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HomeMy WebLinkAboutPACKET Community and Family Advisory Board 2021-10-11 October 11, 2021 1:30 p.m. VIRTUAL To view or listen to the board meeting by Zoom Webinar ONLINE (Zoom Meetings): https://us06web.zoom.us/j/97515043195 Webinar ID: 975 1504 3195 CALL-IN (Telephone Option): 877-853-5257 (toll-free) Meeting ID: 975 1504 3195 I. Welcome New Member. a. Member Patti Brown II. Public Comment. III. Trustee and Staff Liaison Update. a. Town Board & CFAB Study Session. b. Comprehensive Plan Engagement. c. 2021 Strategic Plan Check-in. d. 2022 Strategic Plan. e. Workforce Housing. IV. Approval of Minutes dated June 3, 2021 and September 2, 2021. V. Member Check-in. VI. Advocacy at Town Board Meetings. VII. Discussion of Drafted Recommendations to the Town Board. VIII. Roundtable. IX. Adjourn. AGENDA COMMUNITY AND FAMILY ADVISORY BOARD REGULAR MEETING       CFAB Chair Words CFAB Packet Inclusions Laurie <director@evics.org> Tue, Oct 5, 2021 at 6:42 PM CFAB Members: Please take the time to review meeting packet materials prior to our rescheduled meeting on Monday, October 11, 1:30PM via ZOOM. • Please review the recommendations so that we may have discussion and consider for approval to present to Town Board. • Please follow the link to watch the 9/28/21 Study Session if you have not already. It would be helpful if you could all watch and listen from 1:09 (one hour nine minutes into the meeting) as there is a discussion among Trustees and Staff about CFAB. Trustee Younglund has put forth the topic of CFAB for an upcoming Study Session and we will learn the new date at our CFAB meeting, if it has been set. Town Board Meeting Calendar and Information 9/28/21 Town Board Study Session recording       Town of Estes Park 2021 Strategic Plan Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community. Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting. THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY. KEY OUTCOME AREA STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR)OBJECTIVES (ONE-YEAR)2021 CAPITAL PROJECTS Exceptional Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience. 1. We value broad collaboration in providing exceptional guest services, including, but not limited to working with organizations such as Visit Estes Park, the Economic Development Corporation, the Chamber of Commerce, the National Park Service, and other organizations representing business and commerce. 2. We provide high-quality events that attract guests to the Town. 3. We strive to balance the impacts of visitation with the needs and quality of life of our residents. 4. We make data-driven decisions in serving our guests and residents. 5. We value a well-maintained Fairgrounds and Stanley Park Events Complex. 6. As a destination community, we consider our guests as stakeholders in the Town, along with our residents. 7. The Town provides and encourages a high level of customer service to our guests. 8. We should balance the events we have in Town to be compatible with the character of Estes Park. 2.A. Develop events that attract guests to Town in the winter and shoulder seasons as well as mid-week events. 2.B. Continue to develop and attract diverse events and audiences. 5.A. Implement the 2020 Stanley Park Complex Master Plan projects at the Events Complex. 5.B. Maintain a high level of arena footing for horse shows and rodeos at the Events Complex. 1.1. Work with the Chamber of Commerce, Economic Development Corporation, Visit Estes Park, and other relevant organizations to educate local businesses on how to leverage events to stimulate business. 2.A.1. Evaluate opportunities to expand mid-week events. 2.B.1. Develop and implement a system of gathering and utilizing guest data. Governmental Services and Internal Support - We provide high-quality support for all municipal services. 1. We will maintain a well-trained and educated Town Staff 1.A. Implement Human Resources Strategic Plan.1.A.1. Implement Phase 2 of the Human Resources Strategic Plan. 3.A. Explore options to improve the Town's ability to ensure diverse membership representation on Boards and Commissions. 4.A.1. Complete citizen survey and analyze results. 2. We will match service levels with the resources available to deliver them. 3. We will strive to ensure that the membership of our Boards and Commissions reflects the diversity of the community. 4.A. Conduct a citizen survey biennially in odd years to measure our performance and citizen preferences. 4.B. Evaluate inclusivity of Town community engagement processes. 6.A. Implement a Town performance measurement system including appropriate metrics. 6.B. Develop an organizational culture that encourages 4.B.1. Expand the use of Laserfiche forms to gather meaningful public input on key Town issues. 4.B.2. Evaluate communication gaps related to language translation and identify potential solutions. 5.1 Complete implementation of Service Elevated staff training, which was slowed by COVID gathering restrictions. This training will continue as part of new staff onboarding. continuous process improvement. 6.A.1. Develop philosophy and approach to performance measurement. 4. We strive to gain meaningful input and participation from all community members.8.A. Ensure data redundancy in the event of a cyber attack. 9.A. We will continually evaluate the functionality of our 6.B.1. Implement Laserfiche for electronic invoice approval and invoice retention database website to ensure it serves the needs of our customers. 6.B.2. Evaluate archival of existing invoices in Laserfiche database. 5. We prioritize and support a culture of customer service throughout the organization.6.B.3. Implement lockbox operation for utility collections 6.B.4. Finalize and begin implementing plan to engrain process improvement into the culture of the organization and empower employees to improve the processes they manage. 6. We support a culture of continuous improvement in our internal processes and service delivery. 7. We operate with transparency, maintaining open communication with all community members. 8. We will monitor for, and protect against, cybersecurity threats. 9. We will maintain a robust and transparent public-facing website. 7.1. Expand the use of Laserfiche repository to make additional public records available on the records portal on the Town's website. Infrastructure - We have reliable, efficient, and up-to-date infrastructure serving our community and customers. 1. We will ensure water service reliability and redundancy. 2. We provide high quality, reliable, and sustainable electric service. 3. We will encourage and support renewable energy sources and storage. 4. We will ensure that our facilities are well-maintained and meet the needs of Town Departments. 5. We will pursue the implementation of the Stormwater Master Plan. 6. We will ensure access to high-speed, high-quality, reliable Trailblazer Broadband service. 1.A. Secure a raw water supply from the Big Thompson River for the Glacier Creek Water Treatment Plant by 2026. 1.B. Replace the Glacier Creek Water Treatment Plant by 2026. 