HomeMy WebLinkAboutPACKET Town Board Study Session 2020-02-11February 11, 2020
4:40 p.m. – 6:30 p.m.
Rooms 202/203
4:30 p.m. - Dinner
4:40 p.m. Facilities Master Plan.
(Manager Landkamer)
5:10 p.m. 2020 Transit Routes Proposal.
(Manager Solesbee)
5:50 p.m. 2020 Street Improvement Plan.
(Manager Barr)
6:20 p.m. Trustee & Administrator Comments & Questions.
6:25 p.m. Future Study Session Agenda Items.
(Board Discussion)
6:30 p.m. Adjourn for Town Board Training & Meeting.
Informal discussion among Trustees concerning agenda items or other Town matters may occur before this
meeting at approximately 4:15 p.m.
AGENDA
TOWN BOARD
STUDY SESSION
1
2
PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Town Board of Trustees
Through: Town Administrator Machalek
From: Jon Landkamer, Facilities Manager
Greg Muhonen, Public Works Director
Date: February 11, 2020
RE: Facilities Master Plan
Objective:
The goal of the Facilities Master Plan (FMP) is to address the immediate, short-term, and
long-term facility needs for the Town of Estes Park (TOEP). This plan will serve as a "road
map" for the future development and operation of all TOEP facilities. The analysis horizon
for the master plan is the next twenty years, with a special emphasis on the next five and
ten years. To this end, the master plan will:
Provide a comprehensive document that identifies the building and employee space
needs to aid the TOEP in budgeting, scheduling and administering all major building
renovation and new construction capital projects;
Assure that all new near-term and mid-term capital building and major renovation
projects are planned in conjunction with, and in support of, a long term (20-year)
strategic vision.
Tonight’s study session will update the Mayor and Board of Trustees on the progress
made on the Facilities Master Plan.
Present Situation:
The FMP team is currently wrapping up Phase 1 – Collection of Existing Conditions
Information, and starting into Phase 2 – Analysis of Opportunities, Constraints, and
Future Requirements. Surveys have been conducted by the FMP Team and all staff
have had the opportunity to share their opinion. We have highlighted eight primary
facilities and have focused our attention on how efficiently, or inefficiently, these
buildings are functioning. We feel this an appropriate time to reach out to the Board of
Trustees and update them on our progress as we move into Phase 2 and start the
discussion for Phase 3 – Implementation Strategies and Conceptual Vision.
3
Proposal:
Today’s study session will focus on the highlights of the key findings to-date of our
existing conditions. This will include the methodology we have been using to gather our
data, and the common themes from those results. We are focusing on establishing a
current baseline condition so we can start to anticipate and develop the
recommendations for the future. As we get further into this process, we will be bringing
more stakeholders into the discussion through public outreach.
Advantages:
Identifies deferred maintenance issues and helps to align those with the budgeting
process
Considers customer service goals and work flow improvement opportunities
Highlights work place consolidation opportunities to more effectively deliver our services
Surveys building security and recommends improvements for the safety of our
employees and customers
Encourages collaboration and public interaction through space utilization
Energy audit components of this project will assist us with tangible ways to conserve
energy and reduce maintenance demands
Accessibility to our primary facilities and programs will be evaluated and
recommendations for improvement will assist us with our ADA transition planning
Identifies funding opportunities and strategies for future implementation
Disadvantages:
This project will take considerable staff time and commitment for a successful outcome
Action Recommended:
Review the work that has been accomplished to date, and give feedback through the
Facilities Manager on this effort
Finance/Resource Impact:
No additional financial impact. This project is already budgeted.
Level of Public Interest
A moderate level of public interest has been received by the PW Facilities Division on
this topic.
Attachments:
FMP Team - Power Point Presentation
Preliminary Staff Survey Results – BBC Research Memo
Building Evaluation Template
4
1999 Broadway
Suite 2200
Denver, Colorado 80202-9750
303.321.2547 fax 303.399.0448
www.bbcresearch.com
bbc@bbcresearch.com
MEMORANDUM
To:Morgan Daly
From:BBC Research & Consulting
Re:Town of Estes Park facilities staff survey –preliminary results
Date:December 18, 2019
BBC Research & Consulting (BBC) presents preliminary results from the Town of Estes Park (theTown) facilities staff survey.Preliminary results are not broken down by Town department.
Preliminary Results
Reponses by department
The Police Department is well represented compared to other Town departments.
5
Page 2
How many hours in
your typical workday
are spent outside of
the office?
Nearly half of respondents reported spending less than an hour outside of the officeeach day.
Respondents who reported spending four or more hours outside of the office each day (27respondents)typically came from events, police, parks, public works, light and power, andwater.
How much time do you
spend daily traveling
between town facilities
in order to perform your
job?
Most respondents reported spending less than an hour traveling between facilities on adaily basis.
Respondents who reported spending four or more hours traveling on a daily basis (fiverespondents)tended to be from the parks department.
6
Page 3
How frequently does
your department or
division hold small (2-5
people) group meetings?
Nearly all respondents said their department holds at least one small group meeting aweek.
Common themes from open-ended questions:
What barriers to workflow and efficiency do you encounter in your workplace?
Insufficient space for work, storage, meetings, or trainings.
Due to the lack of space and many open floor plans, there is a lack of privacy, high levels ofnoise, and consistent interruptions.
Insufficient staffing for some departments.
IT and technology could be streamlined, with better connectivity and software to meet jobneeds.
Equipment is repaired too slowly.
One person may work on many sites; travel time between sites and coordinating withothers in the same department is impaired due to dispersed work locations. Similarly,communicating between departments is difficult due to location -based issues.
High levels of traffic and insufficient parking for both staff and public slow down work.
The public needs assistance finding locations, which consistently interrupts work, becausethey are unable to find the correct person.
What barriers do you have that make it more challenging to interact efficiently
with the public?
There is insufficient space to meet with the public. There are few waiting rooms andunclear organization of space for individuals to find the correct person. Due to a lack ofspace, there are no firm boundaries between secure and unsecured areas of buildings.
Insufficient parking and too much congestion when travelling.
Phone systems need to be updated to connect with the public more efficiently.
7
Page 4
High levels of noise make it difficult to conduct meetings.
Insufficient staff to directly handle the public.
Travelling between locations for both the public and staff reduces efficiency.
Inconsistent office hours are not communicated to the public.
Do you have the technology tools you need to perform your job well? What would
help?
The majority of respondents felt their technology needs were met (56/101 responses).
Police department listed a variety of tools, electronics, and software that could improvetheir functioning on a day to day basis.
Phones are outdated, cell phone coverage is spotty.
Better database and management tools are needed so that processes can be moved onlineand streamlined.
Laserfiche needs IT support and staff training; general training on new software andtechnology also requested.
Tools for online meetings.
Computers and printers could be updated.
Software to help coordination between and within departments.
Conference rooms could use more technology (better phones, projectors, whiteboards,etc.).
Better information provided to the public online.
Improving secure Wi-Fi access for travelling workers.
How do you think technology will help or change how you do your job in the next 5
years?
Increase efficiency in clerical information, data collection, communication.
Streamline many processes.
Better policing, both policing the internet and using online networks to improve reporting.
Better integration of databases.
Move away from paper entirely.
Laserfiche was mentioned positively in the efforts to move to a more technological future.
Web meetings and remote working will increase.
Less interaction with the public.
Better regulation of energy in buildings.
8
Page 5
What are the needs and deficiencies in your department/division storage space
(e.g., paper, materials, equipment)?
Space for storage in general. Many respondents report extremely cramped spaces andoverflow of equipment, especially noting the outdated supplies and materials stored onsite.
