HomeMy WebLinkAboutPACKET Transportation Advisory Board 2015-11-18 A
EP
TOWN OF ESTES PARK
Transportation Advisory Board Agenda
November 18th,2015 Current Members: Bryon Holmes(03/31/16)
12:00 PM—2:00 PM Stan Black(03/31/17) Belle Morris (03/31/17)
Rooms 202 & 203 Kimberly Campbell(03/31/18) Gregg Rounds(03/31/18)
Estes Park Town Hall Ann Finley(03/31/17) Thom Widawski(03/31/16)
170 MacGregor Ave Amy Hamrick(03/31/16) Vacancy(03/31/18)
Public Comment
Approval of October meeting minutes Chair Kimberly Campbell
Shuttle Committee update Sandy Osterman
Town Projects update Director Greg Muhonen
Town Engineer Kevin Ash
Preparation for December meeting Chair Kimberly Campbell
• Traffic Signal Timing and
Coordination presented by Larry Hass
New project selection Chair Kimberly Campbell
Downtown Parking Strategy Chair Kimberly Campbell
Other Business Chair Kimberly Campbell
Adjourn
The mission of the Town of Estes Park Transportation Advisory Board is to advise the Board of Trustees
and the Public Works staff on Local and Regional Comprehensive Transportation Planning Policies;
Maintenance, Operation and Expansion Programs; and Transportation Capital Projects.
RECORD OF PROCEEDINGS
Town of Estes Park, Larimer County, Colorado, October 21th, 2015
Minutes of a Regular meeting of the Transportation Advisory Board of the Town of
Estes Park, Larimer County, Colorado. Meeting held in the Rooms 202 & 203 of Town
Hall, in said Town of Estes Park on the 21th day of October, 2015.
Present: Kimberly Campbell
Gregg Rounds
Stan Black
Thom Widawski
Amy Hamrick
Belle Morris
Ann Finley
Also Present:Greg Muhonen, Director of Public Works
John Ericson, Town Board Liaison
Sandy Osterman, Shuttle Committee Liaison
Kevin Ash, Town Engineer
Jen Imber, Public Works Administrative Assistant
Samantha Phillips, Contract Administrative Assistant
Absent: Bryon Holmes
Vacancy
Chair Campbell called the meeting to order at 12:02 p.m.
GENERAL DISCUSSION
No public was in attendance, so public comment was not heard.
Minutes from the September 16th meeting were reviewed by members. It was moved
and seconded (Hamrick/Finley) to approve the minutes, with the motion passing
unanimously.
Human Resources received one application for the vacant TAB position. The Town
Board will be selecting an interview committee soon.
Sandy Osterman provided a shuttle committee update to the board. Total 2015 numbers
from June 27th through September 15th were recorded at 516,422 (down from the
previous year by 2,945). Some shuttles experienced breakdowns, including the popular
Elkhorn Express trolley, which contributed to the lower ridership numbers. Sandy
presented an overview of ridership according to different routes while also announcing
that shuttles will continue to run for fall and winter special events. The budget for 2016
has not presently changed and a few route changes have been proposed.
STAFF UPDATES ON TOWN PROJECTS
The alignment configurations for the Fall River Trail Extension project are in place to the
Historic Fall River Hydroplant museum. Survey work is being completed and a meeting
is scheduled to update the public on progress.
Staff hopes to get the Dry Gulch Road Rehabilitation project out to bid and the project
under contract, to be completed by June 2016.
Utility work has been completed on Fish Creek and right of way acquisition is currently
underway. Once completed, the project can go out to bid. Construction will commence
in 2016, with hopes of completion in early 2017.
RECORD OF PROCEEDINGS
Transportation Advisory Board — October 21th, 2015 — Page 2
The Town's new pavement manager, Kelly Stallworth, has been completing
assessments of street conditions and will move forward with training of different surface
treatments and methods of maintenance and repair.
The Loop project is still active and being supported by the Town. The Environmental
Assessment should be delivered in spring of 2016. Currently the project is looking at
ways of complying with CDOT bridge standards through phasing, since current project
funding is insufficient to complete the project with full compliance.
The parking structure is being held in the preliminary design stage until the completion
of the Environmental Assessment by the Bureau of Reclamation. Once the EA is
released, the Town is hoping to get clearance from FTA to proceed with the final design.
DOWNTOWN PARKING STRATEGY
Chair Campbell began the discussion with the ten "Proposed Parking Strategy" items,
with minor changes to these items proposed by TAB members. Further discussion
centered on paid parking rates, as well as RV and bus parking. The board reviewed the
intro, background, guiding principles and objectives sections with little comment on
each.
It was moved and seconded (Morris/Black) to submit the Proposed Parking Strategy,
with amendments, to the Town Board for approval, with the motion passing
unanimously.
Trustee Ericson suggested presenting the Proposed Parking Strategy to the Trustees at
a Town Board Study Session. Director Muhonen expressed interest in first taking the
document to PUP for comment.
With no other business to discuss, Chair Campbell adjourned the meeting at 2:02 p.m.
A
EP
TOWN OF ESTES P
PUBLIC WORKS
To: Honorable Mayor Pinkham
Board of Trustees
Town Administrator Lancaster
From: Kimberly Campbell on behalf of the Transportation Advisory Committee
Date: November 3, 2015
RE: Proposed Parking Strategy
The Transportation Advisory Board (TAB) has developed the attached Proposed Parking Strategy in an effort
to identify priorities,to identify appropriate grant opportunities, and guide decision-making as it relates to
downtown parking initiatives.
The report outlines a set of strategies which if followed are intended to ensure that future downtown parking
initiatives will achieve preferred objectives. Many of these key points are highly interrelated and
implementation must be coordinated to ensure an optimal outcome.
If the Trustees find the strategies in this report agreeable,we ask that the Town adopt the Parking Strategy to
guide future planning.
