HomeMy WebLinkAboutPACKET CompPAC 2021-05-25CompPAC – TOWN OF ESTES PARK
TO BE HELD VIRTUALLY
Tuesday, May 25, 2021
10:00 a.m.
Estes Park, CO 80517
The Estes Park Board Comprehensive Plan Advisory Committee will participate in the meeting remotely
due to the Declaration of Emergency signed by Town Administrator Machalek on March 19, 2020,
related to COVID-19 and provided for with the adoption of Ordinance 04-20 on March 18, 2020.
Procedures for quasi-judicial virtual public hearings are established through Emergency Rule 06-20
signed by Town Administrator Machalek on May 8, 2020, and outlined below.
Please click the link below to join the webinar: https://zoom.us/j/92672524563
Or Join by Telephone:
1.Dial US: +1 833-548-0276 (toll free)
2.Enter Webinar ID: 926 7252 4563 followed by #
The meeting will also be live-streamed on the Town’s Youtube Channel and recorded and
posted to YouTube and www.estes.org/videos within 48 hours.
Public Comment
When the moderator opens up the public comment period for an agenda item, attendees
wishing to speak shall:
1. Click the “Raise Hand” button, if joining online on the Zoom client, or
2. Press *9 and follow the prompts if joining by telephone.
3. If you are watching live on YouTube, please call the number listed above, and mute your
computer audio for the duration of your remarks.
Once you are announced, please state your name and address for the record.
To participate online via Zoom, you must:
•Have an internet-enabled smartphone, laptop or computer.
•Using earphones with a microphone will significantly improve your audio experience.
The Town of Estes Park will make reasonable accommodations for access to Town services, programs, and activities and
special communication arrangements for persons with disabilities. Please call (970) 577-4777. TDD available.
Prepared May 20, 2021
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AGENDA
COMPREHENSIVE PLAN ADVISORY COMMITTEE (CompPAC)
TOWN OF ESTES PARK
Tuesday, May 25, 2021
10:00 a.m. – 11:30 a.m.
[Note: Pending approval of Committee officers; staff will facilitate the initial meeting.]
1.CALL TO ORDER; SELF INTRODUCTIONS Committee, staff
2.AGENDA APPROVAL
3.PUBLIC COMMENT. (Please state your name and address).
4.LEGAL ASPECTS OF COMMITTEE MEMBERSHIP AND OPERATIONS
Town Attorney Dan Kramer
5.ACTION ITEMS:
a.Review and Approval of Bylaws Staff
b.Set Regular meeting date and time (2x/month)Staff
6.DISCUSSION ITEMS:
a.Logan Simpson Scope of Services Staff
b.Other Professional Team Members & Roles Staff
i.Bang the Table
ii.CPAW
c.Other Long-Range Planning Products, Past and Present Staff
d.“Plan Branding”: Name; Logo; Color Scheme Staff
e.Exercise: Finish the following sentence: “This Plan will be a success
because…” Committee members
7.ADJOURN
Prepared 05/20/2021
22
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Comprehensive Plan Advisory Committee
BYLAWS
I. ROLE
The mission and role of the Comprehensive Plan Advisory Committee (“CompPAC”) are
fourfold:
1.Serve as advisors in support of drafting a Comprehensive Plan, by giving overall
guidance to the process and ensuring ample public participation and specialized
input in the development of the Plan.
2.Consider issues, review data, consider alternatives, discuss ideas, refine vision
and values, advise staff, Planning Commission, and elected officials, and make
recommendations to those entities and the community regarding goals, policies
and strategies being developed for the Plan.
3.Be a link to the community at large by sharing the planning process with
acquaintances, colleagues, and communities of interest in the spirit of
information sharing and outreach to different segments of the community, without
biases and prejudices to the outcomes.
4.During the Comprehensive Planning process, the CompPAC should strive to
maintain compliance with applicable standards and requirements from the
Colorado Department of Local Affairs, per the grant award contract, and with
applicable state and local regulatory requirements for advisory committees.
In addition to these bylaws, the CompPAC operates under the terms of Town Policy
102.The Policy’s terms are incorporated into these bylaws by this reference. A copy of
that procedure, along with these bylaws, shall be provided to each member at the time
of their appointment.
II. MEETINGS
A.Regular Meetings shall be held at least twice per calendar month. Regular meetings
shall occur at regular times set by the CompPAC. 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 Community
Development Director. The Chair shall call a special meeting upon request by the Town
Board or Town Administrator. Notice of at least three (3) calendar days shall be given
to each member of the CompPAC. The time, place, and purpose of the special meeting
shall be specified in the notice to the committee members. Public notice of the meeting
shall be given in accordance with Colorado Revised Statutes Sec. 24-6-402(2)(c).
C.Cancellation of Meetings. Regularly scheduled meetings of the CompPAC may be
canceled or rescheduled upon determination by the Chair.
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D.Meeting Procedures. The Chair shall preside in accordance with generally accepted
norms for the conduct of parliamentary procedure. The CompPAC 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 CompPAC shall be in full compliance
with state statutes governing open meetings, as amended and incorporated herein by
reference. It is the responsibility of the Community Development Director 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 CompPAC. 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 CompPAC voting membership shall consist of eleven (11)
individuals, plus an indefinite number of non-voting stakeholders at the Town Board’s
discretion. Appointments of voting members and non-voting stakeholders shall be made
by the Town Board in accordance with Policy 102.
The following membership parameters are aspirational, and reflect the need to provide
for a diverse and widely inclusive array of stakeholders among the CompPAC’s
members. Representative voting membership on the CompPAC may include, but will
not be limited to, the following:
•Member(s) of the Estes Park Planning Commission
•Resident(s) of the Town of Estes Park
•Business owner(s), operator(s), or employee(s) of enterprises that primarily serve
visitors
•Business owner(s), operator(s), or employee(s) of enterprises that do not
necessarily primarily serve visitors
•Property owner(s) in the Town of Estes Park, not necessarily full-year residents
•Member(s) or representative(s) of the community for whom English is not a first
language
•Member(s) or representative(s) of stakeholders age 25 or younger
•Member(s) or representative(s) reflecting one or more of the “Colorado For All”
diversity, equity, and inclusion demographics, including: gender, race, ethnicity,
religion, national origin, age, sexual orientation, ge nder identity, citizenship
status, education, disability, and/or socio-economic status
•Resident(s) of the Estes Valley Planning Area not inside the Town of Estes Park
•Business owner(s), operator(s), or employee(s) of enterprise(s) located in the
Estes Valley Planning Area outside the Town of Estes Park
•Member(s) of the [Larimer County] Estes Valley Planning Advisory Committee
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It is intended that a single individual may effectively represent more than one of the
categories above; for example, an individual under age 25 may also be an employee or
operator of a business.
It is not intended that every CompPAC voting member must fit into one or more of the
above stakeholder categories, as the Town Board must select from those submitting
applications. It is desirable that most or all of the above stakeholder categories be
represented by CompPAC voting membership.
Non-voting stakeholders may be appointed at the discretion of the Town Board and do
not necessarily need to be drawn from the applicant pool.
B. Terms. Members shall be appointed for the life of the CompPAC. The Committee
shall dissolve upon adoption by the Town Board of a new comprehensive plan for the
Town.
C. Vacancies shall be filled by appointment by the Town Board for the unexpired portion
of the term of the position to be filled.
D. Recommendations for Appointment. Upon request by the Town Board, the
CompPAC shall make recommendations to the Town Board for vacancy appointments.
E. Non-voting Stakeholders.
1. Non-voting stakeholders shall receive copies of all notices, documents, and
records of proceedings of the CompPAC, and may speak and participate in
meetings as CompPAC members.
2. Non-voting stakeholders shall not be entitled to vote on motions before the
CompPAC.
F. Quorum. A quorum of the CompPAC shall consist of a majority of appointed voting
members.
H. Action by the CompPAC shall be by majority vote of the members attending any
regular or special meeting at which a quorum is present. A tie vote shall constitute
failure of the motion on the floor.
IV. OFFICERS
A. Officers. CompPAC Officers shall consist of a Chair and a Vice-Chair.
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 CompPAC.
Notification of who is elected Chair will be sent to the Town Clerk.
C. Chair responsibilities:
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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. Sign any documents prepared by the CompPAC for submission to the
Town Board or Town departments
5. Represent the CompPAC in dealings with the Town Board or other
organizations.
6. The Chair has the same right as any other member of the CompPAC to
vote on matters before the CompPAC, 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. Officer Vacancies. If any office is vacant, the members of the CompPAC shall
elect a member to fill the office for the remainder of the year.
G. Chair Pro Tem. In the absence of the Chair and Vice-Chair at a given
meeting, the CompPAC may elect a voting member to serve as Chair for the
duration of that meeting.
V. ATTENDANCE
A. Regular attendance by the members of the CompPAC 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 CompPAC may report such
absenteeism to the Town Board.
VI. GENERAL PROVISIONS
A. Amendments to these bylaws may be proposed at any regular or special meeting
of the CompPAC by a majority of the voting membership of the CompPAC
provided that notice of such possible amendments is given to all members at
least 20 days prior to the meeting at which action is to be taken. Any
amendments shall be subject to review by the Town Board.
VII. COMPLIANCE WITH TOWN POLICIES
A. The CompPAC shall operate in compliance with the adopted Town Policy 102 as
amended. The terms of this policy are incorporated in these bylaws by this
reference and are attached herewith.
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B. Volunteer members of the CompPAC will act in accordance to the adopted Town
Volunteer Manual.
VIII. CONFLICT OF INTEREST:
A. A conflict of interest occurs when a person’s private, personal relationships or
interests diverge so that an independent observer may reasonably question
whether the person’s actions or decisions are determined by personal benefit ,
gain, or advantage.
B. Members of committees shall not use their membership for private gain, and
shall act impartially and not give preferential treatment to any private
organization or individual.
C. A member of any committee who has a personal or private financial interest in
a matter proposed or pending shall disclose such interest to the committee;
shall not vote on the item; and shall not attempt to influence the decisions of
other members voting on the matter.
D. All members of the committee 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 committee 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 committee at any time with regard to said
matter.
Adopted this ___day of 2021.
ESTES PARK BOARD OF TRUSTEES
By: ________________
Mayor
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24 March 2021, V2
SCOPE OF SERVICES
Our methodology for completing the tasks outlined in the RFP is detailed below. Having facilitated a number
of recent joint efforts between the Town, County, and other regional partners, we have developed methods to
streamline process integration, reduce unnecessary meetings, and avoid duplication in reviews and/or
content. For example, we believe that most public outreach should encompass both Town and County
residents and offer cost savings. Our scope marks with an asterisk (*) which tasks are integrated between
the Town of Estes Park and Larimer County.
PHASE 1 – SETTING THE FOUNDATION
TASK 1: INITIATION AND ONGOING MANAGEMENT
A joint kickoff meeting between Estes Park staff, County staff, and the consultant team will be held to firm up
the project schedule, define approach and outcomes, discuss data needs, and identify key inclusions in the
Engagement Strategy (Task 2). In this task, we will outline a hands-on project management structure to clarify
staff and consultant responsibilities and communication protocol, which will include bi-weekly or monthly
conference calls and milestone in-person discussions, ensuring that scope, schedule, quality, and budget are
effectively managed and meet expectations. Monthly progress reports will be included with all invoices,
clearly outlining the tasks completed during that month.