Need space for police evidence, armory, meal prep, and vehicles.
Without a centralized office for some divisions, there is no unique storage space.
Many documents are not digitized and take up space and others cannot be destroyedlegally and take up a significant amount of space.
Not enough space for additional staff.
No glass dividers/barriers from the public.
Historical artifact storage is needed.
What barriers are keeping you from going to more digital files and storage?
Fast computers.
Creating digital forms to be used for both staff and public.
Time and personnel to scan and digitize documents, as well as an efficient process to do so.
Need a centralized management system for data.
Funding for software, personnel, training.
Mentality of the office falls back onto paper documents.
Federal and state laws require some paper copies of documents.
Laserfiche was mentioned both as a possibility to increase digitization, as well as noting theneed for extra training and time to learn the software.
Need for software to encrypt sensitive documents.
What resources do you need to make the transition from paper to digital storage?
Increased digital storage space.
Better electronics like computers and scanners with mass scanning capacity.
Consistent organizational systems.
Method for digitizing forms and making them standardized.
Personnel/time to digitize physical files.
Laserfiche training was mentioned as a helpful route to increase digitization.
Some laws prevent sensitive documents from being digitized.
9
2/7/2020
1
Team Introductions
●Jon Landkamer ‐TOEP Facilities Manager
●Carol Adams ‐StudioTerra
●Tim Ross ‐Studio Architecture
●Morgan Daly ‐Studio Architecture
●Kevin Williams ‐BBC Research & Consulting
Introduction to the Facilities Master Plan
•Purpose of the FMP
to establish a roadmap for the management and development of TOEP facilities that will “provide
high-quality, reliable services for the benefit of our citizens, guests and employees, while being
good stewards of public resources and our natural setting”
•Goals of FMP
•Safety ‐provide citizens, guests, and employees with safe building environments
•Service ‐offer and maintain buildings that support existing and expanding services
•Quality ‐increase building efficiency, encourage collaboration and public interaction through space
utilization
1
2
10
2/7/2020
2
Top Priority Facilities for FMP
Facilities Master Plan Process
•Phase I ‐Collection of Existing Condition
Information
-Stakeholder Input ‐Staff
-Survey & Questionnaires
•Phase II ‐Analysis of Opportunities,
Constraints, and Future Requirements
-Stakeholder Input ‐Public
-Open House
•Phase III ‐Implementation Strategies and
Conceptual Vision
-Stakeholder Input ‐Trustees
-Study Session
•Phase IV ‐Facilities Master Plan Production
Summer 2020
Operational
FMP
Stakeholder
Input
Stakeholder
Input
Stakeholder
Input
3
4
11
2/7/2020
3
Facilities Master Plan Phase I
•Data Collection of Existing Conditions
•Physical & Operational Analysis
•Top Facilities Analysis: Evaluation Sheets
•Space Utilization ‐GSF and Useable SF
•Facilities Condition Ratings ‐PCD Engineering Site Assessments
•Energy Use ‐EUI
•Energy Star Portfolio Manager ‐National building type comparison
•Staff Input
•Survey & Questionnaires
•Financial Analysis
•Review Facilities funding, O&M costs and backlog, and CIP
Physical & Operational Analysis
Example: Town Hall GSF
5
6
12
2/7/2020
4
Physical & Operational Analysis ‐Example:
Town Hall Area Plans ●Gross BOMA standard vs. net (useable SF)
●73.5% efficient
Physical & Operational Analysis ‐
Facility Evaluation Sheets
7
8
13
2/7/2020
5
Physical & Operational Analysis ‐Staff Input
•Purpose:
-Gain an understanding of space needs, deficiencies, and future goals
•Topics addressed:
•Work space and work schedule
•Meeting space
•Collaboration, efficiency, and space utilization
•Storage space
•Public interaction
•Technology
•Methodology:
•Survey Monkey email to all full‐time staff
•Questionnaires to all department leaders (directors & division managers)
Staff Input ‐Survey Response
Notes on Response Rate by Department
*All respondents the phrase "Town
Administration" in their department. Two
responses included "Administration" in their
department and were excluded due to a
mismatch in response rate to total FTE
9
10
14
2/7/2020
6
Staff Input ‐Survey Findings
●Common Themes:
○Workspace & Meeting Space
■There’s insufficient space for work, storage, meeting, or trainings.
■There is a lack of privacy, high levels of noise, and consistent interruptions.
○Storage Space
■Many respondents reported cramped storage space and overflow of equipment.
○Public interaction
■The public commonly needs assistance finding locations.
■There are high levels of traffic and insufficient parking for both staff and the public which slows down
work.
○Technology
■Majority felt their technology needs were met.
■The respondents expressed Laserfiche training needs.
Staff Input ‐Leadership Questionnaire
Key Findings
●Over half of department
responses reported
meeting in private offices
or open areas around
workplaces for small
internal meetings.
●Over half of department
responses reported
sharing their storage
space with other
departments.
11
12
15
2/7/2020
7
Staff Input ‐Leadership Questionnaire
Key Findings
●Collaboration, Efficiency, and Space Utilization:
○Many department responses reported collaborating with other department on a regular basis and
need to be in close proximately for collaboration.
●Public Interaction:
○Over half of the departments reported holding public meetings of varying sizes.
○The majority of respondents said there is not adequate public meeting space.
●Responses regarding Quality of Space in Town Hall:
○Needs to be updated (lighting, HVAC controls, technology)
○Needs access to natural light
○Needs improved wayfinding for the public and public waiting areas
○Needs to be professional and welcoming
14
Facilities and the Fiscal Health of Estes Park
Used as
financial
tools for
the Town
Require
annual and
capital
investments
Uses can be
restricted
depending on
funding
source
13
14
16
2/7/2020
8
15
Facilities and the Fiscal Health of Estes Park
Operation and
maintenance:Capital Investment:
•Budgeted on an annual basis
•Responds to most pressing needs
•Includes utilities
•Current funding source is adequate
•Town Capital Improvement Plan
•Plan for 5 years
•Evaluated and approved annually
•Limited funding for general fund buildings
16
Facilities and the Fiscal Health of Estes Park
Nine Town Capital Funds:
•General
•Community Reinvestment
•Open Space
•Trails
•Street Improvement
•Parking Services
•Light & Power
•Water
•Stormwater
•Fleet Maintenance
General
Fund CIP
Roads
Transit and
parking
Facilities
•$300,000 in current five year plan for
facilities
•More than $45 million in “out years”
•Current funding structure will
require 150+ years to fully fund
facilities
15
16
17
2/7/2020
9
Next Steps and Schedule
•Handouts/Attachments:
•Data Sheet Example (20 copies)
•BBC Survey Monkey Findings Summary
•When will we be back to talk with Trustees?
•In Phase III for another Study Session
●Thank you! Questions
17
18
TOWN OF ESTES PARK
f;io;Utles Master Pli!n
TOWN HALL
170 MacGREGOR AVE
BUILDING SYSTEMS SUMMARY
CURRENT USE
CURRENT
OCCUPANTS
SYSTEM
Roofing
EJtterlor aaddlng
Exterior Openings
Interior Flnlshes
HVAC
Plumbing
Electrical
Ughtln&
Administration and Finance, Police, Public Meetings, Public Rem-ooms, Town Board
Meetings
Administrative Services, Building Community Development, Planning & ZDnln1, Po Ice, Public
Works & Utllltles, Town Board
,DESCRIPTION YEARS
REMAINING
Roofin1 Is a combination of membrane roofing at the flat areas and asphalt TBD shingles at the lower/gable type roofs.
Exterior daddlng Is primarily stu«o with stone veneer and wood panel TBD accents. Some lapped wood siding on back side as well.
