2026 Town Council Goals and Objectives

I. Address Critical Infrastructure Needs

A. Efficiently Pursue Quality Affordable Housing Opportunities to Meet Varying Income Levels

1. Ensure Canyonlands/Tower House project PPP completes construction, occupancy of AHU rental/sale units, consistent with Master Plan Goal E, Policy 1, "Ensure a minimum of 70 percent of those working in the Telluride Region reside within the Telluride Region, achieved through a roughly equal share of public and private resources."
2. Complete construction and occupancy of Virginia Placer Phase 2A project, consistent with the SW Area Conceptual Plan and Master Plan Goal E, Policy 1, "Ensure a minimum of 70 percent of those working in the Telluride Region reside within the Telluride Region" 
3. Continue to explore options for the development of the Virginia Placer Phase 2B Project, consistent with the SW Area Conceptual Plan and Master Plan Goal E, Policy 1, "Ensure a minimum of 70 percent of those working in the Telluride Region reside within the Telluride Region" 
4. Complete Carhenge Design/Entitlements/Cost Estimate/Financing & Development Approach for affordable housing and neighborhood-serving commercial uses consistent the Carhenge Conceptual Plan to implement the SW Area Conceptual Plan and Master Plan Goal E, Policy 1, ""Ensure a minimum of 70% of those working in the Telluride Region live in the Telluride Region;"
   1. include housing affordability targets and tenure recommendations and confirm specific neighborhood-serving commercial/public uses and leasing/ownership approach;
   2. perform feasibility study for specific types, and demand for, the commercial uses contemplated on the Carhenge, Tract Y, and Lot L properties to inform and guide future decisions.
5. Complete Lot L Design/Entitlements/Cost Estimate/GMP/Financing and Development Approaches & Sequencing for neighborhood and public parking, affordable housing, childcare, transit-oriented and neighborhood/public commercial, and neighborhood park uses consistent with Alternate # 2 of the Lot L Preliminary Plan to implement the SW Area Conceptual Plan, and Master Plan Goal E, Policy 1, ""Ensure a minimum of 70% of those working in the Telluride Region live in the Telluride Region;"
   1. include additional community meetings on Alt. # 2;
   2. include recommendations for parking facility rate structures/operational systems and housing affordability targets and tenure; confirm specific neighborhood-serving commercial/public uses and leasing/ownership approach;
   3. pending Council authorization, begin Phase 1 construction
6. Maintain efforts to pursue land banking opportunities
7. Ensure housing projects align with the San Miguel County Regional Housing Needs Assessment in advancing Town-led efforts, maintaining existing partnerships, initiating new collaborations, and contributing to a holistic, regionally coordinated housing strategy.
8. Council, acting as the Telluride Housing Authority, will initiate an initial review of Rental Housing Policies, summarizing one year of data collection and tenant meetings to capture editorial updates and minor amendments in advance of the regular two-year review cycle. 

B. Address Water & Wastewater Infrastructure and Funding Needs with Regional Partners

1. Continue regional collaboration on designing a wastewater treatment solution that meets the long-term needs of the Telluride region, including a comprehensive assessment of current and future demands, site design evaluation, and integration of advanced treatment technologies.
2. Continue to develop an agreement with regional partners to establish a regional Wastewater Authority for the proposed new Wastewater Treatment Plant (WWTP) site, ensuring coordinated governance, funding, and long-term operational efficiency.
3. Support the installation of water and sewer infrastructure at Society Turn to enable future development and ensure adequate utility service for a regional medical center.
4. Effectively manage and control the discharge of fats, oils, and grease (FOG) into the wastewater system to protect infrastructure, prevent blockages, and support long-term system performance.
5. Maintain Town infrastructure by replacing the high-pressure Stillwell fill line through rock fall mitigation, new pipeline construction, and evaluation of storage tank rehabilitation to ensure long-term system reliability.
6. Support long-term infrastructure reliability by upgrading existing pressure-reducing valves (PRVs) to smart valves integrated with the Water Division’s telemetry system, enhancing real-time monitoring, data accuracy, and overall system performance.
7. Advance infrastructure reliability through an Accelerated Water Meter Replacement Program to improve accuracy, enhance leak detection, and support long-term water system efficiency.

C. Refine and Evaluate Parking Plans Regionally

1. Continue parking enforcement and education efforts to support the regional parking strategy.

D. Address Municipal Buildings, Infrastructure, and Funding Requirements

1. Implement a proactive maintenance schedule using Asset Essentials across Public Works, Parks, and Housing to improve efficiency, extend asset life, and support long-term infrastructure planning.
2. Maintain Town infrastructure by implementing and completing Phase III of the Shandoka window replacement project to preserve building integrity and support ongoing housing quality improvements.
3. Continue working with Financial Advisors on developing a comprehensive capital project strategy that supports the maintenance and improvement of Town infrastructure.
4. Consistent with the Municipal Facilities Master Plan, confirm partnership with San Miguel County and advance Scenario C by completing preliminary design, cost estimates, entitlement, and identifying financing and funding strategies for a new shared facility at Aspen and Colorado, along with renovations to Town Hall, Rebekah Hall, and Parks & Recreation.
5. Explore opportunities to integrate public art and design enhancements into Town infrastructure, beginning with a coordinated art installation at the Silver Jack Stair.
6. Develop a 5-year Capital Improvements Plan focused on prioritized repairs and maintenance for Town facilities and housing units to ensure long-term functionality and asset preservation.
7. Create a program to enhance maintenance of the Town’s stormwater system by assessing and replacing underperforming infrastructure and identifying opportunities for strategic expansion to improve overall performance and resilience.
8. Complete design for permanent Facilities Maintenance Shop and office; and potentially commence construction preparation work.