Meetings and Deliverables:
• Staff Kickoff Meeting agenda, materials, facilitation, and summary*
• Monthly or bi-weekly project status conference calls (every other week)*
• Monthly progress reports*
TASK 2: ENGAGEMENT STRATEGY
This task will establish the project’s community engagement approach. Based on staff team collaboration
and feedback, Logan Simpson will prepare an outline of the touchpoints and activities with elected officials,
stakeholders, and the public. This will be referred to as the Engagement Strategy (ES) and will serve as an
updateable, living document throughout the process. It will be designed to encourage participation by a broad
representative demographic, including residents, business owners, employees, elected and appointed
officials, visitors to the area, and other invested partners. We will work to track these demographics as well
as race/ethnicity, age, renter vs owners, and second homeowners. The consultant team has placed a high
degree of emphasis and budget toward public engagement, in order to involve a variety of community
stakeholders.
As part of the engagement strategy, our team will investigate the most appropriate and effective outreach
techniques to engage specific community and interest groups.
• Visitors and Tourism Interests: We will reach out to visitors directly as well as leverage the EDC,
Visitors Bureau, lodging experts, and tourism industry representatives to help facilitate that
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engagement. We will strive to align our outreach milestones with the tourism season and events that
bring in visitors in order to capture participation during visits. Outreach will be made easy through
quick polls, or texting to the website’s Idea Wall for visitors while they are in Estes, and we can look
into post-visit evaluations.
• Hispanic/ESL community: Our approach to engaging the ESL community is three-fold: strategic
partnerships, language accessibility, and flexibility in engagement activities. We will partner with
trusted local organizations and community leaders such as the Estes Park Nonprofit Resource Center,
School District, Estes Valley Investment in Childhood Success, and members of the Advisory
Committee. These partnerships will help facilitate engagement with the Hispanic community, as well
as identify the best outreach techniques—whether surveys are effective or discussion-based events,
and what materials should be provided in Spanish.
• Youth: Younger residents have an important perspective to contribute to this process. Not only do
middle and high school students interact with their city differently, they are also the next generation
to work toward the long-term vision established in the Comprehensive Plan. We plan on engaging
with students through the schools and partnering with interested teachers and classes to host mini
workshops with their students. Depending on interest levels and class schedules, our cost includes
four meetings: two at the High School and two at the Middle School. These workshops should align
with outreach in Task 6 and 7.
• Workforce and Family Households: We will engage the workforce and family households identified
in the Housing Needs Assessment as lacking housing. Like visitors, commuting workers make up a
significant segment of the daily population and character of Estes Park and can be harder to engage.
Part of our partnership with Estes Park businesses will be to engage the workforce about their
housing vision. We will also plan to drop into events with a high workforce concentration (as
appropriate per public health guidelines) to gather workforce perspective.
The ES will outline the public outreach goals, activities, venues, and Town/County/consultant team
responsibilities that seek to keep community members informed throughout the planning process, gather
feedback at critical points, and create local champions. Our in-house graphic specialists will work with the
Town’s public relations and information staff to capture the look and feel of the project. This ES will outline
a unifying brand for both the Town and County’s parallel processes. In addition to logos, online messaging,
printed materials, banner flags and other materials, key messages will be defined and reinforced throughout
the project. We envision three categories of outreach for the Comprehensive Plan process: high-tech, in-
person, and committees:
High-tech: At each phase, the BTT project website will release a call-to-action with targeted interactive
questionnaires, mapping activities, or virtual meetings. Associated Facebook pages, Twitter accounts, and
Instagram postings will be used to continuously drive people to the central BTT project website to achieve
consistent messaging and build momentum for the project.
In-person: If and when in-person meetings are appropriate, community meetings or small topic-specific
focus group meetings will be held to complement the online engagement activities. The Town will be in
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charge of meeting logistics, food and beverages, and notifications based on source content provided by
Logan Simpson.
Committees: The ES will outline the role and expectation for the Comprehensive Plan Advisory Committee
(AC), comprised of key community stakeholders, partners, and leaders that will be regularly engage
throughout the planning process. The ES will also outline anticipated engagement of the Planning
Commission and Town Board of Trustees, as well as major service providers, and special districts. The
Town will be responsible for identification and notification of committee members as well as all meeting
logistics. Town and County staff will work with the consultant to identify several opportunities for joint
events between committees during the project.
Meetings and Deliverables:
• Engagement Strategy (ES)*
• Establishment of the AC
• Website and/or social media content, as needed*
TASK 3. PUBLIC KICKOFF AND QUALITATIVE ASSESSMENT
We begin by listening to community members and leaders and inviting them to provide insight on desired
qualities, challenges, and opportunities to address in this Comprehensive Plan process. Logan Simpson will
conduct brief one-on-one or small group interviews (in-person or by phone) with AC members, stakeholders,
elected officials, community partners, business owners, and residents to establish a foundation of
understanding for the planning process. These interviews will also be accompanied by a short online
community poll or questionnaire on the project’s BTT website to engage interested community members and
notify the public of the planning process.
Meetings and Deliverables:
• Stakeholder Interviews and summary*
• Online Questionnaire #1 (Ice Breaker and Kickoff) and summary*
• Planning Commission and/or Town Board Check-in #1
• AC Meeting #1
TASK 4: COMPREHENSIVE PLAN AUDIT
An electronic plan audit will be conducted of the Town’s current Comprehensive Plan’s vision, policies, and
implementation strategies to identify the “timeless” elements which should be carried forward in the new
Comprehensive Plan. The plan audit will be designed for input from town staff, county staff, Town Planning
Commission, Town Board, CPAC, and the consultant team. At the discretion of the Town and County, this task
may also incorporate components or targeted questions based on the Draft Comprehensive Plan outline from
the 2018 EVPAC pre-planning process.
As part of the audit exercise, the consultant team will identify opportunities to align the direction with other
adopted plans such as the 2019 Estes Park Strategic Plan, Downtown Plan, Estes Valley Open Space Plan,
Larimer County Comprehensive Plan, and the 2016 Housing Needs Assessment. The recommendations and
strategies in the 2016 HNA are the most recent analysis of housing, and we will assess what has been done
and how effective it has been.
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Meetings and Deliverables:
• Online Plan Audit Survey*
• Plan Audit Report*
• AC Meeting #2
TASK 5. EXISTING CONDITIONS AND TRENDS ANALYSIS
This task will perform targeted analysis and research of background information, spatial data, and
socioeconomic, demographic, and development trends. We will evaluate the existing conditions in the Town
of Estes Park and the Estes Valley area within three miles of the Town. We will synthesize the information
collected into easy to digest “snapshots” on plan topics that provide an overview and analysis of baseline
conditions for all anticipated plan elements utilizing infographics and establishing baseline indicators.
Because of COVID-19, 2020 Census data updates are not predicted until the fall 2021 and could be delayed
further. In lieu of updated 2020 Census data, ESRI Business Analyst will be used for 2020/2021 estimates and
supplemented with State Demographer data, as available.
This report will provide not only an overview of baseline conditions, but also define how those conditions
influence the development of Estes Park. The data will be contextualized in a way that relates directly to what
people need to know when they think of Estes Park’s long-term future.
The snapshots will highlight topics such as:
• steadily growing, changing, and diversifying population
• housing stock and ownership (seasonal vs. resident)
• local business market and economic health of the region
• importance of regional recreation and tourism
• current and future land use mix
• multimodal and traditional transportation networks
• broad-level buildout estimates
• public facilities and utilities
• local parks and open space
Moreover, we will articulate what all this means for the community.
We will look at the key housing indicators, focusing on the 2008 and 2016 Housing Needs Assessments. An
updated needs assessment is not needed, but we will inform our visioning and choices by looking at the
evolution of the trends as they have already been documented. We will see how the state and federal data
over the past five years has matched projections. We will also look at how the land-use code has evolved in
response to those studies with the goal of identifying where implementation has lagged behind
recommendations and/or where the code has been used to unexpected benefit.
Meetings and Deliverables:
• Existing Conditions Snapshot Report*
• AC Meeting #3
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PHASE 2 – DEFINING THE DIRECTION
TASK 6. VISIONING OUTREACH
Visioning outreach activities will feature interactive workshops (virtually or in-person) on shared values and
big ideas facing Estes Park and the Estes Valley region. These workshops will be an opportunity to generate
interest and buy-in from community members and increase awareness of why this process is so important to
shaping the Town’s future. Two public workshops will be organized with electronic polling, hands-on
technology, and interactive discussions to establish the values and vision that will drive the direction of the
Comprehensive Plan.
The Logan Simpson team will also create online activities through the BTT website, such as surveys, visual
preference activities, or community mapping to engage stakeholders unable to attend the meetings. After the
workshops and online activities conclude, we will generate a summary of common community values, vision
statements, preliminary goals, and graphics that provide a compass for the rest of the planning process.
Meetings and Deliverables:
• Visioning event series*
• Questionnaires #2 (Visioning)*
• Vision document*
• Public input and event summaries*
• AC Meeting #4
• Planning Commission and/or Town Board Check-in #2
TASK 7. COMMUNITY CHOICES AND PRIORITIES
Our team will identify and analyze high-level policy and implementation opportunities that reflect the Town’s
vision for the future. To refine possibilities, we will conduct two community workshops (virtually or in-person)
where we will have an opportunity to talk with individuals about specific opportunities identified during Phase
1 of the process. Such topics could include housing, transportation, land use, parks, health, infrastructure,
economic development, resilience, or hazard mitigation. Educational information about each choice would be
presented, allowing participants to learn about the tradeoffs and potential benefits that could result from
each choice.
We will test the community opinion of the opportunities we find in our Phase 1 analysis. We will also pull in
examples from other communities that have faced similar issues. Specific to housing, we will show case
studies of communities trying to find more options for housing that are sensitive to community character. We
will explore ways to incorporate housing into commercial zones, incorporate accessory units, turn single-
family homes into 2 or 3 family units, build multi-family housing, and other solutions. We will ask the
community to look at a spectrum of requirements, incentives, and allowances that will provide options for a
variety of housing types at a variety of prices.
The community meetings will be paired with an online activity on the BTT project website. We will host an
internal brainstorming workshop with staff and the AC ahead of the workshops and online activities.
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The outcome of the choices analysis, workshops, and online activities will identify community-supported
strategies and direction that we can then translate into goals, policies, and implementation actions for the
Comprehensive Plan.
Meetings and Deliverables:
• Community choices event series*
• Questionnaires #3 (Choices and Priorities)*
• Public input and event summaries*
• Choices analysis*
• AC Meeting #5
PHASE 3 – REALIZING THE COMPREHENSIVE PLAN
TASK 8. POLICY FRAMEWORK DEVELOPMENT
This task is the bridge between the vision and implementation over the next five to 20 years. Based on the
direction and input received in Phases 1 and 2, our team will assemble a policy framework describing draft
goals and policies for each Comprehensive Plan element to guide decision-making on future development.
The housing policies will clearly outline what a variety of housing options looks like in Estes Park. The
housing policies will provide direction on the types of housing and focus of housing programs appropriate
in each area of town, with an eye toward the land-use code updates that will be needed. No solution is the
"silver bullet," and not all solutions are appropriate everywhere, but the policies' sum total will meet Estes'
housing needs.
To accompany the goals and policies, we will also prepare associated maps, illustrations, simulations, 3-D
imagery, and/or photos to help visually support the policy framework. Town staff and the CPAC will review
and workshop the draft goals and policies ahead of the Draft Comprehensive Plan Public Comment Period
(Task 10), which will likely require at least two meetings. Meetings and Deliverables:
• Preliminary Goals and Policies*
• AC Meetings #6 and #7
• Planning Commission and/or Town Board Check-in #3
TASK 9. MANAGEMENT AND IMPLEMENTATION PLAN
Logan Simpson will identify practical and clear implementation projects (actions) to support the desired Town
goals and policies. This will inform an adaptive management component to implement the Comprehensive
Plan. We will explore options regarding the role of—and partnerships between—the Town, County, other
agencies, adjacent jurisdictions, local landowners, residents, and businesses. Our team will also identify and
prioritize administrative actions for achieving implementation, including broad recommendations for
regulatory reform. We will set up clear recommendations to align the Town of Estes Park Land Use Code and
Zoning Map with the direction and intent of the new Comprehensive Plan. This task will also outline additional
system plans, corridor plans, or other sub-area plans as needed.