Door frames are a combination of HM and Ston!front. Doors ran1e from T&D metal to solid wood doors to Storefront. Windows are HM and wood.
Drywall over wood and/or metal studs throu10ut. There are also some TBD areas with Interior glazed partitions.
Description of exlstln1 HVAC systems and equipment TBD
Description of existing plumbing and waste systems and equipment TBD
Description of exlstln1 electrical distribution systems and service TBD size/capacity
Description of existing lighting systems T&D
GENERAL ASSESSMENT OF PHYSICAL CONDITION
lPPSUmmary
ACCESSIBILITY & LIFE SAFETY SUMMARY
Fire Alarm Fire Sprinkler,; Smoke Detection Elevator Hazardous Accessible
Materials Parking
NO NO YES YES NONE Yes
FINDINGS AND RECOMMENDATIONS
lPP Summary
APPENDIX• l
BLOGID AGE
FA·TH 1974
Site
SCORE
Sof20
SIZE
PRIORITY
HIGH
EFFICIENCY
RATING
71.49%
ESTIMATED REPLACEMENT COST
Core&Shell
((1,$1SO/GSF)
$4,630,950
Tenant finish
(@$25/NSF
sss1,ns
MEP
(@$30/GSF)
$926,190
SPACE UTILIZATION
Cost to Replace
(@S200/SF)
$6,108,915
Current FTE E,ra. NSF/FTE Ta,aet NSF/FTE Add'I Cilpadty
83
kW/H
2
Roofin1
3
R£PLACE BY
IIVAUJEI
IIVAUJEI
#VA1.UEI
#VAUJEI
#VALUEI
#VA1.UEI
#VALUE!
#VAWEI
Quantity
TBD
266 175
ENERGY USE
Nat. Gas Use Energy Use lnde (In Therms)
1 2
BUILDING ENVELOPE
Exterior Interior
2
AREA(SF) COSTTO
REPLACE
XX.)00( EQUATION
xx.xxx EQUATION
xx.xxx EQUATION
XX.)00( EQUATION
xx,xxx EQUATION
)(l(,)00( EQUATION
xx.xxx EQUATION
xx,xxx EQUATION
Accessible Quant ty Restrooms
Yes 2
2.11
ENERGY USE
RATING
1.7
ENVELOPE
RATING
2.3
CONDmON
RATE
ON A SCALE OF
1 TOS?
POOR
FAIR
GOOD
VERYGOOO
l:XCaWff
Security Sytem
Yes
19
Town Hall -Level One GSF 21,948
Police Department
Corridor 242.9
Reception Hallway 111.1
Rear Ent. Hallway 147.3
Central Corr (N) 79.7
Central Corr (E) 54.7
Central Corr (S) 87.9
Central Corr (W) 41.2
MEP Chase 1 10.5
RJ Hallway 62.5
MEP Chase 2 25.2
MEPChase 3 11.4
Public Lobby 94.8
Electrical Room 80
Council Chambers
Rear Exit Vest. 34.8
Int. Circ. North 282.3
Int. Circ. South 206.2
Lobby + Vest. 862.1
Finance
North Vest. 110
Files Hall 146
South Vest. 30
Hallway 164
N-S Hallway 42
Lower Lobby 121
Lobby Hall 86
Elevator 32
Large Vestibule 195
Public Works & Utilities
North Hall 55
West Hall 1 64
West Hall 2 73
South Hall 117
East Hall 150
Vest (in) 34
Vest (out) 72
HR/Town Clerk
Corridor 379
Elected Officials
Corridor-North 421
Corridor-South 109
Lobby 150
N-S Hall 59
Stairs 179
20
Town Administrator
Stair
Lobby
Vestibule
Hall
TOTAL Level One Deductions
Level One GSF
Level One Net SF
Level One Efficiency Factor (Net/Gross)
Town Hall -Level Two GSF
Telecom Room
Stair#l
Main Corridor
Elev. Machine Room
Elevator
Stair#2
Mech. Room
Level Two GSF
Level Two Net SF
Level Two Efficiency Factor (Net/Gross)
Combined Gross SF
Combined Net SF
Combined Efficiency Factor (Net/Gross)
253
585
136
177
6,374
21,948
15,574
0.71
8,925
69
172
1309
47
33
273
101
2004
8,925
6,921
0.78
30,873
22,495
0.73
21
� t
I l I I I t:
I I I I
I ' I I ' I _,_ I I : I I
l21,948SF 1--"--·�---
16,649 SF I ..... -�-...-----
•
I r
I l
t 1. -t-.. ' '---t----t-I
I I ' I I I a-.... r·-·-· I ' I I I -=,--.r·-·-·
I : I I ,----.r·-·-·
I I I I I
n:l :c
C
� 0 I-
��n:l a..
(/') (]) .... (/') UJ
AlO
22
I I l I I t:
l (l
•
,,
ll I I . -
• N81 SF Rocilclion tor Ci<a.u ...,_ R..,,_,,,, __ _
I
II
l I i t I I !
! I I I [I ' I ' I
,. I [ j j , f--� l ,._, �
I I I �r mn I I rm-, [!fl 1 ---
ljj�--4--+J';Hffii,tl I 1-· • �l�iF-1 1
I I I lllh:: [I<; i,.""' =:z.. -
''.:': __ j_ _____ j_ _____ J ______ ,_ "'� I �r � 11
I=. � • ·--------... 1�•-' -1 =-:if =
�� p..,._!_r Ill-pt I pl!--; 4': .. .-�-�
I -.-I .... I
l I'"
1"'!C •=-1 -· � ..! ___ _,_
• 1 _.... ,� • ·IP. 1 ·-· •!!-=:--.,.-.. .%.I •1
1 II -
�'
-•· r
" --, . .... J I ':-I .JJ � -'
� 1 a.. -•� -· � '�"�lvlo -� --a 1f ., "" --11' ; ·-"A...'� 1
�-!!:.... L• t. l.'U ' --��...T1•--1-1--1
1-A==i:-=lh�-T =-; ..... ��-:..r= ---• ·--•
� � 1 1
....
..-. I If • p. . .-----,
1-
1 �I� T
-I
� l' . I I
I ' I I
I ' I I I I I .. I ,tt ; - i ----
l
co :r:
C � 0 I-
co 0..
t/l Q)
1/l LU
A11
23
24
PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Vanessa Solesbee, Parking & Transit Manager
Greg Muhonen, Public Works Director
Date: February 11, 2020
RE: 2020 Transit Routes Proposal
Objective:
Provide an overview of proposed 2020 service details for Estes Transit, including staff
and consultant analysis of historical program data, new service offerings, stakeholder
input and alignment with the Town’s strategic plan.
Present Situation:
Since 2013, ridership of the Town’s free shuttles has decreased every year (except
2016) while annual operating costs have increased.
When the Town Board approved implementation of seasonal paid parking on November
12, 2019, Trustees asked PW staff to be mindful of the impact to both visitors and locals
that are accustomed to free parking in the downtown area. Trustees directed staff to
take a more in-depth look at how Estes Transit service could help provide a viable and
convenient alternative for employees, while also encouraging increased utilization of
both the Parking Structure and Events Complex park-n-ride for longer term parking
stays.
Since the November meeting, PW staff has engaged in a robust analysis of Estes
Transit service, including:
Ridership data from 2014-2019, with specific emphasis on stop, route and hourly
boarding data from 2019;
Comprehensive cost of service (per rider);
Input from two citizen stakeholder groups: Transportation Advisory Board and
Shuttle Committee;
Shuttle driver exit interviews;
2019 ridership surveys;
2019 staff input log; and,
Coordination with key Town and community partners (e.g., Community
Services/Events, Rocky Mountain National Park).