** Updated version. Corrections to Table 2—Estimated parking structure capacities.
PROPOSED
PARKING STRATEGY
Prepared by the Transportation Advisory Board
Presented to the Town of Estes Park
October 2015
INTRODUCTION
There is a strong public sentiment that Estes Park needs additional parking downtown.A new parking
structure providing roughly 100 net new spaces is currently planned for the Visitor Center South lot with the
potential to expand to roughly 310 net new spaces.This location is expected to ease pressure on the
downtown parking supply, but not satisfy the need for additional parking.
Engineering studies estimate 500 additional parking spaces are needed to adequately accommodate the
locals and visitors desiring to park downtown during the peak summer season. What is known is that each
time a vehicle is unable to find parking downtown, local businesses lose a revenue opportunity and the Town
misses out on potential tax receipts.
While there are no simple parking solutions, a few key strategies will be valuable in guiding future parking
solutions.The following proposed parking strategy was developed through months of collaborative
conversations and research by the Transportation Advisory Board. We believe these strategies will keep
decision-makers focused on what is important downtown—the visitor experience. If we can maintain our
focus on the visitor, and not over-emphasize the vehicles themselves,we will be able to find a solution to our
congestion and parking shortage without jeopardizing the character of our Town.
While the Transportation Advisory Board collectively stands behind these recommendations, it was difficult
to develop a strategy on which we could agree. Divergent views brought divergent solutions.All had merit.
The strategies proposed here were thought to balance these divergent views and highlighted the best
solutions. Implementation of these strategies will still be challenging. In particular,the topic of the best
location for a parking structure downtown is likely to elicit strong and divergent opinions.
BACKGROUND
Over the years,the Town of Estes Park has commissioned a variety of transportation studies. Some of these
specifically studied the downtown parking inventory and its utilization. Below is a summary of the key
findings of the most recent reports:
Estes Valley Transportation Alternatives Study: In 2003,the Estes Valley Transportation Alternatives
Study(April 2003)was conducted to"develop a well-balanced, multi-modal transportation system
that addresses existing deficiencies and accommodates future travel needs for the Estes Valley in a
1IPage
safe and efficient manner." (page E-1). One aspect of the study was an analysis of the utilization of
existing downtown parking spaces.
According to this study,the Town is projected to need 545 additional parking spaces by 2020(page
ES-3 and page 59)to accommodate demands from an increase in tourists visiting Estes Park and
RMNP, as well as a growing Estes Valley population and continued commercial development.The
report anticipates that current over-capacity parking conditions could increase from 25 days per year
(in 2003)to 75 days per year in 2020(page ES-3). Key parking recommendations from this study
were fixed route transit routes through town with increased intercept parking east of downtown.
Table 1: Rocky Mountain National Park attendance
Year Actual RMNP Attendance Projected Attendance from Estes Valley
Transportation Alternatives Study
2000 3,185,392 3,379,800
2005 2,798,368 3,732,600
2010 2,955,821 4,173,800
2014 3,434,751
2015 4.1 million forecast 4,731,900
2020 TBD 5,446,600
Source:Estes Valley Transportation Alternatives Study,Table 8(page 49)and
https://firma.nps.gov/Stats/SSRSReports/Park%20Specific%20Reports/An nua I%20Pa rk%20Recreation%20Visitation%2
0(1904%20-%20Last%20Calendar%20Year)?Park=ROMO
While today we can see that while this study over-projected visitor growth in the National Park, it
appears correct that parking demand continues to grow.
2005 Republic Parking Study: In 2005,the Town commissioned the Republic Parking Study. Republic
Parking conducted a comprehensive analysis of the parking supply and utilization.Their
recommendations(page 193) included improved signage,visitor and employee shuttles, alternate
employee parking and some unique options such as golf cart shuttles and valet options.The report
did not include a recommendation for a significant expansion of downtown parking capacity.Their
analysis questioned whether a structure would be cost effective,given the high construction and
maintenance costs and seasonal usage.
Roadmap to the Future: In April 2012,the Transportation Visioning Committee presented its report
to the Town Trustees outlining its vision for Estes Park's transportation system 20 years in the future.
Its recommendations were categorize into five areas:
1. Information distribution
2. Shuttles& Public Transportation
3. Parking
4. Road Configuration
5. Multi-modal Transportation
The TVC then broke out its recommendations into short-term, mid-term, and long-term
recommendations.
2013 Estes Park Transit& Parking Study:This study was initiated to evaluate transit and parking
enhancements that could be implemented to improve the visitor and resident travel experience
, age 2 1 16
during the peak summer season.The study reviewed transit and parking operations in the peer
communities of Aspen, Durango, Breckenridge and Springdale, UT.The study evaluated current
deficiencies with the Town's parking and shuttles, and recommended additional transit parking and
revised transit routes.
2015 Downtown Parking Survey: in May 2015, an informal survey of Estes Valley residents was
created by Charley Dickey& Paul Fishman of the Downtown Parking Task Force, a citizen group,to
determine the public sentiment toward the current parking situation and to determine preferred
parking solutions. This survey was distributed by email and Facebook.While not scientific in its
approach, it did get over 800 participants and remains a valuable indicator of current public
sentiment.
Data from these reports was reviewed and discussed by the Transportation Advisory Board in their efforts to
create this parking strategy.
Guiding Principles
When developing any transportation or parking improvement,we encourage the Town Trustees to keep in
mind the following guiding principles:
o Protect the natural environment:
■ Be future-oriented when planning developments along waterways.These cannot be
returned to their natural state. Keep these areas accessible to people, not vehicles.
■ Encourage alternate modes of transportation. Provide wide sidewalks, bike lanes,
shuttles.
■ Balance the desire to park downtown with a duty to protect the family friendly
downtown zone and its natural amenities.
■ Reduce pollution & improve air quality
o Design downtown to be a fun,family friendly destination, not simply a connector to RMNP.