1.C. Develop a dedicated water distribution crew with the knowledge skills and ability for capital construction projects capable of replacing one (1) mile of pipe per year. 2.A. Establish electric industry reliability metrics by 2022. 4.A. Evaluate the service condition, safety, functionality, accessibility and land use restrictions of our 32 public buildings using a data-driven approach and document the outcomes in a Facilities Master Plan. 4.B. Upgrade the quality, function and safety of the 5 busiest public facilities, to exceed the expectations of our guests by 2025. 4.C. Pursue energy conservation projects that improve the efficiency of our buildings. 5.A. Pursue flood mitigation measures to reduce flood risk and increase public safety, while minimizing flood insurance costs to the community. 5.B. Evaluate implementation options for a Stormwater Utility for the Estes Valley. 6.A. We will complete construction of a broadband over fiber optic cable network for customers in the electric service area by 2024. Infrastructure.A. We will collaborate with community stakeholders to update our adopted transportation, drainage, and parking design standards and construction policies in the Development Code by 2025. 1.A.1. Complete funding applications for grants and favorable financing terms for the Glacier Creek Water Treatment Plant water supply. 1.B.1. Complete funding applications for grants and favorable financing terms for the Glacier Creek Water Treatment Plant. 1.C.1. Develop internal project management resources to support capital construction in the Water Division. 2.A.1. Develop a plan to implement data collection tools to measure electrical reliability. 4.A.1. Complete the remaining 17 of the 32 needed Building Condition Assessments. 4.A.2. Complete the ADA Transition Plan. 4.B.1. Develop and implement an annual budget contribution mechanism for facility expansion needs as identified in the Facilities Master Plan. 5.A.1. Pursue grant funding for private and/or public flood mitigation projects. Purchase and retrofit the existing Water Division facility to accommodate the Fleet Division and grant-funded bus barn addition. Outstanding Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community. 1. We support a family-friendly community and strive to be a family-friendly employer. 2. We will pursue land-banking opportunities as they align with the Strategic Plan. 3. We will financially support the expansion of the community's infant and toddler childcare capacity. 4. We will expand and improve the durability, functionality, and efficiency of open space and public park infrastructure. 5. We will develop a new Comprehensive Plan and associated development code. 1.A/3.A. Establish a reserve fund to fund one-time investments in workforce housing and childcare. 1.B. Prioritize Estes Park Development Code (EPDC) amendments on Community Development Master List that impact housing. 1.C. Incentivize Downtown Housing. 1.D. Participate in County Strategic Plan childcare capacity team. 4.A. Develop a master plan for Town Parks and Open Space, in cooperation with the Recreation District and Estes Valley Land Trust. 4.B. Overhaul outdated and aging landscaping in Children's Park, Riverwalk, Parking Structure picnic area, and Weist Park by 2025. 4.C. Acquire and improve the Thumb Open Space for public recreation as regulated by the Management Plan. 4.D. Specify the additional equipment, personnel and space needed to deliver and maintain high-quality landscaping as required by new capital projects. 5.A. Complete new Comprehensive Plan in concert with Larimer County and Estes Valley residents. 5.B. Complete a full rewrite of the Estes Park Development Code. 1.1. Develop a plan and budget recommendations for the implementation of Phase 1 recommendations developed by the Recruitment and Retention Task Force which would have an impact on families. 1.B.1. Utilize EPDC amendments and workforce housing guidelines to incentivize and encourage development of workforce housing. 1.B.2. Continue to support and participate in the Estes Park Housing Authority's workforce housing strategic planning efforts. 1.B.3. Engage new development partner to develop workforce housing utilizing the Fish Hatchery property. 1.B.4. Re-evaluate options for development of the Dry Gulch property. 1.C.1. Identify specific code opportunities to encourage downtown housing. 4.B.1. Install new picnic pavilions and upgrade landscaping at the parking structure picnic area. 4.C.1. Complete purchase the Thumb Open Space. 4.C.2. Adopt a Management Plan for the Thumb Open Space. Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. 1. We will promote policies that encourage environmental stewardship 1.A. Modify codes and regulations to support alternative and distributed energy. 1.B. Encourage solar energy options on new and established homes and businesses, including Town 1.1. Examine possibility of creating an Environmental Sustainability Advisory Board. Buildings. 2.A.1. Review and update staffing studies for patrol and dispatch. 2. We are committed to safeguarding the lives and property of the people we serve. 3. We value the importance of maintaining a local emergency communication center to serve the residents and guests of the 1.C. The Events and Visitor Services Department will reduce the environmental impacts of Town events. 2.A. Evaluate and meet the sworn officer and dispatch staffing needs of the Police Department. 2.B. Integrate security camera systems in Town Hall, Visitor 2.A.2. Develo p a safe working model for infectio n control for the downto wn corridor in conjunc tion with public health authori ties. 2.C.1. Continu e to evaluat e and update Stay Healthy Streets plan for future conside ration. Estes Valley. Center, Events Complex, and Museum. 2.C.2. Evaluate pandemic response plan. 8.1. Seek funding for environmental design and planning for wildfire mitigation and strategy. 4. We strive to enhance the safety of emergency responders in non emergency and critical situations 5. We support the County-wide Wasteshed Plan and will remain active partners with Larimer County in its implementation. 6. We believe in and support restorative practices as a way to build and repair relationships, as well as increase understanding about the impact of crime in the Estes Park Community. 2.C. Evaluate pandemic response plan. 7. We make data-driven decisions to improve and protect the quality of the environment in the Town. 8. We will train and prepare for responding to community emergencies Robust Economy - We have a diverse, healthy year-round economy. 1. We will develop an inclusive, robust, and sustainable economy by making our economic development decisions based on a triple bottom line model, considering economic, social and environmental impacts and benefits. 2. We will create and sustain a favorable business climate and we value building strong relationships with the business community 3. Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders. 4. We recognize the importance of our Downtown Core to the overall economic health of the community. 5.The Town will support Economic Development efforts lead by other organizations,including business attraction, retention and expansion. 