E. Implement Town Parks Master Plan as Funding is Available and in line with the Comprehensive Plan

1. Implement Town Park Core Area Improvements, including Oval enhancement site work (Section G) and safety fencing and netting installation around Warner Field (Section K) as part of the Town Park Master Plan.  
2. Develop a River Park Corridor Management Plan to assess ecological and recreational priorities, aligning with Goal O, Point 2 of the Town Park Master Plan.

F. Participate in Long-Range Gondola Planning

1. Pursuant to the Gondola IGA, continue participation in and help strategize for equitable investment in gondola planning and construction, including Project A (gondola facility), to support regional connectivity and access.
2. Address and plan for Town-managed infrastructure associated with the gondola (Project B – Station Area Planning) to improve facilities in a way that reflects community priorities and ensures alignment with the broader Gondola Project,

G. Support Broadband Infrastructure Improvements

1. Expand camera security and access systems across Town facilities and extend the fiber network to connect all facilities where feasible, enhancing safety, connectivity, and operational efficiency.

H. Address Accessibility for All

1. To maintain and improve Town infrastructure, replace the existing Mahoney double-barrel 72-inch corrugated metal pipe (CMP) culverts/bridge with a new clear-span bridge to ensure long-term safety and functionality.
2. Continue street maintenance and improvements in alignment with the Pavement Condition Index (PCI) to ensure safe, reliable, and well-maintained road infrastructure.
3. Maintain the secure and reliable operation of the Town’s Galloping Goose Public Transit System, and explore the feasibility and value of a scheduling application to enhance the user experience.
4. Continue infrastructure maintenance by overlaying the Spur bike path between the roundabouts to improve safety, usability, and surface longevity.
5. Begin the process to revise the Public Works Standards and Specifications along with the streetscape concept to align with contemporary best practices, elevate town aesthetics, and strengthen infrastructure resilience.
6. Explore the development of an annual concrete sidewalk replacement program to address hazardous conditions and improve public safety, in accordance with Chapter 11, Article 1, Section 11-1-110 of the Town Code.
7. Finalize the traffic calming analysis for the East End and develop design proposals to enhance safety, reduce speeding, and improve overall neighborhood livability for implementation.
8. Coordinate with Alta Planning + Design to complete the SS4A-funded Telluride-Mountain Village Transportation Safety Action Plan, which will identify opportunities to reduce conflicts and risks for all transportation users and create a prioritized list of projects that will be eligible for SS4A implementation grant programs when the plan is complete.
9. Continue Right-of-Way complete street improvements that align with the Town Council approved Southwest Area Conceptual Plan.
   1. Test traffic flow strategies through pilot intersection improvements at Colorado Avenue and Davis/S. Davis Street, including a center loading lane, a dedicated left-turn lane from Davis, and a potential acceleration lane onto Colorado.
   2. Advance Mahoney Drive complete streets conceptual design discussions for future implementation."
10. Vehicular and pedestrian traffic flow improvements along W. Colorado Ave. between roundabout and S. Tomboy Dr. - in coordination with Canyonlands and Towerhouse project improve
    1. Center lane striping including potential turn lanes into Clark's Market
    2. W. Colorado Ave. pedestrian crossing improvement concepts.
    3. Bus stop improvements discussion and conceptual design. "

II. Preserve Community

A. Utilize Land Use Planning to Protect the Character of Our Community

1. Complete and adopt the Comprehensive Plan, building on the adopted Vision Plan, to guide the Town’s long-term priorities, development, and community values; and develop a Housing Action Plan to guide implementation of the housing components of the Comprehensive Plan.
2. Initiate the Land Use Code update process following adoption of the Comprehensive Plan to align regulations with the Town’s long-term vision and priorities.
3. Adopt the 2025 Colorado Wildfire Resiliency Code (CWRC) and amend the Land Use Code and Design Guidelines as needed to ensure consistency with the CWRC.
4. Pursue grant funding to initiate a  comprehensive update to the 2013 Telluride Historic & Architectural Survey;
   1. Pending receipt of grant funding, initiate Phase 1 of the THAS update.
5. Continue to explore the creation of gathering spaces that foster community connection and reflect the Town’s character through intentional land use planning.

B. Foster and Support Community Events and Services

1. Implement facility improvements to accommodate Youth Open Gym programming during the summer months in the Town Park Pavilion
2. Host two community events for tenants to foster connection and open communication, along with two seasonal information sessions to support understanding and compliance with housing policy implementation.
3. Continue to support ongoing multi-jurisdictional operations of the regional youth center, ensuring it remains a safe and welcoming space for middle and high school students.
4. Pursue opportunities to incorporate affordable commercial space into Town-led development projects to support local businesses, economic diversity, and overall community livability.

C. Provide Consistent Outreach to the Public in a Multilingual and Accessible Manner

1. Enhance transparency by continuing to digitize long-term records currently available only in hard copy, improving public access and openness.
2. Continue strengthening outreach to historically underserved communities to ensure Town Park programming is inclusive and aligned with community interests.
3. Develop and implement timelines for the drafting, review, and execution of special event contracts to improve efficiency and ensure timely completion.
4. Train staff to ensure all board and commission packet materials meet state-mandated accessibility standards, supporting compliance and inclusive public access.
5. Improve processes and policies to streamline application review and develop trainings and resources to promote understanding of Historic Preservation, Planning, and Building codes, guidelines, processes, and priorities.
6. Continue to enhance the Town’s communication strategies by implementing bilingual Town Council previews and recaps across multiple platforms—including radio, newspaper, social media, video, and email—and by creating a centralized content calendar to coordinate messaging across divisions.
7. Look to establish a Resident Advisory Committee composed of representatives from Town-managed housing projects to strengthen communication, promote resident advocacy, and ensure resident perspectives are integrated into Town decision-making processes.
8. Direct staff to research and evaluate the structure, composition, and operational models of comparable community housing authorities to ensure the Telluride Housing Authority’s governance, representation, and functions effectively align with the goals of the Board and the needs of the community.

