HomeMy WebLinkAboutPACKET Town Board Study Session 2019-10-08Tuesday, October 8, 2019
5:20 p.m. – 6:40 p.m.
Rooms 202/203
5:05 p.m. - Dinner
5:20 p.m. Downtown Parking Management Plan Phase I Results and
Phase II Implementation.
(Manager Solesbee)
6:20 p.m. Review of Board Compensation for 2020
(Town Clerk Williamson)
6:35 p.m. Trustee & Administrator Comments & Questions.
6:40 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:45 p.m. Adjourn for Town Board Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:50 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
1
2
PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Vanessa Solesbee, Parking & Transit Manager
Greg Muhonen, PE, Public Works Director
Date: October 8, 2019
RE: Downtown Parking Management Plan Phase I Results & Options for 2020
Objective:
Present results from full implementation of the Downtown Parking Management (DPMP)
Phase I in 2019. Introduce the 2020 options for managing downtown parking to be
presented in detail at a second Study Session on October 22, 2019.
Present Situation:
As proposed at the November 23, 2018 Study Session, Public Works staff completed
DPMP Phase I, including:
• Occupancy study for all public parking areas, and a targeted turnover analysis for
seven (7) downtown parking areas.
• Installing time-limit signage in select parking areas.
• Implementation of mobile license plate recognition (LPR) technology to provide
real- or near real-time parking availability information via mobile app for all public
parking facilities/areas.
• Integration (increased utilization) of the Dynamic Messaging Signs (DMS).
• Hiring a Parking Administrator.
• Hiring, training and management of two full-time, seasonal Parking
Ambassadors.
Phase I results have been presented in the Board packet, organized accordingly:
• Overview & Background: Brief summary of DPMP goals and implementation
phasing.
• 2019 Parking Utilization Results: Includes occupancy data collected daily in 17
parking areas for 100 days (May 25 through Sept. 15, 2019), a targeted sampling
of duration (length of stay) data on weekdays and weekends in July, August and
September, and a 45-day “frequency” analysis.
• Public Outreach Summary: Key themes from 2019 public outreach efforts,
which included online and in-person opportunities in July, August and
September.
• Parking Management Warrants: Completed warrants for 17 public parking
areas.
3
• Additional Information: In response to Board questions and discussion from the
Sept. 24, 2019 Study Session (Paid Parking Process Preview), the following
information was added: Colorado peer pricing overview, parking management
and infrastructure triggers, and points of information related to sales tax revenue,
traffic counts, overall parking supply and parking utilization (2005, 2013, 2018).
Proposal:
Public Works seeks direction from the Town Board for the 2020 parking management
program; specifically, if the Board feels that the current parking experience (as
illuminated by Phase I implementation results) supports the Town’s mission to
provide high-quality, reliable services for the benefit of citizens, guests and employees.
Based on the 2019 DPMP Phase I implementation results, staff have developed three
options for Board consideration in guiding the 2020 parking management program:
1) No Change--pause any further Implementation of DPMP recommendations
2) Implement DPMP Phase II (Initial Implementation of Seasonal Paid Parking)
3) Other (to be defined by the Board)
If the Town Board decides that the current level of service is adequate and/or that
Public Works should pause DPMP implementation (option #1), Public Works proposes
to return to the Town Board with a proposed 2020 work plan at a later date.
If option #2 is selected, Public Works is prepared to deliver information related to the
implementation of seasonal paid parking at a follow-up Study Session on October 22,
2019:
• Five pricing scenarios, including static, progressive and dynamic pricing options.
• Revenue projections and cost estimates for implement ing seasonal paid parking
in 2020 for approximately 702 spaces (32% of the overall supply & about 60% of
the downtown core spaces).
• Draft ordinance content authorizing seasonal paid parking in the Town’s public
parking areas.
• Draft fee resolution content setting the 2020 parking rates and seasonal duration
dates.
Pending the outcome of the October 22 Study Session, Public Works can be ready to
bring forth a final ordinance and fee resolution authorizing seasonal paid par king at a
Regular Meeting and Public Hearing on November 12. (Note: a revised parking permit
system is also needed, and will be discussed with the Town Board separately in early
2020.)
Advantages:
• Providing multiple options for Board consideration instead of focusing solely on
DPMP Phase II implementation encourages an inclusive approach to decision-
making on a high-profile issue.
• Consideration of multiple options supports a commitment made to the community
that any consideration of additional parking management efforts, including paid
parking, would be conducted in a data-driven and transparent manner.
4
Disadvantages:
• Some may feel that the thresholds outlined in the Board-adopted DPMP for
moving from Phase I to Phase II have been met (and seasonal paid parking
should be implemented): however, staff feels that receiving specific Board
direction and buy-in on future parking management is critical to program
success.
• The multi-meeting format postpones 2020 planning; however Public Works staff
feels that it allows more time for informed decision-making and public process.
Action Recommended:
Public Works staff seeks Board direction on a preferred option for the 2020 parking
management program.
Finance/Resource Impact:
Financial impacts will be discussed in detail on Oct. 22, however information on revenue
projections, cost estimates for implementation of seasonal paid parking has been
included with the Board packet for early review.
Level of Public Interest
Public interest is high, specifically regarding possible implementation of paid parking.
The Transportation Advisory Board (TAB) drafted a letter in support of both the Phase I
implementation process and of implementing seasonal paid parking accompanied with
supporting transit service expansion.
Enclosures (for 10/8 Packet)
• DPMP Phase I Results & Options for 2020 (PowerPoint)
• 2019 Parking Utilization Data Summary
• 2019 Public Outreach Raw Comments
• 2019 Parking Management Warrant spreadsheet
• Letter of Support from the Transportation Advisory Board
Enclosures (for 10/22 Packet)
• Revenue Projections and Cost Estimates
• Ordinance Ideas
• Fee Resolution Ideas
5
DOWNTOWN PARKING MANAGEMENT PLAN
PHASE I RESULTS & OPTIONS FOR 2020
Town of Estes Park
Parking & Transit Division
Department of Public Works
Town Board Study Session
October 8, 2019
2Downtown Parking Management Plan – Phase I Results
OVERVIEW
1. Background
2. 2019 Parking Utilization
3. Public Outreach Summary
4. Parking Management Warrant
5. Options for 2020
6. Next Steps
3
BACKGROUND
Our Charge: Implement the Board-approved Downtown
Parking Management Plan (DPMP).
DPMP Goals
1. Enhance the ease of visitor access by encouraging turnover
2. Encourage the use of parking outside / on the edge of downtown
for longer-term stays
3. Improve multi-modal transportation options
4. Identify cost-effective options for expanding the parking supply
Downtown Parking Management Plan – Phase I Results
2019 PARKING UTILIZATION
5
PARKING UTILIZATION
Parking Occupancy
•“How full is a facility/area?”
•The percentage of parking supply that is observed to be occupied during a given time.
•Occupancy Percentage (%) = # occupied spaces divided by total spaces (by facility/area)
Parking Duration
•“How long do vehicles stay parked at a facility/area?”
•The length of time a car remains in a given parking space.
•Average Duration (hours) = record length of stay for each vehicle observed and calculate
an average for all vehicles by facility/area and time period
What Was Collected?