6. The Town will lead specific economic development efforts identified by the Town Board, such as development of the Broadband Utility, and provision of electric and water services. 7. Town policies and actions reflect a preference for local businesses. 8. The Town's policies should collectively support all demographic segments of the community, and strive to minimize barriers to a diverse, family-friendly community and robust workforce. 2.A. Evaluate and improve the Development Review process. 4.A. Implement the Downtown Plan. 2.A.1. Evaluate the Development Review process and identify opportunities for improvement. 2.A.2. Begin implementing highest impact Development Review process improvements. 4.A.1. Determine the strategic direction, financial options, and leadership responsibility for implementation of the Downtown Plan. Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies. 1. Financial decisions for capital projects should be data-driven.Town Financial Health.A. Replace our enterprise financial system. Town Financial Health.B. Evaluate capital project ranking criteria. Town Financial Health.C. Develop general budget policies (i.e. reserves, one-time money for one-time exp, budget for full project up front, vacancies budgeted at 50% level, etc.). Town Financial Health.A.1. Evaluate financial system replacement needs and compare costs of replacements. Town Financial Health.1. Evaluate establishment of a grant-matching fund. Town Financial Health.2. Develop a summary of options for additional revenue sources to increase the resiliency of the Town's finances and to fund unfunded Town Board Strategic Plan priorities. Transportation - We have safe, efficient, and well-maintained multi-modal transportation systems for pedestrians, cyclists, motorists, and transit riders. 1. We support having a sustainable, accessible, and efficient multimodal transportation network. 2. We will continue to reduce traffic congestion and improve traffic safety throughout the Town. 3. We will work to improve access to and information about the Town's parking and transportation options. 4. We will make strategic, data-driven investments in technology that promotes the financial and environmental sustainability of the Town's parking and transportation assets. 5. We will identify and leverage local, regional and national partnerships that strengthen and extend the Town's parking and transportation system. 6. We will consider the potential impacts of technology changes, including electric and autonomous vehicles, in all transportation planning. 7. We will continue to develop connectivity of trails in the Estes Valley in partnership with other entities, implementing the priorities in the Estes Valley Master Trails Plan. Street rehabilitation efforts will result in an age Pavement Condition Index of 73 or greater he Town street network by 2024. Complete the Fall River Trail using available trails ansion funds, open space funds, and grant funding. Develop funding options and strategies for street bilitation and trail expansion in advance of the 2024 ration of 1A (including evaluation of renewing the 4 1A sales tax initiative beyond 2024). Develop funding strategies for the design, ronmental clearance and construction of the aine Avenue Multimodal Improvements. Develop funding strategies and build the ndabout improvements at the intersection of US 36 Community Drive. Develop funding and partnering strategies to mission a corridor study for US 34 between nderview Avenue and Steamer Drive to include estrian, shuttle and general traffic ommodations, and options for direct access from 4 to the parking structure. mplement the Downtown Parking Management . 2.G. Explore the potential for year-round local and onal transit service. Implement the Electric Vehicle Infrastructure & diness Plan as grant funding opportunities coincide Town needs. Develop a funding strategy to complete a timodal Transportation Master Plan within one year ompletion of the Comprehensive Plan. Participate in the CDOT Safe Routes to Schools t funding program to complete the bike and estrian network within one mile of Estes Park ic schools. 1.A.1. Complete the design and public outreach for the Cleave Street Improvement. 2.A.1. Construct the 400' segment of Fall River Trail funded by the Colorado the Beautiful grant. 2.A.2. Pursue grant funding opportunities for construction of future segments of the Fall River Trail. 2.D.1. Pursue additional grant funding for the roundabout on US36 at Community Drive. 2.F.1. Implement Phase II of the Downtown Parking Management Plan (DPMP): Seasonal Paid Parking 2.G.1. Develop options for year-round transit service in Estes Park (including operational consideration, cost estimates and financing tools). 2.H.1. Create a new brand for Estes Transit and complementary strategic marketing plan to increase transit ridership. 2.H.2. Increase use of charging stations and electric vehicle tourism. 7.A.1. Update the Estes Valley Master Trail Plan to include missing links on the Town-maintained trail network. 7.A.2. Pursue grant funding for planning, designing, and constructing additional safe walking and biking routes to schools. Annual STIP projects to overlay, pat rehabilitati South Ct), a Graves Ave to School g Complete f package as constructio Trail. Design and DPMP Phas downtown paid parkin Complete a electric tro service Finalize des downtown Phase 1 = p paid parkin KEY OUTCOME AREA STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR)OBJECTIVES (ONE-YEAR) 1. We value broad collaboration in providing exceptional guest services, including, but not limited to working with organizations such as Visit Estes Park, the Economic Development Corporation, the Chamber of Commerce, the National Park Service, and other organizations representing business and commerce. 2.A. Develop events that attract guests to Town in the winter and shoulder seasons as well as mid-week events. 2.B.1. Develop a new Town event to attract a new audience. 2.B. Continue to develop and attract diverse events and audiences. 4.A.1. Explore ways to use the Visitor Center to help promote current events in Estes Park. 2. We provide high-quality events that attract guests to the Town. 3.A. Work with public- and private-sector entities to encourage additional town destination opportunities for guests, particularly in case visitation limits in the National Park or elsewhere remain a factor. 5.A.1. Develop an arena maintenance plan/fund for the Events Complex. 4.A. Continue to monitor and adjust marketing focus to events that are branded to and successful in Estes Park.5.A.2. Shore up Museum Annex Foundation. 3. We strive to balance the impacts of visitation with the needs and quality of life of our residents. 5.A. Implement the 2019 Stanley Park Complex Master Plan projects at the Events Complex. 5.A.3. Update the conceptual design and cost estimates for the Stall Barns and develop a plan to fund the improvement. 5.B. Maintain a high level of arena footing for horse shows and rodeos at the Events Complex. 6.A.1. Work with Visit Estes Park to develop a website page specific to Visitor Services for easy access to Visitor Services Guest Information Guides and other information useful to guests. 