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The housing implementation strategies will build on the 2016 Housing Needs Assessment. The housing
trends, policies, and actions can be pulled out into a separate memo that provides more focus and detail on
housing implementation. This is the approach we took in Driggs, Idaho, building on their existing Housing
Needs Assessment. In addition to the scope, that separate memo could be further developed into a Housing
Action Plan that identifies roles, tasks, and assignments in more detail—building on the community vision and
Comprehensive Plan policies.
Meetings and Deliverables:
• Preliminary draft of Management and Implementation Plan*
• AC Meeting #8
TASK 10. DRAFT PLAN AND PUBLIC REVIEW
The team will refine and format the preliminary Comprehensive Plan to ensure it reflects the Town’s character
and meet all required state statutes. The public will have the opportunity to review and provide feedback on
the Draft Plan during a public review period. The Draft Plan will be available through the BTT website, coupled
with engagement activities to provide comments and suggestions. Public meetings will be held to showcase
the Plan, describe highlights and overall intent of the plan, and encourage public discussion and Q&A. These
meetings can be virtual or in-person, if deemed appropriate. The AC will meet a final time to review the Draft
Plan and make a recommendation to Planning Commission.
Meetings and Deliverables:
• Preliminary Draft of the Comprehensive Plan for staff and AC review
• Executive Summary
• Public Draft of Comprehensive Plan
• Public Review Events*
• Public Review Online Activities*
• AC Meeting #9
TASK 11. ADOPTION HEARINGS AND FINAL PLAN
Following public review, we anticipate two rounds of minor revisions to the Comprehensive Plan, each used
to update the document after the public hearings. Logan Simpson can assist in the presentations before the
Planning Commission and Town Board.
Following formal adoption, Logan Simpson will provide final packaged Microsoft Word and PDF electronic
files along with all supporting mapping, graphics, and analyses files. This will also include a single poster-
size executive summary.
Meetings and Deliverables:
• Town Planning Commission Public Hearing
• Town Board of Trustees Public Hearing
• Final Comprehensive Plan documents and supporting files
• Executive Summary
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1717
Prepared by
Michelle Stephens, AICP
Bang the Table
Prepared for
Estes Park, Colorado
January 5, 2021
1818
Thank you for your consideration!
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community, we will share inspiration, advance thought leadership in the industry, and help you exceed your goals.
From the very beginning, Bang the Table has been rooted in a deep passion for meaningful community engagement, and it is
our privilege to offer Estes Park the next seat at the 'Table.'
In order to support our discussions we have prepared our recommendation along with some optional items. Please find this on
the following pages titled ‘Pricing and Deliverables’. For your reference, additional details of the deliverables and optional
items are outlined within Bang the Table’s Prospectus which follows the Pricing and Deliverables pages.
In summary, we’ve proposed a package that includes an Annual Unlimited License, Onboarding, EngagementIQ Essentials
Support, Project Finder, and inbound SMS/text messaging. As proposed, the initial cost is $11,000 and the second year
renewal would be approximately $8,000.
Please let me know if you have any questions and we look forward to your feedback.
Regards,
Bang the Table
Michelle Stephens, AICP
Engagement Manager
michelle@bangthetable.com | 303-525-5155
1919
Pricing and Deliverables
Annual Unlimited License Offer
INITIAL COST
$11,000 plus applicable taxes
This document and the information in it are provided in confidence, for the sole purpose of exploring business opportunities between the disclosing party and the receiving
party and may not be disclosed to any third party or used for any other purpose without the express written permission of the disclosing party. Pricing is valid for 60 days.
Item (included in cost above)Year 1 / Initial Ongoing
EngagementHQ License
●Unlimited project capacity
●Branded homepage and choice of layouts, custom domain
name, SSL
●Access to all Information Sharing Tools, Feedback Tools,
Participant Relationship Management, Analytics (including
sentiment analysis), Comment Tagging, Summary and Detailed
Reports
●2 site administrator and 10 project administrator accounts
$4,000 $4,000 + CPI
Standard Onboarding
●30 minute kickoff meeting
●2 x 90-minute online sessions
●60-minute training and quality-assurance review before launch
$2,500 NA
EngagementIQ Support - Essential
●Up to 10 hrs of advice from a dedicated Practice Lead
●60 min Refresher training
●Guaranteed SLA's 24/5 chat (15 mins) and email (2 hrs) support
●24/7 Moderation
$1,500 $1,500
Add-Ons
●Project Finder
●Inbound SMS Text Messaging
$2,500
$500
$1,000
$500
2020
Optional Add-Ons Pricing and Deliverables
Further details are available in the Prospectus
Item Year 1 / Initial Cost Ongoing
Site Build Onboarding
●30 mins kick off meeting
●90 min site scoping session
●Site build up to 5 projects on receipt of approved content
(includes site settings, homepage mapping and all tool setup),
●2 x 90 mins online accelerators for platform training, regular
progress check-ins, access to help desk resources, accessibility
audit, pre-launch quality assurance and testing
$5,000 (replaces
standard onboarding)
NA
EngagementIQ Support - Core
●Guaranteed SLA's 24/5 chat (15 mins) and email (2 hrs) support
●24/7 Moderation
●Concierge services available at hourly rate
$0 (replaces Essential /
Partner support)
$0
EngagementIQ Support - Partner
●Up to 20 hrs of Advice from a dedicated Practice Lead
●Annual Site Review and benchmarking report
●Up To 2 x 60 min refresher training
●Priority SLA's for Chat (5 mins) Email (1 hr) + 24/7 Moderation
$3,500 (replaces Core /
Essential support)
$3,500
Project Finder
Embed any or all of your engagement projects onto any website
$2,500 $1,000
Single-Sign-On (SSO)
Create a simple and secure login process with SSO
$2,300 $1,800
Additional Administrators $250 - $1500/each $250 - $1500/each
Hubs (3-Tier Administration) - scoping required $5,000+ scoping required
Marketplace Partners - upon inquiry Varies Varies
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Build stronger, more trusting
communities through
meaningful engagement
Bang the Table Prospectus
A comprehensive overview of the EngagementHQ platform
and supported integrations, add-ons and services.
2222
Our Mission 1
Robust Democracy Requires Real Public Participation 2
Introducing EngagementHQ 3
A Full Spectrum of Engagement Tools 5
Inform your Community 10
Participant Relationship Management (PRM)11
Reporting and Analytics 13
24/7 Moderation 16
24/5 Technical Support 17
Service Level Agreement & Account Management 18
Introducing EngagementIQ 19
Expert Advice, Training and Support 20
Select your Level of Support 21
Book your Sessions 22
Add Custom Support 24
Our Community of Engagement Practitioners 27
Design and Customization Options 28
Theme Selection 29
Brand Integration & Project Page Layouts 30
Product Innovation and Enhancement 31
EngagementHQ Marketplace 32
Technical Specifications 35
Security and Privacy 36
Hosting 38
Accessibility & Device Compatibility 39
Contents
2323
Our mission is to enable public participation as a fundamental pillar
of well-functioning 21st century democracies by forging constructive
relationships between communities and the institutions of government.
“You helped us quickly gather information
from the community, especially groups
and populations that do not come to the
in-person meetings.”
Chris Meschuk
City of Boulder
Our Mission
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Robust Democracy Requires
Real Public Participation
Through technology and deep industry knowledge, our
aim is to continuously innovate and add value to the
community engagement industry.
Our experience with online community engagement aims to empower
organizations and their communities by providing them accessible
opportunities to learn about and contribute to the decisions that affect
their daily lives.
Bang the Table was established because, no matter how well-designed
the offline consultation process, inevitably it only reaches a small segment
of a community. The online space provides the opportunity to give vastly
more people access to information and enable them to have their say. It
drives inclusive, transparent, and measurable community engagement
processes that empower collaborative learning, discussion, and debate.
EngagementHQ is a community engagement platform that provides
capacity and support for focused consultation in a safe, information-rich
environment through an integrated range of online community engagement
feedback tools. A diverse approach extends inclusiveness and gives the
community better opportunities to have their say on issues that are
important to them.
The use of EngagementHQ, combined with our guidance and support,
will provide an immediate and engaging online presence that will produce
exceptional and measurable results.
If you have questions about this prospectus, we would love to hear from you.
Bang the Table
U.S.
2400 Spruce Street, #204
Boulder, CO 80302
1-844-308-2907
W9 47-5582814
CANADA
300-1090 Homer Street
Vancouver BC V6B 2W9
1-844-308-2907
PBN: 831001185 PG0001
BN: 831001185 RT0001
WCB # 940023 AA (007)
AUSTRALIA
Level 1, 96 Pelham Street
Carlton, VIC 3053 Australia
1300-647-014
ABN: 96 127 001 236
ACN: 127 001 236
U.K.
27 Elder House, 4 Water Lane
Kingston Upon Thames KT1 1AE
0800-779-7724
NEW ZEALAND
Level 1, Awly Building,
287/293 Durham Street North,
Christchurch 8013 New Zealand
+61 3-9020-8628
2525
“EngagementHQ has been a hit
in our community, helping to turn
innovative ideas into reality!”
Dannette Robberson
City of Parker
Introducing
EngagementHQ
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EngagementHQ is used by more than 570 organizations
around the world, supporting over 12,000 practitioners
to deliver best-practice community and stakeholder
engagement. One robust platform lets you inform, engage,
measure and build community through meaningful
relationships and ongoing interactions.
Multiple feedback tools serve to engage participants while unique information-
sharing tools support efforts to inform and educate.
• Use a full array of videos, documents, image galleries, key dates,
lifecycles, and other information tools to educate, build confidence in the
process, and drive participation.
• Customize the appearance of your engagement site and project pages
to align with your brand. Use a mix of feedback tools for any project to
encourage input, guide education and extend participation.
• Easily share draft projects with internal or external stakeholders for
approval before launch.
• Participant management helps you understand who you are hearing
from and reach out to target groups and segment your participants for
deeper feedback analysis.
• Our easy to use Newsletter helps you target community members with
branded email newsletters.
• In-depth real time reporting ensures that you can ‘listen’ effectively
and efficiently while text and demographic analysis tools help you
understand community sentiment behind the feedback.
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Participants can engage with each other.
Comments, images and ideas are visible
to the community.
Participants cannot engage
with each other. Data is
stored in the backend and
only accessible by admin.
Participants can see other contributions.
However, there is little peer-to-peer
interaction. Some data may be visible to the
public, other data is just accessible by admin.
Each environment has a range of tools that are suitable for use on their own or in combination with others as part
of a more robust methodology. Understanding your objectives, negotiables, and the types of information you need
will be a key determining factor for your tool selection.
A Full Spectrum of Engagement Tools
EngagementHQ offers a complete range of engagement tools, making it easy to marry
your online and face-to-face methodologies.
Mix and match any combination of feedback tools to support the different stages of your consultation process.
Selecting the right tool for your engagement is essential to getting the feedback you need. When considering
which tools to utilize, you can choose to keep public participation in a controlled, mixed or open environment. The
spectrum below identifies where each tool fits within these operating environments. As you advance your practice,
you’ll become more comfortable using a combination of tools, expanding the level of detail and input you receive.
