alternative proposals for the site could serve as interim uses while
development of the Children’s Museum moves forward.
The proposal this concept note addresses is an optimum and legally compliant long term use of the site,
not necessarily how the site is to be used in the next few months or year.
69
70
February 13, 2018
Presentation on Countywide
Wasteshed Study.
Discussion of Implementation of Storm
Water Master Plan/Storm Water Utility
February 27, 2018
3rd Party Building
Inspections.
March 13, 2018
Quarterly Updates on
Downtown Estes Loop
Project.
Items Approved – Unscheduled:
Building Code Changes to Facilitate
Redevelopment.
Broadband ProForma.
Update from VIA.
Items for Town Board Consideration
2018 Street Improvement Program.
Discussion of Possibly Constructing
Rocky Mountain Performing Arts
Center at Stanley Park.
Future Town Board Study Session Agenda Items
January 23, 2018
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72
2/7/2018
220 Fourth Street
Child Development
& Recreation Center
A Collaborative Proposal
to serve the Town of Estes Park
Presented by EVICS
Childcare Task Force
A state licensing specialist, a
certified architect, and several
highly experienced early
childhood professionals have
examined the space, and all
agree to it’s applicable use for
children’s care and activities.
Our proposal creates a functional
space for infant and toddler
care, as well as community‐wide
access to multi‐use recreational
enrichment space for all ages
and abilities.
2/7/2018
Proactive Solution to Critical Need
•Immediate Need
•Opportunity to Act
•Multi‐Use
•Licensed Childcare Service
•Inclusive Recreational Space
Conceptual Floor Plan
3,000 sq. feet usable
licensed childcare space
Space allows for up to 40
infant/toddler childcare
spots per licensing
A minimum of 1,500 sq.
feet of
community/recreation
space
Community Space
1,150 square feet
Community Space/
Childcare Classroom
800 square feet
Childcare Classroom
650 square feet
Infant Room
360 square feet
Bathrooms
Meeting
Room/Community
Space
400 square feet
Office
Office
Office
Kitchen
2/7/2018
Community Need
•No licensed Childcare Centers
for children under 2 ½
•Estes Park Medical Center
projects 90 babies born in 2018
Staff Retention
The teachers and staff of Estes Park School District R‐3 have
had an increasing difficulty finding infant child care and have
expressed because of the lack of infant care they were unable
to return to work at the school district in the 2017‐18 school
year. Infant care is an increasing concern and has had a direct
effect on retaining of our staff after having a child.
‐Sheldon Rosenkrance, Superintendent of Estes Park Schools
2/7/2018
Proposed Programming
•Indoor/outdoor recreation
space, free of charge or low
cost, that offers both structured
and unstructured recreational
opportunities
•Programs and collaborations on
page 18 of packet
•Intergenerational enrichment
and recreational opportunities
that are not currently offered
Community for Caregivers
[…] Stay at home mom life can be isolating and lonely. I
worried that Adalynn wasn't going to get the socialization she
needed. […] We began going to playgroups just about every
week. It was valuable social time for both of us.
‐ Joanna Riffelmacher
2/7/2018
Support for Parents
Gathering places for young mothers and their babies, and
young children, are valuable yet extremely limited. This space
would be an ideal safe place for parenting classes, networking
and support groups, and playtime. The library has always
welcomed young families, however space there is limited and
not conducive to privacy that is important to new mothers
‐Lesta Johnson, RN, MSN
EPMG Nursing Director & Wellness Transformation Coach
Advancement of Strategic Plan
Robust Economy
Infrastructure
Exceptional Guest Services
Public Safety, Health, and
Environment
Outstanding Community
Service
We will serve as a catalyst to encourage infant and childcare
solutions for our community.
2018 Strategic Plan
2/7/2018
Cost Information
•$70,000 in needed renovations to meet
licensing requirements
•Interior renovations and needs will be
the responsibility of the Provider and
incur no cost to the town
•EVICS Childcare Task Force requests that
the terms of the lease agreement
continue at a rental fee of $1 each year,
payable by the Provider
•Operational costs are sole responsibility
of the Provider
If everyone is moving
forward together, then
success takes care of itself.
2/7/2018
Doyle Baker
Few options for providing
young children with
entertaining, learning
experiences
Most pressing need is for
pre‐school and young
elementary school children
Ample prior experiences
upon which to build
Logical and invaluable
complement to the existing
museum
2/7/2018
Strengthened social and
cognitive skills
Improved learning and
developmental growth
Reinforced interactions
with other children
Enhanced age‐appropriate
play and entertainment
Primarily toddlers up to
age seven or eight
Art room ‐ arts and crafts activities
Toddler room – train tables, bounce areas, water zones
Historical store, kitchen, steam car, wagon
Air blower, water stream, magnet wall
2/7/2018
Multi‐stakeholder planning &
development group
Consultations with the town & local
organizations
Public engagement and dialogue
Site visits to other museums
Engineering appraisal, design &
budget development
Resource mobilization and publicity
strategies
Legal documents and contracts
Resource mobilization
through crowd sourcing,
grants & sponsorship
Depend mostly on volunteers
Start small and build out as
staffing and resources allow
Some affiliation with
town/museum (?)