4. We make data-driven decisions in serving our guests and residents.6.A. Implement the Visitor Services Strategic Plan. 6.B. Visitor Services will work with Visit Estes Park on developing and implementing ways to introduce new technology to help educate and entertain guests at the Visitor Center. 5. We value a well-maintained Stanley Park Complex. 6. The Town provides and encourages a high level of customer service to our guests. 7. We should balance the events we have in Town to be compatible with the character of Estes Park. Exceptional Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience. Governmental Services and Internal Support - We provide high-quality support for all municipal services. Town of Estes Park 2022 Strategic Plan Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community. Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting. THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY. 1. We will maintain a well-trained and educated Town Staff.1.A. Implement Human Resources Strategic Plan. 2.1. Evaluate the structure of Public Art for the Town of Estes Park and make recommendations. 3.A. Explore options to improve the Town's ability to ensure diverse membership representation on Boards and Commissions. 4.B.1. Implement top priority language translation tasks for public outreach materials and/or services based on the internal evaluation of translation gaps in 2021. 2. We will match service levels with the resources available to deliver them. 4.A. Conduct a citizen survey biennially in odd years to measure our performance and citizen preferences. 5.1. Evaluate the effectiveness of the central reception pilot program at Town Hall. 4.B. Evaluate inclusivity of Town community engagement processes. 6.A.1. Establish an initial set of Performance Measures for each department and develop centralized tool for tracking measures. 3. We will strive to ensure that the membership of our Boards and Commissions reflects the diversity of the community. 6.A. Implement a Town performance management system including appropriate measures. 6.B.1. Implement top priority process improvement tasks based on the recommendations of the internal task team. 6.B. Develop an organizational culture that encourages continuous process improvement. 6.C.1. Execute contract to scan and archive existing invoices. 4. We strive to gain meaningful input and participation from all community members. 6.C. Archive existing invoices in Laserfiche database. 8.A.1. Replace existing firewalls, conduct regular penetration tests, and enhance training and education for staff. 8.A. Minimize risk of becoming a victim of cybersecurity threats. 8.A.2. Evaluate ransomware risk and develop a mitigation plan. 5. We prioritize and support a culture of customer service throughout the organization. 9.A. We will continually evaluate the functionality of our website to ensure it serves the needs of our customers. 6. We support a culture of continuous improvement in our internal processes and service delivery. 7. We operate with transparency, maintaining open communication with all community members. 8. We will monitor for, and protect against, cybersecurity threats. 9. We will maintain a robust and transparent public-facing website. 1. We will ensure water service reliability and redundancy. 1.A. Secure a raw water supply from the Big Thompson River for the Glacier Creek Water Treatment Plant by 2026. 3.A.1. Consider implementing the recommendations of the Environmental Sustainability Task Force to support renewable energy and storage sources for use by the Town and by individual residents. 1.B. Replace the Glacier Creek Water Treatment Plant by 2026. 4.B.1. Develop and implement an annual budget contribution mechanism for facility expansion needs as identified in the Facilities Master Plan. Infrastructure - We have reliable, efficient, and up-to-date infrastructure serving our community and customers. 2. We provide high quality, reliable, and sustainable electric service. 1.C. Develop a dedicated water distribution crew with the knowledge skills and ability for capital construction projects capable of replacing one (1) mile of pipe per year. 4.C.1. Install Phase 2 Town Hall Variable Refrigerant Flow cooling units. 2.A. Establish electric industry reliability metrics by 2022. 4.A.1. Develop, fund, and implement a stormwater drainage system maintenance program. 3. We will encourage and support renewable energy sources and storage. 3.A. Increase/enhance renewable energy sources and storage. 5.B.1. Pursue grant funding for private and/or public flood mitigation projects. 4.A. Evaluate the service condition, safety, functionality, accessibility and land use restrictions of our 32 public buildings using a data-driven approach and document the outcomes in a Facilities Master Plan. 5.C.1. Develop a funding proposal to expand stormwater infrastructure and maintenance through a stormwater utility. 4. We will ensure that our facilities are well-maintained and meet the needs of Town Departments and the community. 4.B. Upgrade the quality, function and safety of the 5 busiest public facilities, to exceed the expectations of our guests by 2025. 5.D.1. Initiate discussions with the Colorado Water Conservation Board and FEMA regarding the process and costs of participating in the CRS program. 4.C. Pursue energy conservation projects that improve the efficiency of our buildings. 5. We will be proactive in our approach to mitigating flood risks including pursuing the implementation of the Stormwater Master Plan. 5.A. Upgrade and maintain our stormwater collection system to reduce the risk of flooding and damage to public and private property. 5.B. Pursue flood mitigation initiatives to reduce flood risk and increase public safety. 6. We will ensure access to high-speed, high-quality, reliable Trailblazer Broadband service. 5.C. Evaluate implementation options for a Stormwater Utility for the Estes Valley. 5.D. Explore the Community Rating System (CRS) program as a way to minimize flood insurance costs to the community. 6.A. We will complete construction of a broadband over fiber optic cable network for customers in the electric service area by 2024. Infrastructure.A. We will collaborate with community stakeholders to update our adopted transportation, drainage, and parking design standards and construction policies in the Development Code by 2025. 1. We will support a wide range of housing opportunities with a particular focus on workforce housing. 1.A. Allocate portion of excess revenue to workforce housing reserve fund. 1.A.1. Negotiate Development Agreement with AmericaWest for workforce housing on the Fish Hatchery site. 1.B. Prioritize Estes Park Development Code (EPDC) amendments on Community Development Master List that impact housing. 1.A.2. Evaluate additional funding streams for the workforce housing reserve fund. Outstanding Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community. 2. We will support the needs of our senior community.1.C. Incentivize Downtown Housing. 5.C.1. Team with community stakeholders to create and adopt a Management Plan for the Thumb Open Space. 