Downtown Parking Management Plan – Phase I Results
6
PARKING UTILIZATION
1) LPR Data Collection: Occupancy (“LPR”)
•20 areas: all lots, on-street locations and
•110 days, collected 2 to 4 times a day
•May 25th to September 15th, 2019
2) Field Data Collection: Duration & Occupancy (“Field”)
•7 locations: distributed, representative
•Weekdays, weekends, hourly
•July, August and September only
3) “Frequent Parker” Collection: Location and Frequency (“Frequency”)
•45-day period
•August & September only
Data Collection Methodologies
Downtown Parking Management Plan – Phase I Results
7
PARKING UTILIZATION
2019 Key Takeaways
•Peak occupancy has decreased slightly from 2018 (~5%)
•However, even with a slight decrease, parking areas are very full*
•Peak demand: Midday, Weekends, July
•Average duration was 2 hours 10 minutes
•About half of all parkers stayed for ~ 1 hour
•Parking structure occupancy was 40-60% on weekends, 25-30%
on weekdays (over 85% on 9 days)
•Frequent parkers: 280 unique license plates were observed 20 or
more days during a 45-day period
Downtown Parking Management Plan – Phase I Results
8
PARKING UTILIZATION –STUDY AREA (LPR)
Downtown Parking Management Plan – Phase I Results
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2018 2019 2018 2019 2018 2019
June July August
Weekday Weekend Month
9
PARKING UTILIZATION (LPR)
2018 vs 2019 PEAK Occupancy
85%
Downtown Parking Management Plan – Phase I Results
Peak Occupancy: Average of daily
peak demand observed for all
facilities over the time period.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2018 2019 2018 2019 2018 2019
June July August
Weekday Weekend Month
10
PARKING UTILIZATION (LPR)
2018 vs 2019 AVERAGE Occupancy
85%
Downtown Parking Management Plan – Phase I Results
Average Occupancy: Average of daily
average demand observed for all
facilities over the time period.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Weekday Weekend Month
June July August September
11
2019 PEAK Occupancy (by Time Period)
85%
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (LPR)
0%
20%
40%
60%
80%
100%
Spruce Lot Town Hall Library
Lot
Tregent Lot Virginia Lot Virginia On-
Street
Weist Lot W. Riverside On-
street
Parking
Structure
Visitor Center
Lot
Event Center
PnR
June July August September
0%
20%
40%
60%
80%
100%
Big Horn Lot Big Horn On-
Street
Bond Park On-
Street
Bond Park Lot Davis Lot E. Riverside Lot MacGregor On-
Street
Performance
Park Lot
Post Office Lot Riverside Lot
12
2019 WEEKEND PEAK Occupancy by Facility/Area
85%
85%
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (LPR)
0%
20%
40%
60%
80%
100%
Big Horn Lot Big Horn On-
Street
Bond Park On-
Street
Bond Park Lot Davis Lot E. Riverside Lot MacGregor On-
Street
Performance
Park Lot
Post Office Lot Riverside Lot
13
2019 WEEKDAY PEAK Occupancy by Facility/Area
85%
85%
0%
20%
40%
60%
80%
100%
Spruce Lot Town Hall
Library Lot
Tregent Lot Virginia Lot Virginia On-
Street
Weist Lot W. Riverside On-
street
Parking
Structure
Visitor Center
Lot
Event Center
PnR
June July August September
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (LPR)
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend
May June July August September
14
2019 Parking Structure Occupancy by Month
85%
Average occupancy was 32%.
The structure was full on
Memorial Day, July 4th, July 4th
weekend, August 7th, and the
last 2 weekends in September.
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (LPR)
15
July 2019
Parking Space
Availability
(during midday peak)
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (LPR)
16Downtown Parking Management Plan – Phase I Results
June & Aug 2019
Parking Space
Availability
(during midday peak)
PARKING UTILIZATION (LPR)
17
PARKING UTILIZATION –STUDY AREA (FIELD)
•East Riverside
•MacGregor Avenue
•Riverside
•Town Hall
•Tregent
•Visitor Center
•Weist
Downtown Parking Management Plan – Phase I Results
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM
Weekday Weekend
18
PARKING UTILIZATION (FIELD)
2019 Average Utilization (Weekday vs Weekend)
85%
Facilities/areas studied: E. Riverside, MacGregor Avenue, Riverside, Town Hall, Tregent, Visitor Center, Weist
Downtown Parking Management Plan – Phase I Results
19
2019 Duration Summary
2.2 hours is the
average duration
of stay
Facilities/areas studied: E. Riverside, MacGregor Avenue, Riverside, Town Hall, Tregent, Visitor Center, Weist
Average Duration
((hours)
Average 2.2
Weekday 2.3
Weekend 2.1
July 2.3
August 2.2
September 2.1
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (FIELD)
20
2019 Average Duration by Facility
*E. Riverside, Riverside, and Town Hall have time restrictions
Parking Facility Average Duration
((hours)
E. Riverside*2.0
MacGregor Ave.2.5
Riverside*1.9
Town Hall*2.2
Tregent 1.9
Visitor Center 2.2
Weist 2.4
Average 2.2
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (FIELD)
21
2019 Percent of Parkers by Average Duration
1 hour 1-2 hours 2-3 hours 3-4 hours 4-5 hours 5-6 hours 6-7 hours 7+ hours
All 49% 24% 11% 5% 3% 2% 2% 3%
Weekday 48% 24% 11% 5% 4% 3% 3% 3%
Weekend 51% 25% 11% 4% 3% 2% 2% 2%
About half of all parkers stay an hour.
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (FIELD)
22
2019 Average Duration (hours) by Time of Arrival
9:00 AM 10:00 AM 11:00 AM 1 2:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM
All 3.5 2.9 2.2 2.0 1.8 1.7 1.5 1.0
Weekday 3.5 3.0 2.2 2.0 1.9 1.8 1.5 1.0
Weekend 3.5 2.9 2.3 2.1 1.8 1.7 1.5 1.0
The earlier you arrive, the longer you park.
Downtown Parking Management Plan – Phase I Results
PARKING UTILIZATION (FIELD)
23
PARKING UTILIZATION (FREQUENCY)
“Frequent Parker” Analysis
*E. Riverside, Riverside, and Town Hall have time restrictions
•45 days of data (August 5 – September 18, 2019)
•2,329 average daily license plates recorded
•70 plates recorded in more than one zone on an average day
(3% of total)
Downtown Parking Management Plan – Phase I Results
24
20
30
24
28
19
12
15
18 18
12 11 10
8 7
5
2 1
4
2
4
2 1 2 1
0
5
10
15
20
25
30
35
20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44Number of License PlatesNumber of Days Recorded
License Plates Obser ved 20 or More Days (Aug -Sept 2019)
24Town of Estes Park Phase I Parking Results & Options
“Frequent Parker” Analysis
280 license plates were
recorded 20 or more days
(during the 45 day period)
PARKING UTILIZATION (FREQUENCY)
PUBLIC OUTREACH
SUMMARY
26
PUBLIC OUTREACH SUMMARY
Methodology
•Visit with business owners (Dec. 2018
– Sept. 2019)
•Call/email log
•Downtown Parking Listening Tour
Downtown Parking Listening Tour
•July, August, and September
•Farmer’s Market booth
•“Office Hours”
•Online feedback form
•Intercept surveys during Elk Fest
Downtown Parking Management Plan – Phase I Results
27
PUBLIC OUTREACH SUMMARY
60% In-Person391 Individuals
Who Participated?
55% Locals
22% Visitors
18% Did not
indicate (library)
512+ unique
comments
40% Online
Downtown Parking Management Plan – Phase I Results
28
PUBLIC OUTREACH SUMMARY
What was mentioned the most?
The reserved spaces at the
Library are confusing.
*top “Unknown” comment
1
Paid parking might improve
availability in some lots.
*top “Visitor” comment
2
Invest in additional and more
efficient transit routes/service.
*top “Local” comment
3
Add/promote transportation
options; improve wayfinding.4
5
It is difficult to find parking.6
Add more high-turnover spaces
for business customers/owners.
Downtown Parking Management Plan – Phase I Results
29
PUBLIC OUTREACH SUMMARY
Typical Downtown Parking Experience
•2019: “Good” (Visitor); “Very Poor” (Local)
•2018: Parking was the top concern for visitors (VEP Fall 2018 Survey)
Comments on the “typical” parking experience…
I can typically parking a short
walk from my destination.
*Visitor
1
It is often difficult to find
parking near my destination.
*Local
2
It is typically difficult to find
parking during the summer.3
Downtown Parking Management Plan – Phase I Results
4 There are not enough parking
spaces.
30
PUBLIC OUTREACH SUMMARY
Downtown Parking Management Plan – Phase I Results
Source: VEP Fall Survey 2018
31
Did you have any negative experiences in EP, or do you have any suggestions for improving the EP experience?
(107 comments received)
Source:
VEP Fall
Survey
2018
Words mentioned at least twice, in word cloud view:
Over half of respondents said they had no negative experiences or no suggestions (57%).
