HomeMy WebLinkAboutPACKET Transportation Advisory Board 2023-04-194/14/2023
TRANSPORTATION ADVISORY BOARD April 19, 2023 12:00 p.m.
REGULAR MEETING Town Hall | Room 202
AGENDA
In-Person Meeting | Board, Staff, and Public
12:00 pm Public Comment
12:05 pm Trustee Liaison Update Trustee Martchink
12:10 pm Approval of Minutes dated March 15, 2023 (packet)
12:15 pm Estes Transit Branding Project Update (packet) Slate Communications
12:35 pm Mobility Services Manager Solesbee
1:05 pm Provisional 2024 Town Strategic Plan Goals & Objectives Director Muhonen
(packet)
1:30 pm Engineering & Administrative Updates Director Muhonen
1:55 pm Other Business
Adjourn
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Town of Estes Park, Larimer County, Colorado, March 15, 2023
Minutes of a Regular meeting of the TRANSPORTATION ADVISORY
BOARD of the Town of Estes Park, Larimer County, Colorado. Meeting held
in the Municipal Building in said Town of Estes Park on the 15th day of
March, 2023.
Board: Chair Belle Morris; Vice-Chair Kristen Ekeren; Members
Javier Bernal, Jessica Ferko, Ann Finley, Larry Gamble, Linda
Hanick, Mark Igel, and Gordon Slack; Trustee Patrick
Martchink; Staff Liaison Greg Muhonen
Attending: Chair Morris; Vice-Chair Ekeren; Members Bernal, Ferko
Gamble, Hanick, and Slack; Director Muhonen; Trustee
Martchink; Manager Solesbee; Recording Secretary
McDonald
Absent: Member Igel
Chair Morris called the meeting to order at 12:07 p.m.
PUBLIC COMMENT
None.
TRUSTEE LIAISON UPDATE
Trustee Martchink advised that the Town Board of Trustees approved applications for
Chair Morris, Member Finley, and Member Gamble to continue their service on the TAB.
The appointments were approved on March 14, and the new three-year terms will expire
on March 31, 2026.
APPROVAL OF MINUTES DATED FEBRUARY 15, 2023
It was moved and seconded (Slack/Finley) to approve the February 15, 2023, minutes
with a minor amendment, and the motion passed unanimously.
MOBILITY SERVICES UPDATES
Manager Solesbee reported that public feedback on increasing the resident parking
permit time limit was overwhelmingly supportive, with 160 responses received in one
week. Changing this Local 60 permit definition would require amending the Estes Park
Municipal Code at a public hearing; a TAB letter of support to extend the resident
exemption for paid parking would be due March 30 for the April 11 Town Board meeting.
Discussion points included the permit’s utilization history; extending the exemption time
by 30 minutes as opposed to 60; how the Estes Valley Library (EVL) program hours
impact resident permit usage; best practices in place for other mountain towns serving
the parking needs of residents; and encouraging residents to use the Parking Structure,
Big Horn lot, or any other lots during periods of anticipated availability. It was moved and
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Transportation Advisory Board – March 15, 2023 – Page 2
seconded (Slack/Gamble) to increase the resident exemption permit to 90 minutes,
and the motion passed unanimously. The TAB’s letter of support should show all opinions
on changing the permit definition.
With transit contractor pricing now set, the 2023 Town Transit Service will proceed with
running two trolley routes from 7:30am to 9:30pm daily, allowing for stops approximately
every 20 minutes, May 26-October 22. The Green Route will no longer service the Events
Complex. Dispatch service will be shared with Rocky Mountain National Park (RMNP).
Service for special events will continue, and holiday service will run November 17-January
1, 2024. Bustang to Estes weekend service, newly promoted as Elkstang, will begin
Memorial Day weekend with a slight fee increase from 2022.