Create an attractive, welcoming environment that invites guests to wander,sit, play, eat, shop
relax and enjoy being here. Emphasize the pedestrian experience. Maintain green spaces,
riverfront plazas and create strong pedestrian and cyclist connectivity.
o Build in harmony with nature: make parking areas architecturally attractive and consistent with
nature and existing structures. Highlight the natural beauty of the area.
o Do not allow vehicles to become the dominant characteristic of downtown Estes Park
Objectives
They key objectives we want to accomplish with this parking strategy are:
• Make downtown more accessible, inviting and attractive to our residents and visitors. Make it
easy to get here, stay here and play here
• Reduce congestion&pollution by reducing unnecessary vehicle circulation
• Keep it simple. First time visitors should easily find parking, shops, and attractions.
Page 31 16
Proposed Parking Strategy
There are nine key points to our proposed downtown parking strategy:
1. Strategically increase the parking supply
a. Build new inventory in downtown or perimeter locations, not remote locations
b. Mitigate congestion with strategically placed parking
c. Enhance shuttle utilization by integrating shuttle stops
d. Consider future development opportunities
2. Simplify parking
3. Provide exceptional directional signage
4. Reduce parking demand through alternate modes
5. Implement a pay-to-park program
6. Encourage business owners&employees to park remotely
7. Redirect oversized vehicles to remote parking areas
8. Protect residential neighborhoods adjacent to downtown
9. Develop a special event management plan
The report that follows will discuss each of these components in detail.
Strategy 1: Strategically increase the parking supply
The need for additional parking inventory downtown is evident during the summer and fall seasons by the
number of cars circling the parking lots and downtown streets looking for empty spaces and the cars parked
as far away as MacGregor Avenue north of Wonderview Avenue.With a small downtown area surrounded by
mountains that inhibit expansion and a main thoroughfare that runs right through the middle, it is
challenging to determine the correct location for additional parking.The location of any new parking
inventory will have a significant impact on traffic congestion, pedestrian right-of-ways,future development
activities, and downtown aesthetics.
The following criteria should be central to any determination of future parking locations:
a. Build new inventory in downtown or perimeter locations, not remote locations
b. Mitigate congestion with strategically placed parking
c. Enhance shuttle utilization by integrating shuttle stops
d. Consider future development opportunities
Each criteria is explained below.
a. Build new inventory in downtown or perimeter locations:
While the Town shuttles remain a valued amenity, it is challenging to overcome the American desire
to park near their desired end-destination.As such, public sentiment appears to prefer downtown
parking spaces. When evaluating prospective parking lot locations, we looked at three parking zones:
1) downtown, 2) perimeter(within 1/4 mile of downtown), and 3) remote (locations that require
shuttle service to downtown).
When selecting a location for future parking expansion,we recommend that additional spaces be
built in a "downtown"or"perimeter" location. Remote parking, as evidenced by the low usage of the
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fairgrounds parking lot and the results of the 2015 Downtown Parking Survey, is not a preferred
location for new parking inventory.This may be the result of a lack of awareness&signage.
Due to the limited availability of land on which a new surface lot could be built in or near downtown,
we have focused our analysis on those existing downtown and perimeter parking lots or parcels of
land that are large enough to support the construction of a moderate-sized multi-level parking
structure similar to the proposed Visitor Center Transit Hub Parking Facility.
Table 2: Potential parking structure locations and capacities
Lot Name Estimated #Spaces in Estimated#Spaces Location
Structure Size existing lot in 3-story structure
Visitor Center South Lot 125'x 255' 102 208-levels 1-2, up to Perimeter
(in progress) 361 with 4 levels
Town Hall—North portion 125'x 455' 281 524 Downtown
Town Hall—South/Library lot 142'x 255' combined 260 Downtown
Riverside Lot 125'x 275' 91 284 Downtown
Post Office Lot 125'x 350' 93 380 Downtown
Weist(rectangular portion 116'x 241' 141 195 Downtown
along Moraine Ave.)
Piccadilly Square 125'x 275' n/a 260 Perimeter
Visitor Center North 125'x 218' 153 285 Perimeter
*Existing space counts from Estes Valley Transit&Parking Study(Dec 2013),structure size&capacity estimates based off Visitor
Center South Lot capacities
Current public sentiment appears to prefer a parking structure at the Post Office Parking lot.
Interestingly,the 2005 Republic Parking Study found that preferred parking structure locations were
the Weist Lot and the Municipal lot.The key point is that the preferred location of the structure
changes with the times, but the perception that Estes Park needs additional parking continues to
thrive.
Table 3: Public preference for downtown parking lot
2015 Estes Park Downtown 2005 Republic Parking Study
Parking Survey
Question 5:Where would you "What do you feel needs to be
like to see more parking? done to improve the parking?"
Survey participants could select 36%of business owners surveyed
multiple options. felt a parking garage was the best
solution.*
Location %Support %Support
Post Office Parking Lot 52% 2.04%
Additional Levels at Visitor
Center South lot 49%
Municipal Lot/Library Lot 28% 10.2%
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Weist Parking lot 28% 10.2%
Additional Levels at
Fairgrounds parking lot 28%
Cleave Street lot 4.08%
*Page 83 of the 2005 Republic Parking Study
There appears to be support for expanding the Visitor Center South Parking Structure to four levels
before pursuing additional parking downtown. Once that structure has been open for a while and
utilization has caught on, conduct a new downtown parking utilization study to determine the need
and location for additional parking inventory.
b. Mitigate congestion with strategically placed parking
Estes Park is a small mountain community with a significant seasonal influx of visitor traffic that
strains its infrastructure.This inflow of vehicles come from three primary traffic flows:
o Inbound traffic from Highway 36:This traffic has the opportunity to park at the fairgrounds
or the planned Visitor Center South lot.
o Inbound traffic from Highway 34:This flow's first significant parking source is the Visitor
Center Lot(with a left turn)or the Town Hall Lot,which fill quickly.
o Outbound traffic from Rocky Mountain National Park:this flow largely occurs in the
afternoon. Outbound visitors from the National Park often seek food, refreshment, shopping
and relaxation and need a convenient, easy to find parking location.