Moderate fees favorable to
residents
2/7/2018
Addresses a major gap in Estes Valley
Multiple options for management & oversight
Timeline could be accelerated or relaxed
Priorities could and would evolve over time
Links to heritage of the Estes Valley
For Questions, Comments, Information:
contact
doyle.c.baker@gmail.com
970 744 9510
2/7/2018
PROPOSAL FOR 220 4TH
STREET FACILITY
Estes Park Museum
2/7/2018
PROPOSAL FOR 220 4TH STREET:
TEMPORARY COLLECTIONS FACILITY
Vastly improve the Museum’s current
storage for over 30,000 locally
significant artifacts by utilizing the 220
4th street facility as a temporary
collections facility.
2/7/2018
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
2/7/2018
LIGHT AND POWER WILL RESUME USE OF ITS
WAREHOUSE
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
Closer to meeting Museum
professional standards of collections
facility
2/7/2018
CLOSER TO MEETING
MUSEUM PROFESSIONAL
STANDARDS OF
COLLECTIONS FACILITY
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
Closer to meeting Museum
professional standards of collections
facility
Expansion of space to provide new
services
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
2/7/2018
EXPANSION OF SPACE TO PROVIDE NEW SERVICES
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
Closer to meeting Museum
professional standards of collections
facility
Expansion of space to provide new
services
Enables more time to fundraise for
new Collections and Research
Facility
2/7/2018
ENABLES MORE TIME TO FUNDRAISE FOR NEW
COLLECTIONS AND RESEARCH FACILITY
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
Closer to meeting Museum
professional standards of collections
facility
Expansion of space to provide new
services
Enables more time to fundraise for
new Collections and Research
Facility
Potential remodel of 220 4th Street
would help complete main Museum
remodel
2/7/2018
POTENTIAL REMODEL OF 220 4TH STREET WOULD
HELP COMPLETE MAIN MUSEUM REMODEL
ADVANCEMENT OF TOWN/MUSEUM’S
STRATEGIC PLAN
Light and Power will resume use of
its warehouse
Closer to meeting Museum
professional standards of collections
facility
Expansion of space to provide new
services
Enables more time to fundraise for
new Collections and Research
Facility
Potential remodel of 220 4th Street
would help complete main Museum
remodel
Control of 220 4th Street Facility
contributes to Museum Master Plan
2/7/2018
CONTROL OF 220 4TH STREET FACILITY
CONTRIBUTES TO MUSEUM MASTER PLAN
COMMUNITY NEED
2/7/2018
COMMUNITY NEED
Expansion of space leads to
opportunity to better serve
community
EXPANSION OF SPACE LEADS TO OPPORTUNITY
TO BETTER SERVE COMMUNITY
2/7/2018
COMMUNITY NEED
Expansion of space leads to
opportunity to better serve
community
The Museum becomes a
beneficiary of 1A sales tax
COST TO TOWN TO RETROFIT
All Options Option 2 Option 3 Comments
General Remodel
Paint Interior $15,000 $15,000
Flooring $25,000 $15,000
HVAC Upgrades $50,000 $50,000 Climate control for collections area
Interior wall Addition $25,000 $25,000 $25,000 Segregate collections/frame in exterior doors
Secure IT Room $3,000 $3,000 $3,000 New door/hardware
Security camera system $20,000 $20,000
Life Safety Upgrades
Fire Alarm System $20,000 $20,000 $20,000
Fire Sprinkler system $25,000
Building egress/exit doors $5,000 $5,000 $5,000
Oral History Recording Studio $8,000 $8,000
Kitchen Upgrades
Walk-in Fridge/freezer upgrades $15,000 Compressor replacement
Exterior Needs
ADA accessibility upgrades $10,000 $5,000 Parking, railing, bathrooms
Maintenance issues/sidewalks $12,000 $12,000 West side sidewalk sloping towards building
Paint Exterior $20,000 $20,000 $20,000
Total $253,000 $198,000 $73,000
2/7/2018
ONGOING O&M TO TOWN
Item Estimated Cost Notes
Insurance Premiums $1,055
Maintenance Contracts $4,100 Wireless internet, fire extinguisher, pest control, HVAC
Maintenance, and other miscellaneous items
Misc. Small Building
Repair
$2,000
Telephone $175 For one staff office (Curator of Collections)
Utilities $6,900 Natural Gas, Electricity, Water, Sewer
Trash/Recycle $1,300 The Museum has budgeted to take over this cost in 2018
since it was previously shared with the Senior Center and will
still need the service
Total $15,530 Estimates based off of previous costs of Senior Center and
Current Costs to operate the Museum Facility
ESTES PARK MUSEUM MISSION:
THE ESTES PARK MUSEUM CONDUCTS ACTIVITIES THAT
PRESERVE, SHARE, AND RESPECT THE UNIQUE HISTORY OF
ESTES PARK.
Advancement of
Strategic Plan
Light and Power will resume use of itswarehouse
Closer to meeting Museum professionalstandards of collections facility
Expansion of space to provide newservices
Enables more time to fundraise for newCollections and Research Facility
Potential remodel of 220 4th Streetwould help complete main Museumremodel
Control of 220 4th Street Facilitycontributes to Museum Master Plan
Community Need
Expansion of space leads to
opportunity to better serve
community
Museum becomes a beneficiary of
1A sales tax