Among the remainder, top concerns included parking / traffic / crowding (in EP & RMNP). A few cited
shopping & restaurant issues (e.g. quality / variety / service / limited hours).
32
PUBLIC OUTREACH SUMMARY
If you could make one improvement…
Build additional parking
*top Visitor and Local comment1
Expand shuttle service2
Improve signage and
communication3
Additional short-term parking
options4
Reserved parking for residents
and library patrons 5
Downtown Parking Management Plan – Phase I Results
6 Additional parking management
to increase availability
PARKING MANAGEMENT
WARRANT
34
PARKING MANAGEMENT WARRANT
•Inspired by Traffic Signal
Warrant process
•Aligned with the DPMP’s
guiding goals
•Designed to supplement and
complement data collection and
public input; not an end in itself
•A learning process in 2019!
SCORING RANGES
0 - 28 total points
Existing parking management in this facility is in the
"effective" range. No change is recommended.
29 - 57 total points
Existing parking management in this facility is in the
"somewhat effective" range. The facility should be monitored
and additional parking management strategies considered.
58 - 84 total points
Existing parking management is in the "somewhat not
effective" range. Additional parking management strategies
are recommended for this facility.
85 or more total points
Existing parking management is in the "not effective" range.
Paid parking is recommended for this facility.
Note: The highest possible score is 110 points.
Downtown Parking Management Plan – Phase I Results
35
PARKING MANAGEMENT WARRANT
Scored criteria
1. Facility size
2. Seasonal parking occupancy (weekend only)
3. Seasonal parking occupancy (weekend only)
4. Seasonal duration (length of stay)
5. Proximity to public transportation
6. Traffic & congestion impact
7. Facility usage
8. Annual revenue generation potential
9. Existing parking management strategies
Downtown Parking Management Plan – Phase I Results
36
PARKING MANAGEMENT WARRANT FINDINGS
1) Events Complex
2) Parking Structure
3) Visitor Center*
4) Town Hall
5) MacGregor Ave.
6) E. Riverside*
7) Virginia*
8) Riverside*
9) Post Office
10) W. Riverside
11) Davis
12) Weist*
13) Big Horn
14) Tregent
15) Spruce
16) Performance Park
17) Bond Park
SCORING RANGES
Effective
Somewhat Effective
Somewhat Not Effective
Not Effective
Downtown Parking Management Plan – Phase I Results
*Within 5 points of a
lower/higher range.
And in a super interesting sidebar...
OPTIONS FOR 2020
38
OPTIONS FOR 2020
1. No Change / DPMP
Implementation Pause
2. Move forward with DPMP
Phase II (Initial Paid Parking
Implementation)
3. Other (as defined by the
Board)
Downtown Parking Management Plan – Phase I Results
DISCUSSION
NEXT STEPS
41
PRESENTATION SCHEDULE
•Second Study Session on 10/22
•Pricing scenarios
•Revenue projections
•Cost estimates
•Draft ordinance
•Draft fee resolution
•Pending 10/22, return on 11/12 for a Regular Meeting and
Public Hearing
•Final ordinance
•Final fee resolution
Downtown Parking Management Plan – Phase I Results
2019 Parking Utilization Summary (LPR)
(110 days of data collection, May 25-September 15, 2019, 20 parking facilities/areas)
Average Peak Occupancy by Time Period
May June July August September
Weekday 63%75%84%71%60%
Weekend 95%87%92%86%81%
Month 72%79%86%75%67%
Average Occupancy by Time Period
May June July August September
Weekday 46%54%61%52%44%
Weekend 73%60%65%63%59%
Month 53%56%62%55%49%
Average Utilization by Month and Parking Facility/Area
Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend Weekday Weekend
Big Horn Lot 69%n/a 79%83%83%90%77%77%66%74%79%
Big Horn On-Street 34%n/a 60%90%83%88%60%90%38%81%70%
Bond Park On-Street 59%n/a 88%87%90%98%73%63%57%61%79%
Bond Park Lot 51%n/a 72%78%82%95%65%53%54%53%70%
Davis Lot 31%100%63%94%86%100%52%98%34%87%72%
E. Riverside Lot 98%95%93%96%93%92%93%95%87%95%93%
MacGregor On-Street 43%94%72%87%95%94%79%95%52%92%81%
Performance Park Lot 29%96%41%78%68%81%42%87%29%76%57%
Post Office Lot 67%99%79%95%90%95%76%93%67%92%84%
Riverside Lot 97%94%97%97%96%97%98%100%96%100%97%
Spruce Lot 70%100%85%88%90%91%84%88%85%90%87%
Town Hall Library Lot 81%90%97%87%95%100%89%96%82%89%92%
Tregent Lot 100%100%100%100%99%100%98%100%92%100%99%
Virginia Lot 86%100%68%78%81%76%75%79%68%79%76%
Virginia On-Street 78%n/a 76%92%91%94%86%96%68%86%85%
Weist Lot 95%100%98%100%98%100%97%99%93%100%98%
W. Riverside On-street 28%100%60%80%73%100%59%86%34%93%68%
Parking Structure 8%61%26%33%29%60%30%40%14%25%32%
Visitor Center Lot 34%70%60%65%84%88%70%75%40%74%68%
Event Center PnR 25%n/a 29%n/a 30%23%18%n/a 25%27%27%
AverageMayJune July August September
29
2019 Duration Study (Field Observation)
(16 days of data collection, 9am-4pm, July-August 2019, parking facilities/areas)
Average Duration (hours) by Time Period
Average 2.1
July 2.3
August 2.2
September 2.0
Weekday 2.2
Weekend 2.1
Average Duration (hours) by Parking Facility/Area and Time Period
Average
Duration
(July-Aug)
July August September Weekday Weekend
E. Riverside 2.0 1.9 2.1 2.0 1.9 2.0
MacGregor Ave.2.5 3.1 2.5 2.3 2.6 2.4
Riverside 1.9 1.8 1.9 1.9 1.6 1.9
Town Hall 2.2 2.3 2.1 2.1 2.2 2.0
Tregent 1.9 2.1 1.9 1.6 1.9 2.1
Visitor Center 2.2 2.7 2.3 1.9 2.2 2.2
Weist 2.4 2.5 2.4 2.2 2.4 2.2
Average 2.1 2.3 2.2 2.0 2.2 2.1
Percent of Vehicles by Duration of Stay
up to 1 hour 1-2 hours 2-3 hours 3-4 hours 4-5 hours 5-6 hours 6-7 hours 7+ hours
Average 50%24%11%5%3%2%2%2%
Weekday 49%24%11%5%4%2%2%3%
Weekend 51%25%11%4%3%2%2%2%
Page 2 of 330
Percent of Vehicles by Duration of Stay and Facility/Area
up to 1 hour 1-2 hours 2-3 hours 3-4 hours 4-5 hours 5-6 hours 6-7 hours 7+ hours
E. Riverside 56%23%9%4%3%1%1%3%
MacGregor Ave.40%30%10%4%3%2%5%5%
Riverside 52%26%13%5%2%1%1%1%
Town Hall 51%23%12%4%3%2%2%3%
Tregent 52%25%13%3%4%1%1%0%
Visitor Center 56%14%9%7%4%5%2%1%
Weist 44%26%10%6%4%3%3%3%
Average 50%24%11%5%3%2%2%2%
Average Duration of Stay by Time of Arrival in Parking Facility
9:00 AM 10:00 AM 11:00 AM 12:00 PM 1:00 PM 2:00 PM 3:00 PM 4:00 PM
Average 3.4 2.8 2.2 2.0 1.8 1.7 1.5 1.0
Weekday 3.4 2.9 2.2 2.0 1.8 1.8 1.5 1.0
Weekend 3.5 2.9 2.3 2.1 1.8 1.7 1.5 1.0
Page 3 of 331
1 Estes Park Paid Parking Analysis