Mixed environment
Controlled environment
Open environment
FORUM IDEAS PLACES STORIES GUESTBOOK Q&A QUICK POLL SURVEYS
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IDEAS
These virtual post-it notes are a way for your
community to share what inspires them. Ideas can
include images or media for context and participants
can like and comment directly.
• Include rich media content in the introduction
• Unlimited amount of Ideas instances per project,
with one featured Ideas instance
• Indefinite or scheduled voting
• Participants can like and comment on other
people’s ideas
• Include photos to support your idea
• Enable social sharing of Ideas
• Scheduled publishing
• 24/7 moderation
FORUM
A safe and interactive space for your community to
discuss and debate pertinent issues. Multithreaded
discussions enable deeper engagement for
passionate stakeholders.
• Include rich media content in the introduction
• Unlimited Forum topics per project page
• Unlimited comments per Forum topic
• Easy to read threaded replies
• Participants can agree and disagree on other
people’s comments
• Enable social sharing of Forum topics
• Allow unverified participation
• 24/7 moderation
Long Term Plan 2018-2028 - Have Your Say Hutt City
“Why is improving our city’s environmental sustainability
important to you?” - Our Wollongong
A Full Spectrum of Engagement Tools
Continued
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STORIES
Help your community better understand, empathize, and
relate to others and your project. Stories can be interactive
and can include images or media to support context.
• Include rich media in the introduction and thank
you message
• Allow other participants to comment on stories
• Ability for participants to agree/disagree on other
comments
• Participants can turn off commenting on their story
if they choose
• Allow unverified participation
• Enable notifications to admin when a new story
is posted
• 24/7 moderation
PLACES
Gather feedback and photos directly on a map with a
simple pin drop. Geospatial maps offer participants a
fun way to engage and see their contribution on a map.
• Include rich media content in the introduction
• Choose from 8 different map types
• Unlimited Maps per project page
• Allow unverified participation
• Select from 200+ pin category icons
• Supports multiple GIS layers in Shapefile, KML,
WMS or draw your own formats
• Draw custom map shapes, add points of interest
and unique layer styles
• Pin categories can be applied to group input
• Survey responses, pin comments and pin photos
are visible to the public
• Include a mandatory or optional survey with each pin
• 24/7 moderation
Cogswell District Redevelopment Project - HALIFAX
A Full Spectrum of Engagement Tools
Continued
Transportation Planning Projects - Be Heard Boulder
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GUESTBOOK
Simple, streamlined, and moderated space for your
community to upload comments. Comments are
moderated to manage what appears publicly so your
engagement stays on topic.
• Include rich media content in the introduction
• Allow unverified participation
• Pre or post moderation (moderation happens
before or after the comment in published)
• Send acknowledgment to participant that
comment is posted
• Send notification to the admin when a new
comment is added
• 24/7 moderation
Q&A
Receive questions in a managed space that
accommodates your public or private responses.
• Include rich media content in the introduction
• Respond to questions privately (an email is triggered
back to the participant) or publicly (both question and
responses appear on the site)
• Allow unverified participation
• Send notifications to administrators when new
questions are posted
• Send notifications to participants when their question
has a response
• Ability to customize notifications and add subject
matter experts to manage your Q&A
• Enable social sharing of questions
Transportation Master Plan - Have Your Say Guelph
Ask HR - Engage Tigard
A Full Spectrum of Engagement Tools
Continued
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SURVEYS
Encourage your community to voice their opinions
using a variety of question types and rich media in a
convenient and guided way.
• Choose from 14 different question types
• Apply skip and conditional logic to your questions
• Include images or videos in survey questions
• Schedule survey publishing and archiving
• Option to display survey results to participants
• Participants can save the progress of their submissions
• Ability to upload documents to support submissions
• Easily clone Surveys to save time
• Easily pin Surveys using the Places tool
• Enable social sharing for Surveys
• Configure Survey as a petition
• Use multiple Surveys on any project
• Allow single or multiple submissions
• Download printable surveys for face to face
engagements and offline sharing
• Customize and export Survey reports for stakeholders
QUICK POLL
Ask a single question and get immediate insight with this
quick and targeted tool. Polls are an easy way to activate
simple engagement with a single question.
• Include multiple Quick Polls on the same project page
• Use Quick Poll as a widget or a tool
• Allow unverified participation
• Only one vote is allowed per user, even for unverified
participants (cookies are used to prevent multiple
submissions)
• Show votes instantly, before or after the participant
has voted
Character Design Forum - Your Say Brisbane
A Full Spectrum of Engagement Tools
Continued
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Inform your Community
EngagementHQ incorporates a range of information tools to support your
digital engagement objectives. Use these tools to highlight your key content and
information resources, making it easier for your audience to self-educate and explore
important issues in depth.
RELATED PROJECTS
Showcases related
projects to cross-pollinate engagement and promote self-
learning.
IMPORTANT LINKS
Lets you display a list
of links important to your project.
PHOTOS The photo
gallery displays two
custom images from an unlimited capacity image gallery.
VIDEOS The video
gallery displays two
custom video stills from an unlimited capacity video gallery.
DOCUMENTS Displays
the key documents
from your library as individual items or in folders.
ADVANCED
SHARING
CORE PROJECT INFO
LIFECYCLE Outlines
the stages of your
project to your community and communicate project
progress as you move
through each stage.
WHO’S LISTENING
Humanizes projects
by displaying profiles of the people listening to feedback on your
project.
KEY DATES Displays
and promotes key dates
associated with the off-line engagement process such as public
meetings.
FAQ Displays a short
list of frequently asked
questions and answers about your project with a link through to the
FAQ page.
RICH MEDIA
FOLLOW PROJECT
Allows registered and unregistered participants to
subscribe to the
project.
SIGN UP BANNER
Encourages your community to register and builds your
participant database.
NEWS CATEGORIES
Automatically adds a list of categories from your published news
articles.
QUICK POLLS Provides
a transparent and accessible way to capture public
sentiment quickly.
CUSTOM Allows
the integration of embedded content from any third-party
source.
PROJECT UPDATES
Information tools can be customized to align with your organization’s language and your site’s look and feel.
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A powerhouse relationship management system, PRM gathers participant data through your site registration
process and integrates their profile data with their interactions and feedback, helping you better understand and
engage with your community. Maintaining a database of your participants and their interactions eliminates the
need to rely 100% on project promotion to drive participation and ensures people are kept informed throughout a
project’s lifecycle to validate participation.
TARGETED COMMUNICATIONS
EngagementHQ has segmentation functionality that
allows administrators to target registered participants
via email. Targeting can be based on various data
points such as prior interest, participation in past
projects, demographic information collected during the
registration process, and so on. These criteria are then
used to create Groups, which are then used to target
participants with topic specific messaging via the
newsletter feature.
NEWSLETTERS
Syncing with your other EngagementHQ tools and
data, our built-in newsletter gives you one easy
platform to work from. The designs are simple to
work with and include preview and test functions, and
audience selection and filtering.
SOCIAL INTEGRATION
Easily connect your social platforms to EngagementHQ.
Provide social login ability for participants (via Google,
Facebook or Twitter), enable social sharing of your
projects, and embed social feeds into your engagement
platform and projects.
Participant Relationship Management (PRM)
Create an email list of past project participants
Send email updates to participants through EngagementHQ
Our Participant Relationship Management (PRM) system is our flagship community-
building system. It makes long-term engagement with your community easy by
building historical data of participants through their preferences and interactions
across your projects on EngagementHQ. This enables powerful segmenting and deeper
analysis for your engagement program.
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Participant Relationship
Management (PRM)
Continued
Project Visibility Modes
The visibility tool gives your projects three modes of
visibility: ‘Public’ (anyone can view and participate),
‘Paneled’ (anyone can view, but only invited panelists
can participate), or ‘Protected’ (only selected groups
can view and participate).
• Participants can create a profile via a registration
form configured by you. The only fields required
to participate are a participant-defined username,
password, and email address. Additional fields can
be configured to support deeper data analysis and
community understanding. Demographic analysis
features can be run using participant data collected
in your registration form, providing better insights
and actionable feedback from community input.
• Our engagement tools allow anonymous and
registered participation, as configured by
administrators.
• User profiles and user passwords are encrypted at
rest using bcrypt and a hash; data is also encrypted
in transit by applying an SSL certificate.
• EngagementHQ will also log available participant
information and make it visible in the Participant
Relationship Management dashboard, and
accessible via the Analytics Reporting tool.
• Usernames and email addresses are checked for
uniqueness at create and edit points.
• When logged in, participants can access their
profile to update their preferences.
• Participants can reset forgotten passwords
using the “forgotten or reset password” process,
which can be accessed at any time with a
verified email address.
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Reporting and Analytics
Get better insights, improve your
communications, and make better
decisions with enhanced analytics and
sentiment analysis.
Our A-I-E framework is designed to make it easy to
measure the performance of your project against
realistic goals, identifying how many participants are
Aware, Informed, and Engaged (A-I-E) for each project.
Automated weekly email reports identify project
interest, critical issues, and important community
stakeholders. Sophisticated reporting lets you analyze
or export the results of a single feedback process, an
entire project, or your entire project history.
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Reporting
DASHBOARD
Monitor site visits, registration numbers and active
participants coming to your EngagementHQ site.
See how your marketing efforts are working to drive
participation. And easily access recent community
responses for review.
PROJECT REPORTS
See a summary of visitor insights, channel referrals
and participation for each engagement project. Filter
to identify traffic sources for one, many or all of your
projects within the same report. Understand which
feedback tools and widgets are being used the most by
participants, which projects have the most contributions
and how participants interact with your site.
TOOL REPORTS
Dive deeper into your feedback tools to understand
how participants interact with a specific tool across all
of your projects. Layer demographic questions from
your registration form into your reporting to better
understand which segments of the community are
represented and more importantly, which segments are
not that need to be, before you start deeper analysis.
CUSTOM DASHBOARDS
Through our EngagementIQ services, you can embed
custom dashboards from services such as Zoho directly
into your EngagementHQ site. These reports can be
generated at the close of your engagement project and
provide a nice visual way to close the loop with your
participants and stakeholders. You may also integrate
EngagementHQ with Google Analytics for more insight
into how your visitors interact with your site.
Run reports directly within the EngagementHQ interface to monitor progress and results for your projects.
Export formatted report summaries and detailed reports in PDF, Excel or CSV for deeper data analysis work and
sharing. Detailed reports provide insights for individual feedback tools, holistic project reports, multi-phased
projects or for your entire site.
Reporting and Analytics
Continued
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TEXT ANALYSIS
Understand which issues are important to your
community by analyzing comments across tools,
including Forum and Survey tools. Keyword tags can
be applied allowing you to identify key themes across
the data that can be further segmented by both
demographic and sentiment for deeper analysis.
DEMOGRAPHIC FILTERING
Use the demographic details you collect from
participants during the registration process to filter
your feedback data and identify trends within your
community segments.
SENTIMENT ANALYSIS
Through the use of Artificial Intelligence (AI),
EngagementHQ’s sentiment analysis feature will
assign positive, neutral, mixed, or negative sentiment
labels to each text based response, showing you a
summary of community sentiment around a particular
topic. Demographic filters can be applied for deeper
understanding of community needs.
SURVEY ANALYSIS
Get a detailed report of all your survey responses to
see specific answers by each community member to
each survey question. Download survey questions and
answers with easy to understand graphs and charts that
summarize community responses for each question.
Advanced Analytics
Extracting meaningful insight from large quantities of text based responses is made approachable in
EngagementHQ by applying demographic filtering, sentient analysis, and comment tagging to your feedback data.