III. Protect Health and Quality of Life

A. Implement Environmental Action Agenda

1. Conduct municipal and community GHG inventory and community outreach and engagement needed for 2027-adopted Climate Action Plan update.
2. Collaborate with consultants to conduct feasibility studies on potential additional energy code updates and amendments, including potential adoption of the Low Energy Carbon Code (“LECC”), and evaluate incentive programs—supporting sustainable development and aligning with Climate Action Plan Goal BE 1.7 to strengthen energy efficiency codes;
   1. Update the Land Use Code and Design Guidelines as needed to ensure consistency with any adopted energy code updates and amendments.
3. Continue to integrate zero-emission electric buses into the Town’s Galloping Goose Public Transit System to reduce greenhouse gas emissions, improve air quality, and promote sustainable transportation, in alignment with the Town’s Climate Action Plan Goal T.L 2.2 to expand electric vehicle infrastructure.
4. Conduct feasibility study to identify and scope thermal energy network (geothermal) potential for Town Public Works facilities on Black Bear Road and Shandoka Lot L and Carhenge development projects. 
5. Explore the development of a community-wide building energy retrofit program through benchmarking and/or building performance standards policies, in alignment with Climate Action Plan Goal BE 1.2, to support improved energy efficiency and emissions reductions.
6. Explore a pilot incentive-based exchange program for landscaping equipment, as recommended in the Climate Action Plan Buildings & Energy focus area (BE 2.6), to support the transition to cleaner, more efficient tools.
7. Explore a pilot program to install public compost receptacles and develop a reusable takeout container initiative, including identifying funding mechanisms, in alignment with Climate Action Plan Measure MC 2.5 to reduce waste and promote sustainable practices.
8. Deploy additional EV charging infrastructure near Colorado & Spruce via the Charge Ahead grant program

B. Promote Mental Health and Wellbeing

1. Stay responsive to community demand for mental health services and collaborate regionally to ensure adequate space and resources—such as dedicated office spaces—are available.

C. Prioritize the  Safety and Security of our Community

1. Continue participating in the County Wildfire Protection Plan (CWPP) update process, while overhauling the Town’s Emergency Response Plan and collaborating with the County to strengthen regional wildfire preparedness. Upon adoption of the CWPP, establish priorities for projects and programs for implementation within the town and adjacent to town with regional partners. 
2. Continue exploring new ways to engage with the community through the Telluride Marshal’s Department to build trust, enhance public safety, and strengthen community relationships.
3. Continue to work with federal and regional partners to maintain strong floodplain protections, review local monitoring and warning systems, and strengthen the Town’s overall flood preparedness.

IV. Cultivate Economic Sustainability and A Thriving Commercial Core

A. Evaluate Efforts of Marketing and Tourism Activities

1. Continue implementing a marketing strategy to support economic resilience during market disruptions or downturns, and initiate discussions for the 2027 contract renewal.

B. Community Sustainability

1. Continue to incorporate childcare and early education facilities into new development projects, where feasible, to help address identified regional needs and support working families
2. Install Phase I of the Town’s Wayfinding, Placemaking, and Signage project to improve navigation, enhance public spaces, and strengthen the sense of place for residents and visitors alike, while designing Phase II for implementation in 2027.
3. Continue Merchant Meetings with Telluride business stakeholders to provide ongoing input to the Town on current and future economic trends, as well as the evolving needs and priorities of the business community
4. Assess options for a Chamber of Commerce model with guidance from business and regional stakeholders.

V. Ensure the Town of Telluride is an Employer of Choice

A. Build and Retain a Highly Skilled, Motivated, and Diverse Team of Employees

1. Strengthen organizational culture and accountability by expanding SWORD Inclusion training and advancing a learning and development plan to support effective, values-driven leadership and teamwork.
2. Continue the goal to house 30% + of Town of Telluride employees in dedicated Town employee units. 
3. Conduct an external compensation study to inform the 2027 budget and ensure the Town remains a competitive employer in the marketplace.

B. Streamline internal processes and workflows to boost efficiency and support a high-performing culture

1. Transition Caselle, the Town’s financial software, to a cloud-based platform as part of ongoing efforts to eliminate on-premises network server infrastructure and enhance accessibility, security, and overall system efficiency.
2. Develop written procedures to improve efficiency and consistency in adhering to the Colorado Records Retention Schedule for record retention and destruction.
3. Collaborate to implement expanded multi-departmental GIS planning resources to improve internal efficiency and streamline data sharing
4. Continue streamlining departmental workflows by optimizing existing applications and expanding AI tools for supervisors and administrative staff—supporting internal capacity, reducing redundancy, and improving service delivery across the organization.
5. Continue to advance internal communication tools by providing quarterly training for department staff on writing, design, and engagement, and by building an internal photo/video library to enhance storytelling and reduce turnaround time.
6. Implement a purchasing card system to streamline record keeping and submission processes, improving internal efficiency for all users.
7. Implement a fully digital Town Rental Housing application system that is intuitive and accessible for users, improves data tracking, and streamlines internal workflows from submission through review and approval.