September 2019
Overview of Public Outreach Process
DOWNTOWN LISTENING T OUR EVENTS
• Library Meeting (7/31/19): 11 Individuals / 48 Comments
• Kind Coffee Meeting (9/6/19); 3 Individuals / 10 Comments
• Rockcut Brewery Meeting (8/15/19): 6 Individuals / 42 Comments
FARMER’S MARKET
• Farmer’s Market #1 (8/8/19): 27 Individuals / 43 Comments
• Farmer’s Market #2 (8/22/19): 28 Individual / 47 Comments
• Farmer’s Market #2 (9/12/19): 24 Individual / 41 Comments
LIBRARY FEEDBACK
• Comments Received at Front Desk (6/27/19 – 8/28/19): 90 Individuals / 91 Comments
• Online Review: 1 Individual / 1 Comment
BUSINESS OUTREACH
• Targeted Outreach to 4 Businesses (11/20/18): 8 Individuals / 13 Comments
ONLINE COMMENT FO RM
• 5-Question Online Survey (7/19/19 – 9/12/19): 157 Responses
INTERCEPT SURVEYS
• 5-Question Intercept Survey (9/28/19): 36 Responses
SUMMARY
Individuals In-Person Online Total
Locals 88 Individuals 68 Individuals 156 Individuals (40%)
Visitors 55 Individuals 89 Individuals 144 Individuals (37%)
Unknown 91 Individuals - 91 Individuals (23%)
Total 234 Individuals
(60%)
157 Individuals
(40%)
391 Individuals
Comments In-Person Online Total
Locals 211 Comments 68 Responses 279+ Comments (55%)
Visitors 52 Comments 89 Responses 141+ Comments (26%)
Unknown 92 Comments - 92 Comments (18%)
Total 355 Comments
(69%)
157+ Comments
(31%)
512+ Comments
32
Estes Park Summer Outreach Summary
October 2019 2
In-Person Comments
0 5 10 15 20 25
Invest in Lighting / Safety Improvements
Add Dedidcated Parking for Residents
Consider ADA/Accessibility Needs
Use Incentives to Encourage Transit Use
Need Additional Enforcement/Fines
Data Should Drive Decisions
Allocate Most Convenient Parking for Elderly
Invest in Micromobility
Need More Motorcycle Parking
Opposed to Loop
Relocate Town Hall / Post Office / Library Out of Downtown
Some Parking Time Limits Are Too Restrictive
Visitors Prefer Free Parking
Address Spillover into Private Lots
Address Traffic Congestion in Downtown
Compliment
Parking Time Limits Have Improved Availability
Monitor Air Quality / Encourage EVs / Discourage Idling
Use Paid Parking Revenue to Fund Transportation Improvements
Preserve Small Town Feel
Communicate Goals / Changes to Transportation Systems in…
Real-Time Signage / Parking App is Helpful
Paid Parking - Provide Free Parking for Residents
Paid Parking - Provide Discounts for Residents
Invest in Bicycle / Pedestrian Paths and Trails
Opposed to Paid Parking
Library Parking Should be Free
Parking Issues are Limited / Few Issues to Solve
Parking Garage was a Good Investment
Visitors Expect to Pay for Parking
Address Employee Parking Needs
Invest in More Parking Downtown
Difficult to Find Parking
Add More Loading/High-Turnover Stalls for Customers/Owners
Promote Transportation Options / Improve Signage and Wayfinding
Invest in Additional / More Efficient Transit Routes / Service
Paid Parking Can Improve Availability in Some Lots
Reserved Library Parking Confusing
Comment Frequency
(355 Comments)
Visitors Locals Unknown
33
3 Estes Park Paid Parking Analysis
September 2019
Online Comments
0
10
20
30
40
50
60
Very Poor Poor Fair Good Excellent
Visitor 7 9 31 35 7
Local 20 11 17 15 5
Typical Downtown Parking Experience
0
5
10
15
20
25
30
35
Estes.org VisitEstes
Park.com
Social
Media
Word of
Mouth
Parking
App
Press
Releases /
Newspape
r
Local
Knowledg
e
Signage /
By Driving
Around
Google
Visitor 5 21 2 19 5 1 19 20 1
Local 11 2 4 12 10 8 9 11 0
Typical Source of Downtown Parking Information
34
Estes Park Summer Outreach Summary
October 2019 4
0 10 20 30 40 50 60
Traffic
Relocate Town Hall / Post Office / Library Out of Downtown
Too Many Tourists
Signage / Regulations Confusing
Parking Stalls Are Too Small for Trucks / RVs
Typically Walk Downtown
Inadequate Disabled Parking
There is a Need for Additional Enforcement
There Are Not Enough Parking Spaces
Typically Difficult to Find Parking in the Summer
It is Often Difficult to Find Parking Near My Destination
I Can Typically Find Parking a Short Walk from My Destination
Comments on Typical Parking Experience
Local Visitor
0 5 10 15 20 25 30 35 40 45 50
Fewer Downtown Events
Additional ADA/Accessible Parking
Additional Sidewalks / Pedestrian Priority Areas
Additional Bike Parking / Bike Lanes
Additional Enforcement
Relocate Town Hall / Post Office / Library Out of Downtown
No Suggestions / Few Parking Issues
Preserve Character of Estes Park
Traffic Improvements
Implement Paid Parking
Reduce Number of Tourists
Larger Parking Stalls
Managed Parking / Increased Parking Availability
Reserved Parking for Residents / Library Visitors
Additional Short Term Parking Options
Improved Signage / Communication
Expanded Shuttle Service
Build Additional Downtown Parking
Recommended Improvements
Local Visitor
35
PARKING MANAGEMENT WARRANT (Completed Sept. 2019)
Rating Range 1-Events Complex2-Parking Structure3-Visitor Center4-Town Hall5-MacGregor Ave6-E. Riverside7-Virginia8-Riverside9-Post Office10-W. Riverside11-Davis12-Weist13-Big Horn14-Tregent15-Spruce16-Performance 17-Bond Park1 AVERAGE LENGTH OF STAY (DURATION)6 6 6 6 6 6 6 4 4 6 6 6 6 4 6 6 6
1.1 Less than one hour 2
1.2 Between one and two hours 4
1.3 Between two and three hours 6
1.4 Between three and four hours 8
1.5 More than four hours 10
2 PROXIMITY TO PUBLIC TRANSPORTATION (FREE SHUTTLE STOP)2 4 2 6 6 2 2 4 6 10 10 4 4 2 2 4 2
2.1 Access to a shuttle stop is within 200 feet 2
2.2 Access to a shuttle stop is within 200-400 feet 4
2.3 Access to a shuttle stop is within 400-600 feet 6
2.4 Access to a shuttle stop is within 600-800 feet 8
2.5 Access to a shuttle stop is more than 800 feet 10
3 SEASONAL PARKING OCCUPANCY (WEEKDAY) - COLLECTION PERIOD: MAY 25 - SEPT 15 5 5 10 20 10 20 5 20 10 5 5 20 5 20 10 5 10
3.1 All days of the collection period, occupancies greater than 85% were observed less than 50%5
3.2 All days of the collection period, occupancies greater than 85% were observed between 50-74%10
3.3 All days of the collection period, occupancies greater than 85% were observed 75% of the time or more 20
4 SEASONAL PARKING OCCUPANCY (WEEKEND) - COLLECTION PERIOD: MAY 15 - SEPT 15 5 5 5 20 20 20 10 20 20 10 20 20 20 20 10 5 10
