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Home My WebLink AboutPACKET Town Board Study Session 2015-01-13 Tuesday, January 13, 2015 TOWN BOARD 4:00 p.m. – 6:30 p.m. STUDY SESSION Rooms 202/203 4:00 p.m. Trustee Comments & Questions. 4:15 p.m. Future Study Session Agenda Items. (Board Discussion) 4:30 p.m. Rooftop Rodeo Prize Money. (Director Winslow) 5:00 p.m. Board Discussion & Comment during Liquor License Hearings. (Board Discussion) 5:15 p.m. Dinner Served. 5:30 p.m. Downtown Visioning Process. (Director Chilcott & Planner Shirk) 6:30 p.m. Meeting Adjourn. “Informal discussion among Trustees concerning agenda items or other Town matters may occur before this meeting at approximately 3:45 p.m.” AGENDA January 27, 2015  Discussion of Enforcement of Vacation Home Regulations  Monthly Town Financial Report February 10, 2015  Sign Code 101 and Discussion of Scope of Sign Code Revision Project  International Property Maintenance Code (Dangerous Buildings Code) – Discussion of Process February 24, 2015  Update on the Status of the Museum and Collection Storage Facility  Discussion of Proposed Bear (Wildlife) Ordinance Changes March 10, 2015  Review of Draft Policy on Public Forums March 24, 2015  Discussion of Community Service Grants  ULI Report Discussion April 14, 2015  Possibility of Joining RTD  Discussion of 5 Year Plans for Infrastructure Projects April 28, 2015  Discussion of Town Owned Fish Hatchery Property Items Approved – Unscheduled: (Items are not in order of priority)  International Property Maintenance Code (Dangerous Buildings Code) and Adoption of New International Building Code Draft Reviews  Town of Estes Park Financial Policies  Discussion of How to Better Involve and Reach Out to the Hispanic Members of the Community Study Sessions Items for Board Consideration:  Proposed New Water Rates – Requested by Utilities  Discussion of Funding for Water Tap Fees for Falcon Ridge Project – Requested by Staff  FEMA Community Rating System (Request for Approval to Engage Public in Discussions About Joining CRS Program)  Amending Policy Governance 1.4, 1.6 & Policy 101 Future Town Board Study Session Agenda Items January 13, 2015 Report Community Services To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: Bo Winslow Estes Park Western Heritage Date: January 13, 2015 RE: Rooftop Rodeo Prize Money Report: Staff has been working closely with WH (Estes Park Western Heritage) in regards to keeping the Rooftop Rodeo as one of the top/premier rodeos in the Nation. Staff and WH look at many things to make sure we are bringing the best product forward. Below is a short list of areas of focus:  Rodeo Production  Scoreboard  Preshow Entertainment  Stock Contractor  Announcer  Guest Experience  Contestants – both experience and prize money  Sound (at the show)  How are we involved in the industry  Marketing  Parade  Outreach  Education  Royalty Program  Facilities Staff and WH have identified the prize/purse money as an area that could be addressed in 2015 along with the many other things already in place. Staff and WH feel purse money should be increased to offer more to contestants in return bringing a higher quality contestant as well as filling voids in certain events. Currently the Town has budgeted $5,000 per event for a total of $40,000. At this rate we are one of the lowest paying rodeos in this time frame. Staff and WH are proposing increasing each event by $1000 and then highlighting 2 events. Per PRCA rules, when you highlight an event you double the money. We are recommending to highlight our Bareback Riding and Saddle Bronc riding as they are the 2 events we see the least amount of contestants in. This change would then see $12,000 added money in these 2 events, making Rooftop Rodeo one of the top paying rodeos in the area during this timeframe. The other events would then be at $6,000 added money. Highlighting an event is something that is allowed in the industry to help events that have low contestant participation etc. The Town has savings in the rodeo budget, with a change in stock contractor, so there would be no need for additional money to be appropriated in the budget, just a change in the detail as to where it is being spent. The Town’s relationship with WH is the Town takes the lead on things like purse/prize money and WH continues to support the Town in capital improvements. A recent study session conversation identified possible needs for lighting for the Scottish Festival and WH has budgeted $20,000 for capital improvements which could very easily be tied together to benefit many events. WELCOME TO YOUR 2015 ROOFTOP RODEO Estes Park Western Heritage, Inc. Presentation to the Town Trustee Work Study Session January 13, 2015 In February 2012 the Town Trustees voted to allow the Town’s Rooftop Rodeo Committee to reform as a new self-standing group called Estes Park Western Heritage, Inc. (EPWH) Operating under an MOU with the Town of Estes Park, our mission is to provide funding and the “boots on the ground” to make the Rooftop Rodeo one of the best in the country. We work closely with