Loading...
HomeMy WebLinkAboutSTRATEGIC PLAN Town of Estes Park 2024R1 (03/12/2024) 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 Division 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 - Visitor Services 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. 5.A.2. Update the conceptual design and cost estimates for the Stall Barns and develop a plan to fund the improvement. (2022 CARRYOVER) 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. 6.B.1 - Enhance the visitor experience in the Visitor Center through Estes Park imagery and artifacts. 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. 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. 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. 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. 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. Governmental Services and Internal Support - We provide high-quality support for all municipal services. 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.A.2 - Update the Water Master Plan. (2023 CARRYOVER) 2. We ensure high quality, reliable, and sustainable electric distribution service. 1.C. Develop a plan to replace one mile of pipe per year (federal financing will influence the outlook on how we replace one mile of pipe per year). 1.B.1 - Establish a baseline water loss record using our new Water Audits and Loss Control Program. 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. 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. 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. 1.C.2 - Make funding and staffing plan for a capital construction projects crew. (2023 CARRYOVER) 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. 3.A.1 - Explore joint funding options for storage and intermittent renewables with PRPA. 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. 3.B.1 - Complete a Zero-Emission Fleet Transition Plan. 4.C. Pursue energy conservation projects that improve the efficiency of our buildings. 3.B.2 - Assist the Town Board with determination of a guiding policy regarding the Town and private-sector roles in implementing the Electric Vehicle Infrastructure & Readiness Plan. (2023 CARRYOVER) 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. 4.C.1 - Install Phase 1 and 2 Town Hall Variable Refrigerant Flow cooling units. (2022 CARRYOVER) 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. 4.D.1 - Start design efforts and pursue land acquisition necessary to relocate the Police Department out of Town Hall. 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.A.1 - Pursue grant funding for private and/or public flood mitigation and stormwater projects. 5.B. Pursue flood mitigation initiatives to reduce flood risk and increase public safety. 5.A.2 - Complete at least one stormwater CIP project from the list included in the Stormwater Drainage System Maintenance Policy. Infrastructure - We have reliable, efficient, and up-to-date infrastructure serving our community and customers. 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 Program for Estes Park that funds the administration, operation, maintenance, and capital expansion of stormwater infrastructure over a 30 year or greater time period. 5.A.3 - Develop, fund, and implement a stormwater drainage system maintenance program. (2022 CARRYOVER) 5.D. Explore the Community Rating System (CRS) program as a way to minimize flood insurance costs to the community. 6.A.1 - Complete construction of Trailblazer Broadband system for customers in the electric service area. 6.A. Complete construction of a broadband over fiber optic cable network for customers in the electric service area by 2024. 6.A.2 - 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. 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. 2.A.1 - Review data on needs of senior community in Estes Park and evaluate actions that the Town could take to address these needs. 1.B. Incentivize development, conversion, and/or preservation of workforce and attainable housing, including downtown. 5.1 - Expand the greenhouse footprint and production capacity to service expanding planting demands on public properties. (2023 CARRYOVER) 2. We support the needs of our senior community. 2.A. Evaluate the needs of the senior community in Estes Park. 5.A.1 - Establish a timeline and funding strategy for a Parks and Open Space Master Plan. 3.A. Investigate the possibility of establishing one or more pocket parks in residential areas. 6.1 - Explore an annexation policy with Larimer County after the adoption of the Comprehensive Plan. (2023 CARRYOVER) 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. 6.A.1 - Continue rewriting the Estes Park Development Code. (Multi-Year Objective) 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. 7.1 - Establish a timeline and funding strategy to implement the recommendations identified in the ADA Transition Plan. 4. We support a wide range of childcare 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. 6. We have an up-to-date Comprehensive Plan and Development Code that reflect the will of the community. 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. 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 - Continue to enact the Implementation Plan developed from the Environmental Sustainability Task Force recommendations. (Multi-Year Objective) 1.B. Modify codes and regulations to support alternative and distributed energy. 1.A.2 - Explore collaboration on sustainability management with partner entities and evaluate what sustainability actions the Town Board wants to accomplish. 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.F.1 - Complete updates to the Intergovernmental Agreement for Solid Waste Programming and Infrastructure Improvements. 1.D. Support beneficial electrification of buildings by encouraging the replacement of fossil-fuel appliances with cleaner electric alternatives. 2.B.1 - Implement Phase 4 of the Security Camera project to address the needs of the Event Center and the associated parking area. (2022 CARRYOVER) 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. 7.A.1 - Review and update the Town's Emergency Management function. 1.F. Support the County-wide Wasteshed Plan and will remain active partners with Larimer County in its implementation. 4. We value the importance of maintaining a local emergency communication center to serve the residents and guests of the Estes Valley. 1.G. Establish Estes Park as a leader in mountain environmental stewardship and sustainable practices. 1.H. Continue work with Larimer County on Climate Smart Future Ready initiative. 5. We strive to enhance the safety of emergency responders in non-emergency and critical situations.1.I. Develop a Climate Action Plan specific to Estes Park. 2.A. Evaluate and meet the sworn officer, dispatch, and support services staffing needs of the Police Department. Public Safety, Health, and Environment - Estes Park is a safe place to live, work, and visit within our extraordinary natural environment. 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.B. Integrate security camera systems in Town Hall, Visitor Center, Events Complex, and Museum. 2.C. Evaluate pandemic response plan. 7. We train and prepare for responding to community emergencies. 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. 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. 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. Robust Economy - We have a diverse, healthy, year-round economy. 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 a new Enterprise Resource Planning 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. 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 and State partners to mitigate traffic congestion with multimodal solutions throughout the Town. 1.B.1. Develop, fund, and implement a public trail maintenance program. (2022 CARRYOVER) 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.A.1 - Deliver technical support and public communication assistance for construction of the Downtown Estes Loop by FHWA. (Multi-Year Objective) 2.C. Explore the potential for year-round local and regional transit service. 2.C.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. 2.D.1 - Complete the construction of the roundabout improvements on US 36 at Community Drive. (2022 CARRYOVER) 2.E. Implement the recommendations for multimodal improvements on US 34 between Wonderview Avenue and Steamer Drive as outlined in the US34 Corridor Study. 2.E.1 - Select specific recommendations from the Multimodal Transportation Plan for budgeting and implementation in 2025. 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. 5. We identify and leverage local, regional, and national partnerships that strengthen and extend the Town's parking and transportation system. 5.A. Work with CDOT and other partners to evaluate additional regional transit options along US 34 and US 36. 4.A.1 - Construct a single-deck parking structure above the Big Horn parking lot. 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. 6. We consider the potential impacts of technology changes, including electric and autonomous vehicles, in all transportation planning. 6.A. Implement the Electric Vehicle Infrastructure and 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. 7.A. Participate in the CDOT grant funding program to complete the bike and pedestrian network within one mile of Estes Park public schools, including the design and construction of the multiuse path on the east side of Community Drive between Manford Ave and US36. 6.A.1 - Utilize SB267 grant funds to design transit & parking improvements in the Visitor Center Parking Lot. (2023 CARRYOVER) 7. We continue to develop trail connectivity in the Estes Valley in partnership with other entities, by implementing the priorities in the Estes Valley Master Trails Plan. 7.B. Complete the Fall River Trail using available trails expansion funds, open space funds, and grant funding. 7.A.1 - 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.