4.1 All days of the collection period, occupancies greater than 85% were observed less than 50%5
4.2 All days of the collection period, occupancies greater than 85% were observed between 50-74%10
4.3 All days of the collection period, occupancies greater than 85% were observed 75% of the time or more 20
5 TRAFFIC & CONGESTION IMPACT 4 6 8 8 8 8 8 4 4 4 6 8 4 4 4 10 8
5.1 Facility has a dedicated turn lane.2
5.2 Facility has no direct access to a state highway.4
5.3 Facility has only one point of vehicular access and that access point is located on a state highway.6
5.4 Facility has two or more access points, at least one of which is located on a state highway.8
5.5 Facility has two or more access points, both from a state highway.10
6 FACILITY UTILIZATION 6 2 6 8 2 4 6 6 6 2 2 6 2 2 4 2 10
6.1 This facility is not used for any other purposes besides parking (e.g., special events, reserved spaces, storage).
2
6.2 Less than 5% of the facility is used for purposes other than parking (e.g., special events, reserved spaces, storage) more
than one time per month, June through September.4
6.3 5-10% of the facility is used for purposes other than parking (e.g., special events, reserved spaces, storage) more than one
time per month, June through September.6
6.4 11-20% of the facility is used for purposes other than parking (e.g., special events, reserved spaces, storage) more than
one time per month, June through September.8
6.5 More than 20% of the facility is used for purposes other than parking (e.g., special events, reserved spaces, storage) more
than one time per month, June through September.10
7 FACILITY SIZE (PARKING RESOURCE AVAILABILITY)2 2 4 2 6 8 10 6 6 8 8 4 6 6 8 6 6
7.1 This facility has more than 200 unrestricted spaces 2
7.2 Facility has between 100-200 unrestricted spaces 4
7.3 Facility has between 50-99 unrestricted spaces 6
7.4 Facility has between 25-49 unrestricted spaces 8
7.5 Facility has less than 25 spaces 10
8 ANNUAL REVENUE GENERATION POTENTIAL 2 2 10 10 8 6 4 8 8 4 6 8 8 8 6 8 8
8.1 Less than $10,000 annually 2
8.2 Between $11,000 and $25,000 annually 4
8.3 Between $26,000 and $50,000 annually 6
8.4 Between $50,000 and $100,000 annually 8
8.5 More than $100,000 annually 10
9 EXISTING PARKING MANAGEMENT 4 4 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8
9.1 Information about parking availability is communicated via signage, web and/or mobile platform 2
9.2 Lots are actively monitored and enforced 4
9.3 Parking permits are utilized in this lot 6
9.4 Signed time-limits are in place in this lot 8
9.5 Some or all of the facility has paid parking 10
TOTAL POSSIBLE POINTS 110
WARRANT TOTAL 36 36 59 88 74 82 59 80 72 57 71 84 63 74 58 54 68
SCORING RANGES
*0 - 28 total points:Existing parking management in this facility is in the "effective" range. No change is recommended.
*29 - 57 total points:Existing parking management in this facility is in the "somewhat effective" range. The facility
should be monitored and additional parking management strategies considered.
*58 - 84 total points:Existing parking management is in the "somewhat not effective" range. Additional parking
management strategies are recommended for this facility.
*85 or more total points: Existing parking management is in the "not effective" range. Paid parking is recommended
for this facility.
ASSUMPTIONS
*Duration data was only captured for a sampling of lots, there for the average
observed duration of 2.2 hours was used for all other parking areas (highlighted in
red).
*$700 per space was used to calculate the average revenue general potential.
36
Transportation
Advisory Board
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Belle Morris, Chair, Transportation Advisory Board
Date: October 8, 2019
RE: Downtown Parking Management Plan Phase I Results & Options for 2020
Mayor Jirsa, Administrator Machalek and Trustees:
The Transportation Advisory Board (TAB) recommends implementing Phase 2 of the
Downtown Parking Management Plan (Initial Seasonal Paid Parking Implementation) in
summer 2020.
TAB enthusiastically supports the valid data collection processes, which Public Works
staff has provided to best inform decision-making. TAB members have participated in
some data gathering to better understand what residents and visitors experience
regarding parking and a possible future that could include seasonal paid parking. TAB
members have attended meetings on the “Listening Tour”, which allowed residents to
speak directly about their concerns and hopes regarding seasonal paid parking. After
vigorous discussions and debate, TAB requests the Town Board adopt a progressive
seasonal paid parking program, which encourages parking turn over for residents and
visitors to have the opportunity to access Downtown while reducing cruising for
available parking. TAB supports the stages of the Downtown Parking Management
Plan, which encourages multi-modal transportation and protection of our unique clean
mountain environment. To ensure resident support, TAB recommends the 2020
seasonal paid parking plan include free parking for residents, once per day, for 30
minutes. We appreciate the opportunity to provide these recommendations and
appreciate the efforts of Town staff.
Phase II of the Downtown Parking Management Plan introduces seasonal paid parking
as an important tool in managing traffic, reducing congestion and at the same time
encouraging access through multi-modal options. TAB views seasonal paid parking as a
way to influence driver decisions about where to park and for how long. Paid parking
provides incentive to turn over a parking space so that additional residents and potential
customers have the opportunity to be in Downtown using a car. While correlation
between turn over and sales tax revenue is difficult to track, TAB uses the logic that if
more people can access a parking space each day, there is a higher probability of
actual sales in shops. Implementing seasonal paid parking allows a measured increase
in access opportunity, unlike the barrier (encouraged by free parking) of one space
37
being used for a longer period of time (or all day) by a smaller number of users. If a
driver seeks a long-term parking space (over 3 hours), they can choose to pay for this
privilege or use a free periphery lot. With increased communication about parking
options, drivers can plan in advance for their needs and choose what location is best for
them. The long-term parker can avoid entering the downtown corridor and adding to the
traffic congestion. Those seeking short-term parking may use the Estes Parking App for
technology updates on availability.
Currently, visitors and residents, who drive into the Downtown corridor, cruise for
available (free) parking, which adds to congestion, pollution and overall bad
experiences. Smells of vehicle fumes and noise from traffic could easily place a person
in a 300,000 populated Front Range city rather than our Rocky Mountain beautiful town.
The managed paid parking approach will help drivers locate parking more efficiently and
encourage an enjoyable walk or shuttle drive, if a periphery parking space is the option.
Relying on free parking compromises multi-modal transportation options. Free parking
encourages driving and pulls away from encouraging walking, riding a bike or taking
transit when traveling to work or shop in the Downtown corridor. Affordable housing
residents and J1 employees often need multi-modal transportation options for accessing
employment downtown. We encourage the Town Board to make alternative
transportation a priority to complement implementation of seasonal paid parking.
We support the 2019 Complete Streets Policy and its approach to design and planning-
that include all user experiences to the transportation network. We support the
implementation of the 2018 Downtown Plan and its vision for prioritizing bicycles and
pedestrian circulation as well as making parking and transit facilities easily accessible .
The planned parking stages support the expectations of residents to provide safe,
comfortable, and accessible multi-modal options identified in these important Town
Board decisions.
TAB supports a robust plan for managing and creating additional residential and
employee permits. We support staff efforts to establish safe, comfortable, accessible
parking/transit options for employees. Employees working long hours and late shifts
have unique needs compared to a morning shift person . TAB appreciates the wisdom of
a measured approach when implementing the steps to managing parking. We have
concern about disregarding stages of parking changes, especially when considering
building an expensive parking infrastructure without a revenue source. TAB has concern
for the likely unintended consequences of having a large supply of parking in downtown,
when more affordable periphery lots are available now. We encourage utilizing the
parking infrastructure the Town already has and support multi-modal transportation.
In conclusion, while enforcing time limits in parking lots and areas has demonstrated
changes in turn over in parking, the increase in visitor numbers require a more robust
management program. The phased approach recommended by the DPMP allows for
adjustments and flexibility in pricing as well as education time for the public. TAB
supports a progressive seasonal paid parking program that includes a strong multi-
modal transportation option and we encourage the Town Board to consider moving to
DPMP Phase II in 2020. We appreciate the opportunity to provide recommendations to
the Board and we appreciate the Town staff’s thorough efforts.
