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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