Reporting and Analytics
Continued
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Mitigate risk and keep your community
protected.
Expert moderation protects you and your community
against bullying, heckling, and inappropriate behavior
as well as ensuring that your forums and discussions
are on-topic and privacy is protected. It is an
essential solution for any government department
or organization with a legal obligation to protect the
right to free speech. The service is designed to protect
you and your community. Our moderation policy can
be found at the bottom of all client sites.
EngagementHQ first filters all posts to remove
spam and to look for high-risk language. Comments
containing bad language do not appear on the site
and are instead routed to a moderator to check if
they are permissible. All other content on Ideas,
Places, Discussion Forum, and Guestbook tools are
reviewed by our expert moderators within 2 hours
of posting, 24/7. Comments found to be contrary to
the moderation rules are removed with a clear reason
being emailed to the participant who posted the
comment, giving them the option to repost in a way
that does not violate moderation rules.
As administrators, you can always access removed
content on request, and if you disagree with our
moderators, you can request to have content reinstated
on your site. Thankfully, our experience shows
moderators remove less than 1% of all content as our
timely and independent intervention can prevent a
discussion going off the rails.
Posts to the Stories and Q&A tools are moderated by
our clients in the administrative interface. For these
tools, nothing appears on the site without your team
giving it the green light first. Questions to the Q&A
tool require an answer, and Stories can contain rich
media, which is why we leave moderation of these
elements to your team.
* English and French 24/7, Spanish 24/5.
24/7 Moderation*
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Live chat, in-application support, and helpdesk
EngagementHQ delivers more than just an online engagement platform. It is
serviced by real people who answer the phone and respond to live chats and email.
EngagementHQ is also the product of nearly a decade of community best practice,
and our knowledge base reflects that. Communicate directly with a human to
discuss and identify issues, and to receive updates on process and resolution.
HELPDESK
Our customer experience team can be contacted for user, technical, and
practical support.
Email: support@engagementhq.com
Web: helpdesk.bangthetable.com
24/5 Technical Support
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Service Level Agreement
When a support ticket is opened, our customer experience
team will assign a severity level to each ticket and will work
to resolve the issue within the designated response time,
according to the severity level of the issue raised.
SEVERITY LEVEL EXPECTED RESPONSE AND
RESOLUTION TIMES
Critical core function site issue Resolution within 4 hours
Minor critical core function site issues Response within 2 hours and resolution
within 1 business day
Non-critical core function site issue Resolution within 2 business days
Minor non-critical core function
site issues
Resolution occurs as soon as possible,
no later than 10 business days
Account Management
Runs parallel with services and support: You can call or email
your assigned Engagement Manager during regular business
hours (EST), and either submit a help ticket to our support
team using the in-app chat function or directly via email, at
any hour of the day.
Your Engagement Manager will help your team use the EngagementHQ platform
to its fullest capability, aligning with your objectives and guide training, suggest
product feature enhancements and services to further support your team and
build capacity where you need it most.
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Introducing
EngagementIQ
“I have had such wonderful support from
Bang the Table staff in my use of our Let’s
Talk platform as well as from the webinars
and online support for all of the questions I
have had about creating projects.”
Simone Zrna
City of Murray Bridge
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ADVICE Get expert digital engagement advice
Need help planning for and delivering your next digital engagement? Our
engagement team can help you achieve project success with advice to help you
deliver best-practice digital engagement.
TRAINING Get the most from EngagementHQ
Take your use of EngagementHQ to the next level. Work with our engagement
team to learn how to use the features of EngagementHQ including advanced
features and more.
SUPPORT Solve any issues with 24/5 support
Struggling with technical questions? Having problems setting up tools? Our world-
class client experience team can help you overcome the trickiest of problems, via
online chat and email.
MODERATION Rely on our content moderators 24/7
Our global network of experienced and mature moderators keeps any public-
facing conversation safe and on-topic for participants and protects you from any
risks associated with inappropriate content.
Whether you’re looking for quick strategy advice, help
delivering a project or additional online training for your
team, our EngagementIQ team have you covered.
Expert Advice, Training and Support
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Core
ADVICE
Our core offer for all
EngagementHQ clients
includes:
• Help desk resources for
self-directed learning
• Invitations to client
meetups & professional
development workshops
• Regular monthly webinars
TRAINING
Face-to-face and online
training available on request.
SUPPORT
Our guaranteed support
commitment for all
EngagementHQ clients:
• 24/5 chat & email support
• 15min first response chat
• 2hr first response email
Essentials
ADVICE
Utilize up to 10 hours of
support and advice from an
EngagementIQ team member
for assistance with:
• Setting up projects & tool
selection
• Database management
• Developing organizational
capacity & processes
• Planning your projects
TRAINING
1 x 60min instructor-led
online refresher training per
annum.
SUPPORT
Our guaranteed support
commitment for all
EngagementHQ clients:
• 24/5 chat & email support
• 15min first response chat
• 2hr first response email
Partner
ADVICE
Work with us as your strategic
Partner, with up to 20 hours
of support and advice from
a dedicated EngagementIQ
team member who can assist
your team with:
• Strategies for driving
participation
• Utilizing different
methodologies
• Best-practice planning &
tool selection
• Organizational buy-in
• Support for major projects
• Design & layout
Includes annual Benchmarking
Report with strategic
recommendations for
improving practice.
TRAINING
Up to 2 x 60 min online
training sessions for advanced
product training.
SUPPORT
Prioritized SLA’s for first-in-
queue support:
• 24/5 chat & email support
• 5min first response chat
• 1 hr first response email
Custom
ADVICE
Build your own requirements
and tailor a support plan for
your specific needs.
Custom plans are suitable for
larger teams or clients looking
for whole-of-organization
approaches to engagement.
If you have other
requirements, get in-touch to
discuss.
Select your Level of Support
Choose a plan most suited to your needs. We have options for organizations at every
stage of their journey with EngagementHQ.
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Essential Example session plan
Flexibility for small teams and experienced organizations.
Work with your EngagementIQ team member to map out your support plan. Schedule
or access online sessions when you need via an online booking calendar. Catch up via
chat, phone or video conference.
Book Your Sessions
SESSION 1
Tools & Planning
Learn how to choose
the right tools and use
the best approaches
for your upcoming
digital engagement
projects. Utilize planning
templates to identify your
objectives, methodology
and risks.
SESSION 2
Driving Participation
Strategic progress
check-in. Learn and
discuss strategies for
driving participation and
managing your PRM as
an essential engagement
asset.
SESSION 3
Deepening
organizational buy-in
Half-year discussion
about progress.
Session to focus on
organizational adoption
and strategies for
embedding engagement
in the organization.
SESSION 4
Performance evaluation
and goal setting
Major projects review.
Learn best practices
for evaluating digital
engagement performance
and investigate
opportunities for
benchmarking and
improvement.
REFRESHER TRAINING
Instructor-led online session for new team
members and current site admins with a focus on
EngagementHQ functionality and improving product
utilization. This session can be tailored to meet your
needs and requested on demand throughout your
license year.
PROJECT SUPPORT
Utilize some of your packaged hours for support in
planning and delivering your projects. Schedule a
session with your EngagementIQ team member prior,
during and after your project is complete for expert
support and advice for whole project delivery.
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Partner Example Session Plan
Get in-depth advice, training and support for your whole team.
SESSION 1
Strategies for Organizational
Adoption
Discuss organizational priorities and
establish goals and objectives for
organizational adoption and buy-in.
Plan a strategy for building internal
capacity to deliver a coordinated
digital engagement program.
SESSION 2
Developing policies and procedures
Focus on developing and
establishing internal processes
which support coordinated
engagement and best-practice use
of EngagementHQ. Review internal
engagement policies and discuss
opportunities for incorporating
digital engagement guidelines.
SESSION 3
Best practice project planning and
writing engaging questions
Discover best-practice approaches
for planning for digital engagement
using EngagementHQ and discuss
methods for writing engaging
questions which can better
harness online tools.
ADVANCED EngagementHQ SKILLS TRAINING
Instructor-led online session for advanced skills
training to improve product utilization. This session
can be tailored to meet your needs and requested
on demand throughout your license year.
PROJECT SUPPORT
Save some of your packaged hours to support your
colleagues in planning and delivering their projects.
Partner packages provide enough support to ensure
all your site admins and project admins can access
EngagementIQ advice when they need it the most.
SESSION 7
Site review and benchmarking
Go over your annual site review and benchmarking
report with us in detail and develop a implementation
plan for addresses our strategic recommendations.
SESSION 4, 5 & 6
Major project support
Planning - Execution - Reporting
Partner with us throughout the delivery of a
major project for advice and assistance with
planning, project delivery, support throughout your
consultation and guidance on reporting.
Book Your Sessions
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The new Bluehaven interface offers
administrators intuitive navigation,
in-app tours and helpful prompts to
guide learning and feature discovery.
Getting Started with EngagementHQ
Getting started with digital engagement requires strategic thinking, site scoping, project support and training.
Our recommended onboarding process helps you start off on the right note with rigorous site scoping,
EngagementHQ platform training, quality assurance and testing before you launch.
Add Custom Support
Site Build
Our engagement team will build your site for you, including tool setup, managing site settings, homepage creation,
ensuring accessibility and creating your first projects.
ACCESSIBILITY AUDIT
Ensure your new site is inclusive for all residents. Our team will review for missing alt text, heading structure usage,
color contrasts and complexity of your project copy.
LAUNCHREVIEWSITE BUILDPLANNING
Site
Delivery
Self-directed
Site Build
Pre-launch
Quality
Assurance and
Testing
Launch
Site
Kick-off
Meeting
Site Scoping
Session
Online
Training
Online
Training
Onboarding Process
LAUNCHREVIEWSITE BUILDPLANNING
Site
Delivery
We Receive
Your Content We Build
Your Site
Site Build
Iterations
Pre-launch
Quality
Assurance and
Testing
Launch
Site
Accessibility
Audit
Kick-off
Meeting
Site Scoping
Session
Online
Training
Online
Training
Custom Onboarding
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Training
Our EngagementIQ Team can provide tailored training to suit any organization.
IN-HOUSE TRAINING AND WORKSHOPS
Host our EngagementIQ Team at your organization and learn a wide-range of
skills and strategies for use in digital engagement.
ONLINE ACCELERATORS
Rapidly increase your knowledge of digital engagement and EngagementHQ with
tailored on-demand online training for your team.
ONLINE COACHING
Develop a professional learning plan for you and your team and work with a coach
on new approaches and challenges to enhance your digital engagement practice.
Project Delivery
Get extra help with major projects to ensure your team delivers high-quality and
efficient digital engagement.
PROJECT PAGE BUILD
Allow us to build your project page for you, including tool setup, testing and
page iterations.
SURVEY DESIGN
Get assistance developing the perfect survey which allows for thorough analysis and
informed decision making.
PREMIUM PROJECT SUPPORT
Ensure business continuity when your under-resourced and allow us to support
our digital engagement project needs.
Add Custom Support
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Data Analysis and Reporting
Bring your engagement data to life with a range of services to help with analysis
and reporting to build trust with community and make better decisions.
INTERACTIVE PROJECT DASHBOARDS
Take your project data and transform it into a unique and embeddable
interactive dashboard to help project teams and the community visualize your
engagement outcomes.
SITE REVIEW AND BENCHMARKING REPORT
Take a deeper look at your engagement practices using EngagementHQ
and get strategic recommendations and performance benchmarks to help
improve your practice.
COMMENT TAGGING AND ANALYSIS
Allow us to tag and code your qualitative feedback and develop an interactive
report that enables you to better analyze unstructured text.