Any new parking inventory should take into consideration the ability of the parking lot to mitigate
congestion along one or more of these flows of traffic through downtown Estes Park. Ingress and
egress patterns should be evaluated for each proposed location.
c. Enhance shuttle utilization by integrating shuttle stops
A new parking structure should have integrated shuttle stops, allowing visitors to leave their cars all
day and use shuttles to get around as desired. Placing the parking structure on a shuttle route with a
specially designed shuttle stop will provide the Town, and potentially Rocky Mountain National Park,
with opportunities to enhance the shuttle system as needed to meet the transportation needs of the
community.
d. Consider future development opportunities
The Town of Estes Park continues to evolve. It is inevitable. Downtown could thrive and grow, or
shrink and become more intimate. We cannot predict the future. But once a parking structure is
built, it cannot be moved. Expect it to be there forever.
With that in mind,the location of a future parking structure is significant. Do we want to use prime
riverfront land for a parking structure?Would a particular location be better as retail,or plaza?
Should parking be right in the middle or on the edges?
Page 6 1 16
It is nearly impossible to get consensus as to where the best location for a parking structure might
be.Think about land use when making this decision.Think about whether this location enhances the
visitor experience, or hinders it.
Strategy 2: Simplify parking
Estes Park's parking can be difficult for visitors. It is broken down into more than 12 downtown parking lots
and on high traffic days,visitors often find themselves driving around searching for a lot with a vacant space.
A simplification of the parking inventory into fewer, larger parking destinations with good signage will benefit
all visitors.
As such, any new parking inventory should be moderate to significant in volume. Small lots fill quickly and
encourage drivers to circulate through downtown seeking available spaces.A parking strategy focused on a
few centralized locations can facilitate getting the majority of vehicles into available spaces efficiently and
with a less cluttered signage system.
Once the primary parking supply has been expanded,the Town should simplify the overall parking availability
downtown.This can be achieved by:
o Reduce on-street parking to reduce conflict between parked cars and congested roadways and to
allow wider sidewalks to improve visitor experience.
o Converting small parking lots to new purposes.These may include:
1. Selling for commercial development,
2. Dedicating use for special use groups (such as accessible parking, reserved employee
parking, bike parking, etc.),or
3. Converting to park or other recreational use.
o Restrict parking on residential streets to residents and their guests.
Strategy 3: Provide exceptional directional signage
The success of any downtown parking strategy lies in the ability of drivers to find available parking spaces.A
significant percentage of visitors to Estes Park are first time visitors.They do not know their way around and
rely heavily on available signage to reach their desired destination. For a visitor, it is not sufficient to find
downtown.They must then find a parking space. Particularly on high volume days,getting these visitors into
available parking spaces efficiently is integral to both reducing downtown congestion and getting visitors out
of their cars and into shops and restaurants. Signage touches all drivers and can be highly effective.
A comprehensive signage strategy for downtown that incorporates both larger scale vehicular signage as well
as smaller scale pedestrian wayfinding signage is a relatively inexpensive first step to getting visitors into
parking spaces efficiently. Both electronic and static signage options should be evaluated. Vehicular signage
must direct visitors to downtown, Rocky Mountain National Park, and other key public destinations (such as
parking lots,golf courses,the marina,the fairgrounds and the events center). Pedestrian wayfinding signage
should highlight unique destinations within walking distance of the sign (such as parks, plazas, historic sites).
Longer-term strategies could incorporate smart technologies that provide real-time parking space availability,
such as smart phone applications.These technologies are more expensive and will likely reach fewer drivers
as compared to signage.
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Strategy 4: Reduce parking demand through alternate modes
Building new parking structures is an expensive endeavor. For a Town like Estes Park where the need for a
parking structure is only seasonal, it is an even more challenging investment option. Rather than building
parking for every car that desires to park downtown,the Town should encourage alternate modes of
transportation such as cycling and walking, in addition to our existing shuttle system,to reduce the overall
demand for downtown parking.
Residents and visitors to Estes Park are attracted to our beautiful landscapes and the opportunities for
outdoor activities, be they hiking, photography, animal and bird watching, rock climbing or cycling. Our
population is notably healthy and active. Many of our residents and visitors prefer to get around by foot or
bike, rather than driving. In addition, a notable number of residents and visitors reside within walking or
cycling distance of downtown Estes Park. Motivating these groups to visit downtown by these alternate
modes of transportation, rather than driving,could reduce downtown parking demand.
Pedestrians:The existing walk/bike paths that connect to downtown and the shuttle systems are a great first
step in encouraging residents and visitors to leave the car behind when visiting downtown. Continued
expansion of the walking trails,such as a safe walking route along Moraine Avenue,would further indicate
the Town's support for pedestrian traffic in downtown.
Widening the sidewalks along Elkhorn Avenue and wider landing areas at street crossings to allow people to
gather without hindering pedestrian flow would further enhance the experience of visitors and residents.
Cyclists:Cycling is a growing sport and encompasses a range of styles, including street cycling, mountain
biking and casual family transportation.At this time, downtown Estes Park is not bike friendly. We cannot
expect residents or visitors will ride bikes into town rather than driving until we provide safe methods for
them to do so.The lack of bike lanes along main thoroughfares and pedestrian trails that do not allow cyclists
leave few routes that bikes may safely travel.The heavily congested roads in the summer season further
discourage cyclists.
• Bike routes: Either on-street bike lanes or off-street trails must be available in order for bicyclists to
safely travel in and out of downtown Estes. It is understood that bike lanes are incorporated into the
Downtown Loop project. If this project proceeds,this would be a significant first step in the
development of bike lanes along all main thoroughfares in and out of downtown. Further
continuation of bike lanes along Highways 34 and 36 into town and along Moraine Avenue would
significantly improved bicycle access to downtown.