A consultant, SP+ Transportation, assisted with the data analysis and provided
guidance to staff in development of the proposed 2020 Estes Transit service plan. Their
25
effort was pro-bono and did not have to a cost to the Town beyond staff coordination
time. Their full report is included as an attachment.
Proposal:
PW staff proposes the following transit service adjustments and additions for 2020:
Expand the total number of days served:
o May 23 – June 28 (Sat & Sun only); June 29 – Oct 4 (daily service)
Adjust the hours served per day:
o Daily service from 10 a.m. to 7 p.m. on the Gold, Brown, Blue and Silver
routes; 10 a.m. to 11 p.m. on the Red (Trolley) route.
Repurpose the underperforming Silver route into a new Express route offering.
Transition from a “fixed route” to a “deviated fixed route” service to better serve
riders of all ages and abilities.
A detailed overview of specific stops by route can be found in the PowerPoint
presentation included in the attachments.
Advantages:
When approached incrementally and thoughtfully, transit service improvements
have the potential to reverse the trend of decreasing ridership numbers.
Retaining 90% of stops from 2019 helps build year-over-year consistency.
Transitioning the origination location from the Visitor Center to the Parking
Structure will likely improve convenience and safety for riders and pedestrians.
Adjusting the number of hours served per day will allow Estes Transit to extend
its daily service season through the busy month of September.
Disadvantages:
Removing five stops that were served in 2019 will impact businesses and
residents located near those stops; however, ridership was very low and three of
the five stoops can still be served in the 2020 deviation area.
Changing the origination location may initially confuse some riders; however,
extensive outreach and education is planned to accompany route changes.
Action Recommended:
PW staff requests Trustee input on the proposed 2020 transit routes.
Finance/Resource Impact:
The 2020 Estes Transit service plan fits within the PW Parking & Transit Division’s
existing 2020 budget. No additional resources are requested.
Level of Public Interest
Public interest in this item is high. Estes Transit is a well-liked service that is used by
visitors and locals. Businesses located at or near stops served by Estes Transit also
have high interest in the discussion about 2020 service plans.
Attachments:
2020 Transit Routes Proposal presentation
Transportation Analysis for Estes Park 2020 (SP+ Transportation)
26
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
February 11, 2020
Vanessa Solesbee, CAPP
Parking & Transit Manager
2020 Transit
Routes
Proposal
2019 Service Summary
Operational Overview
•5 routes served 55 stops within
Town limits
•76,956 riders (-6.3% over 2018)
•12 special event service days
•Routes by performance:
Red route: 22,881
Blue route: 15,543
Brown route: 14,190
Gold: 11,659
Silver: 8,110
Operational Overview
•5 routes served 55 stops within
Town limits
•76,956 riders (-6.3% over 2018)
•12 special event service days
•Routes by performance:
Red route: 22,881
Blue route: 15,543
Brown route: 14,190
Gold: 11,659
Silver: 8,110
1
2
27
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2019 Service Summary
Ridership Trends (2012-2019)
2019 Service Summary
COST PER RIDER HISTORY
Year O&M Ridership $ Per Rider
2012 $ 268,317.00 60,416 $ 4.44
2013# $ 358,102.00 90,520 $ 3.96
2014 $ 352,264.00 90,083 $ 3.91
2015* $ 394,431.00 88,288 $ 4.47
2016^ $ 360,866.00 101,626 $ 3.55
2017•^ $ 354,048.84 84,566 $ 4.19
2018^ $ 361,454.00 82,096 $ 4.40
2019^ $ 395,635.00 74,196 $ 5.33
# Note: added the Gold Route to services
• Note: added the Green Route to services
* Note: includes about $18,000 in trolley repairs;
the Town's trolley lost it's engine early in the
season, severely impacting ridership.
^ Note: includes expenses and revenue
3
4
28
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2019 Service Summary
Rider / Customer Engagement
Methodology:
Online feedback form
Interviews on all five routes
Interview on the Scot Fest
Express
Farmer’s Market booth (July,
August and September)
Email and phone log kept by P&T
Manager
•86 out of 87 surveys ranked
Estes Transit service as 5 out of 5
(1=poor, 5=excellent).
2020 Service Proposal
5
6
29
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
What was analyzed:
Ridership data from 2014-2019
Comprehensive cost of service (per rider);
Input from two citizen stakeholder groups:
Transportation Advisory Board and Shuttle Committee;
Shuttle driver exit interviews;
2019 ridership surveys;
2019 staff input log; and,
Coordination with key Town and community partners
(e.g., Community Services/Events, Rocky Mountain
National Park).
2020 Service Proposal
Five routes serving 53 stops
Service Days
Weekends only (May 23 – June 28)
Daily service (June 29 – Oct 4)
Regular Service Hours
10 a.m. – 7 p.m. daily (all routes)
10 a.m. – 11 p.m. daily (trolley only)
Special Event Service
Serve 12 Town-sponsored special events
7
8
30
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
NEW in 2020:
All-electric trolley (grant-
funded)
Evening trolley service
Express Ser vice to remote
parking areas with 15-20
min headways (Return of
the “Green” Route)
Route deviation
Expansion of Bustang
ser vice***
***CDOT staff recommendation ONLY
at this point.
2020 Service Proposal
Red Route/Trolley (Downtown)
1. Parking Structure
2. Bond Park (SW corner)
3. The Ore Cart Rock Shop
4. Tregent Park
5. West Park Center
6. Maxwell Inn
7. Lazy B at Elkhorn Lodge
8. Mrs. Walsh’s Garden
9. The Grubsteak Restaurant
10. Moosely T’s
11. Thirty Below
9
10
31
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
Red Route
2020 Service Proposal
Gold Route (Fall River Rd. / Hwy 7)
Top of hour (:00-:30)
1. Parking Structure
2.Timber Creek Chalets
3. McGregor Mountain Lodge
4. Fall River Visitor Center
5. Estes Park Condos
6. Aspen Winds on Fall River
7. Homestead Ln. on Fall River Rd.
8. Stonebrook Resort
9. Nicky’s Resort
11
12
32
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
Gold Route (Fall River Rd. / Hwy 7)
Bottom of hour (:35-:60)
1. Bond Park (@ Virginia Dr.)
2. The Ridgeline Hotel
3. Estes Park Health
4. Dollar General
5. Estes Park Community Center
Gold Route
13
14
33
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
1. Parking Structure
2. Open Air/Fun City/Estes Park Brewery
3. Worldmark (on Riverside Dr.)
4. Manor RV
5. Wayfinder Restaurant/Spruce Lake RV
6. Alpine Trail Ridge Inn
7. Elk Meadow Lodge & RV Resort
8. Riverside and Crags Dr. (Aerial Tramway)
9. E. Riverside and Rockwell St.
Brown Route
15
16
34
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
1. Parking Structure
2. Estes Mountain Lodge
3. Best Western Silver Saddle
4. Quality Inn
5. Antonio’s Pizza
6. Lake Estes Marina
7. West of Olympus Lodge
8. Estes Park KOA
9. Good Samaritan Estes Park Village
10. Talons Point & Falcon Ridge Apts.
11. Salud Family Health Center
12. Crossroads Ministry
13. Raven Ave. & Long Pine Dr.
14. Lake Front St. at Ranch Meadow
15. Lower Stanley Village
Blue Route
17
18
35
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
2020 Service Proposal
Green Route (Express)
1. Events Complex
2. Parking Structure
3. The Stanley Hotel
4. Bond Park (@ Virginia Dr.)
Route Deviation
All routes must be able to deviate within ¾ mile of
existing route and stops
•Must be available upon passenger request or reservation
(1-7 days in advance)
•Offered during regular service hours
•Provide “reasonable accommodation”
•Contingency plan confirmed with VIA Mobility
Green Route
19
20
36
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
Special Considerations
Stops that would lose direct service:
Meadow Mini Gold (Brown)*
Twisted Pine (Brown)*
Saddle & Surrey (Silver)
Carriage Hills (Silver)
Community Drive/Golf Course (Silver)*
Service improvements for employees/locals
Desire to resume ser vice to YMCA, Hwy 66 corridor,
Mary’s Lake Campground and Fish Creek Rd.