Other transit presentation points included the recently launched 2023 sponsorship
program; Via Mobility Service’s free, AAA-funded ride service between Estes Park and
Loveland, offered by reservation on Tuesdays and Wednesdays, 10am-2:30pm, now
through June 30; a planned presentation on transit branding by Slate Communications at
the April TAB meeting; upcoming informational meetings with VanGo for Town Human
Resources staff and local organizations; and grant funding received by the US 34
Transportation Management Organization (TMO) for start-up costs. Updates from the
electric vehicle (EV) initiative included that the Zero-Emission Vehicle (ZEV) Fleet
Transition Plan has been fully funded and budgeted for $40k; an EV Ride & Drive event
is scheduled for April 15, 10am-5pm, in the Town Hall parking lot; and an April 11 Town
Board Study Session on EV Plan implementation, which will include coordination efforts
between the Town’s Power and Communications Division and Platte River Power
Authority on charging infrastructure.
The Parking Division’s summer preparations include encouraging early permit
registrations; collaboration with the EVL, Estes Chamber of Commerce (ECC), the
lodging community, and other businesses; the Parking Structure incentive program and
promotional banner, the Trolley pin program, and other advertising initiatives; extended
transit hours; and expansion of the field team, with an emphasis on parking education
versus issuing citations. There was brief discussion about where best in the community
to place informational flyers about transit and parking.
ENGINEERING & ADMINISTRATIVE UPDATES
Director Muhonen reported that the Graves Avenue Improvements-Safe Routes to School
project is at 100% design, with Colorado Department of Transportation (CDOT)
concurrence pending easement acquisitions; it was agreed that this long overdue project
warrants completion as soon as possible.
The 2023 Street Improvement Program (STIP) chip and crack seal contract with Vance
Brothers was renewed for another year. The overlay and patching contract goes to bid at
the end of March.
The Cleave Street Improvement 90% design plans are being reviewed by the Town and
Sanitation District; comments will be provided to Kimley-Horn. Easement acquisitions
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Transportation Advisory Board – March 15, 2023 – Page 3
begin soon. Discussion points included the undergrounding of overhead electric; asphalt
and concrete placement; and possible themed art for transformer boxes near the Old
Church Shops.
The Fall River Trail Extension (FRTE) project is still moving slowly for Xcel Energy due to
underestimation of soil conditions and required excavation equipment for the gas line
relocation. A March 8 agreement with Xcel’s contractor should expedite this process and
allow Dietzler’s work to progress. Staff continue to build the Transportation Alternatives
Program (TAP) grant application for the FRTE’s final segment; a TAB letter of support for
this grant was requested by March 21.
The pre-construction meeting for Prospector Apartments was held; mobilization should
start March 16.
The Reclamation Neighborhood is under Colorado Department of Public Health and
Environment (CDPHE) order for safety improvements. Relocation of sanitary lines is
planned for this Capital Improvement Project. There was brief discussion about other
crosswalk safety issues in the area.
Presentations about the Downtown Estes Loop (DEL) and overall downtown construction
projects were requested by the Estes Board of Realtors, the ECC, and Rotary Club.
Director Muhonen and Town Administrator Machalek are meeting these requests.
The US 36 and Community Drive Roundabout construction officially began with trail
underpass work.
2023 OBJECTIVES & 2024 TOWN STRATEGIC PLANNING
Director Muhonen advised that the TAB’s comments on the 2024 Town Strategic Plan
(SP) would be due by March 24. The first planning meeting was held; staff is now
prioritizing projects for formal inclusion in the SP, which establishes multi-year goals and
one-year objectives. Discussion points included how to fund a parking structure on Big
Horn Drive, and the benefit of a TAB letter of support; the difference between special
revenue and enterprise funding for the Mobility Services Division; and how other
communities utilize and benefit from solar panel use.
OTHER BUSINESS
There was brief discussion about jake brake use on US 34, and the possibility of the
Police Department monitoring this; pothole problems on US 36; and the reminder to
comply with Colorado Sunshine Law regarding outside discussion of any TAB-related
business.
There being no further business, Chair Morris adjourned the meeting at 2:04 p.m.