In addition, a signage program along multi-use trails (such as the Fall River Trail) indicating that
bicycles are allowed might help visitors understand that these are safe trails for families and others
who would like to ride into town but may not be comfortable sharing the road with vehicles.
Bike racks: In order for cycling to be an effective method of transportation downtown,we must
accommodate parking for bicycles as well as vehicles. Currently,there are approximately 13 bike
racks in downtown Estes, but most hold less than ten bikes. In order to be effective, bike racks must
be centrally located,easy to find, have sufficient capacity and be located near shuttle stops or other
transportation options. (See Appendix A for a table of downtown bike racks)
Shuttles:The Town's shuttle system is a great service for our residents and visitors that also reduces traffic
congestion and parking demand. In 2015, over 500,000 visitors rode the Town shuttles during the summer
season.Shuttles should remain a key component of the downtown parking strategy and efforts to increase
8 116
ridership,and therefore reduce the number of vehicles downtown, should continue to be pursued. Bike racks
on the Town shuttles would further increase the opportunities for residents and visitors to get around by
bike.
Strategy 5: Implement a pay-to-park program
The Transportation Advisory Board recommends implementing a pay-to-park program in downtown Estes
Park during high traffic periods. Paid parking downtown has the potential to:
• Influence visitor behavior—encourage more visitors to use the free shuttles
• Improve the distribution of vehicles—encourage visitors to park at the free lots a little further
out,thus removing vehicles from downtown roadways
• Provide a revenue source that could support the cost of additional parking inventory
There has been a shift in public sentiment toward paid parking in downtown Estes. In the 2015 Downtown
Parking Survey, over 50%of respondents supported paid parking in downtown Estes in contrast to only 41%
support in 2005.
Table 4: Do you support paid parking downtown?
2015 Estes Park Downtown Parking 2005 Republic Parking Study
Survey
Yes 50.8% 40.88%
No 49.2% 59.12%
There are many technology options available to implement a pay-to-park program.Town staff is best suited
to research and recommend an appropriate technology.That said, it would be beneficial to select a newer
parking technology that has the capacity to:
• Monitor availability of individual parking spaces and provide data at lot entrance kiosks, smart
phone applications and electronic message signs.
• Accept credit card payments
• Communicate with the customer via smart phone:
o Location of available spaces
o Send text reminder when purchased time is nearing expiration
o Provide option to pay for additional time
• Smart enforcement:
o Notification of occupied stalls that haven't been paid or expired meters
The ideal time to implement a pay-to-park strategy would be at the start of the high traffic season following
the completion of the Visitor Center South parking structure. Prior to its completion and during its
construction, downtown Estes will not have sufficient parking supply to provide visitors with sufficient
parking alternatives. Upon completion of the Visitor Center South parking structure,there will be sufficient
inventory to allow downtown visitors to select to 1) pay to park in the central downtown area, 2) park free at
perimeter and remote lots or 3)to take the shuttle.
Page 9 1 16
Due to the seasonal nature of our downtown visitations,we recommend that pay-to-park technology be
implemented when average monthly traffic counts are expected to exceed 300,000 vehicles per month
(Highway 34 and Hwy 36 combined).This is the point at which downtown parking becomes limited. Based on
recent traffic volumes, paid parking would be in effect from May through October.
Graph 1:Traffic counts by month on Highways 34&36(combined)
700,000-'
■2010 ■2011 ■2012 ■2013 ■2014 ■2015
s0o,0o0-
500,000
400,000
300,000
200,000
100,000
1 1
0
JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Daily enforcement is recommended from 9:00 am to 7:00 pm. We recommend allowing all day parking in
most locations and removing the 3-hour time limit that currently exists.Visitors should be encouraged to stay
and enjoy downtown Estes Park for as long as they desire.A few key short-term,free parking areas will be
needed to facilitate pickups, drop offs, etc.
Rates:We recommend a three-tiered pricing strategy.Tier 1 would be the most centrally located parking
spaces in town and charge the highest rates.Tier 2 would be a bit further away and be priced more
moderately.Tier 3 would be free.
Tier 1 would include:
• Town Hall/Library Parking lots
• East Riverside Lot(adjacent to Dairy Queen/Casa Grande)
• Riverside lot(at Confluence Park)
• Post Office lot(with some short term free parking for Post Office customers)
• Virginia Lot(corner of Elkhorn and Park Ave)
• Curbside parking surrounding Bond Park
• Brownfields lot
Tier 2 would include:
• Spruce lot
• Tregent lot
• Performance Park lot
• Big Horn lot
• Moraine/Weist lot
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• Davis lot
• West Riverside curbside and lot
• Curbside parking on MacGregor Avenue
Tier 3(free parking)would be located at:
• Visitor Center South parking structure
• Visitor Center north lot
• Fairgrounds/Event Center lot
Revenue generated from paid parking should be spent first on costs to maintain parking lots, parking
technology and enforcement costs. Once those costs have been covered, remaining funding should be set
aside for additional parking capacity in the future.
Strategy 6: Encourage owners & employees to park remotely
With a shortage of parking in downtown, each space becomes valuable. It is in the best interest of the
downtown merchants and the Town to fill these spaces with revenue generating visitors. But each day, a
significant number of downtown parking spaces are being filled by owners and employees of the shops,
restaurants and Town Hall.
Stan Black of the Transportation Advisory Board walked downtown and made some informal inquiries about
summer staffing levels in an effort to quantify the impact of downtown employees on parking. He found over
200 businesses with about 10%of these being restaurants or bars. Interviews with shop owners indicated
two employees typically worked per shift,with two shifts per day. For food and beverage establishments, it is
estimated that they have five employees per shift. Factoring in the Town and Library,this results in roughly
600 employees at any given time during the day. Providing for carpooling,walking, cycling and shuttles, we
estimate that 300 parking spaces are being consumed throughout the day by downtown employees. With
1073 downtown parking spaces and another 256 spaces at the visitor center, 22.5%of the downtown parking
supply is being used by employees.