Desire to have consistent routes year over year.
Idea to move all shuttle origination to Events
Complex/Fairgrounds (2021?)
*Located in the route
deviation area.
2020 Service – Budget Impact
Financial Impact
•No additional funds are requested.
•All proposed changes are within the existing 2020
Transportation budget.
Areas of budget realignment for 2020
•Extending the total days served
•Route deviation contingency
•Evening trolley service
•Access gate for parking structure
21
22
37
Town of Estes Park Shuttle Committee 2/5/2020
Respectfully Submitted by:
Vanessa Solesbee, Parking & Transit
Manager
Other Estes Transit Initiatives
Integrating two electric trolleys by 2021 (40% of
fleet will be town-owned and fully-electric).
Ensuring compliance with grant requirements for
Federal funding.
Building a network of transportation providers
Continued coordination with RMNP.
Bigger picture vision of year-round transportation
options.
Identification of grant funding for:
•Mobility management
•Bus barn
•Transit stop/pick-up location improvements
•Branding
Questions?
23
24
38
Transportation Analysis for Estes Park 2020
1
1.Estes Park Transportation Overview 2020
The 2019 Estes Park Transit operation consists of five shuttle routes, Brown, Red, Blue, Gold, and Silver,
which are active on a daily basis from mid-June to mid-September and some major events during the year.
These 5 routes extend into the community to provide transportation access for both tourism and local access
during the peak summer months. This shuttle review offers recommendations to the town of Estes Park to help
increase ridership goals for 2020, alleviate personal motor vehicle traffic, and increase the overall efficiency of
mobility within the town.
2.Current Operation:
Five Estes Park Shuttles operate during peak tourist months to help provide access to local parks and
businesses in the area. Shuttles are leased by Estes Park but operated by Rocky Mountain Transit
Management (RMTM) on a contracted basis. RMTM provides all transportation related services with the
expectation of dispatch and the leasing process. Services are available to the public for free as a way to
promote tourism and give an environmentally friendly option to the community.
Service Characteristics:
Service Span 2019
(7 days / week) 6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
6/22/2019-
9/8/2019
Hours of Service 9:00-21:00 9:00-21:00 9:00-21:00 9:00-21:00 9:00-21:00
Loop Frequency 30 Minutes 30 Minutes 30 Minutes 30 Minutes 15 Minutes
Loops per Day 23 23 23 23 46
Capacity of Shuttle 24 Passenger 24 Passenger 15 Passenger 15 Passenger 24 Passenger
Ave. Daily Ridership
Capacity
552 pass. 552 pass. 345 pass. 345 pass. 552 pass.
2019 Ridership 14,190 Riders 15,543 Riders 11,659 Riders 8,110 Riders 22,881 Riders
39
Transportation Analysis for Estes Park 2020
2
A. Shuttle Sizes and Capacities: Under the current operation, Estes Park currently operates two different
coach sizes and one trolley on their routes. The primary breakdown of shuttles is as follows:
o Brown Route: DC cutaway (24 pass. ADA compliant)
o Blue Route: DC cutaway (24 pass. ADA compliant)
o Gold Route: DC cutaway (15 pass. ADA compliant)
o Silver Route: DC cutaway (15 pass. ADA compliant)
o Red Route: Town Trolley (24 pass. ADA compliant)
B. Shuttle Routes
o Brown Route - Provide a loop transportation from the Estes Park Visitor Center westbound to
Beaver Meadows making stops along the route as requested.
o Blue Route - Provide a loop transportation from Estes Park Visitor Center Eastbound to provide
access to the Olympus lodge and many of the apartment complexes in the community.
o Gold Route- Provide a loop transportation from the Estes Park Visitor Center northwest towards the
Fall River Visitor Center. The shuttle stops along the route at lodges and hotels for pick up and drop
offs as needed.
o Gray Route- Provide a loop transportation from Estes Park Visitor Center to the community to the
south of the city.
o Red Route- Provide a loop transportation from the Estes Park Visitor Center to the west of
downtown and return. Only trolley style shuttle in the fleet.
C. Shuttle Route Metrics
The shuttle metrics measure the following:
o Average Daily Boarding: The average number of riders getting on the shuttle/trolley on a daily basis.
o Boarding per service hour: The average number of riders getting on the shuttle if distribution of
ridership was spread evenly on an hourly basis based off of current service hours.
o Average Boarding per trip: The average number of riders getting on the shuttle per loop if distribution
of ridership was spread evenly.
o Average cost per service hour: Based off of the budgeted all-inclusive spending rate for the season
per shuttle per hour.
o Average cost per rider per day: Total cost of service for each shuttle by the average number of riders
per day.
Brown Route:
Average
Daily
Boarding
Boarding
per Service
Hour
Average
Boarding
per trip
Average
Cost per
service
hour
Average
cost per
rider
per day
180 Pax. 15 Pax 7.5 Pax $81.78 $6.10
Passengers: abbreviated to Pax
40
Transportation Analysis for Estes Park 2020
3
Blue Route:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average
Cost per
rider per day
196 Pax. 16 Pax 8 Pax $81.78 $5.11
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
day
147 Pax. 12 Pax 6 Pax $81.78 $7.49
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
day
102 Pax. 8 Pax 4 Pax $81.78 $11.55
:
Average
Daily
Boarding
Boarding per
Service Hour
Average
Boarding
per trip
Average
Cost per
service hour
Average cost
per rider per
day
289 Pax. 24 Pax 6 Pax $81.78 $3.35
D. Heat Map: In order to assist with providing accurate recommendations, we created a heat map for all routes.
Below is the month of August when summer is in full swing to show an accurate representation for
ridership on each route. A full 2019 Heat map is available upon request for further data analysis
41
Transportation Analysis for Estes Park 2020
4
42
Transportation Analysis for Estes Park 2020
5
43
Transportation Analysis for Estes Park 2020
6
44
Transportation Analysis for Estes Park 2020
7
45
Transportation Analysis for Estes Park 2020
8
46
Transportation Analysis for Estes Park 2020
9
3. Key Findings:
The transportation that is operated by Estes Park is overall successful in moving consistent ridership
throughout the city. However, there are different opportunities to improve the service as a whole and increase
availability that have the ability to have a positive impact on the long term overall ridership. With all shuttles
having ADA and wheelchair access, these shuttles are versatile in whom they can pick up. Below are the
findings that we derived from data analysis and research.
Brown Route:
Route performs well as it travels to a high need destination.
Key stops are Elk Meadow, National Park Village and Bond Park which account for 42.7% of the stops
that are made in 2019.
Between those 3 stops and Visitor Center Start, we cover 75.4% of all ridership at these stops.
The additions of the Meadow Mini Golf Stop and The Twisted Pine only accounted for 320 riders or
2.3%.
Aside from Elk Meadow, the National Park Village, and Bond Park, all stops on the route should be
drive-bys with the ability to notify the driver of wanting to stop.
Blue Route:
Shuttle route provides a much needed route for the community with access to many of the apartment
complexes in the area with connections to the downtown area.