3.A. Investigate the possibility of establishing one or more pocket parks in residential areas. 6.1. Complete new Comprehensive Plan in concert with Town and Larimer County stakeholders. 3. We support a family-friendly community and strive to be a family-friendly employer. 4.A. Participate in County Strategic Plan childcare capacity team. 7.1. Complete the Americans with Disabilities Act Transition Plan. 4.B. Establish a reserve fund to fund investments in childcare. 8.A.1. Pursue "first right of refusal" purchase options on the top three opportunity sites identified in the Facilities Master Plan. 4. We will support a wide range of child care opportunities with a particular focus on infants and toddlers. 5.A. Develop a master plan for Town Parks and Open Space, in cooperation with the Recreation District and Estes Valley Land Trust. 5.B. In accordance with National Fire Protection Association Firewise USA criteria, overhaul outdated and aging landscaping in Children's Park, Riverwalk, Parking Structure picnic area, and Wiest Park by 2025. 5. We will expand and improve the durability, functionality, and efficiency of open space and public park infrastructure. 5.C. Improve the Thumb Open Space for public recreation as regulated by the Management Plan and Location and Extent review. 5.D. Specify the additional equipment, personnel and space needed to deliver and maintain high-quality landscaping in accordance with National Fire Protection Association Firewise USA criteria as required by new capital projects. 6. We will develop a new Comprehensive Plan and associated development code. 6.A. Complete a full rewrite of the Estes Park Development Code. 8.A. Develop a strategy and funding source for Town facility site acquisitions as identified in the Facilities Master Plan. 7. We are committed to improving community accessibility for residents and visitors with disabilities. 8. We will pursue land-banking opportunities as they align with the Strategic Plan. 1. We will promote policies that encourage environmental stewardship. 1.A. Modify codes and regulations to support alternative and distributed energy. 1.B.1. Create a fact sheet for residents and businesses that provides information and steps to follow for adding solar options to buildings. 1.B. Encourage solar energy options on new and established homes and businesses, including Town Buildings. 1.C.1. Develop and implement a plan to make the Rooftop Rodeo concessions and hospitality functions zero-waste. 2. We are committed to safeguarding the lives and property of the people we serve. 1.C. The Events and Visitor Services Department will reduce the environmental impacts of Town events. 2.1. Adopt the 2021 International Code Council Building Code updates, including the International Property Maintenance Code. 2.A. Evaluate and meet the sworn officer and dispatch staffing needs of the Police Department. 2.B.1. Implement Phase 3 of the Security Camera Project to address the needs of the Event Center and the associated parking area. Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. 3. We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley. 2.B. Integrate security camera systems in Town Hall, Visitor Center, Events Complex, and Museum. 9.1. Complete Community Planning Assistance for Wildfire (CPAW) process and begin implementation of recommendations. 2.C. Evaluate pandemic response plan. 4. We strive to enhance the safety of emergency responders in non-emergency and critical situations. 5. We support the County-wide Wasteshed Plan and will remain active partners with Larimer County in its implementation. 6. We believe in and support restorative practices as a way to build and repair relationships, as well as increase understanding about the impact of crime in the Estes Park Community. 7. We make data-driven decisions to improve and protect the quality of the environment in the Town. 8. We will train and prepare for responding to community emergencies. 9. We will be proactive in our approach to wildfire planning and mitigation in response to elevated fire risks in the Estes Valley and the surrounding area. 1. We will develop an inclusive, robust, and sustainable economy by making our economic development decisions based on a triple bottom line model, considering economic, social, and environmental impacts and benefits. 2.A. Evaluate and improve the Development Review process. 2.A.1. Work with the Estes Park Economic Development Corporation (EDC) to re- establish the EDC Code Committee. 4.A. Implement the Downtown Plan. 2. We will create and sustain a favorable business climate and we value building strong relationships with the business community. 5.A. In conjunction with the Comprehensive Plan process, identify and prioritize the Town's commercial corridors and prepare redevelopment plans and policies for them. 3. Our economy should be diverse, attracting and serving a broad range of current and potential stakeholders. 4. We recognize the importance of a vibrant, attractive, and economically-viable Downtown Core. 5. We support investment and revitalization in all of the Town's commercial corridors and centers. Robust Economy - We have a diverse, healthy year-round economy. 6. The Town will support economic development efforts led by other organizations, including business attraction, retention, and expansion. 7. The Town will lead specific economic development efforts identified by the Town Board, such as the continued implementation of the Broadband Utility, and provision of electric and water services. 8. Town policies and actions will reflect a preference for local businesses. 9. The Town's policies should collectively support all demographic segments of the community, and strive to minimize barriers to a diverse, family-friendly community and robust workforce. 1. The Town will maintain up-to-date financial policies, tools, and controls that reflect the financial philosophy of the Board.1.A. Replace our enterprise financial system. 1.A.1. Develop a plan to replace the 1992 financial accounting system, including both financial and staffing considerations. 1.B. Develop general budget policies (i.e. reserves, one- time money for one-time exp, budget for full project up front, vacancies budgeted at 50% level, etc.). 1.B.1. Review and propose updates to Planning Division fees. 2. Financial decisions for capital projects should be data-driven.1.C. Evaluate capital project ranking criteria. 1. We support having a sustainable, accessible, and efficient multimodal transportation network. 1.A. Street rehabilitation efforts will result in an average Pavement Condition Index of 73 or greater for the Town street network by 2024. 1.A.1. Complete the design and public outreach for the Cleave Street Improvement. Confirm community support and alignment with the updated Comprehensive plan prior to commencing construction. 1.B. Upgrade and maintain our public trail network to comply with adopted safety and disability standards. 1.B.1. Develop, fund, and implement a public trail maintenance program. 2. We will continue to reduce traffic congestion and improve traffic safety throughout the Town. 1.C. Study the possibility of adopting impact fees and fee-in- lieu mechanisms to assist in funding multi-modal transportation improvements. 