The question remains what can we do to encourage employees to park elsewhere and make room for
residents and visitors? It typically comes down to incentives or deterrents. For instance,the current shuttle
system is a beneficial option available to many downtown employees. Unfortunately, it does not run early
enough in the morning or late enough into the evening to meet the needs of all employees, particularly food
service employees. If the Town were to implement a pay-to-park program,this is expected to be a significant
deterrent for many employees, but it is likely years away from implementation.The Town implemented an
incentive program for Town employees in summer 2015 encouraging them to park remotely or use alternate
methods to get to work.
The Town may need to work with the business community to create a broader set of incentives for
employees to find alternate ways to get to work. For instance,could employees get entered into a drawing
for a vacation to Hawaii each time they ride the shuttles? Or a guaranteed prize from a prize catalog if certain
thresholds are met?Would downtown merchants donate prices or make financial contributions to prize
packages?Another suggestion was to increase downtown business licensing fees, but offer a rebate (or
discount on next year's registration)to those businesses who can document that their employees are parking
elsewhere.
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Any program developed will incur costs in the form of program development, education and awareness,
implementation and prizes/incentives. Measuring the results is often the hardest part of the equation (do
employees get a punch card punched by the shuttle driver? Do we staff remote parking lots with an
attendant to log employee vehicles? Do we provide RFID parking stickers on employee vehicles that record
how often they park at offsite lots?).
Hiring a consultant to develop an incentive program may be a wise investment.The situation does not need
to be studied again. What is needed is a comprehensive,actionable plan to encourage employees to park
outside downtown, developed in conjunction with business owners and business associations.This needs to
be a community effort in order to be successful.
While these may seem like expensive options,the cost to do nothing is even greater.
1. Loss of revenue to downtown merchants: If each vehicle parks downtown for an average of 4
hours, each parking space will have at least 2 cars per day. If each car purchases meals for two at
$25 plus spends$50 in downtown shops,then the downtown merchants have collectively lost
$75/car x 2 cars/day x 250 parking spaces=$37,500/day x 90 days of the season =$3,375,000 in
lost downtown revenue
2. Loss of sales tax to Town: Using the above scenario of a loss in sales of$3,375,000 times the 5%
tax rate results in a loss of$168,750 in sales tax revenue to the Town.
3. Parking Structure: If we want to continue to allow employees to park downtown, we could
construct a parking structure to replace the spaces they take up.At the recent price per stall of
$50,000 for parking structure construction,this lot would cost$12,500,000(250 spaces x
$50,000/stall).
Strategy 7: Redirect oversized vehicles to remote parking
Buses, RVs and other oversized vehicles create challenges in our narrow downtown corridor. In addition to
our Town shuttles and Rocky Mountain National Park Shuttles, each day our town sees tour buses driving
through on their way to the National Park or bringing their passengers for lunch and shopping downtown.
Other visitors arrive in RVs and drive through town on their way to local RV parks or the National Park.
Many of these oversized vehicles desire to park downtown. Currently,there is a total of 24 designated
Bus/RV parking spaces in Estes Park(17 in the Town Hall lot,4 at the Visitor Center lot, and 3 at the Event
Center).There are an additional 17 stalls at the Event Center lot that are extra-long, but not Bus/RV spaces
(these spaces may not have sufficient ingress/egress to accommodate buses or RVs). We need to ensure that
there are sufficient spaces to accommodate our oversized vehicle demand.These spaces should not be
downtown, but close to shuttle routes to allow passengers easy access to downtown.
The Town should:
• Restripe the fairgrounds lot to accommodate a greater number of RVs
• Remove the RV parking designation at the Town Hall parking lot
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The Town should also encourage RVs to avoid driving through downtown when possible.This can be
accomplished by:
• Encouraging RV parks to direct their customers to arrive/depart via alternate routes.Consider
providing specific maps or marketing tools to help them communicate these routes to their
customers.
• Specifically discuss alternate oversized vehicle routes in the transportation section of
appropriate websites, such as www.visitestespark.com or http://www.nps.gov/romo/index.htm,
and local maps.
• Identify a central location,such as the visitor center lot or fairgrounds lot, with sufficient RV
parking and mark it clearly with signage, on maps, and on local websites.
In addition,the Town should adopt a policy on tour buses.This policy should dictate where tour buses may
make drop-offs and pick-ups downtown, and where they may park while waiting for their passengers.This
policy should be proactively distributed to Colorado based tour operators who operate tours in Estes
Park/Rocky Mountain National Park.
Strategy 8: Protect Residential Neighborhoods
When towns implement pay-to-park program, a common unintended consequence is increased visitor
parking along residential streets where there is no fee to park.The neighborhoods surrounding Estes Park's
downtown will be particularly vulnerable if Estes Park implements a pay-to-park program.These
neighborhoods include:
• Virginia Drive area
• Big Horn Drive area
• East Riverside Drive
If the Town chooses to implement a pay-to-park program, it would benefit these neighborhoods if a proactive
approach were taken to prevent visitors from parking along their roadways. One common approach is to
require residential permits for residents and their guests and not allow public parking in these areas.
The Estes Park Police Department currently issues overnight parking permits for downtown residents.An
expansion of this permit program should be implemented simultaneous with or before any pay-to-park
program is in place. Protect the neighborhood before they experience negative impacts, not after they have
been inconvenienced.
Strategy 9: Develop a Special Event Management Plan
There are a handful of days in Estes Park,where traffic congestion is exceptionally bad.These are typically
holidays or free Rocky Mountain National Park days.The most notable are the Fourth of July, Public Lands
day in September, Memorial and Labor Day weekends.A special event management plan would be helpful to
address the unique characteristics of these challenging days.
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The primary characteristics of these high congestion days are:
• Heavy traffic, particularly inbound traffic from Highways 34 and 36 in the mornings
• Parking shortages
• Strong pedestrian presence
In order to address each of these issues, a strategy must be developed in advance.