Lani McDonald, Recording Secretary
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6
Discovery Report and
Brand Management
Guidelines
estes park transit
DRAFT
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Estes Park Transit DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 1
STYLE GUIDE
STAKEHOLDER, TAB
AND BRAND COMMITTEE FEEDBACK10
STAKEHOLDER
INTERVIEWS
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BRAND COMMITTEE
MEMBERS
- 6 Meetings -
BRAND PLATFORM
STYLE GUIDE
LOGO & BUS DESIGN
CREATIVE
FOUNDATION
BRAND
IMPLEMENTATION
Brand Methodology
Slate spoke with the staff, community members, and local
stakeholders to create a brand platform. Once the brand
committee approves the logo and bus design, we can build
a creative foundation, including fonts, colors, templates, and
more. The brand implementation creates a timeline for putting
your new assets to work, with a style guide and path forward.
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Estes Park Transit DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 2
Five Key Takeaways
The following common themes emerged
after discussions with staff and community
stakeholders.
residents don’t consider the transit
system as something they could use to
get around town due to current routes
and schedules.
visitors are coming for a nostalgic
experience in a beautiful place. they are
looking for easy-to-understand options
with minimal planning and stress.
visitors are unaware of the parking
structure option, and residents feel
it is too far away from downtown.
estes is a tight-knit community where
word of mouth reigns and residents
are apprehensive of change.
J1 employees and non-english speaking
riders depend on the transit system.
however, the current routes do not
meet their needs.
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2
3
4
5
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Estes Park Transit DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 3PAGE 3
Estes Park Transit is…
WHAT WE HEARD FROM
STAFF & STAKEHOLDERS GREAT FOR VISITORS
NOSTALGIC
AN EXPERIENCE
UNDERUTILIZED
EASY TO UNDERSTAND
USED BY J1 WORKERS
PROFESSIONAL
COMMUNITY PARTNER
FOCUSED DRIVERS
SUSTAINABLE
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Estes Park Transit DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 4
SWOT Analysis
strengths
»Driver team
»Nimble
»Easy-to-understand routes
»All ADA accessible
»Town org and stakeholder support
»Grants program
»Fun trolley
weaknesses
»Cost of operating transit system
»Infrastructure
»Rural town layout
»Seasonal schedule
»Hours of operation
»Free and abundant parking
opportunities
»Flexibility to offer on-demand options
»Environmentally friendly direction
»J1 workforce
»International visitors
»Partnerships - lodging, state
»Pay parking
»Younger generation ridership
threats
»Maintaining current funding levels
»Expanding services
»Hesitancy to be in groups
post COVID
»Traffic
»Lack of diverse visitor population
»Car centric visitors and residents
»Road layout
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Estes Park Transit DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 5
Target Markets
People coming primarily from Colorado, Texas, and the
midwest to experience Rocky Mountain National Park. They
often road trip in with their families and are there to see the
park, experience Estes Park charm, and get outside during the
summer months. Visitors that live in Colorado come up for
frequent day trips to access their favorite trails year-round.
Most visitors are reluctant to leave their cars and may not be
familiar with riding public transportation systems.
International students housed within Estes Park that work at
hotels or restaurants for a few months at a time. They do not
have their own form of transportation and heavily rely on public
transit. They are often in the area through October.
Those who live in Estes Park year-round. Many of them are
retired and choose to live in Estes Park to experience the
outdoors. Others own local businesses or work in town.
They navigate through town to run errands, go to doctor
appointments, and access their favorite trails. They are not
often riding public transit and prefer to avoid crowds of tourists.