Director of Community Servicers Bo Winslow and his staff, and throughout this conversation you can assume “we” includes both teams working together 501(C)4 Colorado nonprofit and our Foundation is 501(C)3 pending 60 volunteer members that swells to over 100 during rodeo week. The membership votes on Board members, who in turn appoint the officers: •The officers have day to day operations responsibility while the Board establishes strategic direction •Many people wear many hats! WHO IS ESTES PARK WESTERN HERITAGE? The Rooftop Rodeo Barrel Racing Series The Pro Bull Riders Tour (PBR) Several possible new events in 2015 (PRS, Western Heritage Festival, Western Art Show, etc.) The Rooftop’s recognition on the national rodeo stage allows us to leverage our relationships with sponsors and media to further shine a light on the Estes Park community EPWH HELPS ATTRACT VISITORS •In a nutshell, our team. We have the best volunteers in the rodeo world. Town Staff takes great pride in their work. The Town and EPWH have a great working relationship and it is apparent to all stakeholders •No better rodeo setting on Earth •Mid-July allows for a nice break in the rodeo schedule that allows cowboys to bring their families and enjoy a vacation around the Rooftop •Over 75% of our audience is experiencing their first rodeo. Our “Behind the Chutes” program is nationally recognized as a great way to introduce folks to the production of a rodeo •Our audience is truly international, and national sponsors love our demographics •We offer the best Hospitality in the rodeo world, from the first time cowboys drive through our gates (our “Disney experience”), our Hospitality Tent, many free goods and services and a community that truly appreciates them WHAT MAKES THE ROOFTOP RODEO SPECIAL? •The Town is required per policy to bid this contract out •Was it a fair process? Of course it was. The Town has very stringent rules and procedures on procurement and with Bo’s guidance they were followed to the letter. Of the ten RFPs sent out, 3 proposals were returned along with 5 declining letters. All were invited to present to the team; 2 did so at least once •Previous stock contractor had been here 22 years. While we appreciate their contributions, there was a growing list of concerns that we wanted the Request for Proposal to address (stock quality, flexibility, new ideas, etc.) •Colorado based Cervi Championship Rodeo provided a vision for the coming years that we agreed with WHY DID WE VOTE FOR A NEW STOCK CONTRACTOR? WHY CERVI CHAMPIONSHIP RODEO? •2 Time PRCA Stock Contractor of the Year •Pro Rodeo Hall of Fame •Quality rough stock •Ability to pull in cowboys •Networking with other rodeos •Innovative parade ideas •They have a passion to give back to the rodeo community •They also recognize that the Town owns the Rooftop Rodeo and they are a provider •Presented the low bid •Our fourteen person team voted 13-1 in favor of Cervi’s proposal based on their vision of The Big Picture Continue to be innovative: the selection of a new stock contractor shows a commitment to do what is necessary to put on the best rodeo we can Address the added money difference a.k.a. purse money. The purse is built in two ways – Contestant entry fees Added money each rodeo contributes Seven events in a rodeo, and the limit to remain a medium size rodeo is $70K of added money The larger added money brings more contestants, which in turn increases the pot of entry fees, too HOW DO WE MAKE THE ROOFTOP RODEO A BETTER EXPERIENCE FOR ALL STAKEHOLDERS? OUR STRATEGY… Our top competitor Deadwood, SD is close to the maximum money for a medium size rodeo RTR is $30K below the maximum—at the middle of the pack Our proposed strategy: Add an additional $20K of added money in 2015. The added money is defined on the Town’s 2015 PRCA entry form, which is usually due in February Continue to participate on the national rodeo stage: American Rodeo Committees organization -we have presented several times, and Bo is a member of the Board of Directors Continue to present at the national PRCA Convention in Las Vegas Continue to invest in capital improvements at the Stanley Fairgrounds. Reconfigure the arena for rodeos Purchase of portable chutes and fencing (move the bucking chutes to the middle of the arena, giving all grandstand seats a better view of the rough stock events) Upgrade the arena lighting $20K budgeted in 2015 spending towards capital improvements. New video scoreboard provider Instant replays, sponsor promos, cowboy biographies, and much more. This is another investment in the Rooftop paid for by EPWH WHAT MORE CAN WE DO? MARKETING STRATEGIES Continue our own marketing and advertising programs. EPWH has added funding to spread the word to all of our stakeholders throughout the PRCA: cowboys, our audience, sponsors, and other rodeo committees, including: The Western Show on XM Radio and ProRodeoLive.com Ads in PSN and other national rodeo publications Exposure on the Wrangler Network and possibly RFD TV Hosting the Cowboy Luncheon at this year’s Colorado vs. The World Shootout We’d like