2025 Town Council Goals and Objectives

I. Address Critical Infrastructure Needs

A. Efficiently Pursue Quality Affordable Housing Opportunities to Meet Varying Income Levels

1. Carry out and provide education of the newly adopted Rental Housing Policies
2. Finalize construction and occupancy of VP 2A and 2B Projects
3. Finalize remodeling/expansion of Shandoka Building F Phase II
4. Finalize construction and occupancy of Canyonlands and Tower House projects and assist private partners in the implementation of program
5. Work with the Carhenge/ Chair 7 planning effort with Telluride Ski Resort, finalize the Carhenge master development plan, and complete preliminary design and preliminary entitlement for community housing and other uses, such as local-servicing commercial on Carhenge
6. Maintain efforts to pursue land banking opportunities
7. Continue partnerships and initiate new partnerships for the  collaborative development of regional housing opportunities
8. Guarantee future projects meet identified needs articulated in the 2024 San Miguel County Regional Housing Needs Assessment

B. Address Water & Wastewater Infrastructure and Funding Needs with Regional Partners

1. Continue working with MV on exploration and feasibility studies on the proposed new Wastewater Treatment Plan (WWTP)  site.
2. Formulate an agreement for a regional Wastewater Authority with regional partners for the proposed new Wastewater Treatment Plan (WWTP)  site.
3. Formulate a comprehensive funding plan with Mountain Village for critical rehab/expansion of the Wastewater Treatment Plant.
4. Update the 2011 Wastewater Master Plan in coordination with the Town's new Master Plan.
5. Support installation for infrastructure for water and sewer for Society Turn
6. Finalize Installing headworks equipment replacement.
7. Finalize installing dewatering redundant screw press.
8. Administer RFP for IPS and equalization tank design.
9. Finalize the 2025 trenchless cured-in-place pipe program and manhole lining program.
10. Purchase and build a Biosolid Truck. 
11. Replace the existing high-pressure fill line with Stillwell storage tanks. Rehab east tank lining
12. Upgrade the Stillwell treatment plant to reinstate production approval from the state.
13. Upgrade and/or install new (telemetry) system controls in the Town’s remote distribution assets to measure and report system information. Systems include pressure-reducing vaults, tanks, etc. 
14. Replace existing pressure-reducing valves (PRV) throughout the Town. The town’s existing PRVs are past their life expectancy and are no longer serviceable. The Water Division plans to upgrade existing PRVs with new smart valves that connect to the department’s telemetry for data collection and monitoring purposes.
15. Accelerated Water Meter Replacement Program.
16. Finish Pandora and Millcreek upgrades from 2024

C. Refine and Evaluate Parking Plans Regionally

1. Finalize preliminary design (in collaboration with the Carhenge/ Chair 7 planning effort with Telluride Ski Resort)/ cost estimate and financing approach for the Lot L parking facility, housing units, and other uses contemplated by the Lot L Feasibility and Conceptual Plan, such as childcare.
2. Consistent with the 2024 Parking Analysis, implement the following operational improvements to stabilize parking enterprise funds and provide a greater level of service to residents, visitors, and commuters.
   1. Increase pay-to-park areas/modify permit zones;
   2. Increase rates and fines, and
   3. Carry out the new License Plate Reader (LPR) system.

D. Address Municipal Buildings, Infrastructure, and Funding Requirements

1. Dependent on direction on a new regional WWTP, initiate planning for new public facilities at current WWTP site.
2. Carry out Asset Essentials for facility maintenance 
3. Finalize Phase II of the Window Replacement Project for buildings A-E
4. Continue working with Financial Advisors on developing a comprehensive capital project strategy
5. Consistent with the Municipal Facilities Master Plan, confirm partnership with San Miguel County, complete preliminary design/cost estimate/entitlement, and financing for Scenario C (new shared facility at Aspen and Colorado; renovations of Town Hall, Rebekah Hall, and Parks And Rec.)
6. Commence construction of PW Maintenance Campus. Manage grant funding.

E. Implement Town Parks Master Plan as Funding is Available and in line with the Comprehensive Plan

1. Finalize the heat recapture and boiler replacement project at the Town Park Pavilion compressor room.
2. Finalize the Town Park Warming Hut & Washstand Facility project.

F. Participate in Long-Range Gondola Planning

1. Participate in and strategize for equitable investment in gondola planning and construction.
2. Address and plan for town-managed infrastructure associated with the gondola.

G. Support Broadband Infrastructure Improvements

1. Extend Conduit/fiber to Public Works and connect Community Services and Public Works to the Fiber network.

H. Address Accessibility for All

1. 
   

   Maintain efforts to implement the Southwest Area Conceptual Plan by:
   1. Work towards completing a new 10-ft bike path on the south side of Pacific Ave., stormwater bridge culvert, and complete streets concept along West Pacific and South Davis.
   2. Complete preliminary design and cost estimate for Mahoney Dr. Bridge replacement.
   3. Complete Mahoney widening and boardwalk design.
2. Finalize Accessibility improvements with bump outs.
3. Oversee the Fir Street Bridge Construction Project.
4. Overlay Spur bike path between roundabouts. 

II. Preserve Community

A. Promote Diversity, Equity, and Inclusion

1. Guarantee bilingual execution of town communications, including simultaneous interpretation of key meetings, bilingual recaps of Town Council, and translation of all key public-facing documents. 
2. Continue enhancing the 5-year Telluride JEDI Action Plan with quarterly Community Envisioning forums and other community conversations while ensuring implementation.
3. Continue development of Latino community outreach to align program offerings. 

B. Utilize Land Use Planning to Protect the Character of Our Community

1. Initiate the 2024/2025 Town of Telluride Comprehensive Plan
2. Update of the 2013 Telluride Historic and Architectural Survey
3. Initiate a Land Use Code re-write as implementation of the Comprehensive Plan

C. Foster and Support Community Events and Services

1. Carry out Youth Open Gym programming during the summer months in the Town Park Pavilion 
2. Foster community within town rental properties by offering two-tenant social gathering opportunities
3. Launch a Rental Housing Tenant Survey to gather tenant feedback on quality of life and other aspects of services and experiences associated with town rental properties.
4. Offer quarterly Family events at Elaine's Place Early Childcare Center.
5. Encourage, incentives, and assist in the offering community events to further support breaking down barriers and bring opportunities to connect as a community.
6. Formalize a Special Events Division within the Parks and Recreation Department with dedicated staffing and associated budgeting.
7. Full implementation of Eproval permitting system to have all necessary information about a new or changed event before the approval process for more efficient execution.
8. Carry out a post event survey to obtain event specific data from event organizers to foster process and execution enhancement.
9. Work with the Tourism Board to analyze the economic impact of events. 