PRIMARY MARKET:VISITORS
PRIMARY MARKET:J1 STUDENTS
SECONDARY MARKET:RESIDENTS
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DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 7
Estes Park Transit
Bus Design Wraps
The brand committee determined to
create a bus wrap design that appealed
to those looking for a unique Estes Park
experience. Each route will have an animal
that reflects the chosen color of the
various routes in the system. Long's Peak
should have a significant presence in the
bus wrap design. Most importantly, each
route will have a unique design to better
assist with non-English speaking riders to
ensure they board the correct bus.
chosen bus design
runner-up
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DISCOVERY REPORT AND BRAND MANAGEMENT GUIDELINES
PAGE 8
Estes Park Transit
The Peak
The brand committee wanted to explore the
possibility of a unique transit organization
label. Therefore, "The Peak" was chosen to
honor the outstanding vista of Long's Peak.
Regarding the bus routes, each will keep its
designated color. For ADA compliance and
non-English speakers, the bus color and the
animal will help with the association when
finding the correct bus to board.
blue route
(bluebird)
red route
(red fox)
brown route
(elk)
silver route
(silver trout)
gold route
(mountain lion)
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PROVISIONAL
Greg Muhonen
Robert Schumaker Vanessa Solesbee Jeff Bailey
KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
1. We value broad collaboration in providing exceptional guest
services.
2.A. Develop events that attract guests to Town in the
winter and shoulder seasons as well as mid-week events. 2.A.1 - Produce a new event in January of 2024 (First People's Festival).
2.B. Continue to develop and attract diverse events and
audiences. 4.1 - Implement a new user-friendly and robust ticketing system for events.
2. We provide high-quality events that attract guests to the
Town.
3.A. Work with public- and private-sector entities to
encourage additional town destination opportunities for
guests, particularly in case visitation limits in the National
Park or elsewhere remain a factor.
4.A.1 - Design a new user friendly Events Department website using a different
website platform.
4.A. Continue to monitor and adjust marketing focus to
events that are branded to and successful in Estes Park. 4.A.2 - Develop and implement a more robust social media program.
3. We strive to balance the impacts of visitation with the needs
and quality of life of our residents and our key outcome areas.
5.A. Implement the 2019 Stanley Park Complex Master
Plan projects at the Events Complex.
4.A.3 - The Visitor Center will implement a plan to cross promote Town
signature events.
5.B. Maintain a high level of arena footing for horse shows
and rodeos at the Events Complex.
5.A.1 - Continue to work with the Fine Arts Guild to evaluate the feasibility of a
performing arts center in Stanley Park.
4. We make data-driven decisions in serving our guests and
residents using up-to-date and relevant data.6.A. Implement the Visitor Services Strategic Plan.
6.B.1 - Enhance the visitor experience in the Visitor Center through Estes Park
imagery and artifacts.
6.B. Visitor Services will work with Visit Estes Park on
developing and implementing ways to help educate and
entertain guests at the Visitor Center.
5. We value a well-maintained Stanley Park Complex.
6.C. Continue to implement a Guest Services (Service
Elevated) annual training for volunteers in the Visitor
Center.
6. We contribute to an exceptional guest experience through a
high-quality Visitor Services Division.
7. We work to address the complications created by increased
visitation with regard to our ability to ensure an exceptional
guest experience.
1. We maintain a well-trained and educated Town Staff.1.A. Implement Human Resources Strategic Plan.
1.A.1 - Implement supervisor training for all Town employees with direct
reports.
2.A. Complete a review of the Town employee benefit
package to ensure the Town remains competitive and
aligned with other municipalities.
1.A.2 - Complete 2024 Organizational Culture Survey and develop an action
plan based on the findings.
2. We attract and retain high-quality staff by being an employer
of choice, including offering highly competitive benefits and
wages.
3.A. Ensure adequate grant writing capacity as the current
grant resources shift in time allocation.
1.A.3 - Refresh the Human Resources Strategic Plan and share next steps with
the Town Board.
4.A. Explore options to improve the Town's ability to
ensure diverse membership representation on Boards and
Commissions. 2.A.1 - Complete a benchmark study of employee benefit packages.
For the purposes of Strategic Policy Statements, "We" refers to the Town organization, led by the Town Board of Trustees.