to work closer with LMD to pool resources Expand social media, including Facebook and Twitter and our website: http://www.rooftoprodeo.com/default.aspx. •EPWH has added funding to help members attend rodeos in other areas to learn new ideas and share what we do best. We believe in “friendly coopertition”! •Continue to work with local partners such as: •The Stanley Hotel •EPMC on new community events •Paint Estes Pink •Man-up Crusade “RODEO OUTREACH” CONTINUE TO BUILD AND INVEST IN OUR ROYALTY PROGRAM •Recognized throughout Colorado as one of the best •In 2014 --$7K in the program to help represent the Rooftop Rodeo and the Town of Estes Park •Scholarships for Estes Valley youth EPWH Contact Information: Mike Cossota, President (817) 637-4140 President@RooftopRodeo.com Mark Purdy, Board Chairman (970) 481-9512 Chairman@RooftopRodeo.com Jo Adams, Board Member (970) 214-4708 Sensaimom1@yahoo.com QUESTIONS? CONCERNS? COMMUNITY DEVELOPMENT Memo To: Honorable Mayor Pinkham Board of Trustees Town Administrator Lancaster From: David Shirk, Senior Planner Date: January 13, 2015 RE: Downtown Visioning Process (aka “Downtown Neighborhood Plan”) Objective: 1. Provide background information on advantages and disadvantages of a Downtown Neighborhood Plan. 2. Present general concept of public process and contents of Downtown Neighborhood Plan: integrate the vision for hazard and resiliency planning, transportation and parking, infrastructure planning, sense of place (urban design), economic development and economic diversity. 3. Gain consensus to proceed with CDBG-DR grant application to fund downtown neighborhood plan. Present Situation: There has been very little change or upgrade to the infrastructure of the core downtown commercial area since EPURA improvements following the Lawn Lake Flood of 1982. Since that time, the population of Larimer County has more than doubled, and visitation to Rocky Mountain National Park has increased by over 500,000 visitors. These surges combined with extensive destination marketing have greatly increased the number of guests visiting Estes Park throughout the year. Looking beyond the numbers, the demographics and demands of residents and guests are also changing. We see a continual increase in the retired population. The type of housing preferred by the younger generations that comprise the workforce differs from that of the baby boomers. The destination products that attract guests to Estes Park are evolving and our products must compete with other mountain destinations who are aggressively making investments to attract guests away from Estes Park to their communities. As these trends are expected to continue, the existing infrastructure requires updating to accommodate the current and future demand. Currently there are a number of interrelated issues being examined that each have an impact on the future of the core downtown area, including flood mitigation, traffic and parking congestion, infrastructure planning, economic diversity and workforce housing. Many residents and businesses have expressed concern that there is no comprehensive vision that incorporates all of these considerations. Instead, it seems we are looking at just the individual trees without considering the overall health of the economic forest. Yet, all of these issue are certainly interwoven to create the fabric of Estes Park’s downtown core. The Downtown Visioning project is intended to be high-level study of all these issues, considering not just where we are today, but where we, as a community, want to be in twenty years. By analyzing the current situation as well as the desired outcome in twenty years, we can complete a gap analysis and use the vision as the basis to develop a Downtown Neighborhood Plan. This plan will serve as a blueprint for future development and infrastructure improvements in the heart of our downtown commercial neighborhood. Funding Opportunity. Potential funding for the project is available through the CDBG- DR grant program. In Round 2 $11 million is set aside to fund planning that “will provide communities with the opportunity to comprehensively assess impacts and needs across their entire recovery process, from economic development and housing to infrastructure hazard mitigation and resiliency needs. … … specific activities that may be funded include, but are not limited to:  Long range comprehensive community plans that integrate hazard and resilience planning.  Economic development strategic plans.  Addressing flood mitigation through multi-objective parks and open space planning.  Regional resilience plans to support better prepared and communities.  Area neighborhood plans.” The grant application must be submitted to the State no later than January 30. Proposal: Staff proposes we hire a consultant to conduct inventory and analysis of the existing downtown, prepare draft plans, coordinate public outreach, and deliver final product with an implementation plan. The downtown plan could address many factors, including downtown vision, flood mitigation, infrastructure planning, sense of place, economic diversity and financial incentives: Process, Scope and Timeframe. 