Add Custom Support
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Our experience is built on shared knowledge of best
practices and insights among Bang the Table and our clients,
professional networks, and communities, all interested in
fostering stronger public engagement.
Their willingness to share, be challenged, and experiment
has afforded Bang the Table the luxury of leading the online
engagement industry for nearly a decade.
Our Community of Engagement
Practitioners
Bang the Table supports approximately:
12,000+
active practitioners using
EngagementHQ
570+
communities and government
organizations around the globe
11 million+
participants engaging across
all of our client’s sites
58,000+
active subscribers to our mailing list
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“The platform interface is fantastic and
really user friendly, so I am sure I’ll be
able to pick this up in no time!”
Maddie Brough
City of Launceston
Design and
Customization
Options
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Theme Selection
EngagementHQ can be structured and branded to support your corporate identity.
Website design, information architecture, and visual branding are all critical elements of your community’s online
experience. With EngagementHQ you can customize the look of your site to match your corporate look and feel.
CLEAN SKIN DELIVERY
EngagementHQ is delivered as an ‘unbranded’ website. You choose your colors, add your corporate logo, header
banners, and any images.
HOMEPAGE TEMPLATES
EngagementHQ comes with the choice of four homepage layouts suitable for different organizational needs straight
out-of-the-box.
HOMEPAGE TEMPLATE EXAMPLES
Whitehaven
Torquay
Bondi
Coral Bay
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Brand Integration
Bring the look and feel of your organization’s brand to your EngagementHQ platform. With Brand Integration,
our team will incorporate your unique website header, footer, fonts, colors and other design elements into your
EngagementHQ site, providing a seamless experience for your participants. Navigation elements can be integrated
either statically or dynamically. Once branding elements have been integrated, they are applied to all future projects.
Brand integration is offered as a custom site build option through our EngagementIQ services.
Project Page Layouts
Project pages are designed to be the one stop shop for
all of your ongoing conversations. The layout allows
your team to educate your community through the
built-in content management system and educational
tools, while also collecting their feedback. Project
pages can handle rich media embedded content,
including videos and photos, making it easy to educate
your different audiences. Tools are turned on or
off with single-click functionality, and the content
management system will walk you through the
creation of new project spaces.
Flexible page layouts: Each EngagementHQ project
page can be structured to meet your specific project
needs with the choice of multiple engagement tools
and information widgets.
Lake Macquarie City Council Website
Lake Macquarie City Council EngagementHQ Site
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“I wanted to say a big thank you for
implementing the SSO for Engage
Bayswater so quickly!
I’m already finding it much simpler to
use and I’m sure others will as well.”
Janelle Easthope
City of Bayswater
Product
Innovation and
Enhancement
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EngagementHQ was built to support a strategic development cycle that will bring
consistent product innovation and feature advancement for our clients. With
quarterly release schedules, backed by rigorous testing and deployment processes,
EngagementHQ will continue to deliver best in class tools and applications that move
the practice of digital engagement forward for our clients around the world.
EngagementHQ Marketplace
Build your communications and engagement ecosystem through our partnerships
and integrations.
Expand your capability and reach, these powerful solutions can be added to your EngagementHQ platform to
create a seamless user experience for both participants and administrators.
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Project Finder
Project Finder allows you to embed any or all of your
engagement projects onto any website. Through
keyword filtering, participants can search and filter
your active projects to find topics of interest without
coming to your EngagementHQ site directly. By clicking
into the project from the embeddable tool, participants
will be taken to your engagement site to participate
and provide feedback. You may customize the visual
appearance when embedded on your site to match and
the projects displayed will automatically update as new
projects are published.
Authorized Single Sign On (SSO) for Administrators
Create a simple and secure login process with
SSO. Connect your existing staff database to your
EngagementHQ platform allowing your administrators
to use the same login for all systems. Your IT team
maintains access to your systems and passwords can
follow your internal security protocols.
Email client integration
Connect your email service provider account with
EngagementHQ and run branded email campaigns
to promote your digital engagement projects. We
currently integrate with Campaign Monitor, Emma,
Mailchimp, Vision6 and Constant Contact, others to be
added based on need.
EngagementHQ
Marketplace
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Partnership Integrations
Bang the Table has partnered with other leading solution providers around
the world to build a comprehensive ecosystem for community engagement
practitioners
BUDGET ENGAGEMENT BALANCING ACT
Balancing Act budgeting software embeds seamlessly within an EngagementHQ
project page, enabling you to run interactive budget simulations for residents to
explore various budget scenarios and get feedback during your budgeting process.
PDF/CONTENT ENGAGEMENT KONVEIO
Engage with stakeholders around official documents such as city plans or PDF reports,
directly in EngagementHQ. The Konveio software embeds seamlessly in a project page
and makes interactive publishing, reviewing and commenting on city documents more
social. Participants can add feedback, expand on ideas with contextual insights, or add
rich media overlays right within the shared PDF document.
SMS ENGAGEMENT MESSAGE MEDIA
Send bulk SMS (text) messages to promote your engagement projects and
close the loop with your community. The Message Media platform integrates
with EngagementHQ, allowing you to send Quick Polls or Forum postings to
stakeholders and funnel those replies automatically into your EngagementHQ
site for further analysis.
GOVDELIVERY SUBSCRIBER NETWORK GRANICUS
Through our partnership with Granicus, EngagementHQ can be integrated with your
govDelivery account allowing you to proactively solicit, receive and analyze feedback on
your engagement projects through your subscriber network. Participants that follow
your projects on EngagementHQ will also be added to your govDelivery network.
EngagementHQ Marketplace
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Technical
Specifications
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Security and Privacy
Bang the Table takes the protection of your information and
the information of your community extremely seriously. We
have made a commitment to comply with the standards of all
jurisdictions in which we do business.
We have outlined some of the measures that are a result of this commitment
to information security. As always, we are happy to provide further detail
when requested.
Compliance
ISO 27001
Our information security management system (ISMS) which underpins all of our
operations has been successfully certified to ISO/IEC 27001:2013, the global
standard for information security management.
GDPR
The European Union’s General Data Protection Regulation (GDPR) protects
European Union data subjects’ fundamental right to privacy and the protection of
personal data. It introduces robust requirements that will raise standards for data
protection, security, and compliance.
Security
We go to great lengths to protect the data we store for you.
APPLICATION
Our applications are continually monitored and tested for security weaknesses by
our Engineering team.
We perform regular and ongoing internal application security assessments
to discover and mitigate potential weaknesses based on OWASP rating and
methodology. We use automated tools as well as manual testing processes to
make sure we are as secure as possible all of the time.
The operating systems and databases running our servers are continually monitored
and patched with the latest security fixes by Rackspace. The web framework is
continually monitored and patched by our internal development teams.
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An independent third party carries out comprehensive Vulnerability Assessment
and Penetration Testing (VAPT) of EngagementHQ once a quarter. Results of the
latest VAPT are available upon request.
DATA
We have strict data access rules in place with detailed logging to prevent theft and
misuse. Access is limited to key personnel involved in maintaining our services and
support. Interaction with client data is only at the request of the client.
EngagementHQ provides role-based access controls with unique usernames and one-
way password encryption to help clients manage their own logins. SSL certificates and
Single Sign On integration are available for further protection.
Data is stored within a mySQL database on AWS RDS with attachments stored within
AWS S3. All data stored on AWS RDS is encrypted using AWS provided - AES-256-GCM
encryption standards. Amazon RDS has multiple features that enhance reliability for
critical production databases, including automated backups, DB snapshots, automatic
host replacement, and Multi- AZ deployments.
NETWORK
Our application is hosted on the large, Internet-scale, world-class infrastructure
that benefits from the same engineering expertise that has built Amazon into the
world’s largest online retailer. AWS’s networks are multi-homed across a number
of providers to achieve Internet access diversity. We utilize the Amazon Virtual
Private Cloud (VPC) to create an isolated ecosystem for EngagementHQ.
The AWS network uses proprietary mitigation techniques providing significant
protection against traditional security issues such as Distributed Denial of Service
(DDoS) Attacks, Man in the Middle (MITM) Attacks, IP Spoofing, Port Scanning, etc.
Additionally, our inbound firewalls are configured to permit only the absolute
minimum connectivity required to provide the service to our clients. Any changes
to the access rules require authorization.
Privacy
Bang the Table makes no use of the personal information provided by your
community. This is your data and we will only access this information to render
assistance as part of a support ticket. We log and audit all such access.
Security and Privacy
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Hosting
INFRASTRUCTURE
Your EngagementHQ site is hosted on Amazon Web Services (AWS) infrastructure
within your jurisdiction as below:
AWS is the leading cloud services provider in the world. Their suite of products
and services, security controls, scalability, reliability, astonishing number of
datacenters, flexibility and continued innovation make them the absolute best
choice for hosting in the cloud.
AWS cloud infrastructure meets the requirements of an extensive list of global
security standards, including ISO 27001 and SOC. See the AWS Compliance page
at: aws.amazon.com/compliance for more information.
MANAGED SERVICES
We have contracted Rackspace to manage our hosting environment 24x7. They
provide us with operational and strategic support to ensure our systems are best-
in-class, secure and available at all times.
Like AWS, Rackspace are a global company certified for a wide range of
international security standards confirming their operations are safe and
trustworthy, see: www.rackspace.com/certifications.
AVAILABILITY AND DISASTER RECOVERY
We guarantee 99.75% availability and our uptimes have historically remained
above “three 9s” (99.9%). Our guarantee is backed by our SLAs. Even though we
take all conceivable measures to ensure our service to you is uninterrupted, as
with life, major events completely beyond our control can interrupt our service.
We take nightly backups and have a well-tested recovery plan in place to minimize
potential disruption from major events.
Our Disaster Recovery plan is tested annually or when there is a major change in
our environment, either to our infrastructure or application. Lessons learned from
these tests are incorporated back into the plan.
COUNTRY HOSTING LOCATION
Australia AWS, Asia Pacific (Sydney)
New Zealand AWS, Asia Pacific (Sydney)
Canada AWS, Canada (Central)
United Kingdom AWS, EU (London)
United States of America AWS, US West (Northern California)
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Accessibility
EngagementHQ is compliant with version 2.1 of the Web Content Accessibility
Guidelines (WCAG 2.1) to Level AA standards.
An independent third party carries out a comprehensive Accessibility audit of
EngagementHQ once a quarter. Results of the latest audit are available upon
request.
While the guidelines set out in WCAG 2.1 recognize that it is not possible to
conform for some types of content, we have undertaken a commitment to
continually work on this and leverage new technology to further improve
accessibility.
We do this by keeping up to date with the latest advances in accessibility
techniques and acting on recommendations from the quarterly audits. We also
treat any issues identified by clients or participants as a matter of urgency and
remain responsive to address the issues.
Device Compatibility
EngagementHQ is designed for small and large screen sizes, providing an
accessible and full functionality experience for the community from mobile
phones, tablets, and desktop devices. EngagementHQ supports the full range of
major browsers including:
• Microsoft Edge and Internet Explorer (IE) 11
• Chrome 40 and above
• Firefox 35 and above
• Safari 7 and above
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Thank you for
your consideration!
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MEMORANDUM OF UNDERSTANDING
Estes Park, CO
Overview
This Memorandum of Understanding (“Memorandum”) is dated May 12, 2021, and is between
Headwaters Economics, Inc., a Montana nonprofit corporation with address of P.O. Box 7059,
Bozeman, MT 59715 (“Headwaters Economics”) and the Town of Estes Park, a political
subdivision of the State of Colorado with address of PO Box 1200, Estes Park, CO 80517 (“Estes
Park”). This Memorandum is valid through December 31, 2021, unless otherwise extended in
writing by both signatories.