38
1 Estes Park Paid Parking Analysis
October 2019
PRICING S C ENARIOS & 2020 REVENUE PROJECTIONS (BY S C ENARIO )
Scenario A Scenario B Scenario C Scenario D Scenario E
<1 Hour $1.50 $2.00 $2.00 $2.00 10-11 AM:
$2.00/ Hour
11AM-2 PM:
$4.00/ Hour
2PM-6PM:
$2.00/ Hour
1-2 Hours $1.50 $2.00 $2.00 $2.00
2-3 Hours $1.50 $2.00 $3.00 $2.00
3-4 Hours $1.50 $2.00 $3.00 $4.00
4-5 Hours $1.50 $2.00 $4.00 $4.00
5-6 Hours $1.50 $2.00 $4.00 $4.00
6-7 Hours $1.50 $2.00 $5.00 $6.00
7-8 Hours $1.50 $2.00 $5.00 $6.00
Max daily $12.00 $16.00 $28.00 $30.00 $22.00
(Paid Period in 2020: June 1 – September 30)
No Discounts:
No Price Sensitivity $724,000 $965,000 $1,225,000 $1,219,000 $1,353,000
Low Price Sensitivity $536,000 $647,000 $741,000 $700,000 $736,000
Med. Price Sensitivity $461,000 $530,000 $577,000 $539,000 $550,000
High Price Sensitivity $397,000 $434,000 $450,000 $419,000 $416,000
30 Minutes Free for Residents (Daily):
Med. Price Sensitivity $429,000 $488,000 $535,000 $497,000 $486,000
Lost Revenue (From Base) ($32,000) ($42,000) ($42,000) ($42,000) ($64,000)
ASSUMPTIONS
• 702 metered stalls, including Town Hall (249 stalls of 279 total stalls), Virginia (30 stalls), E. Riverside
(43 stalls), Riverside (91 stalls), Weist (96 stalls of 141 total stalls), Post Office (93 of 99 stalls), Bond
Park (83 stalls), and Tregent (17 stalls).
• Baseline average summer utilization: 0.71 (based on the average of three occupancy counts per day
from May 28, 2019 through September 4, 2019 in the Town Hall Lot, Virginia, East Riverside Lot,
Riverside Lot, Weist Lot, the Post Office Lost, and Bond Park).
• Progressive Pricing Scenarios (C & D): Baseline length of stay calibrated based on July/August
utilization data from Town Hall Lot, East Riverside Lot, Riverside Lot, and Weist Lot.
• Progressive Pricing Scenarios (C & D): 50% of reduced vehicle-hours at higher hourly rates
reallocated to lowest hourly rate category (to estimate backfilling due to reduced long-term parking).
• Peak Pricing Scenario (E): 90% factor applied to revenue estimates to approximate lost revenue due
to first 15-minutes free parking.
• First Hour Free for Residents / 30 Minutes Free for Residents: 200 Resident vehicles per day
assumed (approximately 10% of baseline number of vehicles served per day).
• The following adjusted average utilization factors are assumed at each price point to account for
anticipated reduced demands due to pricing:
39
Estes Park Paid Parking Analysis
October 2019 2
COST ESTIMATES
ONE -TIME COSTS
Line Item Type Cost
Meter Hardware (14 Meters) Infrastructure $168,000
Signage Infrastructure $2,500
Installation, testing, etc. Technical $25,000
Software IT $45,000
Website Upgrades Pub. Ed. $2,500
Instructional Videos Pub. Ed. (Included)
Total ONE-TIME Costs: $243,000
ANNU AL ONGOING COSTS
In-House Option
Line Item Type Cost
Utilities (Power, IT) Infrastructure $25,000
Software IT $5,000
Bank/Credit Card/PCI/EMV Fees1 Financial $42,000
Pay-by-Phone Convenience Fee2 Financial $25,000
Cellular/Communication3 Financial/IT $3,150
Meter maintenance, repair, & misc. Maintenance $7,500
P&T Program Asst. position FTE Staff + Benefits $97,798
IT Dept. support Allocation $0
Finance Dep. Support Allocation $0
Educational material4 Pub. Ed. $10,000
Social media promotion - TOEP5 Marketing $500
VEP Partnership Marketing $0
Total New ANNUAL Costs: $215,948
Outsourced Option
Line Item Type Cost
Operator Budget Program $114,497
In-House Annual Costs6 Program $117,925
Total New ANNUAL Costs: $232,422
Existing Program Costs
Line Item Type Cost
Parking Division Base Budget 2020 Program $214,000
1 Assumes 10% fee on $420,000 in credit card transactions (approximated as 70% of $600,000 gross revenue)
2 Assumes 125,000 transactions per year at $0.20 per transactions
3 Assumes $45/month per meter (14 assumed) for 5 months per year
4 Stickers for meters, windshield flyers
5 Paid campaigns on Facebook
6 Excluding P&T Program Asst. position and Parking Division Base Budget
40
3 Estes Park Paid Parking Analysis
October 2019
ADDITIONAL ASSUMPTIONS
OPERATOR BUDGET
Line Item Type Cost
Salaries & Wages Payroll & Benefits $64,275
Payroll Taxes & Burden Payroll & Benefits $6,963
Health, Pension & 401(k) Payroll & Benefits $7,539
Workers Compensation Payroll & Benefits $5,242
Uniforms & Laundry Operating Expenses $927
Corporate Travel Operating Expenses $1,230
Employee Processing Operating Expenses $787
General Expenses Operating Expenses $2,694
Management Fee Management Fee $24,840
Total New ANNUAL Costs: $114,497
41
Estes Park Paid Parking Analysis
October 2019 4
SCENARIO A – NET REVENUE ANALYSIS
IN-HOUSE MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $461,000 $461,000 $789,000 $789,000
Gross Revenue $675,000 $461,000 $789,000 $789,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue $2,052 $31,052 $114,052 $284,052
Cost of 30-Min Free for Residents $32,000 $32,000 $54,000 $54,000
Net Revenue w/ 30-Mins Free ($29,948) ($948) $60,052 $230,052
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $461,000 $461,000 $789,000 $789,000
Gross Revenue $461,000 $461,000 $789,000 $789,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue ($211,948) $31,052 $114,052 $284,052
Cost of 30-Min Free for Residents $32,000 $32,000 $54,000 $54,000
Net Revenue w/ 30-Mins Free ($243,948) ($948) $60,052 $230,052
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
42
5 Estes Park Paid Parking Analysis
October 2019
OUTSOURCED MANAGEMEN T
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $461,000 $461,000 $789,000 $789,000
Gross Revenue $675,000 $461,000 $789,000 $789,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($14,422) $14,578 $97,578 $267,578
Cost of 30-Min Free for Residents $32,000 $32,000 $54,000 $54,000
Net Revenue w/ 30-Mins Free ($46,422) ($17,422) $43,578 $213,578
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $461,000 $461,000 $789,000 $789,000
Gross Revenue $461,000 $461,000 $789,000 $789,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($228,422) $14,578 $97,578 $267,578
Cost of 30-Min Free for Residents $32,000 $32,000 $54,000 $54,000
Net Revenue w/ 30-Mins Free ($260,422) ($17,422) $43,578 $213,578
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
43
Estes Park Paid Parking Analysis
October 2019 6
Scenario B – Net Revenue Analysis
IN-HOUSE MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $530,000 $530,000 $905,000 $905,000
Gross Revenue $744,000 $530,000 $905,000 $905,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue $71,052 $100,052 $230,052 $400,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $29,052 $58,052 $157,052 $327,052
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $530,000 $530,000 $905,000 $905,000
Gross Revenue $530,000 $530,000 $905,000 $905,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue ($142,948) $100,052 $230,052 $400,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($184,948) $58,052 $157,052 $327,052
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
44
7 Estes Park Paid Parking Analysis
October 2019
OUTSOURCED MANAGEMEN T
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $530,000 $530,000 $905,000 $905,000
Gross Revenue $744,000 $530,000 $905,000 $905,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue $54,578 $83,578 $213,578 $383,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $12,578 $41,578 $140,578 $310,578
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $530,000 $530,000 $905,000 $905,000
Gross Revenue $530,000 $530,000 $905,000 $905,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($159,422) $83,578 $213,578 $383,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($201,422) $41,578 $140,578 $310,578
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
45
Estes Park Paid Parking Analysis
October 2019 8
Scenario C – Net Revenue Analysis
IN-HOUSE MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $577,000 $577,000 $986,000 $986,000
Gross Revenue $791,000 $577,000 $986,000 $986,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue $118,052 $147,052 $311,052 $481,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $76,052 $105,052 $238,052 $408,052
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $577,000 $577,000 $986,000 $986,000
Gross Revenue $577,000 $577,000 $986,000 $986,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue ($95,948) $147,052 $311,052 $481,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($137,948) $105,052 $238,052 $408,052
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
46
9 Estes Park Paid Parking Analysis
October 2019
OUTSOURCED MANAGEMEN T
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $577,000 $577,000 $986,000 $986,000