Town of Estes Park 2024 Strategic Plan
Vision: The Town of Estes Park will be an ever more vibrant and welcoming mountain community.
Mission: The Mission of the Town of Estes Park is to provide high-quality, reliable services for the benefit of our residents, guests, and employees, while being good stewards of public resources and our natural setting.
THERE IS NO RANK-ORDERING OR PRIORITIZATION IN THIS PLAN. ALL NUMERICAL DESIGNATIONS ARE FOR REFERENCE PURPOSES ONLY.
Exceptional Guest Services - We are a preferred Colorado mountain destination providing an exceptional guest experience.
Governmental Services and Internal Support - We provide high-quality support for all municipal services.
4/14/2023 16
KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
3. We match service levels with the resources available to
deliver them.
5.A. Conduct a community survey biennially in odd years
to measure our performance and community preferences.
7.A.1 - Create a public-facing dashboard to share performance measurement
data.
5.B. Evaluate inclusivity of Town community engagement
processes.
4. We strive to ensure that the membership of our Boards and
Commissions reflects the diversity of the community.
7.A. Implement a Town performance management system
including appropriate measures.
7.B. Develop an organizational culture that encourages
continuous process improvement.
5. We strive to gain meaningful input and participation from all
community members. 7.C. Digitize Town records within Laserfiche.
9.A. Minimize risk of becoming a victim of cybersecurity
threats.
6. We prioritize and support a culture of customer service
throughout the organization.
10.A. We will continually evaluate the functionality of our
website to ensure it serves the needs of our customers.
7. We support a culture of continuous improvement in our
internal processes and service delivery.
8. We operate with transparency, maintaining open
communication with all community members and proactively
making Town information available to the public.
9. We monitor for, and protect against, cybersecurity threats.
10. We maintain a robust, transparent, and user-friendly public-
facing website.
1. We ensure water service reliability and redundancy.
1.A. By 2026, increase raw water supply security and
redundancy by obtaining new raw water from the Big
Thompson River.1.A.1 - Complete a draft Big-Thompson raw water supply line route analysis.
1.B. By 2026, improve water accountability by decreasing
overall treated water demand (per capita) through loss
reduction.
1.B.1 - Establish a baseline water loss record using our new Water Audits and
Loss Control Program.
2. We ensure high quality, reliable, and sustainable electric
distribution service.
1.C. Develop a plan to replace one (1) mile of pipe per
year (federal financing will influence the 5-year outlook
on how we replace one mile of pipe per year).
1.C.1 - Submit funding application(s) for the federal Infrastructure Investment
and Jobs Act program and determine if in-house labor will be an eligible
expense.
3.A. Increase/enhance renewable energy sources and
storage in concert with PRPA's transition plan and
advocate for achieving the 2030 noncarbon energy goal
on schedule.
3.A.1 - Explore joint funding options for storage and intermittent renewables
with PRPA.
3. We encourage and support renewable energy sources and
storage.
3.B. Establish planning and policy guidance to direct Town
investment in zero emission fleet vehicles, equipment,
and infrastructure.3.B.1 - Complete a Zero-Emission Fleet Transition Plan.
4.A. Evaluate the service condition, safety, functionality,
accessibility and land use restrictions of our 32 public
buildings using a data-driven approach and document the
outcomes in our LUCITY asset management system.
4.D.1 - Hire consultants to assist in land acquisition and design to relocate the
Police Department out of Town Hall.
4. We ensure that our facilities are well-maintained and meet
the needs of Town Departments and the community.
4.B. Upgrade the quality, function and safety of the
Town's public restrooms.
5.A.1 - Pursue grant funding for private and/or public flood mitigation and
stormwater projects.
Infrastructure - We have reliable, efficient, and up-to-date infrastructure serving our community and customers.
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KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
4.C. Pursue energy conservation projects that improve the
efficiency of our buildings.
5.A.2 - Complete at least one stormwater CIP project from the list included in
the Stormwater Drainage System Maintenance Policy.