2.A.1. Complete the design, bid package, and construction of the Fall River Trail segment funded by the MMOF and TAP grants. 2.A. Complete the Fall River Trail using available trails expansion funds, open space funds, and grant funding. 2.A.2. Pursue grant funding opportunities for construction of future segments of the Fall River Trail. Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies. Transportation - We have safe, efficient, and well-maintained multi-modal transportation systems for pedestrians, cyclists, motorists, and transit riders. 3. We will effectively communicate to residents and visitors the Town's parking and transportation options. 2.B. Develop funding options and strategies for street rehabilitation and trail expansion in advance of the 2024 expiration of 1A (including evaluation of renewing the 2014 1A sales tax initiative beyond 2024). 2.D.1. If funded, construct the Phase 1 roundabout improvements on US36 to accommodate safe access at Community Drive. 2.C. Develop funding strategies for the design, environmental clearance, and construction of the Moraine Avenue Multimodal Improvements. 2.E.1. Partner with CDOT to complete a corridor study for US 34 between Wonderview Avenue and Steamer Dr to include pedestrian, shuttle and general traffic accommodations, and options for direct access from US 34 to the parking structure. 4. We will make strategic, data-driven investments in technology that promotes the financial and environmental sustainability of the Town's parking and transportation assets. 2.D. Develop funding strategies and build the roundabout improvements at the intersection of US 36 and Community Drive. 2.F.1. Evaluate and refine the seasonal paid parking program (Phase 2 of the Downtown Parking Management Plan) implemented in 2021. 2.E. Develop funding and partnering strategies to commission a corridor study for US 34 between Wonderview Avenue and Steamer Drive to include pedestrian, shuttle and general traffic accommodations, and options for direct access from US 34 to the parking structure. 2.G.1. Partner with CDOT to explore expansion of Bustang to Estes service to include both the US 36 and US 34 corridors. 5. We will identify and leverage local, regional and national partnerships that strengthen and extend the Town's parking and transportation system.2.F. Implement the Downtown Parking Management Plan. 2.G.2. Create a new brand for Estes Transit and complementary strategic marketing plan to increase transit ridership. 2.G. Explore the potential for year-round local and regional transit service. 2.H.1. Increase use of charging stations and electric vehicle tourism. 6. We will consider the potential impacts of technology changes, including electric and autonomous vehicles, in all transportation planning. 2.H. Implement the Electric Vehicle Infrastructure & Readiness Plan as grant funding opportunities coincide with Town needs. 2H.2. Put the second electric trolley into service. 2.I. Develop a funding strategy to complete a Multimodal Transportation Master Plan within one year of completion of the Comprehensive Plan. 7.A.1. Apply for Safe Routes to Schools funding to implement sidewalk expansion on Graves Avenue and Community Drive to improve network connectivity with existing sidewalks on SH7, Community Drive, and Brodie Avenue. 7. We will continue to develop connectivity of trails in the Estes Valley in partnership with other entities, implementing the priorities in the Estes Valley Master Trails Plan. 7.A. Participate in the CDOT Safe Routes to Schools grant funding program to complete the bike and pedestrian network within one mile of Estes Park public schools. Town of Estes Park, Larimer County, Colorado, June 3, 2021 Minutes of a regular meeting of the Community and Family Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held virtually on Zoom, on the 3rd day of June 2021. Present: Laurie Dale Marshall Nancy Almond John Bryant Chris Douglas Absent: Sue Strom Christy DeLorme Michael Moon Also Present: Cindy Younglund, Town Board Liaison Jason Damweber, Assistant Town Administrator Suzanna Simpson, Executive Assistant Guests: Trustee Carlie Bangs Claire Bouchard, United Way Karen McPherson Chair Dale Marshall called the meeting to order at 3:35 p.m. PUBLIC COMMENT: Member Almond announced staff changes at EVICS – Laurie Dale Marshall has been hired as Executive Director and Carlie Bangs as Program Director. She also provided an update on the Larimer County committee discussing the ballot initiative to support early childhood education. CLAIRE BOUCHARD – ANNOUNCEMENT OF NEW POSITION Claire Bouchard announced that she has taken a new position at Larimer County working on homelessness prevention. She is excited to continue working with partners in Estes Park. EPNRC UPDATES Karen McPherson provided an update on the Community Resource Guide. The document will be available on the EPNRC website – www.epnonprofit.org. DRAFT Community and Family Advisory Board – June 3, 2021 – Page 2 TRUSTEE LIAISON UPDATE: Trustee Younglund shared that the parking wayfinding signage is being installed and feedback from the community is encouraged. The Comprehensive Planning Advisory Committee has been formed and held their first meeting. Paid parking is now active. Discussion took place on engaging the committee and the recent feedback event for Graves Avenue was mentioned. Community and Family Advisory Board members received positive feedback from that event. Assistant Town Administrator Damweber shared that 60 survey responses were received as a result of that event. APPROVAL OF APRIL MEETING MINUTES: It was moved and seconded (Bryant/Almond) to approve the April meeting minutes and the motion passed unanimously. WORKFORCE HOUSING & CHILDCARE TASK FORCE RECOMMENDATIONS: Chair Dale Marshall reviewed the task force recommendations with the intention to use them as a tool to help create Community and Family Advisory Board recommendations moving forward. She and Member Almond worked with Assistant Town Administrator Damweber to bring forward ideas that the board could use to formulate regulations. 1. Though the Town’s childcare “fund” has been successful, existing facilities are a challenge. Considering ideas to incentivize new providers and build new capacity. The recommendation could be to create a childcare fund similar in structure to the workforce housing fund, and the board can borrow from the language in that policy. Need to create criteria on how funds can be used. Trustee Bangs pointed out that the Town has stated it will not open a childcare center, so specific ideas for the outcomes of the fund would need to be stated in the recommendation. 