Ridership is consistent throughout the day with peaking hours between 3:00PM and 5:30PM
Shuttle size is adequate for the demand and should not be changed.
Red Route:
The most visible shuttle in terms of transportation being a Trolley style shuttle.
Peak hours occur between 11:00AM and 5:30PM with 61.2% of all ridership.
Highest performing shuttle route with ease of access for on and off access.
Gold Route:
The Gold shuttle route does a great job of providing transportation to the tourist lodging on the way to
the Fall River Visitor Center.
Peak hours of service for the route fall between 1:30PM and 5:00PM with 42% of riders taking the
shuttle during these hours in 2019.
Gold route service could be utilized on an hourly basis rather than a 30 minute basis with a larger
shuttle on the route and potentially combined with another service.
Silver Route:
The Silver route is our most viable route for making changes too. With the ridership being] half of what
we see on our next closest service, there is the most room for change.
The Silver route carries mostly the majority of its passengers being picked up from the visitor center
with 51.4% of the pickups starting from that location and carries 24.3% of the riders to either the
Recreation Center or the Events Park & Ride.
In total from the event center we had 4147 riders, with 1963 of them getting off at the Rec Center and
the Park and Ride. The other stops combined carried 1960 riders.
Of that 1960 riders, 519 of them rode from the Dollar General as the heaviest traveled location on this
route.
47
Transportation Analysis for Estes Park 2020
10
4. Recommendations
This section details the opportunities that Estes Park has to help improve the overall service for the community
and tourism in its town.
Existing Shuttle Service Recommendations:
1. Shuttle Timing Reallocation
Timing for shuttle services could be cut back to provide cost savings and expand the duration of the
shuttle transportation if desired. From the table below, the majority of ridership is occurring between
10:00AM and 7:00PM.
Percentage 77.8% 89.2% 80.2% 80.9% 81.8% 81.98%
By cutting the service from 9:00AM-9:00PM (12.0) hours of service to 10:00AM-7:00PM (9.0) hours of
service we save (3.0) hours per day per shuttle
3.0 hours x 5 shuttles = 15.0 Hours per day x 79 days = 1185.0 Hours saved over 2019
1185.0 x $81.73 per hour = $96,909.30
With reallocating these funds in the form of adding additional service days to a 9 hour transportation
shift, Estes Park would have 131 individual shuttle Shifts or an additional 21 days of full service
available to add to fit into the current budget.
2. Moving the Blue, Brown, and Silver shuttle routes to start from the Estes Park Event Complex .
By moving the starting location from the Estes Park Visitors Center to the Estes Park Event Complex,
Shuttles will have a considerably safer loading zone. As the Visitors Center has acted as the main hub
while the transportation operation has grown, the infrastructure around the parking lot and building is
not equipped to appropriately handle the number of people traveling through Estes Park.
The Events Complex has upwards of 400 parking stalls that would help to alleviate the parking traffic
that is diverted into town and causes additional traffic from pedestrians attempting to park personal
vehicles. In the future, parking could be monetized and utilized as an additional source of revenue to
assist in the funding of transportation operations.
The move from the Visitor Center to the Event Complex would add an additional 4 to 6 minutes to the
Blue, Brown, Gold and Silver Routes. Route deviations and re-evaluation may need to be done in order
to accommodate the additional time.
3. Silver Route Repurposing.
Currently the Silver Route is the most under, utilized route by almost 4,000 riders annually. When
reviewing the ridership we saw that 8 Days in September and 4th of July account for 1,954 of the 8,110
riders that were reported on this route resulting in an inflated season count. With a ridership of 6,156
48
Transportation Analysis for Estes Park 2020
11
over 70 days or a total of 87 passengers per day, we found that the silver route had the largest room for
improvement.
With half of the ridership coming from the Events Center and The Park and Ride for the 2019 season
we feel that the shuttle could be best suited running from the Estes Park Events Complex, to the Estes
Park - Park and Ride, with a drop off at the Estes Park Visitors Center. On the return the stops would
be at the Community Center and finally returning back to the Events Complex. This shuttle loop would
be 12-15 minutes long with traffic in consideration. In order to create a successful and consistent
parking option for riders, the shuttle would be best suited to make no longer than 15 minute loops to
encourage parking at these locations over weekends and holidays.
With the Silver route being dedicated route, it would encourage riders to utilize the parking options just
outside of the downtown strip. They will still be able to catch the Trolley from the Visitors Center
throughout the rest of downtown.
4. Brown Route Adjustments
With the change of the Estes Park Events Complex as the starting location, the Brown Route has
additional opportunities to connect with other RV Parks and provide additional access to the community
while avoiding heavier traffic on Moraine Ave during Peak Season.
We suggest adding in Manor RV and Spruce Lake RV to the loop on the way out to National Park
Village by allowing the shuttle to utilize Prospect and Riverside Drives. A sample of stops would be as
follows:
49
Transportation Analysis for Estes Park 2020
12
1. Estes Park Events Complex
2. Audubon and Riverside Drive
3. WorldMark Estes Park
4. Manor RV
5. Spruce Lake RV
6. Elk Meadow Lodge and RV Park
7. National Park Village
8. West Bond Street
9. Estes Park Events Complex
The anticipated loop time would be 25 to 30 minutes with allocation for the return traffic. By utilizing Prospect
Ave and Riverside Drive, the shuttle passes the Medical Center that was originally a stop on our Silver Route
and can make call out stops there if desired.
5. YMCA/Fish Creek/Mary’s Lake/ Community Reservation Shuttle
When the ask from the community for a shuttle that travels to the YMCA as well as Fish Creek, the best option
for addressing these outlier locations would be to establish a reservation shuttle. This shuttle would require 24-
48 hour notice from locations outside of the normal routes. From an operational perspective, Estes Park would
have the team that currently operates the dispatching of the shuttles, book these reservations. With the need
for a demand shuttle in the community for mobility limited individuals, this shuttle can assist with predetermined
large group moves at billed at a limited cost to the group. From an operations perspective, the driver that
operates breaks could also be the driver that runs the one-off group transportation.
50
Transportation Analysis for Estes Park 2020
13
6. Reporting Optimization
If shuttle reporting is continued to be done by hand, all shuttle data should be entered by loop into an excel
style spreadsheet for historical records. This not only ensures the accuracy of totals for each day but also
allows for proper reports to be made. As a consistently growing service, the data of ridership is imperative to
make adjustments and see where we are being successful.
7. Suggested Routing Schedule
BROWN (30-minute) - Riverside Dr/Moraine
Ave
GOLD (30-minute) - Fall River Road
1 Estes Park Events Complex 1 Estes Park Events Complex
2 Riverside Dr. & Prospect Village Dr. 2 The Stanley Hotel
3 Worldmark 3 Timber Creek Chalets
4 Manor RV 4 McGregor Mtn Lodge
5 Spruce Lake RV 5 Fall River Visitor Center
6 Elk Meadow Lodge and RV 6 Estes Park Condos
7 National Park Village 7 Aspen Winds on Fall River
8 Bond Park (West Side) 8 Homestead Ln. & Fall River Rd.
9 Estes Park Events Complex 9 Stonebrook Resort
10 Nickys Resort
1 Estes Park Events Complex
BLUE (30-minute) - Big Thompson Ave/
Dry Gulch
1 Estes Park Visitor Center SILVER (15 Minute) EPEC to EPVC
2 Estes Mountain Lodge 1 Estes Park Events Complex
3 Best Western Plus Silver Saddle 2 Estes Park Park and Ride
4 Quality Inn 3 Estes Park Visitors Center
5 Antonio's Pizza 4 Estes Park Community Center
6 Lake Estes Marina 5 Estes Park Events Complex
7 West of Olympus Lodge RED (30-minute) – Downtown (trolley)
8 Estes Park KOA 1 Estes Park Visitor Center
9 Good Samaritan Village Estes Park 2 Bond Park (at Virginia Dr.)
10 Talons Pointe & Falcon Ridge Apts. 3 The Ore Cart Rock Shop
11 Salud Family Medical Center 4 Tregent Park
12 Crossroads Ministry 5 West Park Center
13 Raven Ave. & Lone Pine Dr. 6 Maxwell Inn
14 Lake Front Street at Ranch Meadow 7 The Lazy B at Elkhorn Lodge
15 Lower Stanley Village 8 Mrs. Walsh's Garden
1 Estes Park Visitor Center 9 The Grubsteak Restaurant
51
Transportation Analysis for Estes Park 2020
14
EXPERIENCE AND QUALIFICATIONS
Uniquely Qualified
SP Plus Corporation is a Delaware corporation qualified to provide consultation in the State of Colorado, is uniquely
qualified and perfectly postured to analyze and provide recommendation for transportation and parking services for
Estes Park.