D. Provide Consistent Outreach to the Public in a Multilingual and Accessible Manner

1. Digitize clerk forms and Town records in compliance with new accessibility standards to promote easier public access and streamlined workflows.
2. Meet with each department to begin an inventory of the locations of all Town records, notably hard copies. 
3. Improve family communication at Elaine's Place by translating the Parent Handbook into Spanish and offering a monthly family newsletter.
4. Carry out operating and capital budget in Cleargov to improve accessibility and budget transparency and Maintain efforts to improve Financial presentation while working with new auditors.
5. Launch a redesigned Town of Telluride website to increase ease of navigation, implement consistent branding look and feel, and ensure accessibility.
6. Formulate and manage the organization’s communications and event marketing calendar.
7. Create a Year in Review publication recapping the Town of Telluride’s notable projects, successes, and accomplishments throughout 2024.
8. Carry out automations and offer regular trainings to Town of Telluride staff to augment communication skills and ensure Town of Telluride content and resources are always accessible, accurate, and relevant.
9. Continue the public process for collaborative development with Telluride Ski Resort in the Carhenge/Lift 7 area.
10. Update Council AV and Maintenance.

III. Protect Health and Quality of Life

A. Implement Environmental Action Agenda

1. Adopt the 2024 International Code Council (ICC) Building Codes and 2023 National Electric Code (NEC)
2. Formulate and implement more targeted incentive programs as called for in the 2022 Climate Action Plan (CAP) Buildings & Energy focus area.
3. Identify and implement more robust funding sources to enable CAP Buildings & Energy focus area incentive programs. 
4. Work toward adopting code changes necessary to implement action items in the Buildings & Energy focus area of the 2022 CAP (BE 1.1, 1.3, 1.4, 1.5, 1.7, 2.5, 2.6, 2.7).
5. Add public EV charging facilities; initiate fee structure for public charging.
6. Expand community outreach events/opportunities on Town CAP action and the community's role in CAP progress (including bilingual outreach participation and materials). Formulate more targeted education for CAP goals, including collateral/outreach material.
7. Guarantee that the planning and construction of new town-owned properties meet CAP goals and action items. 
8. Assist local businesses with single-use plastics prohibition and ban compliance.
9. Continue supporting and constructing EV infrastructure to support EV Transit vehicles.

B. Promote Mental Health and Wellbeing

1. Engage the Medical Center in its future sustainability.

C. Prioritize the  Safety and Security of our Community

1. Expand and improve Network Security Cameras at all locations while integrating secure door access to Town facilities.
2. Maintain efforts to seek creative and innovative ways to build positive relationships with our community. Maintain five community-based events and host trainings
3. Oversee operations in multi-jurisdictional support for the regional youth center, providing a safe and welcoming space for our middle and high school children. 
4. Maintain and accident-free year for Town Transit

IV. Cultivate Economic Sustainability and A Thriving Commercial Core

A. Evaluate Efforts of Marketing and Tourism Activities

1. Continue implementing a marketing strategy to ensure economic resiliency during future years of large infrastructure changes, such as a gondola remodel.  

B. Community Sustainability

1. Oversee implementation of Voodoo Commercial lease agreement
2. Work with regional partners to build stable and reliable childcare for our region 
3. Manage the overhaul of the Town of Telluride’s wayfinding, placemaking, and signage program, incorporating input from key departmental experts and regional stakeholders.
4. Continue the Economic Roundtable of Telluride business stakeholders to advise the Town on current and future economic trends within Telluride, along with the needs and desires of the business community. 
5. Look to develop more affordable commercial space with the Town's development projects.
6. Collaborate with the Town of Mountain Village and TMVOA to coordinate regional business meetings focused on providing updates, gathering feedback, and offering training sessions.

V. Ensure the Town of Telluride is an Employer of Choice

A. Build and Retain a Highly Skilled, Motivated, and Diverse Team of Employees

1. Carry out contract management system internally for staff. 
2. Launch a Retirement Plan RFP & implement a selection.
3. Adopt a new Performance Evaluation Process.
4. Create and implement a Learning & Formal Training Plan including SWORD Inclusion (JEDI training) and HR Bootcamps.
5. Continue to work toward the goal of housing 30% + of Town of Telluride employees in dedicated Town employee units. 
6. Formulate an IT technology training curriculum for all staff and deploy it using SharePoint for staff access to ongoing training.
7. Carry out AI technology across the organization to enhance capability and improve efficiency.

Town Council Values

COMMUNITY ENGAGEMENT: Promote open communication, transparency, and partnerships with community members and stakeholders.

DYNAMIC ECONOMIC ENVIRONMENT: Cultivate a dynamic and diverse economic development environment to strengthen the local economy and ensure the Telluride region’s long‐term success.

FINANCIAL SOUNDNESS AND OPERATIONAL EXCELLENCE: Ensure Telluride’s long‐term economic viability and organizational success through reliable financial controls, work systems, and processes.

FIRST RATE INFRASTRUCTURE: Provide high‐quality transportation, water, and wastewater services and facilities to meet Telluride’s current and future needs.

QUALITY WORKFORCE: Ensure Telluride’s long‐term success by attracting, retaining, and empowering an inclusive and diverse workforce that delivers excellent service.