2. The second recommendation is to support employer based childcare models. The need for childcare is greatest with members of the workforce, so how can the Community and Family Advisory Board partner with employers to explore the value of employer-based/offered childcare? The ask of the Town would be to set up the model for this program. The first step would be to do a study in partnership with a local nonprofit that is leading this type of initiative. The board discussed previous attempts to have a similar model in place that were unsuccessful due to funding – such as the school district and YMCA. DRAFT Community and Family Advisory Board – June 3, 2021 – Page 3 FOCUS AREA 2: ENSURING EQUITABLE ACCESS TO COMMUNITY SERVICES With regards to the discussion on including Spanish language on signs as part of the wayfinding project, Trustee Bangs reached out to Director Muhonen and learned that it is not possible because of the CDOT right-of-way. The Public Works Department is aware that it is a priority for the Community and Family Advisory Board as well as a priority in the Town’s strategic plan. Assistant Town Administrator Damweber pointed out that there are additional opportunities, such as gateway/welcome signs. The Town is being deliberate about new signs that can be bilingual but shared ownership is an issue. Trustee Bangs will continue to work with the Transportation Advisory Board on this initiative. Chair Dale Marshall shared that United Way of Larimer County recently accepted applications for a Racial Equity Collaborative Grant and there are two local collaboratives that applied, one is led by the Town of Estes Park for a facilitated training and the other is led through the Estes Park Economic Development Corporation to create a Latinx cohort for their entrepreneurial Business Accelerator Services of Estes program. COMMUNITY AND FAMILY ADVISORY BOARD PRESENCE AT TOWN BOARD MEETINGS Chair Dale Marshall feels that it is important for the Community and Family Advisory Board to have a presence in front of Town Trustees at Town Board meetings. The public comment portion of the meeting is a good opportunity to share stories and continue to spread awareness of what families need to thrive in the community. OTHER BUSINESS Seeing no further business, the meeting was adjourned at 5:10 p.m. NEXT MEETING The next regular meeting of the Family Advisory Board will take place Thursday, July 1, 2021. The format will be virtual through the Town’s Zoom account. Suzanna Simpson, Recording Secretary DRAFT Town of Estes Park, Larimer County, Colorado, September 2, 2021 Minutes of a regular meeting of the Community and Family Advisory Board of the Town of Estes Park, Larimer County, Colorado. Meeting held Virtually on Zoom, on the 2nd day of September 2021. Board: Chair Dale Marshall, Vice Chair Almond, Members Brown, Bryant, DeLorme, Douglas, Moon, and Strom Attending: Chair Dale Marshall, Members Brown, DeLorme and Strom, Town Board Liaison Younglund, Assistant Town Administrator Damweber and Deputy Town Clerk Beers. Absent: Vice Chair Almond, Members Bryant, Douglas and Moon. The meeting was called to order at 3:30 p.m. and a quorum was unable to be established and therefore was adjourned at 3:47 p.m. Bunny Victoria Beers, Deputy Town Clerk COMMUNITY AND FAMILY ADVISORY BOARD BYLAWS [DRAFT 09/2021] I. ROLE The role of the Community and Family Advisory Board (CFAB) includes three primary responsibilities: 1. Research and summarize factual data on issues of importance to families in the Estes Valley; and 2. Develop recommended policies that align with the Town Board Strategic Plan to address these issues; and 3. Present these recommendations to the Town Board and/or Town staff. Chair in the remainder of this document will refer to the Chair of CFAB. II. MEETINGS A. Regular Meetings. Shall be held monthly, with additional meetings scheduled as needed. Regular meetings shall occur at 3:30 p.m. on the first Thursday of each month. Any item on the agenda which cannot be heard and considered by the conclusion of the meeting may be continued until and heard at the next regularly scheduled meeting or a specially scheduled meeting and shall have priority over any other matters to be heard and considered. B. Special Meetings. May be held at any time upon call by the Chair or Assistant Town Administrator Jason Damweber as needed. Notice of at least three (3) calendar days shall be given to each member of the CFAB. The time, place, and purpose of the special meeting shall be specified in the notice to the committee members. Should a special meeting be scheduled, notification must be provided to the Assistant Town Administrator in an effort to adequately notify the public in accordance with the State of Colorado Open Meetings Law Section 24-6- 402(2)(c) C.R.S. C. Cancellation of Meetings. Regularly scheduled meetings of the CFAB may be cancelled or rescheduled upon determination by the Chair. Any cancelled meeting requires notification to the Assistant Town Administrator in an effort to adequately notify the public. D. Meeting Procedures. Chair shall preside in accordance with generally accepted norms for the conduct of parliamentary procedure. The CFAB may overturn a parliamentary determination of the Chair by majority vote. Robert’s Rules of Order may be considered as a parliamentary guide. E. Open Meetings. All meetings and action of the CFAB shall be in full compliance with state statutes governing open meetings, as amended and incorporated herein by reference. It is the responsibility of the assigned staff member of the Town Administrator’s Office to be familiar with these statutes and regulations. F. Attendance by Non-members. Meetings may be attended by persons who are not members of the CFAB. At the discretion of the Chair, nonmembers may be allowed to speak at meetings. However, in no event shall nonmembers be allowed to vote on matters for which a vote is required. III. MEMBERS AND QUORUM A. Membership. The CFAB shall consist of no fewer than seven (7) and no more than ten (10) members. Members must be a resident of the Estes Park School District R-3; have adequate time to devote to the CFAB (at least six (6) hours per month); and have experience dealing with issues facing families in the Estes Valley. Appointments of members shall be made by the Town Board in accordance with Policy 102. B. Terms. Members shall be appointed to a three (3) year term. The terms of the members shall be staggered so that the terms of an equal number of the members, or as equal a number as possible, expire on the last day of April each year. There are no term limitations, and members may be reappointed by the Town Board in accordance with Policy 102. C. Vacancies. Vacant positions shall be filled by appointment by the Town Board for the unexpired portion of the term of the position to be filled. D. Quorum. A quorum for transaction of business of the CFAB shall consist of a majority of the appointed (voting) member positions that are filled at the time. This is the minimum number of members required to be present to open a meeting and conduct business. E. Action. Any action by the CFAB shall be by majority vote of the members attending any regular or special meeting at which a quorum is present, unless otherwise provided by law or ordinance. A tie vote shall constitute failure of the motion on the floor. F. Town Board Liaison. The Town Board may appoint one of its members as a liaison to the CFAB, who shall receive copies of all notices, documents, and records of proceedings of the CFAB which any member would also receive. IV. OFFICERS A. Officers. The CFAB officers shall include