• Traffic Management:To address heavy inbound traffic days,such as on a Rocky Mountain
National Park free admission day, have a plan in place with CDOT to keep signals on Elkhorn
Avenue westbound green for longer periods. Consider closing some cross streets to traffic for a
couple of hours to facilitate the Elkhorn traffic, much like is done on parade days, or lengthen
the time between green lights for these side streets on high volume days. Provide good signage
on Highways 34 and 36 directing park traffic onto Wonderview as well as Elkhorn.
• Create alternate parking opportunities: Make arrangements with local landowners whose
properties could serve as overflow parking on key days. Create signage notifying the public
where parking is available. Consider asking public service groups to staff the lots and charge a
parking fee as a fundraiser. For long days, such as Fourth of July, extend shuttle service to get
people back to their cars.
Possible locations for overflow parking include: Elkhorn Lodge, Our Lady of the Mountains
Catholic Church,St Bartholomew's Episcopal Church on MacGregor Avenue,and the school
district parking lots.Town would need to ensure there is no code that conflicts with these
activities.
• Strong Pedestrian Presence: High volume visitor days means more pedestrians downtown.
Consider closing certain crosswalks with barricades to facilitate vehicular traffic(such as the
east/west crossing at Highway 36 where an underpass is available. Use signage to direct
pedestrians to the underpass.
• Extend shuttle hours:When overflow parking is in use or on days where events such as the
fireworks show on the Fourth of July or the Rodeo or Scottish Festival keep people active long
into the evenings, continue to keep the shuttles running. Remote parking can only be successful
if the last visitor is able to return to their car easily at the end of the night.
Treating these high volume days like a special event—a SuperBowl or State Fair—needs special planning. Our
streets are not designed for the volumes they see but with intervention,the movement of vehicles and
pedestrian can be improved. Keep traffic flowing. Get cars into parking spaces efficiently. Keep pedestrians
on the sidewalks and out of the roads. Bring the community together to help with these activities. Have all
Community Service Officers on duty. Staff parking lots with community service groups. Have an abundant
supply of shuttles available.
These are busy days.These are long days.These are great days for the community to come together to make
Estes Park a great experience for our visitors.
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Appendix A — Public & private bike racks in downtown Estes
The map here indicates where bicycle racks are located throughout Estes Park:
http://www.bikeestes.org/bike-racks-in-estes-park/
Visitor Center Bike racks(existing) On the right side of the visitor center(+-5 bikes)
Safeway Bike racks(existing) Right side of the building(Nice view of Stanley
Hotel)(+- 10 bikes)
Kind Coffee(side) Bike racks(existing) Left side of the building(+- 10 bikes)
Ed's Cantina Bike racks(existing) Front of building(+-6 bikes)
Library Bike racks(existing) Back of the building(+-3 bikes)
Town Hall Bike racks(existing) Front of Town Hall,close to entrance
Performance Park Bike racks(existing) Close to bridge(+- 10 bikes)
Tregent Park Bike racks(existing) (+-3 bikes)
Moraine Avenue Restrooms Bike racks(existing)
A la carte Bike racks(existing) 2 bike racks on plaza between A la carte&White
orchid(3 bikes)
McDonald's Bike racks(existing) Between McDonald's and Parking lot(+-8 bikes)
White Orchid Bike racks(existing) 2 bike racks on plaza between A la carte&White
orchid(3 bikes)
Performance Park parking Bike racks(existing) Parking lot(+-6 bikes)
lot
Riverside Drive(behind Bike racks(existing) Behind Subway,across from the public restrooms,
Subway) close to sidewalk
The Barrel Bike racks(existing) -
Source:http://www.bikeestes.org/bike-racks-in-estes-park/
Page 15 116
Town of Estes Park 2016 Strategic Plan: Vision, Mission and Goals*
*Outcome areas,Goals and Objectives are not listed in any priority order
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to 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.
KEY OUTCOME AREAS GOALS(5-7 YEARS) 2016 BOARD OBJECTIVES(1 year time frame)
1 Robust Economy-We have a a. We will work to make Town codes and regulations more user-friendly
diverse, healthy year-round and easier to understand and use, while ensuring they are effective and 1. Complete Downtown Neighborhood Plan and develop implementation options in
partnership with the downtown residents and businesses. (e.g. BID, DDA, URA, etc.)
economy. enforceable and support development.
2. Research and possible implementation of options to provide increased broadband
b. We will encourage optimal use of the PRPA/Town fiber infrastructure.
access within the Estes Park Light & Power service area.
c. We will review the potential for redevelopment of areas of town where 3. Define the role of Town government in economic development as it relates to the
appropriate. Estes Park EDC and other organizations.
d. The Town will encourage events, activities and development that 4. Revise the sign code to be simpler and easier to understand while retaining the
enhance a year round economy. basic intent.
e.The Town will participate as a partner in local, regional and state 5. Serve a supportive role in the formation and operation of a Creative Arts District.
economic development efforts.
6. Continue to participate in local, regional, and state economic development.
2 Infrastructure-We have a. We will continue to address parking options throughout the Town. 1. Complete construction of phase 1 of the Visitor Center Transit Facility Parking
Ireliable, efficient and up-to- Structure.
date infrastructure serving b. We will provide safe access for users to the trail system. 2. Pursue funding for future phases of the Visitor Center Transit Facility Parking
our residents, businesses Structure.
and guests. c. We will continue to pursue grants and utilize available open space 3. Explore the need for a stormwater master plan and the feasibility of a stormwater
funding to develop connectivity of trails in the Estes Valley in partnership utility (including floodplain considerations).
with other local entities as described in the Estes Valley Trails Master
Plan.
d. We will develop plans and build the financial strength for redundant 4. Develop a facilities needs assessment for equipment and other storage, including
raw water sources to our water treatment plants. the museum collections and police evidence.