5. We are proactive in our approach to mitigating flood risks
including pursuing the implementation of the Stormwater
Master Plan.
4.D. Establish a timeline and funding strategy to
implement the Facilities Master Plan recommendations.
6.A.1 - Conduct a feasibility study and take-rate report on a Trailblazer
Broadband program to help provide access at a reduced or free rate to
economically challenged families within the Trailblazer service area.
4.E. Work with the Fire District to investigate and evaluate
strategies to use Town-owned buildings and Town
projects to demonstrate wildfire mitigation techniques for
facilities.
6. We ensure access to high-speed, high-quality, reliable
Trailblazer Broadband service.
5.A. Upgrade and maintain our stormwater collection
system to reduce the risk of flooding and damage to
public and private property.
5.B. Pursue flood mitigation initiatives to reduce flood risk
and increase public safety.
7. We partner with the three other owner communities to
advance Platte River Power Authority towards our goal of a
100% noncarbon energy mix by 2030.
5.C. Implement a Stormwater Utility for the Estes Valley
that funds the administration, operation, maintenance,
and capital expansion of stormwater infrastructure over a
30 year or greater time period.
5.D. Explore the Community Rating System (CRS) program
as a way to minimize flood insurance costs to the
community.
6.A. We will complete construction of a broadband over
fiber optic cable network for customers in the electric
service area by 2024.
7.A. Participate in PRPA's carbon-to-renewable transition
plan as an owner community.
1. We support a wide range of housing opportunities with a
particular focus on workforce and attainable housing.
1.A. Plan for and utilize 6E funds to achieve Workforce
and Attainable Housing goals in partnership with the Estes
Park Housing Authority.
5.A.1 - Establish a timeline and funding strategy for a Parks and Open Space
Master Plan.
1.B. Incentivize development, conversion, and/or
preservation of workforce and attainable housing,
including downtown.
6.A.1 - Continue rewriting the Estes Park Development Code. (Multi-Year
Objective)
2. We support the needs of our senior community.
2.A. Evaluate the needs of the senior community in Estes
Park.
7.1 - Establish a timeline and funding strategy to implement the
recommendations identified in the ADA Transition Plan.
3.A. Investigate the possibility of establishing one or more
pocket parks in residential areas.
3. We support a family-friendly community and strive to be a
family-friendly employer.
4.A. Plan for and utilize 6E funds to address childcare
issues consistent with the Childcare Needs Assessment
and Strategic Plan.
5.A. Develop a master plan for Town Parks and Open
Space, in cooperation with the Recreation District and
Estes Valley Land Trust. Include a chapter on water-
conscious landscaping.
4. We support a wide range of child care opportunities with a
particular focus on infants and toddlers.
5.B. Overhaul outdated and aging landscaping in
Children's Park, Riverwalk, and Wiest Park by 2026.
6.A. Complete a full rewrite of the Estes Park
Development Code to align with the new Comprehensive
Plan.
5. We expand and improve the durability, functionality, and
efficiency of open space and public park infrastructure.
6.B. Collaborate with community stakeholders to update
our adopted transportation, drainage, and parking design
standards and construction policies in the Development
Code by 2025.
Outstanding Community Services - Estes Park is an exceptionally vibrant, diverse, inclusive, and active mountain community in which to live, work, and play, with housing available for all segments in our community.
4/14/2023 18
KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
6. We have an up-to-date Comprehensive Plan and
Development Code that reflect the will of the community.
7. We are committed to improving community accessibility for
residents and visitors with disabilities.
8. We enact policies that collectively support all demographic
segments of the community, and strive to minimize barriers to a
diverse, family-friendly community and robust workforce.
9. We preserve and make accessible the history of Estes Park to
understand how the community became what it is today and to
make informed decisions about its future.
1. We support environmental stewardship and sustainability
through our policies and actions.
1.A. Enact the Implementation Plan developed from the
Environmental Sustainability Task Force
recommendations.