Gross Revenue $791,000 $577,000 $986,000 $986,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue $101,578 $130,578 $294,578 $464,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $59,578 $88,578 $221,578 $391,578
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $577,000 $577,000 $986,000 $986,000
Gross Revenue $577,000 $577,000 $986,000 $986,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($112,422) $130,578 $294,578 $464,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($154,422) $88,578 $221,578 $391,578
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
47
Estes Park Paid Parking Analysis
October 2019 10
Scenario D – Net Revenue Analysis
IN-HOUSE MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $539,000 $539,000 $921,000 $921,000
Gross Revenue $753,000 $539,000 $921,000 $921,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue $80,052 $109,052 $246,052 $416,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $38,052 $67,052 $173,052 $343,052
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $539,000 $539,000 $921,000 $921,000
Gross Revenue $539,000 $539,000 $921,000 $921,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue ($133,948) $109,052 $246,052 $416,052
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($175,948) $67,052 $173,052 $343,052
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
48
11 Estes Park Paid Parking Analysis
October 2019
OUTSOURCED MANAGEMEN T
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $539,000 $539,000 $921,000 $921,000
Gross Revenue $753,000 $539,000 $921,000 $921,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue $63,578 $92,578 $229,578 $399,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free $21,578 $50,578 $156,578 $326,578
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $539,000 $539,000 $921,000 $921,000
Gross Revenue $539,000 $539,000 $921,000 $921,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($150,422) $92,578 $229,578 $399,578
Cost of 30-Min Free for Residents $42,000 $42,000 $73,000 $73,000
Net Revenue w/ 30-Mins Free ($192,422) $50,578 $156,578 $326,578
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
49
Estes Park Paid Parking Analysis
October 2019 12
Scenario E – Net Revenue Analysis
IN-HOUSE MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $550,000 $550,000 $941,000 $941,000
Gross Revenue $764,000 $550,000 $941,000 $941,000
One-Time Capital Expense $243,000 $0 $170,000 $0
In-House Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue $91,052 $120,052 $266,052 $436,052
Cost of 30-Min Free for Residents $64,000 $64,000 $109,000 $109,000
Net Revenue w/ 30-Mins Free $27,052 $56,052 $157,052 $327,052
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $550,000 $550,000 $941,000 $941,000
Gross Revenue $550,000 $550,000 $941,000 $941,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $215,948 $215,948 $290,948 $290,948
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $672,948 $429,948 $674,948 $504,948
Net Revenue ($122,948) $120,052 $266,052 $436,052
Cost of 30-Min Free for Residents $64,000 $64,000 $109,000 $109,000
Net Revenue w/ 30-Mins Free ($186,948) $56,052 $157,052 $327,052
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
50
13 Estes Park Paid Parking Analysis
October 2019
OUTSOU RCED MANAGEMENT
Assumes General Fund Contribution (2020 ONLY)
2020 2021 2022* 2023
General Fund $214,000 $0 $0 $0
Parking Revenue $550,000 $550,000 $941,000 $941,000
Gross Revenue $764,000 $550,000 $941,000 $941,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue $74,578 $103,578 $249,578 $419,578
Cost of 30-Min Free for Residents $64,000 $64,000 $109,000 $109,000
Net Revenue w/ 30-Mins Free $10,578 $39,578 $140,578 $310,578
Assumes No General Fund Contribution
2020 2021 2022* 2023
General Fund $0 $0 $0 $0
Parking Revenue $550,000 $550,000 $941,000 $941,000
Gross Revenue $550,000 $550,000 $941,000 $941,000
One-Time Capital Expense $243,000 $0 $170,000 $0
Outsourced Management $232,422 $232,422 $307,422 $307,422
Parking Division Base Budget $214,000 $214,000 $214,000 $214,000
Expenses $689,422 $446,422 $691,422 $521,422
Net Revenue ($139,422) $103,578 $249,578 $419,578
Cost of 30-Min Free for Residents $64,000 $64,000 $109,000 $109,000
Net Revenue w/ 30-Mins Free ($203,422) $39,578 $140,578 $310,578
*2022 one-time capital costs estimated as 70% of 2020 one-time capital costs to account for increasing
from 702 to 1,200 paid parking stalls; Infrastructure/IT/Finance/Maintenance annual costs also increased
by 70%.
51
Page 1 of 2
Suggested revisions to TITLE 10 OF THE MUNICIPAL CODE (VEHICLES AND
TRAFFIC)
Chapter 10.04 Model Traffic Code should be reorganized to address only
the Model Traffic Code elements (adoption, Violation, Fines, and speed).
A meeting with the Municipal judge is recommended to explore
progressive fine amounts for repeat violations. The EPMC empowers the
judge to set parking fine amounts.
A new chapter 10.06 Parking of the Municipal Code is recommended to
contain all the existing parking rules and be updated to include the
following new sections.
o Overnight parking policies should be updated to consider some
greater flexibility.
o If moving to any form of progressive paid parking fees, the 3 hour
time restriction signs could be removed.
o Time limited parking (30-minutes and/or 1hour) should be retained
at high-turnover civic facilities (post office, Town Hall, library, etc)
o The Town role in managing electric vehicle charging stations needs
clarified.
o Authority to collect daily parking fees, and potentially partner with
private parking lot owners, should be included. Possible language
could be:
(a) No person shall park a vehicle in any parking space
designated by the Town as a paid parking space without first
obtaining a parking permit or paying the required fees for the
amount of time the vehicle shall be parked.
(b) Parking fees amounts, applicable hours, and seasonal
enforcement dates shall be established by Resolution approved by
the Town Board. All required fees shall be paid by any method
allowed by the Town, and may include paper bills, coins, credit
cards, or other technology methods such as pay by cell phone,
online prepaid parking, and permit validations.
(c) The Public Works Department, or its authorized designee, is
authorized to enter into parking management partnerships with
owners of private parking lots for the purpose of uniform
management of the community parking resources where it is
determined by the Parking and Transit Manager to be in the best
interest of both the Town and the private parking lot owner.
o Authority to issue parking permits and collect fees should be
included. Possible language could be:
52
Page 2 of 2
(a) The Public Works Department, or its authorized designee, is
authorized to issue parking permits and collect fee amounts
approved by the Town Board through an adopted Resolution.
(b) Parking permits may limit the permittee to parking in
specified locations without payment of any additional parking fees.
(c) The term of parking permits is limited to the annual paid
parking season determined by Resolution approved by the Town
Board.
(d) Parking permits are not transferable and may be assigned to
a specific vehicle license plate number or a specific business
owner.
(e) The issuance and use of parking permits shall be governed
by written rules and regulations established by the Parking and
Transit Manager and approved by the Town Board. Each permittee
shall, upon issuance of a parking permit, receive a copy of these
rules and regulations.
o Clarification should be included regarding spending any new
parking revenue. Possible language: Limitation on Spending.
Spending of any fees collected for daily parking, overnight parking,
parking fines, and parking permits is limited to the administration,
operation, and enhancement of the Town’s public parking assets
and related management parking management activities and transit
services. Clear definition of where net revenues would be spent
and prioritized is desired.
The existing ordinance only permits towing of vehicles illegally parking in
loading zones or shuttle stops. This authority should be expanded to
include removal of any illegally parked vehicle. Possible language in
chapter 10.12: Removal of Illegally Parked Vehicles. Whenever any
police officer or authorized parking enforcement official of the Town finds
an unauthorized vehicle parked or standing in violation of any provision in
this Title 10, such officer/official is authorized to cause the vehicle to be
removed, and neither the officer/official nor anyone operating under his or
her direction shall be liable for any damage to such vehicle occasioned by
such removal.
53
Suggested content for a new Resolution if the Town Board wishes to authorize
seasonal paid parking
An empowering ordinance should be adopted and referenced.