5. Complete the environmental studies required for the extension of the Fall River Trail
using the Paul S. Sarbanes Transit in Parks grant.
Page 1 2016 Strategic Plan
Town of Estes Park 2016 Strategic Plan: Vision, Mission and Goals*
*Outcome areas,Goals and Objectives are not listed in any priority order
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to 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.
KEY OUTCOME AREAS GOALS(5-7 YEARS) 2016 BOARD OBJECTIVES(1 year time frame)
6. Pursue funding opportunities for construction of the Fall River Trail.
7. Start planning for the use of the Trails Special Revenue Fund formed by Ballot Issue
1A sales tax revenue.
8. Repair trails damaged during the flood utilizing available Larimer County Open Space
funds for the Town's required funding match.
9. Partner with the Estes Valley Recreation and Park District in updating the Estes
Valley Trails Master Plan.
10. Develop and adopt a policy on Town installation of empty conduit with other
Town projects.
3 Exceptional Guest Services- a. The Events Complex meets the 2013 CH Johnson pro-forma financial 1. Complete a needs assessment and conceptual plan for improvements to the
We are a preferred Colorado projections. Conference Center.
mountain destination b. We will plan for future upgrades and expansion of the Conference 2. Investigate ways to improve signage for special events.
providing an exceptional Center.
guest experience.
c. We will complete stall replacements at the Fairgrounds.
4 Public Safety, Health and a. We will continue to pursue projects and funding to reduce flood risk 1. Work to restore the streams damaged by the flood and redefine the floodplains
Environment- Estes Park is a and flood insurance costs for the property owners and businesses of the within Town boundaries.
safe place to live,work,and Estes Valley.
visit within our b. We will implement projects and policies which promote sustainability,
extraordinary natural to improve the quality of the environment. 2. Continue the program to provide wildlife-resistant trash and recycling receptacles.
environment c. We will maintain safe and healthy environments on Town-owned
properties. 3. Participate as a partner in the County's regional wasteshed planning.
d. We will investigate alternative technologies for recycling and waste
management.
Page 2 2016 Strategic Plan
Town of Estes Park 2016 Strategic Plan: Vision, Mission and Goals*
*Outcome areas,Goals and Objectives are not listed in any priority order
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to 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.
KEY OUTCOME AREAS GOALS(5-7 YEARS) 2016 BOARD OBJECTIVES(1 year time frame)
5 Outstanding Community a. We will serve as a catalyst to develop available housing solutions for all 1 Define housing needs and identify potential plans for action.
Services-Estes Park will segments of our community.
continu to be an b. We will continue to work with the Estes Valley Recreation and Parks 2. Develop a strategy for addressing seasonal workforce housing demands.
exceptionally vibrant, District and the other partners, to develop and build the multi-
diverse, inclusive and active generational Community Center, including the Senior Center.
mountain community in
which to live,work and play, c. We will increase the capacity of the Senior Center, considering the 3. As the Planning Commission finishes its current work on neighborhood plans and
with housing available for all recommendations of the Museum and Senior Center Master Plan, in after the conclusion of the Downtown Neighborhood plan, collaborate with the
segments in our community. coordination with the Estes Valley Recreation and Park District's Planning Commission to consider what specific action to take regarding any additional
Community Center. neighborhood plans.
d. We will plan and implement the celebration of the 100th Anniversary 4. Revise the sign code to be simpler and easier to understand while retaining the
of the Town. basic intent.
e. We will work to make Town codes and regulations more user-friendly 5. Develop plans for the Town's 100th Anniversary Celebration in 2017.
and easier to understand, while ensuring they are effective, enforceable
and support reasonable development.
f. We encourage the Board of Appeals to look at our regulations and
codes and give suggestions.
6 Governmental Services and a. We will ensure town finances are strong with adequate fund balances 1. Continue to evaluate financial policies that provide adequate fund balances and
Internal Support-We will and sustainable reserves. sustainable reserves.
provide high-quality, reliable b. We will provide adequate funding for staffing needed to provide the 2. Implement the capital planning process.
basic municipal services for appropriate level of services to our citizens and guests.
the benefit of our citizens,
Page 3 2016 Strategic Plan
Town of Estes Park 2016 Strategic Plan: Vision, Mission and Goals*
*Outcome areas,Goals and Objectives are not listed in any priority order
VISION: The Town of Estes Park will enhance our position as a premier mountain community.
MISSION: The Mission of the Town of Estes Park is to 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.
KEY OUTCOME AREAS GOALS(5-7 YEARS) 2016 BOARD OBJECTIVES(1 year time frame)
guests, and employees, c. We will conduct a citizen survey biennially to measure our 3. Conduct the biennial Citizen Survey.
while being good stewards performance and citizen preferences.
of public resources
d. We will maintain a well-trained and educated town staff. 4. Complete a needs assessment and recommendation for an enterprise-wide
document management system.
e. We will implement an enterprise-wide document management system. 5. Develop a standard set of contracts for Town Activities.
7 Transportation-We have a. We will continue to address downtown traffic issues. 1. Proceed with the next steps in the Loop Project, (to be determined after the
safe, efficient and well completion of the NEPA Environmental Assessment).
maintained multi-modal b.The street rehabilitation efforts will result in an average pavement 2. Complete the reconstruction of Dry Gulch Road.
transportation systems for condition index of 70 or above for the Town street network by 2024. 3. Continue preventative maintenance activities on Town roads, as adequate funds
pedestrians,vehicles and become available.
transit. 4. Adopt and implement a plan for utilization of the new sales tax funds for street
improvements.
5. Include bike/pedestrian lanes wherever possible along with the street
improvements.
6. Develop a wayfinding signage plan for the downtown neigborhood, coordinated
with the Downtown Neighborhood Plan.
7. Coordinate with CDOT for improved signage on S.H. 7, U.S. 34 and U.S. 36.
8. Investigate the costs and opportunities of expanding transit services year round.
Page 4 2016 Strategic Plan