Purpose and Intent
In 2020, Estes Park was selected to receive technical assistance through Headwaters Economics’
Community Planning Assistance for Wildfire (CPAW) program.* The purpose of this
Memorandum is to clarify roles, responsibilities, and expectations associated with participation
in CPAW. CPAW is a voluntary program. This Memorandum does not create a binding and
legally enforceable agreement between the Headwaters Economics and Estes Park.
CPAW supports local adaptation to wildfire by providing technical assistance to communities.
Technical assistance varies based on community needs and may be in the form of land use
planning recommendations, risk assessment, research, and capacity-building activities. CPAW
services are provided at no financial cost to selected communities.
Roles and Responsibilities
Estes Park
By accepting this Memorandum and participating in CPAW, Estes Park commits to working with
CPAW on the following tasks:
• Provide background information, plans, regulations, wildfire data and related
documentation, and knowledge of local issues to help CPAW identify and understand
appropriate planning and wildfire challenges facing the community;
• Provide a minimum of two key points of contact (a representative for the planning
department, and a representative for the local fire department or fire protection
district) committed to responding to inquiries from CPAW;
• As Covid-19 restrictions allow, and as needed, host community site visit(s) to help CPAW
meet with local stakeholders to discuss planning and wildfire topics;
• Engage in the review process of drafted products, tools, and documents by providing
timely feedback, as requested;
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• Liaise with other local stakeholders, elected officials, and the public, as appropriate, to
engage them in the CPAW process and share final deliverables;
• Actively engage in the CPAW process, including attending scheduled meetings,
responding to email inquiries, co-presenting at events, and participating in other
requests, as needed;
CPAW
Headwaters Economics/CPAW engages the technical services of additional organizations to
provide CPAW services. All consulting team members who work directly with the community
will be clearly identified throughout the CPAW process.
CPAW commits to providing the following assistance to Estes Park:
1. Enhance community wildfire risk-reduction communications.
a. Assist local leaders in providing community-wide awareness and education on
effective wildfire mitigation strategies for the home and property.
Communication tools and materials will target diverse audiences and use
multimedia platforms, which may include: handouts, presentations (virtual and
in-person if travel allows), interactive online tools and visualizations, research
reports, website posts and op-ed articles, streaming videos, graphics,
photographs and illustrations, and capacity training events.
b. Provide a stakeholder guide for developing a wildfire -resilient community
including who needs to be involved, why wildfire resiliency is relevant to
different groups of stakeholders, and key messages that resonate with diverse
stakeholders.
c. Develop strategies and materials focusing on mitigation measures for different
types of property owners, such as permanent, year-round residents; second-
home owners and absentee residents; and commercial and business owners.
2. Increase land use planning capacity.
a. Provide model language and support in the Comprehensive Plan update process.
Work closely with contractors updating the Comprehensive Plan to ensure
wildfire mitigation is considered in document development.
b. Provide model ordinances and examples that support wildfire-resilient growth in
undeveloped areas of the county (i.e., cluster development, small -parcel
fragmented landscapes, etc.).
c. Provide recommendations and model ordinances for wildfire mitigation within
the urban core residency, commercial areas, and business district considering
the need to retain aesthetics of place and building preferences.
d. Set the stage to inform the development code rewrite (2022), including
subdivision and landscaping regulations.
e. Connect stakeholders to risk-mapping resources.
3. Work in partnership and support other agencies' scopes of work as they relate to
wildfire mitigation.
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a. Maintain open communication with stakeholders. Listen thoughtfully to
stakeholders’ expressed strengths, needs, and ideas.
b. Provide resources such as model language, best practices, and examples from
peer communities.
Implementation
Estes Park retains all responsibility for developing and implementing community and land use
regulations and for authorizing actions to implement regulatory requirements, plan goals,
policies, and actions for all property under its jurisdiction. Further, Estes Park is under no
obligation to use or implement any CPAW recommendations.
Final deliverables created by CPAW will be provided to Estes Park and may also be shared
publicly unless other arrangements are discussed by both parties in advance.
Neither party anticipates financial contribution from the other party for any component of this
MOU.
Contact
Questions or concerns about this Memorandum should be directed to:
• Kimiko Barrett, Ph.D., Headwaters Economics
Email: kimi@headwaterseconomics.org
Phone: (406) 224-1837
Signatures
Town of Estes Park: Approved as to Legal Form:
_________________________________ _____________________________
Mayor Town Attorney
ATTEST: Approved as to Content:
__________________________________ _____________________________
Town Clerk Town Administrator
__________________________________ ________________________
Patty Hernandez, Executive Director Date
Headwater Economics
5/12/21
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*Community Planning Assistance for Wildfire Program
Community Planning Assistance for Wildfire (CPAW) is a program of Headwaters Economics. It works
with partners at the local, state, and federal level to create fire-adapted communities. CPAW
collaborates with communities to strategically envision and plan safe homes and neighborhoods in areas
with increasing wildfire risks. It provides communities with diverse services including land use planning
recommendations, custom research and science, communication tools, and risk mapping to mitigate
wildfire risks, reduce home losses, and increase public safety.
Established in 2015, CPAW is funded by the U.S. Forest Service and private foundations. CPAW has
directly worked with 75 communities and reached thousands of people through events, presentations,
online tools, downloadable reports, and media presence.
In accordance with Federal law and the U.S. Department of Agriculture policy, this institution is prohibited from
discriminating on the basis of race, color, national origin, sex, age, or disability. (Not all prohibited bases apply to
all programs.) To file a complaint of discrimination, write USDA, Director, Office of Civil Rights, Room 326-W,
Whitten Building, 1400 Independence Avenue, SW, Washington, DC 20250 -9410 or call (202) 720-5964 (voice and
TDD). USDA is an equal opportunity provider and employer.
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OPTION 3: COMBINED BRANDING STYLE
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OPTION 4: SOMETHING COMPLETELY NEW
BRIGHT MUTED MODERN
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COMPREHENSIVE PLAN CASE STUDIES
TOWN OF ESTES PARK
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Imagine Austin– the city’s comprehensive plan
through 2040, was adopted unanimously by the
Austin City Council on June 15, 2012. The planning
process began in 2009 and involved extensive
public engagement, including over 30 public
meetings, 32 public Working Group meetings, 65+
targeted briefings and presentations, yielding over
18,000 responses and participants.
The comprehensive plan is structured around a
seven-part vision and seven policy area “building
blocks”: Land Use and Transportation, Housing and
Neighborhoods, Economy, Conservation and
Environment, City Facilities and Services, Society,
and Creativity.
The Implementation section of the plan offers
multiple community indicators for each vision area,
as well as a detailed action matrix and identifies
priority programs to implement each action item.
Austin, TX
IM
A
G
I
N
E
A
U
S
T
I
N
ABOUT THE PLAN
The city’s comprehensive plan includes a set of
creative policies that support creative placemaking.
The creativity section discusses the importance of
arts and culture in supporting the city’s community
character, quality of life, and economy. Creative
policy recommendations encourage partnerships
between community members and organizations,
greater access to arts and culture activities for all
community members, and growing community hubs
for creativity. Additionally, it identifies a variety of
initiatives, programs, capital improvements, or
regulatory changes that support arts and culture.
CREATIVE PLACEMAKING
The plan is organized into the following five chapters:
1. The Roadmap and The Road Ahead
• The need for a new comprehensive plan
• Core principles for a sustainable future
• Use these principles to realize the plan
2. Experiencing Austin: Who Are We Today?
• Trends
• Challenges
• Issues
3. Imaging Austin: Our Vision of a Complete Community
• Vision statement
• Complete communities
4. Shaping Austin: Building the Complete Community
• Growth concept map series
• Building blocks and policies
5. Implementation and Measuring Success
• Priority Programs
• Actions
• Using Imagine Austin
• Monitoring and Review
Austin’s eight priority programs help translate the community’s vision and goals into action:
1. Invest in a compact and connected Austin.
2. Sustainably manage our water resources.
3. Invest in our workforce, education systems, entrepreneurs, and local businesses.
4. Use green infrastructure to protect environmentally sensitive areas and integrate nature into the city.
5. Grow and invest in Austin’s creative economy.
6. Develop and maintain household affordability throughout Austin.
7. Create a Healthy Austin Program.
8. Revise Austin’s development regulations.
PLAN ORGANIZATION
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• Speaker Series: Following the adoption of Imagine Austin, the City launched a Speaker
Series as a way to promote and implement the Imagine Austin Comprehensive Plan
through shared dialogue and mutual learning. The series hosts thought leaders from
around the nation to give talks on various subjects to promote and implement the vision
and policies set forth in Imagine Austin.
• Meeting in a box: Allowed community groups, businesses, and individuals to host their
own meetings at their convenience.
• Online forums and comments: Website that offered a less structured way for people to
communicate with stall and with one another.
• Traveling Teams: Team members visited high-traffic areas such as football games,
farmers markets, and festivals to promote the process, distribute surveys and directly
engage people.
• Imagine Austin Release Party: Festival held to get public input on the draft
comprehensive plan. The public was able to weigh in on the plan’s priorities, as well as
on the draft plan itself.
• Annual Reports: Report providing key facts. It highlights accomplishments/ initiatives.
• Best Practices cited throughout the Plan.
• Which Way, Austin? Survey– over 200,000 distributed. This informative and educational
12 page newsletter on comprehensive planning included the plan’s importance and key
issues, plus the alterative future scenarios, indicators and survey.
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planokc is Oklahoma City’s first new comprehensive
plan since 1977. The plan was adopted July of 2015
with seven community-developed “Big Ideas”
defining the overall direction of planokc. The “Big
Ideas” are:
1. Develop a transportation system that works for
everyone.
2. Increase housing choice and diversity for all life-
styles.
3. Build an urban environment that facilitates health
and wellness.
4. Develop great places that attract people and
catalyze development and innovation.
5. Ensure stable, safe, attractive, and vibrant
neighborhoods.
6. Develop efficiently to achieve fiscal sustainability
and improve our quality of life.
7. Preserve rural character and natural resources.
The “Big Ideas” in the plan are meant to
accommodate every resident– from student to
retiree. The eight elements of the plan are designed
to fulfil the plan’s “Big Ideas”. Each element includes
what goals and initiatives it addresses, and provides
details on how it will be implemented.
The digital version of planokc is user-friendly and
easy to navigate.
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ABOUT THE PLAN
The plan is organized as follows:
1. Purpose & Process: explains the process used to
develop planokc.
• Introduction
• Why Plan
• Why Plan Now?
• How You Built planokc
2. Development Guide: guides the physical development
by articulating land use policies and capital improvement
priorities.
• Big Ideas
• Land Use Plan
• Infrastructure & Investment
Element chapters (3-10) cover different topics and
discuss issues, goals, and initiatives related to each topic.
3. sustain okc (future land use)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
4. connect okc (transportation)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
5. green okc (environmental & natural resources)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
PLAN ORGANIZATION
6. live okc (communities)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
7. enrich okc (preservation, appearance, culture)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
8. play okc (parks & recreation)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
9. strengthen okc (economic development)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
10. serve okic (public services)
• Our Situation
• Our Plan
• Our Goals
• Our Initiatives
11. Policies & Implementation: lists individual actions the
City will undertake in the coming years to implement the
initiatives. It is organized by element and also serves as an
implementation tracking system.
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Plan OKC had a very robust public engagement process, with over 20,000 people participating in the development of the plan. T he public en-
gagement process was divided into a two -part process to identify the issues, goals, and policies that form the foundation of pla nokc.