Organization
SP Plus Corporation is a publicly traded company (NASDAQ: SP) having annual revenues in excess of $1,500,000,000.
Founded in 1929, we provide shuttle bus transportation, ground transportation management, transportation systems
design, parking and related services at airports, universities, medical complexes, corporate campuses and commercial
establishments across the United States and Canada. We currently provide transportation services for 25 airports, and
over 3,400 facilities (including medical complexes, universities, corporate campuses, office buildings, sports complexes,
events, etc.) in hundreds of cities across North America. We safely and efficiently operate a fleet in excess of 825
vehicles in managing and operating ground transportation systems massive, midsize and small. We have over 22,000
dedicated and committed employees.
Dedicated Transportation Group
SP+ Transportation, our dedicated Transportation Consulting Group, is staffed by experienced operations, fleet,
maintenance managers with a rounded knowledge in customer service and financial analysis.
Demonstrated Ability
Significantly, SP+ Transportation provides all-inclusive shuttle services for large diverse corporate campuses and medical
complexes across the country, as well as for 30 U.S. airports, including Dallas-Fort Worth International, Portland
International, Bush Houston Intercontinental, Salt Lake City International and Southwest Florida International. We also
furnish customer service and ground transportation management services at several major international U.S. airports
including Chicago O’Hare, Chicago Midway, Portland, Denver, Ft. Lauderdale-Hollywood, Oakland and Salt Lake City.
We have planned, started-up, operated and maintained myriad system programs of similar public stature and are
absolutely certain of our ability to deliver a comprehensive analysis, tailored to the specific needs of Estes Park and
designed to respectfully serve your community. SP+ Transportation brings a significant level of experience, a great
depth of resources and a completely inclusive approach. All programs and mandates set forth in the analysis will serve
as a foundation from which we will proudly work with Estes Park Staff to grow and evolve the transportation services.
Shuttle Bus Experience
Our experience in managing, operating and maintaining sophisticated shuttle bus systems is unmatched. Our collective,
in-depth understanding of delivering safe, customer-driven, timely transportation, and of the fundamental issues
impacting shuttle bus operations, melded with our ability to make informed decisions about customer service, costs,
emergencies, safety and operating efficiencies, thoroughly prepares us to provide an exemplary analysis for Estes Park
and its valued patrons.
52
Transportation Analysis for Estes Park 2020
15
The following are brief summaries of a few of our operations that demonstrate our experience in managing and
operating shuttle systems.
Case Western Reserve University / University Hospitals
SP+ provides the shuttle bus system for the multifaceted
Case Western Reserve University/University Hospitals
complex in the heart of Cleveland, Ohio. In addition to
providing free transportation to students, facility, staff and
visitors of the University and Hospitals, the system also
serves the neighboring University Circle Institutions (museums, Botanical Garden, etc.)
January 2005 to Present
University and Medical Complex Shuttle
System
7 days per week (16-24 hours/day)
8 Ford E350 buses (gasoline)
21 Ford E450 buses (gasoline)
1 Ford E550 buses (CNG)
538,350 annual passengers
57,036 annual service hours
296,401 annual miles
65 dedicated employees
Massachusetts Institute of Technology
SP+ provides a full range of services to MIT in Cambridge, Massachusetts. We provide
all the vehicles, maintenance, labor, insurance, etc. for the Institute’s comprehensive
and very intensely utilized shuttle transportation system. We also provide charter
services. Moreover, we manage and operate the Institute’s parking system, as well as
its “commuter services” (coordination with public transit agencies, sale of public transit
cards, issuance of on-campus and off-site parking passes, etc.)
1996 to Present
University Shuttle System
7 days per week (21 hours/day including
SafeRide service)
4 Glaval Titan buses (gasoline)
5 ElDorado EZ Rider II buses (bio-
diesel)
4 ElDorado 3200 (Aero Elite) buses (diesel)
177,000 annual passengers
25,220 annual service hours
203,642 annual miles
25 dedicated employees
53
Transportation Analysis for Estes Park 2020
16
AON / Prudential Plaza
In December 2016, SP+ began providing shuttle service for the tenants of the AON and Prudential buildings in Chicago to
and from the train stations. This is the first shuttle system in Chicago which uses a fleet of electric buses.
2016 to Present
Building/Facility Shuttle System
5 days per week (10 hours/day)
10 Protera Catalyst buses (electric)
348,150 annual passengers
22,360 annual service hours
60,077 annual miles
14 dedicated employees
Southwest Florida International Airport
SP+ provides the vehicles, maintenance, labor, insurance, etc. for Southwest Florida International Airport, providing
bumper-to-bumper parking lot shuttle and employee parking shuttle services.
1996 to Present
Airport Public Parking and Employee Parking
Shuttle System
7 days per week (24 hours/day)
19 Ford E450 buses (gasoline)
1,378,450 annual passengers
84,506 annual service hours
734,360 annual miles
53 dedicated employees
54
PUBLIC WORKS Report
To: Honorable Mayor Jirsa
Board of Trustees
Through: Town Administrator Machalek
From: Ryan Barr, EI, Pavement Manager
Greg Muhonen, PE, Public Works Director
Date: February 11, 2020
RE: 2020 Street Improvement Plan & Trail Expansion Program Update
Objective:
Provide the Board an update on the 2020 Street Improvement and Trail Expansion
Program funded by the 2014 1A Tax Initiative.
Present Situation:
In 2014, the citizens of Estes Park passed Ballot Issue 1A with a portion of the
proceeds of this tax going towards street improvements and trails expansion in
the Town of Estes Park.
A goal was set to raise the system-wide Pavement Condition Index (PCI) to
above 70 by the end of the term of the tax in 2024.
The Public Works Department has evaluated the impact that the projected 1A tax
revenue would have on the system-wide PCI through the year 2024.
The Public Works Department has continued to expand our trails system in
accordance with the Estes Valley Master Trails Plan.
Proposal:
For 2020 the proposed spending is:
$267,000 – Personnel, Spraypatcher, equipment, etc.
$646,000 – Cleave Street Interim Improvements
$675,000 – Overlays and Large Patches
$250,000 – Chip & Crack Sealing
$70,000 – Engineering Design Costs
$125,000 – Parking Lot Rehabilitation
55
$2,125,000 – Fall River Trail Improvements ($452,500 from 1A Trails Expansion Fund;
$472,500 from Open Space Fund; $550,000 from Estes Valley Recreation
and Parks District; $400,000 from Land & Water Conservation Fund grant;
and $250,000 from Recreational Trails Program grant)
$683,000 – Graves Avenue Sidewalks ($500,000 from Colorado Safe Routes to School
grant, and $183,000 from 1A Trails Expansion Fund)
Advantages:
This plan continues the work set forth in the original 2024 STIP plan.