Parking fee amounts, applicable locations, duration and daily hours of
applicability could be set annually by the Town Board, or delegated to the
Parking & Transit Manager within a range of values/dates/hours approved by the
Town Board. Possible language:
1. The parking fees in Estes Park shall be implemented and enforced for the 2020
visitation season commencing on June 1, 2020 and terminating on September
30, 2020 between the hours of 10am and 6pm each day.
2. Daily parking fees shall be collected for 702 metered stalls, including Town Hall
(249 stalls of 279 total stalls), Virginia (30 stalls), E. Riverside (43 stalls),
Riverside (91 stalls), Weist (96 stalls of 141 total stalls), Post Office (93 of 99
stalls), Bond Park (83 stalls), and Tregent (17 stalls).
3. Clarify that parking fees do not apply to stalls marked for disabled persons in
these parking lots.
4. Daily parking fees shall be $X.XX per hour between the hours of X:XXam and
X:XXpm.
5. Determination of possible annual parking permit fees is complex and requires
additional thought and public coordination. Any proposed rates and procedures
should be handled in a separate Resolution considered in the first Quarter of
2020 so sufficient notice (and opportunity for input) can be provided to
employers, and residents prior to the 2020 guest season.
54
TOWN CLERK Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Jackie Williamson, Town Clerk
Date: October 8, 2019
RE: Town Board Compensation
Objective:
Review the Town Board compensation and determine if Board compensation should be
adjusted prior to the upcoming Municipal election on April 7, 2020.
Present Situation:
An extensive review of Board compensation has been completed prior to each
Municipal Election year as requested by the Town Board since 2012. The last review
was completed in December 2017 and the Board approved an increase in Board
salaries for members newly elected in 2018: Mayor - $11,000, Mayor Pro Tem - $9,000,
and $8,000 for Trustees. The Board members elected in April 2018 received the new
salaries.
Staff reviewed the salaries for Mayor, Mayor Pro Tem and Trustees for the communities
reviewed in past years and in 2019 found the current salaries are within the average
salaries for Mayor, Mayor Pro Tem and Trustees. A number of the communities do not
differentiate the Mayor Pro Tem and Trustee positions, and therefore, the average
salaries are similar. The Town’s current salaries rank in the midpoint for all positions.
The midpoint has been the compensation policy for Town employees since 2013. The
information is being provided for Board discussion at the study session.
In the past the Board has requested staff review the possibility of providing an
incremental increase over a four-year period, and to determine if the current salaries
would be sufficient to cover the cost of health care premiums.
Proposal:
Staff reviewed the Board salaries versus health insurance premiums for 2019 and the
proposed 2020 and found the premiums are well within the bi-weekly salary ranges if a
Board member were to select full coverage options.
55
2019 Bi‐Weekly Rate 2020 Bi‐Weekly Rate ‐ Proposed
Medical Employee 43.85 (10%) 45.17 (10%)
Medical Employee/Children 83.20 (10%) 171.40(20%)
Medical Employee/Spouse 147.62(20%) 152.05(20%)
Medical Family 217.91 (20%) 224.45(20%)
Dental Family 6.51 6.71
Vision Family 1.14 1.14
Total Benefits w/ Emp Only 46.61 47.93
Total Benefit w/ Family 225.56 232.30
Trustess Bi‐Weekly Salary 307.69 307.69
Pro Tem Bi‐Weekly Salary 346.15 346.15
Mayor Bi‐Weekly Salary 423.08 423.08
Staff recommends maintaining the current Board salaries which are within the mid-
range of other municipalities.
Advantages:
Salaries would remain within the mid-range of other municipalities.
Disadvantages:
None.
Action Recommended:
Provide staff direction on whether the Board would like to maintain or change the
proposed compensation to be brought forward to a Town Board meeting.
Finance/Resource Impact:
None.
Level of Public Interest:
Low.
Attachment:
Comparison Compensation Chart
56
Board Compensation Using Employee Compensation Municipalities
(Estimated)
Municipality Mayor Mayor ProTem Trustee Annual Budget Population
City of Aspen $29.06/hr $21.25/hr 66,000,000 6,871
Town of Avon $12,000/year $9,000/year $6,000/year 33,400,000 6,525
City of Black Hawk $11,200.44/year $11,200.44/year 31,000,000 127
Town of Breckenridge $18,000/year $9,600/year $14,400/year 84,000,000 4,896
City of Broomfield $13,200/year $10,800/year $9,600/year 103,600,000 65,065
City of Boulder $11,942.32/year $11,942.32/year $11,942.32/year 321,800,000 108,090
Boulder County 319,372
City of Brighton $16,800/year $14,400/year $12,000year 22,000,000 38,314
Central City $8,410.32/year $7,719.84/year 6,700,000 733
Town of Cripple Creek $7,477.92/year $7,477.92/year $7,345.08/year 12,500,000 1,175
Town of Dacono $900/year $600/year 8,200,000 5,090
Town of Dillon $10,800/year $4,800/year $4,800/year 17,800,000 961
City of Durango $9,000/year $6,000/year $6,000/year 74,000,000 18,503
Town of Erie $6,000/year $3,600/year $3,600/year 51,100,000 22,803
Town of Estes Park $11,000/year $9,000/year $8,000/year 50,000,000 6,362
City of Evans $5,100/year $3,600/year $3,600/year 13,000,000 21,615
Town of Firestone $3,600/year $3,000/year $3,000/year 10,000,000 12,917
Town of Frederick $3,600/year $1,800/year $1,800/year 25,800,000 12,154
Town of Frisco $11,400/year $6,000/year $6,000/year 21,000,000 3,084
City of Fort Collins $15,168/year $10,104/year 619,400,000 164,207
City of Glenwood Springs $14,400/year $12,000/year $12,000/year 80,000,000 9,997
City of Greeley $14,393/year $9,600/year 306,700,000 103,990
Town of Johnstown 20,200,000 15,389
City of Lafayette $11,778.52/year $9,101.56/year $8,439.60/year 57,300,000 28,261
City of Longmont $18,000/year $12,000/year 282,000,000 92,858
City of Louisville $6,000/year $11,664/year $11,664/year 71,300,000 20,801
City of Loveland $12,000/year $9,600/year $7,200/year 618,700,000 76,897
Town of Lyons $4,800/year $2,400/year 33,000,000 2,148
Town of Mead $4,992/year $3,600/year $3,600/year 6,900,000 4,553
Town of Palisade $3,600/year $2,400/year $2,400/year 3,300,000 2,644
Town of Platteville $2,400/year $960/year $960/year 6,200,000 2,722
Town of Silverthorne $9,000/year $3,600/year 39,200,000 630
Town of Snowmass Village $20,400/year $12,000/year 32,700,000 2,900
City of Steamboat Springs $13,460/year $11,795/year $10,250/year 56,000,000 12,690
Town of Superior $4,800/year $1,200/year $1,200/year 42,000,000 13,155
Town of Telluride $18,000/year $9,600/year $9,600/year 41,600,000 2,444
Town of Vail $12,000/year $7,500/year $7,500/year 73,400,000 5,483
City of Westminster $17,736/year $15,204/year $12,672/year 230,000,000 113,875
Town of Windsor $6,000/year $4,000/year 57,000,000 22,776
Town of Winter Park $9,600/year $4,800/year $4,800/year 158,400,000 1,029
57
58
October 22, 2019
Results of SAFEbuilt
Report/Building Division/Building
Advisory Committee
November 12, 2019
None
November 26, 2019
Downtown Estes Loop Quarterly
Update
December 10, 2019
CANCELLED
Items Approved – Unscheduled:
Discussion with County Assessor
regarding Assessment of Vacation
Rentals
Future of Human Resources
Management – HR Strategic Plan
Distributed Energy Discussion
ADUs and Sue Ballou, Partnership
for Age Friendly Communities
Follow Up Discussion of Building
Maintenance Code
Fish Hatchery Property Discussion
Items for Town Board Consideration:
Land Use IGA Options for
October 22, 2019
Visit Estes Park Operating Plan
Review November 12, 2019
Transit Philosophy Discussion
(Brown Route)
Future Town Board Study Session Agenda Items
October 8, 2019
59
60