REGIONAL COOPERATION: Provide leadership and influence to promote the region’s successes and ensure cooperation with our regional partners.

SAFETY AND SECURITY: Ensure the safety and security of individuals and property for those who live in, visit, and play in Telluride.

SUPERIOR QUALITY OF LIFE: Provide for an exceptional quality of life for Telluride residents through high development standards, protection of public health, and vibrant and sustainable opportunities.

2024 Town Council Goals and Objectives

I. Address Critical Infrastructure Needs

A. Efficiently Pursue Quality Affordable Housing Opportunities  to Meet Varying Income Levels

1. Pursuant to the Comprehensive (Master) Plan, contribute to the goal of housing 70% of those working in the Telluride Region within the Region.
2. Begin construction on VP 2A.
3. Complete the entitlement process and begin construction on VP 2B.
4. Complete construction on the Voodoo project.
5. Complete remodeling/expansion of Shandoka Building F phase I.
6. Commence remodeling/expansion of Shandoka Building F phase II.
7. Commence construction on the Canyonlands and Tower House projects.
8. Per the Comprehensive (Master) Plan and the direction of the Town Council and the Telluride Housing Authority, develop a roadmap of use and priority for Town-owned land.
9. Continue to pursue land banking opportunities for housing.
10. Complete the Employment Generation Study and update affected portions of the Land Use Code.
11. Update the regional housing needs assessment in collaboration with San Miguel Regional Housing Authority (SMRHA) and neighboring municipalities and continue to explore partnerships in collaborative development.

B. Address Water & Wastewater Infrastructure and Funding Needs with Regional Partners

1. Move towards final design and prepare construction plans and specifications for new or upgraded WWTP.
2. Continue to review WWTP upgrades project plans and state permitting - Improving worker safety at the WW plant - fix a couple of key mechanical operating equipment (bar screen(s), pH chemical addition equipment, grit classifier), add temporary offices, temporary HVAC, and boiler system. Implement projects that will help the existing WWTP remain operational through the construction period; bring clarifier one back online, evaluate electrical equipment and have backups where needed; bring on a battery Uninterrupted Power (UPS) system; develop an oxidation ditch rotary speed standard operating procedure that can improve total inorganic nitrogen permit limits. 
3. Upgrade and/or install new (telemetry) system controls in the Town’s remote collection and distribution assets to measure and report system information. Systems include pressure-reducing vaults, pump stations, lift stations, tanks, etc.
4. Fill the Wastewater Department Operator in Responsible Charge (ORC) vacancy. The state requires this position and is currently contracted out with a third-party consultant. 
5. Finalize agreement for a regional Sanitation Authority.
6. Develop a comprehensive funding plan with Mountain Village for critical rehab/expansion of the Wastewater Treatment Plant.
7. Purchase new membrane filters for the Pandora Water Treatment Plant, as current ones are fouled and past their life expectancy. Due to long lead times, new filters will be purchased in 2024 and installed in 2025. 
8. Complete installation and implementation for a new water pump station that services the Lawson subdivision. The pump station is required to bring the Lawson water tank into service.
9. Replace existing pressure-reducing valves (PRV) throughout the Town. The town’s existing PRVs are past their life expectancy and are no longer serviceable. The Water Division plans to upgrade existing PRVs with new smart valves that connect to the department’s telemetry for data collection and monitoring purposes.  
10. Implement and enforce the Pretreatment Program, Brewery Permitting, Fats-Oils-Grease (FOG) program, Inflow and Infiltration (I&I) program with associated non-compliance surcharge and fine schedule throughout the community to help minimize volume capacity and nutrient capacity that is currently hindering viable options for near term state permit compliance. 

C. Refine and Evaluate Parking Plans Regionally

1. Complete a parking rate and needs study to address town-wide technology, utilization, and rate structure. 
2. Develop conceptual plans for the Southwest Area community parking facility in collaboration with the Carhenge/ Chair 7 planning effort with the Telluride Ski Resort.

D. Address Municipal Buildings, Infrastructure, and Funding Requirements

1. Begin municipal building remodeling/new building phasing. Finish out Voodoo Commercial as temporary municipal offices as needed.
2. Continue Working with Financial Advisors on developing a comprehensive capital project funding strategy.

E. Implement Town Parks Master Plan as Funding is Available and in line with the Comprehensive Plan

1. Continued Town Parks Master Plan implementation with the following specific projects implemented: Warming Hut & Washstand construction and River Park Corridor improvements.   
2. Increase revenues to support projects under the P&R Department's mission and pricing philosophy.
3. Facility preventative maintenance and upgrades to maximize asset life and optimal efficiency.  Specific projects include administrative office sewer line replacement, Pavilion roundabout paving, and festival site drainage improvements.   

F. Participate in Long-Range Gondola Planning

1. Participate in and strategize for equitable investment in gondola planning and construction.
2. Address and plan for town-managed infrastructure associated with the gondola.

G. Support Broadband Infrastructure Improvements

1. Complete the "Telluride Small Cell Wireless Design Guidelines" as referenced in the Land Use Code.
2. Collaborate with Region 10 and regional fiber providers to further the Town's broadband infrastructure.
3. Install new fiber conduit when open trench excavations are performed for developments.  Use GPS and asset essentials to track spare/empty conduit installation locations for future use and connectivity. 