Part 1: Awareness and Outreach
Initial outreach designed to make the public aware of planokc and provide basic information on community planning and opportu nities for future
involvement. Outreach included:
• Public Kick-off– initial kickoff meeting to explain the process to the community, share preliminary information that had been collected and
invite residents to participate in future events.
• Presentation Circuit– City planners spoke to various professional, non-profit, and neighborhood groups to introduce planokc and share
ways the could be involved. The Presentation Circuit reached approximately 50 groups and over 1,300 people.
Part 2: Goals, Policies, and Vision Development
This phase focused on gathering a wide range of community input that was used to identify issues and challenges, identify bro ad community
goals, and a vision for the future. Input from community members was gathered in a variety of ways, including:
• Neighborhood Workshops– these meetings were held at Langston-OKC with assistance from Neighborhood Alliance. Approximately 160
neighborhood leaders and residents helped identify neighborhoods’ strengths and challenges.
• Meeting in a Box– self-guided activity that allowed citizens to host their own planokc meeting to discuss then livability indicators, rate their
importance of each indicator, and report back to planokc staff.
• Joint Commission/Committee Workshop– Planners held a joint workshop for City design committees and commissions and the Planning
Commission. The focus was to share the strengths and challenges of each area of the city.
• Greater Oklahoma City Chamber of Commerce Retreat– this allowed participants to discuss the challenges facing the city and develop
strategies and ideas for addressing those challenges.
• Presentation to School Districts and City Managers – planokc staff hosted a special meeting for area school districts and city managers of
neighboring jurisdictions to share information about the process and invite them to participate in Stakeholder Groups.
• Community Updates and Open Houses – several large community presentations were conducted to build awareness and inform residents
on work completed.
• Growth Scenarios Workshops – focused on the alternative approaches to accommodating our city’s future growth. The survey component
was also available on-line for residents who were unable to attend the workshops.
• Focus groups– several focus groups were held with members of the real estate industry, and neighborhood and environmental advocates in
the summer and fall of 2014 in order to receive input on planokc policies.
• Community Surveys– survey techniques described on the previous page.
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PUBLIC ENGAGEMENT
The public engagement process was guided
and assisted by three core groups:
1. Citizen Stakeholder Groups– a total of
eight Citizen Stakeholder Groups were
formed-one for each of the eight plan
elements. The stakeholder groups were
composed of interested citizens who
volunteered to identify issues and develop
goals for their element.
2. Healthy Communities Oversight Group–
this group was charged with helping ensure
that the goals and policies in planokc were
consistent with the city’s public health objec-
tives. The group was primarily composed of
public health experts and individuals working
to understand the connections between
health and the built environment, with the end
goal of planning for a healthier community,
economy, and environment.
3. Citizen Advisory Team– this was a 27-
member, Mayor-appointed group that provid-
ed advice at key points in the planning pro-
cess, responding to the work done by plan-
ners and stakeholder groups. Members repre-
sented a cross-section of interests in the com-
munity, including representatives from each of
the eight citizen stakeholder groups, the
Healthy Communities Oversight Group, the
development sector, public schools, and the
community at large. Each ward was repre-
sented by a member of the Planning Commis-
sion or City Council.
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COMMUNITY SURVEYS
The city used a variety of surveying techniques to reach the widest
audience possible. Surveys included:
• planokc Vision Survey– invited residents to provide a work or
a short phrase to describe their vision of a future Oklahoma City
and asked what they believed should be the overall goal of
planokc.
• Planokc GrowdGauge Survey– asked participants to rank
their priorities for Oklahoma City, informed them on how City
policies or actions could impact their priorities, and asked them
to identify the policies or actions they support most.
• Housing Survey– gauged the existing and future housing
demands of residents. A random survey was distributed via
mail, along with a targeted survey of university students, young
professionals, and recent arrivals to the city.
• Community Appearance Survey - In order to understand what
community appearance issues Oklahoma City faces, and what
design elements residents consider appealing, this survey
asked respondents to react to a series of images representing
various appearance and design elements. These responses
influenced the creation of numerous design-related policies.
• Parks Survey- In 2012, as part of the Oklahoma City Parks
Master Plan, over 600 mail and phone surveys were completed
regarding opinions on parks, recreation and open space. This
survey was key to understanding current park system use,
determining priorities for future improvements, and measuring
support for ways to financially sustain the park system.
• planokc Citizen & Business Surveys - These statistically
significant surveys were used to gather our residents’ and
businesses’ opinions on transportation options, city services,
the appearance of the city and other quality of life issues. The
surveys were completed during the winter of 2013 and the
spring of 2014 by over 1,200 households and nearly 500
businesses.
Elements page on planokc’s website. The page is organized by element and includes details that fully describe each policy, in cluding
what goals and initfatfves it addresses, and how it will be implemented. By clicking ‘Details’, people are able to see what responsible
partfes are involved in policy implementatfon, a targeted ‘start-by’ date, and goals and initfatfves addressed.
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The General Plan, Park City’s comprehensive Plan
was adopted in 2014 and is organized around four
themes that reflect the city’s core values which were
identified by residents in 2009 during a community
wide visioning process. The themes are:
• Small Town
• Send of Community
• Natural Setting
• Historic Character
Rather than having individual sections dedicated to
Land Use, Transportation, and Sustainability, the
General Plan is organized by the four themes and is
divided into two volumes.
Volume I describes the goals, objectives, and
strategies for each of the themes. Volume II contains
information that supports the goals, objectives, and
strategies outlined in Volume I. This includes
methodology, trends, analysis, data, and more
fine-tuned, detailed strategies.
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The General Plan implements a Neighborhood
Portfolio approach, which recognizes that each
neighborhood plays a unique function within the City
and respects the interdependency of the parts. Park
City believes that its overall health is dependent on
how the individual neighborhoods work together.
The City was divided into ten neighborhoods.
NEIGHBORHOOD PORTFOLIO
The plan is organized as follows:
1. Introduction
2. Park City Visioning Outlined
3. Small Town
A. Land Use
B. Regional Planning
C. Transportation
4. Natural Setting
A. Open Space
B. Resource Conservation
C. Climate adaptation
5. Sense of Community
A. Housing
B. Parks & Recreation
C. Special Events
D. Economy
6. Historic Character
A. Historic Preservation
7. The PC Neighborhoods
A.1-10
8. Appendices—Trends
PLAN ORGANIZATION
In 2009, a community wide visioning process was
conducted. An open ended methodology was
implemented for the community engagement phase
to not shape or direct responses. Interviews, photos,
comment cards, and community gatherings were
utilized for the visioning process.
Residents participated in the following:
• 198 individuals attended community gatherings
and focus groups
• 450 interviews conducted
• Four focus groups held
• 759 photos taken
• 182 comment cards collected with 534 com-
ments
• More than 500 hours contributed by residents in
participating in community gatherings, conduct-
ing interviews, preparing a visual inventory and/
or participating in focus groups.
PUBLIC ENGAGEMENT
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Example of the Neighborhood Portiolio approach
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The Jackson/Teton County Comprehensive Plan is
an update to the 1994 Plan. Jackson and Teton
County adopted the core of the Comprehensive Plan
in 1994, at the same time as the Land Development
Regulations.
The 1994 Plan replaced a comprehensive plan and
Land Development Regulations that had been in
place since 1978. This was a joint planning effort
that resulted in a single plan for both jurisdictions.
However, several contemporary themes were not
addressed in the 1994 Plan, including: sustainability
and climate change, shifting economy, design
principles and guidance for Downtown Jackson, and
in 2007, the town and county recognized the need to
update the 1994 Plan.
The newly updated Jackson/Teton County
Comprehensive Plan was adopted in 2012 and
builds on the vision and strategies of the 1994 Plan,
with new guidance and strategies to increase the
sustainability and predictability of land use decisions.
The document is designed to be a living plan that
can adapt to new needs and conditions. The Plan is
comprised of a four part feedback cycle to achieve
the community’s vision and desired character.
The vision is the basis of the plan and informs the
policies that describe the community’s ‘Common
Values of Community Character’ which are ecosys-
tem stewardship, growth management, and quality
of life. The implementation of the policies is depicted
in the ‘Illustration of our Vision’ document. The suc-
cess of policy implementation is analyzed through
the Growth Management Program.
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The plan is organized as follows:
1. Our Vision │ Executive Summary
Plan Framework: A Continuous Feedback Cycle
Common Values of Community Character
Achieving Our Vision
Illustration of Our Vision
Plan Highlights: Learning from the Past
Plan Highlights: Innovative Planning Tools
2. Ecosystem Stewardship: Common Value 1
Section 1. Stewardship of Wildlife, Natural Resources
and Scenery
Section 2. Climate Sustainability through Energy
Conservation
3. Growth Management: Common Value 2
Section 3. Responsible Growth Management
Section 4. Town as the Heart of the Region—The Central
Complete Neighborhood
4. Quality of Life: Common Value 3
Section 5. Local Workforce Housing
Section 6. A Diverse and Balanced Economy
Section 7. Multimodal Transportation
Section 8. Quality Community Service Provision
5. Achieving Our Vision
Section 9. Growth Management Program
Section 10. Administration
6. Illustration of Our Vision
District 1: Town Square
District 2: Town Commercial Core
District 3: Town Residential Core
District 4: Midtown
District 5: West Jackson
District 6: Town Periphery
District 7: South Highway 89
PLAN ORGANIZATION
District 8: River Bottom
District 9: County Valley
District 10: South Park
District 11: Wilson
District 12: Aspens/Pines
District 13: Teton Village
District 14: Alta
District 15: County Periphery
7. Appendices
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Illustration of Our Vision– this defines the type of
preservation or development in each area of the
community, which have been divided into fifteen
Character Districts. In areas suitable for
development, the Illustration of Our Vision describes
how the character will be protected while ensuring
that development enhances Quality of Life. In all
other areas, it describes how to preserve and
enhance wildlife habitat, wildlife connectivity, scenic
vistas, and open space. Defining desired character
for all areas provides predictability in planning and
development. Incremental, site-specific
determinations of policy applicability that are tied to
a specific development plan are no longer the
community’s growth management principle. The
Illustration of Our Vision bridges the gap between
the Vision and the development of individual sites so
that all community members can understand how an
individual preservation or development project
should contribute to the achievement of the
community’s vision.
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The update resulted in a five year public process. Over
the course of the five years, many reports were complet-
ed, hundreds of staff reports and presentations were re-
leased, thousands of comments were received, and nine
drafts of the Plan were published. The highlights of the
public outreach strategy include:
• Website– provided the opportunity to access and
review draft documents and respond to survey
questions and on-line polls.
• Two advisory committees– a Stakeholder Advisory
Group (STAG) and a Technical Advisory Group
(TAG) met throughout the process to assist the
Planning Team.
• Three community surveys– surveys invited citizen
responses to specific questions about community
values and growth management strategies.
• Regular meetings with Town and County Planning
Commissions and elected officials occurred.
• Five community workshops– meetings sought input
regarding the proposed policies and the creation of a
Future Land Use Plan.
• Numerous neighborhood meetings– these were
held in various locations throughout the town and
county and provided the opportunity for additional
public comment.
PUBLIC ENGAGEMENT
Example of Illustratfon of Our Vision Character District
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Implementatfon Sectfon with Actfon Matrix
Public Engagement Speaker Series
Plan on a Page
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Public Engagement
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Plan organizatfon based on community’s core values
Neighborhood Portiolio Approach
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Plan organizatfon based on community’s values
Illustratfon of Our Vision
Character Districts
COMPREHENSIVE PLAN HIGHLIGHTS
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