1.A.1 - Strongly consider funding to hire a full-time Environmental
Sustainability Manager at the administrative level.
1.B. Modify codes and regulations to support alternative
and distributed energy.
2. We are committed to safeguarding the lives and property of
the people we serve.
1.C. Encourage solar energy options on new and
established homes and businesses, including Town
Buildings.
1.D. Support beneficial electrification of buildings by
encouraging the replacement of fossil-fuel appliances
with cleaner electric alternatives.
3. We are committed to fairness and support for victims of
crime, including victims of crimes that invoke the Victims Rights
Act.
1.E. The Events and Visitor Services Department will
reduce the environmental impacts of Town events.
4. We value the importance of maintaining a local emergency
communication center to serve the residents and guests of the
Estes Valley.
1.F. We support the County-wide Wasteshed Plan and will
remain active partners with Larimer County in its
implementation.
1.G. Establish Estes Park as a leader in mountain
environmental stewardship and sustainable practices.
5. We strive to enhance the safety of emergency responders in
non-emergency and critical situations.
1.H. Continue work with Larimer County on Climate Smart
Future Ready initiative.
1.I. Develop a Climate Action Plan specific to Estes Park.
6. We believe in and support restorative practices as a way to
build and repair relationships, as well as increase understanding
about the impact of crime in the Estes Park Community.
2.A. Evaluate and meet the sworn officer, dispatch, and
support services staffing needs of the Police Department.
2.B. Integrate security camera systems in Town Hall,
Visitor Center, Events Complex, and Museum.
7. We train and prepare for responding to community
emergencies.2.C. Evaluate pandemic response plan.
2.D. Work with the Estes Valley Fire Protection District to
evaluate the need for a full-time Emergency Manager.
Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment.
4/14/2023 19
KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
8. We are proactive in our approach to wildfire planning and
mitigation in response to elevated fire risks in the Estes Valley
and the surrounding area.
7.A. Work collaboratively with the Estes Valley Fire
Protection District to build an Emergency Management
function that is focused on resilience, planning for
emergencies, responding to emergencies, and recovering
from emergencies.
9. We recognize the importance of mental health in our
community and work with local and regional partners to
improve mental health safety and awareness.
1. We foster an inclusive, robust, and sustainable economy by
making our economic development decisions based on a triple
bottom line model, considering economic, social, and
environmental impacts and benefits.
2.A. Evaluate and improve the Development Review
process.
4.A.1 - Work with the Estes Chamber of Commerce and Downtown businesses
to evaluate implementation options for the Downtown Plan.
4.A. Implement the Downtown Plan.
2. We create and sustain a favorable business climate.
5.A. Conduct corridor studies for the corridors called out
in the Comprehensive Plan.
3. We support a diverse economy, attracting and serving a
broad range of current and potential stakeholders.
4. We recognize the importance of a vibrant, attractive, and
economically-viable Downtown Core.
5. We support investment and revitalization in all of the Town's
commercial corridors and centers.
6. We support economic development efforts led by other
organizations, including business attraction, retention, and
expansion.
7. We lead specific economic development efforts identified by
the Town Board.
8. We recognize the benefits of shopping locally and will
actively support our local businesses and the local economy.
1. We maintain up-to-date financial policies, tools, and controls
that reflect the financial philosophy of the Board.
1.A. Replace the current accounting system with a
modern Enterprise Resource Planning (ERP) system by
2025. 1.A.1 - Implement new ERP system. (Multi-Year Objective)
1.B. Develop a set of general budget policies to help guide
budget development in the future. This should include
consideration of reserve policies, use of one time funding,
budgeting approach to vacancies, etc.
2. We make data-driven financial decisions for capital projects.
1. We support having a sustainable, accessible, and efficient
multimodal transportation network.
1.A. Street rehabilitation efforts will result in an average
Pavement Condition Index of 80 or greater for the Town
street network by 2034. 1.A.1 - Complete the construction of the Cleave Street Improvements.