1) Create overall vision for downtown development for the next 20 years. 2) Coordinate with the Planning Commission to define possible boundaries, which may differ from existing downtown area (map attached). 3) Establish public outreach and neighborhood planning process. Include coordination with Estes Valley Planning Commission and incorporation in the Comprehensive Plan. 4) Identify community quality of life issues. 5) Identify demographic trends along the Northern Front Range and how the Town can prepare for such trends. 6) Analyze downtown Estes Park in relation to other mountain resort communities. Flood Mitigation. 7) Aid with flood mitigation planning to help reduce risk of future flooding and minimize flood insurance costs. 8) Integrate with Estes Valley Watershed Coalition, the Fall River Master Plan and future Big Thompson and Black Canyon master plans (if funded). Infrastructure Planning. 9) Integrate Downtown Loop Project (Federal Land Access Grant). 10) Address parking needs and coordinate parking infrastructure. 11) Coordinate overall transportation improvements such as pedestrian amenities, bicycle facilities, transit service, and private vehicles. 12) Coordinate improvements to aging infrastructure such water, sanitary and storm sewer, electric, communications, high-speed internet, and fire protection. Examples include Virginia Drive and Cleave Street. Sense of Place. 13) Draft urban design guidelines to ensure public improvements have a consistent visual theme (street lighting, parking lot signage, public restrooms, etc) to create a sense of place. 14) Establish basis for a wayfinding system for pedestrians and drivers. 15) Possible revisions to downtown sign regulations. 16) Identify additional outdoor activities such as public and private art, street performers and ‘block parties’. Economic Diversity. 17) Encourage economic diversity. 18) Guide land uses to ensure compatibility with downtown. Examples include office, urban mixed-use housing, and workforce housing. 19) Prepare economic analysis and market demand. 20) Expand business day into evening hours. 21) Expand business year into winter months. Financial Resources. 22) Encourage and assist in redevelopment and repairs of older buildings. 23) Investigate benefits of the Colorado Main Street and similar programs. 24) Provide basis for additional grant opportunities for infrastructure and redevelopment opportunities. Staff anticipates this planning process to take approximately 12 months from grant application through delivery of final product. Advantages:  Pro-active rather than reactive in guiding future development.  Coordinate public involvement in determining vision for downtown.  Identify quality of life issues regarding future of downtown.  Provide vision of ‘entire forest’ instead of the ‘individual trees’.  Consistent with previous Town Board direction to apply for grants.  Update and reinforce the neighborhood planning concept in the Comprehensive Plan.  Identify flood hazards and coordinate potential solutions with overall downtown development.  Ensure infrastructure is coordinated and adequate for future development.  Ensure holistic approach in transportation and parking improvements.  Aid in grant opportunities from State and Federal agencies. Disadvantages:  Possible misconceptions about the depth and scope of visioning process. Care will need to be taken to distinguish this process from “downtown loop” NEPA process.  Public process could be contentious. Action Recommended: N/A Budget: Estimated cost: $150,000-$185,000, to be paid with CDBG-DR grant. Downtown Plan could aid with future grant opportunities to mitigate flood hazard, assist in façade renovation, and infrastructure improvements. Level of Public Interest: High. Downtown business and property owners and groups such as Partners for Commerce, the Economic Development Corporation, and Board of Realtors will be most affected and interested. Attachments: Area map Wikipedia article on Neighborhood Planning “Return on Investment”, Landscape Architecture, April 2009 Elkhorn Lodge Stanley VillageShoppingCenter TheKnoll Visitor Center Town Hall &Library BOYD LN VIRGINIADR IV Y ST W ELKH O R N AVE CLEAVE ST E E L K H O R N A V E W E L K HORNAVE WIEST D RSUNNYLN WRIVERSIDEDRBIGTHOMPSONAVEERIVERSIDEDRBIG HORNDR MORAINEAVEPARKLNSPRUCEDRFall RiverBlackCanyonCreek F allR i ver Fall RiverBigThompsonRiverE W O N D E R V I E W AVE E E L K H O R N A V E W ELKHORN AVE MA C G R E G O R A V E WWONDERVIEWAVE M O R A I N E AVE [0 ½¼Miles Commercial Outlying (CO)Commercial Downtown (CD)Commercial Heavy (CH)Office (O) Commercial Multi-Family ResidentalTwo Family: 27,000 sqft min. (R-2)Multi-Family: 3-8 du/acre (RM) Residential: 1/4 acre min. (R)Residential: 5000 sqft min. (R-1) Single Family ResidentalRural Estate: 10 acre min. (RE-1)Rural Estate: 2 1/2 acre min. (RE)Estate: 1 acre min. (E-1)Estate: 1/2 acre min. (E) Accomodations IndustrialRestricted Industrial (I-1) Accomodations (A)Accomodations (A-1) Downtown Neighborhood Plan