H. Address Accessibility for All

1. Start construction for replacing the existing undersized sanitary sewer line along Pacific Ave.  Remove and replace the stormwater culvert crossing Pacific Ave. Install a new 10-ft bike path on the south side of Pacific Ave. and rebuild the existing 5-ft sidewalk on the north side of Pacific Ave. between Mahoney and Davis.
2. Complete milling/patching/paving project on Pacific Ave. between Spruce St. to End at Town Park. 
3. Submit a bid request to install new accessibility ramps along the north and south sides of Colorado between Aspen St. and Willow St.
4. Improve in-town accessibility for wheelchairs, strollers, children on bikes, and all users along River Trail and bike path.
5. Improve and construct right of way and public improvements along the 600 and 700 blocks of W. Galena.  Improvements include pavement restoration, stormwater drainage, landscaping, and accessibility improvements. 
6. Update the Town’s Right of Way Standards and Contract Specifications to meet industry standards and best practices and include missing critical details and expectations to protect the public and help ensure quality assurance/quality control. 
7. Complete the design and prepare construction plans and specifications for the Fir St. bridge replacement. Request for competitive bid and award project.

II. Preserve Community

A. Promote Diversity, Equity, and Inclusion

1. Finalize and begin implementation of 5-year Telluride JEDI Action Plan, engage with all factions of our community, including our youth, to identify barriers. 
2. Ensure bilingual execution of Town communications, including simultaneous interpretation of Town Council meetings, translation of all meeting agendas and minutes, and other key documents.
3. Collaborate with the Telluride Food Bank to address food insecurity for residents.
4. Revenue and expense tracking and analysis to structure fees under the P&R Department's mission and pricing philosophy.
5. Ensure Parks and Rec program offerings reflect the Telluride community demographics.

B. Utilize Land Use Planning to Protect the Character of Our Community

1. Begin the two-year process to update the Comprehensive Plan (Master Plan).
2. Update Design Guidelines for Historic Districts.
3. Begin implementing Southwest Area Conceptual Plan - Start construction for replacing the existing undersized sanitary sewer line along Pacific Ave.  Remove and replace the stormwater culvert crossing Pacific Ave. Install a new 10-ft bike path on the south side of Pacific Ave. and rebuild the existing 5-ft sidewalk on the north side of Pacific Ave. between Mahoney and Davis.
4. Explore future steps for rewriting the Telluride Land Use Code consistent with the Comprehensive Plan Update.
5. Secure a temporary space for a regional youth center and implement plans for a permanent space.
6. Commence public process for collaborative development with Telluride Ski Resort in the Carhenge/ Lift 7 area.
7. Strengthen and foster partnerships with local and regional groups and organizations to provide recreational facilities and programming for the Telluride region.

C. Foster and Support Community Events and Services

1. Produce a community 4th of July Event and New Year's Event.
2. Provide financial support to non-profit organizations serving the Telluride community through CCAASE.

D. Provide Consistent Outreach to the Public in a Multilingual and Accessible Manner

1. Continue biannually distributing a community survey and year-in-review publication.
2. Overhaul way-finding signage and Town-branded assets, aligning regionally as applicable.
3. Evaluate technology to optimize community service and support and implement necessary software and hardware updates, integrate systems, and a more streamlined and collaborative work environment.
4. Redesign the Town of Telluride website to encourage ease of navigation, increased engagement, improved communications, and accessibility compliance by July 2024.
5. Fully implement ClearGov budgeting software to allow for greater financial transparency.
6. Fully implement ClearPlans strategic plan software to allow for a greater understanding of budget priorities, project timelines, and completion tracking.
7. Further the use GIS story maps and other dashboards to provide clearer transparency to the public.
8. Develop bimonthly Public Works, Wastewater, and Water public education campaigns of operations,  permit regulations, noncompliance issues, funding sources, and upgrade options/scenarios.

III. Protect Health and Quality of Life

A. Implement Environmental Action Agenda

1. Develop a grant administration system to track organization-wide grant opportunities and grow grant revenue for town projects.
2. Secure funding for electric vehicles and EV infrastructure installation for Town transportation and the community.
3. Develop more targeted education for Climate Action Plan goals.
4. Develop more targeted incentives for Climate Action Plan goals.
5. Identify additional funding sources to implement Climate Action Plan goals.
6. Work with planning and building to adopt the 2024 building codes and any additional codes to move toward an all-electric building code.
7. Execute the issue for bid (IFB) contract for Resource Recovery Services and award contract for public trash, recycling, and potentially compost pick up. Bruin Waste Management's contract extension is up end of 2023. Move toward a pay-as-you-throw concept.
8. Work with regional partners to further CAP goals.
9. Reduce energy use through environmental sustainability in the planning, design, scheduling, and management of park properties and facilities.
10. Evaluate forest health and fire mitigation techniques for implementation.

B. Promote Mental Health and Wellbeing

1. Support mental health first aid training and help promote resource availability.
2. Engage the Medical Center in its future sustainability.
3. Promote the health and wellness of Town employees through policy and programs.
4. Launch a feasibility study of a regional recreation center with tangible collaborative funding strategies.

C. Prioritize the  Safety and Security of our Community

1. Continue to seek innovative ways to build positive relationships with the community and youth.
2. Increase code enforcement's ability to enforce the Municipal Code and Land Use Code.

IV. Cultivate Economic Sustainability and A Thriving Commercial Core

A. Evaluate Efforts of Marketing and Tourism Activities

1. Develop a marketing strategy to ensure economic resiliency during future years of large infrastructure changes, such as a gondola remodel. 
2. Create a multiyear agreement with defined KPIs to ensure marketing needs are meeting community needs and council expectations.

B. Community Sustainability

1. Implement STR tracking compliance with STR regulations.
2. Provide reliable early education care to foster community sustainability and economic resiliency - Oversee Elaine's Place and create a regional subsidy strategy.
3. Continue the Economic Roundtable of Telluride business stakeholders to advise the Town on current and future economic trends within Telluride, along with the needs and desires of the business community. 
4. Analyze the community benefits and impacts of special events on public spaces.