Robust Economy - We have a diverse, healthy year-round economy.
Town Financial Health - We will maintain a strong and sustainable financial condition, balancing expenditures with available revenues, including adequate cash reserves for future needs and unanticipated emergencies.
Transportation - We have safe, efficient, and well-maintained multimodal transportation systems for pedestrians, cyclists, motorists, and transit riders.
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KEY OUTCOME
AREA
STRATEGIC POLICY STATEMENTS GOALS (MULTI-YEAR) OBJECTIVES (ONE-YEAR)
1.B. Fund the upgrade and maintenance of our public trail
network to comply with adopted safety and disability
standards through 2034.
1.A.2 - Complete the street rehabilitation of 1st Street, 2nd Street, 3rd Street,
North Court, and South Court and provide ADA compliant pedestrian facilities
following the water main and service installation project.
2. We continue to reduce traffic congestion and improve traffic
safety throughout the Town.
1.C. Study the possibility of adopting impact fees and fee-
in-lieu mechanisms to assist in funding multimodal
transportation improvements.
1.A.3 - Complete rehabilitation of West Elkhorn Avenue from Moraine Avenue
to Far View Drive.
2.A. Collaborate with Federal & State partners to mitigate
traffic congestion with multimodal solutions throughout
the Town.
2.A.1 - Deliver technical support and public communication assistance for
construction of the Downtown Estes Loop by FHWA. (Multi-Year Objective)
3. We effectively communicate to residents and visitors the
Town's parking and transportation options.
2.B. Develop funding strategies for the design,
environmental clearance, and construction of the
Moraine Avenue Multimodal Improvements.
2.H.1 - Select specific recommendations from the Multimodal Transportation
Plan for budgeting and implementation in 2025.
2.C. Explore the potential for year-round local and
regional transit service.
2.D.1 - Seek funding and create an implementation timeline for the year-one
recommendations from the Transit Development Plan.
4. We make strategic, data-driven investments in technology
that promotes the financial and environmental sustainability of
the Town's parking and transportation assets.2.D. Implement the Multimodal Transportation Plan.
4.A.1 - Evaluate implementation of paid parking in all downtown public lots
and the associated timing and funding impacts for a new downtown parking
structure.
2.E. Implement the recommendations for multimodal
improvements on US 34 between Wonderview Avenue
and Steamer Drive as outlined in the US34 Corridor Study.4.A.2 - Construct a single-deck parking structure above the Big Horn parking lot.
5. We identify and leverage local, regional, and national
partnerships that strengthen and extend the Town's parking and
transportation system.
4.A. Implement the Downtown Parking Management Plan
in a manner that delivers parking services as a self-
sustaining program by 2030.
5.1 - Seek funding to construct the Visitor Center Parking Lot Improvements
and the first phase of the US 34 Corridor Improvements. complete the
construction phase of the SB267 Mobility Hub project.
6.A. Implement the Electric Vehicle Infrastructure &
Readiness Plan as grant funding opportunities coincide
with Town needs.
5.2 - Actively participate in the US34 Coalition and Transportation
Management Organization planning and project implementation.
6. We consider the potential impacts of technology changes,
including electric and autonomous vehicles, in all transportation
planning.
7.A. Participate in the CDOT grant funding program to
complete the bike and pedestrian network within one
mile of Estes Park public schools.
7.A.1 - If funded, complete the design and construction of the multiuse path on
the east side of Community Drive between Manford Ave and US36. (2023
Carryover)
7.B. Complete the Fall River Trail using available trails
expansion funds, open space funds, and grant funding.
7.A.2 - Pursue CDOT Safe Routes to School grant funding for the design of the
segment of the Community Drive Multi-Use Trail between Brodie Ave and
Graves Ave.
7. We continue to develop trail connectivity in the Estes Valley
in partnership with other entities, implementing the priorities in
the Estes Valley Master Trails Plan.
7.B.1 - If funded by the 2023 TAP grants, complete the design of the Fall River
Trail.
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