Implementation of this plan will result in improved road conditions throughout
Town, leading to higher citizen and guest satisfaction.
This plan includes preventive maintenance, which will impact a larger percentage
of the roads in Town as opposed to only focusing on major repairs.
The entire road system is predicted to exceed an average PCI rating of 70 by the
end of this program. We reached this system-wide average score in 2018 and
will continue to plan cost-effective projects, in order to maintain a PCI above 70
for the duration of the program.
Disadvantages:
Increased construction during the course of the program will produce detours and
delays for motorists during the construction period.
Although the average system-wide PCI will be above 70 in 2024, current
modeling indicates there will still be some roads with PCI ratings below 70.
Action Recommended:
Review the proposed 2020 Street Improvement Program. Provide comments to confirm
or redirect the allocation of funds outlined in the 2020 plan.
Finance/Resource Impact:
These proposed street improvements are funded through the 1A Street Improvement
Fund (Fund 260). The proposed trail improvements are funded through the 1A Trail
Expansion Fund (Fund 244) and Larimer County Open Space Fund (Fund 220).
Level of Public Interest
The known level of public interest in this item is moderate.
Attachments:
2020 Street Improvement Program and Trails Expansion slideshow
56
2/5/2020
Town of Estes Park 2020
Street Improvement Program
and Trails Expansion Update
Town of Estes Park Street Improvement
Program Goal
Develop and implement a street
improvement program to raise
the average Pavement Condition
Index (PCI) of the Town of Estes
Park to a value of 70 by the
year 2024
1
2
57
2/5/2020
PCI Example - 100
PCI Example - 85
3
4
58
2/5/2020
PCI Example - 72
PCI Example - 63
5
6
59
2/5/2020
PCI Example - 53
PCI Example - 35
7
8
60
2/5/2020
1A Streets Overview
2019 Street Improvements
Overlaid approximately 1.3 miles
of roadway and performed
asphalt patches at 28 locations
Davis Street,
Elkhorn Avenue,
4th Street
Overlay and Patching
Hillside Lane
Skyline Drive
Davis Street
Elkhorn Resurfacing
4th Street Rehabilitation
Brodie Avenue Improvements
More details under Trails section
9
10
61
2/5/2020
2019 Street Improvements - Maintenance
Chip Sealed approximately 6 miles
Crack Sealed approximately 7 miles
Parking Lot
Slurry Seal
Town Hall
Parking Lot
Reach System-Wide PCI of 70
64
66
68
70
72
74
76
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
11
12
62
2/5/2020
Reach System-Wide PCI of 70
64
66
68
70
72
74
76
2015 2016 2017 2018 2019 2020 2021 2022 2023 2024PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
Unfunded Condition Loss
64
66
68
70
72
74
76
2015 2017 2019 2021 2023 2025 2027 2029 2031 2033 2035PCI Weighted AverageYear
Annual Condition Plot (Area Weighted Average)
13
14
63
2/5/2020
Streets Improved – Cumulative
Streets Improved (2015)
15
16
64
2/5/2020
Streets Improved (2015 – 2016)
Streets Improved (2015 – 2017)
17
18
65
2/5/2020
Streets Improved (2015 – 2018)
Streets Improved (2015 – 2019)
19
20
66
2/5/2020
Streets Improved (2015 – 2020 Proposed)
Streets Improved – 1A Sales Tax
Approximately 50% of 56 centerline miles of road have
seen either chip seal, patching, or overlays.
In order to reach every street by 2024, we need to touch
approximately 6.5 miles each year.
Currently on target
Pavement degradation is perpetual. Revenue from 1A tax
is critical for maintaining PCI and public satisfaction
21
22
67
2/5/2020
Colorado
Asphalt
Pavement
Association
(CAPA) –
Local
Agency
Listing
STIP Production Summary
23
24
68
2/5/2020
2020 – 1A Streets Budget
2020 Projected Expenditures
$267,000 for personnel, spraypatcher, equipment, etc.
$646,000 for Cleave Street Interim Improvements (Design
& Construction
$675,000 for Overlays and large patches
$250,000 for Chip & Crack Sealing
$70,000 for Engineering Design Costs
$125,000 for Parking Lot Rehabilitations
Contingency funds are included
2020 Paving & Surface Treatment Projects
Overlay and Patching – Approximately 1 centerline mile
Big Horn Drive, Lexington Lane, Pine Knoll Drive
Patching – Approximately 10 locations for large patch repairs
Curb and Gutter replacement as needed
Crack Seal – 6.5 miles
Chip Seal – 3 miles
Cleave Street Interim Improvements
Public outreach meetings for community input on interim and long-term solutions
Interim construction in fall of 2020 to improve pavement & drainage, at a minimum
Identify comprehensive redevelopment solution to align with downtown plan
25
26
69
2/5/2020
1A Trails Overview
1A Trails Priorities
(Dry Gulch / Devils Gulch Connection)
27
28
70
2/5/2020
1A Trails Fund Impact
Brodie Avenue Improvements – Constructed in 2019
10 foot wide concrete trail from Community Drive to Fish Creek Trail
$400,000 from 1A Trails Expansion Fund (Plus $464,000 from 1A Streets Fund &
$336,000 from SRTS Grant)
Project also included drainage, parking, and pavement improvements
Fall River Trail Improvements
Currently out to bid for 1.2 mile stretch from Aspenglen Campground in RMNP, along
Fish Hatchery Rd, to the Methodist Church parking lot
Anticipate construction starting in the spring and being completed by late summer
2019 Grant Applications
CPW Colorado the Beautiful (CtB) Non-Motorized Trails –
Fall River Trail
Awarded $363,000 with Local match $109,000
Not Awarded: GOCO, People for Bikes, Colorado Health
Foundation, CPW RTP, FLAP
Awarded 2019 Safe Routes to School (SRTS) grant for Graves
Avenue Sidewalks
Design in 2020 and targeting construction in summer 2021
$500,000 award
29
30
71
2/5/2020
Upcoming Grant Opportunities
2020 Grant Applications – Fall River Trail
Transportation Alternatives Program (TAP) – Submitted in January 2020
Requested over $1.5 Million in grant funding, Local match of approximately $400,000
Multi-Modal Opportunity Fund (MMOF) – Submitted in January 2020
Requested $500,000 in grant funding, Local match of approximately $100,000
Able to use MMOF as local match for TAP, if awarded
Typical grant applications – GOCO, SRTS, CPW LWCF, CPW NMT, etc.
Non Ballot 1A Projects
US 36 and Community Roundabout
Downtown Wayfinding
Downtown Estes Loop (CFL)
US 34 and MacGregor Roundabout (CDOT)
Other Operations & Maintenance
31
32
72
2/5/2020
Disclaimer
Projects can change based on various factors including
Utility Work
Usage of Contingency Funds
Bid Amounts
Unforeseen Damage to Road
Natural Disasters
Etc.
Thank You!
33
34
73
74
February 25, 2020
Follow Up Discussion of Building
Maintenance Code
Fish Hatchery Next Steps
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
Reverse Decriminalization of
Municipal Code
Vacation Home Regulation in
Planned Unit Developments
Vacation Home Cap and
Transferability of Licenses
Items for Town Board Consideration:
Seasonal Paid Parking Update –
March 24, 2020 & May 12, 2020
CIRSA Training – Board Liability –
May 12, 2020
Revisit Discussion on Stanley
Historic District
Future Town Board Study Session Agenda Items
February 11, 2020
75
76