V. Ensure the Town of Telluride is an Employer of Choice

A. Build and Retain a Highly Skilled, Motivated, and Diverse team of Employees

1. Develop a goal and policy to house 30% + of Town of Telluride employees in dedicated Town employee units. 
2. Conduct external compensation study; implement findings.
3. Implement a new retirement plan provider.
4. Implement a performance management system.
5. Implement an applicant tracking system.
6. Conduct internal policy review through the JEDI lens.
7. Promote the Town employer brand through recruitment efforts and educational events.

2023 Town Council Goals and Objectives

I. Preserve Community

A. Pursue Affordable Housing Opportunities

1. Implement existing projects
   1. Complete design and construction of Virginia Placer Phase 2A Project.
   2. Commence construction on Voodoo Lounge, include deed-restricted commercial space.
2. Plan and prioritize future projects
   1. Complete planning for Shandoka Phase 3 remodel/replacement
   2. Complete design and commence construction on Canyonlands/Tower House Project
   3. Complete conceptual plan for parking structure/housing project on Shandoka Lot L.
   4. Consider other Town properties for utilization for housing
   5. Continue to pursue land banking opportunities for housing
3. Evaluate financial assistance available to support ongoing affordable housing needs
4. Foster regional collaboration
   1. Continue to explore partnerships with regional jurisdictions to coordinate housing plans and potentially develop housing collaboratively

B. Promote Diversity, Equity, and Inclusion

1. Establish coordinated strategic plan for workplace diversity and inclusion
   1. Conduct study and analysis to determine scope of need for any changes
   2. Develop initiatives and address policies or practices affecting diversity, equity, and inclusion
   3. Implement initiatives, measure results, and evaluate plan
2. Identify and address barriers for residents interacting with Town government and services

C. Utilize Land Use Planning to Protect the Character of Our Community

1. Update the Telluride Comp Plan
2. Begin implementation of Southwest Area Conceptual Plan
3. Evaluate and adopt changes to Land Use Code that encourage long-term affordable housing
4. Monitor policies to limit construction impact on community
5. Implement adjustments to Land Use Code to enhance manageability and functionality

D. Provide Consistent Outreach to the Public

1. Create and implement Annual Community Survey
2. Create and distribute Annual Housing Report, collaborate regionally as possible
3. Improve way-finding signage
4. Implement regular community communications on key issues
5. Evaluate effectiveness of Town government communications and create multi-tiered public engagement strategy

II. Protect Health and Quality of Life

A. Implement Environmental Action Agenda

1. Implement priority elements of the adopted 2022 Climate Action Plan
2. Assess net-zero and carbon-neutral goals in existing and future projects
3. Promote responsible resource recovery in town operations and public
4. Evaluate forest health and fire mitigation techniques for implementation

B. Promote Mental Health and Wellbeing

1. Support mental health first aid trainings and help promote resource availability
2. Participate in regional mental health programs
3. Promote health and wellness of Town employees through policy and programs
4. Survey the community regarding interest in developing a Recreation Center, along with willingness to fund. If interest is high, issue a RFP for rec center feasibility study, site alternatives and conceptual design, along with financial modeling and funding alternatives with partners

III. Address Critical Infrastructure Needs

A. Address Water & Wastewater Infrastructure and Funding Needs

1. Finalize design for upgraded wastewater treatment plant and begin first phase of construction
2. Evaluate potential for creation of a Sanitation Authority with regional partners
3. Develop comprehensive funding plan with Mountain Village for critical rehab/expansion of Wastewater Treatment Plant
4. Improve condition of aging water treatment infrastructure

B. Refine and Evaluate Parking Plans Regionally

1. Evaluate Silver Jack parking technology, utilization and rate structure
2. Implement measures to address on‐street parking issues, technology and overnight parking demands
3. Develop conceptual plans for a Southwest Area community parking facility

C. Address Municipal Buildings, Infrastructure, and Funding Requirements

1. Complete a municipal facilities master plan addressing future staff space needs, equipment storage needs and training space needs.
2. Develop comprehensive funding strategy for three (3) municipal buildings, Virginia Placer 2, Wastewater Treatment Plant, Gondola, Pacific Avenue and Mahoney Bridge. Fully analyze bonding capacity of town.
3. Pay off all Valley Floor Open Space bonds
4. With public input, consider redirecting the current mandated 20% open space funds toward new community priorities and needs.

D. Implement Town Parks Master Plan as Funding is Available

E. Participate in Long-Range Gondola Planning

F. Support Broadband Infrastructure Improvements

G. Address Accessibility for All

1. Finalize design and begin construction of Pacific Avenue and bikeway re-alignment project (part of SWAP), Mahoney Dr. to Davis St.
2. As a primary bike commuter and transit route, implement surface and accessibility upgrades along Pacific Avenue from Mahoney Dr. to Town Park
3. Address all sidewalk and curb safety issues along Colorado Ave. along with proper accessible ramps where feasible. Include accessible sidewalk ramps, curb and sidewalk repair at other public priority locations in town such as the medical center, elementary school, Town Hall, Rebekah Hall, Marshal’s office.
4. Improve in-town accessibility for wheelchairs, strollers, children on bikes, and all users along River Trail.

IV. Cultivate Economic Sustainability and A Thriving Commercial Core

A. Evaluate Efforts of Marketing and Tourism Activities

1. Host an annual Council retreat with the Telluride Tourism Board
2. Regularly evaluate the Telluride Tourism Board (TTB) service agreement and take input from stakeholders to ensure the marketing strategies are meeting community needs.
3. Issue RFP for a community Destination Stewardship Plan

B. Community Sustainability

1. Prior to November 2023, develop full spectrum of STR policy. Issue RFP to analyze the economic impact of short-term rentals in Telluride, along with impact on long-term housing.