a Chairperson and a Vice-Chairperson as selected by the CFAB B. Elections. Officers shall be elected by the members annually, at the first regularly scheduled meeting of each year. Officers shall be members of the CFAB. Notification of who is elected Chair and Vice Chair will be sent to the Town Clerk. C. Chair Responsibilities: 1. Preside at all meetings 2. Ensure that all meetings are conducted with decorum and efficiency 3. Call special meetings in accordance with the bylaws 4. Authority to cancel a meeting 5. Sign any documents prepared by the CFAB for submission to the Town Board or town departments 6. Represent the CFAB in dealings with the Town Board or other organizations 7. The Chair has the same right as any other member of the Board to vote on matters before the CFAB, to move or second a motion, and to speak for or against proposals D. Vice-Chair Responsibilities: 1. Assist the Chair as requested 2. Accept and undertake duties delegated by the Chair 3. Preside over meetings or perform other duties of the Chair in the event the Chair is absent or unable to act E. Chair Pro Tem. In the absence of the Chair and Vice-Chair at a given meeting, the CFAB may elect a voting member to serve as Chair for the duration of that meeting. V. STAFF ROLE Assigned staff member for the Town Administrator’s Office is responsible for proper notification of meeting, preparation and distribution of agenda, assembly of packet and taking minutes for all meetings. VI. ATTENDANCE Regular attendance by the members of the CFAB is expected. In the event any member misses three (3) consecutive regular meetings or a total of four (4) regular meetings in a calendar year, the Town Board may remove its appointed member for neglect of duty and designate a new member to fill the vacancy. VII. GENERAL PROVISIONS Recommendations for amendments to these bylaws may be adopted at any regular or special meeting of the CFAB by a majority of the membership of the CFAB provided that notice of such possible amendments is given to all members at least 5 days prior to the meeting at which action is to be taken. Any amendments shall be subject to approval by the Town Board. VIII. COMPLIANCE WITH TOWN POLICIES A. In addition to these bylaws, the CFAB shall operate in compliance with the adopted Town Board policy on Town Committees, Policy 102, as amended. The terms of this policy are incorporated into these bylaws by this reference. A copy of the policy, along with these bylaws, shall be provided to each member at the time of their appointment. B. Failure to comply with applicable Town policies may be grounds for an official reprimand or censure by the CFAB and/or a recommendation to the Town Board for removal. IX. CONFLICT OF INTEREST: All members of the CFAB are subject to the standards of conduct under the State of Colorado Code of Ethics, Sections 24-18-101 et seq., C.R.S., and Article XXIX of the Colorado Constitution (Amendment 41). At the time of introduction of an individual item on the CFAB agenda in which the member has a conflict of interest, the member shall state that he or she has a conflict of interest and then abstain from participating and voting on the matter. A member having a conflict of interest on any matter shall not attempt to influence other members of the CFAB at any time with regard to said matter. Adopted this ___ day of _______, 2021 ESTES PARK BOARD OF TRUSTEES By: ________________ Mayor APPROVED AS TO FORM: ____________________________ Town Attorney Community and Family Advisory Board DRAFT Recommendations October, 2021 1.Establish a Childcare Fund within the Town Budget, as set as a goal in the current Strategic Plan, that has the ability to grow over time and may be utilized to increase childcare capacity and early education opportunities, and that shall be modeled after the existing Housing Fund. 2. Incorporate childcare consideration(s) within the Town’s development process. 3. Utilize or set aside an amount of the existing budget surplus to directly support increasing childcare capacity in the Estes Valley, that may be utilized for space improvements, supplies, and/or materials. 4. Support the efforts of community partners by offering the services and expertise of Town Staff in the development of a comprehensive inventory of existing buildings, buildable spaces, and future development that could include a childcare component by offering the services and expertise of Town Staff. 5. Engage in partnership with community-based organization (EVICS Family Resource Center) to explore the viability of Town owned property located at 179 Stanley Circle for use as a childcare/early education site. EVICS Update on Childcare Capacity Development of a Town-owned property to be utilized for childcare. 179 Stanley Circle is represented in a CFAB DRAFT recommendation, so this information as considerations are made. ●Increase Access to Quality, Affordable Childcare (childcare capacity) In the recent months EVICS has grown an awareness of the Town owned property at 179 Stanley Circle as a possible site for childcare/early education. EVICS has already asked questions about the viability of this site for childcare and is appreciative of staff answering our many questions. It is my hope to work collaboratively to explore the feasibility of 179 Stanley Circle as a site to develop much-needed infant/toddler care. In fact, it is an intention to develop this infant/toddler childcare site to give priority to nonprofit professionals, which would include Town employees. Again, aligning with a Town Strategic Plan goal to maintain an educated and well-trained Town staff, ensuring community services that support staff security, longevity, and retention, such as childcare, is vital. Larimer County Childcare Licensing Specialist will give preliminary feedback this week on the space to help determine the number of children the space might serve and what improvements must be made. This information will be included in an inventory of sites that might be developed for childcare that EVICS is building and will give a snapshot of what would be necessary for each site to be utilized for childcare. To pair with the space piece of the puzzle, EVICS is invigorating the Childcare Provider Cohort which is a structured program to support local individuals interested in becoming licensed childcare providers. COVID interrupted this program in 2020 and it is exciting to report that several individuals have shown interest recently in offering childcare and gaining training as a childcare professional. Additionally, to invigorate the staffing portion of the puzzle, EVICS has begun establishing relationships with surrounding higher education programs that generate trained, highly qualified, Director certified early educators with the intention of attracting these educators to our community. This is an exciting opportunity to explore in partnership with our shared goal of expanding access to quality, affordable, accessible childcare for families of the Estes Valley. I will look forward to providing the next update on this property and to explore financial support for the expansion of the community's infant and toddler childcare capacity.